REPORT Peel Living

DATE: January 5,2012

REPORT TITLE: PEEL LIVING 2012 BUDGET REPORT

FROM: Mwarigha M.S. , General Manager, Peel Living David Bingham, Treasurer, Peel Living

RECOMMENDATION

That the 2012 Current Budget with total revenue of $96,795,852 and total expenditure of $94,384,031, before Reserve transfers, as identified in Appendix I to the report of the General Manager, Peel Living, dated January 5, 2012, titled "Peel Living 2012 Budget Report" be approved;

And further, that the net transfers to Reserves of $2,411,821 as identified in Appendix I of the subject report, be approved;

And further, that the 2012 Capital Budget for Peel Living for a total of $13,537,000 be approved, and the project identified in Appendix Ill of the subject report be authorized to proceed;

And further, that the 10 Year Capital Plan for Peel Living for a total of $183,100,000 as per Appendix IV of the subject report be approved, in principle, for planning purposes.

REPORT HIGHLIGHTS Proposed 2012 Current Budget total revenues of $96.795.852 with total expenditures of $94,384,031 before reserve transfers. Net reserve transfer of $2,411,821 2012 operating surplus is budgeted at $717,376. 2012 Capital Budget value of $13,537,000. 10 year Capital Plan total value of $183,100,000.

DISCUSSION

The 2012 Budget document (attached) includes an integrated current and capital budget document for the Corporation. It highlights the costs required to provide the 2011 level of service in 2012. The 2012 budget is impacted by inflation, a new building, contract renewals as well as decreases in costs for items such as mortgages and minor capital. The reporting on capital projects includes an update on the existing approved capital in addition to the new capital being requested.

January 5,2012 6 - 2 -

PEEL LIVING 2012 BUDGET REPORT

2012 Budget Overview

The budget is comprised of $96.8 million in revenue, with $94.4 million in expenditures. $5.2 million is required as a legislated contribution to replacement reserves. $3.5 million will be withdrawn from replacement reserves to fund minor capital expenditures. As a result, the 2012 budgeted operating surplus will be $0.7 million. The discretionary transfer to replacement reserves is $2.3 million, with $1.6 million transferred from working fund reserves to bring the net budget to NIL.

The 2012 proposed budget is reporting $2.8 million (3.1%) increase in expenditures as represented by the following drivers:

Preventative Maintenance contract renewals directly drive the increase of HVAC for $0.8 million and elevator for $0.5 million Utilities cost increase by $0.9 million Administration increase by $0.6 million Insurance increase by $0.4 million Inflationary and other costs increase by $0.2 million $0.6 million decrease for mortgages, loan & depreciation

The 2012 capital budget for state of good repair includes $9.6 million brought forward from 2011, and an additional $13.5 million to meet the capital needs of 2012, resulting in a total of $23.1 million in capital funding envelop.

Capital projects are funded by Peel Living capital reserves. As forecasted in the cash-flow chart in the budget document (Appendix I). $17.7 million will be spent in 2012 inclusive of the carry- over and some of the 2012 projects.

The proposed capital budget will result in a capital reserve deficit of $1 1.7 million for 2012 in the Federal 56.1 and Provincial FPlUni housing programs. As in the prior year, Peel Living will work with the Region of Peel's Service Manager to address the above capital reserve shortfall.

Please note that Peel Living's capital plan or budget does not include funds earmarked to the Service Manager to support the Region's Housing Investment Plan.

January 5,2012 6 1 - 3 -

PEEL LIVING 2012 BUDGET REPORT

CONCLUSION

The proposed 2012 Budget for Peel Living represents the resources required in 2012 to deliver the services at 201 1 levels to Peel Living clients. The Corporation continues to pursue initiatives to maximize revenue, realize operational efficiencies, and reduce costs while maintaining or improving customer service. Staff are conducting a program review of the Federal program - 56.1 and the provincial - FPIUni program, and will consult with the Region's Service Manager in order to correct the current negative state of reserves in these two programs. Over the coming year, the Peel Living Board and staff will focus their attention on evaluating the Corporation's overall operations and service commitments in order to improve its long term finanyal viability and sustainability. "'

General danager, MI Living

Approved for Submission:

~ r w r e r j Peel Living

D. Szwarc. Chief Administrative Officer

For further information regarding this report, please contact

DavidBingham at extension 4292 or via email @ dave.bingham@peelregion.ca

Authored By: Xiaoya FengIJohn Arcella

c. Legislative Services Manager of Financial Support Unit

Peel Living - 2012 Budget Document Peel Living 201 2 Budget Document

Section I. Existing Services and Service Levels:

Residential Property Management, within Human Services, supports program delivery and building operations to Peel Living residents through:

1. Resident Services 2. Residential Operations 3. Technical Services

1. Resident Services

Resident Services focus on the "people" aspects of Peel Living, providing tenancy management services to 16,265 tenants. The range of services include those required through the Social Housing Reform, Housing Services and Residential Tenancy Acts - rent and subsidy processing, customer service and building services and supporting vulnerable tenancies. Vulnerable tenants, including ailing seniors, routinely require an integrated human services approach to address economic arrears, mental health and other challenges. About fifty percent of Peel Living tenants are children and youth of low income parents that require a plethora of program and service supports.

Resident services are provided directly to Peel Living tenants with the objective of positively impacting their overall quality of life. For many tenants securing affordable housing is just a first start to improving their life opportunities. A significant number continue to face other challenges such as financial struggles, mental and physical health problems, loneliness and social isolation. Staff in the Human Services Department connect tenants to community services and supports to ensure that these and other challenges are addressed in a positive and respecfful ways.

2. Residential Operations

Residential Operations focus on the "physical building" aspects of Peel Living, providing property management services to 68 Peel Living properties developed through six different funding programs. The programs include Federal, Provincial, and other Peel Living unique initiatives such as Twin Pines mobile homes. In addition, Residential Operations delivers property management services to Region of Peel owned buildings (3), transitional housing properties (2) and shelters (3). The complete service package includes: on-site customer service, building maintenance, financial investment, budget management, staff and process oversight to ensure efficient and effective social housing services.

Security services are provided by a private contractor to all buildings and include monitoring safety and back-up to maintenance emergencies during weekends, holidays and after hours.

3. Technical Services

The Technical Services team is a recently re-organized part of the Division; reconfigured from the previous Preventive Maintenance team to provide specialized supports to property management and building operations. This team was re-organized to ensure that staff with relevant technical expertise work collaboratively with property management to check rising costs of capital repairs and building service contracts while ensuring high quality services and healthy building. The key functions of Technical Services include: building maintenance and sustainability, affordable asset management and capital planning support, contract management of building services, and customer service to

E l - 5 Peel Living - 2012 Budget Document

residents via the maintenance call line. In addition, the team is supported by Region of Peel colleagues such as the Purchasing Department and RPAM (Real Property Asset Management) in providing technical specifications in regard to preventive maintenance and contract management, financial reporting and life safety. All these services ensure legislative compliance, affordability and high quality service to tenants in their building environment.

The Technical Services team provides services to Peel Living's properties and the Region of Peel's residential buildings, shelters and transitional housing. In addition to the above duties performed on an ongoing basis, the team directly manages and oversees Peel Living's building services contracts with a value of about $21 million.

The team, in collaboration with RPAM, also plans and prepares Peel Living's Capital Plan to the value of $13.5 million in 2012. Next year, the team will work with RPAM and Corporate Asset Management (CAM) to review the building assessment criteria as well as the capital and maintenance work required to maintain a state of good repair in the long term.

In summary, all three service areas of Residential Property Management working in an integrated human services framework, are responsible for ensuring the achievement of the following strategic outcomes: positive impact to the overall tenant experience, business management efficiency and effectiveness, maintenance, safety and health of buildings/communities and the long term sustainability of Peel Living services and assets.

Section 11. 2012 Base Pressures:

To continue with the current service levels and supporting programs at the 2012 approved service level, the following must be considered:

Revenue

Peel Living's revenue is expected to be increased by $1.8 million for 2012. This amount is derived from an increase of $2.0 million in operating revenue (primarily due to the increase of rental revenue resulting from provincially regulated increases to market rents) offset by a decrease of $0.2 million in subsidy due to reduced mortgage costs. Although Bad Debt - essentially due to rent default by ex-tenants - saw an increase of about 25% this year, at $75,000 it is less than 1% of the total rental revenue budget.

Expenditures

In 2012, Peel Living will experience an overall increase in expenditures of $2.8 million; the increases in costs associated with property operating maintenance, preventative maintenance, administration, utilities, insurance charges and the repayment of loans to the Region of Peel have been offset by decreases related to minor capital, mortgages and depreciation expenses.

A significant portion of the increase in expenses is largely due to preventative maintenance. Some major preventative maintenance contracts have recently been renewed with substantial increases (i.e. HVAC for $0.8 million and Elevators for $0.5 million), which has resulted in a $1.3 million increase in the 2012 budget (51%). Utilities have increased by $0.9 million. Administration costs have increased by $0.6 million due to increased internal charges and salary commitments to returning students.

Insurance premiums are expected to increase by $0.4 million (29%) in 2012 due to Peel Living's specific loss history during the current claim period. Peel Living will not be entitled to the claims experience credit (a 10% premium reduction) as we did for November 2010 to November 2011 period. Peel Living will actually be charged approximately $0.2 million due to its 'poor claims' status.

Peel Living - 2012 Budget Document I Management is working with other social housing providers to not only improve the liability status of the sector but also to educate tenants about best practices in minimizing fire hazards and incidents associated with high cost insurance claims.

Transfer TolFrom Reserves I Compared to the 2011 budget. the 2012 overall net transfer to reserve is being decreased by $1.0 million. This was driven by the following:

$0.2 million increased contribution for replacement reserve $0.3 million lower withdrawal to fund Minor Capital, thus increasing reserve $0.1 million reduction in discretionary transfer of surplus to replacement contribution to reserve $0.5 million (FPIUni 0.4M) higher withdrawal from working fund reserves and $0.9 million (program 56.1: 0.5M, FPIUni 0.4M) lower contribution to working fund reserves due to rising program operating cost.

Section Ill. Cost Mit igation through Efficiencies and Recoveries: ~ Residential Property Management and Integrated Business Services (both within Human Services) set out in 2011 to review all the major Peel Living business practices with a focus on improving business management and maximizing rental revenue. To that end, the two Divisions conducted business process reviews in three major areas:

annual tenant income-review process, to minimize income losses to tenants that are entitled to a rent decrease and maximize income to Peel Living from any tenant income increases - thereby reducing the service manager's RGI subsidy to Peel Living; invoice processing procedures to ensure prompt payment to vendors resulting in better and more accurate cash-flow management; and face-to-face meetings, anchored by mediated agreements and legal commitments, with tenants in rental arrears, have resulted in more efficient rent recovery and enabled Peel Living to meet its goal of promoting successful tenancies.

Peel Living continues to rely on bulk contracts for over 75 service types in building operations to provide the best value for its investment. A complete business review is due in order to ensure cost and service effective contracts.

Non-rental services including parking, laundry and rooftop fixtures - satellites and photovoltaic panels - continue to be a growing source of revenue to mitigate the rising costs of building and tenant services, including the price inflation of service inputs. A complete business study will be completed to establish the full potential of non-rental revenue opportunities.

This year the Technical Services team took the lead in the capital planning process; the results are a capital plan that reflects a better balance between affordability and investing to achieve high quality impact and appreciation of the overall building asset value. Frontline staff engagement, including a thorough review process with Property Managers and Superintendents, was particularly effective in prioritizing and rescheduling proposed capital work and expenditure for 201 2.

Staff training is key to improving the capacity of Peel Living to manage its resources efficiently. All staff, including building staff, tenancy management and technical services staff, will continue training to enhance efficient use of limited resources. The constant focus by management on the need to improve

Peel Living - 2012 Budget Document

business processes and decision making, to stay on budget, has impacted positively on the overall efficiency and effectiveness of Peel Living's resources.

A key part of managing costs and continued viability of Peel Living as a business for social good is ensuring that the financial mix of the market rent to subsidized tenants is appropriately balanced. Doing so, helps to achieve the social housing goals of Peel Living and meet its imperative to generate sufficient revenue to operate the buildings at a high standard -rental industry-wide or FRPO certification level.

The table below shows Peel Living's healthy ratio of tenant mix relative to income source. Based on the statistics, market rent tenants (who make up about 30% of the tenant profile) generate 45% of the total revenue. Rent geared to income tenants (who make up 58% of all tenants) generate about 36% of overall rent revenue.

Unit Mix by Financial Support:

Unit Type

administers rent-geared-to-income requirements Housing Allowance Units -The Service Manager administers funding Market Units-Administered by Peel

In brief, cost mitigation in building operations has been achieved by a variety of business process improvements; measures to increase both rental and non-rental revenues, staff training and adoption of best practice management of Peel Living financial resources.

Revenue Generated

($'OOO)

Living Live-in Superintendent Units Total Units

Section IV. Challenges and Emerging Trends:

RGI Units - Peel Living administers rent-geared-to income requirements in accordance with SHRA & HSA RGI Units -The Service Manaaer

Number of Un~ts

% of Overall Revenue

Generated

646

200

The current economic recession and declining prospects for long term jobs continue to have a negative impact on Peel Living's tenants' (both market and subsidized) ability to pay rent. At the same time the increasing complexity of the tenant mix - aging seniors, unemployed youth and people with mental health challenges - continues to put pressure on limited staff and service resources. Staff attempts to address growing needs using community agencies also have limited impact because of upper tier government funding cut-back to the non-profit service sector in general.

% of Overall Units

2,211 48

7,316

Peel Living's objective to house the most vulnerable applicants from the waiting list, in the context of maintaining mixed income communities, means a need for continuous attention to a number of counter- balancing factors including: addressing citizen needs through subsidy, running Peel Living as a self sustaining social-good business and ensuring mixed income housing buildings. Staff continue to monitor the ratio of subsidized units to market units which, as mentioned, currently is at an overall relatively healthy balance of 60% subsidized to 40% market.

4,211

9%

30% $25,502 1% 1 $677

100% ( $56,678

$8,201

45% 1 %

100%

36% 58%

14%

$19,929

4% 3% $2,369

Peel Living - 2012 Budget Document

Funding subsidies to operations, as determined by provincial benchmarks set at the beginning of the last decade, have not kept up with inflation and therefore have a negative impact on revenue and the level of building services. An example is the recent increase in insurance costs due to increased fire related and tenant claims. The current benchmark for insurance will mean that the funding for 2012 to cover insurance costs is inadequate to meet the increasing rates for the coming years. Peel Living will be looking to appeal this benchmark to the Province.

New service contracts signed in 2011 continue to increase in cost - for instance the recently signed elevator service contract increased in cost by 30%. Elevator services and all other legislated and health and safety services are difficult to cut back because of the high level of liability associated with the service. A recent tenant survey shows that tenants are not very satisfied with the elevator services due to frequent service interruption. Hence, Peel Living budgets will continue to experience increases in this area for the coming years.

Peel Living's capital reserves have reached a point of depletion, a very serious problem that will have negative impact on the long term sustainability of its building assets. Staff submitted a business case to the Region of Peel's Service Manager to apply for additional funding (approximately $7 million) to cover the needs of previous year and an additional $11.7m to cover an expected shortfall in 2012. The Service Manager holds reserve funds for all 46 social housing providers under the Region's custody and requires any of them in financial difficulty to submit a business case for additional capital funding.

Section V. Concluding Summary:

The budget story for Peel Living based on 2011 reaffirms the Corporation's commitment to provide quality building services and a supportive tenant experience. The Human Services integrated service model enables Peel Living to leverage internal Region of Peel resources and expertise, in addition to partnering with community agencies to deliver a holistic service menu for tenants.

The budget story highlights a number of opportunities to increase Peel Living's revenue through rental and non-rental activities and holding the current balance between market and subsidized rents. In addition, there are opportunities to reduce costs through business process and capital planning improvements and through improved service contract and operations expenditure management.

The mounting challenges point, however, to an immediate need for a deeper reflection on how Peel Living can sustain current service levels to its tenants and at the same time manage its escalating building service costs. Peel Living is working with the Housing Services Corporation to utilize their asset planner software to support long term planning and determination of unfunded liability. This should improve decision-making in respect to annual and long term budgeting.

Peel Living has proposed above a number of immediate measures to address shortfalls in the current budget. However, both the Peel Living Board and management will need to focus their attention on a long term strategy to achieve economic viability and sustainability of the Corporation. In the coming months, staff will be presenting recommendations from a recent internal audit review and a report on a detailed housing programs review, with recommendations on ways to address budget shortfalls and ultimately the long term financial sustainability of the Corporation.

Peel Living - 2012 Budge t Document

Section VI. 2012 Program Pressures -Capital:

2012 Capital Programs

The 10-year capital plan for Peel Living concentrates on repairslreplacements in order to maintain sustainability of its 68 buildings. The 2012 capital plan is approximately $13.5 million and includes projects that were brought forward into the 2012 plan from previous years (approx - $9.5m).

The following table identifies the new capital plan for 2012, as well as the carry forward capital balance from 2011 that constitutes the total capital budget available to Peel Living to spend in 2012. Cash flow details for capital project expenditures are presented in Appendix 11.

Details for the 2012 Capital Budget are presented in Appendix Ill.

2012-2020 Capital Plans

Carry Forward to 201 2

5'000 $9,590

As the pressures on affordability in the capital investment costs continue to grow, Peel Living will be expected to provide well maintained social housing for residents. For 2011-2012, Peel Living's combined capital plan totals $25.3 million. This plan reflects pressures due to the state of Peel Living's aging portfolio, increasing contractor cost as well as costs relating to accessibility and energy retrofits. Details of the 10-year Peel Living Capital Budget projection are included in Appendix IV.

New Capital

Projects #

1

2012 New Capital 5'000

$13,537

With the existing capital plan and current contribution levels, the reserve balance for some programs of Peel Housing Corporation have been depleted by the end of 201 1. Dwindling capital reserves mean that important capital replacement work to building systems and resident units will be negatively affected. Staff are engaged in negotiations with the Service Manager for additional capital dollars and continue to re-prioritize capital spending.

Sect ion VII. Three Year Forecast and Out look 2013-2015:

The table below shows decreasing net reserve contribution and the increasing demand for capital dollars:

201 3-20210 # of New

Projects 9

Total Capital 5'000

$23,127

201 3 - 2021 Forecast

5'000 $169,563

New Capital 1 $11,817 1 1 $i13,837 1 $16,389 1 $16,799 1 $17,450 1 * Minor Capital is not included in the figures for New Capital

Budget Summary 5'000s Total Revenue Total Expenditures Net Reserves Contribution

The increasing operating cost for Peel Living buildings (shown above) include inflation increases that will be partially offset by increases in rental and subsidy revenue.

2014 Forecast $102,537 $102,039

$498

201 5 Forecast $103,775 $103,854

($79)

201 1 Budget $95,022 $91,593 $3,429

201 1 2013 Forecast &&j&fi: Forecast

$95,352 $90,628 $4,724

i g9Bi~&@ 1 ,:@&"&@4, ; :@a4&@

$100,339 $ 99,340

$999

Peel Living - 2012 Budget Document

Peel Living will continue to invest in major capital over the next 10 years and is working with RPAM and CAM to ensure the risk and asset levels targets are being met in order to continue providing well maintained buildings. Further analysis on the state of the portfolio by the Technical Services Team, RPAM, CAM and application of the Corporate Asset Management Strategy over 201 1 and 2012 may change the 10-year capital plan outlook. Any significant increases and the drivers will be brought back to the Peel Living Board for discussion.

Section VIII. Pressures not included in 2012 Budget:

The Housing Services Act was acclaimed on January 1 2012. The goal of the new Act is to improve Ontarians access to adequate, suitable and affordable housing, and provide a solid foundation on which to secure employment, raise families and build strong communities. The new legislation will have positive impact both for Peel Living's operations and for enhancing the housing experience of tenants. However, the new legislation will also entail making significant adjustments to Peel Living's business and service delivery model. The new legislation will impact Peel Living in the following areas:

Tenants Rules that govern rent-geared-to-income (RGI) will be simplified and streamlined using an income based approach to calculating RGI (these regulations are still in development) Anticipated changes to RGI will also include allowing residents to retain extra income to improve their standard of living rather than having it clawed back immediately; this will encourage asset building and, potentially, upward mobility of tenants across the overall housing continuum

Boards of Directors Board of Directors must ensure that the corporation remains a non-profit corporation in good standing under the Not-for-Profit Corporation's Act Board of Directors must meet local standards set by its service manager in formulating multi-year financial plans and the minimum number of board of directors meetings to be held Development of a plan that outlines staff and volunteer training, including a succession plan for the board of directors

Management and Operations Adherence to more local rules established by the Service Manager where flexibility of Service Manager has been increased (e.g. wait lisfftransfer management, appeal procedures) to meet local community needs More efficient administration of special requests as a result of the service manager's ability to process what were formerly provincial " Ministerial Consents" Collaboration and partnership in the development and implementation of Peel's mandated Long Term Affordable Housing Plan Housing Services Corporation (HSC) set up to handle investment programs for housing provider's capital reserve funds and group insurance for social housing. lnvest~ng capital reserves through HSC and participation in their insurance program are compulsory. HSC has discretion in the latter. Housing providers are also required to use the province's mortgage renewal system.

All the above aspects in the new legislation will foster a new context and will have a big impact on Peel Living's current organization, governance, service delivery model and its long term sustainability.

Appendices: Appendix 1 2012 Management Statement of Operations Appendix 11 2012 Capital Overview Appendix 111 2012 New Capital Detail Appendix IV Ten Year Capital Plan

APPENDIX I PEEL LIVING

MANAGEMENT STATEMENT OF OPERATIONS

Ptgures do not lncludeeurrentyear ~tl~eal~zed gams or losses on investment held for hadlng

'Ol1 2012 ~ u d g e t Variance 2012 Budget 2011 Budget Projection

Better/(Wone) (Unaudited)

Revenue:

Rental Revenue

Other Revenue

Government Subsidles

Federal Ass~slance 8,861,194 9,171,644 9,007,301 (310,450) -3 4% Muntotpal Assistance 26.437396 26,341,054 26,278,321 96,842 Q+%

Total Government Subsldxes 35,299,090 35,512,698 35,285,622 (213,608) -0 6%

Total Revenue 96,795,852 95,021,600 95,352,286 1,774,252 19%

Expenditures:

Salaries &Benefits

Building Services & Sptems Minor Capital

Utilities

Administration

Mortgage, Loans &Depreciation

Municipal Taxes

Bad Debt

Insurance

Tot~IExpenditures 94.384.03 1 91,593,313 94627,883 (2,790,718) -3 0%

Operating Surplus Before Reserve Trnmftr 2,411,821 3,428,287 4,724,403 (l,016,466) 2 9 6%

Reserves Transfer:

Legtslated Replacement Reserve Contnbutton (5,232,145) (5,078,651) (5,078,660) (153,494) 3 0%

Transfer fmm Replacement Reserve for Mlnor Capltal 3,537,700 3,832,495 3,449,000 (294,795) -7 7%

Operating Surplus 717,376 2,182,131 3,094,143 (1,4&4,755) 47 1%

D~soret~onary Transfer of Surplus to Replacement Reserve*

Transfer (to)/from Working Fund Reserves

* Pmned by the Senice Manager or B a d Dimold

Carry Forward: January 1,2011 t Additions:

2011 Capital Plan New 201 1 Projects New funding to Existing Projects

In year Approvals (i.e. Council Approved, Redeployments)

APPENDIX I1 PEEL LIVING

2012 CAPITAL OVERVIEW ($'000) Capital Budget m

Number of Projects Total B u d g e s

Subtractions: Budget Reductions Closed Projects Expenditures to July 31,2011

Subtractions: Projections from Aug 1 - December 31,2011 Closed Projects Expenditures

I

Balance: December 31,2011 4 9,590

I Additions:

New Proposed 2012 Capital Plan New 2012 Projects New funding to Existing projects

I Balance: January 1,2012 with npproval 5 23,127

I

I Projected 2012 Cashflow

Comments on Changes in Funding: Renewable Entergy Initiativejiinding approval of $1.9 M in 201 I as well as an additional $200, 000 for Social HotisinaRenoaation andRefrofit Proflam in 2011 I

Projected Balance: December 31,2012

Cashflow

20 435 20,985

5,432

*a5 P

Years

2012 Funding Status: Approved or Pending

Major Capital: Project

hr- 13 APPENDIX m PEEL LIVING

2012 NEW CAPlTAL DETAIL

2012 Rneocing Sources and Funding Status ($'000)

Proiect Nnme

12-0501 PEEL LIVING MAJOR CAPITAL

Total Funding Wsrd Exoense External Internal DCA

Totab for Bullget Ymc 2012 13,537 0 1&S7 0 I

Capital Category

Balcony

. . Windows 1 3,579 ( 26.4% Total 1 $13,537 1 100.0%

Building Envelope Stn~chlre Electricill/HVAC@lumbing Elevator Landscaping~~vementp~ee Miscellaneousfdoors.cabinets'

2,504 632 502

2,457 3.390

18.5% 4.7% 3.7% 18.2% 25.0%