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From YouTube: Special Council (2023 Budget) - November 29, 2022
Description
Special Council meetings are held to deal with emerging issues as needed.
Open to the public
Scheduled as needed. View the meeting schedule
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Request to speak at the meeting
The meeting agenda needs to say that speakers will be heard.
Attended by at least six members of Council to proceed
Chair: mayor or deputy mayor
A
A
How's
everyone
today
good
great
good
morning
and
welcome
to
the
Vancouver
City
Council
special
council
meeting
of
Tuesday
November
29
2022..
This
special
counsel
meeting
has
was
called
by
myself
mayor
Sim
under
sections
2.5,
a
and
14.5
of
the
procedure
bylaw
for
the
purpose
of
hearing
from
speakers
on
the
draft
2023
budget,
video
of
council
members
speaking
presentations
and
vote
results
will
be
projected
on
a
live
stream.
When
available
council
members
are
reminded
that,
in
accordance
with
section
14.13
of
the
procedure,
bylaw
members
must
enable
their
video
to
confirm
Quorum.
A
A
I
also
want
to
take
a
moment
to
recognize
the
immense
contribution
of
the
city
of
Vancouver's
team
members
who
work
hard
every
day
to
help
make
our
city
an
incredible
place
to
live,
work
and
play,
and,
as
you
can
see,
a
lot
of
them
are
in
the
audience
today
they
will
be
participating
and
I
just
really
want
to
say.
Thank
you
from
on
behalf
of
all
of
us,
we've
seen
what
you've
done,
what
you're
capable
of
and
how
hard
you
work,
and
you
guys
are
incredible
so
clerk.
B
B
A
You
very
much
okay,
so
the
purpose
of
today's
special
counsel
meeting
is
to
receive
a
team
member
presentation.
Ask
questions
of
team
members
and
hear
from
speakers
on
the
2023
capital
and
operating
budget
and
related
reports,
debate
and
decision
on
the
2023
capital
and
operating
budget
and
related
reports
is
scheduled
for
the
council
meeting
on
Tuesday
December,
the
6th
2022..
A
The
plan
for
today
is
to
break
at
noon
for
lunch
and
return
at
1
pm
to
continue
with
the
agenda
if
needed,
Council
will
break
at
5
PM
for
dinner
and
return
at
6
pm
to
continue
with
the
agenda.
Council
will
adjourn,
adjourn
or
recess
at
10
10
pm
unless
Council
resolves
to
extend
the
meeting
before
that
time.
A
If
an
additional
day
is
required,
we
will
reconvene
this
meeting
tomorrow
at
1
pm.
We
will
begin
with
the
team
member
presentation,
followed
by
a
round
of
questions
to
team
members
and
then
hear
from
speakers.
If
you
have
any
questions
during
the
presentation,
please
email
them
directly
to
Patrice
MP,
general
manager,
Finance
risk
and
Supply
Chain
management,
so
that
team
members
may
prepare
responses.
We
will
begin
with
the
team
member
presentation,
starting
with
an
introduction
from
the
city
manager,
Paul,
mockery.
C
Oh
thanks
very
much
mayor
Sim
good
morning,
Council,
so
I'm
going
to
keep
my
intro
really
short
this
morning,
because
Patrice
has
got
a
lot
of
content
to
work
through.
This
obviously
is
the
first
kind
of
step
in
the
budget
process
for
2023,
both
capital
and
operating
and
as
it's
an
election
year
we're
taking
a
bit
of
a
timeline
on
the
operating
budget
so
yeah.
This
is
no
decisions
before
you
today.
C
This
is
really
an
opportunity
for
you
to
kind
of
get
the
first
presentation
from
staff
ask
questions
of
us
at
this
stage,
including
information
that
we
may
need
to
follow
up
on
and
then
hear
from
speakers.
That's
kind
of
the
agenda
for
today,
but
with
that
I'll
turn
over
to
Patrice,
to
walk
you
through
the
detail.
Thank
you.
D
Okay,
thank
you
and
thank
you
mayor
and
Council,
so
we're
very
pleased
to
be
here
today
to
begin
the
discussions
on
the
2023
budget
I'm
joined
today
by
our
number
of
folks
from
our
finance
team
and
also
our
city
leadership
team,
who
are
here
to
hospital
to
answer
any
of
your
questions
and
and
share
the
budget
information
with
you
today
and
I.
Do
want
to
thank
you,
my
mayor,
for
your
thanks
to
the
team
I'd
like
to
also
extend
my
thanks
to
our
team.
D
It's
a
huge
amount
of
work
that
goes
into
this
exercise
and
I
hope
that,
in
reading
through
the
document,
you've
got
a
good
sense
of
sort
of
the
city's
budget,
challenges,
opportunities
and
and
sets
a
good
start
starting
point
for
you
for
your
discussions.
D
So,
as
Paul
mentioned,
the
city
does
have
a
practice
of
approving
our
budgets
in
advance
of
the
new
year,
which
is
the
best
practice
in
budgeting,
because
it
allows
staff
to
continue
their
work
and
also
to
provide
that
continuity
and
transition
from
one
year
to
the
next.
But
our
budget
policy
does
contemplate
the
delay
of
a
budget
in
an
election
year
to
provide
a
new
council
with
time
to
set
their
priorities
and
and
apply
those
to
the
budget.
D
D
So
the
budget
report
that
was
distributed
with
the
agenda,
it
outlines
the
city's
current
state,
based
on
our
current
Staffing
and
services,
with
no
new
Investments
and
really
just
updated
for
the
known
changes
for
2022.
So,
as
I
mentioned,
that
will
be
our
starting
point
until
such
time
as
Council
directs
us.
Otherwise
and
again,
it's
to
give
you
information
to
start
the
work
of
to
understand
the
work,
that's
currently
underway
and
to
a
starting
point
for
those
discussions.
D
But
you
will
note
that
we
are
on
suggest
recommending
that
Council
approve
the
capital
a
budget
before
the
end
of
the
year
and
and
providing
more
time
for
the
operating
budget.
D
Great
thank
you
if
you
could
Advance
the
slide
so
again,
the
objective
is
to
provide
counsel
with
the
information
for
the
2023,
a
current
state
budget
to
guide
your
future
decisions
next
slide.
D
Great,
thank
you.
So
what
I'll
do
is
walk
through
first,
the
budget
process
and
the
approach
for
this
year
and
then
we'll
spend
most
of
the
time
really
on
the
budget
itself,
particularly
around
the
capital
plan
and
the
capital
budget,
because
we
are
recommending
that
that
be
approved
when
you
come
back
to
your
session
on
December
6th
talk
about
the
current
state
operating
budget
and
then
the
two
major
Revenue
sources
for
the
operating
budget
is
property,
tax
and
utility
fees.
D
D
You
should
go
to
the
next
one.
Great!
Thank
you.
So
the
the
budget
timeline
does
cover
a
number
of
months
where
we
are
right.
Now
is
at
the
point
of
presenting
the
budget
to
council
and
the
process
of
council
providing
Direction
back
to
staff.
D
We
are
planning
in
January
to
outline
the
key
priority
to
set
aside
time
for
Council
to
outline
the
key
priorities
for
your
four-year
term,
and
that
really
is
a
best
practice.
As
far
as
having
a
multi-year
view
on
achieving
the
goals
of
council
over
those
four
years,
and
then
there
will
be
a
public
engagement
as
well
at
that
time.
D
Our
final
approval,
then,
will
need
to
take
place
before
March
or
in
March
of
2023
to
give
us
enough
time
to
do
all
of
the
tax
calculations
in
April
for
our
main
tax
bill
and
that
aligns
with
the
Vancouver
Charter.
D
The
council
report
that
accompanied
the
large
document
we're
looking
at
two
two
things
for
Council,
so
one
is
to
receive
the
current
state
operating
budget
for
information.
So
this
allows
us
to
continue
to
work
based
on
that
current
state
through
q1,
subject
to
any
other
direction
that
you
would
like
to
give
us
in
December
or
through
the
first
quarter,
and
secondly,
we're
recommending
for
approval
of
the
capital
budget.
D
So
it's
the
capital
budget
and
also
the
utility
and
other
engineering
fees
that
were
part
of
the
agenda
as
well,
and
the
reason
for
that
is
again
that
we
can
continue
to
move
the
capital
budget
activities
forward.
They've
been
based
on
a
capital
plan
that
has
received
has
gone
through
a
full
process
as
well,
which
I'll
talk
about,
and
then
the
utility
and
Engineering
fees
again
there.
D
This
key
funding
source
for
all
of
the
capital
work
on
our
on
utilities
and
also,
if
we
don't
approve
all
of
those
in
a
timely
manner,
then
that
Revenue
doesn't
get
generated
for
2023.
D
There
you
go
so
just
some
of
the
key
messages
related
to
the
overall
budget
capital
and
operating
is
that
we
are
experienced,
as
you
can
imagine,
a
significant
inflationary
pressures,
both
supply
chain
and
also
on
our
operating
budgets.
We
are
still
feeling
the
impact
of
covid
we're
still.
Our
revenues
are
not
at
full
pre-covered
levels
and
our
departments
are
still
operating
at
at
the
reduced
levels
that
we
that
we
had
moved
to
with
thing
called
during
the
covet
period,
so
holding
vacancies
and
reducing
our
discussionary
expenses.
D
So
we
do
have
limited
capacity
in
this
current
state
budget,
specifically
increased
costs
in
the
area
of
Public
Safety,
particularly
around
benefits,
worksafe
premiums,
Ecom
expenses
increases
and
also
funding
the
2021
VPD
budget
appeal
that
we
funded
one
time
in
2022,
so
that
needs
to
get
reflected
in
2023.
So
all
of
those
create
pressures
on
our
property
and
taxes.
D
I
know
some
of
you
were
part
of
approving
the
last
Capital
plan,
and
that
is
what
really
informs
the
budget
and
then
I'll
have
some
specific
slides
on
certain
areas
of
the
capital
plan
that
will
be
asking
Council
to
approve
as
part
of
the
2023
budget.
D
So
it
is
a
we
have
a
framework
that
guides
our
capital
budget
and
it
really
starts
out
with
a
very
long-term
Vision,
really
to
understand
sort
of
the
long-term
policy
goals
that
impact
our
capital,
and
then
we
do
a
10-year
strategic
Outlook
and
that
we
do
that
every
four
years
we
update
it
and
it
really
it
looks
at
sort
of
those
big
objectives
and
the
big
goals
and
what
sort
of
order
of
magnitude
funding
we
have
in
order
to
achieve
those
and
then
at
the
four-year
Mark
we
actually
create
a
capital
plan.
D
It's
got
our
four-year
priorities
for
the
next
four
years.
It
identifies
the
funding,
that's
required
for
that,
and
it
has
to
balance
it's
a
balanced
plan
and
we
take
that
to
the
public.
Council
approves
that
and
then
we
take
it
to
the
public
for
engagement.
D
We
also
ask
the
electorate
to
approve
the
the
borrowing
for
the
capital
plan
for
anything
that
is
non-utility
related,
so
it's
gone
through
a
very
rigorous
process
over
the
course
of
2022,
and
then
that
informs
our
one-year
budget
and
the
one-year
budget
is
really
where
projects
get
initiated.
So
it's
councils
approving
the
project,
it's
their
counselors,
approving
the
funding
source
and
the
funding,
and
at
that
point
the
team
can
start
working
and
and
start
initiating
those
projects
excited.
D
So,
with
the
one
year
you'll
be
asked
to
make
two
approvals
in
for
the
capital
budget,
so
the
first
one
is
the
multi-year
but
project
budget.
So
you'll
see
in
the
document
a
list
of
all
the
new
projects
that
we
would
look
to
start
in
2023,
so
Council
be
asked
to
approve
the
project
and
the
funding
for
that
project
and
many
of
our
projects
across
multiple
years.
So
this
is
the
full
Project
funding
over
the
multiple
years
and
then
that
allows
the
teams
to
get
started
on
that
project.
D
So
you
get
multiple
opportunities
to
to
approve
the
capital
budget
and
then
the
annual
expenditure
budget
is
really
the
cash
flow
within
the
year
and
we
use
that
to
manage.
Are
we
actually
delivering
against
our
our
budget
for
the
year
in,
in
the
actual
spend
that
that
we're
undertaking
within
that
12-month
period?
And
then
we
do
quarterly
adjustments
and
you
approved
the
first
one
I
think
in
one
of
your
first,
your
first
council
meeting.
D
So
we
do
make
adjustments
to
the
capital
plan
and
the
capital
budget
through
the
year,
because
we
know
things
change
priorities,
change,
we
get
new
information.
Sometimes
we
get
new
funding
so
that
will
come
to
you
every
quarter.
So
Council
has
a
lot
of
opportunity
to
change
and
adjust
the
capital
plan
over
the
four
years
and
even
within
the
one
year
of
2023.,.
D
Overall,
our
Capital
plan
is
3.5
billion
of
that
3.3
or
city
assets.
We
do
also
fund
partner
assets
through
our
Capital
plan
funding.
The
new
projects
for
2023
that
we've
provided
for
Council
to
have
requested
for
approval
is
about
600
million
dollars
and
then
the
annual
capital
budget
would
we
expect
to
spend
in
2023.
D
and
again
it
really.
Our
Capital
planning
goals
are
renewing
our
existing
in
aging
infrastructure,
building,
new
and
expanding
our
infrastructure
and
amenities,
and
then,
as
we
do,
that
it's
really
about
evolving
our
infrastructure
and
amenities
to
address
changes
in
policies
emerging
needs
and
our
different
models
and
Partnerships
with
others
to
deliver
those
the
same
services
next
slide.
D
In
the
capital
plan
itself,
just
as
a
summary,
it's
a
similar
comment
on
the
high
inflation
and
it
was
particularly
notable
in
construction
higher
than
than
of
other
inflation.
And,
of
course,
the
supply
chain.
Supply
chain
challenges
have
made
it
challenging
for
us.
In
the
in
the
year
of
capital,
planning
and
budgeting
you'll
see
we
have
almost
a
billion
dollars,
that's
unspent,
or
that
still
kind
of
carried
over
from
previous
budgets
and
previous
Capital
plans.
D
So
that
is
going
to
be
our
first
allocation
into
the
2023
budget
and
then
we'll
add
the
new
requests
that
are
coming
to
you
just
go
back
one
side
so
again,
there's
as
far
as
the
approval
there's
two
parts
approving
the
new
multi-year
project
budgets
and
then
approving
the
expenditure
budget.
So
just
to
understand
the
difference
between
those
two
next
slide.
D
A
little
I've
got
a
couple
of
slides
that
are
background
on
the
capital
plan,
because
again,
that
really
is
what
informs
the
capital
budget
and
the
the
plan
is
split:
1.9
billion
on
renewal
of
our
existing
assets
and
1.4
billion
on
construction
of
new
infrastructure
and
amenities.
So,
on
the
renewal
side,
you'll
see
that
the
major
part
of
the
renewal
budget
is
water,
sewer
and
drainage
and
then
streets,
and
then
the
third
would
be
Community
facilities,
so
not
surprising.
D
On
the
renewal
side
on
the
new
side,
the
number
the
largest
is
housing
Then,
followed
Again
by
Community
facilities
and
streets.
So
you
can
see
the
size
in
the
in
the
pie,
chart
there
next
slide
and
then
another
key
part
of
the
capital
plan
is
the
projects
as
well
as
the
funding
source.
So
not
every
asset
is
funded
in
the
same
way
or
every
project
is
funded.
In
the
same
way,
you'll
see
that
we
have
pay-as-you-go
funding,
which
is,
for
instance,
the
the
current
year.
D
Utility
revenue
will
fund
the
capital,
work
and
utilities,
so
that's
pays
equal
funding
and
then
also
we
have
in-kind
contributions
from
Partners
from
developers
and
that
comes
to
US
during
the
year.
Then,
debt
financing
is
about
21
of
the
funding
source,
and
then
we
also
have
reserves
so
debt
financing
is
we'll
pay
for
it
over
time
and
capital
reserves
is
where
we've
collected
funds
over
time,
and
now
we
are
applying
them
to
a
project
next
slide.
D
Now
this
slide
is
really
refers
to
that
first
billion,
that
billion
dollars
I
talked
about
that
is
still
remaining
in
those.
These
multi-year
project
budgets
that
have
been
previously
approved
by
the
last
councils,
and
so
those
projects
are
continuing
and
they
will
be
delivered
over
the
period
of
the
next
next
few
years.
D
Of
course,
the
biggest
amount
will
be
in
2023
and
so
you'll
see
that
reflected
when
we
talk
about
the
new
requests
for
2023
it'll,
be
in
some
cases
lower
in
the
first
year,
because
we've
got
a
lot
of
work,
that's
already
undertaken
that
is
continuing
into
this
year.
All
right
next
slide.
D
So
when
we
talk
about
the
multi-year
projects,
this
is
the
581
million
that
we're
asking
Council
to
approve
that
we
start
of
those
on
those
projects.
Again
they
may
take
multiple
years
to
complete
water,
sewers
and
drainage
is
continues
to
be
the
largest
piece,
that's
largely
renewal
of
our
utility
system
and
then
streets
infrastructure
at
23
percent,
followed
by
by
waste
collection
diversion
so
our
streets
and
utilities,
the
largest
part
of
the
of
the
budget
and
again
largely
on
renewal
next
slide.
D
And
then
this
is
the
expenditure
budget.
So
again,
how
much
are
we
going
to
spend
in
that
year?
Even
though
it
might
a
project
might
span
multiple
years,
and
you
can
see
that
we
are
looking
to
grow
the
cap.
The
capital
plan
has
grown
in
the
last
plan
and
this
plan
as
we
continue
to
grow
the
city
and
and
our
infrastructure
renewal.
We
have
been
challenged
in
our
expenditure
side
over
the
covet
period
that
supply
chain
issues
ability
to
do
proper
engagement
Etc.
D
So
you
can
see
that
we
did
not
ramp
up
in
2022,
as
we
had
hoped.
So.
2023
is
a
higher
number
than
we've
had
before
and
we'll
be
focusing
very
much
on
the
delivery
for
Capital
over
over
that
year,
and
then
you
can
see
in
the
color
scheme
that
the
majority
of
the
2023
budget
is
actually
related
to
continuing
projects
from
previous
years
and
then
a
portion
of
the
new
projects.
D
D
We
do
our
capital
planning,
we
do
it
over
our
service
areas
and
you
can
see
that
we
have
11
service
areas
and
then
something
we
call
emerging
priorities,
which
is
a
funding
set
aside
for
just
what
it
says.
The
priorities
that
may
emerge
and
emerge
over
time,
so
I'm
going
to
walk
through
a
slide
for
each
of
those,
and
that
will
give
you
a
sense
of
what
you're
being
asked
to
approve,
particularly
on
the
multi-year
project.
So
the
new
projects
that
would
start
in
this
year.
D
D
Now,
that's
part
of
the
overall
plan,
and
then
each
year
as
part
of
this
process,
you
would
approve
improve
that
funding,
and
then
you
can
see
over
the
four
years
that
gets
how
that
is
going
to
spread
out
for
the
city
budget
and
then,
if
there's
any
kind
of
from
developers,
then
you
see
that
noted
there
as
well.
So
in
the
case
of
housing,
a
large
portion
of
our
housing
is
received
in
kind
through
development
and
then
on
the
right
hand,
side
is
the
funding
source.
D
So
is
it
a
city
funding
source
is
a
development
funding,
source
or
partner
and
again
a
large
portion
of
housing
is
funded
through
development
or
it
shows
you
is
just
a
few
highlights
and
again
in
your
in
the
budget
document.
There's
a
lot
of
detail
around
each
of
the
projects
that
make
up
that
35
million
dollars.
So
you
can
look
in
detail
at
what
the
specifics
are,
but
here's
a
few
examples.
D
So
in
the
housing
area,
it's
land
acquisition
and
in
that
case,
there's
nothing
budgeted
at
this
point
in
time
for
you
to
approve
for
2023,
because
we
don't
have
any
specific
Acquisitions
in
mind
right
at
the
moment,
and
that
tends
to
be
more
not
as
much
planned
as
opportunistic.
So
we
will
come
again
with
the
process
is
set
to
come
to
council
when,
where
information
comes
is
available,
so
once
we
are
ready,
then
we
would
bring
that
to
council.
So
you'll
approve
those
more
in
the
quarterly
budget.
We.
D
For
housing,
so
there's
a
pretty
significant
part
of
our
budget
that
is
in
Grant,
so
you're
being
asked
to
approve
the
grants
for
2023
16
million
and
over
the
plan
period
would
be
65
million.
We
have
our
on
our
SRO
programs.
There's
a
small
amount
this
year,
but
the
bulk
of
it
will
happen
through
the
rest
of
the
plan
and
similar
with
shelters.
D
And
then
we
have
about
750
units
of
housing
as
well
as
some
new
secure
about
300
million
dollars
and
also
new
secured
market
and
Below
Market
rental
units
about
35
million.
So
that's
the
housing
piece.
We
do
have
a
number
of
projects
that
are
already
in
in
progress
from
our
current
plan
and
that's
using
again
prior
Capital
plan
dollars.
An
example
would
be
the
coal
Harbor
social
housing,
Little
Mountain.
So
there's
a
number
of
activities
that
are
underway
already
in
housing.
D
Next
slide,
Child
Care,
again,
I'll
move
a
little
more
quickly.
Now
that
we've
gone
through
sort
of
the
structure,
the
plan
has
about
136
million
allocated
to
child
care.
13
million
for
2023
of
new
projects
you'll
be
asked
to
approve,
and
you
can
see
some
highlights
there
in
there
around
our
zero
to
four
Child
Care
re-cam
Child
Care
is
in
this
plan,
though
not
a
fun,
not
no
additional
funding
needed
in
2023
as
we're
working
with
our
planning
donors
already
and
then
we
have
also
have
grants
for
partners
and
in-kind
projects.
D
Also
in
our
child
care
space.
We
do
achieve
a
lot
of
child
care
through
development.
We
have
a
number
of
projects
that
are
actually
already
underway
from
the
last
plan
and
that
includes
David
Lloyd
elementary
school
and
Eric
Hamburg
Secondary
School,
Cole,
Harbor,
Elementary,
School
and
a
number
of
others.
So
there's
a
lot
of
work
already
happening
in
child
care.
That's
already
approved
and
underway.
D
So
we
can
see
the
the
current
year
and
the
four
year,
and
that
is
also
funded
through
both
city
funding
and
development
funding.
Next
slide,
arts
and
culture,
145
million
over
the
plan
at
just
10
million
at
this
for
2023
and-
and
you
can
see
the
biggest
one
of
the
large
ones-
will
be
the
peony
outdoor
Amphitheater.
That
right
now
has
planning
dollars,
and
so
it
will
come
back
through
the
course
of
the
plan
for
the
construction
dollars.
D
D
Community
facilities-
that's
389
million
over
overall,
through
the
plan
about
41
million
for
approval
in
this
budget.
Again,
a
combination
of
city
and
development
funded,
one
of
the
largest
ones,
will
be
the
Vancouver
Aquatic
Center
and
that
so
it's
21
million
dollars,
which
will
start
the
planning
process
rate
cam,
Community
Center,
which
already
has
planning
dollars.
D
So
that
will
come
back
to
you
later
in
in
your
four
years:
the
West
End
community
center
community
Hub
that
has
planning
dollars
already
from
the
previous
budgets
and
and
then
a
number
of
in-kind
projects,
including
the
Northeast,
false
Creek,
Center
and
ice
rink
and
the
efl
community
center
and
some
social
facilities
in
Camby
Corridor
next
slide
under
Public
Safety.
D
There
is
a
total
of
105
and
you
can
see
it's
broken
down
between
police
fire
and
animal
control,
which
we
categorize
under
Public
Safety.
So
what
17
million
in
this
budget
for
your
approval
and
it's
primarily
City
funded?
There's
a
small
amount
for
planning
for
the
police
headquarters.
There's
the
renewal
of
the
fire
hall
fire
hall
number:
eight!
That's
the
large
one
item
in
this
category
and
that'll
be
the
planning
dollars
and
construction
will
come
later,
renewing
the
animal
shelter
and
that's
through
a
partnership.
D
D
Civic
facilities
is
next,
so
we
have
Community
facilities
and
then
we
separate
our
Civic
facilities
and
our
equipment.
So
that's
our
internal,
our
internal
staff,
59
million
over
the
plan
30
billion
in
this
first
year
and
that
relates
to
facility
regular
renovation
and
maintenance
that
we
plan
every
every
year,
the
energy
optimization
project
and
then
a
major
project,
which
is
the
sunset
yard
renewal,
so
asking
Council
to
approve
10
million
dollars
for
that,
and
that
is
all
City
funded
next
slide.
D
Streets
is
another
significant
part
of
the
plan:
471
million
133
in
this
first
year-
64
million
towards
the
Granville
and
Camby
Bridge.
So
that's
one
of
the
big
projects
for
this
year
in
in
streets,
and
we
have
the
gas
town
and
Water
rehabilit
Water,
Street,
Rehabilitation
or
active
Transportation
programs.
This
is
where
Street
lighting
and
Street
Paving
are,
and
there
are
also
some
in-kind
projects
that
we
get
from
development.
D
As
you
can
see,
and
so
this
is
funded
almost
equally
by
city
and
development
contributions,
as
well
as
partner
contributions,
which
would
include
things
like
TransLink
funding
for
us
next.
D
One
water
that
is
our
water
of
rain
water,
sanitary
water
strategy
at
874
million-
that
is
our
largest
part
of
the
capital
plan
about
178
million
this
this
year
and
you'll,
see
that
this
one
is
a
little
more
equal
over
the
four
years,
because
many
of
the
of
them
are
programs
that
carry
on
fairly
equally
over
the
four
years.
So
that's
particularly
Water
and
Sewer
mean
renewal.
D
Then
we
have
some
new
upgrades:
new
water
meters,
upgrading
the
prop
renewal
of
pump
stations
and
and
then
our
green
infrastructure
work,
and
there
are
a
number
of
in-kind
projects
as
well
on
the
upgrades
through
development,
so
primarily
City,
but
also
a
significant
amount
of
development
funding
that
supports
this
part
of
the
capital
plan.
D
So
on
the
landfill,
it's
largely
around
compliance
costs
for
closure
costs
and,
and
then
the
transfer
station
additional
initial
funding
for
that
in
the
first
year
of
2
million
next
under
renewable
energy,
that's
about
73
million
12
million
in
this
year,
there'll
be
more
in
the
later
years,
mostly
city
funding,
which
is
in
the
case
of
the
Neu
that
is
funded
by
the
utility
reach
from
the
NAU,
as
opposed
to
our
City
utility
rates.
D
And
then
we
breaking
technology
into
two
main
parts
which
is
maintaining
and
upgrading
our
core
infrastructure,
like
our
data
centers
and
then
a
technology
transformation,
so
that
this
Investments
that
will
improve
you
know
the
city's
business
processes,
including
things
like
permit
transformation
of
our
permitting
program,
Asset,
Management
data
enablement
and
other
productivity
tools
for
the
city,
and
that
is
Felice,
City,
funded
and
again
you'll
see
it's
fairly
equal
across
the
four
years
next
slide.
D
So
this
is
our
last
category,
which
is
the
emerging
priorities
we
set
aside
about.
155
million
and
you'll
see
it's
for
things
that
we
aren't
don't
have
projects
for
specifically
today,
but
we
anticipate
over
the
next
four
years.
The
need
for
additional
funding-
probably
one
of
the
most
important
ones,
is
the
senior
government
partnership.
Where
often
the
government
will
ask
us,
senior
government
will
ask
us
to
match
or
provide
some
contribution
as
well.
So
we've
got
some
funding
set
aside
for
that
in
the
future.
D
We
know
that
climate
climate
adaptation
is
an
area
where
we
are
have
many
needs
and
are
limited
in
our
capacity.
But
there
is
some
money
set
aside
for
that
and
there's
an
example
of
the
seawall
we
have
contingency
set
aside
for
inflation
as
well
as
other
other
unknowns,
and
then
the
delivery
is
really
the
funding
where
we
have
for
sort
of
our
internal
costs.
Supporting
the
capital
plan.
D
So
that
is
the
sort
of
ends,
the
section
on
the
capital
plan
and
again
Capital
plan
and
capital
budget,
and
we
are
asking
Council
to
to
approve
the
capital
budget
for
this
year.
Again,
it's
following
on
a
fairly
extensive
Capital
planning
process
that
has
gone
through
public
and
Council
review
already.
D
So
that
is
the
approach
on
Capital
and
then
I'll.
Just
move
on
to
operating.
D
So,
in
the
case
of
the
operating
budget,
we
know
that
Council
will
take
some
time
to
to
finalize
that
over
the
next
few
months
and
really
looking
at
your
priorities
and
then
we
can
adjust
our
service
plans
accordingly.
D
But
we
have
our
current
state
budget,
which
is
what
is
we'll
just
be
continuing
the
existing
resources
and
plans
that
we
have.
So
it's
really
a
starting
point
for
for
that
discussion
and
just
to
highlight,
as
we
do
the
priority
setting
as
we
do
the
last
Council.
It's
very
helpful
in
in
helping
staff
understand
what
the
priorities
are
for
the
next
few
years,
because
changing
things
on
an
annual
basis
is
often
too
short
of
a
time
period.
D
To
really
make
an
impact
or
or
to
be
able
to
plan
so
planning
over
for
a
four-year
period
is,
is
really
preferred.
D
So
we'll
do
that
work
with
you
in
in
the
first
quarter
and
again,
as
I
mentioned,
the
operating
budget
reflects
the
existing
resources
existing
service
levels,
if
there's
no
new,
Investments
or
enhancements,
but
even
with
that,
it
would
require
a
five
percent
property
tax
increase
to
balance
the
budget,
and
just
if
you
were
to
break
that
down
in
what
the
main
drivers
are,
one
percent
is
for
additional
infrastructure
funding.
If
you
remember,
we
talked
about
our
infrastructure
deficit
and
the
and
councils
have
approved
a
multi-year
increase
in
our
infrastructure
renewal.
D
So
that's
one
percent
of
property
tax.
It
also
impacts
our
utility
rates
as
well
on
approximately
five
percent
for
infrastructure
renewal.
Two
percent
of
that
five
or
two
percent
of
the
five
percent
is,
is
related
to
VPD.
So
it's
just
the
current
level
of
services
and
includes
the
funding
for
the
appeal
and
then
the
two
percent
really
is
just
covering
all
really
across
the
city,
all
the
other
costs,
and
so
that
includes
all
of
the
inflationary
costs
that
we've
built
in
as
well.
D
And
of
course,
we
needed
to
do
a
number
of
things
to
offset
some
of
those
costs,
some
of
that
in
case
of
increased
revenues
and
other
cost
reductions
to
get
to
that
balance
at
five
percent
and
I.
Think,
as
you
know
now,
the
VPD
has
provided
their
submission
for
their
budget
for
2023
for
accounts
consideration
and
that
is
not
reflected
in
the
currency,
so
that
will
put
additional
pressure
on
the
property
tax
and
I
have
a
slide
that
will
we'll
cover
that
next
slide.
D
So
just
a
summary
of
the
operating
budget,
1.9
billion
again,
five
percent
property
tax
would
be
needed
to
balance
at
that
level.
7.9
percent
of
utility
fees
to
fund
the
utility
costs,
annual
costs
and
the
and
the
funding
for
Capital,
and
then
the
the
currency
budget
assumes
Revenue
increases
for
other
fees
in
the
three
to
five
percent
range.
So
some
of
them
have
already
been
approved.
D
Previous
Council
approved,
for
instance,
permit
increases,
other
ones
will
be
approved,
for
the
park
board
will
need
to
approve
their
fees
and
and
those
fees
will
get
approved
over
over
the
next
few
months.
D
This
chart
just
shows
you
some
of
the
key
drivers
of
that
current
state,
so
it
shows
a
growth
of
9.5
percent
overall
and
revenues
and
expenditures.
I
should
the
first
line
really
their
notes.
That
part
of
it
is
is
a
change
in
our
reporting
process.
We
didn't
in
the
past
budget
for
empty
homes
tax,
because
we
didn't
have
a
really
good
sense
of
what
the
trend
and
the
revenues
would
be.
So
we
just
so
we
booked
those
in
our
actuals,
but
not
on
our
budget.
D
D
So
when
looking
at
the
operating
budget,
these
are
our
revenues
and
I.
Think
the
key
piece
to
note
here
is
that
over
three
quarters
of
the
city's
Revenue
really
comes
from
property
tax
and
utilities
fees.
So
there
are
other
other
Revenue
sources.
They
are
quite
small
relative
to
those
two
areas
and
so
we'll
talk
about
those
two
a
little
bit
more
as
far
as
Trends
next
slide.
D
So
this
next
slide
is
kind
of
an
important
one,
because
it
helps
to
explain
how
the
funding
works
for
the
city's
operating
budget
and
we
are
constrained
by
different
rules
within
the
Vancouver
Charter,
on
how
we
fund
the
work
that
the
city
does
so
the
on
the
left.
Again,
the
largest
piece
of
the
operating
budget
is
our
engineering
utilities
and
you
can
see
from
the
red
represents
some
utility
fees
or
permit
fees.
So
utilities
are
almost
fully
funded
by
utility
revenues
and
we
can.
D
You
can
choose
to
fund
utilities
using
property
tax,
that's
within
council's
jurisdiction,
but
utility
fees
cannot
fund
anything
other
than
utilities,
so
we're
limited
as
to
the
use
of
utility
revenues
and
then
our
next
two
largest
groups
are
Vancouver
Police
and
Fire
and
again
those
are
largely
funded
by
property
tax.
Those
are
also
utilities
and
Public.
Safety
are
two
of
the
largest
over
the
last
10
years.
The
city's
growth
has
been
driven
largely
from
utilities
and
and
Public
Safety
costs.
D
So
that's
the
pressure
on
on
both
utility
fees
and
property
tax,
and
then
you
can
see
the
other
groups.
Parks
and
Recreation
is
a
combination
of
of
revenues
that
they
generate
as
well
as
tax
funding.
Similarly
with
engineering
and
if
you
go
down
over
to
development
building
and
licenses,
they're
primarily
fee
funded
on
a
cost
recovery
basis
for
for
permitting.
D
So
the
challenge
here
is
that,
as
in
the
past
years,
as
Public
Safety
Investments
have
been
made,
the
offset
really
is
additional
property
taxes,
there's
very
little
ability
to
fund
a
significant
amount
of
Public
Safety
through
the
other
through
Cuts
in
the
other
areas
in
that
balance
and
difficult
to
find
other
fee
revenues
because
they
need
to
be
associated
with
the
utilities
and
and
the
permit
costs
specifically.
D
So
this
slide
just
has
some
specifics
around
the
current
state
budget,
things
that
have
been
Incorporated
in
there
and
we
talked
about
some
of
the
costs.
There
were
also
some
savings
that
were
Incorporated
in
there
for
our
mobility
and
wireless
Services.
We've
included
operating
impact
of
new
capital.
That
is
projected
to
be
delivered.
This
year,
and
so
the
operating
cost
to
support
that,
and
then
I
did
want
to
note
that
to
keep
it
at
a
five
percent
increase
the
city
departments,
we
actually
increased
our
turnover
allocation.
So
that's
our
Target
for
vacancies.
D
So,
while
continuing
with
the
vacancies
that
were
held
during
the
pandemic,
actually
increasing
that
somewhat
so
all
of
the
Departments
are
holding
a
percent
to
be
expected
to
be
managed
through
attrition.
We
had
deferred
discretionary
spending
through
the
pandemic,
that's
still
deferred
and
as
well,
we've
been
continuing
to
look
at
at
the
holding
all
of
the
efficiencies
and
offsets
that
we'd
identified
through
covert.
D
So
it
is
very
tight
on
the
side
of
City
Department
expenses,
which
is
why
we
have
you
know
that
a
capacity
limitation
on
doing
taking
on
new
initiatives
without
other
adjustments
and
then
but
we
did.
We
did
just
for
a
number
of
Revenue
changes
in
some
cases,
some
new
Revenue
that
is
coming
back
up
to
pre-covered
levels
and
then
some
assumptions
around
program
fees
and
utility
fees
in
order
to
balance
the
budget
next
slide.
D
So
with
that
there
are
some
ongoing
risks.
We
have
a
all
of
our
Collective
agreements,
will
end
at
the
end
of
2022
So.
That
obviously
has
a
significant
impact
going
forward.
We
have
benefit
increases
that
are
continuing
that
we've
continued
to
see
grow
over
the
last
few
years.
We
know
that
the
living
wage
has
increased.
We're
looking
at
need
to
understand
the
impact
on
the
city's
budget.
D
For
that
and
again
the
understanding
how
the
labor
market
challenges
will
impact,
and
we
are
still
at
risk
of
Revenue
shortfalls
in
2022,
because
all
of
our
revenues
have
not
returned
to
pre-covered
levels.
So
so
we
need
to
manage
that,
so
these
risks
will
all
change
over
the
next
month.
So
some
a
little
bit
worse,
some
will
get
better
and
we'll
take
that
into
account
as
we
work
on
finalizing
the
budget
in
the
first
quarter.
D
So
then,
oh
one
extra
slide
that
we
added
here
was
just
to
like
give
you
a
sense
of
the
impact
of
the
VPD
budget
that
was
presented
to
council.
It's
not
reflected
in
the
current
state.
The
budget
that
was
presented
is
about
21
million
dollars
higher
than
the
current
state.
So
if
we
just
move
the
adjust
that
for
property
tax
impact,
that's
an
additional
two
percent.
So
there
was
already
two
percent
property
tax
impact
in
the
first
in
the
current
state.
D
So
that
would
take
that
up
to
four
percent,
specifically
for
VPD
to
fund
those
increases
within
the
VPD
budget.
So
again
something
to
work
out
work
through
over
the
next
next
few
months.
D
So
and
next
I've
got
just
two
sections
left:
one
is
just
a
little
bit
on
property
tax
and
then
on
utilities,
because
those
are
the
two
big
Revenue
drivers
and
when
we
talk
about
affordability,
of
course,
it's
about
understanding
how
our
our
taxes
and
utility
fees
impact
our
residents
and
property
owners.
D
So,
first
just
a
reminder
for
Council
that
you
will
prove
the
city's
overall
budget
and
then
that
we
divide
that
by
the
assessment
base,
and
then
that
determines
what
our
tax
rate
is.
So
we
don't
generate
higher
Revenue
when
property
values
rise
and
we
don't.
Our
Revenue
doesn't
go
down
when
property
taxes
when
property
values
drop.
We
adjust
for
that
in
our
calculation
and
that's
where
some
cities
begin
the
U.S
don't
do
have
a
different
process.
D
That
is
our
process
NBC,
and
we
do
strive
to
make
sure
that
our
property
tax
and
user
fees
remain
competitive
and
we
do
Benchmark
against
other
cities
just
to
give
Council
a
sense
of
where,
where
the
city
sits
relative
to
other
jurisdictions
next,
so
this
slide
is
a
slide
of
a
medium
single
family
home.
It's
a
tax
and
utility
fees,
so
it
Compares
Vancouver
to
other
Metro,
Vancouver
cities
and
you'll,
see
where
just
a
little
bit
above
the
average.
D
If
we
look
at
historically
tax
increases
over
the
last
10
years-
and
this
looks
at
residential
and
business
and
if
you
go
back
10
years
or
10
years,
the
first
five
years
of
the
last
10
years,
the
property
tax
increase
averaged
around
two
and
a
quarter
percent,
and
during
that
time
that
was
post
the
financial
crisis.
We
had
done
a
number
of
of
initiatives
around
the
Vancouver
Services
review
to
reduce
our
cost
director.
We
also
looked
at
our
fees
and
made
sure
that
the
fees
were
fully
covering
their
costs.
D
So
there
was
we're
putting
undue
pressure
on
property
taxes
and
so
managed
to
keep
those
the
property
tax
just
over
two
percent.
If
you
look
over
the
last
five
years,
the
average
was
around
five
percent,
so
what
this
is
showing
is
that
it
differed
if
you
were
a
residential
property
owner
versus
a
business
property
owner,
because
Council
chose
to
implement
a
tax
shift
over
that
period,
which
shifted
the
burden,
tax
burden
to
residential
from
business
the
tax
share,
and
so
while
the
average
was
five
percent.
D
If
you
were
a
residential
owner,
you
would
have
seen
increases
on
average
of
5.8,
but
if
you're
a
business
owner,
you
would
have
seen
them
closer
to
four
percent,
and
this
is
just
an
assistant
where
Council
will
approve
a
property
tax
increase,
but
Property
Owners
will
see
something.
They
may
see
something
different
from
that.
So
one
is
the
business
and
residential
share
shift.
That
happened,
and
this
is
another
one-
is
comparing
single-family
homes
to
strata.
D
So
we
have
one
tax
rate
for
residential,
but
you'll
see
that
over
the
last
10
years,
single
family
homes
have
increased
in
value
at
a
higher
rate
than
strata.
So
that
means
that
property
tax
is
paid
by
single
family
homes
will
be
at
a
higher
will
have
grown
at
a
faster
rate
than
strata,
and
you
can
see
even
in
the
2016-17,
when
single-family
home
prices
were
were
accelerating,
that
that
strata,
the
average
strata
actually
dropped
from
one
year
to
the
next
in
their
property
taxes.
And
then
that's
changed
again
near
this.
D
The
last
few
years,
where
the
single
family
home
had
stabilized
somewhat
in
the
strata
values
had
gone
up.
So
so
just
interesting.
That
you'll
hear
like
if
you'd
understand
that,
because
you'll
hear
different
things
from
different
property
owners
and
what
their
property
tax
has
done
and
those
are
some
of
the
drivers
next
slide.
D
So
we
spend
our
time
here
talking
about
the
blue
section
of
this
pie,
which
is
the
tax
and
utilities
that
the
city
on
this
on
the
tax
bill
from
the
city.
But
when
a
property
owner
gets
a
tax
bill,
it's
actually
almost
twice
the
size
of
what
we
talk
about
and
that's
driven
by
what
we
call
other
taxing
authorities.
The
primary
one
is
the
school
tax
and
that
gets
allocated
again
based
on
assessed
values
and
uses
the
property
tax
structure.
D
Metro
Vancouver
also
uses
the
property
tax
structure
as
well.
Transsync
is
also
able
to
Levy
property
taxes,
so
we
don't
have
any
control
over
those
those
taxes
or
the
rate
at
which
they
increase
that's
determined
by
others
outside
of
council.
So
you
really
only
have
control
over
the
blue
section.
So
when
we
look
at
affordability,
we're
not
you're
not
fully
in
control
of
of
the
total
next
slide.
D
So
with
that
in
mind,
this
is
a
similar
comparison,
but
it's
the
same.
The
median
single
family
home,
but
it
is
the
property
to
the
tax
bill
utility
bill
and
includes
the
other
taxing
authorities,
and
you
can
see
with
that.
D
Vancouver
has
moved
up
the
chart
somewhat,
and
that
is
because
most
of
the
OTAs
are
allocated
based
on
assessed
value
as
well,
and
Vancouver
tends
to
have
a
higher
coverage,
assessed
value
for
a
single
family
home
so
that
single
family
home
will
pick
up
more
of
the
of
the
OTAs
next
slide.
So
we
also
Benchmark
our
utility
fees
and
you
can
see
that
to
the
Vancouver
utility
fees
are
just
slightly
higher
than
the
average
in
Metro
Vancouver
and
part
of
that
is
the
age
of
our
of
our
city.
D
And
that's
you
know.
Our
renewal
of
our
infrastructure
drives
our
fees,
our
costs
and
thus
our
fees
next
slide,
and
this
is
some
comparators.
We
do
for
recreation,
user
fees
out
of
the
park
board,
so
you
can
see
Vancouver
I
went
look
you're,
looking
at
the
adult
one
month
or
30-day
pass
is
near
the
lower
end
and
about
average
for
a
drop-in
fee
fees
at
pools.
Arenas
fitness
centers
next.
D
So
that's
a
little
bit
of
back
when
there's
in
the
report,
there's
a
number
of
other
charts
and
benchmarks
for
property
tax,
but
we
wanted
to
hide
it
a
few
of
them
here
and
then
the
other
piece
is
utilities.
D
So
you
can
see
this
chart
where
the
city
costs
in
the
at
the
bottom
have
been
growing,
and
that's
our
part
in
in
our
part,
is
the
renewal
that
we
need
to
do
for
our
infrastructure,
which
is
aging
and
the
blue
section
is
Metro
Vancouver
and
their
renewal
has
driven
there
Levy
up
two
to
three
times
over
2019
to
2026,
and
we
expect
that
to
continue
because
of
the
work
that
they're
doing
on
the
Iona
treatment
plant.
D
D
So
here
you
can
see
the
for
water
sewer
and
solid
waste.
You
can
see
the
great
utility
rate
increases
that
are
forecasted
over
the
next
five
years
and
particularly
in
sewer,
you
can
see
a
15
each
year
we
see
those
rates
increasing
again
the
city's
renewal
program
and
Metro
Vancouver
infrastructure
deficit
as
well.
That
comes
back
through
to
the
municipalities
next
slide,
and
then
we
usually
report
what
that
means
in
terms
of
dollars.
So
this
is
for
a
median
condo
or
strata
unit
at
759
000.
D
That
would
be
an
increase
of
about
58
dollars
a
year
for
property
taxes.
Again,
their
utilities
are
generally
charged
through
a
third
party,
not
through
the
city
for
a
single
family
home.
D
The
increase
in
taxes
would
be
153
dollars
in
utilities,
143
and
then
the
change
for
business
property,
256
dollars
and
138
for
utilities
and
again
that's
at
the
current
state
budget,
not
any
changes
that
Council
would
be
making
to
this
and
then
just
speaking
about
our
our
Five-Year
Plan
financial
plan
on
the
operating
side,
we
do
anticipate
that
our
expenditures
will
continue
to
grow
with
sort
of
an
average
of
seven
percent
over
the
five
years
and
for
the
24
and
27
going
forward.
D
We
see
property
tax
increases
still
on
average
at
seven
percent,
and
utilities
are
averaging
10.
So
there's
still
lots
of
pressure
on
both
tax
and
fees
in
the
in
the
five-year-old
look
and
part
of
what's
included
is
there
is
rebuilding
the
reserve
at
one
percent
property
tax
to
get
us
back
to
our
Reserve
Target
of
of
16,
which
which
we
had
depleted
during
covid
and
then
also
funding
for
the
operational
reviews
for
VPD
and
fire
renewal
and
maintenance
of
our
infrastructure
and
then
building
in
some
of
the
water
in
Metro
Vancouver
utility
charges.
D
So
again,
as
far
as
the
council
engagement
schedule,
we're
today
at
the
presentation
speakers
and
taking
any
questions
from
Council
and
then
we
would
be
back
on
December
6th
to
get
any
direction
and
interim
decisions
from
Council
all
right.
I
just
have
a
couple
of
slides
on
public
engagement
and
priorities.
Just
to
close
us
off.
D
When
we
looked
at
the
capital
plan
engagement,
it
was
housing,
infrastructure,
investment
and
transportation
and
Street
use.
As
far
as
funding
preferences
on
the
operating
budget,
we
continue
consistently
get
the
feedback
that
most
prefer
that
we
increase
or
introduce
new
user
fees
rather
than
raising
taxes
and
but
most
do
support
a
moderate
tax
increase.
D
In
the
case
of
the
capital
plan,
most
of
respondents
preferred
to
rely
on
development
contributions
rather
than
property,
tax
and
utility
fees,
particularly
for
growth
and
then
other
takeaways
on
the
budget,
substantial
interest
in
public
safety
and
social
issues,
as
well
as
those
two
top
priorities
and
on
the
capital
plan
concern
regarding
the
infrastructure
deficit
deficit,
though
the
feedback
was
that
the
plan
does
reflect
most
of
the
people's
priorities
in
the
plan
that
was
approved
for
2023.
The
engagement
process
will
take
place
over
the
month
of
January.
D
We'll
do
our
Civic
satisfaction
survey,
which
is
through
a
market
research
group.
Then
we
have
our
shape
your
City
web
page
and
a
3-1-1
does
an
intercept
survey
through
their
callers
and
there's
also
promotion
through
the
city's
communication
channels
and
then
the
summary
of
those
findings
will
come
to
council
by
mid-February
to
give
you
that
information
to
inform
your
final
decisions
on
the
budget.
D
E
D
That
we
will
take
any
questions
from
Council
and
we
do
just
have
a
process.
If
you
have
a
question,
we
don't
have
the
answer
right
now
or
if
there's
more
information
that
you're
interested
in
receiving.
D
D
A
Thank
you
very
much
so
Council.
Are
there
any
questions
to
team
members?
Yes,
there
are
so
counselor
Kirby
Young.
A
Seconder
Montague,
all
in
favor,
say
yay,
yay,
nay,
all
right
carries.
Thank.
G
You
great
thanks
if
the
clerk
can
just
start
my
timer
and
I'll
I'll
start
now,
thanks
very
much
for
the
presentation.
I
know
it's
a
lot
of
information
to
convey
the
first
question
that
I
have
is
really
kind
of
a
stage
setting
one
and
it's
with
respect.
G
So,
if
you
look
at
kind
of
the
revenue
projections,
the
overall
tax
assessment
and
levies
increasing
around
nine
percent
I
know
I,
didn't
see
it
in
this
presentation,
but
I
know
in
past
updates
you
give
them
to
cancel.
You
also
showed
the
projected
tax
increases
in
the
next
five
years
and
I
know
we're
looking
at
sort
of
a
an
era
of
increasing
higher
taxes.
I
wonder
if
you
can
just
sketch
out
what
we're
looking
at.
If
we
don't
change
or
start
to
do
things
differently
in
terms
of
an
increase
I'll.
D
Take
that
one
yeah
in
our
in
our
Five-Year
Plan
a
financial
plan
right
now
again,
just
caring,
adding
on
what
we
know
in.
D
G
Okay,
which
is
pretty
significant,
so
I,
guess
to
my
my
question.
I
at
the
beginning
of
the
last
term,
I
recall
there
was
some
discussion
by
the
then
incoming
Council
to
have
the
time
that
is
being
given
here
in
terms
of
this
process
to
really
delve
into
and
understand
the
budget,
and
at
that
time
there
was
a
push
that
that
wasn't
kind
of
a
an
option.
G
So
my
question
in
that
context
is
why
are
we
not
or
do
we
have
the
opportunity
to
build
the
budget
differently,
potentially
build
a
line
item
budget
so
that
we
are
not
looking
at
punitive
tax
increases
at
seven
to
nine
percent
and
we
have
some
core
initiatives
that
Council
has
previously
approved
that
are
actually
not
even
included
in
this
Baseline
five
percent.
D
So
I
think
that
is
the
process
that
we
would
see
taking
place
in
the
operating
budget
for
over
the
next
next
few
couple
of
months.
In
that
the
first
step
is
to
understand
what
the
priorities
are
of
this
Council
and
then
looking
at
what
the
current
staff
work
is
and
are
there
trade-offs
that
could
be
made.
D
So
in
the
document
there's
a
a
list
of
all
of
the
initiatives
that
that
we're
currently
working
on
and
I
think
Paula's
just
sent
out
earlier
this
morning,
a
number
of
spreadsheets
that
have
all
of
the
detail
of
of
initiatives
that
are
not
on
are
not
in
this
budget,
but
have
been
previous
priorities
and
then
also
how
to
outline
the
current
state
budget
and
how
it's
being
split
between
those
different
priorities.
D
So
then
Council
can
use
that
and
weigh
in
on
trade-offs
that
you'd
like
to
make
and
and
generally
because
it's
largely
funded
by
staff.
It's
going
to
be
people
and,
and
so
we're
reorienting
those
general
staff
to
the
priorities
of
this
Council
rather
than
adding
to
the
budget
right.
Okay,.
D
Yes,
so
in
that
spreadsheet
there
is
a
list
of
I
think
you
have
all
the
pollen
sent
all
of
the
Motions
that
have
been
previously
approved.
So
then
you
can
look
through
those
and
stop
that
work
in
the
spreadsheet
that
was
just
sent.
There's
the
service
plan.
So
all
of
the
key
priorities
for
each
of
the
Departments
you
can,
you
could
go
through
and
say
well,
I
think
we
could
stop
that
one
or
I'd
rather
do
something
different,
because
it'd
be
a
little.
G
Yeah
I
appreciate
the
detail:
I'm
just
gonna
try
to
keep
going
just
for
time
for
efficiency.
Can
you
sort
of
speak
to
why
some
initiatives
and
Council
of
support
in
the
past
are
clearly
signaled
that
it
wanted
to
support
like
the
Vancouver
fires,
Dark
Horse
review
are
listed
as
unfunded
initiatives
and
not
included
in
the
budget.
D
Yeah
I
think
through
I.
Don't
think
anyone
wanted
to
speak
specifically
to
that.
But
staff
went
through
all
of
the
initiatives
that
they
were
currently
working
on
and
really
have
prioritized
the
ones
that
they
had
the
resources
for
or
the
this.
The
skill
sets
for
the
capacity
for
and
and
then
but.
G
I
guess
the
question
is
like
I'm,
not
sure
I
understand
that
in
the
context
of
a
skill
set
question
when
it
was
clear,
Council
direction,
that
that
was
the
trajectory
that
Council
wanted
to
support
and
that's
hiring
by
fire
to
bring
them
up
to
sort
of
an
appropriate
competitive
authorized
strength
based
on
an
external
benchmarked
review.
So
and
we
have
that
expertise
within
the
fire
department.
So
I'm
wondering
I'm
just
trying
to
understand
the
rationale
for
what's
included
and
what's
in
them,
what's
left
out.
C
I
can
speak
to
that
again.
What
we've
presented
here
is,
as
Patrice
has
indicated,
is
current
state.
C
So,
basically,
if
we
keep
doing
what
we're
doing
today,
there's
a
lot
of
Investments
that
the
previous
Council
had
identified
as
of
interest,
and
we
recognized
those
and
we're
happy
to
provide
detail
around
what
those
would
cost,
if
you
were
to
add
them
in
I,
think
you
know
we're
also
cognizant
that
current
state
we're
starting
at
a
five
percent
tax
increase
so
that
that
is,
and
we
we
don't
and
that's
why
we're
not
recommending
that
Council
approved
this
budget,
we're
just
trying
to
reflect
what
the
current
state
is.
Okay,.
G
A
Great,
thank
you
so
just
looking
at
the
bigger
picture
here
over
the
next
five
years,
what
inflation
assumptions
are
you
using
for
a
2023,
24,
25,
26
and
27.
D
So
for
2023,
what
the
staff
did
is
they
actually
went
through
and
looked
at
the
actual
cost
increases
that
we're
seeing
in
things
like
work,
safe
premiums
Etc,
so
that
bakes
in
the
sort
of
the
known
increases
that
we
have
and
then
Colin.
If
you
can
speak
to
future
years,.
I
Culinate,
director
of
Citywide
financial
planning
analysis
so
just
ballpark,
we
used
conference
Board
of
Canada
forecasts
and
their
ballpark
forecasts
to
drop
down
from
the
what
we
have
seen
over
the
past
year
or
two
in
the
you
know
three
to
three
to
four
percent
range
over
the
next
few
years,
going
forward
so
moderating
from
the
higher
rates
we've
seen.
That's
the
forecast
going
forward.
Okay,.
A
And
the
reason
I
asked
that
question
when
I,
when
I
look
at
the
five-year
projection
on
a
compounded
basis
or
costs
are
going
to
go
up,
48
the
city's
probably
going
to
grow
at
about
six
percent.
So
even
if
we
factor
in
inflation,
even
if
it's
at
three
percent,
you
know
something
else
is
growing
here.
So
okay,
I
I,
think
I
got
my
answer.
There.
D
Maybe
I
can
just
add
to
that
so
in
the
in
the
Assumption
again,
these
are
all
things
that
we
can
work
through
over
the
next
several
months
and
over
the
four
years
there's
one
percent
property
tax
for
increasing
our
Reserve
back
to
its
original
levels.
There's
one
percent
for
infrastructure.
D
So
that's
that's!
Two
percent
of
that.
Generally,
you
know
wage
increases
Etc,
maybe
more
than
than
historical
inflation.
So
that's
been
a
driver
historically,
so
there
are
some
specific
pieces
as
well
as
sort
of
the
general
work.
A
Sorry,
yeah
I'm,
just
I,
know
because
we're
all
on
the
clock
here.
That's
a
nice
segue
roughly
how
much
of
our
budget
is
allocated
to
salaries,
wages
and
benefits
roughly
see.
D
And
then
that
will
differ
depending
on
the
department.
Right
utilities
is
very
low
staff
and
it's
largely
Capital,
whereas
Public
Safety
is
primarily
stuff.
A
Yeah
I'm
just
trying
to
get
a
feel
because
I
know
you
know
salaries
and
wages
doesn't
matter
if
you're
in
government
or
in
the
private
sector
or
for
a
non-profit
there's
a
lot
of
pressure
so
yeah.
It
actually
makes
more
sense
that
you
know
it's
going
to
rise
above
the
rate
of
inflation
when
you
guys
are
running
your
sensitive,
like
you're
building
all
your
five-year
cash
flow
models
you
know,
is
there
a
way
of
looking
at
it,
so
we
provide
core
services
and
we
try
to
get
to
a
sustainable
level
of
property.
A
Tax
increases,
I
I
know
we're
making
other
Investments
here
and
I
get
that
and
they're
the
you
know
they
make
sense.
But
when
I
look
at
it
and
I
just
got
like
10
9,
8.1
percent
7.4
6.6,
you
know
we
have
an
affordability
issue
here
we
have
businesses
that
are
struggling
just
to
make
ends
meet
right
now.
This
doesn't
put
us
on.
You
know
the
right
path,
and
so
we
have
to
think
of
look
at
this
problem
differently
and
see
what
our
options
are.
A
Yeah,
so
I'd
like
to
see
a
model
that
actually
reflects
a
different.
A
couple
of
different
scenarios
where
we
maintain
service
levels,
but
we
get
back
to
a
more
affordable
City.
D
It
is
a
big
challenge
for
municipalities,
particularly
everyone
like
Vancouver,
because
the
biggest
driver
is
utilities
and
that's
controlled,
primarily
by
two
things:
by
Metro,
Vancouver's
infrastructure
and
their
costs
then
get
flowed
through
hours
and
our
infrastructure
renewal.
Because
of
the
age
of
our
utilities.
D
They
that
we're
going
through
a
significant
renewal
phase
and
we
will
be
for
several
years
so
those
that's,
probably
the
two
biggest
on
the
growth
of
the
city.
Now
those
full
flow
into
utility
rates,
but
that
is
still
paid
by
our
by
you
know
our
property
owners.
So
those
are
the
two
biggest
ones
and
then
the
next
largest
driver
has
been
Public
Safety,
which
has
grown
as
far
as
investments
in
staff
and
wages.
So
those
are
the
the
big
ones
and
that
drives
property
tax
and
utilities.
D
A
Transformation
I
have
about
four
seconds
here,
left
I
think
you
know
the
the
taxpayers
of
Vancouver.
If
we
just
made
it
simple,
so
they
could
see
like
when
you
see
a
seven
percent
tax
increase,
but
you
don't
understand
the
context
and
we
don't
talk
about
the
one
percent
renewal
of
the
infrastructure.
That's
aging,
you
know
and,
and
you
know,
building
up
for
reserves.
We
provided
a
level
of
transparency
that
was
easily
understandable
to
taxpayers.
I
think
we
could
get.
You
know
people
on
board,
but
we
right
now
we're
all
sort
of
at
a
loss.
A
J
Thanks
again
for
all
of
this
information,
my
first
question
and-
and
you
spoke
to
this
a
bit
I
know
we
go
through
this
every
year-
is
I'm
wondering
if
you
can
speak
to
what
pockets
of
funding
exist
in
the
operating
budget
that
are
movable
or
or
could
be
reallocated
as
you've
said
so
much
of
it
is
isn't
particularly
movable,
so
I'm
wondering
if
you
can
give
us
a
sense
of
where
those
margins
are
and
then
my
next
question
is
going
to
be
about
the
impacts
of
of
moving
those
funds.
D
Yeah-
and
we
can
go
through
that
in
more
detail
with
Council,
but
we
did
through
the
pandemic.
We
went
back
to
all
of
our
departments
and
asked
them
to
cut
back
discretionary,
spend
hold
as
many
vacancies
as
they
could
without
significantly
impacting
service
levels,
and
so
that
is
sort
of
the
level
that
many
of
the
Departments
are
are
at.
So
really
it's
about
reducing
Services
I
mean
there's,
always
work.
We
can
do
around
continuous
process
Improvement
and
being
more
efficient,
so
that
needs
to
happen
in
the
background.
D
D
So
that's
I
think
the
difficult
decisions
ahead
and
we
can
provide
that
information
to
council
and
then
you
know
it
would
be
up
to
council
to
sort
of
make
those
decisions
and
we
can
make
some
suggestions,
but
it
at
this
point
there's
not
too
much
to
trim
around
the
edges.
It
there's
always
some
and
we'll
continue
to
look
at
that,
but
really
to
make
significant
impacts.
It
would
be
looking
at
services
that
we
would
do
differently
or
reduce.
J
Okay,
my
second
question
is
for
chief
fry
I,
think
can
I
ask
I'm
just
interested
to
hear
from
you
what
further
money
is
required
to
complete
the
Dark
Horse
asks
on
schedule
for
2023
great.
K
K
J
That
is
helpful,
I'm
sure
I
had
those
numbers
somewhere
but
appreciate
you
outlining
them
like
that.
Thank
you.
J
I
have
one
more
question,
probably
for
you
Patrice,
which
is
around
public
washrooms
I
know
the
previous
Council
had
directed
and
staff
were
working
on
a
public
washroom
strategy
and
those
costs
end
up
being
a
mix
of
operating
and
capital
I'm
interested
to
know
when
that
strategy
might
come
to
council
and
what
it
would
look
like
to
either
earmark
some
funds
ahead
of
the
strategy,
so
we
can
start
implementing
it
or
what
that
delay
would
look
like
an
implementation.
If
we,
if
we
don't
earmark
funds.
D
So
the
strategy
will
come
back
to
Council
in
the
third
quarter.
At
that
point,
you
can
sort
of
make
some
determinations
as
far
as
where
do
you
want
to
go
with
that,
I
will
note,
though
there
are
still
there
are
funds
in
the
current
capital
plan,
particularly
in
parks
around
washrooms,
so
that
we
do
have
funding
that's
still
in
in
place
in
the
current
budget.
Okay,.
J
Right
right
and
then
my
last
set
of
questions
and
I'll
ask
what
I
can
in
this
time
is
I
I've
just
been
looking
at
the
the
list
of
priority
initiatives
that
aren't
included
in
the
draft
current
state
budget
and
just
wanting
to
confirm,
because
my
sense
was
some
of
this
work
was
underway,
so
the
the
workaround
missing
and
murdered
indigenous
women
and
girls.
This
is
some
of
that
still
funded
in
current
state
and
some
not.
H
Sandra
Singh
general
manager,
Arts
culture,
Community
Services.
Thank
you
for
the
question.
Yes,
we
do
have
a
staff
position
to
continue
that
work
and
some
funding
to
support
honorariums
to
support
Community
engagement,
but
any
funding
to
implement
initiatives
would
need
to
come
back
to
council.
J
L
I
think's
counselor
Brown,
Murray,
pontica's,
Chief
Communications
officer
in
the
last
budget,
Council
prioritized
one
FTE
worth
of
TFT
funding
to
set
up
our
language
access
policy
that
is
coming
to
a
conclusion,
and
there
would
need
to
be
a
re-upping
of
that
funding
through
the
next
budget
to
continue
that
position
and
implementation
of
the
policy.
L
Through
that
work,
though,
we
have
been
able
to
do
directional
work
across
the
city's
departments
to
implement
language
access
and
fulfill
quite
a
bit
of
translation,
including
around
our
extreme
weather
Communications,
which
you'll
see
now
have
them
full
multilingual
five
language:
translation
for
the
key
core
and
critical
components
to
reach
more
residents.
Multi-Language.
Okay,.
M
Yeah
thanks
thanks
mayor
I,
have
lots
of
little
questions
so
just
off
the
top.
Is
this
the
kind
of
thing
that
would
be
more
helpful
for
us
to
supply
an
email
question
form
with
lots
of
various
different
lineups.
D
Please
do
and
we'll,
as
I
see,
we'll
send
out
a
memo
back
with
questions
and
with
responses
to
everyone.
Yeah.
M
Great
okay,
thanks
I
guess,
just
off
the
very
top
sort
of
general
question.
M
Lot
of
increase
in
in
licensing
and
fees
and
that
kind
of
thing
on
the
fee
side,
engineering,
dog
licenses,
Recreation
everything's,
going
up.
Are
we
anticipating
sort
of
improvements
in
the
kpis
on
a
lot
of
that
stuff?
I
know
that
we
we
certainly
hear
a
lot
of
counsel
about
like
permits
and
and
Licensing
delays,
and
that
kind
of
thing
can
we
anticipate
improvements
in
the
service
levels.
O
Good
morning,
Andrew
Law
general
manager
of
development
buildings
and
Licensing.
Thank
you
very
much
for
the
question.
So
yeah
we
will
be
looking
at
a
number
of
improvement
projects
over
the
next
year
in
December,
we
will
be
coming
to
council
with
a
briefing
that
will
sort
of
outline
the
work
done
to
date
and
what
we're
planning
to
do
in
the
coming
year.
M
O
M
Awesome:
okay
thanks-
and
this
may
be
more
of
a
question
for
lawn
LeClaire,
around
parking
revenues
and
we
see
that
it's
sort
of
flat-lined
and
obviously
there's
I
appreciate
the
post-pandemic
travels
reduced.
That
kind
of
thing
we
didn't
also
I
I
know
that,
as
we
talked
about
transitioning
to
these
digital
kiosks,
the
idea
that
it
was
going
to
actually
improve
revenues
because
of
how
the
turnover
worked
any
sense
of
how
that's
playing
out
in
this
context,
and
if
we
can
expect
maybe
more
of
a
lift
yeah.
P
Yeah
good
morning,
Marion
Council
lawn
Leclair,
general
manager
of
Engineering
Services
yeah,
with
respect
to
the
parking
revenues
where
we
saw
the
biggest
decreases
are
in
the
areas
where
our
rates
were
quite
high,
in
particular
the
downtown
business
district,
and
we
saw
fewer
people
heading
to
downtown
areas.
P
So
that's,
that's,
that's
a
big
hit,
but
we
are
rolling
out
pay
stations
and
we
are
expanding
to
areas
which
are
now
experiencing
new
pressures
and
we're
seeing
that
in
particularly
light
industrial
areas
like
Mount
Pleasant
around
the
new
St
Paul's
Hospital
along
the
Broadway
Corridor
and
the
new
pay
stations
do
allow
a
lot
more
flexibility
for
us
to
change
the
rate.
So
that
is
something
that
we
will
be
pursuing
in
the
coming
years.
M
P
Well,
a
lot
of
times
in
these
new
areas,
the
rates
that
we
charge
are
actually
quite
low,
so
even
for
Mount
Pleasant.
In
the
current
current
state
plan,
we
do
include
the
rollout
that
we've
done
in
the
Mount
Pleasant
industrial
area,
but
I
believe
that
generates
around
250
000
and
it's
only
because
it
has
a
daily
rate
which
is
low
and
it
reflects
the
relative
demand
in
that
area.
P
So,
generally,
our
rates
have
to
kind
of
be
set
at
a
rate
where
we
don't
scare
off
the
activity
and
but
we
still
kind
of
serve
the
turnover
interest.
M
Okay:
okay,
thanks
I,
noticed
a
line
in
here
about
relocating
the
temporary
modular
housing
at
220
Terminal,
three
million
dollars
in
the
capital-
this
is
I-
must
have
missed
that
memo
earlier.
H
We're
in
discussions
with
real
estate
and
Facilities
Management
around
that
site,
but
all
of
our
temporary
modular
housing
that
was
implemented
in
recent
years
are
on
short-term
leases,
and
so
we
are
looking
at
how
to
extend
those.
But
in
the
event
that
we
can't,
we
will
need
to
relocate
and
find
relocation
sites.
You.
E
H
M
Okay,
okay,
all
right!
Thank
you.
Q
Yeah.
Thank
you.
My
first
question
is
follow-up
from
councilor
Kirby,
Young's
question
I
think
to
Chief
Frye,
and
that
is
regarding
not
to
see
operational
review.
Sorry,
the
Dark
Horse
review,
but
the
fact
that
in
the
Broadway
plan
there
was
unanimous
Amendment
supported
by
city
council
to
look
at
the
kind
of
increased
capacity
needed,
given
the
increased
population
projected
for
the
plan
and
I'm
wondering
I
know
that
that
will
ultimately
be
Capital.
E
K
Q
Okay,
well
maybe
we
can
follow
up
on
that.
I'll
ask
a
further
question
and
have
you
come
back
because
it
was,
as
I
say,
a
unanimous
decision
of
council
to
look
at
how
we
are
going
to
make
sure
we
have
the
public
safety
met
through
with
the
increased
population
growth
because
I'll
get
back
to
you
on
that
one.
C
So
councilman
I
can
add
some
context.
There
is
the
growth
and
Broadway
plan
isn't
expected
to
materialize
in
the
next
four
years.
So
when
we
look
at
Capital
investments
in
Broadway,
it
will
be
in
future
plans
Beyond
this
one
given
the
time
it
takes
to
build
out
so
absolutely
understand
council's
Direction
on
that,
but
we're
not
looking
at
Major
investments
in
Broadway
area
this
time
because
of
the
time
it's
going
to
take
those
populations
to
okay.
Q
D
I
mean
we
in
the
currency
budget:
we
have
it
at
balanced
at
five
percent.
It
would
take
if
I
and
two
percent
of
that
would
be
VPD
specific
funding.
Then
the
additional
funding
that
BPD
has
requested
above
the
current
state
and
their
budget
is
another
two
percent,
so
that
would
take
our
five
percent
to
seven.
If
we
didn't
make
any
any
other
trade-offs.
D
Q
Q
Great
thank
you,
I.
Think,
a
question
for
long
LeClaire
regarding
water,
sewers
and
drainage.
Q
I
noticed
that
there
are
lots
of
line
items
for
sewer
connections,
and
you
know
upgrading
pipes
and
all
of
that,
those
pages
of
it
in
here,
but
we
know
that
the
city
underfunded
our
replacement
of
sewers,
especially
during
the
2011
to
to
2018
years.
How
far
behind
are
we
and
are?
Does
this
budget
reflect
an
increased
pace
of
replacement
that
it
would
be
a
better
City
standard
or
I
guess
engineering
standard,
as
well
as
responsive
to
climate
change?
That
is
increasing
pressure
on
our
sewer
system.
P
Yes,
it
does
reflect
an
increase
paid,
a
pace
of
renewal,
so
we
are
going
from
about
0.5
percent
of
the
system
to
be
renewed
every
year
to
about
7.7
percent
in
the
next
Capital
plan,
we
would
anticipate
to
go
to
about
0.9
percent.
Ideally,
we
would
want
to
be
at
about
1.2
percent
renewal
rate.
This
is
this
is
a.
This
is
a
big
task
to
renew
the
entire
sewer
system
across
the
entire
city,
and
most
of
the
system
is
of
similar
age.
P
So
it's
it's
very
much
recognized
that
this
is
a
project
that
takes
decades
it's
decades
ahead
of
us
yeah.
Q
It
sure
is
a
big
thing,
so
thanks
for
that
I'm
happy
to
hear
we're
moving
it
upwards,
but
obviously
there's
lots
of
risks.
Huge
storms,
you
know
great
huge
havoc
on
our
streets.
Okay,.
E
Q
That's
good
I've
got
I'll
get
back
on
the
list,
but
maybe
just
to
get
people
thinking.
My
next
question
is
a
rather
bigger
question
around
climate
and
our
climate
emergency
action
plan.
I'm
really
wanting
to
get
a
sense
if
you
are
summarizing
all
of
the
dollars
going
to
capital
projects
over
the
next
four
years
that
mitigate
climate
change,
in
other
words,
that
reduce
ghgs
and
I'm
out
of
time,
but
you
have
time
to
think
about
it
and
I'll
get
back
on
the
list.
Thank
you,
foreign.
A
R
Very
much
mayor
actually
I'll
carry
on
from
counselor
Carr's
question.
Regarding
climate
and
last
year
the
budget
was
approved
with
an
additional
one
percent
to
fund
climate.
Where
can
we
find
that
in
this
budget.
D
So
in
the
just
to
make
it
simpler
around
Capital,
we
did
email
to
you
a
summary
of
the
major
priority
areas
like
climate
and
had
outlined
the
investments
in
operating
in
capital,
so
just
overall
in
this
budget
there's
60
million
dollars
in
capital,
Investments
and
40
in
operating
that
are
going
to
to
climate.
D
What
council
did
in
the
last,
the
last
budget
was
to
con
to
in
the
on
the
capital
side,
to
preserve
nine
million
dollars
of
funding
in
in
capital
that
would
be
ongoing
and
that
was
funded
out
of
property
tax.
So
it's
not
an
increase
in
in
property
tax
this
year.
It's
so
sorry,
it's
a
funding!
That's
going
to
continue,
so
it
would
be
part
of
the
60
million
dollars
in
capital
Investments.
R
That's
helpful.
Thank
you
just
moving
along
I,
just
back
to
the
question
around
BPD
funding
and
the
additional
two
percent
last
week,
Council
made
a
decision
to
reduce
that
amount
from
15
to
8
million,
so
I
just
want
to
make
sure
we
speaking
to
that
adjusted
number.
So.
D
The
current
state
doesn't
include
any
additional
officers.
It
only
includes
that
that
extra
tax
increases
because
of
the
appeal
to
fund
the
appeal
from
2021
that
was
decided
in
2022.
So
that's
that
and
other
expenses
within
VPD
are
driving
the
current
state
to
be
higher
than
than
2022
and
the
tax
impacts
about
two
percent
and
then
20
million
dollars.
That
BPD
has
asked
above
the
current
state
in
their
budget
is
another
two
percent,
so
about
nine
million
dollars
equates
to
one
percent
of
property
tax
to
fund
nine
million
dollars.
D
C
The
VPD
in
the
budget
process
so
under
the
the
vpd's
requirements
are
to
submit
a
provisional
budget
to
council
by
November
30th.
We
understand
that
that
budget
was
passed
by
the
board
last
week
as
far
as
I
understand
it
hasn't
formally
been
submitted
yet,
but
it
would
be
in
the
next
day
or
so
council's
obligation
I
was
to
consider
that
so
Council
made
a
decision,
but
the
VPD
has
asked
for
something
different.
So
there's
going
to
be
a
decision
now
for
Council
around
the
provisional
budget.
That's
actually
submitted
again.
C
As
we
know
the
process,
if
there's
not
agreement,
is
that
that
could
be
referred
to
the
director
of
police
services,
but
that's
the
process
that
we
go
through
with
respect
to
the
VPD
budget.
So
again,
we've
we've
put
a
number
in
here.
That's
just
a
reflection
of
current
state,
but
it
really
will
be
the
the
vpd's
board
approved
budget
submission
that
you
will
be
considering.
Okay,.
E
R
D
R
I'm,
just
getting
into
a
little
bit
more
of
the
detail
related
to
initiatives
that
are
not
funded,
and
this
one
is
related
to
maintaining
street
cleaning
service
levels.
There
was
a
one-time
funding
of
670
000,
that's
not
funded
in
this
budget.
R
If
that
investment
is
not
funded
as
it
was
in
2021
and
2022.
What
will
we
see?
Maybe
this
is
an
engineering
question,
but
you
know:
where
is
this
service
being
provided
and
what
would
be
the
impact
of
not
funding.
P
Yes,
it
would
be
a
reduction
in
service.
We
actually
have
the
details
of
that
and
we
could
provide
that
to
you
in
terms
of
the
frequency
at
which
we
we
do
the
the
rounds
and
and
the
impacts
in
the
specific
neighborhoods,
where
Council
directed
that
additional
street
cleaning
to
happen.
So
we
can,
we
can
provide
that
to
you
I,
just
don't
have
it
handy
for
me
with
me
right
now:
okay,.
R
Okay,
yeah.
That
would
be
helpful,
I'd
like
to
see
that
and
I
have
another
follow-up
question
also,
but
I
will
come
back
on
my
list.
Thank
you.
A
Thank
you
very
much.
Councilor
dominato.
S
Thanks
mayor
yeah,
a
couple
of
questions,
thank
you
to
the
city
manager,
because
I
was
going
to
ask
the
question
around
the
VPD
board
budget
in
particular,
and
and
what
we're
seeing
in
this
budget
and
what
we
anticipate
will
be
received
from
the
board.
But
I
do
want
to
go
back.
There
was
a
slide
presented.
It
was
a
historical
view
of
property.
S
Tax
increases
and
I'm
I
would
appreciate
if
staff
could
maybe
walk
us
through
the
cost
drivers
and
if
you
go
back
in
time,
I
think
that's
all
I
had
was
it
2011
or
2013,
but
of
what's
changed
from
that
period
of
time,
where
you're
seeing
property
tax
increases
at
two
two
and
a
half
percent
to
where
we
are
today
and
I've
heard
different
stories
over
the
course
of
the
years
I've
been
here
about
things
that
were
not
funded
at
that
time.
S
That
got
it
kind
of
punted
forward
into
the
future,
including
police
costs,
and
so
I'd
love
you
to.
If
we
can't
do
it
in
this
session,
I'd
love
to
get
a
memo
that
really
gets
down
into
the
detail
of
what's
changed
over
the
course
of
these.
You
know
Seven,
Ten,
Years
and
and
where
we
find
ourselves
today.
D
We
will
we
will
put
that
in
our
memo
back
to
you,
because
then
we
can
give
you
a
more
fulsome
for
what
we
know
from
the
work
that
we
did
before
is
again
the
utilities
the
increases
in
Metro
have
increased
and
we've
increased,
as
lawn
mentioned,
our
will
rate
the
percentage.
So
that's
driven
from
the
Utility
side.
In
the
you
know,
post
the
financial
crisis,
we
held
vacancies
and
we
didn't
add
a
lot
of
Staffing
and
in
so
in
the
last
few
years,
both
the
VPD
and
the
fire
department
had
done.
D
Operational
reviews
and
councils
had
approved
additional
funding
and
again
those
are
all
property
tax
funded
and
then
the
other
one
would
be
the
infrastructure
renewal,
increasing
funding
for
infrastructure
renewal,
so
those
would
be
the
large
drivers.
There
is
some
also
around
you
know
some
additional
down
what
we
call
downloading,
but
additional
services
that
we
have
taken
on
over
time,
a
lot
of
it
impacts
Capital
through
housing
and
child
care,
but
there's
also
the
impact
on
operating
as
well
and
I.
Think
we
had
sent
out
a
memo
on
that.
D
S
Yeah
I'd
appreciate
that
I
think
it'd
be
helpful.
I
think
it's
helpful
to
look
back
to
and
plan
for
the
future.
I
have
a
couple
of
Capital
questions.
I
wanted
to
ask
actually
yeah
I'll
start
with
the
powerful
questions.
One
is
around
bike
infrastructure
for
the
four-year
Capital
plan.
S
P
Yes,
in
terms
of
bike
infrastructure
funding,
so
we
are
planning
to
tackle
a
number
of
projects.
One
is
Portside
Greenway
one
is
the
east
side
cross
cut
in
the
South,
that's
in
the
Eastern
side
of
the
city
in
the
South,
we're
looking
at
the
10th
Kent
Avenue
in
downtown
we're
looking
at
Butte
Street
and
then,
in
addition
to
that,
the
Granville
connector
is
is
planned
in
terms
of
the
projects
that
we
actually
built
it
build.
P
It
will
depend
a
little
bit
on
how
that
consultation
goes
in
terms
of
what
form
that
takes.
We
do
there's
just
a
lot
of
uncertainty
about
the
East
Side
Crosscut
and
the
Portside
Greenway
in
particular,
in
terms
of
some
big
trade-offs
that
are
going
to
be
required
to
achieve
those,
and
so
that
that
will
depend
a
little
bit
about
on
the
public
consultation.
Okay,.
S
That's
helpful
and
maybe
we
could
get
a
maybe
a
memo
on
that
as
well.
I
think
probably
other
counselors
would
be
interested
as
well.
I
want
to
shift
into
asking
about
the
capital
plan
in
terms
of
child
care
provision.
S
Can
you
give
us
a
sense
of
the
project
directed
Child
Care
spaces
that
we'll
see
through
the
capital
plan?
So
when
we
get
to
2026
how
many
spaces
we
anticipate
having
in
place
and
if
it
has
to
be
a
memo,
that's
fine
as
well.
H
S
So
627,
full
and
20
did
you
say
20
part
Day
part
day.
Okay,
thank
you
welcome
and
then
last
question:
if
I
can
squeeze
it
in
given
the
topic
of
Metro,
Vancouver
cost
drivers,
both
infrastructure
and
utilities,
we're
part
of
a
metropolitan
system,
but
I'm
curious.
If,
because
there
is
this
ongoing
pressure
of
costs
of,
we
looked
at
what
the
cost
would
be
if
we
were
trying
to
undertake
those
services
on
our
own
independently,
not
as
part
of
Metro
Vancouver.
S
Because,
again
that's
it's
a
rub
all
the
time
as
these
ongoing
costs,
which
again
we
have
to
do
you
know
a
secondary
treatment
at
Iona
by
2030.,
so
I'm
just
curious.
What
that
looks
like
if
we
weren't
part
of
that
system.
S
S
P
If,
if
I
could
try
to
answer
that,
the
the
regional
system
looks
after
a
different
part
of
the
system,
and
so
on
the
water
side,
they
manage
the
the
drinking
water
reservoirs
and
the
water
mains
that
serve
our
our
system
and
they
connect
to
it
and
then
on
the
sewer
side.
They
run
all
of
this,
the
sewer
trunks
across
our
entire
city
and
then
the
the
Seward
treatment
plants
themselves.
So
it
is
a
completely
separate
part
of
the
system,
even
though
they're
they're
connected
and.
T
Yeah,
thank
you
mayor
Patrice.
This
is
kind
of
building
off
councilor
dominato's
question:
around
property
tax
increases
in
the
early
2010s.
You
mentioned
that
a
review
was
done
at
that
time
to
help
limit
those
property
tax
increases
to
around
two
and
two
quarter
percent
I'm,
just
wondering
what
that
looked
like
the
review
process.
D
The
it
looked
at
a
number
of
different
things,
one
it
looked
at
sort
of
a
bit
of
the
core
services
to
say:
are
there
things
that
we're
doing
that?
We
could
stop
doing
so?
That
was
one
of
our
opportunities,
because
we
asked
all
departments
to
hold
vacancies,
including
Public
Safety.
So
we
looked
at
sort
of
reducing
things
that
we
could
produce.
One
of
the
bigger
items
that
we
did
was
a
shared
services
review.
D
So
we
actually
centralized
a
lot
of
the
Fairly
significant
organizational
change
to
centralize
a
number
of
activities
so
that
they
could
be
done
in
a
more
standard
way
and
and
and
less
costly
way,
because
we
wouldn't
be
duplicating
resources
as
much
so
we
created
a
number
of
corporate
brought
things
together
into
a
corporate
organization
or
city-wide
organization
to
provide
the
services
another
big
one
we
did
is
we
centralize
our
supply
chain
activities
and
that
probably
drove
the
largest
part
of
the
real
savings
like
our
dollar
savings,
in
that
we
started
doing
more
purchasing
on
a
city-wide
basis
and
and
looking
at
on
a
city-wide
basis,
then
Department
by
department.
D
So
that
was
a
big
piece.
We
did
a
number
of
automation
projects
to
automate
a
number
of
our
process
areas,
so
we
went
through
quite
a
number
of
projects
over
a
number
of
years
to
look
at
efficiencies,
modernized,
modernizing
our
approaches
and
keeping
our
costs
down.
Yeah.
C
E
C
T
I'm,
just
thinking
you
know,
we
were
coming
out
of
a
recovering
from
the
economic
crisis
at
that
time
and
I
feel
that
you
know
we're
in
a
similar
position
now
coming
out
of
the
pandemic,
so
just
wondering
if
there
might
be
an
opportunity
to
potentially
find
more
safe
savings
there.
My
other
question
is
around
the
capital
plan.
It's
a
real
estate
related
question.
I
see
we
have
110
million
dollars
for
land
acquisition,
just
wondering
or
I'd
like
to
get
a
sense
of
how
much
land
the
city
currently
owns.
That's
undeveloped.
H
Sandra's
saying
thank
you
for
the
question
counselor
we
would.
We
can
bring
to
council
and
update
on
land
acquisition
strategy
and
Camera,
but
but,
as
you
noted,
we
do
have,
we
do
have
that
budgeted
as
well
as
some
costs
associated
with
preparing
land
for
Housing
Development
and
in
terms
of
the
larger
discussion
around
the
city's
land
acquisition.
That
would
be
the
real
estate
department.
T
F
F
T
Just
flagging
it
because
it's
110
million
dollars
over
the
next
four
years,
so
if
the
city
has
I
just,
would
like
to
get
a
sense
of
what.
A
Thank
you
very
much.
Counselor
Joe.
U
Oh
I
think
it's
mayor,
so
I'm
gonna
ask
some
question
some
very
specific
question
based
on
this
detailed
budget,
because
I
really
like
numbers
so
okay,
so
I'm
going
to
take
you
to
the
page
b41
which
has
b41
b41
okay.
So
this
is
about
operating
budget.
So
I
saw
the
the
paid
SEO
gold
funding
under
water,
increased
by
21
percent
and
also
pay
as
you
go
funding
under
the
silver
increase
by
57
percent
and
again
pay
as
you
go
funding
for
the
solid
waste
increased
by
98.
U
Each
of
them
probably
is
not
big
money
but
combined
together.
That's
over
two
million
dollars
increase
compared
to
the
previous
year
budget.
So
I
wonder:
what's
going
on
there
for
pay
as
you
go
funding
foreign.
I
Night,
director
of
Citywide
financial
planning
analysis.
So
with
the
numbers,
the
year-over
changes
that
you're
seeing
there
reflect
the
ongoing
implementation
of
a
shift
in
funding
strategy
in
this
utilities
to
incorporate
pay,
as
you
go
funding
to
a
greater
extent
and
also
reflecting
just
the
the
capital
plan
overall
increases
to
address
the
need
for
renewal
in
the
water
and
sewer
area
and
Sewer
separation,
as
required
by
by
regulation.
I
N
Is
Grace
Chang,
director
of
long-term
Financial
strategy,
so
this
is
our
ongoing
I
would
say
we
have
started
this
over
a
decade
ago.
It's
part
of
our
debt
management
strategy.
So
basically
we
want
to
ramp
up
the
replacement
kind
of
rate.
However,
we
don't
want
to
basically
take
on
way
more
debt
so
that
we
have
to
keep
paying
more
interest.
That's
why
the
increase
in
the
replacement
rate,
the
majority
of
it,
is
really
coming
from
pay
as
you
go.
So
that's
for
that
answer.
Your
question.
Okay,.
U
N
Well,
we
will
continue
to
basically
do
the
pay,
as
you
go
more
in
order
to
kind
of
ramp
up
the
replacement.
However,
we
are
holding
the
debt
portion
of
it
pretty
constant,
just
to
make
sure
that
we're
not
taking
on
excessive
dat,
which
is
a
Detachment
of
the
city's
credit
rating
anyways.
So,
okay.
U
Thank
you,
yeah.
That
makes
sense.
Okay,
so
nice
question
is
page
42
b42
again
the
operating
budget
under
the
Police
Service
I
saw
the
Ecom
allocation
increased
by
23.5
percent.
U
So
I,
it's
not
because
of
the
911
call
speed
it
will
be
increasing
next
year
or
why
24
I
don't
expect
the
number
one
call
will
be
increased
by
that
much
the
year
over
year.
Right.
D
C
I
can
I
can
elaborate
on
that
thanks,
Patrice
thanks
counselor,
so
so
Ecom
right
now
is
encountering
very
significant
service
challenges.
They're
not
able
to
meet
Service
delivery
needs,
particularly
around
police
dispatch,
so
they
are
having
to
dramatically
increase
their
resources
and
then,
as
a
result,
those
levees
are
flowing
to
the
city,
they're,
also
making
very
significant
technology
upgrades
that
are
mandated
by
the
federal
government,
we're
on
Next
Generation
911
technology.
C
U
Okay,
thank
you
very
much.
The
next
question
is
going
back
to
page
B
E34,
so
I
saw
there's
a
very
significant
increase
of
25
percent
in
insurance
premium.
So
there's
a
newly
find
our
Earth
policy.
Can
you
explain
to
us
what
is
that
new
policy?
Why
a
result
in
a
big
increase
in
insurance
premiums.
D
The
majority
of
the
insurance
premiums
were
not
related
to
the
policy.
It
was
really
The.
Increased
costs
of
the
insurance
market,
so
I
think,
as
you
know,
that
was
later
we'd
gone
through
the
floods
in
BC
and
and
so
the
insurance
rates
had
increased.
Quite
significantly,
we
were
anticipating
that
so
influence.
E
I
I
culinate,
director
of
city-wide
financial
planning
analysis,
so
just
to
speak
specifically
to
the
reference
to
the
Fine
Arts
policy.
That's
part
of
just
the
the
strategy
of
procuring
Insurance
in
the
most
cost-effective
way
is
to
have
that
as
a
separate
policy,
so
that
reflects
an
ability
to
get
savings
versus
if
we
just
procured
insurance
for
the
city's
Fine
Art
Holdings
through
the
the
previous
policy
coverage,
foreign.
A
Okay,
so
we're
going
to
pull
a
little
bit
of
an
audible
here
we
have
two
counselors
that
haven't
had
an
opportunity
to
speak
before.
Everyone
goes
to
the
next
round,
so
counselor
class
and
do
you
wanna?
Are
you
prepared.
V
Thank
you
all
right.
Thank
you,
mayor
I'm,
going
to
focus
a
little
bit
on
the
neighborhood
energy
utility.
I.
V
Have
some
questions
about
it
and
I
must
admit:
I,
don't
think
we're
going
to
be
able
to
cover
them
in
in
in
the
next
few
minutes,
I
see
that
we're
forecasting
just
based
upon
the
slide
deck,
because
there's
a
lot
of
different
numbers
Associated
to
this
project,
approximately
35
million
dollars
of
costs
to
the
city
over
the
next
four
years,
which
includes
operations
and
expansions
in
the
program
that
number
continues
beyond
the
the
four
years.
V
In
fact,
I
think
there's
a
a
25-year
grid
that
shows
the
the
cost
to
continue
continuing
to
be
very
high
and
then
eventually
ramp
down
after
a
few
years.
What
is
our
current
debt
load
associated
with
this?
This
project.
D
We'll
get
back
to
you
on
the
specific
data.
It's
not
that
significant
and
the
other
piece
just
to
note
is
that
all
of
the
fees
and
all
the
costs
related
to
the
NAU
are
funded
through
the
fees
of
their
client
customer
base.
So
it
is
sort
of
run
as
separate
from
the
city
to
some
extent.
In
that
it's
it
should
be
self-funding,
although
we
do
provide.
D
You
know
the
financial
support
for
that.
So,
but
we'll
get
back
to
you
with
the
specific
numbers
very.
V
Good
thanks,
I
think
on
page
b46,
it
mentions
a
6.8
percent
increase
in
customer
rates.
Is
that
an
accurate
number
I
was
the
reason.
Why
is
I'm?
Looking
at
the
the
the
expert
panel
report
talking
about
a
two
percent
rate
of
inflation
with
the
1.2
escalation,
which
is
only
only
3.2
overall.
P
P
General
manager
of
Engineering
Services
yeah,
there's
two
components
of
that.
That
increase
there's
the
two
percent,
which
is
the
inflationary
increase
and
then
there's
the
the
1.2
percent,
which
is
the
additional
increase
for
the
connections,
so
it
to
combined.
That's
a
3.2
percent
increase
for
the
Neu
and.
V
So
where
did
where
does
the
6.8
percent
on
page
that'd
be
46
are
come
from.
I
Colin,
director
of
Citywide
financial
planning
analysis,
so
this
explaining
percent
for
clarity
reflects
both
the
3.2
rate
increase
that
that
the
general
manager
of
Engineering
Services
spoke
to,
and
then
the
difference
is
around
volume
increases.
I
V
So
I
appreciate
that
the
original
plan
for
this
utility
was
formed
in
2006.
It's
now
2022
going
on
2023
is
this
a
project
that
we
would
have
tried
to
do
today,
because
it
seems
to
me
that
the
accumulated
costs
associated
with
it
and
the
risks
identified
by
the
expert
panel
by
expanding
this
program.
V
D
It's
probably
a
bigger
strategy
discussion
that
might
make
more
sense
in
a
separate
briefing
if
you
wanted
to
add
any
particular
comments.
But
there
is
sort
of
a
lot
of
background
behind
that
and
the
role
that
the
city
is
playing
with
the
NAU
and
that
some
of
this
strategy
has
changed
over
time.
So
it
probably
would
be
worth
doing
a
bit
of
a
review
for
you
and.
P
Maybe
I
would
just
comment
a
little
bit
further
is
some
of
the
big
Capital
Investments
were
in
the
the
the
system
that
extracts
the
the
heat
energy
out
of
our
sewer
system
and
that's
the
primary
support
or
source
of
energy
for
the
system.
The
distribution
pipes
that
we
own
right
now
are
kind
of
the
the
kind
of
the
essential
component
of
the
system.
P
If
you,
if
you
needed
to
think
about
it
being
in
the
generation
of
the
energy
piece,
is
not
something
that
the
city
needs
to
be
in,
there's,
certainly
some
advantages
to
us
being
in
the
distribution
system,
just
for
the
the
benefits
of
connecting
all
the
build
buildings
and
requiring
them
to
connect.
V
I
actually
saw
in
our
the
city
of
Vancouver
Twitter
feed
that
we've
received
some
federal
grants,
there's
a
reference
to
a
Federal
grant
here.
How
much
is
that
Grant?
How
much
is
it
intended
to
continue
to
cover
our
current
I
assume
operating
costs
of
this
project.
P
Yeah
and
the
federal
grants
the
grants
that
we
get
for
the
neighborhood
energy
utility
are
actually
only
available
to
municipalities,
and
so,
if
it
was
a
separately,
funded,
privately
operated
system,
I
don't
know
that
they
would
be
eligible
for
those
grants,
but
that
does
help
us
make
the
business
case
for
the
project.
The
most
recent
one
team
is,
it
was
it
fcm,
it
was
10
million
or
yeah.
It
was
around
10
million
from
fcm
to
support
the
system.
Thank.
A
W
Thank
you
mayor
previous
Council
approved
an
allocation
of
I,
believe
it
was
one
percent
for
poison
drug
crisis
and
I'm,
just
wondering
where,
in
the
budget
that
is
like
I
can't
seem
to
find
where
that
would
be.
H
C
W
Follow
up
just
following
up
on
councilor
zhao's
questions
the
25
increase
in
the
insurance
premiums.
That,
too
seems
a
massive
increase.
Do
we
have
a
dollar
amount
Associated
to
that.
W
W
L
Hi
counselor,
thanks
for
your
question,
Maria
pontique
is
Chief
Communications
officer,
there's,
actually,
no
net
increase
in
Staffing
or
costs
for
communications
and
engagement.
The
109
000
note
of
that
represents
General
salary
increments
and
benefit
costs
in
line
with
the
rest
of
the
city.
The
remaining
320
000
you're,
seeing
there
represents
a
change
in
how
the
finance
department
is
presenting
into
departmental
transfers
of
funds.
L
So
that
does
not
resent
any
change.
It's
actually
in
that
zero.
So
it's
just
how
it's
presented
and
if
you
wanted
to
see
the
balance
sheet
of
how
that
works
out,
Colin's
team
could
provide
you
a
summary
of
that.
L
W
I
think
those
are
my
questions
for
now.
There.
G
Thanks
mayor,
I
want
to
sort
of
go
back
to
a
couple
sort
of
10
000
foot
level
and
talk
about
infrastructure,
renewal
and
the
one
percent
that
we're
now
allocating
towards
catching
up
on
our
infrastructure.
Gap
and
I
know
that
past
updates
indicated
that
we
had
about
an
800
million
dollar
Gap
in
terms
of
investment
and
that,
with
the
additional
investment,
this
upcoming
Capital
plan,
if
I
recall
correctly
of
300
million,
we
still
have
about
a
half
billion
dollar
Gap
that
we
need
to
meet.
G
So
my
question
in
terms
of
with
the
level
of
investment
and
the
additional
one
percent
is
being
allocated
now
towards
infrastructure
renewal.
What
pace
is
it
going
to
take
us
to
actually
catch
up
and
renew
it
so
that
we
don't
see
things
like
the
side
of
the
Aquatic
Center
falling
off?
And
you
know
that
seniors
boiler
is
not
failing
and
community
centers,
where
seniors
are
doing
programs.
That
kind
of
thing.
Where
are
we
in
terms
of
that
trajectory.
D
I
can
when
we
send
out
our
memo,
we'll
send
out
a
chart
which
we've
modeled
out
sort
of
the
time
it
would
take
to
to
sort
of
fill
that
annual
Gap,
because
it
will
take.
You
know
it
will
take
a
number
of
years.
D
Absolutely
we
do,
though,
expect
that
we
aren't
going
to
be
able
to
fill
the
Gap
ourselves,
so
we
are
looking
to
senior
Government
funding
at
different
times,
so
that
helps
us
to
bridge
that
Gap
as
well,
and
we're
continuing
to
work
with
the
feds
in
The
Province,
on
looking
at
funding
programs
for
infrastructure,
so
we're
not
alone
in
as
a
municipality.
So
we're
doing
our
part,
but
we
are
expecting
senior
Government
funding,
but
we
have
a
chart.
I
can
send.
It
definitely
is
decades
out
that.
G
Would
be
really
helpful
and
in
terms
of
the
intersection
of
these
sort
of
additional
one,
percents
and
councilor
blad
asked
about
the
climate,
one
percent,
a
lot
of
that
infrastructure
upgrades
can
actually
support
climate
right
through
mitigation
or
adaptation
and
I'm
wondering
the
level
of
analysis
has
been
done
between
those
two,
those
two
in
terms
of
as
we're
upgrading
some
of
those
the
infrastructure
you've
got
Greener
heating
systems,
HVAC
More,
Energy
Efficiency.
That
kind
of
thing
so
I'm
wondering
if
we've
done
a
tie
there
and
I
must
confess.
G
D
On
the
on
the
capital
plan,
absolutely
when
we
do
the
capital
plan,
we
don't
look
at
just
the
asset
and
renewing
it
we
look
at
how
does
it
meet
other
goals,
whether
it's
Equity
climate?
You
know
all
the
other
areas,
so
we
prioritize
that
way,
and
so
an
example
of
the
renewal
in
renewing
a
new
building.
Those
new
buildings
would
be
at
the
Net
Zero
standard
right
or
a.
G
Possible
standard,
yes,
put
other
ways.
My
question
is:
are
we
doubling
up
because
a
lot
of
our
investment
like
how
are
we
actually
quantifying
climate
investment
you
rent
in
one
bucket
at
60
million,
but
arguably
could
a
lot
of
our
infrastructure
if
we've
got
1.8
I
think
it
was
on
that
side
going
to
existing
infrastructure
annual,
isn't
a
large
portion
of
that
not
climate
upgrades?
So
are
we
really
actually
under
quantifying
the
sheer
amount
that
we're
investing
in
climate
friendly.
D
Yeah
I
can
well
I'll
I'll,
send
Council
out
a
chart
that
we
do
where
we,
where
we've
said
that
the
climate
investment
on
mitigation
and
adaptation
is
specific
to
achieve
the
goals
of
those
strategies,
but
we
do
a
lot
of
other
investment
in
our
infrastructure.
That's
for
climate,
so
I
will
send
that
out
to
you
and
that
might
answer
your
question.
If
not,
we
can.
G
Currently,
the
other
thing
I
want
to
switch
over
is
a
very
specific
project
and
it's
the
guest,
Town
Complete
streets
and
I,
recall
Council,
supported
emotion,
made
an
amendment
to
increase
I
think
some
of
the
initial
work,
because
our
streets
are
literally
falling
apart
from
7
to
10
million
and
that
identified
that
I
think
the
whole
complete
streets
project
for
gas
town
was
around
35
million,
with
directions
to
staff
to
close
the
gap,
I'm
looking
at
appendix
a
and
try
to
identify
where
that
sits,
and
then
also
the
multi-year
in
appendix
B
and
I'm
having
difficulty
identifying
specifically
what
is
set
aside
for
gas
Town
streets.
P
Yes,
the
last
Council
directed
us
to
to
increase
the
funding
towards
Gastown
streets,
but
also
another
one,
was
the
increased
number
of
pedestrian
signals
and
crossings
as
well
and
at
that
time,
rather
than
increase
the
capital
budget
for
the
four-year
plan.
What
we
had
proposed
was
that
we
tried
to
front
load
it,
which
was
that
we
tried
to
to
spend.
We
would
make
our
efforts
to
spend
the
money
in
the
first
two
years
and
in
the
midterm
Capital
plan
adjustment.
If
we
were
making
progress,
then
we
would
allocate
more
funds.
G
P
P
J
Thanks
I
also
have
some
questions
about
our
climate,
Investments
and
I'm
wondering
if
we
can
just
get
a
bit
more
sort
of
tangible
detail.
I
know.
Sometimes
it
seems
abstract
for
people,
but
my
sense
is
that
a
lot
of
those
climate
Investments
are
going
as
we
just
heard
to
pedestrian
safety
and
EV
charging
and
trees
can.
Can
we
help
make
those
Investments
a
bit
more
I,
don't
want
to
say
concrete
but
tangible
for
for
folks.
J
Wondering
about
our
if
you
can
help
make
our
climate
Investments
a
bit
more
tangible
for
people
in
terms
of
pedestrian
safety
and
EV
infrastructure,
so
it
I
just
get
the
sense
from
the
public.
Sometimes
it
seems
like
a
sort
of
amorphous
mob
of
Investments,
but
but
we
we
often
hear
from
the
climate
team
that
co-benefits
around
Street
safety
and
health
and
whatnot
so
I'm
wondering
if
we
can
get
a
more
tangible
detail
about
where
those
operating
dollars
are
going.
Yes,.
J
X
Be
answering
your
question
just
slightly
differently:
Michelle's
director
of
facilities,
Planning
and
Development
I
can
tell
you
where
money
is
specifically
for
facilities.
We
have
six
million
dollars
for
energy,
optimization
program
which
is
specifically
for
reducing
greenhouse
gases
in
all
of
our
existing
buildings
and
every
new
project
that
we
have
going
forward,
and
this
relates
to
the
earlier
question.
I
would
say
about
between
three
to
five
percent
of
each
brand.
J
X
Projects
will
all
help
reduce
costs
for
operating
in
terms
of
energy
dramatically
and
yesl
also
provides
cleaner
air
as
well.
J
Okay
and
I'd
be
happy
to
receive
by
memo
some
of
those
more
specifics
again
with
an
eye
to
sort
of
what
the
impacts
would
be.
If
we
were
to
cut
that
back
right,
yeah.
D
J
I
appreciate
that,
thank
you
and
with
the
rest
of
my
time,
I
just
want
to
go
back
to
that
spreadsheet
list
of
priority
initiatives
that
aren't
in
the
draft
current
state.
J
There
was
a
line
item
around
downtown
east
side.
What
the
document
called
Comfort
stations
to
washrooms
in
Victory
Square
in
the
downtown
east
side
that
looked
unfunded
with
those
washrooms,
not
I,
think
their
washroom
trailers.
Would
they
not
continue
unless
additional
funding
is
added?
P
Yeah
I
believe
what
you're
referring
to
is
the
two
underground
washrooms,
that
we
have
one
at
Victory
square
and
one
at
at
the
Maine
and
Hastings.
And
it
was
just
that
we
had
a
long-term
contract
operating
with
a
family
operation
and
and
that
and
they've
they've
now
moved
on
and
the
costs
that
we're
paying
are
not
reflective
of
the
actual
cost
and
doesn't
reflect
living
wage.
And
so
that
that's
the
difference.
And
so
we
would
have
to
pull
from
reserves
on
that
to
to
actually
fund
that
this
year.
P
Because
we
didn't
anticipate
that
that
additional
cost.
Okay.
J
P
J
P
H
So
the
the
new
legislation
calls
on
municipalities
to
establish
standing
committees
and
processes
around
annual
accessibility
plans,
as
well
as
Community
engagement
and
tracking
of
delivery
on
those
plans
and
then,
of
course,
there's
all
the
work
around
actually
implementing
the
plans
themselves.
So
what
we
don't
have
in
the
current
state
budget
are
this:
are
the
resources
needed
to
implement
that
that
administrative
function
of
supporting
the
task
group
undertaking
the
annual
engagement
and
maintaining
and
Reporting
out
on
the
on
the
the
plans?
H
A
Verbal
thought,
counselor
fry.
M
Thanks
and
Patrice
Revenue
stabilization,
Reserve
I
see
you
have
it
in
here
we're
now
at
four
percent.
It
should
be
at
eight
to
sixteen
percent.
Can
you
just
really
briefly
give
us
a
sense
of
what
we
need
that
Revenue
stabilization
reserved
for
and
what
it
means?
If
we
don't
have
that
kind
of.
D
So
the
purpose
of
the
revenue
stabilization
Reserve
is
to
provide
funding
for
unforeseen
events
or
activities,
reductions
and
revenue
things
that
happen
during
a
year.
In
order
for
us
to
be
able
to
react
so
very
simplistically.
Our
budget
has
to
balance
every
year.
So
if
we
had
a
revenue
drop
of
10
like
we
did
during
covet,
we
would
have
to
raise
property
taxes
by
20
the
next
year
to
cover
it.
D
My
math
isn't
quite
right,
but
you
know
what
I
mean
so
we'd
have
to
recover
it
immediately
through
our
revenue
and
that's
the
way
that,
through
increasing
property
taxes
or
other
fees,
so
with
the
stabilization
reserve,
it
gives
us
time
to
be
able
to
say
okay,
here's
funding,
we
can
use
and
then
find
our
way
to
build
it
back
so
or
or
other
returns
that
we
can
get
on.
Having
put
that
money
in
so.
M
You
talk
about
a
future
strategy
to
rebuild
it.
Now.
A
couple
of
weeks
ago
we
had
a
member
motion
that
committed
16
million
dollars
from
the
revenue
stabilization
Reserve
I
have
to
go
to
VPD,
have
to
go
to
Vancouver
Coastal
Health
for
the
hiring
of
new
nurses.
I
know
we've
talked
about.
The
VPD
has
has
the
has
that
allocation
been
kind
of
factored
in
this
in
this
projection,
and
what
would
the
strategy
look
like
to
rebuild
the
revenue
stabilization
Reserve?
So.
D
I
think
in
our
current
state
we
we
haven't
factored
in
that
that
changes
yet,
but
it
would
also
obviously
reduce
our
Reserve
again.
The
expectation
would
be
that
Council
would
fund
that
through
property
taxes
in
the
new
year
or
other
offsets,
because
that's
only
for
one
time,
an
amount
for
one
year
right,
so
it
needs
to
be
funded
on
an
ongoing
basis.
So
that's
why
reserves
are
not
really
funding
sources
for
operating
expenditures.
Right.
D
That's
not
really
the
right
purpose,
because
it's
only
going
to
provide
one-time
funding
which
isn't
going
to
work
for
firearms
or
emergency
or
police
officers
or
nurses,
because
we
want
to
hire
them
for
more
than
one
year.
So
again
it
was
I.
Guess
we
need
if
we
needed
a
funding
source
in
2022.
That
was
the
only
funding
source
that
we
would
have
for
committing
funds
in
2022.
D
So
then,
that
was
again
a
driver.
If
we
looked
at
our
Five-Year
Plan,
the
team
added
one
percent
per
year
of
property
tax
to
rebuild
it
again.
If
we
have
surpluses
that
also
helps
to
rebuild
it
as
well,
but
it
will
take
us
some
time.
It
took
us
quite
a
bit
of
time
to
get
to
eight
percent
and
then
through
the
pandemic,
I
mean
we
used
it.
D
That's
what
it's
supposed
to
be
for
is
that
we
were
able
to
offset,
and
you
know
our
revenue
losses
and
we
reduce
the
number
of
service
reductions.
We
had
to
do
in
2020
and
2021,
but
we
do
need
to
rebuild
it
back.
Okay,.
M
Pivoting
to
something
totally
different
last
month
at
Metro,
the
Water
DCC
changed
quite
radically
from
a
90
Municipal
assist
to
a
50
Municipal
assist,
which,
by
way
of
example,
means
the
difference
from
a
fee
for
water
hookup
of
about
eight
hundred
and
fifty
dollars
for
an
apartment
to
4
261
dollars
for
an
apartment.
M
D
I
think
the
biggest
challenge
with
Metro
is
adjusting
their
dccs
is
there's
only
so
much
room
in
a
development
for
development
charges
right
and
so,
if
Metro
increases
theirs,
then
there's
not
an
may
not
be
enough
room
for
us
to
increase
it
to
recover
all
of
our
development
costs
so
having
it
in
a
uncoordinated
fashion,
is
really
challenging,
and
so,
given
that
they've
increased
there's,
it
may
impact
some
of
the
developments
that
Vancouver
is
seeing
if
people
say
well,
I
can't
afford
to
pay
both
of
those
and
and
may
delay
their
developments.
A
You
thank
you
very
much.
Counselor
Carr
great.
Q
Thanks
I
left
you
with
a
question,
so
that
was
summarizing
the
projects
over
four
years
and
for
20
23
that
mitigate
the
climate
change,
and
you
know,
if
you
don't
have
that
list
now,
reporting
back
on
that
I
would
appreciate.
Yes.
D
E
D
Q
Was
one
of
the
big
ones
that
got
us
to
reduce
the
out
to
be
on
our
trajectory
to
reduce
ghgs
by
yeah
45
to
50
by
2030,
but
okay?
Okay,
that's
good
I,
appreciate
that
it's
for
me
an
issue
because
I've
noticed
that
we
have
another
20
million
dollar
in
the
budget
for
climate
adaptation
and
so
I'm
wondering
again.
Maybe
this
is
a
good
report
back.
Q
What
is
the
balance
now
we're
getting
into
extreme
weather
conditions
which
force
us
to
to
adapt
and
to
and
to
put
money
into
repair?
Yet
we
still
have
to
reduce
ghgs
else.
It's
going
to
get
worse
and
worse
and
worse
so
I'm
interested
in
a
response
on
that
balance
between
how
much
money
is
going
into
repair
and
adaptation
versus
mitigation
and.
D
Q
They
are
both
urgent
really,
but
thank
you.
I
I
just
think
it's
good
for
us
to
know
that
balance
I
follow
up
to
counselor
Boyle
on
the
energy
retrofit
of
public
buildings.
One
of
the
answers
is
to
that
it
reduces
operating
costs
plus
gets
us
cleaner
air.
What
about
cooling
are
all
the
retrofits
that
we're
doing
also
considering
the
in
this
case
it
is
adaptation.
It
is
a
a
response
to
the
fact
that
we
had
our
heat
gentleman.
99
Vancouver
residents
died
for
lack
of
cooling.
Q
As
well
right,
okay,
do
we
have
a
sense
of
how
many
of
our
Civic
buildings,
especially
the
public,
facing
Civic
buildings,
have
now
been
retrofit
in
order
to
provide
safe
places
of
retreat
for
our
residents
in
times
of
real
climate
or
weather
emergencies,
get.
Q
That's
good,
it's
good
to
know,
I'd
really
be
interested
also
in
the
distribution.
In
other
words,
if
people
throughout
the
city
have
access
I
know
we're
we're
well
on
the
way
with
our
Branch
libraries,
but
I,
don't
have
a
good
sense
of
the
whole
thing.
Okay,
that's
great
film,
film
industry
power,
kiosk
Network!
Q
You
know
this
was
my
motion
like
four
years
ago
or
three
years
ago
now
and
I
note
that
we
only
have
eight
hundred
thousand
dollars
in
the
budget
and
that's
in
our
four-year
budget
and
none
in
2023.
Q
P
I
can
get
back
to
you
with
the
details,
but
we
do
have.
We
have
two
kiosks
in
operation,
I
believe
right
now
and
we
have
another
two
underway:
their
kiosks
are
partially
funded
through
their
permit
fees,
and
so
that
that
is
a
collaboration
with
them
that
we
that
we're
anticipating
to
continue
right.
Q
Awesome,
maybe,
when
you
get
back
to
me
on
that
on
also
I
have
heard
that
there's
a
real
kind
of
sticking
point
around
BC
Hydro
and
their
ability
to
provide
us
with
a
sufficient
power
to
enable
those
power
drops
which
are
not
only
useful
for
the
film
industry
but
for
all
our
community
events
as
well
like
the
neighborhood
festivals
and
that
kind
of
thing.
So
I'd
appreciate
some
sort
of
update.
Q
Awesome
that
would
be
great.
Thank
you,
I'm,
going
to
run
out
of
time
for
my
questions
mayor,
so
I
will
send
the
ones
I
don't
get
to
in
and
and
I
just
think,
I
might
end
with
a
question
around
active
Transportation
I
know
it
says
that
connections
to
schools,
pedestrian,
curb
ramps-
don't
have
any
money
in
the
2023
budget.
For
that
this
is
see
page
C32.
P
Yes,
so
the
good
news
is
that
the
last
Council
directed
us
to
eliminate
the
backlog
of
curb
ramps
that
we
had
as
requests
to
convert
to
wraps,
so
that
that
was
about
688
curb
wraps
approximately.
So
now
we
now
we
have
about
141
outstanding
requests,
so
we
do
feel
that
we're
it
will
will
be
able
to
kind
of
keep
up
with
the
pace
of
requests.
Now
now
that
we've
been
able
to
get
through
the
backlog.
R
Thanks
very
much
mayor
just
turning
to
page
b80
referring
to
the
capital
budget,
what
is
the
total
number
of
daycare
spaces
being
planned
in
the
capital
plan
to
the
end
of
the
four
years?
Basically,.
H
So
we
the
capital
for
your
Capital
plan
projects,
627
full
day
spaces
and
20
part
20
part
day
spaces
over
the
four
years.
That's
a
mix
of
developer
contributed
and
city-led
spaces,
all
of
them
yeah.
So
there's
about
200,
there's
253
developer,
contributed
spaces
and
20
part
day.
Those
are
full
day
and
parte
and
then
374
city-led
spaces.
Okay,.
R
Turning
to
b38
regarding
Park
Board
budgeting,
just
noting
that
there
is
reference
to
the
Stanley
Park,
train
revenues
and
I'm,
just
wondering
obviously,
given
the
the
recent
media
reports
and
the
state
of
the
Stanley
Park
train,
how
we
can
be
forecasting
revenues
if
it's
not
currently
running
and
if
we
are
planning
on
fixing
it.
What's
the
cost
there.
Y
R
So
all
right,
can
you
just
clarify
what
that
means.
Z
Hi
Natalie
freilich,
director
of
financial
planning
and
Analysis
for
the
park
board.
The
Assumption
at
the
time
of
the
budget
was
that
we
were
going
to
be
able
to
repair
some
of
the
trains.
So
at
that
time
we
in
this
current
state
budget,
we
were
assuming
that
only
two
trains
would
be
running
for
the
special
events.
Z
Y
R
Okay,
that's
great
thank
you
for
that.
One
other
question
that
I
had
is
regarding
parking
Revenue
and
just
to
better
understand.
R
We
I
think
we
talked
about
this
year
over
year
and
there's
often
the
public
consultation
is
around
user
fees
or
to
sort
of
balance
the
budget
so
to
speak
and
parking
Revenue
being
an
opportunity,
maybe
in
some
areas
less
than
others,
so
not
to
increase
parking
fees
in
areas
where
they're
already
high
I'm
wondering
if
you
can
share
on
the
strategy
around
parking
revenues,
and
if
we
have
an
opportunity
like
what
would
that
look
like
if
we
were
to
increase
fees.
P
Well,
there's
only
certain
fees
that
we
can
increase
well,
first
of
all,
there's
a
bylaw
that
directs
Us
in
terms
of
meter
rates.
So
if
you're
thinking
about
parking
meters,
when
you
go
park
on
the
street,
the
bylaw
directs
us
to
review
those
on
an
annual
basis.
P
This
way
we
kind
of
manage
turnovers
such
that
there's
always
about
one
or
two
parking
spaces
per
block
on
every
block
in
the
city,
so
that
results
in
some
pretty
widely
different
rates,
so
up
as
high
as
ten
dollars
an
hour
and
as
low
as
one
dollar
an
hour
across
our
city.
Those
those
are
those.
Those
rates
are
not
too
much
of
our
ability
to
change,
because
they're
so
Market
driven
and
when
the
demand
arrives.
P
We
can
arrive
with
parking
meters
or
pay
parking
which
actually
helps
manage
the
the
amount
of
parking
on
the
street
and
frees
it
up.
So
that's
why
I'm
talking
about
new
areas
like
the
Broadway
Corridor,
where
we're
seeing
new
demand
occur,
that
we
can
introduce
meters,
the
ones
that
we
can
just
increase
arbitrarily
are
actually
parking
permit
fees
or
like
a
residential
Park
parking
permits,
so
some
originally
when
they
were
created
at
the
city,
they
were
set
at
a
revenue
neutral,
so
it
kind
of
cost
the
pay
just
cost
the
administration
of
the
system.
P
We
realized
that
that
wasn't
effective,
where
the
demand
for
permit
parking
is
very
high,
such
as
in
the
West
End.
So
we
actually
dramatically
increased
the
rate
of
of
a
permit
in
the
West
End
to
bring
down
the
sales
and
free
up
parking
for
for
people
and
so
there's
other
areas
in
the
city
where
we're
in
this.
In
this
capital
or
this
budget,
we
have
a
10
increase
in
areas
where
we
think
that
we're
kind
of
overselling
the
permits
and
they
could
use
an
increase.
Those
could
probably
go
up
by
20.
So.
R
A
Thank
you,
I'll
be
really
quick,
I'm
just
trying
to
get
a
sense
for
how
much
control
we
actually
have
over
our
own
budget,
and
so
you
know
we
have
things
that
we
don't
control.
We
have
things
that
in
theory
we
control,
but
we
really
don't,
and
then
we
have
the
controllable.
So
do
you
have
some
sense?
What
that
breakdown
would
be
on
a
percentage
basis,
and
by
that
I
mean
we
have
Metro,
we
have
school
taxes,
we
have
utilities,
we
have
costs
that
are
downloaded.
A
Those
are
not
controllables,
I
guess,
investments
in
infrastructure,
in
theory
they're
controllable,
but
not
really,
because
we
create
a
big
bomb
for
us
at
the
end
and
then
there's
everything
else.
Do
we
know
what
that
mix
is
roughly.
D
We
can
give
you
a
better
calculation,
but
on
property
tax,
it's
50,
City
and
50
others,
plus
or
minus
a
few
percent,
and
then
within
the
property
tax
about
forty
percent
within
the
property
tax,
probably
about
40
percent
of
that
is
Public
Safety,
fire
and
police.
So
police
needs
to
be
a
discussion
between
the
city
and
police.
D
They
obviously
have
the
ability
to
go
to
the
province
if
the
city
isn't
funding
to
the
level
that
that
they're
looking
for
so
that's,
usually
a
collaborative
process
that
we
go
through
for
them
to
also
understand
the
city's
financial
position.
Fire
is
more
within
the
city's
control,
but
again
on
most
of
the
public
safety.
There's
there's
required
minimum
Staffing
levels
for
the
service
Etc,
so
that
is
sort
of
the
barriers
around
the
service
adjusting
Services
there.
A
I
know
we're
not
going
to
solve
it
today,
but
is
there
would
you
be
able
to
put
together
a
little
note?
Yes,
absolutely
like
very
simplistically
just
so
we
get
a
feel
for
what
we're
working
with
here.
The
other
thing
that's
come
up,
is
you
know,
I've
had
I
know.
A
lot
of
the
counselors
have
had
a
lot
of
conversations
with
people
in
the
public,
and
there
is
an
appetite
for
people
to
you
know
donate
either
through
their
states.
A
D
City
can
accept
donations.
We
can
provide
tax
receipts
for
donations.
I
think
the
consideration
that
we
would
have
is
if
someone
donates
a
fixed
item,
all
the
operating
costs
then
have
to
be
provided
by
the
city,
so
we
would
need
to
have
the
funding
to
be
able
to
operate
it.
So
often
people
were
donations,
tend
to
be
that
the
capital
asset,
but
very
few
people
donate
operating
dollars
and
that's
really
what
we
need
in
order
to
reduce
you
know
the
property
tax
Etc.
So
that's
the
challenge,
brilliant.
A
Okay,
thank
you,
yeah
councilor
Meisner.
Thank.
T
You
mayor
Patrice,
I,
noticed
in
the
Highlight
presentation
the
first
presentation
that
you
showed
on
page
31.
It
mentions
one
million
dollars
in
2023
and
six
million
dollars
over
the
next
four
years
for
EV
charging
infrastructure
for
non-city
buildings.
So
I'm
just
wondering
what
type
of
buildings
that
would
be
like
if
they're,
not
City
buildings.
What
are
we
funding.
D
Yeah,
that
is
part
of
our
a
climate
emergency
action
plan
to
provide
fund
EV
charging
outside
of
City
properties.
D
Rosemary,
are
you
able
to?
Is
someone
able
to
speak
on
WebEx
because
Doug
Smith
is
on
WebEx?
If
we
open
that
up?
Oh
wait.
Sorry
Teresa,
we'll
cover
that
one
Brad
Brad.
AA
You
American
Council.
This
money
is
for
public
buildings,
it's
for
rental
buildings,
so
we're
working
with
BC
Hydro
on
a
program
to
support
EV
charging
and
Rental
buildings
to
enable
those
those
renters
to
have
access
to
charging.
So
that's
primarily
what
this
funding
is
for.
If
that
helps.
T
AA
No
so
we
require
for
new
buildings.
We
have
requirements
for
EV
charging,
that's
been
in
place
for
a
while.
This
is
for
existing
rental
buildings.
Building
owners
are
able
to
access
funding
through
the
city
and
BC
Hydro
to
enable
technical
support,
as
well
as
some
funding
for
the
infrastructure
itself.
The
infrastructure
is
actually
owned
by
the
city
over
its
lifespan,
but.
AA
T
AA
There
is
funding
for
that
in
the
budget
as
well,
counselor,
it's
in
a
different
location
through
engineering,
but
we've
been
installing
fast
charging
across
the
city
for
a
number
of
years
and
are
continuing
to
do
that,
work
to
make
sure
that
everybody's
within
the
reasonable
access
of
those
Chargers,
so
that
is
in
the
budget
just
in
a
different
location.
Okay,.
T
Okay,
thanks
Brad
appreciate
that
my
other
question
was
and
I
just
heard,
the
end
of
it
earlier
around
Gastown
and
the
street
Rehabilitation
the
six
million
dollars.
That's
in
the
budget,
just
wondering
if
that
is
just
continued
Patchwork
or
is
that
actual
reconstruction
of
the
street
surface,
just
wondering
what
we
can
expect
to
see.
P
It's
it's
a
couple
of
things.
First
of
all,
the
the
patchwork
you,
the
cut
repairs,
are
actually
funded
by
the
utilities
that
make
the
cuts,
and
so
often
we
hold
off
on
doing
repairs
if
we're
planning
on
making
changes,
and
so
we
had
been
doing
that
in
a
number
of
locations
across
the
city,
we're
just
getting
caught
up
on
that
work.
So
that's
through
a
different
funding
source.
P
What
you
see
in
the
capital
plan
there
would
be
for
planning
for
the
capital
expenditure
at
designing
and
hopefully
building.
So
it's
it's
kind
of
all
components
of
that
and
we'll
and
we're
not
quite
sure
how
far
we'll
get
in
that
process.
That's
one
of
those
things
that
really
depends
on
the
the
community
process.
Okay,.
P
I
mean
again,
we
set
aside
an
amount
in
there,
which
is
a
combination
of
everything,
okay,
yeah
and,
and
just
hope
that
we'll
be
able
to
make
progress
on
it.
If
not
it'll
move
to
the
later
years
of
the
capital
plan.
Okay,.
T
F
A
Okay,
we
need
to
go
over
a
little
bit
so
can
I!
Please
get
a
motion
to
extend
this.
This
meeting,
counselor
Carr
second
counselor.
E
A
A
U
Thanks
mayor,
so
I
got
a
follow-up
follow-up
question
to
counselor
bly's
parking
question
so
I
think,
based
on
this
document,
it
says
parking
bring
up
four
percent
of
our
Revenue,
so
that
translates
to
about
80
million
dollars
per
year.
So
you
know
I
was
wondering
if
you
know
what
would
be
the
impact
if
we
increase
the
parking
fees
to
our
overall
Revenue,
because
the
relationship
is
not
linear
right.
U
If
we
increase
by
10
percent,
it
won't
translate
to
the
10
Revenue,
because
some
people
they
thought
it
might
be
too
expensive-
they
don't
park
there.
So
I,
wonder
I'm
thinking
about
this
mathematically.
Is
there
a
sweet
spot
over
there?
It's
like
a
curve
over
there
to
maximize
our
Revenue.
Have
it
without
any
modeling
and
Analysis
like
that.
P
Yeah
and
the
the
way
that
the
only
way
we
can
do
that
is
through
the
trial
and
error
and
see
how
the
market
responds
it's
hard
for
us
to
know
like
the
the
rates
that
we
have
on
the
street.
The
way,
the
the
way
that
they're
set
right
now
is
dependent
on
that
that
exact
decision,
because
often
people
have
another
place,
they
can
park
another
another
choice
or
another
lot.
P
So
we
have
acidio
and
lots
and
we
have
on
Street
Lots,
but
we're
not
the
only
option
for
people,
and
so
that's
why
the
rates
when
I
was
describing
earlier
about
the
the
rate
adjustments
that
we
make.
We
lower
them
when
we're
seeing
no
cars,
because,
of
course,
that's
not
going
to
make
any
money
and
also
it
discourages
it.
It
stops
the
the
very
nature
of
what
we're
trying
to
provide
is
convenient
parking,
and
so
we
we
don't.
U
P
Yeah
for
sure,
in
fact,
when
we
saw
the
drop
in
revenues
continue
through
this
year,
our
team
did
a
a
lot
of
Investigation
into
where
those
changes
were
occurring
and
it's
actually
quite
uneven.
Some
areas
are
doing
very
well.
You
know,
especially
if
they're
near
a
park
or
something
like
that,
and
some
areas
like
downtown
are
not
doing
very
well,
and
so
it's
not
it's
not
a
single
answer
in
terms
of
what
that
forecast
should
be
or
what's
possible,
but
we'll
we'll
continue
to
do
that.
Work.
Okay,.
AB
U
The
next
question
is
on
page
b35,
so
it
says
the
the
CPP
primit
increased
by
two
to
three
million
dollars
in
2023.
So
I
wonder
if
that
money
is
included
in
our
download
downloaded
cost
analysis
before
that
money
is
coming
from
the
federal
government
right.
The.
D
No,
this
is
Canada
pension
plan
premiums.
U
U
Okay,
so
it
is
included
in
our
previous
download
analysis.
Is
that
right
or
not.
I
I
call
a
night
director
of
the
Statewide
financial
planning
analysis,
so
so
the
the
in
the
previous
memo
that
we
shared
with
you,
the
Canadian
pension
plan
contribution
increases
which
happen
every
year
to
some
extent,
but
it's
been
phased
over
a
multi-period.
We
do
not
itemize
that
as
a
specific
line
item
that
we're
highlighting
and
downloading
I
think
I
mean
I
see
you
know
the
the
argument
is
a
cost
that
the
city
bears
that
is
imposed
by
the
federal
government.
I
V
You
very
much
mayor
just
I'm,
going
to
circle
back
on
the
the
Neu
questions,
so
just
doing
that
rough
math
from
the
continued
subsidization
of
of
the
in
the
expansion
we're
looking
at
about
35
million
over
four
years
that
those
costs
will
continue
so
we're
looking
at
a
r
roughly
just
under
8
million
dollars
a
year
to
be
able
to
continue
this
program
as
it
stands.
Right
now,
do
we
have
a
sense
of
the
lifespan
of
this
particular
utility
that
the
the
southeast
Falls
Creek
utility?
N
Grace
Chang,
director
of
long-term
Financial
strategy.
Basically
this
type
of
utility
asset-
it
runs
more
over
like
40
years
and,
of
course,
there
will
be
ongoing
Capital
maintenance.
However,
when
you
see
the
trajectory
of
basically
increasing
Capital
investment,
and
also
you
can
see
like
the
curve
like
you
know,
when
we're
collecting
Revenue,
we
actually
follow
the
standard.
N
I
would
say:
utility
levelized
model
like
PC,
Hydro
or
other
regulated
utility
to
make
sure
that
when
we
incur
the
capital
investment
over
time
over
25
years
to
30
years,
we
can
recover
all
our
capital
investment,
as
well
as
having
a
kind
of
quasi-regulated
return
on
our
investment
as
well.
So
we
follow
those
commercial
utility
model
as
well.
N
P
Yeah,
in
fact,
a
new
heat
pump
is
being
installed
into
the
utility
right
now,
which
increases
its
capacity.
Ultimately,
the
more
buildings
that
are
connected
to
the
system,
the
more
energy
efficient
it
becomes.
It
also
is
in
it
because
it's
a
it's
a
heat,
it's
a
heat
energy.
P
It
can
actually
Supply
or
accept
heat,
which
is
also
different,
so
that
it
does
mean
that
some
of
our
customers
are
actually
contributing
to
the
Heat
and
actually
make
some
money
and
other
customers
are
using
the
Heat
and
they're
actually
to
pay
pay
for
it,
but
the
more
the
more
that
we
connect
generally
the
more
efficient
it
becomes.
They
generally
have
the
choice
of
connecting
to
other
services,
but
if
the
city
owns
the
utility,
we
can
require
it
if
we
wanted
to
as
an
environmental
objective,
because
it's
a
it's
a
low
carbon
Source.
P
V
You
there
are
other
District
energy
facilities
in
the
immediate
area.
Does
the
city
have
plans
to
either
build
or
a
perhaps
purchase
other
any
use.
P
No,
in
fact
the
so
there
are
the
there's,
the
River
District
Energy
System
down
on
the
Fraser
River
and
the
downtown
there's
a
steam
heat
system
which
has
200
Office
Buildings
connected
to
it.
That's
a
private
operation.
P
There's
no
interest
in
in
our
part
to
to
do
any
more.
In
fact,
the
the
only
reason
I
believe
that
the
city
started
in
that
endeavor
was
actually
related
to
creating
the
most
sustainable
community
in
the
world,
which
was
in
advance
of
the
Olympics.
V
Thanks
very
much
is
this
expected
at
some
point
to
provide
a
return
on
investment,
and
would
the
city
get
that
return.
N
Yes,
this
is
correct.
Well,
when
we
first
started
setting
up
this
utility,
one
of
the
key
element
or
guiding
principle
is
that
if
and
when
the
Council
of
the
day
choose
to
dissolve
it,
for
whatever
reason,
we
always
want
to
kind
of
follow
the
commercial
utility
model,
so
that,
if
someone
is
interested
in
buying
there
will
be
no
fluctuation
in
race
because
we're
not
subsidizing
the
rate
payers.
We're
just
purely
follow
the
commercial
model.
So
that
was
the
the
intent
anyways.
N
And
just
want
to
kind
of
add
a
little
bit
to
your
last
question
about
potential
kind
of
like
optimization
or
whatever
opportunities
with
other
District
energies,
I.
Think
constantly.
When
we
look
at
expansion
we
also
look
at,
should
we
be
expanding
just
kind
of
like
investing
in
the
pipes
versus
kind
of
buying
energy
produced
by
other
clean
energy
companies.
So
we
don't
always
need
to
increase
our
investment
in
the
energy
production
side
of
things.
Maybe
we
can
focus
more
on
the
distribution
side
of
things,
so
we
always
consider
those
opportunities,
I'm.
V
A
Great
well,
thank
you
very
much
now
that
everyone's
gone
through
this.
Why
don't
we
break
for
lunch
and
come
back
at
1
20.?
Okay,
awesome
great!
Thank
you!
Everyone.
A
Hello:
everyone
we're
going
to
get
started
now
last
person
to
stop
speaking
is
gonna
have
to
tell
a
joke
all
right.
Okay,
before
we
begin
to
hear
from
speakers,
I
would
like
to
note.
The
following.
I
would
like
to
remind
speakers
that
they
have
five
minutes
to
make.
Their
comments
may
only
speak.
Once
council
members
may
ask
questions
of
speakers
for
up
to
three
minutes
following
their
presentation.
However,
speakers
are
under
no
obligation
to
respond
for
our
speakers.
After
your
comments,
Council
may
or
may
not
have
any
clarifying
questions
for
you.
A
The
public
is
encouraged
to
listen
to
the
proceedings
via
the
city's
website
or
YouTube
link
and
to
follow
along
at
Twitter
at
Vancity
clerk
for
updates
on
the
progress
of
the
meeting.
Any
comments
on
the
agenda
item.
Sorry,
any
comments
on
the
agenda
item
can
be
sent
to
council
using
the
web
form
on
the
city's
website.
The
link
to
that
form
will
be
tweeted
out
on
at
Vancity
Clerk.
A
Following
the
last
speaker
on
the
speakers
list,
we
will
go
back
to
the
other
over
the
speakers
list,
calling
those
who
missed
their
turn
and
give
them
the
opportunity
to
speak.
I
will
also
ask
if
speakers
are
residents
of
Vancouver
if,
if
it
is
not
noted
on
the
speakers
list,
I
want
to
remind
Council
speakers
and
observers
to
be
respectful.
A
As
we
hear
comments
on
the
agenda
items
Vancouver's
procedure,
bylaw
prohibits
council
members
from
the
use
of
words,
tone
manner
of
speaking
or
gestures
that
Express
a
negative
view
of
the
character
of
any
person
or
groups
of
people.
Members
of
the
public
are
expected
to
not
engage
in
improper
conduct,
which
includes
the
use
of
Expressions
that
promote
hatred
or
are
defamatory.
A
The
creation
of
a
safe
and
inclusive
environment
for
the
public
team
members
and
Council
to
participate
is
all
of
our
responsibility.
Members
of
council
may
call
a
point
of
order
if
language
used
by
another
counselor
during
a
meeting
is
not
respectful.
As
chair
I
will
ask
the
speaker
to
modify
their
speech
to
ensure
that
they're
using
a
respectful
language,
we
will
now
begin
our.
We
will
now
begin
with
speaker
number
one
on
the
public
bodies
and
Union
Representatives
section
of
the
speakers
list.
A
AC
Good
afternoon
Premier
and
Council
I'm
Kevin
Lowe,
chair
of
the
Vancouver
Public
Library
board
and
I'm
happy
to
be
here
with
Christina,
decasto,
Chief,
librarian
and
CEO.
Let
me
first
acknowledge
that
we
are
on
the
unseated
ancestral
and
present
homelands
of
the
musqueam
and
the
squamishan
slave
with
tooth
Nations.
AC
AC
I've
had
the
pleasure
to
meet
many
of
you
and
welcome.
Welcome
several
of
you
for
tours
recently
and
you've
seen
how
busy
the
vpl
spaces
are.
We
welcome
more
than
6
million
people
in
a
typical
year
and
before
covid
we
saw
more
than
five
five
thousand
people
every
day
at
Central
Library
we're
well
on
our
way
back
to
these
levels.
AC
It
goes
without
saying
that
our
city
faces
many
challenges
and
I'm
here
to
talk
about
how
vpl
is
helps
to
address
these
challenges
and
Advance
your
goals
in
the
area
of
community
Wellness
covid
reinforced
the
vital
role
that
vpl
plays
in
fighting
social
isolation.
This
includes,
through
children's
learning
and
literacy
through
Story
Time
and
stem
programming
through
helping
immigrants
find
work
that
aligns
with
their
training
through
free
programmings
that
tackle
issues
such
as
anti-asian
hate
in
the
area
of
Public
Safety.
We
know
that
what
happens
in
our
neighborhoods
happens
in
our
libraries.
AC
Research
shows
that
libraries
reduce
crime
in
our
neighborhoods.
We
are
a
safe
roof
and
a
welcoming
space
for
people
that
have
no
other
place
to
go
regardless
of
socioeconomic
status.
On
climate
change,
we
are
part
of
the
city's
critical
infrastructure
as
a
refuge
during
extreme
weather.
Our
spaces
are
packed
on
days
when
people
need
air
conditioning
and
air
filtration
to
escape
heat
waves
and
Wildfire
smoke
are
when
we
have
extreme
cold
to
advance
the
city's
economy.
AC
We
do
all
of
this
and
more
with
the
same
number
of
Staff.
We've
had
for
10
years.
Epl's
board
recognizes
that
the
library
has
reallocated
as
much
as
possible
possible
to
meet
growing
Community
needs
and
no
more
can
be
done
within
the
current
budget.
To
be
clear,
any
budget
reduction
will
lead
to
reduced
hours
and
Branch
closures.
AC
However,
we
can
do
more
to
support
your
priorities,
but
it
will
require
Investments
I'll
share
with
you
a
few
of
the
priorities
for
investment
that
are
not
possible
within
the
current
budget.
First
of
all,
the
city
is
struggling
with
overlapping
crises
that
crises.
This
is
affecting
our
downtown
locations
where
people
are
struggling
with
mental
health
and
affordability
and
have
become
dependent
on
vpl
as
a
public
space.
AC
An
investment
of
350
000
would
enable
us
to
hire
a
social
worker
in
two
Community
Access
workers
to
support
staff
in
addressing
these
challenges
and
connect
marginalized
people
with
Services
they
need.
Secondly,
we
need
every
staff,
member
in
our
branches
to
support
public
facing
services
with
a
hundred
thousand
dollars.
AC
As
you
deliberate
over
the
budget
I
ask
that
you
remember
the
imperative
role
that
vpl's
21
branches
are
doing
to
support
people
in
our
community
every
day.
We
hope
the
city
invests
in
vpl
to
ensure
that
our
staff
can
continue
to
deliver
the
incredible
services
that
lead
to
it,
having
the
highest
level
of
satisfaction
among
all
city
services.
A
Thank
you.
Thank
you
very
much,
I
actually
learned
a
lot
there,
counselor
Boyle
and
just
a
reminder
for
counselors.
We
have
three
minutes
for
questions.
J
Thank
you
so
much
for
all
the
time
and
work
you
and
the
rest
of
the
board
put
in
I
have
questions
sort
of
in
two
directions,
and
one
is
about
what
more
we
could
do
with
a
a
more
increased
funding.
You
mentioned
the
significant
role
that
our
public
libraries
are
playing
as
social
infrastructure,
as
there's
increased
stress
and
pressure
on
people
across
the
city.
J
If
we
were
able
to
expand
hours
in
a
couple
locations,
are
there
key
locations?
You
see
that
that
would
be
needed
and
where
residents
would
be
able
to
access
more
of
the
services
that
keep
them
healthy
and
insane.
AC
Oh
thanks
thanks
counselor
Boyle
appreciate
that
question.
Our
four
busiest
branches
that
are
open
just
one
to
five
on
Sundays
are
Britannia
Champlain,
fire
hall
and
Hastings.
So
those
would
be
four
branches
that
we
would
look
at
seriously
about
increasing
hours.
There
also
branches.
We
have
11
branches
that
are
closed
on
Monday,
so
Champlain
Collingwood,
Dunbar,
fire
hall
phrase
review
Hastings,
Kensington,
Carousel,
marpal,
South
Hill
in
West,
Point
gray,
so
those
would
also
be
Focus
areas
that
we
would
look
at
what
opportunities
is
this
expanding
hours
at
those
locations?.
J
Appreciate
that
the
other
question
I
wanted
to
get
in
is
sort
of
on
the
flip
side
of
increased
Investments.
If,
if
council
is
looking
at
where
to
find
Savings
in
this
budget,
what
would
it
mean
for
Library
Services
if
a
million
dollars
or
two
million
dollars
were
cut
from
your
budget.
AC
That's
a
relatively
straightforward
answer
to
us:
that
would
be
a
closure
of
branches
or
a
significant
reduction
of
hours.
75
of
our
funding
goes
to
Staffing
and
Staffing
means
opening
up
branches.
We
need
staff
in
those
spaces.
We
have
actually
relatively
simple
budget.
75
goes
to
Staffing
about
10
goes
into
the
materials
that
exist
within
our
spaces,
so
Collections
and
others.
Materials
about
10
goes
to
leases.
So
we
have
a.
If
there
was
a
reduction
in
our
budget,
it
would
mean
reducing
our
salary
base
and
it
wouldn't
be
enclosure
of
branches
or
significant.
AC
So
about
one
million
dollars
would
likely
I
mean
a
closure
of
two
small
branches
or
a
closure
of
one
small
one:
small
branch
and
a
significant
reduction
of
hours
across
the
system.
Okay,.
J
A
Thank
you
very
much.
Councilor
Carr.
Q
Thanks
so
much
thanks
for
coming
and
for
the
work
that
you
do,
I'm
just
wondering
about
the
places
of
Refuge
that
you
talked
about
at
that
library
branches
can
be.
Can
you
tell
me,
are
the
which
library
branches
are
not
retrofit
to
be
able
to
like
either
with
HVAC,
or
certainly
with
some
Heating
and
Cooling,
so
that
that
they
could
be
places
of
Refuge
in
neighborhoods.
AD
So
virtually
all
of
the
branches
at
this
point
have
Cooling
and
of
course
all
all
branches
have
heating.
So
if
the
question
is
about
heat
pumps
about
five
of
them
at
this
point
have
heat
pumps
and
retrofitting
is
being
planned
for
the
Central
Library.
So
we
can
follow
up
with
a
precise
answer
and
list
for
you.
Q
Okay,
that's
great
thank
you
and
were
they
used?
You
know
the
summer.
It
wasn't
this
past
summer,
but
the
summer
before,
when
we
did
have
the
heat
Dome.
What
did
you
see
in
terms
of
people
coming
to
the
library
yeah.
AD
So
definitely
very
heavily
used
during
the
heat
Dome.
A
a
visual
at
Central
Library
was
on
the
escalators.
It
looked
like
Christmas
in
a
shopping
mall
and
the
branch
where
we
saw
the
largest
impact
was
the
Renfrew
neighborhood,
so
the
southeast
of
the
city,
where
I
think
you'll
have
heard
General
less
infrastructure.
The
Renfrew
Library
branch
was
particularly
heavily
used,
so
we
did
have
to
worry
about
whether
we
had
enough
chairs
and
letting
people
sit
on
the
floor.
AC
And
I
would
just
add
counselor
Carr
that
as
you're
aware,
many
of
our
branches
are
relatively
small
and
older.
So
we
would
love
to
house
more
people
during
many
of
these
coveted
events,
but
our
our
Capital
limits
us
yeah
in
some
areas.
I.
Q
Appreciate
that
Kevin
I
just
want
to
follow
up
on
another
comment
that
you
made.
You
talked
about
money,
a
hundred
thousand
I
think
you
said
to
hire
two
staff
to
de-escalate
situations.
Could
you
expand
on
that?
I'll.
AC
Ask
Christine
to
add
to
it,
but
the
hundred
thousand
dollars
would
be.
Basically,
we
have
a
number
of
positions
at
our
Materials
Handling
positions,
so
it
would
allow
us
to
reprofile
those
positions
to
public
facing
positions,
so
they
could
support
some
of
the
public
facing
services
that
we
have
in
library,
supporting
people
using
computers
and
all
of
that,
rather
than
only
being
kind
of
back
room
kind
of
operation
support,
and
we
would
also
train
them
on
de-escalation
techniques
to
support
in
some
of
the
branches.
Students
want
to
add
anything
just.
AD
A
clarification
that
it's
22.,
so
we
have
22
Materials,
Handling
positions
across
all
of
our
branch
locations
across
our
20
branches,
and
so
this
is
a
small
amount
of
money
to
upgrade
all
of
those
positions
in
order
to
better
support
public
service
and
the
kinds
of
incidents
that
we're
now
seeing
across
the
city.
I.
Q
Have
no
more
time
to
ask
you
further
questions,
but
I
appreciate
your
answers.
Thank
you.
G
Yeah
thanks
mayor
and
good
to
see
you
thanks
for
being
here
Kevin.
The
question
that
I
had
was
just
with
respect
to
the
role
of
libraries
and
sadly,
some
of
the
controversy
that
you
deal
with,
sometimes
with
respect
to
different
speakers
that
are
booked
and
I'm
thinking
of
some
of
the
push
back
across
the
country
in
different
branches.
They
don't
happen
in
Ontario
and
others
for
drag
story
times
or
sometimes
when
there
have
been
controversial
speakers
that
people
deem
to
be
hateful.
G
But
while
they
may
be
saying
hateful
things,
they
don't
necessarily
qualify
as
formally
under
the
laws,
hate
speech
and
I
wonder
if
you
can
comment
on
challenges
and
how
that
impacts
operations
I
know
recently,
for
example,
Council
approved
a
procurement
bid
for
additional
Security
Services,
part
of
which
would
be
supporting
Library
I.
Imagine
it's
tied
to
that,
but
just
interested
to
better
understand
how
important
that
role
is
in
terms
of
welcoming
spaces
and
what
challenges
are
and
what
the
library's
policies
are.
AC
Yeah
yeah,
it's
a
very,
very
good
question
and
thank
you
for
acknowledging
some
of
the
challenges
that
we
were
presented
with,
particularly
a
number
of
years
ago,
kind
of
in
the
pre-covet
days.
I'll,
let
Christina
kind
of
chime
in
but
I'll
just
say,
like
the
library,
obviously
has
a
number
of
values,
one
of
them
being
diversity,
equity
and
inclusion,
as
well
as
intellectual
Freedom.
We
adhere
to
the
law,
even
though
sometimes
the
law
does
not
allow
us
challenges
us
with
some
of
those
conflicting
values.
AC
The
meeting
room
policy
we
reviewed
after
a
number
of
kind
of
a
challenging
situation
back
in
2019
I
think
we
believe
it
kind
of
stands
up
very
well
and
at
the
same
time,
covet
has
closed
our
meeting
closed
our
meeting
room,
so
we
haven't
had
a
kind
of
a
test
of
that
meeting.
Group.
AA
W
G
AD
So
the
library
has
a
meeting
room
policy
and
the
charter
requires
us
to
act
under
within
the
law
and
and
so
we
have
to
use
the
definitions
that
are
set
by
law
rather
than
making
our
own
in
the
library,
and
so
that
is
what
guides
those
decisions
and
and
then
ensuring
that
that
everyone
has
freedom
of
expression
in
the
same
situation.
So
the
right
to
protest
is
part
of
the
same
package
of
of
Rights
around
intellectual
Freedom
at
the
library,
okay,.
G
AD
AD
A
Sorry
about
that
councilor
Meisner.
T
Thanks
for
coming
in
Kevin
and
Christina,
it's
nice
to
see
you
I
was
just
hoping
you
could
talk
a
little
bit
about
and
shed
a
bit
of
light
on,
maybe
some
of
the
social
issues
that
are
being
experienced
in
the
library
you
touched
on
it
as
a
becoming
more
of
a
popular
place
of
Refuge,
especially
since
the
covid-19
pandemic,
just
wondering
if
you
could
expand
on
some
of
the
challenges
that
your
staff
is
facing
and
if
you
feel
that
you're
supported
currently
in
terms
of
the
security
that
you
have
right
now,
if
you
could
expand
on
that,
please
sure.
AC
Thanks
counselor
Miser
I'll,
also
let
Christina
jump
in
there,
but
I'll
just
kind
of
start
by
saying,
I
think
what
you're
hearing
from
the
downtown
businesses
is
happening
in
public
libraries
as
well.
AC
We
are
a
free
public
space,
so
people,
we
obviously
don't
say
no
to
anyone
coming
in
coming
into
our
spaces,
but
within
the
downtown
branches.
That's
about
33
of
our
visits
across
the
system,
but
about
76
of
our
incidents,
security,
incidents
of
people
struggling
with
mental
health
and
addiction-
and
you
know
there
are
some
verbal
and
physical
threats
to
our
staff,
security
team
and
other
Library
patrons.
AC
T
And
right
now
there
really
isn't
a
specific
role
that
makes
those
connections.
AC
T
A
A
My
question
to
you
is:
have
you
looked
at
potential
Revenue
opportunities
in
in
the
Vancouver
Public
Library
system
that
helps
fund
some
of
the
great
work
that
you
want
to
do
and
I'll
I'll
give
you
an
example:
I
I
had
the
honor
of
touring
the
Long
Beach
California
library,
and
it's
absolutely
amazing
and
they
celebrate
stem
and
they
have
3D
printers
and
they
have
art
shops
there
and
I
was
thinking
how
many
libraries
do
we
have
against
17
21
20
21
register.
A
So
if
we
created
a
situation
where
we
could
get
minimal
revenue
from
each
one
like
less
than
500
a
month,
that
would
actually
generate
a
hundred
thousand
dollars
in
Revenue.
That
would
you
know,
fund
the
you
know
the
training
and
de-escalation,
and
so
we
can
still
achieve
you
know
all
of
our
social
goals
and
have
it
accessible
to
everyone
and
with
that
small
Revenue
opportunity,
we
can
actually
make
them
even
better.
Have
you
guys
looked
at
that
at
all
or
is
there
you
know
some
resistance
due
to
do
that.
AC
Thanks
for
the
thanks
for
the
question
mayor,
we
are
limited
by.
We
are
governed
and
limited
by
the
provincial
Library
act
on
the
number
of
things
that
we
can
ask
for
fees
for
and
generate
Revenue,
so
our
kind
of
core
Revenue
generating
services,
our
meeting
room
rentals.
That
was
challenged.
Obviously,
during
the
coveted
pandemic,
and
we
do
some
fee-based
research
activities.
AC
We
have
a
foundation
the
Vancouver
Public
Library
Foundation,
which
is
our
charitable
arm
and
they're.
Very,
very
active
I
encourage
anyone
that
wants
to
donate
through
that
mechanism
to
do
so,
but
I
will
leave
to
Christine
if
there's
ever
been
additional
question
conversations
on
fee
generating
services.
AD
The
the
balance
of
the
effort,
that's
involved
in
generating
Revenue
it
for
things
like
meeting
room
rentals
and
the
costs
associated,
given
the
kinds
of
limitations
we
were
previously
talking
about
with
counselor
Kirby
young
is
certainly
a
limitation
to
How.
Far
We've
explored
that
particular
one
and
then
bearing
in
mind
what
Kevin
has
mentioned
about
the
the
library
acts
restrictions
on
applying
fees
to
core
services.
So
we
find
donations
are
most
successful
for
Story
Time
programs
and
for
Capital
contributions
and
that
that
really
does
help
to
support
our
operations.
Quite
a
lot.
A
A
AE
My
name
is
Lisa
Simon
and
I'm
privileged
to
be
speaking
to
you
today
as
the
president
of
Canadian
Union
of
public
employees,
Local
391,
representing
roughly
800
workers
at
the
Vancouver
Public
Library
I've
lived
in
Vancouver
on
the
unseated
territories
of
the
mosque
and
squamishu
celebrities,
Nations
for
24
years
and
I've
worked
for
vpl
for
24
years
in
various
Public
Service
roles
in
most
of
our
locations,
so
Vancouver
Public
Library
has
20
branches
across
Vancouver's
neighborhoods,
as
well
as
the
nine-story
Central
Library
downtown.
AE
AE
AE
AE
As
we
know,
particular
challenges
in
our
city
has
meant
an
increase
in
incidence
of
racism,
misogyny
homophobia
and
transphobia,
and
these
incidents
enter
our
library
spaces
as
well.
In
the
month
of
September
staff
and
security
guards
at
the
library
reported,
a
total
of
183
security
incidents
of
varying
nature
across
the
system,
I
will
say
that
management
and
the
union
are
united
in
our
efforts
to
provide
safe
and
healthy
workplaces
for
staff.
AE
AE
One
social
worker
can't
address
the
needs
of
our
patrons
across
the
city,
but
they
can
support
and
train
workers,
and
this
would
be
an
efficient
way
to
build
resiliency
skills
across
the
system,
as
well
as
to
build
and
give
that
information
to
support.
Patrons
I
would
like
to
end
by
saying
that
Library
workers
are
amazing.
Our
members
are
amazing
and,
within
all
of
the
above
challenges
that
I've
mentioned,
we
managed
to
stay
in
the
top
three
city
services
in
terms
of
overall
citizen
satisfaction
and
I'm,
a
very
proud
worker
at
the
Vancouver
Public
Library
I.
A
Thank
you
very
much.
Councilor
Boyle.
J
Thanks
so
much
I
just
was
really
moved
hearing
the
impacts
on
your
workers,
of
of
increasing
stress
and
and
pressure
and
whatnot
I'm
wondering
if
you
can
say
a
bit
more
about
The
increased
workload
that
Library
workers
have
already
taken
on
as
I
know
over
the
last
four
years
and
really
over
over
the
last
decade,
and
the
library
has
accomplished
a
lot
more
without
its
budget
really
growing
and
so
I'm
wondering
if
you
can
say
a
bit
more
about
how
much
the
workload
of
your
members
is
already
increasing,
to
get
more
done
on
a
limited
budget.
AE
Thank
you
for
that
question.
Councilor
Boyle,
yes,
so
General
workload
increases
as
more
people
use
our
spaces,
but
also
within
the
environment,
where
other
social
services
are
often
cut
or
downgraded.
So
so
the
library
steps
in
often
to
to
fill
some
gaps.
So
we
will
have
people
using
the
library
to
apply
for
EI.
We
will
have
people
being
sent
to
the
library
from
government
services
to
apply
for
housing
and
apply
for
other
resources.
So
we
have
an
increase
of
work.
That's
coming
our
way!
Work!
AE
That's
not
just
related
to
the
materials
we
provide
for
for
our
patrons
and
work.
That's
not
just
related
to
the
amazing
programming
we're
already
offering
it's
work.
That
often
is
not
is
no
longer
being
supported
or
provided
in
other
areas
of
of
government
and
so
the
same
with
just
providing
the
space.
So
just
providing
public
space
increases
our
workload
in
that
we
are
balancing
different
members
of
the
public
using
the
space.
We
are
balancing,
as
I
mentioned,
before
issues
and
around
addiction
around
people
using
the
library
in
various
states
of
needing
support.
AE
A
Thank
you
very
much.
Counselor
Claussen.
V
Hello
Eliza,
it's
it's
councilman
Classen
here.
Thank
you
very
much
for
your
presentation,
your
ideas
and
thank
you
to
all
of
your
members.
You
said
the
library
workers
are
amazing,
I
agree
and
the
friends
of
mine
who
have
been
either
current
or
former
Librarians
are
indeed
amazing.
People
I
just
want
to
just
a
question
I'll
ask
to
all
the
union
leadership
that
we're
going
to
be
hearing
from
today
is
we've
gone
through
a
traumatic
period
for
the
last
three
years
through
the
pandemic.
V
I
just
want
to
call
upon
the
benefit
of
your
last
your
long
experience
within
the
the
library
sector.
How
are
things
changed
and
and
and
how
can
we
help
you
and
your
members
adapt
going
forward?
And
it's
a
very
general
question,
but
I'm
sure
you
probably
have
a
few
thoughts.
AE
Thank
you,
councilor
Classen,
for
that
question.
AE
AE
Generally,
the
issue
of
precarity,
precarious
work
has
been
a
big
one
and
has
been
something
that's
been
growing
over
the
last
years
and
that
particularly
showed
up
during
during
that
time
of
of
layoffs
for
workers,
though
most
of
us
did
return
to
work
after
between
three
to
six
months,
and
that
was
really
wonderful
to
return
to
work
and
to
to
continue
offering
services.
But
the
issue
of
precarity
and
precarious
work
is
a
big
one
in
the
library
sector.
AE
I
would
say
that
as
well
as
issue
around
a
safe
working
conditions
are
some
of
the
biggest
issues
and
so
therefore
providing
stability
in
terms
of
a
staffing
budget
and
then,
as
well
as
providing
support
in
the
form
of
initiatives
like
hiring
a
social
worker
or
providing
more
training
and
providing
access
to
to
sick
time
or
time
that's
needed
for
recovery.
After
dealing
with
with
upsetting
incidents,
I
would
say
those
are
some
of
our
our
biggest
issues
we're
dealing
with
and
where
we
could
definitely
use
support
from
Council.
A
Thank
you
very
much.
Counselor
Carr.
Q
Thank
you
well,
I
have
a
a
question
that
actually
was
very
similar
to
counselor
classes,
so
I'll
just
continue
on
that
line,
which
is
what
percentage
did
you
say
of
the
library
workers
are
in
a
precarious
situation
on
short-term
contract.
Q
R
AE
Have
about
60,
part-time
or
auxiliary
or
so-called
casual
and
40,
full-time
and
I?
Don't
have
the
specific
numbers
with
me.
I
was
just
trying
to
look
through
some
of
my
previous
reports
in
terms
of
of
how
much
of
that
is
is
true
precarity,
but
I
will
say
that
many
of
our
members
have
more
than
one
job
right.
E
Q
So,
can
you
just
explain
to
me
for
one
second
about
the
60
percent,
who
are
part-time
or
some
portion
of
those
on
part-time
permanent,
as
opposed
to
auxiliary.
AE
Yes,
so
we
do
have
some
permanent
part-time
staff,
we
have
regular
part-time
staff
and
then
we
have
staff
who
work
purely
as
the
auxiliary
or
casual
and
I'm,
not
sure
if,
if
Christina
could
address
that
better
in
terms
of
the
numbers
answer,
okay.
Q
AE
Those
are
precarious
workers,
but,
but
also
workers
who
have
regular
hours
are
can
be
precarious
as
well,
because
it's
not
the
income
is
not
enough
to
support
living
in
Vancouver,
so
they
would
need
more
than
more
than
one
job
to
support
living
in
Vancouver.
And
when
you
deal
with
issues
of
of
layoff
and
recall,
then
those
those
workers
are
are
particularly
vulnerable
because
they
don't
yeah.
They
don't
have
the
security
of
being
recalled
to
a
permanent
position.
Q
Right
and
those
are
the
workers
who
were
laid
off
during
the
coveted
pandemic
right.
AE
So
so
so
it
will
full-time
part-time
and
auxiliary
staff.
The
staff
that
were
able
to
stay
were
staff
that
were
able
to
support
the
digital
and
online
services.
We
provide
right
because
they
could
do
that
remotely.
A
Thank
you,
counselor
Carr,
and
seeing
no
other
questions
Lisa.
Thank
you.
Sorry,
Liza.
Thank
you
very
much
for
speaking
today
and
thanks
for
highlighting
some
of
the
challenges
that
your
membership
faced.
A
The
next
person.
Thank
you.
The
next
speakers,
Scott
McIntosh,
acting
president
of
QP
local
1004
Scott.
Are
you
on
the
line
there.
A
AB
A
Hear
me
yep:
no,
we
can
hear
you
Scott.
Thank
you
for
being
online.
Can
I
just
ask
you?
Are
you
a
resident
of
Vancouver
no
I'm,
not
thank.
AB
You
so
my
name
is
Scott.
Mcintosh
I
am
happy
to
address
you
as
the
acting
president
of
qp104
I've
worked
for
the
city
of
Vancouver
for
22
years,
starting
in
sanitation,
then
to
streets
and
then
FMS
and
then
now
this
year
at
the
acting
president,
I
represent
approximately
3
000
members
of
outside
workers
between
the
city
and
Parks
employees.
AB
We
maintain
critical
infrastructure
for
residents
of
the
city
of
Vancouver,
including
cell
removal
today
or
remember,
did
not
stop
working
during
the
covid
and
I
kept
working
to
maintain
safety,
cleanliness
and
livability,
including
water,
sewer,
Street
and
all
the
parks
maintenance.
AB
AB
AB
Channel
4
members
are
the
First
Responders
when
it
comes
to
weather
events,
rain,
When,
Storms
and
trees
are
falling
down
and
the
snow
and
ice
that
are
starting
to
occur
today.
We
are
definitely
seeing
a
recruitment
and
retention
becoming
a
very
difficult
to
the
point
that
about
two
weeks
ago,
we
had
to
sign
an
agreement
outside
of
our
Collective
Agreement,
providing
a
four
dollar
raise,
for
we
do
the
mechanics,
because
we
were
losing
too
many.
AB
Those
mechanics
look
after
our
whole
Fleet
for
City
and
parks
and
pleased,
but
without
having
mechanics,
workbook
and
is
being
contracted
out,
which
is
taking
twice
as
long
to
be
maintained
and
get
back,
causing
lots
of
overtime
and
frustration
to
get
the
job
done
that
my
members
provide.
AB
They
have
been
keeping
local
for
with
the
city
for
111
years
and
as
an
employer,
we're
hoping
to
work
strongly
with
mayor
and
Council
to
continue
providing
livable
streets
of
sewer
water
parks
to
have
both
the
residents
and
visitors
of
the
city
of
Vancouver
enjoy
the
wonderful
City
of
Vancouver
I'd
like
to
thank
this
opportunity
to
speak
on
behalf
of
qp104
and
and
open
to
any
questions.
V
Scott,
it's
counselor
Mike
Classen
nice
to
hear
from
you
today.
I
just
want
to
talk
to
you.
First
of
all,
I
want
to
acknowledge
your
guys
are
out
on
the
guys
and
gals
are
all
out
dealing
with
the
snow.
Today.
I'm
we
were
did
have
a
scheduled
visit
to
the
National
yard
tomorrow,
which
has
been
postponed
because
of
these
conditions,
but
thanks
for
all
the
work
you
guys
are
doing
right
now.
V
I
just
want
to
talk
to
you
a
little
bit
about
retention.
I
know
that,
as
I
described
before,
when
I
was
talking
to
Eliza
from
qpe
391,
we've
been
through
a
a
challenging
time.
The
last
few
years
and
I
know
that
that
it
has
been
challenging
and,
as
you
mentioned,
all
of
your
members
worked
right
through
the
the
duration
of
the
pandemic.
Just
wanted
you,
you
mentioned
about
retention,
challenges
you're
facing
and
having
to
provide
some
some
wage
premiums
to
to
try
and
keep
people.
V
What
are
the
maybe
a
couple
of
things
that
that
you
and
your
members
have
been
talking
about
about
how
we
can
continue
to
be
an
attractive
employer
to
make
sure
that
we
are
not
only
supporting
you
but
making
sure
that
people
really
want
to
come
here
and
and
and
work
be
members
of
qp104
in
the
city
of
Vancouver.
AB
AB
Daycare
is
definitely
a
issue
for
all
of
our
members,
especially
since
we're
losing
a
lot
of
members
to
retirement
so
being
a
diverse
employer
and
a
union
trying
to
get
more
and
more
new
employees.
Daycare
you
know
starting
the
hours
we
start
at
most
day
cares
are
not
open.
AB
You
know,
fuel
costs
are
getting
more
and
more
one
of
the
challenges
we
have,
even
especially
in
the
snow.
A
lot
of
our
employees
will
be
starting
at
4
a.m.
Transit
is
not
a
viable
way
to
get
to
work.
Our
work
yards
are
near
Sky
trains,
but
unfortunately,
you
know
due
to
the
time
a
lot
of
the
employees
start.
They
can't
use
Transit
very
easily.
AB
V
Scott
just
to
follow
up
on
your
comment
about
the
hours.
Can
you
remind
me
of
how
you
think
the
city
can
address
the
shift,
work
and
transportation?
Is
there
some
ideas
that
you've
put
forward.
AB
I
do
know
before
covet
one
of
the
big
thing
that
was
quite
well
used
but
was
taken
away
also
because
of
the
green
plan
with
the
city
was
carpooling
and
there
were
vehicles
that
were
used
during
the
day
for
work,
but
were
then
used
for
carpooling
outside
of
work
hours,
and
that
was
deeply
missed
now
and
something
that
our
members
that
was
just
before
this
meeting
today
going
through
the
bargaining
survey,
preparing
and
that's
definitely
something
that
a
lot
of
the
employees
are
asking
to
have.
The
carpooling
brought
back
in
the
house
again.
Q
Thanks
very
much
yeah,
that's
a
very
interesting
suggestion
around
the
carpooling
I
was
going
to
follow
up
on
the
daycare
suggestion
that
you
made
because
of
the
hours
most
are
most
of
the
people
that
work
on
those
hours
that
that
start
early
morning
or
go
into
late
into
the
evening.
At
specific
locations
like
like
our
national
yards.
AB
4
30
a.m,
switching
out
with
the
sanitation
Cruise,
because
previously,
when
they
were
switching
out
around
six
o'clock
or
6,
30
or
7,
there
was
the
rush
hour
starting
and
then
a
lot
of
complaints
were
coming
to
the
city
that
the
streets
weren't
being
done
because
of
the
crossover
you
know
having
to
do
the
pre-trip
to
go
back
out
again.
So
that's
why,
during
snow
events
like
this,
the
shift
was
changed
for
early
hours
to
get
better
service
to
the
the.
Q
Residents
yeah,
so
the
the
workers
that
you
talked
about
working
starting,
very
early
4am,
who
would
need
a
very
different
kind
of
daycare
than
the
normal
day
cares
that
are
out
there.
Are
they
located
at
in
in
more
numbers
out
of
any
particular
City
facility.
AB
Well,
the
two
bigger
ones:
I
know
that
I've
been
talking
about
is
me
both
National
and
that
was
actually
quite
close
to
Evans
yard,
which
would
also
cover
possibly
the
parks.
Employees,
but
Manitoba
yard
is
the
infrastructure.
There
is
getting
quite
old,
but
there's
also
a
lot
of
room
to
expand
and
build
there.
And
that's
where,
like
you,
have
sanitation,
Water,
Works,
sewers,
FMS,
the
the
and
then
you
also
have
right
across
the
street,
where
a
lot
of
the
city
staff
planners
matter
in
a
new
building
of
the
factory
in
there
yeah.
AB
Q
Right
right,
no
I,
think
I.
Think
co-locating
daycare
with
workplaces
is
a
kind
of
new
trend.
So
that's
a
it's
an
interesting
suggestion.
You
bring
forward
I
appreciate
that
we
can
follow
up.
AB
A
Thank
you
very
much.
Scott
I
do
want
to
give
you
a
little
bit
of
a
shout
out.
You
know
I'll
Echo,
counselor
Clapton's
comments
as
to
you
know
all
the
work
that
union
members
are
doing
today
and
you
do
throughout
the
year,
but
on
on
a
day
like
this,
you
know
when
things
go
well,
it
I
I.
Think
of
you
as
or
the
analogy
I
would
give
you.
As
you
know,
a
hydro.
No
one
complains
when
it
works
well
and
no
one
celebrates
when
it
works.
A
Well,
and
it's
when
the
the
odd
occasion
when
it
doesn't
work
well,
everyone
gets
upset
and
I
can
tell
you.
We
look
forward
to
having
an
amazing
day
today
and
it's
not
lost
on
us
what
your
members
do.
So.
Thank
you
very
much.
The
next
person
we
have
on
the
line
is
Warren
Williams,
president
of
QP
local
15.
Warren.
Are
you
there?
Oh
there,
you
are
sorry
good,
seeing
you
again,
Warren
can
I
ask
you
a
question:
are
you
a
resident
of
Vancouver
not
anymore.
AF
Through
the
chair
I'd
like
to
acknowledge
that
we
are
situated
on
the
NCAA
territories
of
the
musculinity
and
slay
of
the
tooth
peoples
and
I'm
happy
to
be
here
today.
My
hands
are
up
to
those
peoples.
Thank
you,
mayor
Sims,
for
the
opportunity
to
speak
to
council
today.
I,
don't
really
have
a
lot
to
say
today,
I'm
here,
because
this
is
the
first
budget
presentation
to
Council
in
public
and
the
public
has
an
opportunity
to
speak.
AF
I
just
want
to
because
you're
a
new
Council
new
mayor
to
speak
a
little
bit
about
the
areas
of
the
city
that
members
of
QP
local
15
work,
keep
you
local
15
is
a
multi-sector
local,
meaning
that
it's
not
just
the
city
of
Vancouver,
not
just
the
park
board.
AF
It's
a
Vancouver
Coastal
Health
here
in
Vancouver
Richmond
and
North
Vancouver.
It's
also
Vancouver
School
Board.
Thank
you,
Community
College,
Emily,
Carr
university
and
the
cultural
sectors
here
in
Vancouver,
the
Vancouver
art
gallery
of
the
museum,
The
Maritime
Museum
and
the
space
science
center.
So
just
to
give
you
an
idea.
AF
So
that's
approximately
9
000
members
in
Vancouver,
with
parks
and
a
city
where,
just
under
probably
now
just
just
barely
4
000,
which
is,
if
you
consider
boots
on
the
ground,
that's
a
lot
of
boots
on
the
ground,
taking
care
of
the
city
and
what
we
do
is
we
provide
service
to
the
citizens
of
Vancouver
that
the
city
of
Vancouver
has
and
the
council
has
been
elected
to
to
do,
to
provide
services
to
the
city.
AF
So
my
membership,
they
are
the
ones
that
are
on
the
ground,
providing
that
service
and
I.
Don't
want
to
underestimate
that
so,
for
instance,
members
work
in
the
Park
Board
planning,
Urban,
Design
sustainability,
development
and
building
licensing
community
services,
corporate
support,
real
estate
facilities,
management
technology,
Services
finance
and
risk
Supply,
Chain
management,
Engineering,
Services,
fire
and
and
Rescue
Services.
AF
We
work
in
all
those
departments
within
the
city
of
Vancouver,
so
it's
probably
not
anywhere
in
the
city
of
Vancouver,
where
you
won't
find
a
qp15
member
working
and
everybody's
talking
about
a
recession.
My
members
are
talking
about
a
recession,
also
everybody's
talking
about
the
pandemic,
and
it's
the
fact
that
it
had
on
the
citizens
of
this
country.
This
is
in
Vancouver.
My
members
were
heavily
affected
by
the
pandemic.
AF
AF
Mental
health
is
a
serious
issue
for
all
of
my
membership,
especially
here
in
the
city
of
Vancouver.
We
took
the
brunt
of
the
layoffs
that
it
occurred
because
of
the
pandemic.
My
members
are
dealing
with
stress
of
the
job.
Every
day
members
are
dealing
with
the
stress
of
the
pandemic.
Every
day
in
the
Park
Board
we
have
a
high
ratio
of
auxiliary
workers
in
the
Park
Board,
which
puts
out
of
stress
on
an
individual
in
their
families
because
they
don't
know
when
their
next
day
work
is
going
to
be.
AF
We
have
the
same
precarious
work
situation
within
the
city
of
Vancouver
with
our
city
of
Vancouver
members
and
when
the
city
talks
about-
and
you
will
talk
about
this
when
the
city
talks
about
it's-
a
percentage
of
rating
from
the
cities
of
Vancouver
and
the
good
services
that
it
provides
and
the
levels
are
up
at
whatever
60
70
percent
can
do
much
better
and
the
way
you
do
much
better
is
you
can
start
converting
auxiliary
workers
and
put
them
into
full-time
part-time
positions
within
the
city,
because
if
a
worker
doesn't
have
full-time
work,
they're
constantly
looking
for
work
elsewhere,
if
they're
constantly
looking
for
work
outs,
where
they're
not
committed
to
your
to
you
as
the
employer,
so
you're
not
getting
their
full
effort,
it's
a
beautiful
city
moved
here
from
Winnipeg
Manitoba,
beautiful
city
love
the
city.