When the Prince George mayor and council sit down for an informal discussion about the core services review - as the committee of the whole - they will pore over 13 of KPMG's 32 suggested opportunities.
In the final report, which is now available to the public on the city's website, the consultant team wrapped up their slightly more than five-month examination of the city's activities and services with a 170-page document outlining up to $7.3 million in annual savings.
The remaining 19 opportunities will be discussed at later committee of the whole meetings. There are also another 67 suggestions KPMG has categorized for later council consideration either in the 2013 budget process (such as removing funding for the Little Prince steam train), for staff to implement next year (such as stop asking for new agreements for monthly parking), ones which would have medium- or long-term impact (such as reducing the frequency of summer downtown street sweeping) and those that need further study before considering implementation (such as contracting out grass cutting for parks and boulevards).
One of the revenue generation ideas brought to light in the final report is for council to consider establishing a fee for putting out 'extra' garbage - beyond the amount that can be accommodated within the bin.
A tag, sold for a fee, would have to accompany any superfluous waste in order for it be picked up. KPMG estimates this could bring in anywhere between $230,000 to $460,000 in additional revenue.
Unlike the comparable cities in B.C. (Kamloops, Kelowna, Nanaimo and North Vancouver), Prince George does not currently have a system set up to collect excess garbage.
In Toronto, where they have up to four free garbage tags for curbside collection, KPMG also identified -- and city council followed through -- getting rid of the free pickup program and selling the extra tags to increase revenue and add more incentive to recycle.
Unlike Toronto and other municipalities a little closer to home that have undergone core services reviews in recent years, KPMG has identified the potential in reducing the size of Prince George city council from eight councillors to six.
"It is likely that more resources (administrative time, renumeration, expenses) are required to support a council with eight members than a council with six members," the report says.
Kamloops, Kelowna and Nanaimo share the Prince George set up with eight councillors while Chilliwack and the District of North Vancouver sit at six.
The consultants identified between $65,000 to $72,000 in annual savings with the reduction.
KPMG has also identified an opportunity with reviewing the timing of receipt of bylaw complaints and scheduling one bylaw officer to work the periods of highest complaints outside regular office hours. Parking and other infractions would then be ticketed between complaint calls, and potentially generate anywhere between $75,000 to $150,000.
Currently, the RCMP responds to noise complaints after regular city hall office hours, though all complaints do get investigated by bylaw services. The current shift agreement with staff has some bylaw officers working evening shifts and one that works an eight-day on, six-day off rotation that gives evening coverage until 9 p.m. and one full weekend every two weeks.
In Mission, Acton Consulting Ltd. found that there was a perception of bylaws not being consistently enforced and suggested that the district look at a better communication strategy to solve that issue.
"Clarification around service delivery and bylaws should be explored to ensure the community is receiving accurate information," said the July final report.
Last year's core service report for the Fraser Valley Regional District also keyed in on the optics of bylaw compliance.
"When files are left open for a considerable period of time pending resolution, the impression is that the level of bylaw enforcement provided is of little consequence, and in turn, has little effect," the report reads. The regional district was advised to schedule the backlog of outstanding bylaw enforcement follow-up inspections to encourage bylaw compliance.
In Toronto, KPMG suggested outsourcing some bylaw enforcement in the areas of waste diversion and animal care as well and their council went ahead with considering the reduction of "the level of proactive investigation and enforcement." Toronto was also found to not be meeting council-mandated response times.
After their review, Toronto council directed staff to investigate unloading the fairgrounds, three performing arts centres and the Toronto Zoo.
At Wednesday's committee meeting, council will discuss closing Pine Valley as a golf course and developing appropriate options for sale and development of the 40-acre property. KPMG has estimated a windfall of up to $17 million if sold for commercial/retail development and another $33,000 per year. There will also be a conversation about finding a third-party operator for the Four Seasons Pool, which is estimated to save $250,000 to $500,000 per year.
Once the committee of the whole makes their recommendations, they will be forwarded for a formal decision at an upcoming formal city council meeting.
The discussion regarding the core services review opportunities will take place in council chambers at 3:30 p.m. today.
