Mayor Sim in the chair with a leave of absence for personal reasons from 1 to 4 p.m. Councillor Kirby Young.

Councillor Dominato.

Councillor Bligh. Councillor Fry. Councillor Montague.

Councillor Klassen. Present. With a leave of absence for civic business from 4 p.m. to 6 p.m., Councillor Meiszner.

Councillor Zhoul.

Councillor Orr. Present. Councillor Maloney. This meeting has quorum, Mayor Sim.

If we do recess, the reconvene date is Thursday, July the 16th, 2026 at 1 p.m. pending council approval of recommended changes to the council meeting schedule. Otherwise, it will be 3 p.m. as currently scheduled. Council is required to meet in camera later this week. The reasons and authority under the Vancouver Charter are listed in the agenda. Would someone like to move the motion to move in camera later on this week? Thank you, Councillor Klassen. I'm seconded by Councillor Meiszner. All those in favour, say aye. All those opposed say nay. The motion carries unanimously. Minutes one, or sorry, minutes. Minutes one are from the council meeting following the standing committee on finance and services on May the 20th and 21st, 2026. Are there any corrections to the minutes? Would someone like to move adoption? Great. Councillor Kirby Young seconded by Councillor Klassen. All those in favour say yay. All those opposed say nay. Great. The motion carries unanimously. Minutes two are from the council meeting on June the 2nd and 9th, 2026. Are there any corrections? Would someone like to move adoption? Great. Councillor Meiszner, seconded by Councillor Zhou. All those in favour say aye. All those opposed say nay. Great. The motion carries unanimously. Minutes three are from the public hearing on June the 2nd, 2026. Are there any corrections to the minutes? Great. Would someone like to move adoption? Great. I think that was Councillor Kirby-Young, seconded by Councillor Zhou. All those in favour say aye. All those opposed say nay. Great. The motion carries unanimously. Minutes four are from the council meeting following the Standing Committee on Policy and Strategic Priorities on June the 3rd, 2026. Are there any corrections? Would someone like to move adoption? Great, Councillor Meiszner, seconded by Councillor Montague. All those in favour, say aye. All those opposed, say nay. Great, the motion carries unanimously. Minutes five are from the Special Council Amend Election By-law number 9070 meeting on June the 9th, 2026. Are there any corrections to the minutes? Would someone like to move adoption? Councillor Zhou, thank you. Seconded by Councillor Meiszner. All those in favour, say yay. All those opposed, say nay. Great, the motion carries unanimously. Minutes six are from the business license hearing on June the 10th, 2026. Are there any corrections to the minutes? Would someone like to move adoption? Great, Councillor Meiszner. Seconded by Councillor Montague. All those in favour, say yay.

Team members have requested that the order of business be varied to consider any held referral reports, bylaws 1 through 36, and the administrative motion immediately following matters adopted on consent. Team members have also requested that council consider bylaw 37 immediately following the completion of report 3 as bylaw 37 is subject to approval of report 3. Under Section 3.4b of the Procedure By-law, an agenda variance is not debatable and requires a two-thirds vote. Would someone like to move the motion to this effect? Councillor Montague, thank you. Seconded by Councillor Klassen. Great.

I am now going to call the vote. A reminder that the motion requires two-thirds support. All those in favour say yay. All those opposed say nay. Great.

The motion carries with the required majority and council will consider any held referral reports bylaws 1 through 36 and the administrative motion immediately following. Matters adopted on consent. Further, council will consider a bylaw 37 immediately following report three.

We have communications 1 and 2, reports 5, 6, 8, 10, 11, and 13 through 25, and 27, and 28, and referral reports 1 through 5 on the consent agenda for council's consideration. We will hold reports 1 through 4, 7, 9, and 12 to hear from speakers. We will hold report 26 at the request of team members to allow the applicant an opportunity to speak to council as staff are recommending that the application be referred back to staff for further consideration. Council may adopt the recommendations for communications 1 and 2, reports 5, 6, 8, 10, 11, and 13 through 25, and 27 and 28, and referral reports 1 through 5 on consent. Does any member wish to hold any of these items for questions to team members or debate? Please bear with me because there's a lot going on here.

So report five, Councillor Zhou, thank you very much. Councillor Kirby-Young?

Sorry, I missed that. So you're just holding report number 11?

Yes.

Thank you. Councillor Montague?

Communication number one. Thank you. Councillor Bligh?

Thank you. Councillor Orr?

Okay, so, Councillor Orr, you're holding reports 13, 18, 19, 20, 25, 27, and referral report number three. That's correct.

Okay. Okay, before we consider the consent agenda, if anyone believes that the, sorry, Councillor Maloney.

Referral report number one. Thank you. Okay. Before we consider the consent agenda, if anyone believes that they have a conflict of interest, now is the time to declare it. Does anybody have a conflict of interest they want to declare? Okay.

We have communication number two, report number six, eight, ten. 14 through 17, 21 through 24, and 28. And then referral reports two, four, and five for the, to be approved on consent. Is that correct?

Would someone like to move adoption of the recommendations before council contained in the reports? Councillor Kerby-Young, seconded by Councillor Montague. All those in favour, say aye. All those opposed, say nay. The motion carries unanimously. And so, give me two more seconds here.

I just want to make sure I get this right here.

17.

get this wrong here okay uh so the following has uh or have been approved on consent uh communication number two uh reappointment of vancouver city of vancouver representative to ubcm executive board report number six below market lease and grant to marple terrorist co-op at 8695 southwest marine drive Report number eight, Vancouver Heritage Foundation VHF Heritage Conservation Grants Program, annual report 2025 through to 2026 and grant release for 2026. Report number 10, consultation for rezoning applications to amend the Vancouver official development plan.

Report number 14 revision of approval in principle CD-1 rezoning 282 West 49th Avenue. Report number 15, revision of approval in principle, CD-1 rezoning 8080 Yukon Street. Report number 16, CD-1 rezoning 6212 through 6218 Ash Street. Report number 17, CD-1 amendment, CD-1499 East Fraserlands, Area 2 South, 3202 through 3270 Riverwalk Avenue, Parcel 11. Then we go to report number 21, CD-1 rezoning 466 through 476 West 27th Avenue. Report number 22, CD-1 rezoning 365 through 395 West Broadway. Report number 23, CD-1 rezoning 1088 West 12th Avenue. Report number 24, CD-1 rezoning 1618 through 1680 East Hastings Street. And then report number 28, CD-1 Then we go to Referral Report Number 2, CD-1708, Text Amendment 2538-2550, Birch Street and 1293-1298, West Broadway. Referral Report Number 4, Vancouver ODP Amendment and CD-1 Rezoning 2516, Commercial Drive and 1704, East Broadway. And then Referral Report Number 5, Vancouver ODP Amendment and CD-1 rezoning 6525 through 6577 Oak Street. Does that? Yes. Awesome. Great. Okay. So the first item of business is communication number one. Oh.

Okay.

Sorry. Two seconds.

Thank you for the question. Templar Sanktranajstic, Director of Rezoning. So just for today, today's decision for council is whether to refer this to public hearing or a council for decision. That is the decision for today. I appreciate it's a day before your motion is considered. So council's options today are to refer and send it on word afters, and you can have the debate tomorrow at committee. or you can hold referral until after your debate and it can be referred at a subsequent date too. So it is really up to council how you'd like to move forward with this application, but the staff recommendations today are to refer to public hearing.

I'll just add as well for council's benefit just to council Maloney's point for us to meet our notice requirements under the charter we do need to get notice out for public hearing tomorrow if it's going to be heard on the 23rd for example we do have other dates available to us as well I think subject to comms report that was just adopted or has been held for debate too So there are other dates that we can pick. We just need to make sure we have sufficient time, minimum seven days notice. So that's usually like the Wednesday before a Thursday meeting or the Monday before a Tuesday meeting kind of thing. So there are options to pick that report for a later date up to the end of July. I think the 28th would be our last date. But I appreciate that there are implications for notice and whether or not it could be heard. Okay.

So if council were not to refer this today, we'd probably want some clear direction about what to do and whether to bring it back subsequently or whether you referred this to another date for consideration. So I'd maybe have to lean on clerks for some extra content on this. If it wasn't dealt with now... and was dealt with later in the agenda, whether it's later today or if this meeting is reconvened on another date, you could consider the report at that point. Again, we are just looking for a date where we have a public hearing. I believe our comms report number one seeks to cancel the July 28th public hearing date, which was our other council date backup. So there are some logistical challenges depending on what council chooses to do if you weren't to refer today. Okay. Yeah.

Sorry, clerks, do you guys need a recess for a couple of minutes?

Okay, I'm just going to stop the time here.

Councillor Maloney?

Please go ahead.

Do you have a seconder?

Councillor Black. Okay.

Thank you for the question. So if Council were to refer this item at today's meeting, the schedule for the public hearing would be on the 23rd of July. There are quite a few reports scheduled for the 23rd of July, so it'll be just a matter of capacity to get through that day, but it'll be scheduled for that day.

Thank you very much.

Seeing no one else in the queue, we'll put Councillor Maloney's amendment to a vote.

If you can please go to the voting screen.

Thanks.

So some clarity on that.

Thanks for the question, Councillor Orr. So the referral report does speak to this in some detail in the body of the report, as well as the resolutions. And without weighing into the merits of either path, staff acknowledge that that policy is underway and that work is going through public engagement right now. The report and the project is otherwise gone through our review and public engagement and staff reviews and is ready for consideration. We do acknowledge that again in the report, as I mentioned, which I won't speak to in detail, which does include two resolutions. One is the consideration of the project, and the other is to refer back pending the outcome of that. So those are all very much debatable items for the public hearing as well.

Great, and that passes with Councillor Frey abstaining.

We're going to go to bylaws now. We have 37 bylaws on the agenda for enactment. We will consider bylaws 1336 now and consider bylaw 37 after the completion of report number three.

Okay, before we begin this agenda item, if anyone believes that they have a conflict of interest, now is the time to declare it. Does anybody have a conflict of interest to declare? Seeing none. Council members who were present for the meetings related to public hearing enactment bylaws must confirm that they, sorry, council members who were absent for the meetings related to public hearing enactment bylaws must confirm that they have reviewed the proceedings of the meetings, including the video clip, to be eligible to vote. Bylaw 12 was from the public hearing. On February the 10th, 2026, Councillors Frye, Classen, Orr, and myself were absent for this item at the public hearing. Councillor Frye, have you reviewed the proceedings and will you be voting on the enactment? Councillor Klassen? I have and I will. Councillor Orr? And I have not and will not. Bylaw 13 was from the public hearing on February the 17th and March the 4th, 2026. Councillor Bligh and myself were absent for this item at the public hearing. Councillor Bligh, have you reviewed the proceedings and will you be voting on the enactment? And I have not and I will not. Bylaw 15 was from the public hearing on January the 16th and 18th, 2018. All of council needs to have reviewed the proceedings to be eligible to vote. Councillor Bligh, have you reviewed the proceedings and will you be voting on the enactment? Councillor Dominato. Great. Councillor Frye. Great. Councillor Kirby Young. Councillor Klassen. Having it, Will. Councillor Maloney. Great. Councillor Meiszner. Great. Councillor Montague. Great. Councillor Orr. Councillor Zhou? And myself, I have not and will not. By-law 16 was from the public hearing on October the 30th, 2025. Councillor Bligh and myself were absent for this item at the public hearing. Councillor Bligh, have you reviewed the proceedings and will you be voting on the enactment?

And I have not and I will not. By-law 17 was from the public hearing on March the 13th, 2025. Councillors Claston, Maloney, Orr, and myself were absent for this item at the public hearing. Councillor Klassen, have you reviewed the proceedings and will you be voting on the enactment? I have and I will. Councillor Maloney? Councillor Orr? And I have not and will not. Bylaw 18 was from the public hearing on June the 19th and 24th, 2025. Councillors Bly, Dominato, Orr, and myself were absent for this item at the public hearing. Councillor Bligh, have you reviewed the proceedings and will you be voting on the enactment? Councillor Dominato? Councillor Orr? Right, and I have not and will not. By-law 35 was from the public hearing on July the 10th, 2025. Councillor Montague was absent for this item at the public hearing. Councillor Montague, have you reviewed the proceedings and will you be voting on the enactment? Would someone like to move the motion to adopt by-laws 1 through 36? Great, great. I think that was Councillor Domenato and seconded by Councillor Klassen. Council, is there any discussion?

All those in favor say yay. All those opposed say nay. Great, the motion carries unanimously. The list of approved bylaws can be found on the city's website.

Okay, the next item on the agenda is administrative motions. Number one, 2026 Finance Growth Update, Bill 16 Compliance Update to Density Bonus Provisions and Inclusionary Zoning. Before we begin this agenda item,

Great. The motion carries unanimously.

Montague, you held this item.

Clerk. Okay. Yeah. Okay.

Sorry?

Councillor Montague.

Oh, can we get a seconder, please? Great.

Yeah, sorry. I don't think...

So through the chair to legal.

Can I have a timer stop, please?

Recess.

We're back.

I'm going to start the timer. Okay.

So, Councillor Bligh.

And here we go, councillor.

Thank you.

All right, we'll take another recess.

Okay.

Is there any... That's right.

Yes, those in favor of Councillor Fry's appeal would vote in favor, and those opposed to the appeal would vote in opposition. Thank you. And it would require eight votes in favor of the appeal or that to go forward. Okay, thank you.

It is on our calendar as a set meeting for the public.

If there are reports that are on that agenda, which I don't believe there are yet, the agenda has not been created, reports could be moved to the council meeting the day before if there's a section of the order of business that it would fall under. And there are no more standing committee meetings.

We're back on the amendment queue.

Thank you for the question, Councillor. So the plan with the changes proposed in this comms report plus the referrals that you just had would be to schedule all of those on the 23rd and then rely on the reserve dates to get through them if we don't complete on the 23rd. So you'd have reserve dates on the 24th, 25th, 27th, and 28th to get through what we can through those dates.

Mr Montague. Yeah, I'll just end by saying...

Councillor Maloney?

Our first public speaker is Percy Wong.

Is Raphael on the line?

Speaker two is not on the line. Speaker number three, Jeanette Mujar.

Not here.

Thank you for the question. Margaret Whitkins, General Manager, Arts, Culture, and Community Services. If I could clarify the question, are you seeking kind of a one-by-one overview or more thematic?

We certainly see that demand for the grant programs exceeds available funding, as Council is aware. Typically, we see applications that may align with the grant program objectives but don't perform as strongly as part of the interdisciplinary adjudication process. So it is somewhat case by case, but alignment with the objectives and kind of Council priorities is one of the key factors.

There certainly is proactive communication with each organization, and staff welcome opportunities for individual debriefs on any particular application.

Thank you.

And that passes unanimously.

Good morning, Mayor and Council. My name is Ken McDougall from the City's Special Project Office. I'm here to present the Vancouver General Hospital Broadway Plan updates.

Shown here is an aerial photo highlighting generally the VGH area in red. The site is a large and unique site located in the Fairview neighborhood, and it's generally bounded by the lane between Broadway and 10th Avenue to the north, 13th Avenue to the south, Oak Street to the west, and Ass Street to the east.

The VGH area is designated institutional in the Vancouver Official Development Plan, which are lands reserved for essential community-serving institutional uses such as major hospitals. VGH is located within the MetroCorp Broadway area, which is the principal center of business, employment, cultural, and entertainment activity in the city and region.

Under the Broadway plan, the VGH institutional area includes broad policy direction to support the expansion of VGH to meet long-term institutional and health care needs. Current policy generally supports building heights up to 350 feet or up to the underside of the Queen Elizabeth Park view cone, and we're not restricted by helicopter flight paths. It seeks improved walking, rolling, and cycling connections, significant public open space, and active ground floor uses are strongly encouraged.

Within the VGH institutional area, Vancouver General Hospital, through Vancouver Coastal Health Authority, or VCH, is the primary landowner. These lands constitute the VGH campus area and are the focus of the policy updates brought forward today. This is an aerial view of the campus as it currently exists. VGH has evolved into a nationally significant referral, teaching, and research hospital whose layered campus reflects more than a century of incremental growth. It remains the largest hospital in BC, providing acute and trauma care, serving as the provincial referral center for many adult programs and specialist services, while also acting as Vancouver's community hospital. Looking ahead, VGH finds itself at a critical juncture in the provision of provincial health care services. With a largely built out and landlocked site, new development requires the demolition of existing buildings to make space for new facilities. THESE NEW FACILITIES MUST BE OPERATIONAL BEFORE OLDER BUILDINGS CAN BE VACATED TO ENSURE CONTINUITY OF PATIENT CARE.

VGH CAMPUS BUILDINGS AND INFRASTRUCTURE ARE AGING WITH 80% OF IMPATIENT BEDS LOCATED IN FACILITIES BUILT BETWEEN 1953 AND 1989. THE EMERGENCY DEPARTMENT BUILT IN THE MID-1970S IS TOO SMALL FOR CURRENT NEEDS. IMPATIENT AND EMERGENCY BED SHORTAGES CREATE DAILY OPERATIONAL CHALLENGES. WITH A GROWING AND AGING POPULATION IN VANCOUVER, THE REGION AND THE PROVINCE, DEMAND FOR HEALTH CARE SERVICES IS PROJECTED TO INCREASE BY 25% BY 2035, WITH EMERGENCY VOLUMES RISING WHILE AGING BUILDINGS AND LIMITED LAND RESTRICT EXPANSION AND MODERNIZATION.

ACKNOWLEDGING THE CRITICAL ROLE THAT VGH PLAYS IN DELIVERING HEALTH CARE TO ALL BRITISH COLUMBIANS, THERE IS AN OVERWHELMING NEED TO EXPAND AND MODERNIZE HEALTH CARE FACILITIES AT THE CAMPUS AND REDEVELOPMENT IS A KEY PROVINCIAL, REGIONAL AND MUNICIPAL PRIORITY.

IN RESPONSE, ACHIEVING HEALTHCARE OBJECTIVES HAS BEEN A PRIMARY DRIVER OF THE CITY PLANNING PROCESSES AND STAFF ARE WORKING TOWARDS DEVELOPING A MORE FLEXIBLE FRAMEWORK OF POLICY AND ZONING THAT PRIORITIZES HEALTHCARE DELIVERY AT THE CAMPUS.

An example of the flexible approach being taken, staff received a rezoning application for the VGH campus in fall of 2025. This application, as well as ongoing collaboration and discussion with VGH, led to three concurrent work streams being undertaken to assess and support VGH in the goal of modernization and expansion of the hospital. First is the development of site-specific policies to guide the long-term redevelopment of the VGH campus. These policies, in the form of Broadway plan updates, are the subject of this report. Second is a requested text amendment to the site's existing zoning to pursue a new emergency and inpatient care building along West 10th Avenue. This application was approved on consent earlier this morning. Finally, staff are assessing a VGH campus-wide rezoning application proposing long-term phased redevelopment to modernize and expand the hospital. This work is ongoing and would come forward in 2027.

The VGH campus policy statement, which in the form of a Broadway plan appendix, is a long-term vision for the campus to enable renewal, growth, and modernization of healthcare facilities. It aims to provide a clear and robust framework of planning principles and design parameters while maintaining flexibility for VGH. Direction includes departures from past policies, approvals, and obligations in recognition of current challenges and future needs. I will now provide an overview of the proposed policy direction, highlighting key elements.

STARTING WITH RECONCILIATION, WITH THE AIM TO FOSTER CULTURALLY SAFE AND WELCOMING ENVIRONMENTS THAT VISIBLY AND RESPECTFULLY REFLECTS LOCAL NATIONS' VALUES, HISTORIES, KNOWLEDGE, LANGUAGES AND ART, ENSURING THEIR PRESENCE AND PERSPECTIVES ARE EMBEDDED THROUGHOUT THE CAMPUS. KEY POLICY DIRECTION SEEKS OPPORTUNITIES TO COLLABORATE WITH LOCAL NATIONS ON CULTURAL VISIBILITY IN THE PUBLIC REALM AND OPEN SPACES. AS WELL, LOOKING FOR BUILDING DESIGN TO CONTRIBUTE TOWARDS CREATING CULTURALLY SAFE HEALTH CARE ENVIRONMENTS.

In terms of land use and density, the policy promotes a mix of land uses and development density that supports and expands on the site's core healthcare functions with appropriate flexibility for the site to adapt to evolving service needs. Key policy direction includes flexible mix of healthcare-related land uses appropriate for a campus environment and for density to be determined through zoning based on healthcare requirements and the ability to achieve high-quality built form, site design, and open space outcomes.

Policy includes direction on built form and site design to enable a coherent and high-performing health care environment that balances the complex functional requirements of a hospital campus with good urban design to improve the experience of patients, staff, visitors, and the broader community. Key policy direction includes accommodating large, efficient building forms for health care functionality while respecting protected public views and helicopter flight paths.

Policies promote a high-quality design leading to a more legible, coherent, and accessible campus with a strengthened public realm and improved integration with surroundings.

One of the key areas of departure from past policies and approvals is for the approach to open space. Under existing approvals from the 2000s, the VGH campus is obligated to provide approximately nine acres of public open space, illustrated in the top right of this slide. Some portions of this concept have been implemented, including portions of an open space corridor along Willow Street, a plaza south of 12th Avenue. These examples are highlighted in the photos along the bottom. Space constraints on the campus and increased healthcare demands dictate a different approach with reduced open space requirements.

THE KEY POLICY DIRECTIONS INCLUDE LOOKING TO ESTABLISH A CONNECTED OPEN SPACE NETWORK WITH A SYSTEM OF LINEAR CORRIDORS AND NODES BRINGING STRUCTURE TO THE CAMPUS. RATHER THAN THE EXISTING NINE ACRES OF PERMANENT OPEN SPACE EXPECTATION, THE NEW POLICY WOULD TARGET FOUR ACRES OF PERMANENT OPEN SPACE THROUGH LINEAR AND NOTAL SPACES. AS WELL THE POLICY SETS A TARGET FOR 30% OF THE CAMPUS AS PUBLIC OPEN SPACE THROUGH A MIX OF PERMANENT AND INTERIM SPACES THAT EVOLVE THROUGH PHASE DEVELOPMENT. The interim spaces would consist of large sites cleared for redevelopment, which are to be put into public use on an interim basis.

The policy also looks to establish a continuous wellness walk circuit along streets and corridors linking buildings and open spaces.

Another area of departure from existing obligations is regarding the approach to heritage. Through past approvals, portions of the Heather Pavilion, a building on site, are municipally designated and protected through a heritage revitalization agreement. However, the building has not been used for patient care in over 20 years and is functionally obsolete for modern health care uses. Retrofitting it to meet contemporary standards would be complex, prohibitively expensive, and suboptimal compared to new purpose-built facilities. Recognizing these challenges, plus growing healthcare demands and campus space constraints, the Heather Pavilion is proposed for demolition.

In response, the proposed key policy directions look to establish a Heritage Conservation Management Plan to inform the future phased redevelopment of the VGH campus. This would enable consideration of interpretation as the primary conservation approach as an alternative to preservation and rehabilitation of the Heather Pavilion. The approach would include a review of existing heritage agreements, identifying modifications and council approvals needed for contemplated demolition. Proposed policy looks to advance substantive and meaningful strategies to commemorate the heritage value of the campus, including reuse of salvaged materials and heritage elements into new buildings and landscape. The VGH campus was presented to the City's Heritage Commission in March of this year, receiving support and principle for the redevelopment of the campus, subject to further work on conservation approaches for the Heather Pavilion.

The VGH campus policy statement contains guidance on transportation, looking to strengthen connections to and through the campus, supporting diverse mobility needs unique to a health care environment. KEY POLICY DIRECTION AIMS TO IMPROVE SAFETY AND COMFORT FOR ALL ROAD USERS, REDUCE CONFLICTS AND SIMPLIFY VEHICLE MOVEMENTS AND SUPPORT EFFICIENT HOSPITAL OPERATIONS, ENHANCE WALKING, CYCLING AND ROLLING THROUGH ACTIVE TRAVEL LANES SUCH AS THE TENTH AVENUE GREENWAY, SUPPORT FOR WIDER SIDEWALKS AND HIGH QUALITY PUBLIC REALM. THE POLICY ALSO SUPPORTS CLEAR WAYFINDING STRATEGIES AND STRENGTHENING INTERNAL CAMPUS CONNECTIONS.

THE POLICY INCLUDES GUIDANCE RELATED TO SUSTAINABILITY AND RESILIENCE, TO PURSUE LOW CARBON DESIGN STRATEGIES AND VISIBLE GREEN ELEMENTS WHERE FEASIBLE, AND TO DESIGN BUILDINGS, INFRASTRUCTURE AND SYSTEMS TO MEET POST DISASTER STANDARDS TO MAINTAIN CONTINUOUS OPERATION AND CRITICAL SERVICES.

Redevelopment of the VGH campus is subject to development cost levies and where applicable amenity contributions. Regarding amenity contributions, large employment hubs such as hospital campuses do come with growth costs to serve new employees. Although not fully covering the cost of growth, city policy looks to secure a nominal contribution, typically in kind. The determination of public benefits is subject to the rezoning process. However, the policy direction points to an in-kind contribution, such as child care or flexible office spaces for nonprofits or health-related community uses as potential contributions. The policy also encourages a community benefits agreement to advance local employment inclusion and procurement.

Finally, the policy includes a flexible approach to phasing to meet expansion and modernization needs of the hospital over a 30-year time frame. Bases would include construction of new clinical health and support buildings and demolition of older buildings while maintaining operations. Sites cleared for future redevelopment are to be landscaped and programmed for public use in the interim.

THROUGH THE WORK BEING UNDERTAKEN ON THE VGH CAMPUS, STAFF HAVE ENGAGED WITH LOCAL NATIONS THROUGH MEETINGS AND WRITTEN UPDATES. WE'VE INCLUDED POLICY DIRECTION RELATED TO CULTURAL VISIBILITY AND CREATING SAFE HEALTH CARE SPACES. FURTHER DISCUSSION IS ANTICIPATED AS PART OF THE ONGOING CAMPUS WIDE RESONING PROCESS. Staff have also sought public input online via Shape Your City and through an in-person information session. Comments received in support noted support for the modernization and expansion of the hospital, addition of more hospital rooms, retention of green space, and provision of multimodal transportation options. Comments of concern noted impacts from the size of new buildings, concern over the proposed demolition of the Heather Pavilion, impacts on privacy for neighboring residential properties, and for VGH to adhere to previous agreements with the city. Staff considered this feedback as well as feedback from advisory boards in the policy development.

In conclusion, the two images here illustrate the VGH campus as it exists today on the left and a conceptual illustration of the potential cumulative change enabled through the policy on the right.

THE POLICY, SORRY, THE HOSPITAL MODERNIZES AND EXPANDS SHIFTING FROM WEST TO EAST ON THE SITE CREATING A MODERN AND COHERENT CAMPUS WITH A NETWORK OF LINEAR AND OPEN SPACES AND A LARGE INTERIM PUBLIC SPACE WHICH FURTHER UNLOCKS THE CAMPUS AND ALLOWS FOR FLEXIBILITY TOWARDS MEETING FUTURE HEALTH CARE NEEDS.

THANK YOU. I WILL NOW HAND OVER TO REPRESENTATIVES FROM THE VANCOUVER COASTAL HEALTH AUTHORITY AND VANCOUVER GENERAL HOSPITAL FOR SOME REMARKS.

Why don't I take that? Paul Storer, Director of Transportation. Yeah, thanks for the question. We haven't worked through construction phasing yet. There are different options with construction to look at how you, you know, build up so you construct the site, but we know it is going to be a difficult one to build off of the 10th Avenue bikeway. You know, 10th Avenue is a super complex corridor. It took us many, many years of conversation with the hospital and persons with disabilities and the other institutions along the corridor to land on the current design. So we're going to need to look at it really closely, both in terms of what we do in terms of facilities over the longer term, but also in terms of that construction phasing and impacts.

Yeah, so the current lanes were, I think, about 10 million total, a little bit more. If we looked at doing that work now, you know, construction costs have gone way up. It might be double that or something like that. Okay, thank you.

Thank you for the question, Ken McDougall, Special Projects Office. I would say that we believe that it does. The intention of the policy statement is to provide some guidance and guardrails specifically around elements of public realm, safety on 10th Avenue and other streets, around direction for heritage, how to continue that conversation, open space. But outside of those pieces, I think we're intending to have large tracts of land available for the hospital that can be flexible and meet their needs.

The policy provides that flexibility, yes. And we intend to carry that forward into rezoning as well.

IN TERMS OF THE PUBLIC BENEFITS AND COMMUNITY CONTRIBUTIONS WHICH WOULD BE DRIVING THE CHILDCARE CONTRIBUTIONS FROM THE CITY PERSPECTIVE, WE DON'T HAVE A FINAL NUMBER. THE POLICY PROVIDES DIRECTION OF WHAT TO LOOK FOR. WE THINK CHILDCARE WOULD BE A GOOD PRIORITY, A GOOD THING TO LAND ON A HEALTHCARE CAMPUS SUCH AS THIS. BUT OFFICE SPACES ARE ALSO COULD BE CONSIDERED. PERHAPS VGH, I DON'T KNOW IF THERE'S ANYTHING TO ADD TO THAT.

Yeah. Okay. Any things on planning? Yeah. Special projects office. We've heard through our processes that definitely driving, particularly those in moments of crisis or needing health care services, that's one of the primary ways that they would access the hospital. So it is one of the focuses. OF THE CAMPUS ULTIMATELY SUPPORTING ALL MODES OF TRANSIT BUT ACKNOWLEDGING THAT VEHICLE TRAFFIC WOULD BE A COMPONENT TO THIS. I THINK IN THE NEW BUILDING THEY'RE INTENDING AND PLANNING FOR UNDERGROUND PARKING TO COME ONLINE AS WELL AS THE PARK AID ON 12th AVENUE WHICH REMAINS IN PLACE FOR SOME TIME WHICH CURRENTLY PROVIDES OVER 2000 PARKING SPACES. SO IT'S ONE OF THE CHALLENGES ON THE SITE THAT WE'RE COGNIZANT OF AND CONTINUE TO WORK ON.

Correct. This is the policy framework that informs where we intend to go from a rezoning perspective, but ultimately in 2027, the work on a campus-wide rezoning, which would come back with the specific land use, the density, and other provisions would be included at that time. Thanks.

Sure. It is a conceptual idea that's put in place. When we think of the hospital as a campus, to use an example, if people are familiar along 12th near Oak, there is an enhanced setback with an extra row of trees that currently exist there. If features like that were to be extended around the campus and connect and link through plazas and other things, that those features would accumulate into a wellness walk. as a key feature around the hospital, but we haven't pinned down specific details of exactly where just promoting the aspiration to work towards that.

Thank you.

Thanks very much.

The meeting is in recess.

Thank you.

The meeting is in recess.

Thank you.

The meeting is in recess.

The meeting is in recess.

The meeting is in recess.

Thank you.

The meeting is in recess.

The meeting is in recess.

The meeting is in recess.

Thank you.

Thank you very much. Our next speaker is speaker number two, Philip Sweeney.

Thank you very much.

And as an aside, thank you for the work you do at GF Strong. On a personal note, my mom got really sick with encephalitis, and she spent 11 months at GF Strong. And I fully understand the impact that you have on a lot of people. So thank you. Speaker number three, Anthony Robert Norfolk.

Thank you. Thank you, Mayor and Council.

Thank you very much. Okay. Speaker number four, Angus Thompson.

Not on the line. Okay. Speaker number five, Brianne LaPierre.

Thank you very much. Speaking number six, Elliot Klein.

And finally, speaker number eight, Neil Wiles.

Apologies, can you hear me?

Councillor Domenato, please go ahead.

Ah, okay. So, Councillor Maloney, please go ahead.

Right. Sorry. Do we know who's on the queue? Because I'm not seeing anyone on here right now.

We need a couple of minutes or.

only have councillor dominato on the main queue oh okay okay well i'll take a two-minute recess just to okay yeah thank you thank you

Okay.

If you can please go to the voting panel.

Please go to the voting panel.

Great. And that passes unanimously. So congratulations. Thank you for all your hard work.

Thank you.

One, two, three. We have a comment. So, Council.

Councillor Zhou, guys.

Councillor Meiszner, seconded by Councillor... Go ahead.

This will, the reconvene date right now is Thursday, this Thursday at 1 p.m. And I'm just checking with, oh, and on the 21st at 9.30 a.m.

No. 1 to 5 where we have a reserve? No.

Only item one under new business was buried. We will deal with the rest of the new business. Any inquiries on other matters?

No, we won't.

Yeah, in the order of business that they're outlining.

It could be on Thursday between 1 and 5, or it could be until, couldn't be until Tuesday possibly. Because it's at the end of the agenda, so it depends on how long the items take.

So, Paul, please go ahead.

Colin Knight, General Manager of Finance and Supply Chain. I'm here to present the 2027 to 2030 capital plan.

I'm going to start with an overview of the citywide context, and then I'm going to be joined by a number of city leadership team colleagues who will present overviews of the service categories, areas included in the capital plan, followed by a presentation of the public engagement results related to the capital plan.

So when we look at the capital plan overall, this plan is a $3.5 billion draft capital plan. It includes an additional $0.1 billion in in-kind amenities. And in comparison, this is an increase to the previous 2023 to 2026 capital plan, which had a city-led portion of $3.3 billion. And I'll speak in the presentation about some of the factors that are supporting the increase in the capital plan. But a large focus of the plan is on fixing and protecting essential infrastructure. This is based on direction provided by council. And so over 70% of the capital plan will be allocated to the renewal and maintenance of essential infrastructure. As part of the plan, we've included an accelerated infrastructure renewal, which is based on direction previously provided by council to increase the infrastructure levy at 2% each year. We've also reviewed borrowing capacity and are proposing increased borrowing to address investment in essential infrastructure. As you'll see in the capital plan and accompanying report, we've taken a program-based approach which provides an opportunity to have funding to be allocated in areas as scope costs, operating impacts of projects are designed and developed. And lastly, just to emphasize that this capital plan has been developed, including public engagement feedback, and we'll talk about the findings of the public engagement as part of this presentation, and detail is included in the accompanying report.

So if we look at the 2027 to 2030 capital plan, a few points to start off with.

The plan is developed using the city's capital planning framework, which looks at mid to long-term strategies, community plans, and overall service strategies in developing and informing the capital plan. This plan is a four-year capital plan, and it informs the annual capital budget over the course of the next four years. So the objective for this capital plan is to provide this four-year investment framework guided by council and board priorities, and this capital plan informs plebiscite borrowing, so the request that will go to the electorate as part of the plebiscite in October, and provides a plan for critical renewal and development of new infrastructure. Key inputs for development of the capital plan include council direction provided in the months leading up to the capital plan development, asset conditions, so information on facility condition that's been used to prioritize investments, which we summarize in this presentation and report. We consider the funding environment, so the capacity for funding, which is informed by taxes and fee projections and assessment of borrowing capacity. We look at initiatives already underway, so that's considered as well. And for some areas, and I'll speak to this, have a significant number of projects in the pipeline, and so that's considered as we look at developing the upcoming capital plan. We incorporate community and strategic plans in a variety of service areas. We also consider external funding opportunities in the capital plan development.

Some of the context informing the development of this plan. The economic and fiscal environment is one of uncertainty caused by geopolitical disruption that's impacting supply chain and driving up costs of fuel and construction. We also are in an environment of growing senior government budget fiscal deficits, which is constraining the availability of funding partnerships. And that factors into the projects that the city can incorporate in its capital plan. As we've presented to council previously, there's significant challenge around infrastructure renewal. And this has accumulated over many years and is an issue that's shared with many cities of similar age across the country. And it's really around aging assets and past underinvestment. In addition, we see the development industry is experiencing a large-scale slowdown that results in lower development-related revenue for the city. But as I noted, the capital plan is growing, and that's supported in large part by direction the council has taken around increasing city funding for infrastructure.

And notably, the council direction provided recently to approve a 2% infrastructure levy to accelerate renewed investments and needed renewal. I'll speak now around asset inventory. So as noted, this information is a summary of asset information which has been used to inform capital plan development. I think, as you'll see in the information shown on this slide and the subsequent slides, there's a significant breadth, a number of assets that have a very large value and significant age. And in some areas, facility conditions that are below good. And so we need to make sure that and through this plan we provide investment that supports improving renewal and infrastructure condition.

So the 2% levy to accelerate infrastructure renewal will make a significant difference in the ability to address the $500 million annual infrastructure deficit. And so council over the past four years has supported 1% increases in the infrastructure levy, which has... added a significant amount of funding in the current capital plan. And with the 2% infrastructure increases directed by council, it'll provide an additional $250 million over the course of the capital plan. So as you can see in the chart, this accumulates and it has the impact of reducing the amount of time it will take to close the infrastructure deficit. It would take an estimated 40 years to close the deficit with a 1% increase, but because of the power of compounding with the 2% increase, we are able to close that gap in 20 years. So a halving of the amount of time it's estimated to take to address the infrastructure deficit.

I'll now shift to just talking about some highlights on the current 2023 to 2026 capital plan. I want to emphasize that significant progress has been made in delivering the capital plan, and that's based on improvements in delivery processes and efforts taken across the organization to ensure that we're able to expedite the delivery of projects. And as a result, Over 93% of the capital plan will be allocated by the end of 2026, and there will be construction that will continue into this year and future years, but significant progress relative to prior years around capital delivery.

And you can see a number of the initiatives that are highlighted that have been delivered or in progress of being instructed as part of the current capital plan.

I'll now move to a summary of the 2027 to 2030 capital plan. Just to note again, as emphasized, council direction was incorporated in the plan development. Of course, there's many pieces of direction that can't be summarized here, but this provides a summary of some of the key capital plan-related direction that informed the plan development and is reflected in the proposed plan.

And this is a breakdown of the $3.5 billion proposed plan and the service areas where funds are allocated, again, with a significant focus on renewal of infrastructure.

And some of the key initiatives are highlighted here. The next section of the presentation will provide some more details on the various highlights, and the report has significant details around projects and programs contemplated in the plan.

And in addition to discussing the projects, we also have a focus on outcomes that will be achieved through the planned investments.

And the plan report that accompanies this includes a geographical view of the investments proposed in the plan. And as you'll see, there's significant investment across all areas of the city included in this plan.

Looking at how we will pay for this plan, you'll see that 73% is city contributions, 21% development contributions, and 6% partner contributions. And I will emphasize this is a shift from what we've seen in prior plans. In prior plans, it would be approximately 60%.

60% city contribution and 40% development and partner contributions. And so with the slowdown in the development market and with the constraints on senior government budgets, we've seen a shift and accompanying with council's direction to invest in renewal that's driving this shift to 73% city contributions. Were it not for the direction to increase City funding towards renewal, this plan would be smaller than the prior plan, but this approach is needed to advance critical investments in infrastructure renewal.

Looking at borrowing capacity, so as a normal part of the capital plan, we assess borrowing capacity. We look at metrics that our credit rating agencies use to assess our borrowing. We look at future impacts on operating budgets. And I'll note that the city has received the strongest credit ratings, AAA credit ratings. Because of our strong approach, and so we've looked at our borrowing capacity and also incorporated independent advice assessment of our borrowing capacity and are recommending that we do have the capacity to increase borrowing in a responsible and financially prudent way to support investments in community infrastructure and renewal. And So the proposed plan and proposed borrowing is within the metrics that are responsible and prudent. However, at the same time, we are not recommending to increase above this amount because, again, as we increase beyond these metrics, it creates risks around the city's credit rating as well as impacts on future budgets in terms of affordability.

And so related to this, as part of the report, you'll see the proposed plebiscite borrowing of $790 million, just under $0.8 billion. And this, if approved by council, would be the plebiscite borrowing question that would be put to the electorate in October. And you'll see the breakdown of the recommended borrowing summarized here.

As part of our capital planning, we also look at the impacts on future operating budgets related to investments. And so when we make investments in new and expanded facilities, there are costs associated with operating those facilities that have to be factored into future budgets. We also have to factor in costs around repaying, borrowing. as part of the plan. So this summarizes the future impacts that will need to be accommodated in the budget as part of the plan. But again, this is consistent with prior years and something that is needed to support investments and renewal and growth.

So for the next section, I'm going to call on colleagues from the city leadership team to present an overview of some of the highlights of proposed both assets and service categories delivered as part of this current capital plan, as well as highlights of the proposed 2027 to 2030 capital plan. And so I'll first...

And you can see the categories that will be included here. I'll first call Lon LeClair to speak on the streets area. You can use the arrows. Good afternoon, Mayor and Council. I'm LeClaire, General Manager of Engineering Services. So for this category, this is probably one of the most visible and consequential for most people's daily lives, is the streets category. The assets in this category include 1,500 kilometers of roads, tens of thousands of poles, almost 1,000 traffic signals, 30 vehicle bridges, of which six are major. What we've delivered so far in this capital plan are approximately 20 kilometers of new or improved bike lanes, 60 kilometers of roads renewed, 7 kilometers of sidewalks renewed. Thousands of poles have been replaced. Importantly, we started the renewal of the Granville Bridge. Phase 1 was completed. This is structural repair and recoding of the Granville Bridge steel frame. We've also closed the RFP on the means prevention fencing. This is the conceptual design. We have a consultant secured, so it's funded out of this plan, but it continues into the next plan. We've also completed the first phase of the Canby Bridge seismic upgrade and started the second phase. When we look to the next plan, what we're proposing to do, similar investments for cycling, which is another 20 kilometers of new or improved bike lanes. But we are looking at doubling the lane kilometers of road renewal, increasing sidewalk renewal by about three times what we did in the last plan. We will be continuing the structural repair and recoding of the Granville Bridge in the next phases and anticipating if we complete the conceptual design for the means prevention fencing by the end of 2027, we would then be moving on to detailed design and implementation of that.

Just to highlight the Canby Bridge work, this is a big project. The seismic upgrade results in a very significant improvement in seismic performance of the bridge. This project is a project that really wouldn't be happening if it wasn't for significant funding from the federal government to the tune of $84 million through the Disaster Mitigation and Adaptation Fund, but also very significant contributions from TransLink.

Another thing I did want to highlight as well, earlier this year, Council received a presentation from staff on the VANSTAT on the conditions of the roads and sidewalks. And in that presentation, you would have seen that the average condition of the road has been deteriorating for the last couple of decades. As a result, Council directed staff to include $104 million in renewal in this area.

What that means is that for the first time in decades, actually, we will see the average road condition actually improve in the next capital plan over the next four years. In addition to that, and somewhat similarly, TransLink has also increased the funding for the major road network, almost tripling the funding of the funding that will be spent in Vancouver.

I'll pass it over to Steve.

Good afternoon, Mayor and Council. I'm going to be sharing the parks and public spaces plan as part of the capital plan. So parks and public open spaces often fill the role of third place for many of Vancouver, providing the many amenities and needs that fill the space between life and our time at work or school. For many, these spaces create a sense of belonging, provide an opportunity for health and wellness, and moments for disconnection and clarity. The city's parks and public open spaces network consists of a wide range of assets, as you can see on the screen, that people interact with every day, from the seawall and waterfront spaces to sports fields and courts, playgrounds, dog parks, plazas, and the essential facilities like washrooms and field houses. These spaces are part of the daily experience of living in Vancouver. When these spaces are designed and well maintained, Vancouver achieves a level of livability that sets it apart from cities around the world. These investments we are discussing today are focused on maintaining and improving these spaces so that they continue to meet the needs of a growing city while remaining accessible, welcoming, and resilient for years to come.

As I prepare to guide council and the public through materials supporting the important decisions today, a review of what can be achieved over four years is best captured by looking at what we've come to accomplish over the past four. Of the $273 million of city-led capital programming in the last four years, approximately 99% has already been allocated and in the process of being delivered or delivered. The park board team and engineering team are proud to have delivered two exceptionally strong capital delivery years in 2024 and 2025, both exceeding over 100% of delivery. And we remain on pace for 2026 for another solid year. Of note on this slide is the breadth of what has been delivered. We've invested across the entire parks and public spaces system rather than focusing on any single asset type. In park amenities, we've added new parks, upgraded existing parks, expanded sports infrastructure, renewed playgrounds, and advanced planning for our future inclusive destination playground. In our natural areas and urban forest work, we've restored habitat through creek daylighting projects, implemented green rainwater infrastructure, and planted approximately 11,000 trees. We've continued investing in our seawall and waterfront assets, renewing piers and marine structures that are critical to public access to our long-term and long-term asset management. And delivery included upgraded park buildings and infrastructure, including washrooms, fleet assets, decorative water features such as the Queen Elizabeth Park dancing fountains and waterfall. And finally, we've contributed to expanding and improving the public gathering spaces through public realm improvements, permanent neighborhood plazas, temporary public spaces that support vibrant and active communities, notably the improvements in Gastown and Granville Street.

and the many neighborhood plazas that were either temporary and now converted to permanent, or new temporary plazas that are in place today. Overall, the current capital plan reflects significant investment in both maintaining existing assets and expanding opportunities for recreation, gathering, and access to nature across Vancouver.

As we focus on the four years to come, the proposed investment is $278 million, with funding coming from a combination of city contributions and developer-led funding. much of these investments being delivered by the Park Board and engineering teams, and in many cases, both. Overall, the plan reflects a balanced approach that focuses on maintaining service levels, renewing critical infrastructure, and making targeted investments where demand is greatest. The largest proposed area of investments is park amenities. This includes growth and renewal of our existing park system, as well as improvements within these spaces that increase accessibility, safety, playability, and year-round use across the city. In subsequent slides, I will highlight three priority projects for a little bit more detail. We're also continuing to work in the urban forest and natural areas, supporting biodiversity, habitat enhancements, tree planting, and climate resilience. and a significant portion of the plan is directed towards park buildings, infrastructure, and fleet, including investments in improving public access to washrooms and addressing aging infrastructure throughout our system. Finally, we're proposing investments in public realm improvements, pedestrian zones, and plazas, again through work with engineering and oftentimes led by engineering, to support public life, community events, business activity, and safe gatherings throughout Vancouver.

Highlighting one exciting project is the Broad Slopes Project. Again, this is a piece of work jointly led by Park Board and engineering. This is a really great example of how creating new park space in areas experiencing significant growth create benefits that can be achieved when departments work together. As a key destination and connection point along the Arbutus Greenway, this project will deliver a multifunctional neighborhood park. That includes open lawn space, a skate and small wheels area, pollinator and rain gardens, dog off-leash area, public washroom facilities, gathering spaces, and accessible pathways. The location is particularly important because it serves the Broadway Plan area and will provide benefits to more than 19,000 residents who live within a 10-minute walk of the space. One of the key outcomes of this park provision is increasing park provision by 40% in that neighborhood, and the project's estimated budget of $8.8 million is already underway and is expected to be complete in 2029.

Another project endorsed by our board as well as Council is the Beacons Field Synthetic Turf Renewal. This project reflects our focus on maximizing the use of existing park spaces in response to growing demand for sport facilities. The project replaces an existing gravel field with a modern synthetic turf field that can accommodate approximately four times the play of an existing natural turf field. Once complete, the field is expected to provide up to 3,000 additional permit hours to our system, helping address ongoing demand for quality playing surfaces. The location, well-suited for this investment because it's close to transit and complements existing sports facilities in the area.

Project budget is $8.4 million, with construction expected in 2028 and 2029. And finally, highlighting another joint project between Park Board and Engineering, Columbia Park, which is an excellent example of a one-city approach to investment. It supports multiple objectives at once, accommodating population growth, improving park services, enhancing climate resilience, upgrading infrastructure, and strengthening neighborhood connectivity. The project combines several community benefits in a single initiative, including a new synthetic turf field, a renewed playground, a new washroom, and the Alberta Blue Greenway system. A unique feature of this project is the integration of an underground stormwater infrastructure with park improvements, allowing us to use limited urban space more efficiently while delivering benefits across our department. project budget for park improvements is roughly $10 million, and we expect this to start in 2028 and potentially be complete by 2030. This project illustrates how parks can contribute to a broader city goal while contributing high-quality recreational amenities. I'm happy to share the mic now with Margaret Witkins of ACCS.

Thank you.

Great. Arts, culture, and heritage includes cultural centers, entertainment and exhibition facilities, theaters, performance spaces, public arts, and heritage. These facilities help create the vibrancy of the city and shape its character and expression.

The 2023 to 2026 capital plan delivered a number of key projects within this area. This included the renewal and expansion of the Peony Amphitheater, a new covered multi-use outdoor venue with a 10,000 person capacity. It also included delivery of temporary and permanent public artworks and ongoing maintenance and restoration of existing artworks. CULTURAL SPACES GRANTS SUPPORTED APPROXIMATELY 150 PROJECTS ACROSS CITY-OWNED AND COMMUNITY CULTURAL SPACES, INCLUDING UPGRADES TO GALLERIES, THEATERS, AND ARTIST STUDIOS. NOTABLY, CAPITOL GRANTS SUPPORTED COUNCIL PRIORITIES RELATED TO CULTURAL REDRESS, INCLUDING RENOVATION TO THE CHINESE-CANADIAN MUSEUM, THE JOY KAGAWA HOUSE, AND THE FUTURE JAPANESE-CANADIAN HASTINGS PARK INTERPRETIVE CENTER.

Looking ahead to the 2027 to 2030 capital plan, there's a focus on maintenance and renewal of existing facilities, including major renovation and enhancements of the historic Fire Hall Arts Theater with an emphasis on accessibility and functionality. Improvements related to accessibility and functionality will also be advanced at the Vancouver Civic Theatres. Cultural grants will support city-owned and non-city-owned cultural spaces and cultural redress priorities.

And there will be continued advancement of the public art program, including permanent and temporary artworks and maintaining and restoring existing artworks. A highlight is the Fire Hall Arts Center Renewal. This builds on council direction from the midterm capital update. The Fire Hall Arts Center Renewal is a priority project focused on accessibility and functional upgrades. It's a 12,000 square foot facility with 140 seats and a city-owned heritage facility that hosts over 200 events a year and serves around 35,000 attendees. with a strong focus on equity, disability, and Indigenous programming. This project will deliver critical renewal and functional upgrades, including elevator entrances, washrooms, as well as life safety improvements, removing barriers for audiences, artists, and staff, with delivery targeted by Q1 2029. I will now pass to my colleague, Chief Frye.

Good afternoon, Karen Fry, Fire Chief and General Manager for Vancouver Fire Rescue Services. Firstly, I'd like to thank each and every one of you. This will be my last presentation to you, Council, before I transition into retirement. Sorry, Donnie. We have accomplished so much in our term, and I can't tell you how much your support has meant to not only me, but to our entire department. Our city and our firefighters are safer because of you and your support for public safety. So with that support, it doesn't end when I leave. We move towards the next capital plan, and I will present on public safety, which includes VPD, VFRS, and the animal shelter. While I'm standing here today, I'd like to acknowledge my colleague, Chief Rye, with an R, who will be here to answer any questions that you have towards the VPD portion of the capital plan. So Vancouver Police and Fire have been protecting our beautiful city of Vancouver for over 140 years this year. Currently, VPD has five primary and 10 secondary police facilities and approximately 500 vehicles and equipment, while our Vancouver Fire Rescue Services has 19 fire halls strategically located throughout our city and five specialty facilities with approximately 150 vehicles and equipment. The city also has one animal control shelter and eight vehicles and equipment.

So the delivery of the last capital plan will see an allocated $144 million spend at the end of this year. Some of the biggest projects include our renewal and expansion of the downtown South Fire Hall 8. Due to be completed in 2029, it is a fire hall with social housing high-rise and daycare.

Additionally, the renewal and expansion of our Grandview Fire Hall 9 is currently in the planning and redesign phase after a re-scope, and construction will begin this year. Finally, the animal shelter is under redevelopment that will see a 12,000 square foot purpose-built shelter beginning this year and completion expected in 2028.

For the 2027 to 2030 capital plan, we are requesting $205 million for our key projects and programs, and this will include a new fire hall 2 to be built at 422 to 496 Alexander Street, replacing the existing one at Main and Powell. Fire Hall 1 seismic upgrade. Fire Hall 1 currently is a working fire hall, our administration offices, and our fleet mechanic shop. The upgraded seismic standards will ensure that our firefighters will be in a better position to respond to our city when an earthquake hits. Additionally, we will also be including an upgraded HVAC system that will add much-needed cooling capacity to the building. For my partners and our partners at Vancouver Police, a $37.4 million investment in technology to support the operational needs of technology, infrastructure evergreening, computer hardware replacement, HR modernization, Also to maintain them to a modern policing capabilities with key investments in public safety, CCTV cameras, automated license plate recognition technology, drone as a first responder capabilities, which also have really helped our fire department during a lot of our large fires, and real-time integrated technology. So let me tell you about, as a key highlight here, a little bit about Fire Hall 2 at 422 and 496 Alexander Street. For those of you who haven't been in the existing one, to say that it is underbuilt for today's environment would be kind. We are busting at the seams. This fire hall, new fire hall, will be built in tandem with Fire Hall 9. Some of the key outcomes will be floor bays, which will allow all current apparatus to be parked inside and respond from inside. It will be built to the most up-to-date post-disaster requirements, and it will keep our firefighters safe. It will have upgraded ventilation, decontamination, and respite.

For both police and fire, We are looking for investments that will include renewal of our aging vehicles, 240 police cars, which include a marine unit and a modest 26 vehicles for growth. 50 vehicles, equipment for fire replacement, and an additional six apparatus for growth and surge capacity. With our last growth plan, we took out of our reserves, and so we are very limited right now in our ability to increase our staffing levels when needed for large events.

Finally, police looking for $5 million for facilities that will support their ongoing lifecycle renovations and replacements over their building infrastructure. And with that, I will turn it over to my colleague, Craig Crawford.

OKAY. GOT IT. GOT THAT ARROWS WORKING. GREAT. GOOD AFTERNOON MAYOR AND COUNCIL. I'LL BE SPEAKING ON THE COMMUNITY FACILITIES AND CIVIC FACILITIES SERVICE CATEGORIES OF THE CAPITAL PLAN. COMMUNITY FACILITIES ASSET CLASS INCLUDES A BROAD RANGE OF PUBLIC FACING USES INCLUDING LIBRARIES, COMMUNITY CENTERS, REC CENTERS, POOLS, ICE RINKS AND CHILDCARE SPACES.

Looking back at the 2023-26 capital plan, some of the highlights that have been delivered include the Sunset Senior Center that recently opened, the Marpole Community Center that is just nearing completion right now. Two library upgrades and expansions are currently in progress. A community economic hub is currently under construction at 525 Powell. That's an indoor space for street vendors and is part of a social housing development. AS WELL, THE NEW VANCOUVER AQUATIC CENTER IS SCHEDULED TO START CONSTRUCTION BY THE END OF 2026.

As well in 2023-26 capital plan, there's a number of child care projects that have been delivered for, including David Lord George, Eric Hamber, Henry Hudson, and Sam Stone. That's a total of 282 that are complete, and another 65 are coming online when the Coal Harbor project is completed, which is currently wrapping up.

MOVING ON TO THE 2730 CAPITAL PLAN FOR THESE COMMUNITY FACILITIES ASSET CLASS. WE HAVE A COMMUNITY CENTER RENEWAL PROGRAM IN ALIGNMENT WITH THE 2730 CAPITAL PLAN FOCUS ON RENEWAL AND REPLACEMENT. the city's aging assets as well we're going to continue to modernize the city's libraries with a focus on the main library and as well we're looking forward to delivery of up to 160 more child care spaces these will be in-kind amenities delivered through private developers

Moving on to civic facilities and equipment, the civic facilities asset class includes a range of administrative buildings and service yard infrastructure. In 23-26, one of the key highlights was delivered was Sunset Yards Operations Center.

It was completed earlier this year in April of 2026. and as well a very comprehensive capital maintenance and renovation program. That capital maintenance and renovation program includes a broad range of essential upgrades and renewals, includes accessibility upgrades, seismic strategic energy management, and specifically the ammonia charge reduction, which is an ongoing program. Just a couple of things this maintenance renovation program was able to fund was the urgent kids pool repairs and upgrading the rinks at Britannia and the agrodome.

Some of the key projects and programs under the 2730 Civic Facilities Program, including the next phase of upgrading the Sunset Yards facility. That's an ongoing project that has several phases based on a master plan that was developed a couple years ago. We're going to upgrade the Manitoba Yards by building two new operations buildings and continue our capital maintenance and renovation program delivery.

I want to highlight the Manitoba Yards Operations buildings. These designs of these buildings will be based on the Sunset Yards project, so we will save some design time and overall project delivery time by replicating a design of a successful project. It's going to create improved working conditions for staff. It's going to create a more efficient use of the site and be seismic resilient with some post-disaster capacity and reduced operating costs. These buildings, the Sunset Yards building was built to a passive house standard, so it should have excellent energy efficiency going forward. That's the end of my presentation, and I'm going to invite Josh up to talk about seismic and climate resilience.

THANK YOU, COUNCIL. I'LL COVER AREAS OF CLIMATE AND SEISMIC RESILIENCE WHICH HAVE BEEN BUCKETED TOGETHER HERE. IT INCLUDES INVESTMENTS SUPPORTING CLIMATE OBJECTIVES FOR THE CITY INCLUDING BUILDING EFFICIENCY, INNOVATION AND COOLING, PUBLIC EV CHARGING NETWORK AND CLIMATE ADAPTATION INITIATIVES ALONG WITH SEISMIC SAFETY IMPROVEMENTS IN BUILDINGS.

THIS SLIDE SPEAKS TO THE AREAS OF INVESTMENT IN THE 2023-26 CAPITAL PLAN.

FOR THIS UPCOMING CAPITAL PLAN, THERE ARE FOUR GENERAL AREAS OF PROPOSED INVESTMENT. FIRST IS CLIMATE ADAPTATION. INVESTMENTS INCLUDE THE FIRST PHASE OF STILL CREEK RESTORATION, WHICH IS A FEATURE OF THE RUPERT RENFROE PLAN IMPLEMENTATION. THIS IS FOR $7 MILLION. WE'RE ALSO CONTINUING PROGRAMS FOR EXTREME HEAT SAFETY FOR VULNERABLE RESIDENTS, UP TO 1500 UNITS.

SECOND, WE HAVE BUILDING EFFICIENCY INNOVATION AND COOLING, INCLUDING FOR POLICY REGULATORY INCENTIVES AND INDUSTRY SUPPORT TO ENABLE MASS TIMBER PREFAB CONSTRUCTION AND CONTINUED STREAMLINING OF ELECTRICAL CONNECTIONS. THIRD, WE HAVE EV CHARGING. PUBLIC EV CHARGING INVESTMENT WHICH INCLUDES LEVERAGING EXISTING FEDERAL AND B.C. HYDRO PROGRAMS. THIS IS IN ADDITION TO PARKS PARKING FAST CHARGING AND THIRD PARTY CURBSIDE CHARGING WHICH WE HAVE RECENTLY OPENED UP. FOURTH, WE HAVE SEISMIC IMPROVEMENTS. THIS INCLUDES THE SEISMIC INVENTORY OF VANCOUVER'S BUILDING STOCKS, A KEY PART OF THE SEISMIC STRATEGY YOU RECENTLY PASSED, AND SOME PILOT RETROFIT PROGRAMS ON CITY-OWNED BUILDINGS. AND FOR CLARITY, THAT IS THE $1.3 MILLION ALLOCATION ROUNDED TO $1 MILLION. NOTABLY, ALIGNED WITH OUR CORPORATE APPROACH ON CLIMATE RESILIENCE AND SEISMIC RESILIENCE, VARIOUS CITY FACILITIES AND ASSETS INCLUDE UPGRADES AS PART OF CAPITAL PROJECTS TO INCLUDE RESILIENCE, SOME OF WHICH MY COLLEAGUES HIGHLIGHTED, INCLUDING CRAIG WITH MANITOBA AND SUNSET YARDS. CHIEF FRYE WITH FIRE HALL ONE AND ANOTHER EXAMPLE, COLUMBIA PARK UPGRADES WHICH INCLUDE FLOOD RESILIENCE AS PART OF THE PROJECT STEVE HIGHLIGHTED. AND NOW I'LL PASS IT BACK TO LAWN.

GM Engineering back again. Now to speak about this category, which is all things water. This category includes drinking water, rainwater, and wastewater. Ultimately, the assets included in this group include thousands of kilometers of pipes, meters, pumps, hydrants, valves. A lot of this equipment is largely hidden from view, but is essential to service residents and businesses across the city. In this capital plan, we've delivered or about to finish delivering 25 kilometers of sewer renewal, 40 kilometers of water pipe renewal, four renewed pump stations, and 7,000 water meters on properties that were previously unmetered. In addition to that, we've delivered green rainwater for infrastructure and flood management in key locations across the city. If you look at the next capital plan, we will be ramping up sewer renewal. So we're planning for 32 kilometers of sewer main renewal, continuing water main renewal, another four renewed pump stations, and in addition, some significant investment in green infrastructure, including some of the projects that were already mentioned, Columbia Park, Still Creek, Hastings Sunrise, and Mount Pleasant.

Generally, the pipes in this system, they last about 100 years and a lot of them are coming due for replacement because a lot of our city was built about 100 years ago.

The ongoing goal is to renew it about 1% a year so that you do have kind of an ongoing forever replacement project, so to speak. In addition to that, because it's an ongoing forever project, we are also transitioning the way we fund it. So if you look at the funding strategy for sewers here, you can see that we're about equal on debenture and pay-as-you-go as we transition to pay-as-you-go. For water, we are already at the pay-as-you-go rate, so the great news for the water renewals work that's underway is that there is no ongoing borrowing costs because the fees that we collect that year for water help pay for the renewal.

In addition into the next capital plan in response to council direction, we're ramping up our metering of unmetered properties. So last in this capital plan, we've delivered 7,000 new water meters. In the next capital plan, we're planning on doubling that to 14,000 water meters on existing unmetered water properties. I will also talk to the next category, which is waste and energy utility. In this category, we have the region's only landfill. Of course, this is Vancouver-owned and operated landfill, but we do receive waste from all the cities across the region. We also have our own transfer station for solid waste at Manitoba Yard. We have two recycling centers, and then we have a host of equipment that's related to sanitation, including sweeper trucks and waste pickup trucks. In addition to that, of course, we operate our own neighborhood energy utility.

As part of this capital plan, there's a lot of obligation that comes with managing a landfill in terms of progressive closure, managing leachate and stormwater, but also capturing the gas that comes off of the landfill. And we've been very successful at being able to repurpose that gas as renewable natural gas. Also, our neighborhood energy system expands as development around that area that it serves expands.

In the next capital plan at the landfill, we will be continuing to do the ongoing stewardship of that site. In addition to the usual leachate gas and stormwater management, we're also going to be investing in renewal of the way stations and the stormwater management system. In addition, the neighborhood energy utility will continue to expand as consumer demand expands in the area.

The landfill, both of these as utilities, are kind of funded by users.

And so the work that happens at the landfill, in terms of its funding strategy, it's generally all pay-as-you-go with some partner funding from Metro Vancouver.

Thank you, Lon. So behind so many of the modern services that a city provides for its residents are technology. So the asset class in terms of technology services that supports the delivery of those public services includes about 6,500 computers and laptops, 850 infrastructure components, so I think servers and network switches. We maintain over 400 software applications to deliver those services. Uniquely for a city of our size, we have 300 plus kilometers of fiber optic cable, which allows us to connect our city facilities and increase our resiliency. And then we have AV setups both in city council chambers as well as in the park board chambers. In terms of the current capital plan, we will have delivered approximately $135 million of value over the course of the last four years. The majority of this is in the maintenance of our core IT infrastructure. We implemented a new data center to move out of our city hall data center. We extended and renewed about 80 kilometers of that fiber optic network that I mentioned, as well as ensuring that we're replacing the client hardware that our staff use over the course of the capital plan. We've also modernized many of our core city internal processes, for example, our financial planning transformation and our human resources information system, which just went live recently. In partnership with DBL, we've focused and invested heavily in digital transformation around our permitting and licensing, resulting in positive outcomes for both staff and customers alike, reduced wait times, and improved service delivery. So together, these investments have strengthened our technology foundation, improved service delivery, and created many of the capabilities that support our ongoing digital transformation efforts. In terms of the next capital plan, you'll see a consistent theme, again, with the majority of the investment on our infrastructure and core foundational technology. So think about our renewal lifecycle for the end-user computing devices across City of Vancouver, VPD, and VPL. We're also going to increase the amount dedicated towards cybersecurity to ensure that we're protecting the vast amount of data that we hold both around city business and operations, as well as our citizens. We'll continue to invest in our digital transformation program, modernizing and digitizing permitting and licensing services, and then leveraging that investment across a range of other services. In terms of that core technology foundation, the investment will be used to sustain and modernize our foundational technology infrastructure, as well as the deployment of enhanced cybersecurity platforms, tools, and governance capabilities. We'll move the average computing device replacement to approximately five years, and we expect that the majority of that funding will be in that area. Other examples include Council AV modernization, upgrade of our 311 contact center, various database upgrades, as well as security monitoring and response services. In terms of technology modernization, we'll continue to create those foundational capabilities across departments that will improve efficiency, user experience, and service integration.

So things like case management, enterprise payments, and identity, things that you invest in once and can use across multiple service areas. We'll also address technical debt, replacing end-of-life systems, enhancing performance, functionality, and integration between those systems. And with that, I'll hand it over to Ryan Bigelow. Thank you.

Afternoon, Council. Ryan Bigelow, Managing Director of Non-Market Housing Development and Operations. I'm going to go over the housing service category. So the city has over 250 sites that support a variety of housing, including shelters, SROs, non-profit and co-op housing, and market rental housing. The city directly owns and operates just over 1,000 SRO and social housing units, as well as a handful of market rental units. The city also acquires and holds land for future housing development. Notably, the city's housing assets are just part of a larger housing system, and most of the housing assets in Vancouver are partner-owned. So to support the preservation and growth of this partner housing, we provide capital grants.

SOME ANIMATIONS HERE, BUT I'LL SKIP OVER THAT. SO FOR THE 23 TO 26 CAPITAL PLAN, INCLUDED 675 MILLION TOWARDS HOUSING, 340 MILLION WAS CITY LED AND 335 MILLION RELATED TO IN-KIND ASSETS WE OBTAINED FROM DEVELOPERS. Notably, towards the end of the capital plan period, many senior government funding programs were wound down, as well as we saw a softening of the housing market. But despite these headwinds, the city and its non-profit delivery partners have leveraged over $1 billion in senior government funding and financing for housing development on city land during this capital plan, which is significant. But we don't expect the same in this upcoming capital plan. While 2026 has been filled with uncertainty for new housing developments, we intend to utilize all the funding in the 2023 to 2026 capital plan. Some highlights. Most of the housing capital went towards acquisitions of land for future housing development. We acquired or transferred 10 sites, which once developed will deliver over 900 homes. And we have additional acquisitions anticipated throughout the rest of 2026. We funded significant pre-development activities at a cost of $40 million, much of which will be recoverable when those projects proceed to construction. This helped initiate or advance 24 projects closer to construction, and once developed, these will deliver over 3,000 homes. Council also approved $30 million in capital grants for six projects to non-profits developing on their own land. Most of these started construction or will start construction shortly and tally up to about 800 homes. Lastly, we replaced 30 city-owned SRO rooms and provided a number of SRO grants, improving the livability of 480 non-city-owned SRO rooms.

Just 13 slides to present.

I think roughly 10 more minutes.

Okay, I'll talk a lot faster. For 27 to 30, limited senior government funding and the softening of housing market conditions are anticipated to continue and will have a significant impact on the delivery of new affordable housing in Vancouver. So the proposed plan includes $176 million towards housing, $104 million will be city-led, and these investment levels align with the anticipated conditions. So nearly all of the city-led plan will be funded by the empty homes tax at $88 million. So how are we going to use this $104 million of city-led capital? $75 will go towards acquisitions, SRO replacement, and development. We anticipate acquisitions of land and building to deliver approximately 210 affordable homes and to plan and initiate 10 new development projects with our pre-development capital. To make our housing dollars stretch and deliver more affordable housing, we will leverage senior government funding where it's available, but we also will explore alternative funding approaches where it's not. While acquisition funding is lower in this capital plan, greater emphasis is being put on redevelopment of existing city lands, which will help the city continue to progress its housing goals and targets. Capital maintenance is the next largest program at $17 million to preserve our existing housing stock, and we'll spread that across nine buildings and 771 units. Housing capital grants are the third largest program at $10 million to help nonprofits deliver affordable housing on their own sites. The grants are meant to complement senior government funding programs, not replace them, so we're earmarking funding for roughly two to three projects.

Just to illustrate some investments from the capital plan, I wanted to highlight two items that are advancing our housing goals on city land. First is the acquisition of an assembly on Renfrew Street and the future redevelopment of a nearby city-owned site that's underutilized. This acquisition was completed last year, and we're planning the development of the site to replace and expand co-op housing. Once developed, a nearby city-owned site can be unlocked for further development. Overall, this pocket of sites could deliver roughly eight times more housing than what exists today and demonstrates the magnitude of additional housing we can create on city land that we already own. LASTLY, I WANTED TO PROVIDE SOME GREATER EMPHASIS ON OUR ASSET PRESERVATION EFFORTS. SO I WANTED TO HIGHLIGHT ONE OF OUR BUILDINGS WHERE CAPITAL MAINTENANCE DOLLARS ARE GOING. 1067 SEYMOUR, CITY OWNED AND OPERATED BUILDING, PROVIDED AFFORDABLE HOUSING TO 110 RESIDENTS, PRIMARILY SENIORS. BUILDING WAS CONSTRUCTED IN 1991. SO IT'S NOT REALLY A NEW BUILDING BUT HAS MANY YEARS LEFT IN IT IF IT'S PROPERLY MAINTAINED. SO THROUGH THIS CAPITAL PLAN, WE INTEND TO COMPLETE MAINTENANCE AND REPLACEMENT OF KEY BUILDING SYSTEMS TO CONTINUE PROVIDING AFFORDABLE AND LIVABLE HOUSING HERE. So that's it for housing. I'm going to pass you over to Alicia McCallum to summarize some of our engagement through the capital plan. Perfect. Thank you, Ryan. Good afternoon, Mayor and Council. I'm Alicia McCallum, the Chief of External Relations, and I'm pleased to present you the results of our 2027 to 2030 capital plan engagement process. And in contrast to my colleague, Chief Fry, who did a great job of holding it together this afternoon, this marks my first time presenting in Council Chambers today.

I'd like to start off by talking about the capital plan engagement background and objectives. We had more than two weeks from May 22nd to June 7th, and that gave people time to learn about the capital plan and share their input. We asked for input on specifically capital investment priorities, how the city manages infrastructure, financial strategies for capital planning. And the results are a snapshot of public priorities, and we want to remind everyone that should be considered alongside asset condition, service needs, financial capacity, and, of course, council direction. So in terms of how we engaged and who we heard from, we used online and in-person tactics to reach those who were interested or impacted. And that included a survey in seven languages, 10 pop-up events. We issued postcards. We did an email outreach. We circulated posters. And we had a social media campaign. In total, we heard from approximately 500 people in person, 4,265 online survey responses from residents, businesses, and community organizations. And that survey was open to anyone who chose to participate. So the results are a snapshot of participant priorities, not statistically representative as a sample of Vancouver.

In terms of the profile of survey respondents, we heard from a broad range of people across the city. The survey respondents included people living in different neighborhoods from different age groups. Business owners, sorry. I've never had a problem with projection. I don't think anybody, I think we've gathered that, yeah. People from different age groups, business owners and operators, and people connected to community organizations serving Vancouver. Respondents were a mix of homeowners, renters, people in different housing situations. About half of those respondents were homeowners. Nearly one quarter of those respondents lived in households with children under 18, and the results were weighted to match census data on age, gender, geographic region, and among those residents. In terms of the priorities for the capital plan investments, I'd like to give you now an overview of the respondents' priorities for investments. Respondents were asked to rate the importance of the 12 capital plan investment categories. Overall, the results show a strong interest in core infrastructure, transportation, community facilities, parks, and recreation. These priorities generally align with council direction, including increased investment in roads and sidewalks and renewal replacement of major recreation facilities. In the online survey, water, sewers, and drainage was the highest rated category, with 97% of respondents saying it was either very or fairly important. Other top categories included transportation and streets, community facilities, and parks and open spaces, waste collection and diversion and disposal. At the in-person pop-ups, participants identified housing as the top priority, followed by community facilities, transportation and streets, parks and open spaces, and child care.

When asked about transportation and street improvements, respondents prioritized protected bikeways and cycling connections, pedestrian safety, transit-supported street improvements.

In terms of parks, open spaces, and related amenities, recreation facilities were the top priority, followed by park buildings and infrastructure, park renewals and amenity upgrades, urban forest and natural areas, and seawall and the waterfront. And in terms of top priorities for community center spaces, this slide will show you the top priorities for residents living near the five community centers identified by council for renewal or replacement. Across those five locations, amongst the strongest priorities for facilities were the fitness facilities, pools, libraries, or learning commons. Overall, the results show a strong interest in renewing these facilities to support recreation, wellness, learning, and flexible community use. In closing, I'd like to acknowledge and thank our public engagement team for their expertise and professionalism throughout this process, and I will ask Colin to return to the podium to wrap up our presentation.

THANK YOU. I'LL WRAP UP THE PRESENTATION WITH JUST A SUMMARY OF WHERE WE ARE IN THE PROCESS. AGAIN, THIS IS A KEY STAGE IN THE PROCESS FOR GETTING COUNCIL'S APPROVAL OF THE CAPITAL PLAN THAT WILL INFORM THE ELECTORATE APPROVAL OF THE BORROWING ON OCTOBER 17TH. And further, I'd just again like to acknowledge the work of many staff in the departments represented here for their work assembling this. And with that, I'll conclude the presentation. Thank you.