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50:52 is an effort to strategically think and plan for facilities investments to address all these issues, to improve your city services and anticipate, prepare for that regional growth. This process, we have worked extensively with city staff. We've had oversight leadership team that's helped with everything. We have done many interviews and some focused work sessions. We've also toured 27 facilities and then worked closely with your leadership team and city manager throughout. The scope of this project, we covered 30 city-owned facilities and also included the planned facilities, five leased facilities, all totaling just about 827,000 square feet.

51:48 And that covers the five major functional areas, administration, public works, the parks, recreation, and cultural services, and your public safety. Looking at your overall portfolio, you have a decent base in assets, but it is aging. And over half of your facilities are functioning sub-optimally. And that is just going to, that and the conditions are just going to continue to exacerbate as it anticipates growth and you continue to absorb that growth. Also to note, if you are budgeting currently annually, 2.4 million for major maintenance, but in order to adequately cover, according to industry standards, maintaining your current facility portfolio, the goal is to actually increase that to 4 million annually.

52:47 So looking at all of the challenges that your facilities face, I'm gonna do a quick recap of your issues here. Police, your headquarters, they need to move out of that facility. It's undersized and it's aging. Your precincts, while they are in decent shape, they are not that old, they are at capacity and they do not have any room for growth. Your evidence storage, you need more space there. And also there is no long-term solution currently for training for your police department. Fire, you have some really new facilities, but you also have some aging ones, specifically station five, that is in poor condition and at capacity. Your training facilities are also inadequate and new stations have been noted as needing in the water

53:47 to serve the waterfront area, as well as Northeast Vancouver. Administration is doing pretty well. You have a gorgeous facility here at City Hall. It's in a prime space in your city. But there's some things that are needed that were noted by your staff, such as larger meeting space, some training area. We know that the parking is limited. We know you also have done some work on some mobility studies. And we also are aware that you are planning to address many of those issues by the development at Chokolove, including addressing the customer service. Parks, Recreation and Cultural Services. Your community centers, you have some really old ones that you've been investing in, and some new, like Furstenberg. Lots of really heavily used and active places, but they are at capacity,

54:45 and many of them do need modernization. And then there are some, such as the Luebke Senior Center, that are just underutilized. We've also noted that some storage is needed to support supplies for your downtown events and volunteers. Public Works, you are very familiar with all the needs there. The facilities are in critical condition, which is why you've chosen to move forward with those investments. And we also noted that your Water Resources Education Center is underutilized. This facilities plan, we focused on some six facilities. You'll see in your packet, these facilities were the ones that were most challenging, and they also had quite a few different potential solutions. And we worked through those with staff, kind of talking through the different possibilities

55:42 in order to move forward with some recommendations. - Thank you, Beth. I'm Julie Basik. I was the partner that oversaw this development, and I am delighted to summarize our recommendations, the cost estimates, and the funding strategy. A little context first, as you all know, having been involved in a number of facilities projects, major investments in facilities can take over a decade to complete. So these are a marathon, not a sprint. This is about setting the city up to serve the community for generations to come. It's really smart that you are not waiting, that while, that you're investing in plans like this one, so that in the interim, as you are positioning to fund those major investments over time, you have guidance on where to target resources,

56:39 how you can improve use of the space that you currently have, and how to set in motion things like land acquisition that help you in the near term with relatively small investments position yourself to have the most flexible, cost-effective, longer-term investments in your facilities. This map and list summarizes all of the key recommendations from your plan. We're not gonna go into them in detail, but I will summarize some of the high points. In the immediate timeframe, so the next five years, focused on police headquarters for two new and two remodeled fire stations, the customer service improvements at Chalk Glove, the work you're doing at the Arts Hub, the major project at the Operations Center, and then once that project is done, depending on the future of community court, providing space for that facility.

57:37 In the near term, we recommend remodeling some existing underutilized space at the East Precinct, as well as addressing some parking deficiencies there. Helping provide vehicle evidence storage expansion with some additions at your evidence storage facility, that's the area in which their storage is most efficient. Remodeling and eventually rebuilding Station 5. Doing some minor improvements to shuffle rooms, improve meeting spaces, and potentially activate the first floor of City Hall facing the park. And then doing some minor improvements and connecting Marshall and Luebke to improve the use of those spaces. Medium term, identify the fire station serving the waterfront, and then a host

58:33 of opportunity-driven projects that are either based on potential partnerships, such as the Joint Training Facility, or when growth demands. So when your population is there and you are ready, then you're gonna need to invest in some new public safety, as well as parks and recreation facilities in North Vancouver. Moving on to costs, a couple caveats. We have taken costs that were already available from the propositions and/or your own budget, or were provided by ACC Cost Consultants, who was our partner on the project. For all of the recommendations where we have phased them in a particular year, we've escalated the costs. However, opportunity-driven projects, we're using our 20, $25 as those can happen anytime in the future, so we didn't have a year to escalate.

59:32 They are full project costs, including soft costs, sales tax, et cetera, and notably they are based on information provided as of the pre-final report, which was completed in December 2025. So Council has already seen costs evolve in 2026 for your current ongoing projects. These costs in the report are timed for when we finish analysis in December 2025. This chart summarizes costs by phase. You can see in the immediate term, there is a significant investment primarily driven by that orange bar, the operations center. The projects in this time period are immediate critical issues, and the ones that are scheduled later are less critical or designed to serve growth over time. You can also see that after this significant investment,

1:00:30 there's significantly less planned to meet your facility's needs in the near and medium term, although if you focus on the gray maintenance portion of the bars, you'll note that every five years, we recommend increasing your maintenance budget to match closer and closer to industry standard, which you reach at 2040. So we recommend a stepped approach in which you plan to increase your maintenance funding over time. Opportunity-driven projects, North Precinct, North Community Center Joint Training Facility, and some of those new fire stations, those will be planned in the appropriate time frame as growth demands and funding allows. Speaking of funding, how are projects of this magnitude accomplished? Many of you are probably aware, but just in case,

1:01:28 we have seen that many, many of our city and county clients have transitioned to councilmanic, voter-approved, and revenue bonds as the way to get these facilities done. We have a long history of successful voter-approved bonds in Washington state. We pulled together some interesting facts we thought might be helpful for city leadership and council, a number of fire bonds, some variety of police and public safety bonds, as well as those combined with other types of city facilities, and then successful parks and recreation bonds as well. Obviously, council will decide what the appropriate funding strategy is for each of these projects when they come before you as part of the budget process, but working with city leadership, we thought it was useful to identify

1:02:25 a potential funding scenario so you'd have a sense of understanding how will we, how could we fund these projects? You can see the immediate near term, a fair number of them are already budgeted, although I will note that Fire Station 5 new construction and police headquarters and property are not fully funded by what is in your current budget compared to what we recommend in this plan. Remaining projects in the immediate near term would be funded through general funds, current or future levies, general obligation bonds, rate payer funds for the Public Works Operations Center, and some potential state and federal funding. In the longer term, those projects are funded, we typically see with levies, voter bonds,