Randy Cleveland - Director

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1 2012 FINANCIAL PLAN INFRASTRUCTURE PLANNING Randy Cleveland - Director Percent of General Fund Operating Division Summary Utilities Planning = General $1.4 Million Parks & Assets & 1% Investments 17% 4% Public Spaces 23% Strategic Projects 9% 99% Infrastructure Planning 21% Transportation & Mobility 26% General Fund Operating = $94.8 Million Department Overview Revised Adopted Financial Plan Taxation Expenditures Change from Prior Year Percent Change Net Operating 1,320,295 1,388,529 68, % Capital % 0 Total Taxation Expenditure 1,320,295 1,388, % Authorized Positions (1.0) (7.6%) Page M1

2 2012 FINANCIAL PLAN INFRASTRUCTURE PLANNING Infrastructure Planning Randy Cleveland Director Strategic Projects Mark Watt Manager Capital Assets & Investments Joel Shaw Manager Parks & Public Places Terry Barton Manager Transportation & Mobility Peter Truch Manager Utilities Planning Andrew Reeder Manager Page M2

3 2012 FINANCIAL PLAN INFRASTRUCTURE PLANNING DEPARTMENT GOALS iplan s overarching goal is to plan, with the meaningful engagement of citizens, the development and retention of the cost-effective infrastructure needed to support a range of municipal services for a livable, prosperous, sustainable and resilient Kelowna over the long term. CURRENT YEAR OBJECTIVES A Healthy, Active Community Glenmore Recreation Park: Complete land purchase and concept design to support applications for grants and other financing A Growing, Progressive Economy Downtown Public Day Moorage: Complete planning phase one of a public pier to support the operation of boat rentals, the passenger ship marina and day moorage in the downtown Rutland Town Centre: Complete urban design concept A Natural, Protected Environment Brandt Creek: Model the storm capacity of Brandt Creek accounting for recent development in the glenmore valley Advanced work on the diversion and restoration of Mill Creek at the airport Diverse and Sustainable Infrastructure Water: Complete design and construction of phase one of the Royal View transmission line for the Poplar Point system, and the Stellar booster station for the Cedar Creek pumping and treatment system Landfill: Complete long-term planning for the expansion into phase three at the south end, adjacent to the new John Hindle Drive entrance facilities to be completed in 2012 RCMP: Complete schematic design and an appropirate financing strategy City Hall: Complete design and initiate construction for the replacement of staff accomodation lost in the City Park pavilion fire Active Transportation: Complete design of Sutherland (Burtch to Abbott) and Ethel (KLO to Clement) arterial Strong Innovative Leadership Long-Term Capital Plan: Develop a capital plan and financing strategy that integrates (1) asset management to preserve the service life of existing infratructure, (2) the 20-year Servicing and Financing Plan (DCC) for project Offical Community Plan growth and (3) the non-dcc infrastructure (park development, fire, police, operations, recreation & culture, level of service enhancements) required for a sustainable city, utilizing a broad public engagement process Integrated City-wide water supply plan: Work with major water utilities operating in City, as well as province, to review service delivery efficiencies Sound Fiscal Management Asset Management: Beginning with the 2010 summary inventory and condition analysis of the $3.5 billion municipal infrastructure systems, design an efficient and cost-effective inventory and asset management system and recommend Council-approved levels of service for all systems as the basis for a financing plan for capital needs, operations and maintenance, capital renewal and replacement. Page M3

4 2012 FINANCIAL PLAN INFRASTRUCTURE PLANNING Department ID Section Descriptions Infrastructure is the physical backbone of local prosperity and the quality of life. The Department plans municipal infrastructure systems to accommodate growth, affordable services and coordinates an asset management investment plan to steward all existing infrastructure through a full service life. It provides technical support to manage the impacts of development on city infrastructure and conducts audits to ensure that completed projects meet performance expectations. Regenerative design principles are used to increase the ecological health of whole natural & human systems and to achieve targets established in the multiple bottom line framework of the Sustainable Infrastructure Policy. Capital Assets & Investments This Branch employs management, financial, economic, engineering, predictive modeling, risk management and optimized decision-making techniques to establish asset lifecycle treatment options and related long-term cash flow predictions for all City physical assets. This branch develops a range of financial tools and plans, such as development cost charges, utility rates, grants, and partnerships as well as annual and long -term capital plans, 20-year servicing plans and financing strategies. Transportation & Mobility This Branch plans and designs infrastructure network requirements and conducts safety and operational audits and specific projects for the movement of pedestrians, bicycles, public transit, emergency vehicles, commercial goods and services, vehicles and other forms of mobility. Utilities Planning This Branch models utility networks - water, storm drainage, wastewater - over the long-term and provides preliminary engineering for specific projects to meet level of service expectations and to work with authorities having jurisdiction regarding water quality and environmental, social, economic and cultural benefits. Parks & Public Spaces This Branch is responsible for long-term planning and project planning and conceptual design of the network of parks and natural/linear areas, public outdoor urban spaces (streetscapes and plazas), and all occupied buildings (police, fire, recreation, culture, operations). Strategic Projects This Branch is responsible for planning solid waste management infrastructure, inter jurisdictional water infrastructure and for coordinating the introduction of new or innovative cross-disciplinary technologies into all City infrastructure systems. Currently this includes investigation of district energy & renewable energy systems, and the recovery & sale of landfill gas, and anaerobic biodigestion. Revised Financial Plan PROGRAM INPUT MEASURES Actual 2010 Adopted Parks & Public Spaces 799, , , Transportation & Mobility 662, , , , , , Strategic Projects 125, , , Assets & Investments 388, , , Utilities Planning - General 0 121,830 60,850 Total Net Operating Expenditures 2,454,828 1,320,295 1,388,529 Page M4

5 2012 FINANCIAL PLAN INFRASTRUCTURE PLANNING PERFORMANCE MEASURES Actual 2010 Estimated 2011 Proposed 2012 PROGRAM OUTPUTS Project Planning: Budgeted Iplan projects completed 68% 75% 90% Long Term : capital planning documents updated annually (20-year servicing, 10-year capital, annual capital) Long Term Financial Planning: financial models updated (water, sewer, landfill, DCC) Capital contributions attracted as a % of the capital program 49% 30% 39% Public wealth generation and retention: Depreciated per capita value of city-owned infrastructure (2010 $) 25,607 $26,180 $26,180 Public wealth generation and retention: Parkland/capita & % greenspace of City land-mass PROGRAM OUTCOMES % reductions in corporate infrastructure GHG emissions (2020 goal: 33% of actual 2009 emissions) Environmental impact of infrastructure (% decrease in footprint/capita) 7.91ha/cap (4.23% land) 8.53ha/cap (4.58% land) 8.56/cap (4.65% land) 2% TBD -22% n/a n/a -2% EFFICIENCY MEASURES Infrastructure life cycle cost by service type/capita (% reduction, adjusted for inflation) n/a n/a TBD Projects selected using the Multiple Bottom Line framework 1% 50% 100% Service Requests completed/total service requests (SR total =614, 543 closed = 88% avg) 86% 105% 90% Council Reports Completed/Requested 79% 50% 90% CUSTOMER SATISFACTION Public satisfaction with planning processes (exit surveys) n/a n/a TBD Public satisfaction will final projects (user surveys) n/a n/a TBD Internal customer satisfaction with iplan services n/a n/a TBD INNOVATION AND LEARNING Departmental staff upgraded annually to improve performance 50% 56% 100% Formal recognition by external agency for innovation Policy or Bylaw amendment reflecting constructive change to support 'best practices' in sustainable infrastructure Public dialogues held to explore sustainable infrastructure Page M5

6 1,223,232 3,706,011 1,320,295 1,320, INFRASTRUCTURE PLANNING Page M6

7 2012 FINANCIAL PLAN INFRASTRUCTURE PLANNING Description of Operating Program Changes TOTAL FTE 2011 Revised Budget 1,320, Net Impacts One-time Supplementals (80,000) (1.00) One-time Expenditure Reductions On-going Budget Costs Salary Adjustments 8,214 Other Adjustments Departmental Adjustments (71,786) 1,248, Program Additions 2012 Supplementals 202, Expenditure Reductions (62,480) 140, Provisional 1,388, Unfunded 2012 Requests 2012 Supplementals 327, Expenditure Reductions 0 327,000 Total Unfunded Requests for , Page M7

8 2012 Operating Requests PROVISIONAL Budget Summary General Fund Page Description Gross Amount Revenue Funding Source Net Amount Category M11 M3 M12 Traffic Safety & Operations 100,000 0 Drainage Flow Monitoring 7, ,000 7,500 ON-GOING ON-GOING M4 M13 Right-Of-Way Acquisitions - Drainage 10, ,000 ON-GOING M5 M14 Partners 'n Parks 50, ,000 ON-GOING M8 M15 M12 M16 Asset Management Consulting Support 100, ,000 RESERVE TIA Guideline Policy Production 10, ,000 M13 M17 Long Term Corporate Capital Plan 25, ,000 Department Priority 1 Total 302, , ,500 Total Priority 1 Operating Requests 302, , ,500 Page M9

9 2012 Operating Requests PROVISIONAL Budget Summary General Fund Page Description Gross Amount Revenue Funding Source Net Amount Category M18 M19 Traffic Safety & Operations #2 100,000 0 Fascieux Cr. - Water Quality Treatment 50, ,000 50,000 ON-GOING M20 M9 M21 M10 M22 M11 M23 M14 O12 O2 Brandt Cr Drainage Detention Capacity Modeling 70,000 0 Subdivision Bylaw - Transportation 10,000 0 Amendments to Bylaw Strategic Parking Plan 100, ,000 RESERVE Dog Park Community Survey & Public 12,000 0 Outreach * Health District Area Redevelopment 100,000 15,000 RESERVE Plan 70,000 10, ,000 85,000 Department Priority 2 Total 442, , ,000 Total Priority 2 Operating Requests 442, , ,000 Page M10

10 2012 Operating Request Details Community Sustainability Priority: 1 Transportation & Mobility ON-GOING Traffic Safety & Operations NEW This on-going request is for road safety and operational improvements. Every year, the City receives numerous public requests for safety improvements. Staff further identifies operational issues on a continual basis that require geometric design changes, signage changes, etc., to improve both safety and operations. Many of these projects are subject to contributions from ICBC that range in the order of 20 to 25% of a project (ICBC identifies on a case-by-case basis the amount of funding granted to a project). For 2012, the proposed improvements are: Ziprick/Springfield - part of the 3E Integrated Solution to reduce speeding along Springfield; Rose/McCulloch - design of a right turn lane to help drivers respect compliance with Stop Signs posted; Durnin/Springfield - part of the 3E Integrated Solution to reduce speeding along Springfield; Bernard/Spall/Glenmore - trail terminates without adequate connection at signal for pedestrians & cyclists to cross; Glenmore/High/Summit; Roadside Barriers At Five Locations - in response to several crashes and public comments about sharp corners with steep drop-offs directly adjacent to roadway; Springfield/Quigley - part of the 3E Integrated Solution to reduce speeding along Springfield; Sutherland/Richter - a utility pole is in conflict with cycle lanes and vehicular travel lanes and requires relocation or intersection redesign; Traffic Safety Study - to further identify safety improvements at various locations. Continued road safety compromise and risk of increased collisions at various locations. Diverse and Sustainable Infrastructure Account *.* * Professional & Consulting Services.Transportation & Mobility 100, , ,000 Total Cost Addition: 100, , ,000 Page M11

11 2012 Operating Request Details Community Sustainability Priority: 1 Utilities Planning - General ON-GOING Drainage Flow Monitoring NEW Flow meters purchased in 2010 require on-going maintenance as well as data management. Flow meters are necessary to calibrate the stormwater hydraulic models. The hyrdraulic model is used to predict the capacity within the drainage network to accommodate severe rainfall events. In 2011, the maintenance costs were covered by the supplier and funds carried over from In 2012 these funds will be exhausted, and new maintenance funding is required. Inaccurate hydraulic models can result in inadequate capacity within the drainage network which in turn can result in road infrastructure and property damage. A Natural, Protected Environment Account *.* * Professional & Consulting Services.Utilities Planning - General 7,500 7,500 7,500 Total Cost Addition: 7,500 7,500 7,500 Page M12

12 2012 Operating Request Details Community Sustainability Priority: 1 Utilities Planning - General ON-GOING Right-Of-Way Acquisitions - Drainage NEW An annual provision to purchase rights-of-way for previously installed capital works to accommodate growth. Easement documents may not be finalized and registered leaving them unsecured for future use. Diverse and Sustainable Infrastructure Account *.1300-XX * Professional & Consulting Services.Utilities Planning - General 10,000 10,000 10,000 Total Cost Addition: 10,000 10,000 10,000 Page M13

13 2012 Operating Request Details Community Sustainability Priority: 1 Parks & Public Spaces ON-GOING Partners 'n Parks NEW The City works with various sectors of the community to develop partnerships that benefit the Kelowna Parks System and the people that use it. These partnerships are varied and may involve the purchase of playgrounds, the construction for trails, landscaping and other development projects. Examples of successful 2011 projects include plantings at Guisachan Heritage Park, a new community garden at Mission Recreation Park, the installation of No Smoking Signs in Parks, maintenance costs at the Un-H20 garden, support to the Neighbourwoods Program and signage at Quail Ridge Linear Park. These partnership contributions do not necessarily take the form of financial funding, but rather as time or other in-kind contributions from the partners. The City would miss the opportunity to partner with service clubs and local community groups that raise funds to improve the park system. A Growing, Progressive Economy Account *.1119-XX * Purchase Services.Parks & Public Space 50,000 50,000 50,000 Total Cost Addition: 50,000 50,000 50,000 Page M14

14 2012 Operating Request Details Community Sustainability Priority: 1 Assets & Investments Asset Management Consulting Support NEW is responsible for the coordination of investments across the corporation to optimize the service life of all City-owned municipal infrastructure assets collectively valued in excess of $3.7 billion. The department has recently filled the new position of Capital Assets and Investment Manager with the goal of developing an integrated asset management plan, and a long-range capital replacement and financing strategy for the City's infrastructure assets. This budget request is for consulting support for this new position and will be used for data collection, compilation of existing data and technical support. Two specific consulting assignments for 2012 include: 1) Compile an accurate and comprehensive asset inventory; 2) Define "levels of service" for each infrastructure type that meet regulatory minimums, establishes equity of service, and are sensitive to the rate payer's willingness to pay. These "levels of service" definitions would be outlined in a policy for approval by Council. Implementation of corporate asset management plan would be delayed and as a result the City may have difficulty meeting long term capital planning demands within a multiple bottom line framework. Sound Fiscal Management Account * * Professional & Consulting Services.Capital Assets & Investments R837.* * 100,000 (100,000) Appropriation from CWME Reserve.Capital Assets & Investments Total Cost Addition: 0 Page M15

15 2012 Operating Request Details Community Sustainability Priority: 1 Transportation & Mobility TIA Guideline Policy Production NEW The City of Kelowna currently has antiquated and vague guidance for industry on how to prepare Transportation Impact Assessments (TIA). This creates confusion for the development industry as processes vary from file to file, additional staff time for scoping and reviewing submissions, and a challenge for the industry when attempting to complete work in a timely manner. The creation of this policy will help to improve understanding of requirements, reduce delays, increase efficiencies for staff attempting to facilitate development and bring alignment of the guidelines with current OCP goals and policies. Although the majority of the work will be completed by staff, some funding is required to assist with the overall production of the document. Continued challenge for the development industry; continued time consumption for staff reviewing documents and lack of alignment with OCP goals and policies. Diverse and Sustainable Infrastructure Account *.* * 10,000 Professional & Consulting Services.Transportation & Mobility Total Cost Addition: 10,000 Page M16

16 2012 Operating Request Details Community Sustainability Priority: 1 Long Term Corporate Capital Plan NEW The long-term Capital Plan is a synthesis document that combines capital investments required for the renewal & replacement of existing infrastructure, the infrastructure required to support the 20-year Servicing Plan and Financing Strategy (DCC Plan), and the non-dcc capital program. The plan establishes the context for financing strategies and provides clarity and certainty among the public and development industry regarding the City's capital priorities. It is the key reference document for the development & approval of annual Capital Budgets. The City currently owns in excess of $3.7 billion in municipal infrastructure. A long range financing plan is needed for the capital renewal and replacement of these assets as they reach the end of their physical, functional or technological service life. The non-dcc program includes local roads/sidewalks/bike facilities, active/linear/natural park development, sport/recreation/cultural facilities, drainage works, fire/police/community protection facilities, civic operational facilities, and communications/information infrastructure & equipment. The City's 10-year Capital Plan needs updating to reflect 1)the new 2030 OCP and the DCC Plan completed in 2011, 2)the recent work to support the new Tangible Capital Asset Policy and recent national developments in Asset Management resulting from the new PSAB 3150 legislation, 3) contemporary & anticipated regulation & research on "levels of service (LOS)" & operating models for municipal infrastructure systems, and 4)best practices in infrastructure performance targets established under the new Council Policy 352 for Sustainable Municipal Infrastructure. A detailed Project Charter will be completed & endorsed by the end of 2011 for implementation through Planned expenses include: 1)consulting services to research industry benchmarks for LOS, 2)value engineering & cost-estimating services, 3)direct expenses of public information & consultation regarding LOS expectations and priorities and 4)staff overtime to participate in public engagement workshops during evenings and weekends. The lack of a long-term capital plan compromises the City's ability to build stable, reliable, long-term financial strategies for capital asset renewal & replacement and the new infrastructure required to accommodate longterm growth and LOS changes. In addition, the lack of a long-term Capital Plan creates uncertainty for private investments in the development industry. Diverse and Sustainable Infrastructure Account *.1223-XX * 25,000 Professional & Consulting Services. Total Cost Addition: 25,000 Page M17

17 2012 Operating Request Details Community Sustainability Priority: 2 Transportation & Mobility ON-GOING Traffic Safety & Operations #2 NEW This request supplements the priority 1 submission of $100,000. This on-going request is for road safety and operational improvements. Every year, the City receives numerous public requests for safety improvements. Staff further identifies operational issues on a continual basis that require geometric design changes, signage changes, etc., to improve both safety and operations. Many of these projects are subject to contributions from ICBC that range in the order of 20 to 25% of a project (ICBC identifies on a case-by-case basis the amount of funding granted to a project). For 2012, the proposed improvements are: Ziprick/Springfield - part of the 3E Integrated Solution to reduce speeding along Springfield; Rose/McCulloch - design of a right turn lane to help drivers respect compliance with Stop Signs posted; Durnin/Springfield - part of the 3E Integrated Solution to reduce speeding along Springfield; Bernard/Spall/Glenmore - trail terminates without adequate connection at signal for pedestrians & cyclists to cross; Glenmore/High/Summit; Roadside Barriers At Five Locations - in response to several crashes and public comments about sharp corners with steep drop-offs directly adjacent to roadway; Springfield/Quigley - part of the 3E Integrated Solution to reduce speeding along Springfield; Sutherland/Richter - a utility pole is in conflict with cycle lanes and vehicular travel lanes and requires relocation or intersection redesign; Traffic Safety Study - to further identify safety improvements at various locations. Continued road safety compromise and risk of increased collisions at various locations. Diverse and Sustainable Infrastructure Account *.* * Professional & Consulting Services.Transportation & Mobility 100, , ,000 Total Cost Addition: 100, , ,000 Page M18

18 2012 Operating Request Details Community Sustainability Priority: 2 Utilities Planning - General Fascieux Cr. - Water Quality Treatment NEW KLO Middle School students are seeking to daylight the channel through the school property. There is an opportunity to partner with School District #23 and the students to restore a section of creek channel and provide habitat and water quality enhancements to the system. The City would also obtain a drainage right-ofway through the school property. Deferral of funding adds financial burden to future water quality improvement program. A Natural, Protected Environment Account *.1300-XX * 50,000 Purchase Services.Utilities Planning - General Total Cost Addition: 50,000 Page M19

19 2012 Operating Request Details Community Sustainability Priority: 2 Utilities Planning - General Brandt Cr Drainage Detention Capacity Modeling NEW Funds are required for a drainage assessment of the Brandt Creek detention pond system upstream of Kane Road. Considerable development has occurred in the area since the last review. The assessment will confirm that sufficient detention volume capacity exists to meet required service levels to prevent flood damage. A detailed site survey of each detention facility is necessary to determine operating water levels and to identify the overland flow routes. This review would identify the probability, severity, and consequence (i.e., damage) of one or more of the detention ponds flooding. The previous drainage basin plan was completed in 2001, and as such may not reflect the recent urban expansions or watershed changes that have occurred in the past 10 years. Flooding and over-topping of one or more of the detention facilities without a secure overland flow route could result in significant property damage. A Natural, Protected Environment Account *.1300-XX * 70,000 Professional & Consulting Services.Utilities Planning - General Total Cost Addition: 70,000 Page M20

20 2012 Operating Request Details Community Sustainability Priority: 2 Transportation & Mobility Subdivision Bylaw - Transportation Amendments to Bylaw NEW This document update is critical to implementing Official Community Plan (OCP) goals and policies within our design guidelines. The bylaw establishes templates and guidance for both City staff and the private industry when completing subdivision development and urban infrastructure designs. Templates need to incorporate numerous OCP policies especially regarding transportation infrastructure (road and active transportation networks). Although the majority of the work will be completed by staff, some funding is required to assist with the production of drawings/sketches and overall production of the document. Staff, industry designers, and real estate developers would not have clear direction for aligning transportation designs with OCP goals and policies. Diverse and Sustainable Infrastructure Account *.* * 10,000 Professional & Consulting Services.Transportation & Mobility Total Cost Addition: 10,000 Page M21

21 2012 Operating Request Details Community Sustainability Priority: 2 Transportation & Mobility Strategic Parking Plan NEW Parking infrastructure on publically-owned properties and along public road right-of-ways has been under pressure from competing objectives. For example: (a) parking has been converted to uses deemed to be of higher public benefit such as the conversion of parking lots along Water Street into Stuart Park, AND the conversion of shoulder parking into additional vehicle traffic lanes, bike lanes, multiuse pathways and sidewalks, AND the enhancement of the pedestrian zone on Bernard Avenue; (b) major construction projects (ie: Kelowna General Hospital expansion) have increased the pressure on existing on-road parking for construction workers, equipment and deliveries; and (c) the expansion of recreational facilities (ex. Rutland Family "Y" and PRC Multi- Use Facility) have required increased parking where unused space was at a premium. Financially, the provision of additional parking infrastructure has been constrained by the cost of land for additional off-street parking lots and road right-of-ways OR the cost of new parking lots and structures AND the shortage of funding. At the same time there is an expectation that the life-cycle cost of public infrastructure has a minimal impact on the taxpayer, and that the provision of parking contributes in a positive way to policy objectives such as: (i) business viability and economic development; (ii) traffic demand management; (iii) green house gas emission reduction; (iv) the reduction of the full cost of personal transportation; and (v) many others. A policy and strategic plan are needed for key town centres and destinations that balance these competing objectives and develops a capital plan and financing strategy through the short and mid-term. This request will fund a consultant to develop a consensus around an action plan. This could include integration with: the OCP; 20-year servicing plan; other City and corporate plans and policies; the regional transit plan and parking requirements for intermodal connectivity; City financial plans; and the parking operation and maintenance functions in the City. Conflicts over the use of available parking infrastructure will continue as will the conflicts between the need for parking and other functions given the limited space available in the public road right of way, and the limited funding available for the construction of new or additional parking infrastructure. A Growing, Progressive Economy Account *.1155-XX * Contract Services.Transportation & Mobility R XX * 100,000 (100,000) Appropriation from Parking Reserve.Transportation & Mobility Total Cost Addition: 0 Page M22

22 2012 Operating Request Details Community Sustainability Priority: 2 Parks & Public Spaces Dog Park Community Survey & Public Outreach NEW There is a lack of data on dog parks in the City that is required in order to plan and develop appropriate facilities. A statistically valid community survey will provide insights into general public preferences for dogs in public places. In addition, a series of public open houses will be hosted in neighbourhoods to gather feedback on possible changes for new off-leash and/or on-leash dog parks. The results of the survey, together with the open houses will help provide a balanced approach and inform further decision of dogs in parks. COUNCIL RESOLUTION FROM THE JANUARY 31, 2011 P.M. MEETING: THAT Council directs staff to conduct a citywide statistically valid community survey on the potential provision of additional dog facilities on public parkland; AND THAT Council directs staff to conduct a city-wide Dog Impact Assessment on public parkland to determine current patterns of use, issues, compliance rates and areas of conflicts; AND FURTHER THAT Council directs staff to prepare a budget request for funding the above dog initiatives to be considered by Council at the 2012 Capital Budget deliberations. Will not carry out Council-directed survey. A Healthy, Active Community Account *.1119-XX * 12,000 Professional & Consulting Services.Parks & Public Space Total Cost Addition: 12,000 Page M23

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