Agenda Index City of Vancouver

POLICY REPORT
URBAN STRUCTURE

TO:

Vancouver City Council

FROM:

Director of City Plans and the General Manager of Corporate Services in consultation with General Manager of Parks & Recreation, Manager of Real Estate Services, and Manager of Housing Centre

SUBJECT:

A Review of Financing the Costs of Growth

 

RECOMMENDATION

GENERAL MANAGER’S COMMENTS

COUNCIL POLICY

In 1995, Council adopted CityPlan, which includes the following directions on Financial Accountability: to take a cautious approach to increased spending; use CityPlan directions to re-direct the allocation of the City’s budget; and provide more public information on the nature and allocation of City spending. To do this, CityPlan states the City will consider implementation of development costs charges, user charges for environmental services (solid waste, sewer, water) and auto use; and involve citizens in setting budget priorities and selecting Capital Plan projects for consideration.

Since 1989, the City has been requiring Community Amenity Contributions (CACs) for privately-initiated, site-specific residential rezonings in the Central Area. Some rezonings outside this area have also provided a CAC. These contributions provide for amenities needed to support the increased population in neighbourhoods. Council can allocate CACs to any amenity it decides, anywhere in the City.

The City also collects Development Cost Levies (DCLs) in several areas of the City. The Charter limits spending of these funds to park acquisition and development, daycare, replacement housing and hard infrastructure (streets, water, sewage and drainage). DCLs must be associated with the needs of new residents and spent within the area of collection. DCL rates vary by planning area and land use.

SUMMARY & PURPOSE

This report identifies issues related to the costs of financing growth and recommends a broad review of financing of the costs of growth.

Vancouver has grown rapidly over the last two decades and under existing zoning and policy plans can accommodate another 121,000 people and 77,000 jobs. Growth will result in more complete communities with a range of housing, jobs and services, and more efficient use of existing infrastructure. However, future population growth and the increased demands placed on infrastructure and services will result in significant costs to the City. Under present arrangements, much of the costs for additional infrastructure and services will be funded from the City’s tax base. Preliminary estimates suggest the capital costs of this growth for services currently funded by Development Cost Levies (DCLs), which include parks, daycare, replacement housing and some engineering infrastructure, could be approximately $1 billion. Costs would be higher if other services not currently funded by DCLs, such as community centres, libraries, transportation and other facilities are included.

The Capital Plan always confronts the problem that there is more to do than the City can afford. Typically capital programs are on a long-term planning horizon for replacement and upgrades to infrastructure and facilities. The next Capital Plan will begin to develop a financing strategy, including DCLs, Community Amenity Contributions (CACs), operating and debenture funding. This is needed because Vancouver does not yet have a city-wide system of development charges. Seven areas in the city have DCLs applied to eligible building permits. Some privately-initiated, rezoning applications provide CACs. Major projects typically provide a full range of public facilities and amenities. Under existing policy, approximately 60% of residential and 25% of commercial development provides development charges or public benefits. This leaves roughly 40% of new residential and 75% of non-residential development that is not subject to any development charges. This patchwork of development charges is not sufficient to address the city-wide costs of growth.

Other significant issues include:

· increased layering of new provincial, regional and municipal charges without analysis of the impact on development activity and costs;
· existing city standards are largely based on major projects and have not been reviewed for applicability outside the downtown; and
· inconsistent application of development charges within the city resulting in similar developments being treated unevenly.

To address these issues, a review of financing of the costs of growth is recommended. This would cover two principle issues:

· City standards, funding mechanisms, legislation, administrative and public process to develop a city-wide financing growth policy on which items will be funded, and how funds will be collected and allocated; and
· Development of a comprehensive city-wide development charge program integrated with the Capital Plan.

This proposed review program will take approximately 12 months to prepare a draft financing growth strategy. Following that, there will need to be a public process for comment prior to Council consideration of the draft strategy.

While the review of financing options is underway, a companion report outlines for Council’s consideration proposals for an interim city-wide DCL by-law and interim city-wide CAC policy to begin addressing growth costs and to make development charges across the city more equitable and efficient.

BACKGROUND

A companion paper “Financing Growth: Background Information” provides additional detail on financing growth issues (on file in the City Clerk’s Office).

1. Growth Costs Facing the City

Vancouver’s existing zoning and policy plans provide sufficient capacity to accommodate the GVRD’s “Livable Region Strategic Plan” (LRSP) growth expectations, which add 121,000 people and 77,000 jobs, between 1996 and 2021. Council has endorsed the LRSP and, in February 1998, adopted a Regional Context Statement Development Plan that confirms the City’s commitment to the regional growth strategy.

Preliminary estimates of the capital costs to the City for additional infrastructure and facilities to support this increase in population suggest these costs could exceed $1 billion. This estimate uses existing city standards, and applies the formula to the limited number of capital projects fundable by Development Cost Levies (DCLs), as defined in the Charter (i.e., parks, daycare, replacement housing, and engineering infrastructure). The majority of these costs relate to meeting park standards. A more detailed explanation of these cost estimates is provided in the background paper. Once other significant growth-related costs such as new, or additions to, community centres, libraries, fire halls and police facilities, schools and transportation are added, the total capital cost projections would be much higher.

The City has limited options to recover growth-related costs. The two major sources of revenue are property taxes and development charges. Relying solely on property taxes could result in an increase of approximately 12% on the tax-base for the next 20 years. Alternatively, development charges could fund new facilities and infrastructure. Relying solely on development charges has implications on the delivery and cost of new housing, especially in a period of an economic downturn. Maintaining Vancouver’s infrastructure and services requires the City to determine which items should be funded, how funds should be collected and allocated, and when and where they should be spent. A city-wide financing growth policy must deliver an equitable and predictable system of charges.

2. City Practice in Funding the Costs of Growth

Over the last ten years, the City has introduced various charges for new development. The philosophy behind these charges is based on the concept that growth ought to pay for itself, and new development-related costs should not fall on the tax base. However, with the exception of some major projects, the full range of services required by new development has not been funded by levies, because most developments cannot afford to pay for the full range of services.

In the 1980s policy plans were undertaken for large industrial areas, such as the former-Expo Lands, Coal Harbour, Joyce-Vanness, Arbutus Industrial Area. Major projects downtown provided a full-range of public facilities and infrastructure based on site-specific requirements (e.g., waterfront walkway) and city standards (e.g., park space). This was due to the large scale and single-ownership of these sites. Suburban projects, such as Joyce-Vanness and Arbutus Industrial Area, did not have sufficient increase in land value due to rezoning, to meet all city standards and tradeoffs were made.

To offset additional service costs from residential rezonings downtown, Community Amenity Contributions (CACs) came into use in the late 1980s. These charges were linked to future demands for public facilities and often related to a sub-area plan (e.g., Granville Slopes). Generally, the CACs did not provide the full cost of needed facilities.

In early 1990's the Charter was amended, allowing Development Cost Levies (DCLs) to be charged to new development under existing zoning. Downtown South was the first DCL by-law. The City now has seven DCL Districts. DCLs are typically assessed on the basis of development economics to determine affordability of the charges. DCLs are not intended to cover the full cost of infrastructure and services indicated by City standards. The average cost-recovery from DCLs for all existing DCL Districts is 45%. The remaining 55% of capital costs require funding from other sources. In Oakridge-Langara, where DCLs and CACs are combined, approximately 78% of capital project costs may be recovered from development.

The key difference between CACs and DCLs is the flexibility in allocating funds to needed services. CACs have no legal restrictions on spending and can be used to fund any public amenity anywhere Council specifies. DCLs are subject to Charter provisions (Section 523D) and can only fund parks, daycare, replacement housing and infrastructure (water, sewer and streets). In addition, DCLs must be spent within a designated area, except for replacement housing which can be provided outside.

Some form of development charge currently covers only a portion of expected new development. Under existing policy about 35% of new residential and 25% of new commercial development is subject to development charges. Projects within existing DCL Districts pay DCLs at varying rates. Projects within policy areas that have public benefit strategies (e.g., Major Projects) provide facilities in-kind or payments-in-lieu. All projects of more than $50,000 in Building Permit value are subject to Regional Development Cost Charges (DCCs) for sewers. An estimated 25% of new residential development (30,000 people) is expected in projects with less than four units that are, under existing legislation, exempt from DCLs and DCCs. The remaining, approximately 40% of residential and 75% of commercial growth is not subject to development charges.

DISCUSSION

PROCESS LEADING TO THIS REPORT

Discussion of growth-related costs and development charges has been underway for several years. Within the City, new service demand issues are faced in each budget and Capital Plan. Council policy is to limit tax increases to inflation. A gap between revenue generated and service demand has become increasingly evident as population has increased, and senior government transfers and cost-sharing have declined. The result has been significant cost-cutting budget management programs. This has led to discussions about the opportunities for funding growth-related costs through city-wide DCL and CAC charges.

Discussions with representatives of the development industry have focussed on those whom new development charges would immediately affect. A discussion paper “Vancouver Proposal: Financing Growth,” was circulated in February 1998. The paper provided background issues and proposed interim DCL/CAC actions followed by a broader financing growth review. Further discussion in May 1998 between staff, development industry representatives and Council, led to refinements of these proposals.

The development industry generally acknowledges the need for new development to contribute to service costs resulting from growth. There has also been general agreement that DCLs should apply to outright approvals and that CACs should apply to rezonings. However, there is far less acceptance of the appropriate charge levels or the procedures for calculating the charges. Both the development industry and City staff responsible for processing rezoning applications, favour policy guidelines that would standardize and simplify processing.

Discussions on growth financing led to the following two proposals:

· the City should undertake a broad review and public discussion of financing the costs of growth; and
· the City should adopt an interim city-wide DCL by-law and CAC policy, to begin collection of servicing funds. Interim actions would apply until the completion of the broader review and Council’s subsequent decisions (see companion Council report).

This report addresses the first proposal.

FINANCING GROWTH REVIEW

The purpose of the financing growth review is to establish city policies on service standards and how services associated with growth should be funded. This includes an improved development charge policy for collecting and allocating growth-related charges. The review would have two key components:

· a city-wide financing growth policy, based on broad public, inter-agency and industry consultation; and
· a city-wide DCL By-law and CAC program integrated with the Capital Plan.

Main Tasks

The overall process for the financing growth review involves several main tasks:

(1) review of city standards;
(2) an evaluation of growth financing options and approaches;
(3) identification of necessary legislative changes;
(4) formulation of city-wide financing growth strategy;
(5) a city-wide DCL District By-law, including policy and procedure to address city-wide and neighbourhood-based DCLs;
(6) a city-wide CAC policy, including recommendation of rates and processes consistent with the new development and building permit system; and,
(7) integration of the new policies and programs with the Capital Plan process.

These tasks are described in more detail below.

(1) Review of City Standards

A review of community needs and assessment of the feasibility of achieving existing standards is required. Existing standards have largely evolved from the major projects downtown. They have not been systematically reviewed for their applicability to areas outside the downtown. The growth expectations, capital costs, and funding restrictions pose serious constraints on achieving standards.

Reviewing infrastructure and facility standards is a large task. This work will be managed to fit within the limits of the financing growth review. This will involve review of experience elsewhere and identification of alternative standards. Staff expect this may lead to future more detailed work reviewing specific standards that may require separate public process.

(2) Evaluation of Growth Financing Options

As city infrastructure ages, older facilities need upgrading and new services are required. The review will examine the role of charges on new development compared with charges on existing uses (e.g., property tax, utility charges, and other fees) to pay for new and changing services. Facilities and infrastructure requirements are influenced by “standards,” which will be explored in task one. The implications of alternative development standards will be explored by developing “what if” scenarios for public discussion.

Development charges (DCLs/CACs) and taxes are two key funding sources available to finance growth. The review will identify and assess which source is best suited for different requirements. Other financing options will be explored including, expanding the role of local improvements, public-private partnerships and user charges.

Economic analysis is required to determine the impact of development charges. This includes assessment of the various layers of development charges such as regional Development Cost Charges, provincial “leaky condo” levies, and other potential charges. Analysis of development economics is also needed to establish how DCL and CAC rates should vary by neighbourhood, land use, or zoning district.

(3) Review of Legislative Changes

Legislative changes to the Charter will be needed. Some may precede completion of the broader review. The Province has initiated a process to reform municipal legislation. Municipal finance and development charges are items scheduled for discussion in 1999. The city’s review will be coordinated with the provincial process to the extent possible.

Several potential Charter changes have already been suggested. For example, the Province has identified eliminating the exclusion of single-family, duplex, and triplex projects from paying DCLs, and expanding the range of capital projects funded by DCLs as items for discussion. Another example is clarifying that allowable street expenditures includes pedestrian, bicycle, and transit projects. These, and other changes will be included in the financing growth public discussion.

(4) Formulation of City-wide Financing Growth Strategy

The review of standards and evaluation of financing options will lead to the formulation of a draft city-wide, financing growth strategy. This strategy will lay out the framework for financing growth-related costs. Public review and input will be used to identify servicing and financing preferences. This will provide additional detail to the financing strategy developed in the Capital Plan. It will also provide direction for necessary legislative changes and how the strategy may need to be phased, as enabling legislation may take some time. The draft financing growth strategy will also form the basis for developing financing tools, specifically a city-wide DCL By-law and CAC policy.

(5) Formulation of a City-wide DCL District By-law

Existing DCL legislation allows for different charges for different zones, land uses, or densities. It also allows for the city’s DCLs to be layered. This could result in a city-wide DCL, zone-based or land use-based districts, and community-based DCL districts. The new by-law will also need to contemplate potential changes in legislation and develop effective systems for administration. Formulating and implementing city-wide DCL policy may also require revision, or repeal of existing DCL Districts.

(6) Formulation of a City-wide CAC Policy

Private, site-specific rezonings outside policy plan areas are often controversial. CAC amounts and purposes to which they are spent, are increasingly contentious. A city-wide CAC policy needs to determine the role of privately initiated rezonings to implement community plans. This will identify which rezonings should be charged, how much the charge should be and how it should be calculated.

(7) Integration of the DCL and CAC Programs with the Capital Plan

The Capital Plan provides infrastructure for growth and new services. In the past there has been little reference to DCL or CAC revenues and there is no ongoing process to determine priorities for DCL or CAC funds. Preparations for the next 3-year, Capital Plan (2000 to 2002) are already underway and will include the preparation of a financing strategy that considers DCLs, CACs and other revenue.

The financing growth review will proceed in-step with the Capital Plan process to the extent possible. However, the formulation of the city-wide DCL and CAC development charge program will likely be completed after the Capital Plan process concludes. To ensure effective and efficient delivery of new infrastructure and facilities, the development charge program will be integrated with ongoing processes related to the Capital Plan, operating budget and financing strategy.

In addition, administration of development charges will require development of appropriate systems to streamline collecting, accounting, and allocating development charges. This work will be coordinated with the city’s new financial and development permit systems.

PUBLIC PROCESS

Public awareness of financing growth issues and dialogue around financing strategies are important contributions to shaping a policy framework for financing growth. Many stakeholders need to be involved. This includes, the broader public, community groups, the development industry, various civic departments, the Park Board, and School Board. In addition, liaison with regional agencies with tax and levy authority is needed. This includes the Greater Vancouver Regional District (GVRD) and the new Greater Vancouver Transportation Authority (GVTA). Consultation with the Province is also required to participate in the ongoing review of municipal legislation and for potential changes to the Vancouver Charter arising from this review.

The proposed public consultation program would involve stakeholders in mainly small, intensive working sessions and surveys to assemble broader input. A terms of reference describing the financing growth review and public process is contained in Appendix A.

The main elements include the following.

· Review study terms of reference with stakeholder groups.
· A background information and issue discussion paper.
· Public meetings and interest group discussions on standards and services.
· Public workshops to consider “what if” scenarios and evaluation of growth financing options.
· Public workshops to provide input into formulating and reviewing a city-wide DCL by-law and CAC policy guidelines.
· Surveys outlining options to assess public preferences.
· Council report(s) detailing the proposals.
· Process for public comment on the draft strategy.

TIMING

The review will require approximately 12-15 months to complete. Preliminary timing suggests the review would commence in early 1999 and be complete early in the year 2000. Review of existing standards and legislation, and development of financing growth proposals will occur in 1999. This will include public input through workshops and focus groups into a strategy for financing growth. Broader public review of the proposals will occur early in 2000. Staff expect that decisions on a city-wide DCL by-law, CAC policy, and administrative policies and procedures will be completed by March 2000.

The public process and technical analysis will be coordinated with the development of the next Capital Plan to the extent possible. A flow chart showing the extent of coordinated activities is included in the terms of reference (see Appendix A, Page 5).

BUDGET

The recommended financing growth review involves a substantial work program. It will involve significant, background studies, technical analysis, policy formulation, and public consultation. An estimate of the staff resources needed to implement this type of program is made based on similar work. Two staff are available (one from Planning and one from Finance) to be reassigned from other work. Other staff required for the project will be hired (or back-filled) to conduct the review.

Because it is hard to anticipate the level of public interest in this review, the program budget is proposed to be handled in two phases. The first phase, taking place during 1999, will involve staff working with stakeholder and focus groups to develop a draft financing growth strategy. A broad public process is not anticipated during 1999. The budget proposed for 1999 is $240,000.

Following preparation of the draft strategy, staff will report the draft strategy and options for a public review process to Council. At that point, public interest in the review should be easier to gauge and resource requirements easier to estimate. Any costs associated with the public review would be requested as part of the year 2000 budget.

Details of the proposed budget for the 1999 program including technical reviews and background studies are outlined in Appendix B.

In summary, the financing growth review 1999 program cost is:

The financing growth review requires new funding totalling $240,000. The outcomes of this review will eventually lead to additional revenue. For example, if Council approves the interim charges recommended in the companion report, city-wide DCLs could generate more than $5 million annually. However, current DCL provisions in the Charter do not allow these funds to be a source of revenue to cover the costs of reviewing and administering development charges. Consequently, there is currently no source of revenue or offsets available to fund the work needed to establish a financing growth policy. This is a Charter change the City may wish to recommend. Meanwhile, the Director of Finance recommends the source of funds to be the 1999 Operating Budget, noting the proposed program will generate revenues to eventually reimburse the City for the up-front policy work.

CONCLUSION

To address the costs associated with accommodating Vancouver’s anticipated growth, new sources of revenue must to developed. Staff recommend that a broad review of financing growth be undertaken to asses how the city currently finances growth, to review existing city standard requirements, to evaluate options and new approaches, and to integrate a system of development charges (DCLs and CACs) with the Capital Plan and operating budgets. This review will involve broad public and stakeholder consultation.

Terms of Reference
City of Vancouver
Financing Growth Review

1.0 Background

Over next 20 years the Greater Vancouver Regional District’s approved Livable Region Strategic Plan anticipates the Region will grow by more than one million people. Between 1996 and 2021, Vancouver’s share could be approximately 120,000 more people and 90,000 more jobs. When existing standard requirements are applied to projected City growth, the capital costs of new parks, daycare, replacement housing, engineering infrastructure, and other facilities could exceed $1 billion. There are limited options for the City to recover growth-related costs. Sources of revenue include property taxes and new development charges.

A comprehensive development charges policy serves broader public policy goals and initiatives, such as the regional growth strategy and management plans, city-wide plans, community plans and corporate financial and capital infrastructure strategies. The charges are an important element of the City’s approach in dealing with issues of, land efficiency, housing affordability and community sustainability.

The purpose of the financing growth review is to establish an improved development charge policy for collecting and allocating growth-related development charges. This will have two key components:

i. development of a city-wide financing growth policy, based on broad public, inter-agency and industry consultation; and
ii. development of a city-wide DCL By-law and CAC program integrated with the Capital Plan.

2.0 Scope of Work & Timing

The overall scope of work and timing is described below. Staff expect the review will require approximately 12-15 months to complete, commencing early in 1999 and completed early in the year 2000. This timing coincides in part with the development of the next Capital Plan. The public process and technical analysis will be coordinated with the Capital Plan to the extent possible. A flow chart illustrating the major steps in the Capital Plan and the Financing Growth Review is shown on page 5.

Tasks

Key Elements

Time Frame

Start-up

- Meetings with stakeholders to refine the terms of reference.
- Possible formation of a public advisory/stakeholder group to help ensure an open process and to act as an information source.

Jan 99

Review of demands and standards

- Review of community needs and assessment of the feasibility of achieving existing standard requirements.
- Identification and cost of potential works related to growth.
- Review of experience and standards elsewhere.
- Public process.

Feb 99/
June 99

Evaluation of growth financing options

- Reviewing the role of charges on new development compared to charges on existing uses (e.g. property tax, utility charges and other fees) to pay for new and changing services.
- Review of experience elsewhere.
- Review of layering impacts from various charges (e.g. DCLs, CACs, GVRD DCCs, provincial new home warranty levy, etc.)
- Coordination with ongoing review of the Municipal Act/Vancouver Charter.
- Review of other financing options including: expanding the role of local improvements, public-private partnerships, user charges, and coordinated capital planning.
- Public process.

April 99/
Aug 99

Review of legislative changes

- Identification of legislative changes to the Charter, or other enabling legislation.
- Liaison with Province regarding changes to municipal legislation.

Sept 99/early 2000

Formulate Draft Financing Growth Strategy

- Preparation of discussion papers and/or work books on growth financing issues and options to obtain informed input.
- Group presentations and facilitation of workshops with focus groups or interest groups. Larger public sessions, such as seminars on growth and financing issues and options involving experts to generate ideas and stimulate public interest.
- Preparation of financing growth policy options and preliminary strategy for Council review.

Feb 99/
June 99

Formulation of city-wide DCL By-law

- Conduct additional background studies needed to assess DCL demands.
- Assessment of area-specific vs city-wide DCLs.
- Review of projects demanded vs projects fundable by DCLs and other financing sources
- Economic analysis to ensure that development charges (including layering effects) are reasonable.
- Possible revision, or repeal of existing DCL Districts.
- Public process.

July 99/
Nov 99

Formulation of city-wide CAC policy

- Determine role of privately initiated rezonings to implement community plans.
- Conduct background studies needed to ensure development charges are reasonable.
- Public process.

July 99/
Nov 99

Administra-tion Process

- Formulation of policies and procedures dealing with the collection and allocation of growth-related development charge.
- Identification of appropriate systems to streamline collecting, accounting and allocating development charges

Nov 99/Jan 2000

Integration with Capital Plan

- Coordination with the 3-year, Capital Plan’s technical and public processes.
- Integration of the DCL and CAC programs with the Capital Plan.

Ongoing

Public Review

- Public review and comment on Financing Growth policies.
- Ongoing liaison with Province and regional agencies (i.e. GVRD and GVTA).

Ongoing

Financing Growth Policy

City-wide Financing Growth Policy Report to Council
- City-wide DCL District By-law
- City-wide CAC Policy

March
2000

3.0 Role of Staff & Project Management

The intent is to have the review carried out by full-time staff team who has in-depth knowledge of city needs and processes. Funding is proposed to backfill this staff while on secondment to this project. This staff team would be supported by an inter-department Technical Advisory Committee (TAC) to coordinate participation by all relevant civic departments and boards. The School Board will be invited to have staff participate in the TAC to ensure school issues are addressed and communicated to the School Board.

The financing growth review staff team will be responsible for conducting analysis, public involvement and policy formulation. The team will also supervise consultants necessary to support the technical or public process. The project will be managed by a Financing Growth Management Committee. This will include appropriate members of the Corporate Management Team, especially those involved in the Capital Plan.

4.0 Role of Consultants

Special expertise may be required to conduct aspects of the financing growth review. Staff expect there are several substantive areas where a consultant may be needed. The first area is economic analysis. This would provide assistance in formulation of the DCL and CAC rates by reviewing the impact of charges on various types of development. The second is in public process. This might involve assistance in the facilitation of public meetings or workshops. It might include adding questions to the Angus Reid service priority survey as part of the Capital Plan, or assistance to conduct a random sample survey of residents view on financing approaches and priorities. The third is assistance from a consultant specializing in municipal finance and development charges.

CAPITAL FUND FINANCING GROWTH REVIEW: FLOW CHART

(on file in the City Clerk’s Office)

APPENDIX B

PROPOSED BUDGET
CITY OF VANCOUVER: FINANCING GROWTH REVIEW

Temporary Staff Costs

      

Budget Request 1999

Positions Needed

Position Costs (12 mos)

Staff Available

 

Project Manager (pg 33)

$ 82,600

  

Yes

$ -

Planner II (pg 30)

$73,000

  

No

$ 73,000

  

Financial Analyst (pg 30)

$73,000

  

Yes

$ -

 

Project Analyst (pg 24)

$57,000

  

No

$ 57,000

  

Total: Temp. Staff Costs

$285,600

      

$ 130,000

           

Office Costs

         

Computers & IS Support (2 staff x $230/mo x 12 mo)

$ 5,520

 

Software Licenses (2 x $300)

    

$ 600

 

Office Setups (2 x $50 x 12)

    

$ 1,200

 

Phones/voice mail/install (2 x$600)

    

$ 1,200

 

Supplies

     

$ 1,480

 

Total: Office Costs

        

$ 10,000

           

Consultant Costs

          

Municipal Finance/Development Charge Consultants

      

Economic Analysis Consultants

        

Other Consultants (facilitators, opinion survey)

        

Sub-Total: Consultant Costs

      

$ 60,000

           

Public Program Costs

          

Advertisements

      

$ 5,000

 

Workshops (space, overtime)

    

$ 15,000

 

Brochures/Newsletters

      

$ 10,000

 

Discussion Papers/Workbooks/Reports

    

$ 10,000

 

Total Public Program Costs

      

$ 40,000

           
           

Total Estimated Costs: Financing Growth Review*

  

$ 240,000

* To complete review and prepare draft proposals for public discussion. Staff will report back at this stage with proposals for the public review and resource requirements.

* * * * *

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