HomeMy WebLinkAboutCSD-17-006 - Doon Pioneer Park Community Centre Expansion Business Case
REPORT TO: Community Services Committee
DATE OF MEETING: February 13, 2017
SUBMITTED BY: Mark Hildebrand, 519-741-2200 (7687)
PREPARED BY: Natascha Voll, Community Centre Supervisor,
519-741-2200 (5361)
WARD(S) INVOLVED: Ward 4
DATE OF REPORT: January 17, 2017
REPORT NO.: CSD-17-006
SUBJECT: DOON PIONEER PARK COMMUNITY CENTRE EXPANSION
BUSINESS CASE
RECOMMENDATION:
That ‘Option 1’ of the Doon Pioneer Park Community Centre Expansion Business
Case, as described in Appendix A to CSD-17-006, which has been revised to
include the replacement of the existing splash pad at the centre, be approved and
staff be directed to proceed with implementation.
EXECUTIVE SUMMARY:
A project team was developed, made up of staff and neighbourhood association
members, to work with a consultant to complete the DPPCC business case. The
project team determined the most appropriate size and configuration of the DPPCC
renovation and expansion. The goal of the expansion was to facilitate the long-term
needs of the community, staff, agencies and stakeholders and accommodate the range
of activities, programs, and social events that occur there.
The business case forwards two options. Option one is recommended and includes a
concept plan for an expansion, which meets many of the space needs, within the
existing budget target of $3,752,919. However option one does not include the
replacement of a splash-pad which currently exists at the DPPCC. The splash-pad was
considered a priority during the engagement process, however it is an amenity not
usually considered in the construction or expansion of a community centre. The splash-
pad could not be considered in the scope of work, within the existing budget, without
significantly impacting the facility space needs.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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On January 23, 2017, on final budget day, Council approved transferring $200,000 from
the Upper Canada Park skate-park budget to fund the replacement of the existing
splash-pad. This decision was made after the business case had been developed, and
as a result, was not incorporated into the recommended option included in the business
case. Therefore, staff are recommending Option One of the businss case be
ammended to include the addition of the splash pad and then approved for
implementation.
BACKGROUND:
The Doon Pioneer Park Community Centre (DPPCC), is located at 150 Pioneer Drive in
Kitchener’s south end. The entire facility is 15,662 square feet, including the Pioneer
Branch of the Kitchener Public library (KPL). The DPPCC occupies 9,720 square feet
of the building. It is one of the City’s smaller community centres, similar in size to the
Mill Courtland and Centreville Chicopee Community Centres. DPPCC is scheduled for
a renovation and expansion in the 2017 capital budget.
The facility was built in 1988 and opened for community use in 1989. The Doon
Pioneer Park Community Association (DPPCA), a volunteer affiliated Neighbourhood
Association, has offered recreation programs in the DPPCC since it opened.
An expansion for the community centre was first discussed in 1999, and subsequently
supported by the Community Centre Feasibility Study in 2000, the 2005 Leisure
Facilities Master Plan, and the 2013 Leisure Facilities Master Plan update. First
scheduled for 2007, plans for the expansion have been deferred 5 times, often due to
limited resources. In 2013, as part of the Leisure Facilities Master Plan update, City
Council passed a motion prioritizing indoor and outdoor facilities for development in the
city. Council identified the DPPCC expansion as the number one priority for indoor
recreation facilities. The growth in the south end of Kitchener has been significant, and
the community has outgrown the facility’s current size and configuration.
REPORT:
The business case developed by the project team contains a comprehensive review
and analysis of the current needs of the surrounding community and capacities of the
DPPCC, based primarily on existing services, current demographic profiles, trends, and
projected population and household numbers.
Space and Usage
The current facility includes a single-gym, two small programming rooms, a small
reception and lobby space and an office for staff and the Doon Pioneer Park
Community Association (DPPCA). The program rooms are available for rent to the
public. The DPPCA offers recreation programming in the facility four sessions per year.
Other services, including the provision of resources for families in financial need as well
as summer camps for children and youth, are also offered in the centre. An average of
84 programs per session were offered last year. The fill rate for these programs ranged
from 70% to 80%, and many programs regularly draw waitlists.
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The existing Centre space is inadequate for current neighbourhood and community
uses. The current single gym has a low ceiling. This space acts as a constraint to
innovative programming, community participation and community rentals. A double
gymnasium has become the standard for Community Centres, and increases both
programming and rental opportunities. Similarly, larger spaces serve the community by
providing opportunities for flexible programming and interaction. Recent community
centre designs include multipurpose spaces that are large enough to be used for both
active and passive programming. Existing space in the DPPCC is being used in ways
for which it was not designed, as staff and volunteers attempt to meet community
interests. The current office space for the Neighbourhood Association is an interior
storage area that has been repurposed as an office; similarly, a staff office is used
intermittently for programming. The bar adjoining the kitchen doubles as a storage
room. Larger, purpose built spaces would support programming and the activities of the
DPPCA. Outdoor amenities are also in need of repair and replacement. The existing
splashpad, built in 1996, is at the end of its lifecycle, with limited pressure to operate the
spray features. The splashpad was identified as a priority through the community
engagement process.
Demonstrated Need
The contents of the DPPCC business case supports the proposed expansion. The
DPPCC is one of fourteen community centres within the city of Kitchener and is the only
centre located south of Bleams Road. This area has been one of the top suburban
growth areas in the City of Kitchener over the last 10 years, and this is expected to
continue for at least a few more. In 1989 when the DPPCC was officially opened, there
were approximately 7,200 residents living in the area. In 2016, the population has
grown to 20,028 people. The population is estimated to increase to 26,009 by 2031.
The population distribution includes older adults who are aging in place, and will require
accessible spaces and programming to keep them active, as well as families with
children. These trends indicate that demand for community services will continue to
rise.
Proposed Facility Expansion
The business case includes two conceptual options for the proposed expansion and
renovation, considering the needs identified by the public and stakeholders, and budget
limitations.
Option One
The recommended option, option one, outlines a concept plan which can be completed
within the overall project budget of $3.7 million (not including the replacement of the
splash pad discussed below). This option includes the addition of a double gymnasium
(4,133 square feet), two program rooms, and moves the washrooms, offices and lobby
space in the facility to allow for better visibility and flow. The concept includes a
renovation of 3,950 square feet and an addition of 6,146 square feet for an estimated
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15,800 square feet of Community Centre space. This addition would make the DPPCC
similar in size to Country Hills and Kingsdale Community Centres. This proposed
expansion meets most of the valued indoor needs identified during the engagement.
Option Two
Option two outlines a concept plan which includes all the same indoor amenities as
option one. However, option two also includes the replacement of the splash-pad and
an additional 800 square feet (approximate) of facility space. Maximizing the amount of
space for programming was identified as a priority for the expansion. In this option, the
two multipurpose rooms, office and reception areas are larger than in option one,
borrowing from similar, effective spaces at other centres across the city. Although
larger rooms and spaces can provide more flexibility in the type of programming that
can be accommodated, this option cannot be constructed within budget and therefore is
not recommended. Also, option one still provides the same overall space as our other
mid-sized facilities such as Country Hills and Kingsdale.
Doon Pioneer Park Splash-pad
Doon Pioneer Park was the first community centre to have a splash-pad. However,
over time its functionality has decreased and it is now in poor condition. During the
public engagement for the business case, the splash-pad was seen as the most
valuable outdoor amenity at the centre. As a result, it was considered in the scope of
the expansion in option two, even though the inclusion of an amenity like this is not
usually contemplated in a Community Centre expansion. Unfortunately, it became clear
that attempting to include the splash pad within the community centre expansion budget
would come at the cost of the expansion itself – defeating the original intent of the
project and increasing the risk the expansion will not successfully meet the needs of the
community for usable indoor space. Therefore the project team was recommending
option one, not considering the splash-pad replacement unless additional funding could
be aquired for this amenity.
On final budget day, Council was presented with issue paper BD05 – Funding
Shortfall for Doon Pioneer Park Expansion and Splash-Pad in report FCS-17-003.
Within this issue paper, Council considered additional funding sources for the
replacement of the Doon Pioneer Park Community Centre splash-pad. Among the
options, staff forwarded the possibility of transferring $200,000 from the Upper Canada
Skate-park funding, which has $550,000 scheduled in the capital forecast for 2017. The
skate-park had been pushed out to 2019, and funding was not needed for 2017.
Council approved moving $200,000 from the Upper Canada Skate-park budget to fund
the Doon Pioneer Park Community Centre splash-pad.
Based on the business case findings, and considering the project budget limitations and
the direction from the January 23, 2017 Special Council meeting, staff are
recommending option one be ammended to include the replacement of the splash pad
and then approved for implementation.
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If this report is approved, project design will begin in Spring 2017 with construction
taking place mid 2018 to mid 2019.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The City of Kitchener has invested in the development and support of neighbourhood
based recreation and leisure services for close to three decades.
The Updated Leisure Facilities Master Plan (2013) identifies the longer term community
centre needs as Kitchener continues to grow. Recommendation 31 states:
“That the current planned community centre additions for Doon Pioneer Park
Community Centre and Mill Courtland Community Centre be implemented.”
The DPPCC expansion is a strategic action as part of the Safe and Thriving
Neighbourhoods Priority:
3.5 - Continue to encourage active participation in existing recreational facilities
while moving forward with the provision of new recreational opportunities in
underserved areas of the city.
3.6 - Provide opportunities and support for citizens to lead the way in creative
active and vibrant public places that promote people’s health, happiness and
well-being by capitalizing on local community assets such as community centre,
pools, arenas, libraries, parks, trails and other public spaces.
FINANCIAL IMPLICATIONS:
The cost of the recommendation option (Option One + splash pad) is estimated to be
$3,952,919.
The revised 2017 Capital budget for the DPPCC Expansion, including the reallocation of
$200,000 from the Upper Canada Park skate-park budget to fund the replacement of
the existing splash-pad is $3,974,000.
COMMUNITY ENGAGEMENT:
Extensive public and stakeholder engagement has been undertaken to determine the
community needs for the centre expansion. In total, over 1,200 people were engaged
through the process. The recommended expansion aims to address many of the
comments heard through the engagement.
Survey and stakeholder session results indicated that programming is the primary
reason that residents visit the DPPCC. Fitness classes and children’s programming
was highly valued. The gym and the multi-purpose room were identified as the indoor
spaces that are most valued by the community. The majority of community
programming takes place in these two spaces. A gym expansion was identified as a
priority by survey respondents, followed by more and bigger meeting and multipurpose
rooms. Larger, purpose built spaces would support program innovation and delivery.
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The community survey identified the splash pad as the most valuable component of the
outdoor space at the DPPCC. Approximately 44% of survey respondents listed the
splash pad as the reason they visit the DPPCC. The inclusion of a splash pad in the
overall project would connect children and families to other experiences within the
Centre.
INFORM – Information pertaining to the proposed expansion was made available on the
DPPCA and City of Kitchener websites, at public meetings, stakeholder meetings and
public events. This report has been posted to the City’s website with the agenda in
advance of the council / committee meeting.
CONSULT – Consultation included 1197 surveys, street reps, public meetings,
stakeholder meetings. Priorities from the consultation included an outdoor splash-pad,
multi-purpose rooms, more flexible space, more storage, a new double gym and a
better lobby/entrance area.
ACKNOWLEDGED BY: Michael May, Deputy CAO, Community Services
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DOON PIONEER PARK
COMMUNITY CENTRE
BUSINESS CASE
OUR FILE 1077F
Date:
February 2017
Prepared for:
City of Kitchener
Prepared by:
MacNaughton Hermsen Britton Clarkson Planning Limited (MHBC)
540 Bingemans Centre Drive, Suite 200
Kitchener ON N2B 3X9
T: 519 576 3650
F: 519 576 0121
In cooperation with Raymond Consulting and James Fryett Architects Inc.
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Table of Contents
1.0 INTRODUCTION .................................................................................................................................................. 3
1.1 Purpose ................................................................................................................................................................. 3
1.2 Objectives ............................................................................................................................................................. 4
1.3 Study Area & Location ...................................................................................................................................... 4
1.3.1 Environmental Context .......................................................................................................................... 5
1.4 Public Consultation ........................................................................................................................................... 6
1.4.1 Stakeholder Meetings ............................................................................................................................. 7
1.4.2 Surveys ......................................................................................................................................................... 7
1.4.3 Public Meeting ........................................................................................................................................... 8
2.0 BACKGROUND .................................................................................................................................................... 9
2.1 History .................................................................................................................................................................... 9
2.2 Community Profile & Growth Projections .............................................................................................. 10
2.2.1 Population Projections ........................................................................................................................ 10
2.2.2 Household Projections ........................................................................................................................ 11
2.2.3 2016 Demographic Snapshot ........................................................................................................... 13
2.3 Broad Based Trends in Community Services & Recreation .............................................................. 14
3.0 SUPPORTING INFORMATION ...................................................................................................................... 20
3.1 City of Kitchener Official Plan ..................................................................................................................... 20
3.2 Kitcheners Strategic Plan ............................................................................................................................ 21
3.3 Upper Canada Park Master Plan ................................................................................................................ 22
3.4 Leisure Facilities Master Plan ...................................................................................................................... 24
4.0 COMMUNITY CENTRE USAGE & NEEDS ................................................................................................... 29
4.1 Community Centre Usage ........................................................................................................................... 29
4.1.1 Programming .......................................................................................................................................... 29
4.1.2 Space .......................................................................................................................................................... 31
4.1.3 Staffing ...................................................................................................................................................... 31
4.2 Community Centre Needs ........................................................................................................................... 32
4.2.1 Core Programs and Services .............................................................................................................. 32
4.2.2 Indoor Spaces & Services .................................................................................................................... 33
4.2.3 Outdoor Services ................................................................................................................................... 35
4.2.4 Priorities .................................................................................................................................................... 35
5.0 EXPANSION OPPORTUNITIES ...................................................................................................................... 37
5.1 Objectives .......................................................................................................................................................... 37
5.2 Site Constraints ................................................................................................................................................ 37
5.3 Option One
Recommended Plan ........................................................................................................... 39
5.4 Option Two
Preferred Plan ....................................................................................................................... 41
5.5 Timeline .............................................................................................................................................................. 42
6.0 ECONOMIC ANALYSIS ................................................................................................................................... 43
6.1 Capital Cost of Option One ......................................................................................................................... 43
6.2 Capital Cost of Option Two ......................................................................................................................... 44
6.3 Operational Structure.................................................................................................................................... 45
6.4 Projected Revenues and Expenses ........................................................................................................... 48
7.0 CONCLUSION ................................................................................................................................................... 49
Doon Pioneer Park Community Centre Business Case 1
February 2017
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FIGURES
After page
Figure 1: Doon Pioneer Park Community Association Boundary 3
Figure 2: Context Map 4
Figure 3: 2016 Doon Pioneer Park Community Population Distribution 13
Figure 4: Core Uses of the Doon Pioneer Park Community Centre 33
Figure 5: Existing Floor Plan 33
Figure 6: Indoor Space Priority for Renovation and Expansion 34
Figure 7: Site Features/Constraints 37
Figure 8: Option One Concept Plan 40
Figure 9: Option Two Concept Plan 41
Figure 10: Expansion Projected Timeline 42
Figure 11: Proposed Doon Pioneer Park Community Centre Organization Structure 46
TABLES
Page
Table 1: Doon Pioneer Park Community Centre History 9
Table 2: Population Projections 2016 - 2026 10
Table 3: Population Projections 2016
2036 11
Table 4: Population Projections 2016
2036 Based on Housing Growth 11
Table 5: Household Projections 2016 - 2026 11
Table 6: Household Projections 2016 - 2036 12
Table 7: Household Projections 2016
2036 Based on Planned Development 12
Table 8: List of Programs Offered during Winter, Spring & Fall Sessions (2014
2016) 30
Table 9: Summary of Doon Pioneer Park Community Centre Program Activity 31
Table 10: Community Survey Ranking Respondents Most Valuable Indoor Spaces 33
Table 11: Community Survey Ranking Respondents Most Valuable Outdoor Spaces 35
APPENDICES
Appendix A: Stakeholder Questionnaire
Appendix B: Online Survey
Appendix C: Cost Estimate (Option One)
Appendix D: Cost Estimate (Option Two)
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1.0 INTRODUCTION
MacNaughton Hermsen Britton Clarkson Planning Limited (MHBC), Raymond Consulting and James
Fryett Architect Inc. (hereinafter the Project Team) have been retained by the City of Kitchener
(hereinafter the City) to undertake the development of the Doon Pioneer Park Community Centre
Business Case (hereinafter the Business Case). The Business Case will provide the basis for funding,
design, and construction of additional community centre space at the Doon Pioneer Park Community
Centre.
The City currently operates fourteen community centres. In partnership with neighbourhood associations,
the Citys Community Programs and Services Division facilitates program delivery, facility management,
and neighbourhood-based capacity building. Neighbourhood associations are volunteer associations that
provide a range of social, recreational and educational activities for residents of a defined geographic area
and are often a vehicle for community action. The Doon Pioneer Park Community Association (hereinafter
the DPPCA) serves the broader neighbourhood whose boundaries are considered to be Huron Road to
the north, Grand River to the east; Highway 401 and New Dundee Road to the south and Strasburg
Road/Riedel Road to the west (see Figure 1).
The Doon Pioneer Park Community Centre (hereinafter the DPPCC) is located at 150 Pioneer Drive in the
Citys south end is the only community centre south of Bleams Road. The Southwest area of Kitchener is
forecast to experience significant amounts of growth over the next 20 years as several draft approved and
registered subdivisions are located in the area.
The subject lands are 2.75 hectares in size. The existing DPPCC building is 1,455 square metres (15,662
square feet) including the Kitchener Public Library Doon Branch (hereinafter the library). The DPPCC
occupies 903 square metres (9,720 square feet) of the building.
1.1 Purpose
The purpose of this Business Case is to determine the most appropriate size and configuration of the
DPPCC renovation and expansion to facilitate the long-term needs of the community, staff, agencies and
stakeholders and accommodate the range of activities, programs, and social events that occur there. The
Business Case includes a detailed concept plan for the proposed expansion based on the needs identified
by the public and stakeholders.
The scope of this Business Case does not include the library as part of any renovation or expansion
opportunity.
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Doon Pioneer Park Community
Association Boundary
DATE: November 18, 2016
Figure 1
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FILE:1077F
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COMMUNITY ASSOCIATION.DWG
Doon Pioneer Park Community Centre
City of Kitchener
Regional Municipality of Waterloo
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1.2 Objectives
As described in the Terms of Reference prepared by the City, the Business Case will achieve the following
objectives:
1.Complete a comprehensive review and analysis of the current needs and capacities (facilities,
human resources, etc.) of the Doon Pioneer Park community to support community-based
programming;
2.Project the potential ultimate population increase within the service area of this community
centre in order to determine the facility and resource needs of the community;
3.Engage the Doon Pioneer Park community residents, as well as agency and stakeholder groups in
the community, in consultation on the future programming and space needs, and consider the
results of the consultation in any recommendations;
4.Identify concrete partnerships/opportunities for delivering identified and projected responses to
needs with or without the City expanding current facilities; and
5.Prepare recommendations and associated capital and operating costs outlining long term (10 +
years) facility expansion needs for the DPPCC considering:
a.Future programming;
b.Size and configuration of the facility;
c.Resource constraints (e.g. budget); and
d.Site constraints.
1.3 Study Area & Location
The boundaries of the Doon Pioneer Park Community Association (hereinafter the subject area) are
considered to be Huron Road to the north, Grand River to the east, Highway 401 and New Dundee Road to
the south and Strasburg Road/Riedel Road to the west.
The DPPCC is located north of Pioneer Drive, west of Homer Watson Boulevard at 150 Pioneer Drive. Uses
that surround the subject lands include the following (see Figure 2):
NORTH: Upper Canada Park, Schneiders Creek and low-rise single detached residential buildings.
Within 1,000 metres of the subject lands, there are low-rise residential buildings, Pioneer
Park Public School (located on Upper Canada Drive), low-rise commercial plazas on the
southeast and southwest corners of Homer Watson Boulevard and Doon Village Road, an
industrial use (Canada Alloy Castings at the northeast corner of Homer Watson Boulevard
and Manitou Drive), the Grand Valley Institution for Women, and the Waterloo Regional
Museum.
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htron
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EAST: Upper Canada Park, Schneiders Creek, Southwest Optimist Sports Field, Homer Watson
Boulevard. Beyond Homer Watson Boulevard there is low-rise commercial, low-rise
residential townhomes and medium-rise residential apartments.
Within 1,000 metres of the subject lands, there are high-rise residential apartments, low-
rise single detached and townhome residences and Homer Watson Park.
SOUTH: City of Kitchener Fire Station #6, St. Timothy Catholic School, Beihn Park, Doon Village
Natural Area, Pioneer Park Church of God, low-rise single detached and townhome
residences and a low-rise commercial plaza (Pioneer Park Plaza).
WEST: Low-rise single detached, semi-detached and townhome residences.
Within 1,000 metres beyond Doon Village Road there are low-rise single detached and
townhome residences, Wheatfield Park, Millwood Park, St. Kateri Tekakwitha Catholic
Elementary School and Carlyle Park.
1.3.1 Environmental Context
Within the subject area, there are several community amenities such as schools, churches, and parks that
could be used by the neighbourhood to address space and program constraints at the DPPCC. This
section summarizes the community amenities available within the subject area. The DPPCC is the only
community centre south of Bleams Road in the City of Kitchener; therefore, it serves a large number of
residents who have a variety of needs.
Within the subject area, there are several schools that serve residents. School sites include:
St. Timothy Catholic School
Located across from the DPPCC on Bechtel Drive, St. Timothy
Catholic School contains an outdoor playground, baseball diamond, and a basketball court.
St. Kateri Tekakwitha Catholic School
Located at 560 Pioneer Drive, St. Kateri Tekakwitha Catholic
Schools contains an outdoor playground, soccer fields, and a baseball diamond.
Doon Public School
Located at 1401 Doon Village Road, Doon Public School caters to students in
Grades 6, 7 and 8.
Located at 55 Upper Canada Drive, Pioneer Park Public School serves
Pioneer Park Public School
children up to Grade 6. The school features a gymnasium, creative playground, two soccer fields,
baseball diamond, basketball net and asphalt activities.
Brigadoon Public School
Located at 415 Caryndale Drive, Brigadoon Public School serves
children up to Grade 6. The School features a double gymnasium.
JW Gerth Public School
Located at 171 Apple Ridge Drive, JW Gerth Public School serves
children from JK to Grade 4 and features a large double gymnasium with a folding wall and a large
outdoor play area for children.
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Within the subject area, there are several churches that serve residents. The Pathway Community Church
offers services at the DPPCC. Additional churches in the area include:
Pioneer Park Church of God
Located at 11 Old Carriage Drive, the Pioneer Park Church of God is
located 290 metres from the DPPCC.
Forward Church
Located at 600 Doon Village Road, Forward Church is located approximately 1.1
kilometers from the DPPCC.
Doon Presbyterian Church
Located at 35 Roos Street, the Doon Presbyterian Church is located
approximately 2 kilometers from the DPPCC.
Located at 68 Biehn Drive, the Pioneer Park
Pioneer Park Christian Fellowship Mennonite Church
Christian Fellowship Mennonite Church is located approximately 2.1 kilometers from the DPPCC.
Located at 40 Chapel Hill Drive, the Carmel New Church School is
Carmel New Church School
located approximately 3.1 kilometers from the DPPCC.
There are fourteen (14) community centres located throughout the City of Kitchener. The majority (9 of 14)
of the Citys community centres are located north of Highway 8. Of the five community centres located
south of Highway 8, the DPPCC is the only facility located south of Bleams Road. The closest community
centres to the DPPCC are (note: the distances cited are actual driving distances):
Country Hills Community Centre (Strasburg Road/Block Line Road)
located approximately 6
kilometers from the DPPCC, it features a double gymnasium, an outdoor sports pad, accessible
playground and three meeting rooms;
Kingsdale Community Centre (72 Wilson Avenue)
located approximately 5.4 kilometers from the
DPPCC, it features a 16,500 square foot facility with five program rooms, a large gymnasium and an
adjoining commercial kitchen and bar area. Programs and activities can be accommodated in
each room;
Centreville Chicopee Community Centre (141 Morgan Avenue)
Located approximately 6
kilometers from the DPPCC, it features a single gymnasium and two meeting rooms to
accommodate programs and activities.
Williamsburg Community Centre (Westmount Road East/Fischer Hallman Road)
located
approximately 7 kilometers from the DPPCC, it features a multipurpose room for programs and
activities.
1.4 Public Consultation
As described in the study objectives, one of the objectives was to engage residents within the subject area,
agencies and stakeholders through the consultation process to understand their needs and desires for the
future expansion of the DPPCC. As such, a variety of consultation methods were used to engage the public
including facilitated stakeholder meetings, handout and online surveys and a public meeting.
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1.4.1 Stakeholder Meetings
Stakeholder Meetings were scheduled through June and July 2016 with various groups that have a direct
interest in the expansion of the DPPCC:
1.June 9, 2016: Meeting with DPPCC Staff;
2.June 16, 2016: Meeting with the Doon Pioneer Park Community Association Board;
3.June 23, 2016: Meeting with City of Kitchener Staff; and
4.July 27, 2016: Workshop with Neighbourhood Youth Drop-in session.
The format for most stakeholder meetings was similar. A total of approximately 40 people attended the
stakeholder sessions. The stakeholder meetings were intended to obtain feedback on the DPPCCs
strengths, weaknesses, opportunities and threats and understand the stakeholders opinions regarding the
future of the DPPCC and potential expansion.
The meetings included a brief presentation by the Project Team to provide an overview for the Business
Case and lead stakeholders through a facilitated discussion. A questionnaire was provided to all
stakeholders (Appendix A), which helped lead the discussion. Visual display boards were used and
stakeholders were asked to use sticky-notes to label the positives and negatives of the exterior and interior
space of the DPPCC.
At each facilitated session, the stakeholders responses were recorded and summarized.
An additional meeting was held with the Pathway Community Church who uses the DPPCC for their
Sunday services. The purpose of this meeting was to understand the congregations needs and future
growth plans.
1.4.2 Surveys
A survey was also conducted targeting all residents within the subject area as well as users of the DPPCC.
The survey was administered online and through paper surveys. Paper surveys were distributed at the
DPPCC and at the Fall Family Fun Day event on September 17, 2016. The electronic survey was distributed
online by the City through their website and social media accounts. A copy of the survey is attached in
Appendix B. In total 1,197 surveys were completed between August and October 5, 2016.
Approximately 85% (n=1,009) respondents to the survey live in the Doon or Pioneer Park communities. Of
those respondents who live in the Doon or Pioneer Park communities, over 75% (n=772) of people moved
to the community in the past 15 years. Much of the residential development within subject area is
relatively new and is rapidly expanding as further demonstrated in Section 2.2.
The surveys provide some insight into the typical household within the study area. There were 707
responses to the question how many people live in your household? while 490 skipped the question.
Despite this, the mode (the value that occurs the most often) is a household of four people (n=234). This
area is known to be home to many families and the survey data supports this claim. Over 70% of
respondents (n=512) stated that there are between three and five people in their household.
Questions were asked regarding the number of adults and children (0 to 17 years of age) that live in the
respondents household. The survey data supports the claim that a family of four is a typical household in
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the subject area. Most households contain two adults (72%; n=508) and the most frequent number of
children per household is two (36%; n=234). Over 50% (n=274) of children within the study area are
between the ages of 5 and 10.
Of those respondents who confirmed they are users of the DPPCC, approximately 75% (n=880) of
respondents use the DPPCC at least monthly while approximately 25% (n=295) of respondents never use
the DPPCC. Of those who never participate in activities at the DPPCC, over 50% (n=151) stated their reason
they never participate is because they do not know what is being offered at the DPPCC.
The results of the survey are further analyzed in Section 4.2.
1.4.3 Public Meeting
A public meeting was held on November 9, 2016, at the Doon Pioneer Park Community Centre. The
purpose of the meeting was to provide a summary of the public and stakeholder engagement efforts;
identify trends and themes from the survey; provide an overview of the expansion recommendations, and
receive public input on the proposed concept plan. The public meeting included a presentation by the
project team as well as an opportunity for the public to ask questions. Display boards were also located in
the lobby area and the public were encouraged to discuss the concept plan with the project team.
Approximately 12 people attended the meeting.
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2.0 BACKGROUND
2.1 History
The Doon Pioneer Park Community Association and local community recognized a need for a Community
Centre in the south end of the City and made a formal request to Council for consideration in 1983.
Funding for the project was approved by Council in the Capital Budget for 1987. In addition to the funding
approved by Council, the Doon Pioneer Park Community Association raised $25,000 to put towards the
design and construction of the community centre.
Ground breaking ceremonies were held in June 1988 and the DPPCC was officially opened on September
9, 1989. At that time, there were approximately 7,200 residents living in the area. The current building
contains the Community Centre and the Pioneer Park Branch of the Kitchener Public Library.
An expansion of the Community Centre was first discussed in 1999. In 2000, the City commissioned a
Community Centre Feasibility Study. The Community Centre Feasibility Study identified the need for an
expansion to the DPPCC and recommended that the City proceed with the proposed addition because of
the major growth and development in the area since the original building was constructed. Since then, the
expansion project has been deferred five times. The current 2015 City Capital Budget has the proposed
expansion scheduled for 2017. The current City of Kitchener Development Charges Study (2014) also
identifies a capital allocation for the expansion of the DPPCC in 2017
2018, which would allow for the
facility to be open sometime in 2019, depending on the competitive construction market. Approximately
83% ($3,070,800) of the total project cost would be funded through Development Charges as the
proposed expansion is intended to serve new growth.
Table 1 summarizes the history of the DPPCC and proposed expansion considerations.
Table 1: Doon Pioneer Park Community Centre History
Year Activity
1988
Construction begins
1989
Official opening ceremonies of the DPPCC
1999
Expansion of the Doon Pioneer Park Community Centre is first discussed and
scheduled for 2007
2000
Community Centre Feasibility Study recommends the City proceed with the proposed
addition to the Doon Pioneer Park Community Centre and push back construction to
2008.
2005
Leisure Facilities Master Plan recommends an expansion of the Doon Pioneer Park
Community Centre for 2008.
2008
The City of Kitchener earmarked funds to prepare the Business Case for expansion,
which was scheduled for 2009
2009
The Business Case for expansion was pushed back until 2010 and expansion plans
were pushed back until 2012
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2011
Expansion plans for the Doon Pioneer Park Community Centre are deferred until 2016
2013
Leisure Facilities Master Plan Update recommends that the planned community centre
additions for Doon Pioneer Park Community Centre be implemented.
2015
Expansion plans for the Doon Pioneer Park Community Centre are deferred until 2017.
Source: Doon Pioneer Park Community Association History
2.2 Community Profile & Growth Projections
In developing the Business Case for the DPPCC expansion, it is important to understand the demographic
composition of the community. The demographic composition of the community influences the needs
and wants of the community in any expansion. This section identifies the current community profile,
including population and socio-economic considerations, as well as identifying a projected population for
the community.
The data contained in this section were provided by the City of Kitchener and obtained from PCensus,
which relies on Statistics Canada data. Note: the population data only accounts for permanent population;
therefore, it does not include students. Actual population may be larger when accounting for students.
2.2.1 Population Projections
The data provided by the City of Kitchener projects a 2026 population of 23,825 persons for the subject
area. Table 2 shows the projected population from 2016 to 2026 and the annual rate of change in
population during this time period.
Table 2: Population Projections 2016
2026
Year Projected Population Rate of Change in Population
(percent per year)
2016 20,028
1.8%
2019 21,125
2021 21,857 1.7%
2026 23,825 1.8%
Source: PCensus 2016 Estimates and Projections
Population Trends.
For the purposes of this Business Case, population projections are required to 2036 to provide a 20-year
planning horizon for the subject area. It is assumed that the average rate of change in population is 1.77%
per year throughout the planning horizon. Using these assumptions, the population of the subject area is
projected to increase by 8,366 persons from 2016 to 2036 to 28,394. Table 3 shows the projected
population of the subject area over the 20-year planning horizon.
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Table 3: Population Projections 2016
2036
Year Projected Population
2016 20,028
2021 21,857
2026 23,825
2031 26,009
2036 28,394
Note: Assumes an average annual rate of change of 1.77%.
To provide an alternative methodology to projecting population, Section 2.2.2 gives consideration to the
planned, registered and remaining residential units within the subject area. With the projected number of
households, populations can be projected based on the assumption that the current average household
size remains constant. At present, the average household size is 2.8 persons per household. Table 4 shows
the projected population based on this alternative methodology. Note, average household sizes across the
Province are trending downward and this same trend would be expected in the subject area. However, for
the purposes of this analysis household size has remained constant through the planning horizon.
Table 4: Population Projections 2016
2036 Based on Housing Growth
Year Projected Population
2016 20,028
2021 22,714
2026 25,514
2031 28,314
2036 31,114
Notes: Based on household projections in Table 6.
Assumes an average household size of 2.8 persons remains constant over the planning horizon.
The alternative methodology projects a population of 31,114 people by 2036. Together, these
methodologies provide a projected range in population of 28,394 to 31,114 people within the subject
area. This range is reasonable because typically residential blocks on a plan of subdivision are approved
with a range of units to accommodate market conditions at the time of construction.
2.2.2 Household Projections
The data provided by the City of Kitchener projects a total of 8,690 households within the study area by
2026. Table 5 shows the projected number of households and the annual rate of change in households
(percent per year) over this time period.
Table 5: Household Projections 2016
2026
Year Projected Households Rate of Change in Households
(percent per year)
2016 7,112
2.2%
2019 7,574
2021 7,883 2.0%
2026 8,690 1.9%
Source: PCensus 2016 Estimates and Projections
Household Trends.
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As described above the planning horizon for this Business case is 20-years (2036), therefore, household
projections must be extended to meet the timing horizon. From the data provided by the City of
Kitchener, the projected average annual rate of change in households is 2.03% per year from 2016 to 2026.
Using this assumption, the subject area is projected to grow by 3,512 households by 2036 to a total of
10,624 dwelling units. Table 6 shows the projected number of households from 2016 to 2036.
Table 6: Household Projections 2016
2036
Year Projected Households
2016 7,112
2021 7,883
2026 8,690
2031 9,609
2036 10,624
Note: Assumes constant average annual rate of change in households of 2.03%
To provide an alternative methodology, consideration has been given to the planned, registered and
remaining housing units within the subject area. Much of the Citys vacant developable land is located
within the southern part of the subject area. Several properties are under construction or are planned for
development. Applications for plans of subdivision, draft approved plans of subdivision and registered
plans of subdivision provide detailed unit counts of the number of households planned for the subject
area. As of the start of 2016, there is the potential for an additional 3,772 to 5,144 units within the subject
area.
Assuming a construction rate of approximately 200 units per year, the subject area will take 19 to 26 years
to achieve full build-out. By 2036, a total of 11,112 dwellings are projected based on a build-out rate of 200
units per year. Table 7 shows the projected number of households over the planning horizon.
Table 7: Household Projections 2016
2036 Based on Planned Development
Year Projected Households
2016 7,112
2021 8,112
2026 9,112
2031 10,112
2036 11,112
Note: Data based on planned, registered and vacant residential units within subject area based on data obtained
by MHBC Planning.
Therefore, two methodologies have been used to project the number of dwellings over the 20-year
planning horizon to 2036. In total, a range of 10,624 to 11,112 households are projected within the subject
area by 2036. This represents an increase of 3,512 to 4,000 new dwellings over the 20-year planning
horizon. This provides a good range between the two household projections to be used for planning
purposes.
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2.2.3 2016 Demographic Snapshot
Population & Households
In 1989 when the DPPCC was officially opened, there were approximately 7,200 residents living in the
subject area. In 2016, the population has grown to 20,028 people. The current population represents a
9.7% increase over the 2011 Census population. Figure 3 shows the current population distribution by age
cohort and gender in the subject area.
Figure 3: 2016 Doon Pioneer Park Community Population Distribution.
3500
3000
2500
Total
2000
Male
1500
1000
Female
500
0
0 to 45 to 1415 to 2425 to 3435 to 4445 to 5455 to 6465 to 7475+
Source: PCensus 2016 Estimates and Projections Population by Age and Sex
There are currently 7,112 households in the subject area. The number of households has increased 10.8%
from 2011. On average, there are 2.8 persons per household within the subject area.
A majority of the population over 15 years of age is married (9,105 persons). There are 4,270 single (never
married) persons within the subject area. There are currently 5,989 families living in the subject area. The
average family consists of three persons and has an average of 1.1 children. Of the 5,989 families, the
majority (3,135 families) have children at home. There are 799 lone-parent families living in the subject
area.
What does this mean? The subject area is continuing to experience population growth as southwest
Kitchener develops. Over the planning horizon, the population and number of households are projected
to continue to increase. The population distribution is well distributed across all age cohorts. Therefore,
there is a segment of the population that is aging and will require accessible spaces and programming to
keep them active (physically and mentally). There are also a large number of families living within the
subject area. Similar to the aging population, families have unique needs as well when it comes to the
community centre including recreation and educational opportunities, child care and social spaces.
Education
People with a variety of different levels of education reside in the subject area. In general, 31% (3,530
persons) have a college, CEGEP or other non-university certificate or diploma, 23% (2,645 persons) have a
high school diploma or equivalent and 21% (2,365 persons) have a Bachelors degree. These figures are
similar to provincial and national rates.
What does this mean? The level of education one achieves can influence the likelihood of engaging in
healthy physical and recreational activities. As the level of education one achieves increases, so does the
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probability that participation in physical recreational activities will increase. Given the educational data, it
can be inferred that residents within the study area actively participate in physical and recreational
pursuits, and this trend will likely continue.
Income
The average household income is $115,973 and the median household income is $93,658, which are
above the provincial and national rates.
What does this mean? Research indicates that there is a correlation between income and participation in
recreational activities whereby participation in recreation activities is often higher among higher income
families. Based on the demographic snapshot, the average and median household incomes in the study
area is higher than the Canadian and Ontario average. Households within the study area experience a
range of incomes and as such programs and activities need to be affordable and inclusive for all.
Language
What does this mean?
English as the first language is very prominent in this neighbourhood as 90% list English as their home
language (excluding multiple responses). Other languages that are spoken as a home language include
Polish, Punjabi, Spanish, Romanian, Mandarin, Persian (Farsi), Chinese languages and Slavic languages
(each representing 1% of home languages).
What does this mean? Ethnicity can influence the community services provided by the City. The diversity
of ethnic groups in the community can lead to a greater demand for recreation pursuits that these ethnic
groups enjoy. For example, there may be a greater demand on facilities such as cricket, bocce, or other
culturally specific programs in order to serve the diverse community needs.
2.3 Broad Based Trends in Community
Services & Recreation
The community leisure system is made up of three integrated sub-systems:
1.Commercial providers;
2.Not-for-profit organizations; and
3.The public system
The public system is the principle driver in the community for leisure programs and services as it provides
services directly, as well as exercises varying levels of control over the ability of commercial or not-for-
profits to offer services within its jurisdiction. It is important that the structure of the public delivery system
reflect the values and cultural demands of the community whose needs it is established to meet.
As such, the City of Kitchener has a significant role to play in the delivery of parks, recreation and culture
services. However, it is equally clear that the City cannot, and should not, play a role in all areas. Municipal
recreation departments are typically involved in providing community facilities (e.g. parks, playgrounds,
community centres, arenas, trails, swimming pools), offering community programs (e.g. learn-to-swim,
childrens day camps, sports leagues and arts programs), providing leadership and support to local clubs
and organizations, and regulating leisure opportunities through local by-laws. Regardless of the size of the
municipal recreation organization, volunteers are also an integral part of the delivery of service.
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In Canadian municipalities in recent years, leisure service delivery has been guided by certain societal
influences (e.g. active living, health, and fitness, community pride) and, at the same time, has responded to
public demand for programs and services that are justified by the willingness of the community to pay for
them.
Effective planning for DPPCC current and future residents requires the identification and constant
monitoring of existing and emerging trends that could potentially affect facility and program needs.
Understanding trends related to demographics, participation, and facility provision can help the City and
Neighbourhood Association anticipate shifts in the demand for recreation and parks opportunities.
The following is a high-level summary of major trends in participation, demand and the delivery of
recreation and parks facilities and services, based largely on information collected from recent provincial
and international research.
Societal Trends Impacting Parks & Recreation
High levels of physical inactivity in all age groups
less than half of Canadian children are active
enough to achieve optimal growth and development; physical inactivity costs Canadians $1.6
billion and $3.7 billion annually in direct and indirect costs.
Health and obesity are becoming a national crisis
the proportion of obese children has increased
threefold in the past 25 years. Todays children will be the first generation with a life expectancy
shorter than their parents.
Aging population (baby boomers are reaching retirement age)
there is significant segmentation
amongst older adults and seniors, with demands ranging from active recreation activities to more
traditional and passive activities.
Increasing ethnic diversity
more than half of Ontarios population growth between 1996 and
2006 can be attributed to immigration.
Heightened awareness of the need to accommodate people with disabilities (not just through
facility design, but also programming, customer service, signage, etc.), particularly given the
regulations for the Accessibility for Ontarians with Disabilities Act (AODA).
Busy lifestyles and the lack of free time
commuting, home-based occupations, night shifts, and
weekend work are creating the need to have leisure services open later and the need to promote
drop-in opportunities.
Income disparities and continued need for affordable leisure opportunities
older adults have
more disposable income to spend on leisure pursuits, while young families, youth and
economically disadvantaged individuals may find it difficult to afford to pursue a healthy lifestyle
through participation in recreation; this may result in a need for more subsidies to assist those that
are on fixed incomes and also a movement away from age-based subsidies for those that can
afford to pay for services.
Fewer volunteers are doing more work
the sport and recreation sector is traditionally very reliant
on volunteers and requires constant recruitment, training and recognition.
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Increasing expectations of residents in terms of both quantity and quality of opportunities.
Design Trends Impacting Parks & Recreation
Existing recreational infrastructure is aging, creating customer service and funding challenges
the majority of recreation facilities in Ontario are over 25 years old and 30% to 50% of these are
near the end of their useful life.
National trends show a general preference for multi-use community facilities over single-use
facilities as many users prefer a choice of amenities/services/activities in one location. At the same
time, the demand for neighbourhood-level facilities (e.g. gathering/programming spaces,
playgrounds, and accessible pathways and trails) remains important to communities.
Increased emphasis on resource sharing, such as partnerships and other collaborative
arrangements.
Green construction and facility retrofitting (many municipalities are adopting minimum LEED
requirements), which can result in increased capital costs, but lower operating costs in the long-
run.
Urban design trends emphasize the importance of plentiful greenspace and parks within
individual neighbourhoods. Walkability and urban design that is conducive to alternative modes of
transportation are gaining popularity as well.
Growth in passive recreational use of pathway and trails lead to demand for amenities (e.g.
drinking fountains, washrooms, outdoor exercise equipment, benches, etc.).
Volunteerism
The evolving nature of volunteerism is important for recreation service providers to understand,
given the importance of volunteers in the delivery of community programs and events. Canadians
seek different volunteer experiences throughout their lifespans, depending on circumstances and
priorities, but this is not the only factor at play in the changing demographics of Canadas
volunteers. Contrary to popular belief rates of volunteerism are on the rise nationally, however,
there is no dramatic increase or decrease in numbers of volunteers. We are experiencing a whole
new group of volunteers who want to use their skills, work in an episodic way and not make a
multi-year commitment.
Latest Statistics Canada data (2010) shows that more than 47% of Canadians volunteer an average
156 hours each day. Many Canadians volunteer out of a desire to contribute to their communities,
to use their skills and experience, and because they have been personally affected by the cause. It
is clear that the majority of volunteer hours are provided by the minority of volunteers. This is also
true within the realm of sports and recreation. Seventy-nine (79%) of total volunteer hours
contributed to sports and recreation organizations came from 25% of volunteers.
Volunteerism is a critical part of the social environment in communities. Volunteers need to be
valued, trained and supported as an essential part of the delivery of recreational and social
experiences in every community in Canada.
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Social Inclusion
Research has demonstrated that recreation and leisure can foster social inclusion for residents facing social,
financial, physical or mental health barriers. While always an important issue, its significance has risen as
communities have become more diverse.
Social inclusion is about making sure that all children and adults are able to participate as valued,
respected and contributing members of society. It involves the basic notions of belonging, acceptance
and recognition. For immigrants, social inclusion would be manifested in full and equal participation in all
facets of a community including economic, social, cultural, and political realms. It goes beyond including
outsiders or newcomers. In fact, social inclusion is about the elimination of the boundaries or barriers
between us and them. There is a recognition that diversity has worth unto itself and is not something
that must be overcome.
While issues of social inclusion are pertinent for all members of a community, they can be particularly
relevant for adolescents of immigrant families. Immigrant youth can feel pulled in opposite directions
between their own cultural values and a desire to fit in to their new home. This tension can be
exacerbated in those situations in which parents are experiencing stress due to settlement.
Children living in families which are struggling are more likely to be excluded from some of the aspects of
life essential to their healthy development. Children are less likely to have positive experiences at school,
less likely to participate in recreation and less likely to get along well with friends, if they live in families
struggling with parental depression, family dysfunction or violence.
Increasingly, municipalities and other recreation providers are putting a focus on providing recreational
opportunities for individuals with barriers to participation. Support for initiatives such as the Canadian
Parks and Recreation Associations Everybody Gets to Play program, KidSport and JumpStart can help
ensure that youth have access to programs and activities that can foster social inclusion and overall
physical and mental health. Outreach programs, partnerships with social service providers and subsidized
user fees are also potential mechanisms being used by providers to remove barriers. The City of Kitcheners
existing Leisure Access Card is one example of a municipal operated initiative, which provides low-income
families with subsidized access to programs and passes.
Community Centres play a vital role and are critically aligned to develop social initiatives that enhance the
well-being of individuals, families, and communities, and ultimately fostering increased social inclusion in
the community. Connectivity and outreach through the DPPCC social and recreation programming will be
a vehicle to engage marginalized and vulnerable populations in the neighbourhood.
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Multi-Generational and Flexible Facility Use
Research has shown that Canadians leisure time is increasingly important for personal
development and quality of life. This equates to increased demand for high-quality activities and
facilities, and value-added service that can come from providing the ability to recreate at any time
throughout the day or providing the availability to have simultaneous recreation opportunities for
the entire family. This requires multi-use spaces that appeal to a broader spectrum of uses rather
than dedicated spaces. In addition, as peoples schedules become increasingly busy, there is
greater demand for informal and individual leisure activities such as walking or cycling, rather than
programs with set schedules. There will be greater demands on drop-in opportunities in
recreation and cultural facilities. As a result, scheduling of programs will need to ensure that these
are available throughout the day.
A growing trend in the development or re-purposing of recreation, leisure and cultural
infrastructure involves providing amenities that appeal to a variety of individual interests and
ability levels. Including a variety of amenities in facilities can help maximize facility usage and
ensure that a facility is viewed as being relevant by all residents.
While traditional facility recreation components such as gymnasiums, fitness centres and aquatic
areas continue to be important, many facilities are now including components with amenities that
have previously been stand-alone in the community or not identified with recreation facilities.
Examples include seniors centers, youth centres, indoor child play areas and libraries. Including
these amenities can also help recreation facilities become community hubs of activity and
further justify municipal investment.
A recent trend in recreation and cultural infrastructure is to create facilities which are highly social
in nature, and that can act as social gathering hubs within a neighbourhood or broader
community. In active spaces such as fitness centres, walking/running tracks, and gymnasiums,
social interaction can be encouraged through the layout and design of these and adjacent
supporting amenities (e.g. change rooms, stretching areas, information desks). Increasingly, many
facilities are also focusing on increasing social interaction opportunities in passive spaces such as
lobbys, corridors, spectator areas, and food service locations.
This is often accomplished through a combination of facility design, facility aesthetics, and by
creating a warm and welcoming atmosphere. By increasing social interaction in passive areas,
many facilities have been successful in attracting individuals and groups who might not typically
visit recreation or cultural facilities.
Another growing trend is to include program areas within multi-purpose facilities that focus on
providing socially interactive opportunities to specific populations. Whereas past child minding
centres, youth centres, adult social clubs, and seniors centres were often stand-alone facilities;
many municipalities are now including these spaces as components of multi-purpose recreation
and cultural facilities.
Based on this demand, there is a clear shift from stand alone to multi-use facilities. This also
includes a shift from separate youth to seniors centres as these are now more commonly
integrated into multi-generational facilities. Combining facilities such as multi-purpose
gymnasiums, multi-functional activity rooms, childrens spaces that facilitate staffing efficiency, and
results in improved and greater facility use by families. Combined facilities also become a
gathering place and focal point/destination for the community.
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The planned Upper Canada Park/Sportsfield Complex is poised to provide opportunities for a
range of ages, family types, and abilities and its location relative to the DPPCC is viewed as space
that can encourage inclusive recreational activity. There has been a considerable trend towards
participation in non-programmed, spontaneous outdoor activities such as pick-up sports,
picknicking, family gatherings, special events, etc. In this sense, parks can be viewed as outdoor
community centres that combine a number of programmed and non-programmed uses. The
construction of the proposed bridge and trailway between the Upper Canada Park and DPPCC will
enhance opportunities for community connectivity, engagement and cross-programming with
the DPPCC from an indoor/outdoor perspective.
There is a growing trend in clustering library spaces with like-minded recreational program spaces
such as: child-minding, seniors and social interactive spaces. The librarys goals overlap with parks,
recreation and culture services and there is a growing trend in more collaborative approaches to a
variety of programs and services that respond to community needs.
Flexible, smart, green and spacious are the four primary themes to be found in contemporary
library architecture. Libraries are designing spaces that can be more easily reconfigured according
to changing needs that use technology to maximize the quality and cost-efficiencies of library
service, and which increase efficiency and sustainability through environmentally sound design.
Exciting new designs and colour schemes are being explored, resulting in more people space and
less collection space. Outdoor spaces and community living rooms also feature prominently in
new and renovated library buildings as libraries position themselves as community hubs and
crucial public spaces.
Spaces for Spontaneous & Scheduled Activities
While scheduled (structured) activities remain important, there is growing demand for opportunities to
participate in spontaneous (unstructured) activities. People are seeking individualized, informal pursuits
that can be done alone or in small groups, at flexible times, often near or at home. Examples of
spontaneous activities include fitness/wellness, leisure swimming, walking and open gymnasium time.
Also trending are the concepts of Small and Simple: small groups, mini-soccer, short, intense exercises,
and shortened seasons. Agencies are finding it easier to integrate these trends into their programs
because they require little investment in space and equipment.
Low-skill, low-cost, social leisure sports like Baggo (a bean-bag toss game), ladder toss, and nostalgia sports
like kickball, dodgeball and hula hoops are an increasing trend. These games are more lighthearted and
less athletic and fit easily into time spent after work. These low-pressure recreational leagues also draw
members of the community who lack the athletic prowess for the more competitive basketball, softball,
volleyball, or tennis leagues. These additional participants and leagues help to raise more revenue for
recreation operations
often with little cost for equipment.
Fitness trends also reflect a blast from the past. Body-weight training leads the list of the top 10 fitness
trends according to the American College of Sports Medicine (ACSM). Body Weight Training includes
pushups, pull-ups, planks, lunges, and squats, to name a few. This style of exercise utilizes minimal
equipment making it more affordable and allows people to get back to the basics.
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3.0 SUPPORTING
INFORMATION
3.1 City of Kitchener Official Plan
An Official Plan is the primary long-range, comprehensive municipal planning document that outlines a
framework for land use decision-making for the City of Kitchener. The City of Kitchener Council adopted
the New City of Kitchener Official Plan on June 30, 2014, which was subsequently approved by the Region
of Waterloo on November 19, 2014, but appealed to the Ontario Municipal Board. Although the New
Official Plan has been appealed, the vision, goals, and policies are still relevant for this project.
The vision for the City of Kitchener is:
Together we will build an innovative, vibrant, attractive, safe, complete and healthy community
contributing to an exceptional quality of life.
Section 8 of the Official Plan addresses the objectives and policies for parks, open space, urban forests and
community facilities. The Official Plan recognizes that the provision of community infrastructure and
facilities is essential for the enhancement of the quality of life for residents in Kitchener. There are a wide
range of facilities that are required to meet the physical, social, cultural and recreational needs of its
residents. The City also recognizes the importance of parks, open space, multi-use pathways and trails as
key elements in providing residents with a healthy physical environment and high quality of life. The
Official Plan identifies the following objectives:
8.1.1. To provide and maintain a balanced distribution and sufficient supply of accessible and
inclusive parks, open space and community facilities for both active and passive
recreational uses to satisfy the needs of all residents of Kitchener.
8.1.2 To ensure that the city has sufficient community infrastructure and facilities to meet the
current and projected needs of all its population.
8.1.3 To ensure that community infrastructure uses and facilities are appropriately and
conveniently located throughout our city to support a complete community.
8.1.4 To enhance access to parkland and open space in the Citys Planning Communities that
are underserviced.
8.1.5 To provide for a continuous public open space system, which includes the diverse natural
areas of the Grand River and its major tributaries, supporting diverse recreational
pursuits, environmental sustainability, active transportation and a high-quality public
realm and urban landscape.
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8.1.6 To promote the use of open space as a buffer between incompatible land uses.
8.1.7 To provide parks and community facilities in an efficient and sustainable manner that
optimizes their use, minimizes environmental impacts, supports intensification and
promotes flexibility to adapt to changing needs.
To implement the objectives of the Official Plan, there are several policies regarding community
infrastructure and facilities, including but not limited to:
8.C.1.3 The City will support and facilitate the provision of an appropriate mix and range of
community infrastructure in our community to meet the needs of our residents
resulting from population changes and to foster a complete community.
8.C.1.4 The City will consider the projected needs of the population and the provision of
community infrastructure in planning for growth and in the formulation of Kitcheners
Growth Management Program in accordance with Section 17.E.5.
8.C.1.5 The City will encourage the optimization of existing community infrastructure uses and
opportunities for adaptive re-use, wherever feasible, before consideration is given to
developing new community infrastructure uses.
8.C.1.6 The City will encourage the strategic and co-location of community infrastructure uses:
a) to promote cost-effectiveness;
b) to facilitate service integration, access to transit and active transportation; and
c) to support the effective and efficient delivery of emergency management services.
8.C.1.7 The City will provide a balance of a public parks and leisure services system that
provides opportunities for physical recreation, socialization, cultural pursuits,
community identification, active transportation, nature appreciation and education.
8.C.1.8 The City will endeavor to expand the supply of parkland, community facilities and
recreation services through facilitation, partnership arrangements and direct provision.
Emphasis will be placed on maximizing the use of existing facilities and services, as well
as joint ventures and facility sharing with other institutions and community groups.
3.2 Kitcheners Strategic Plan
Council for the City of Kitchener approved a four-year strategic plan (2015-2018) on August 24, 2015,
which is based on five strategic priorities:
1.Open government
2.Strong and resilient economy
3.Safe and thriving neighbourhoods
4.Sustainable environment and infrastructure
5.Effective and efficient city services
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The Strategic Plan was the result of extensive community consultation. The intent of the Strategic Plan is
that it clearly articulates the priorities and strategies that will have a positive impact on the quality of life for
those who live, work and play in Kitchener today and in years to come.
Within the Safe and Thriving Neighbourhoods priority, the City has identified the following goals:
3.5 Continue to encourage active participation in existing recreational facilities while moving
forward with the provision of new recreational opportunities in underserved areas of the city.
3.6 Provide opportunities and support for citizens to lead the way in creative active and vibrant
public places that promote peoples health, happiness and well-being by capitalizing on local
community assets such as community centres, pools, arenas, libraries, parks, trails and other
public spaces.
The City also identifies specific action items to implement the above goals including:
Proceed with expansions to the Doon Pioneer Park and Mill Courtland Community Centres.
The Strategic Plan for the City is clear that the DPPCC expansion is a City priority and the expansion will
help achieve the Citys strategic goals.
3.3 Upper Canada Park Master Plan
The City of Kitchener developed the Upper Canada Park Master Plan in 2015 to develop a holistic park
design and recommended improvements to Upper Canada Park. The Master Plan report and concept were
approved by the Infrastructure and Community Services Committee on September 21, 2015. Upper
Canada Park is considered one of the Citys District Parks and is the second largest at 18.7 hectares. Doon
Pioneer Park Community Centre is part of Upper Canda Park, which also includes Southwest Optimist
Sportsfields, a natural area and a neighbourhood park. The Upper Canada Park Master Plan recognized that
the DPPCC expansion and other improvements should be coordinated closely to avoid duplication of
services and consolidate outdoor recreational amenities.
Upper Canada Park that exists today has remained relatively unchanged since its original design and
construction from 1986 to 1989. The site consists of a variety of features including:
Five baseball diamonds - developed between 1985 and 1987. The fields vary in both size and
condition and infrastructure consists of stone dust surfacing, outfield grass, metal backstop
fencing, outfield fencing, players benches and portable bleacher seating.
Playgrounds
one located at the Southwest Optimist sportsfields, the playground was installed in
2006 and features a 430 square metre wood fibre mulch surfaced childrens play area. A second
playground is located at the neighbourhood park and consists of two components: the first is a
small wood play structure installed in the mid-1980s and the second is a single bay swingset
installed in 2001.
Splash pad (unfunctional)
consists of a circular concrete pad located near the park entrance at
Pioneer Drive and features a 6x6 wood splash post with 4 water spouts along the surface of the
post.
Shade structure
an 80 square metre structure installed in 1992.
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Southwest Optimist Clubhouse
a 27 year old portable containing a small office room, meeting
room and washrooms (not for public use).
Maintenance compound
located along the primary pedestrian entrance of Southwest Optimist
Sportsfield.
At present, the DPPCC is connected to the other components of Upper Canada Park by sidewalks along
Pioneer Drive and Upper Canada Drive. There are no direct internal connections.
The Upper Canada Park Master Plan recommended the following goals:
Upgrade existing aging recreational infrastructure;
Improve efficiency of park space use;
Provide pedestrian connections between recreational amenities and community facilities;
Address changing community needs for park space and associated amenities;
Provide a suitable and long-term location for a proposed skatepark facility;
Accommodate for current and future baseball user group needs for sportsfield inventory.
The Master Plan prioritized the following works:
Priority 1: Sportsfields and Supporting Infrastructure
Realignment of sportsfields and related infrastructure improvements (lighting, irrigation, etc);
Parking lot improvements;
Pedestrian pathways around/between fields;
Maintenance compound.
Priority 2A & B: Park Amenities:
A.Skatepark, basketball courts, playground improvements, pedestrian pathways, multi-use pathway
improvements;
B.Washroom facility, final parking lot upgrades.
Priority 3: Future Improvements
Pedestrian bridge to community centre, splashpad (if a splashpad cannot be accommodated at
the DPPCC).
The Upper Canada Park implementation plan will be brought to Council February 13, 2017, with
anticipated construction scheduled for late summer 2017 and 2018 and opening for the 2019 playing
season.
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3.4 Leisure Facilities Master Plan
In 2005, the City of Kitchener prepared the Leisure Facilities Master Plan (LFMP) that focused on a 15-year
time horizon in establishing the Citys leisure service delivery priorities. In the Spring of 2013, the City
launched the Leisure Facilities Master Plan Update as the basis to review the strategic inputs, trends, and
perspectives on leisure service needs as well as identify leisure service programs, facilities and delivery
approaches for the next 5 to 10 years. The following excerpts speak to the City of Kitcheners facility values
and directly aligns with the role and importance of the Community Centre model.
2.1 Leisure Facilities and Services Identified as Valued/Important
The citys community centres and neighbourhood associations are valued for their associated
positive neighbourhood development, program access affordability, community engagement,
and volunteerism;
The community trails, parks and open spaces were identified as important in terms of both
their non-programmed and programmed use and capacities, and the contributions they
make to the citys quality of life, urban form and environment.
2.2 Community/Demographic Profile and Trends
The demographics of the community are changing. Between the 2006 and 2011 census,
Kitcheners population has experienced an 11.6% increase in the over 55 population, as well as
a 5% increase in the zero to five-year-old population. The population is also becoming more
diverse. All these elements will require effective planning and service responses as the citys
demographics continue to transition over the life of the plan.
2.4 Findings Associated with Aging Leisure Facilities
The city has numerous leisure facilities that are now 30 to 60 years of age and are constrained
in terms of their design, operational efficiency, accessibility, and ability to meet program
delivery needs, that will need to be addressed over the short to medium term.
2.5 Service and Program Delivery
Efforts to enhance the sustainability of neighbourhood associations and the local community
leisure services delivery model relative to shared programming, improved relationships, and
other initiatives should continue;
The development of a city-wide neighbourhood strategy, focused on taking a comprehensive
approach to building and supporting safe and thriving neighbourhoods should be
undertaken;
A strategy to provide additional older adult programming in new spaces, or utilizing existing
spaces more efficiently in strategically located community centres across Kitchener, should be
developed;
Initiatives to improve the recruitment and retention of volunteers in all areas of leisure services,
should be accelerated;
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Supports to community organizations, to ensure their sustainability, through training and
development on governance, budgeting, technology and related areas, including enhanced
supports to new and emerging groups, should continue and possibly increase;
Strategies that support the increased engagement of people with disabilities, members of
multi-cultural communities, youth and others who have barriers to experiencing the full
benefits of active leisure participation need to be continually developed and modified.
2.6 Exploring New Partnerships and Financial Strategies
Pursuing a unique, comprehensive agreement with the local school boards to enhance
access and use of available school indoor and outdoor leisure and recreation facilities that
would provide mutual benefits to the community and the school boards, while reducing the
need for the city to develop certain types of facilities in the future;
Maximizing current city and partner facility use through scheduling and policy and
procedures development and applications;
Some opportunities exist for the city to become more strategic, coordinated and aggressive in
pursuing corporate sponsorships and naming rights for city facilities as an alternative source
of income that can support specific service areas or future facilities and/or amenities;
Examining more extensive partnerships with community non-profit and private organizations
could provide significant mutual benefit in terms of the co-development and direct
management of larger leisure facilities, such as indoor aquatic facilities.
2.7 The Aging Population
One of the most significant demographic trends evolving in Kitchener and all of Canada is that of
an aging population. The data provided in the research report indicates that Kitchener, through
continuing to increase its population, will continue to experience an aging profile. This will have
impacts on leisure services participation, preferences and needs. The aging profile reflects the
transition of the boomer generation into the 55 and older age categories currently and
increasingly over the next 20 years. Leisure services providers must recognize that this aging
generation may not have the same interest preferences as the legacy generation did.
Some of the trends of interest related to leisure services relative to an aging population are:
Increased interest in walking as a healthy lifestyle and social experience. This will increase
community trail usage and potentially result in some increased challenges related to mixed
uses on trails;
Higher levels of sport participation than for previous older adult generations due to life-long
involvement, health, wellness and social benefits, and sport program changes/modifications
to facilitate their participation;
A need to ensure that neighbourhood parks can accommodate older adults and that they are
not just viewed as being for children and families as these will need to be local parks for more
older adults;
Important questions as to how older adult centres will evolve for the boomer generation that
have had uniquely different life experiences. They may be more interested in a broader menu
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of leisure activities provided in more locations and involving different groupings of people
than a centre or club oriented environment offers;
Opportunities for intergenerational engagement may increase via volunteering and
participation as the emerging older adults may not want to be identified as older or to be
limited in their participation in certain leisure services that are viewed as for only younger
participants.
4.2 Community Centre Resources
Kitchener has evolved a comprehensive system of neighbourhood-focused community resource
centres dispersed across the city. They have evolved as valued neighbourhood resources providing
enhanced access to leisure services due to their proximity to where people live, providing services
that respond to the unique and changing needs of the local areas served and creating
opportunities for community leadership and volunteerism. This model also aligns with the citys
strategic plans focus on strong neighbourhoods. The consultation program in support of the LFMP
update strongly identified the value that residents place on the citys community resource centres
and the need to continue to develop, enhance and sustain these important community assets.
The Updated LFMP includes the following community resource centres recommendations:
3. That the city work with community leadership and residents to increase the awareness,
opportunities, recognition, training and enhanced utilization of community volunteers in the
program and service delivery and leadership roles within community centres and within
neighbourhoods.
4. That the city develop and implement a comprehensive communications strategy aimed at
increasing residents awareness of community centre leisure programming and encouraging more
residents to utilize the centres in the future.
5. That the citys policies and procedures, as well as its relationships with and supports to
neighbourhood assocations promote and facilitate residents participation in local decision-making
while recognizing the uniqueness of each individual community centre in servicing the needs of
their local neighbourhoods.
6. That the city develop a strategy to add new older adults program space, or more effectively utilize
existing space for additional older adults programming in strategically located community centres
across the city.
7. That the city conduct a comprehensive review of its community resource centre operations to
facilitate the sharing of best practices amongst centres, and to identify opportunities to improve
service delivery and strengthen individual neighbourhoods.
The updated LFMP recognizes the importance of volunteerism in the delivery of leisure services and makes
the following recommendations:
11. That the city develop a comprehensive neighbourhood strategy that considers a wide variety of
factors in the strength of any neighbourhood (e..g, people and cultural connections, leisure
opportunities, the built form, neighbourhood design, public safety) and focuses on three objectives:
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Engaging and empowering more residents in planning, building, sustaining and
supporting safe and thriving neighbourhoods based on the unique character and needs of
each individual neighbourhood;
Building a stronger sense of belonging and connection between residents and their
neighbourhoods as a way of increasing civic pride in the community;
Aligning municipal staff behind a focus on building safe and thriving neighbourhoods as
the basis for a healthy community.
The City attempts to work with the local school boards and the updated LFMP makes the following
recommendation regarding the community use of schools:
12. That the city increase its efforts to work with local school boards to develop policies, procedures
and mechanisms that ensure the maximum use of indoor and outdoor school facilities to the
mutual benefit of the schools and city residents, and which minimize the need for additional,
duplicated leisure facilities and services.
The Updated LFMP identifies the longer term community resource centre needs as Kitchener continues to
grow. The Updated LFMP includes a number of recommendations, including Recommendation 31, which
is directly related to the DPPCC:
31. That the current planned community centre additions for Doon Pioneer Park Community
Centre and Mill Courtland Community Centre be implemented.
Table 5-1 of the Updated LFMP also summarizes potential leisure services initiatives/facilities including
additional comments, estimated capital costs and potential funding sources. For the DPPCC expansion,
$3.7 million is allocated by the City. The proposed expansion aligns with the current leisure services
delivery model and aligns with the Citys strategic goal of safe and thriving neighbourhoods.
The Updated LFMP establishes the following vision statement to help guide future development of leisure
facilities and services:
Kitchener residents will have access to a diverse array of accessible leisure opportunities that
encourage their active participation and support residents health and well-being, strong and
vibrant neighbourhoods and community capacity-building.
Several principles are also identified to create a decision-making lens for the directions, strategies and
recommendations of the Updated LFMP. The DPPCC expansion aligns with several principles including:
balanced array of services;
equitable access;
innovative financing and delivery models;
evaluation;
maximum utilization;
geographical-based services;
supporting specialized needs;
neighbourhood centered;
and sustainability.
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The 2005 LFMP established the requirement of a Business Case for any new resource centre, involving a
permanent structure and any addition over $250,000 involving the community/neighbourhood
association and the City in a partnership. The Business Case is to determine the following:
The program and service needs for the area without creating a dependency on rentals by third
parties, such as churches and others who service a broader dimension of the community and/or who
may have other venue alternatives. That is, feasibility should not be dependent on secondary and
tertiary uses.
Statement of objectives as to the purpose, focus and direction of the facility.
Demand profiles, needs and trends relative to both anticipated hour and participant levels.
An Operating Plan identifying the proposed hours of operation, the intended users and related
profiles.
A review of other available public community spaces that could be utilized relative to their
accessibility, affordability, location, capacities, safety and related criteria.
Completion of a conceptual floor plan to determine space allocations and sizes.
Development of a tested capital cost projection, with appropriate alternatives in terms of specialized
equipment, expansions, space alternatives, etc. that give a clear capital investment option or options.
A three-year projected operating pro forma.
A governance and management plan.
Statements as to how this investment will advance the Strategic Plan of the City and the Community
Services Department.
An assessment of the sustainability of the initiative over a ten-year timeline.
Identification of variable sources of capital investments in terms of fundraising, grants, reserves,
Development Charges and direct city investment.
This Business Case is intended to address the requirements outlined in the 2005 LFMP.
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4.0 COMMUNITY CENTRE
USAGE & NEEDS
It is important to understand how the community currently uses the DPPCC when analyzing the needs of
the community. As described in Section 1.4 there were three ways the public were engaged throughout
this process: stakeholder workshops, a paper and online survey and a public meeting. Through these
processes, over 1,200 people were consulted. A primary focus in this consultation was on the features of
the DPPCC, both indoors and outdoors, and what priorities the community identified for the renovation
and expansion of the community centre.
The following sections will analyze the results of the community consultation to provide an understanding
of the communitys needs. It is important to note that the survey results are not statistically significant;
however, they do give insight into the preferences of the community.
4.1 Community Centre Usage
Before assessing the community needs, it is important to understand the existing level of service offered at
the DPPCC in order to determine what new services are needed. This section provides a high-level review
of the type of programming that exists, the type of meeting and rental space that exists and the staff
capabilities at the DPPCC.
4.1.1 Programming
Programming is a critical component of the DPPCC and was cited in the survey as one of the primary
reasons for using the community centre. Data has been provided regarding program attendance for 2014
to 2016.
The DPPCC schedules four sessions throughout the year
winter, spring, summer, and fall. Data was not
available for the 2014 summer session. The winter, spring and fall sessions included a variety of programs
for all ages including children, youth, adults and seniors. These programs are scheduled and require
participant registration. In the summer months, there are fewer programs for adults and seniors as the
focus shifts towards children's camps and youth drop-in sessions. Table 8 summarizes the programs
offered at the DPPCC during the winter, spring and fall sessions held from 2014 to 2016. Not all programs
listed were offered during each session.
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Table 8: List of Programs Offered During Winter, Spring & Fall Sessions (2014 to 2016)
Adults/Senior Children/Youth
Zumba Learn to Draw Comics
Body Boot Camp Minecraft Club
Cardio
Core
Stretch Video Game Design
Total Body Workout Ballet
Tai Chi Hip Hop
Pilates Barre Moves & Grooves
Ultimate Workout Jazz
Fitness Jamboree Gymnastics
Fit for Life Basketball
Just My Size Soccer
Butts and Gutts Bounce Fit Kids
Outdoor Bootcamp Outdoor Childrens Bounce Fit
Bounce Fit Piano Lessons
Yoga (various levels) Gymboree
Badminton ImaginARTion
Volleyball Morning Marvel
50 is the New 40! Small Wonders
Floor Hockey Wonder Kids Preschool
Core Crunch Just 2s
Music and Movement
Teen Yoga
Crafty Tots
Teen Body Bootcamp
Hockey Dryland Conditioning
Guitar
Teen Self Defense
Parent & Tot Gymnastics
Source: City of Kitchener Program Register Reports 2014 to 2016
As previously mentioned, the programs offered to adults/seniors during the summer session are scaled
back to focus on children's camps and drop-in sessions. Camps are offered as full day camps, before and
after care camps and pre-school camps (half days). Camps require registration in advance. Youth drop-in
sessions are also offered throughout most of the summer and run from 6:30 to 9:30 PM.
From 2014 to 2016, the number of programs offered in each session (excluding the summer when
programs are scaled back) ranges from 49 to 91
with the number of programs trending upwards each
session. The fill rate of each program during this time period ranges from 68 to 86%. More recently, the fill
rate has fluctuated between 70 and 80% and some programs (i.e. tai chi, hip hop dance, ballet dance,
basketball, soccer, kinder gymnastics) regularly have a waitlist. Table 9 summarizes the DPPCCs sessions
from 2014 to 2016.
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Table 9: Summary of Doon Pioneer Park Community Centre Program Activity
Spring Fall Winter Spring Summer Fall Winter Spring
2014 2014 2015 2015 2015 2015 2016 2016
49 50 54 55 24 79 83 91
# of Classes
28 23 15 26 4 46 52 42
# of Full
Programs
24 18 15 17 6 26 16 14
# of Waitlist
Classes
639 668 586 675 402 777 747 720
Registered
Participants
86 79 68 79 71 79 79 73
Fill Rate (%)
650.5 806 722 708.5 443.5 951.5 773.5 789
Hours
7
Youth Drop-In Programs
632
Number of Youth Drop-In Participants
Source: City of Kitchener Program Register Reports 2014 to 2016
With a number of programs regularly being full and/or experiencing waitlists, there is a need to increase
the capacity of the DPPCC to meet the communitys needs.
4.1.2 Space
The availability of program space has been a consistent priority raised by stakeholders and the public
during the consultation process. The DPPCC currently has four rooms that can be rented out to the public
and organizations for private functions and public events. The four rental rooms include: the gymnasium,
meeting room, multi-purpose room and kitchen.
In 2015, there were a total of 96 functions which resulted in 999.5 hours of use. Rental revenue for 2015
was $20, 025.83.
4.1.3 Staffing
The delivery of programs and services at the DPPCC include the combined efforts of City employees,
community volunteers, and the Doon Pioneer Park Community Association. This combination is very
functional and effective.
The City currently employs the following full-time (FT) and part-time (PT) positions at the DPPCC:
Facilitator (1 FT)
Office and Program Assistant (1 PT)
Office and Program Clerk (1 PT)
Customer Service Attendants (4
6 PT)
The expansion of the current footprint and new program space infrastructure will impact the current staff
capacity to maintain facility operations, grow programs and deliver on neighbourhood services.
Staffing needs and costs associated with the proposed expansion are further described in Section 6.3 of
this report.
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4.2 Community Centre Needs
4.2.1 Core Programs and Services
The DPPCC facility is a shared building with the Kitchener Public Library, which makes the facility unique.
The survey results show that the library and their associated activities are one of the most frequent reasons
why people visit the facility. Over 70% (n=604) of respondents listed the library as something they use at
the facility. The library is an important pillar within the community. The scope of this Business Case,
however, does not include the library as part of any renovation or expansion opportunity.
Approximately 45% (n= 384) of respondents listed programs as a reason they visit the DPPCC. A summary
of the programs offered over the previous two years is included in Section 4.1.1. Current programming at
the DPPCC is limited due to restricted space, and as a result, the programs offered are the core activities
such as soccer, basketball, yoga, etc. Programming was also identified at the stakeholder sessions as a core
program and service of the DPPCC, specifically the childrens activities and programs and the fitness
classes available for all ages.
Approximately 44% (n=375) of respondents listed the splash pad as a reason they visit the DPPCC, while
approximately 35% (n=295) listed outdoor free space. The splash pad (also known as the Sprayground)
consists of a concrete pad with a sprinkler system, a brightly decorated pump hose, picnic tables, bench
seating and a sun shelter. The splash pad is open from June through September and is free to use. The
DPPCC also has two outdoor basketball courts, which are converted into ice rinks in the winter months.
These outdoor activities are free of charge for residents and popular among the youth.
Approximately 30% (n=255) of respondents listed community centre events as a reason they visit the
DPPCC. Several community events are held throughout the year. Scheduled 2016 fall events include the
Childrens Halloween Party (October 30), Friday Family Fun Night (November 4) and the Childrens
Christmas Party (December 18).
Figure 4 illustrates the results of the survey regarding the main programs and uses at the DPPCC for
respondents.
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Figure 4: Core Uses of the DPPCC
Outreach program
Other (please specify)
Private rental
Community garden
KW Connect computer
Church clubs/Organizations
Drop-in programs
Socialize in lobby area
Camps/Youth drop-in
Community Centre Events
Outdoor free space
Splash pad
Programs
Library activities
0100200300400500600700
4.2.2 Indoor Spaces & Services
The DPPCC relies on its indoor space to provide services to the community. Excluding the library, there are
four main rooms within the DPPCC: the general purpose room (the gymnasium), the multi-purpose room,
the meeting room and the kitchen. The lobby area is also an important gathering place for the
community. Dispersed throughout the building are offices for Staff, washrooms, storage rooms and
mechanical/electrical rooms. A floor plan of the existing building is included as Figure 5.
The community survey asked whether the indoor program space at the DPPCC met their needs. Of the 760
people who responded to this question, approximately 75% (n=568) agreed or partially agreed with this
statement. Approximately 13% (n=98) of respondents disagreed with the statement that the DPPCC met
their needs and approximately 12% (n=94) were not sure.
The community survey then asked residents to rank from 1 to 7 their most valuable indoor spaces at the
DPPCC. Weights are applied in reverse, therefore, the respondents most preferred choice (which they rank
#1) has the largest weight. Table 10 summarizes the responses from the community survey.
Table 10: Community Survey Ranking Respondents Most Valuable Indoor Spaces
Indoor Space Score
Gymnasium 5.70
Multi-Purpose Room 4.65
Washrooms 4.43
Lobby/Social Area 4.00
Computer Area 3.64
Kitchen 3.29
Other 2.96
The results show that the top three valued spaces at the DPPCC are the gymnasium, the multi-purpose
room and the washrooms. The majority of programs and activities at the DPPCC are located in the
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MULTI-ACTIVITY
ROOM
DATE: November 18, 2016
Figure 5
EXISTING FLOOR
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SCALEN.T.S
PLAN
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n
FILE:1077F
DRN:NZ
K:\\1077F-DOON PIONEER PARK COMMUNITY CENTRE EXPANSION\\REPORT\\FIGURE
5 - EXISTING FLOOR PLAN\\FIGURE 5 - EXISTING FLOOR PLAN.DWG
Doon Pioneer Park Community Centre
City of Kitchener
Regional Municipality of Waterloo
7 - 43
gymnasium and meeting rooms, therefore, the rankings are sensible. The inclusion of the washrooms as
part of the top three valued spaces is interesting. Any renovation and expansion project will need to
ensure that the washroom facilities are brought up to Building Code including accessibility requirements.
Respondents were given the opportunity to add their own responses to the question above in Table 10
under other (an open-ended question). Although this category carried the least amount of weight, the
most frequent response was the library. Other responses related to outdoor components of the DPPCC,
which is further evaluated in Section 4.2.3.
Respondents were asked to select their top indoor priority for the renovation and expansion project of the
DPPCC. Over 40% (n=277) of respondents identified a gymnasium expansion as the priority indoor project.
Typical answers included a bigger, split or additional gymnasium. The desire expressed by the community
for gymnasium enhancements was also shared by many stakeholders. A larger gymnasium or a second
gymnasium was identified by stakeholders as a space required to offer the core programs and services at
the DPPCC.
The next top indoor priority identified by the respondents include more and bigger meeting and multi-
purpose rooms with approximately 10% (n=71) of respondents selecting this option. Other priorities
identified include, but are not limited to, a new indoor pool* (n=60), a larger lobby (n=56) and more
program rooms (n=44). The full results of the priorities identified for indoor spaces by the community
survey is illustrated in Figure 6.
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ğƓķ9ǣƦğƓƭźƚƓΛƓўЎАЎΜ
OutsideArea,NotIndoor
BasketballCourt
Kitchen
BetterWashrooms(Allgender)
Children/PreSchoolSpace
SplashPad
More/BiggerSocialRooms
MoreProgramRooms
NewPool(Indoor)*
Bigger/Split/AdditionalGymnasium
050100150200250300
*Note: Although cited as a priority in the open-ended question, the addition of an indoor pool cannot be
accommodated on this site, as is outside the scope and budget of this expansion. The (2013) Leisure Facilities
Master Plan update recommended, as priority four, the addition of an aquatics facility at the Southwest
District Park. At the time this document was written, funds for the aquatics facility are planned in the 10-year
0-21.
Capital budget forecast and scheduled for 202
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4.2.3 Outdoor Services
There are also several outdoor amenities available to residents at the DPPCC during all seasons. Outdoor
amenities include the splash pad, patio (one located in front of the building and one located at the rear of
the building), basketball courts, winter skating rink, community garden, greenspace and the parking lot.
Respondents were asked whether the outdoor space at the DPPCC meets their needs. In total, 75%
(n=546) of respondents agreed or partially agreed wth this statement.
The Community Survey asked respondents to rank from 1 to 7 the most valuable outdoor spaces at the
DPPCC. Similar to the responses in Section 4.2.2 above, the weights of these rankings are applied in
reverse. Therefore, the respondents most preferred choice (which they rank #1) has the largest weight.
Table 11 summarizes the rankings.
Table 11: Community Survey Ranking Respondents Most Valuable Outdoor Spaces
Outdoor Space Score
Splash pad 5.29
Basketball Court/Winter Rink 4.78
Parking 4.29
Front/Back Patio 4.12
Grass Area 4.02
Community Garden 3.82
Other 2.21
The community survey identified the splash pad as the most valuable component of the outdoor space at
the DPPCC.
A splash pad has been at or near the top of the list of most commonly planned features at parks facilities
for many years. Creating an indoor/outdoor neighbourhood recreation environment using a splash pad as
a vehicle for connectivity of children and families and to encourage other experiences within the
Community Centre is highly recommended.
Equally important, and also ranking as a high priority, includes the basketball court/winter rink and the
parking area (which is used for a mobile skatepark and other neighbourhood activities).
4.2.4 Priorities
The previous sections have established the areas of the DPPCC that people value today. For example,
people value the gymnasium and the splash pad. This information is helpful to identify the aspects of the
current facility that people value. In addition, Section 4.2 reviewed community responses to the question
asking what their priority projects are for the indoor space and more gymnasium space is a significant
priority. These questions help identify a wishlist
a wholesome list of desired items if there were no
restrictions.
There are, however, restrictions to the renovation and expansion of the DPPCC. These restrictions are
further summarized in Section 5.2 of this report. As part of the public consultation process, a question was
asked to focus responses to only the top priorities. Survey respondents were asked to identify the top three
new services, activities or opportunities they would like to see offered at the DPPCC. The intent of this
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question was to determine what the community identified as the priority projects to include as part of this
Business Case.
The community survey question required the respondent to write in an answer (open-ended question),
therefore, a wide variety of responses were provided. From the community survey, the following top ten
priorities were identified (note these are responses to an open-ended question):
1.Indoor pool*
2.Splash pad
3.Playground
4.Cooking classes
5.Swimming lessons*
6.Teen programs
7.New gym
8.Toddler programs
9.Yoga
10.Library expansion
*Note: Although cited as a priority in the open-ended question, the addition of an indoor pool cannot be
accommodated on this site, as is outside the scope and budget of this expansion. The (2013) Leisure Facilities
Master Plan update recommended, as priority four, the addition of an aquatics facility at the Southwest District
Park. At the time this document was written, funds for the aquatics facility are planned in the 10-year Capital
budget forecast and scheduled for 2020-21.
The facilitated stakeholder sessions also asked a similar question
what are the three most important
deliverables/outcomes from this expansion? As the stakeholder groups were smaller than the survey
respondents, less priorities were identified. However, the following priorities were identified by the
stakeholders and are listed in no particular order:
Multi-purpose rooms Better lobby/entrance area
More storage More rooms
More flexible space Large program room with storage
Keep it user-friendly and comfortable More useful space
for meeting, gathering and renting
Able to accommodate more
Two gyms programming
It is interesting to note the different priorities from the community survey and the stakeholder workshops.
The stakeholders are often the program and service providers in the DPPCC and are identifying priorities
related to the amount of space available inside the building as well as the functionality of this space. On
the contrary, the survey respondents are typically users of the DPPCC and have identified priorities related
to the type of programming and services they wish to have access to.
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5.0 EXPANSION
OPPORTUNITIES
5.1 Objectives
The DPPCC is an important community focal point for south Kitchener. As the only community centre
south of Bleams Road, the DPPCC serves a large number of residents that continues to grow as new
communities are developed. Based on the goals and objectives of the LFMP and the public engagement,
the following objectives are proposed for the expansion of the DPPCC:
Providing adequate program space to accommodate the planned growth within the study area.
Providing flexible rooms that can be used in a variety of ways including program space, meeting
rooms, childrens services and recreation.
Highlighting the partnership between the DPPCC and the Kitchener Public Library.
Ensuring the building is accessible so that there are no barriers for any community members to
use the facility.
Establish a public realm that connects both indoor and outdoor space to encourage social
interaction.
Creating a sustainable business model
focusing on program and service delivery.
5.2 Site Constraints
In evaluating the renovation and expansion opportunities, consideration must be given to existing
constraints. Based on a review of the site and discussions with Staff, the following is a summary of potential
site and building constraints for redevelopment and expansion of the DPPCC (see Figure 7):
Proximity to Grand River Conservation Authority (GRCA) Regulation Limit and floodline
the entire eastern perimeter of the property is regulated by the Conservation Authority as a result
of the regional floodline associated with Schneider Creek. A fill/site alteration permit would be
required from the GRCA for any development within the regulated limit or floodline.
Site topography
there is approximately 4 metres (13 feet) of grade difference between the
limits of asphalt surrounding the Community Centre and the northern limit of the property.
Significant re-grading and likely retaining walls may be required to accommodate a new addition
and/or reconfiguration of outdoor play areas, parking, etc.
Design of Existing Structure
the structural design of the existing Community Centre including
the roof truss system and pod-like floor plate creates challenges for any addition. All outside walls
are bearing walls. Any addition may have to be designed such that it is a separate structure
connected to the original building via a hallway. For example, doubling the size of the existing
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gymnasium may not be possible by a simple addition to the existing structure. Instead it may be
best to include a double gymnasium in the building addition and repurpose the existing
gymnasium.
Library to Have a Prominent Presence
the library plays an important part of the Community
Facility and any re-design will need to ensure that it remains physically visible to the public in
terms of access and building structure. The library requires a portion of the existing service road
along the eastern perimeter of the building.
Parking
any additional space added to the existing Community Centre will require a
corresponding addition to surface parking. There is limited room on the site to accommodate
additional parking while ensuring adequate green space to provide for either active or passive play
space on-site. As noted above, the existing grades may also create additional challenges (and
likely costs) to accommodate retaining/site grading.
Accessibility- access begins from the street to the building and it is always a challenge to ensure
there is minimal encroachment on existing circulation and parking space. This will need to be
considered when designing ramps to a newly configured front entrance and potential social
cluster spaces, office and program space.
Internal wall structure- these will require demolition, redesign and reconstruction to expand the
existing interior footprint, and this will result in an extended period of shutdown at the site.
LEED
requiring construction to a LEED standard will result in cost increases to the facility as well
as in the design and post-construction follow-up and monitoring.
Interior finishes
the decision-making process may require compromise, based on a limited
budget.
Adaptable and Flexible- spaces should be multi-functional in order for the facility to
accommodate changing program trends in the future; there is a limited budget which may
require compromises in special design (size, location, aesthetics).
Storage- the allocation of storage space is always a challenge with any design and decision
makers will have to decide priorities early on in the process to ensure that functionality in
operations in achieved. Program space versus storage location and size will demand compromise
when dealing with limited budgets and minimal site space for construction. It is a balance that will
have to be achieved.
Proximity to homeowners
design compatibility with neighbouring residential property will
need to be considered and residents will need to be involved in the facility development. Location
of exterior recreation spaces will involve neighbor consultation in order to avoid any potential site
use conflicts.
Budget
The budget allocated for the DPPCC renovation and expansion is $3.7 million.
Alternative sources of revenue could be explored by the City including provincial and federal
grants and public-private partnerships. Note, the library does not have capital budget available
towards the DPPCC expansion.
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5.3 Option One
Recommended Plan
Given the foregoing, a number of expansion options were considered by the project team. After careful
consideration of the site, the existing buildings constraints, the community needs identified through the
public consultation process combined with current trends and best practices in community facility
development, the following option was developed in accordance with the Citys allocated budget of $3.7
million. Option One, as illustrated in Figure 8, remains conceptual in nature and incorporates the
following elements:
1.Double Gymnasium: A new gymnasium was one of the priorities identified by the community. The
idea of a larger gymnasium was also echoed by staff and user groups, including the Pathway
Community Church who requires more space to accommodate their growing congregation. A
double gymnasium would support the trend towards more flexible space. A new double
(dividable) gymnasium with an area of approximately 384 square metres (4,130 square feet) of
space should be constructed to current standards, including height.
The new double gymnasium would add needed flexibility to the operation of the DPPCC. The
gymnasium should have the option to be divided into two separate program spaces or operated
as one large room. New storage space chould also be incorporated between the existing and
proposed gymnasiums.
2.Washroom Facilities: Most patrons come to the facility dressed for their activities. There are
currently no change rooms at the DPPCC. Washroom facilities should be designed large enough
to accommodate for the need to change clothing.
3.Multi-Purpose Rooms: Flexible space and more multi-purpose rooms was a common priority
identified by the community and is also recognized by current trends. The concept plan
contemplates three multi-purpose rooms whereas only two currently exist. The multi-purpose
rooms vary in size from 35 square metres to 61 square metres (377 square feet to 657 square feet).
Note, an appropriate size for a multi-purpose room is approximately 75 to 80 square metres. This
size would allow for adaptable multi-programming opportunities i.e. dance, fitness, social
activities, meetings and all age recreation and adequate storage. Given the smaller rooms, they
may need to be designed with divisible walls such that they can be expanded, as required.
4.Redesigned Front Entrance: A common theme from discussions with Staff was the desire to
improve the reception area of the DPPCC. The front entrance should be re-designed and moved
closer to the library to accommodate the expansion. A new reception area would welcome visitors
to the DPPCC and facilitate better customer service experiences. The re-design could also improve
security within the building as the reception area would have unobstructed views of visitors
coming and going.
Maintaining a separate entrance for the library is important in the design. The DPPCC and the
library both operate on different schedules and separate entrances would ensure mutually
exclusive access to each building. A doorway should be considered between the vestibules of
each entrance to allow for the efficient movement of visitors between the DPPCC and library
when both are open at the same time.
Much discussion has occurred regarding the stained glass windows presently located in the
library. The stained glass windows should be considered and efforts made to incorporate them
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into the redesign to ensure the art remains a prominent feature in the redesigned building and
tells a story windows into the past.
5.Social Space: The DPPCC is the social hub for the community. On a summer day there is a large
crowd usually gathered on the front patio. When the weather turns, the community regularly uses
the lobby area within the existing building to socialize. Space for unstructured activities is
identified as a current trend. The expansion should try to increase the lobby area within the DPPCC
to expand the non-structured social node.
In total, 357 square metres (3,843 square feet) of existing space within the DPPCC is proposed to be
renovated and a 571 square metres (6,146 square feet) addition is proposed to expand the DPPCC. As
noted above, approximately 384 square metres (4,130 square feet) of the proposed addition is for a new
double gymnasium, while the balance of the addition (187 square metres/2,016 square feet) would be
allocated towards space for multi-purposes rooms, offices and the reception area/redesigned front
entrance.
With the proposed addition, the DPPCC (excluding the library) would total 1,474 square metres (15,866
square feet). The addition would place the DPPCC in the mid-size community centre category within the
City. Comparable community centres based on size include Rockway, Country Hills and Stanley Park
Community Centres. It is also noted that a target of 1.5 square feet per capita may be used for the
preliminary planning of neighbourhood hubs (excluding larger/specialized facilities such as arenas,
indoor pools, and the theatre). Based on this guideline, the subject area 2036 population projection of
28,390 to 31,114 people would require an 18,929 to 20,743 square foot hub to meet the target population
(Source: City of Vaughan Active Together Master Plan, Indoor Recreation Facility Assessment 2013).
The capital costs associated with Option One are discussed in Section 6.1.
Library
Although part of the facility, the library is not part of the mandate for the renovation/addition. Having the
library as part of the facility is, and will continue to be of benefit to the community. Continued
opportunities for cross-programming should be pursued. Staff from KPL and the community services
division should plan complementary activities and events. The DPPCA should consider a collaborative
approach with the library to deliver programs that can utilize multi-functional space within the library and
vice-versa in the Centre overall. The final design may want to consider options in the event that the library
wishes to renovate in the future (e.g. placement of room for preschool programming).
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1
3
.
6
3
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5.4 Option Two
Preferred Plan
In addition to Option One discussed in Section 5.3, Option Two is also identified for the Citys
consideration. Option Two is presented as an alternative and includes features that should be included in
the expansion but could not be accommodated given the Citys current budget for this project. Should
additional funding be secured, the following additional features/program spaces are strongly
recommended to be included in the expansion in order for the Community Centre to meet current and
projected programming needs. Option Two includes the following additional components (see Figure
9):
1.New Splashpad: One of the top priorities identified by the community for this expansion was a
new splashpad. The current splashpad (Sprayground) was constructed in 1996 and now
experiences low water pressure. The DPPCC expansion should feature the construction of a new,
larger splashpad to replace the current one.
Consideration should be given to include a variety of inground, mounted and water features
within the splashpad. There are several splashpad products available that will need to be
considered during detailed design. The total price of the splashpad will increase with the number
of features. Should cost become an issue, the City may wish to service the splashpad and only
install the number of features within its budget. Additional features can be installed as funds
become available.
As a minimum it is recommended that under ground servicing upgrades to the future splash pad
area should be considered as part of the site servicing to implement Option One in order to realize
potential cost savings by avoiding duplication of work and any future disruption to the operation
of the DPPCC.
Flexible space was identified as a priority for the DPPCC expansion. In Option Two,
2.Larger Addition:
two multi-purpose rooms, office and reception areas could be further enlarged to meet the
DPPCCs future needs. The two multi-purpose rooms as part of the addition could be enlarged to
70-77 square metres (approximately 753-830 square feet). These room sizes are similar to multi-
purpose rooms at other City Community Centres and provide more flexibility in the type of
programming that can be held within these spaces and would allow the DPPCC to respond to
growing program needs.
In total, Option Two recommends a 647 square metre (6,964 square feet) addition to expand the DPPCC.
With the proposed addition, the DPPCC (excluding the library) would total 1,550 square metres (16,684
square feet).
The capital costs associated with Option Two are discussed in Section 6.2.
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1
3
.
6
3
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5.5 Timeline
The Business Case must first be approved by Council of the City of Kitchener, which is anticipated to occur
in February 2017. Once the Business Case is approved, the City can proceed towards construction. Figure
10 summarizes the next steps and estimated timeline for the DPPCC expansion.
Figure 10: Projected Expansion Timeline
March 2017
February 2017 February 2017
to May 2017
Business Case
approval by Retain Consultant
Business Case
Community & (design/construction
approval by Council
planning)
Infrastructure
Committee
June 2018 April 2017
August 2019
to August 2019 to June 2018
Design
•Working drawings
Construction
Construction
•Site plan approval
Completion
•Building permits
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6.0 ECONOMIC ANALYSIS
6.1 Capital Cost of Option One
Capital costs for Option One were estimated in conjunction with James Fryett Architects, an experienced
recreational facility designer with a qualified background in estimating construction costs in todays
market. The estimates include building and related site development construction costs and
contingencies; professional fees; permit fees and landscaping works. Note, the following estimates do not
provide any allowances for land costs.
This estimate of costs is based on the professional opinion and experience of MHBC, James Fryett
Architects & Raymond Consulting. Tendered bids or actual construction costs may differ due to instability
in market conditions, material costs, labour costs and will supersede the estimates shown in Appendix C &
D.
The total cost estimate for Option One of the DPPCC expansion is $3,752,918.71.
The construction estimate for the expansion is $2,740,500.00.
Non-building construction costs were also estimated and make up the remainder of the estimate, as
follows:
Land costs and associated legal fees are included at a zero dollar value because the site is already
municipally-owned.
An allowance of $350,000 is included for site development, storm and water relocation, erosion
control, asphalt, curbing, line painting, lighting, renovated front entrance stairs and ramps.
Professional fees are estimated at appropriate percentage rates by discipline, and include
Architectural, Structural, Mechanical, Electrical, Civil and Landscaping at a cost of $274,050
(approximately 10% of construction costs).
Construction contingencies are estimated at $356,265.
Upgrades to electrical services, security system, building automation system, fire alarm system,
inclusion of a sprinkler system and demolition of hard surfaces, where needed, are estimated at
$223,500.
Allowance for landscaping includes rough and fine grading, topsoil and seed and plantings at an
estimate of $125,000.
The project includes an allowance of $219,240 for fixtures, furnishings and equipment
(approximately 8% of construction costs).
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An allowance of $50,000 for fees associated with the site plan approval application, building
permit application, and development charges.
An allowance for Geotechnical services and site surveys is estimated at $22,000.
An allowance of $27,405 has been included for the provision of public art, estimated to be 1% of
construction costs.
No allowances are included for management and overhead costs, including project management
fee, planning and administrative costs, project insurance during construction, and project
commissioning and move-in allowances.
No contingencies are allotted for non-construction elements, such as additional professional fees.
HST for the entire project is included at $63,458.71.
The total project construction cost is estimated based on $125 per square foot of renovated space
and $250 per square foot for the new addition (based on 2017 costs).
This cost estimate for Option One is within the Citys allocated budget for the DPPCC expansion.
6.2 Capital Cost of Option Two
As described in Section 5.4 there are components that should be considered through the expansion of
the DPPCC but cannot be included as part of Option One due to financial constraints. Should additional
funding become available, the City should consider adding a new splashpad and a larger addition in
accordance with the feedback received from the public and stakeholders. The purpose of this section is to
outline the capital costs of Option Two. The cost estimate for Option Two is included as Appendix D.
The total cost estimate for Option Two of the DPPCC expansion is $4,282,666.50.
The construction estimate for the expansion is $3,144,750.00.
Non-building construction costs were also estimated and make up the remainder of the estimate, as
follows (only those values which are different from Section 6.1 are noted):
The project includes an allowance of $200,000 for a new splashpad (splash play) area to replace
the existing pad.
Professional fees are estimated at appropriate percentage rates by discipline, and include
Architectural, Structural, Mechanical, Electrical, Civil and Landscaping at a cost of $300,000
(approximately 10% of construction costs).
Construction contingencies are estimated at $408,817.50.
The project includes an allowance of $251,580 for fixtures, furnishings and equipment
(approximately 8% of construction costs).
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An allowance of $31,448 has been included for the provision of public art, estimated to be 1% of
construction costs.
HST for the entire project is included at $74,071.50.
Should the City wish to proceed with Option Two to include a splashpad and a larger addition in
accordance with the feedback received from the public and stakeholders, then an additional $529,747.79
will be required (in addition to the cost estimate for Option One of $3,752,918.71).
6.3 Operational Structure
Impact of Proposed Expansion
Due to the operating partnership arrangement between the City of Kitchener and the Doon Pioneer Park
Community Association, it is not within the scope of the Business Case process to predict the impact of the
proposed facility expansion on the financial operating position of the DPPCA. However, a number of items
that impact the future operations and financial sustainability of the Centre are highlighted based on best
practices and the consultation process:
The proposed expansion essentially doubles the programmable floor space of the Centre, which
will generate increases in all user visits to the facility. It should be anticipated that there will be an
immediate spike in use that will stabilize over time with a gradual increase in program offerings
over the future operation of the Centre.
The largest increase in demand will result from the addition of a double gymnasium. This will
bring with it an increased capacity to deliver multiple programs in a multi-purpose environment
for all ages as well as opportunities to accommodate rentals.
Based on the increase in space, programs and resulting hours of operation, an increase in utility
cost should be anticipated. The current trend in increasing utility rates will continue and result in
higher expenditures over time.
Cost of building maintenance materials and supplies along with office supplies will increase
marginally over time.
Miscellaneous expenses such as computer hardware/software, program supplies, marketing cost,
training materials, etc. may increase gradually over time with some cost remaining relatively
constant once program capacity is reached.
Staffing
The management structure and staff currently providing services at the DPPCC and to the community has
been restructured in 2016. The expanded DPPCC will be considered a mid-size centre, and staff structure
will be in line with other similar sized centres.
Multi-functional, cross-programming space will require an optimization strategy that will result in
enhanced program delivery and a need to expand volunteer and partner opportunities. It should be
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anticipated that program growth will require an increased focus on resources for the DPPCA and centre
staff.
Currently the Community Centre staff contingent consists of the following positions:
Facilitator (1 FT)
Office and Program Assistant (1 PT)
Office and Program Clerk (1 PT)
Custeromer Service Attendants (4 - 6 PT)
The Centre staff report to a Supervisor of Community Centres who provides support and direction and
liaison to three Community Centres and the southwest Kitchener community.
Figure 11 illustrates the staffing model for the newly expanded community centre.
Figure 11: Proposed Doon Pioneer Park Community Centre Organization Structure
Supervisor
Community
Centres
Facilitator
Office and Office and
ProgramProgram Clerk
Assistant (PT)(PT)
CustomerCustomerCustomerCustomer
ServiceServiceServiceService
Attendant (PT)Attendant (PT)Attendant (PT)Attendant (PT)
As seen in other Community Centres following an expansion, staff budgets have been based on the
following:
Greater intensity of use will require additional customer service and administrative support
resources;
Extended and more consistent hours may be required as the DPPCC focuses on optimization of
usage, particularly during daytime and weekends;
Safety and risk management protocols will need to be addressed and it will be advisable to have
two or more staff persons at the Centre during high-demand times;
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Population growth will also stimulate community initiatives, events, and neighbourhood demands
on resources;
Growth in the Centres activity will place added demands on the DPPCAs Board of Directors and
centre stakeholders, requiring enhanced staff support.
Gymnasium and Multi-Purpose Rooms
The re-developed Community Centre would contain a number of program spaces that can be used for
various activities, sport, fitness, instructions, day camps, children/youth/senior-specific programming,
community events and meetings. Several spaces will provide flexibility to accommodate a wider range of
activities. Programming trends are continuously changing and all ages want to try new experiences
particularly those that encourage socialization in smaller groups and connectivity within the
neigbourhood between cultures and families.
Examples of programs that are selling today and generating new revenues and delivering new and
changing experiences for all ages include:
Youth soccer classes
Senior trips
iPad 101
Kids in the Kitchen
Broadway moves
Youth carpentry classes
Pay-as-you-go classes for seniors and adults
Anything techie
Health and wellness
Creative movement
Crochet
After school crazy ball
Pickleball for families
Sports/fitness for toddlers
Learnn play sports
Community Room/Classroom/Skills Development
These types of spaces are increasingly popular for structured, educational and skills development
programs. Ideally, they would accommodate computers, audio-visual equipment, etc. This space could be
programmed throughout the day for at-home parents and older adult classes, after school for homework
assistance/tutoring, and in the evening for classes catering to those who work during the day. When
rented for meetings and training sessions, the space provides another revenue stream for the facility. The
increase in multipurpose space allows for more flexibility in offering meeting, training and after school
programs particularly if the collaborative use of space with the Library can be developed.
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6.4 Projected Revenues and Expenses
The community centre usage discussed in Section 4.1 of this report identifies the programs offered, the
seasonal demand and most notably the fill rate of each program that fluctuates between 70 to 80%. A
number of programs are experiencing capacity maximization, which has resulted in regular occurrences of
waitlisting. The major booking space is the Gymnasium with 248 bookings in 2015 attracting some 15,670
visitors/participants. Meeting rooms are also showing a very high rental demand at 185 bookings with
10,336 visitors/participants. This clearly indicates that the DPPCC is aligned with current and future trends
in that gymnasium and meeting/multipurpose rooms are growth areas and reliable revenue generators.
The proposed expanded floor space for potential rentals/bookings and program enhancements are all key
drivers of long-term sustainability for the Centre. Given the projected population increases as well as
changes in the overall demographics of the Doon Community and surrounding catchment areas, it is
anticipated the projected operating budget of the expanded facility will be increased by $115,000 (starting
in 2018). Annual increases will be applied as per annual budget calls.
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7.0 CONCLUSION
This Business Case contains a comprehensive review and analysis of the current needs and capacities of
the subject area, based primarily on existing services, current demographic profiles and projected
population and households to 2036.
Extensive public and stakeholder engagement has been undertaken to determine the needs of the
community and proposes an expansion to the DPPCC facility that addresses those needs. In total, over
1,200 people were engaged through the process and were able to provide their input on the expansion
opportunity.
The contents of this Business Case support the proposed expansion. The DPPCC is one of fourteen
community centres within the City of Kitchener and is the only one located south of Bleams Road. The
southwest area of Kitchener is forecast to experience significant amount of growth over the 20-year
planning horizon as development occurs. Based on two different methodologies, the Business Case
projects a population increase between 8,366 and 11,086 people and a household increase between 3,512
and 4,000 units by the year 2036. This represents a maximum projected population increase of 55% and a
maximum projected household increase of 56%. This trend indicates that demand for community and
social programming will to continue to rise and specific segments of the population (e.g. seniors, youth,
families) have unique needs when it comes to recreation.
Through the public and stakeholder engagement, several priorities were identified for the expansion
including, but not limited to: splashpad, playground, additional programming, multi-purpose rooms, more
flexible space, more storage, a new double gymnasium and a better lobby/entrance area. All of the
suggestions were considered in developing the concept plans.
Option One aims to address many of the comments heard through the public and stakeholder
engagement while ensuring that the cost does not exceed the amount the City has allocated for the
DPPCC expansion. Option One (Figure 8) proposes a 571 square metre (6,146 square feet) addition as well
as 357 square metres (3,843 square feet) of renovations to the existing building. Following the expansion,
the DPPCC will total 1,474 square metres (15,866 square feet). Highlights of Option One include: a double
gymnasium (approximately 384 square metres/4,133 square feet), change rooms/washrooms, four multi-
purpose rooms, a redesigned front entrance and more social space.
The cost for the Option One expansion of the DPPCC is estimated to be $3,752,918.71. This estimate
includes construction costs, soft costs, site development and a construction contingency. These figures
align with the amount that has been budgeted by the City of Kitchener in their Development Charges
Background Study and Capital Budget.
In addition to Option One, there are some components that are believed to be important to include in the
DPPCC expansion and were identified as priorities by the community. These components include a new
splashpad and more flexible rooms (accommodated through a slightly larger addition). Incorporating
these components are presented as Option Two.
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Option Two proposes a 647 square metre (6,964 square feet) addition as well as 357 square metres (3,843
square feet) of renovations to the existing building. Following the Option Two expansion, the DPPCC
would total 1,550 square metres (16,684 square feet). Highlights of the expansion include: a new
splashpad, a double gymnasium (approximately 384 square metres/4,133 square feet), change
rooms/washrooms, four multi-purpose rooms, a redesigned front entrance and more social space.
The cost for the Option Two expansion of the DPPCC is estimated to be $4,282,666.50. Option Two would
require additional funding in the amount of $529,747.79.
The proposed expansion will advance the goals of the Citys Strategic Plan. The Strategic Plan identifies
proceeding with the expansion to the DPPCC as a specific action item. Additional goals to encourage
active participation, creating new recreational opportunities and promoting peoples health, happiness
and well-being are also supported through the proposed DPPCC expansion.
The proposed expansion could start construction in the middle of 2018 and be finished by the middle of
2019.
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APPENDIX A:
Stakeholder Questionnaire
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Meeting with Neighbourhood Association, June 16, 2016
Doon Pioneer Park Community Centre
NeighbourhoodAssociationFacilitation
What do you consider to be core programs and services?
What spaces would you recommend for these programs and services?
In your opinion, what makes the DPPCC unique from other City of Kitchener
Community Centres?
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Meeting with Neighbourhood Association, June 16, 2016
Are there key opportunities to improve the programs and services at DPPCC?
What does this mean for how the building is changed and/orupgraded?
What are the key challenges to overcome in this expansion Business Plan?
What are the three most important deliverables/outcomes from this expansion?
1.
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Meeting with DPPCC Staff, June 9, 2016
Doon Pioneer Park Community Centre
Staff Team Facilitation
What do you consider to be your core programs and services?
What spaces would you recommend for these programs and services?
In your opinion, what makes the DPPCC unique from other City of Kitchener
Community Centres?
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Meeting with DPPCC Staff, June 9, 2016
Are there key opportunities to improve the programs and services at DPPCC?
What does this mean for how the building is changed and upgraded?
What are the key challenges to overcome in this expansion Business Plan?
What are the three most important deliverables/outcomes from this expansion?
1.
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APPENDIX B:
Online Survey
Doon Pioneer Park Community Centre Business Case 52
February 2017
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APPENDIX C:
Cost Estimate
(Option One)
Doon Pioneer Park Community Centre Business Case 53
February 2017
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APPENDIX C: Preliminary Cost Estimate (Option One)
ItemDescriptionQuantityUnitUnit CostEstimated Cost
Construction Costs
1Renovation3,950 sqft$125/sqft$493,750.00
2Addition6,146 sqft$250/sqft$1,536,500.00
3Renovated Front Entrance (Stairs and Ramps)$150,000.00
4Site Servicing (storm and water relocation, $200,000.00
erosion control, asphalt, curbing, line painting,
lighting)
5Electrical Service Upgrades$50,000.00
6Security System/BAS Upgrades$75,000.00
7Fire Alarm System Upgrades$30,000.00
8Sprinkler System$46,000.00
9Demolition hard surfaces$22,500.00
10Landscaping$125,000.00
11Rough Grading $6,750.00
12Fine Grading, Topsoil, and Seed$5,000.00
SUB-TOTAL (CONSTRUCTION):$2,740,500.00
13% Contingency (Construction):$356,265.00
Soft Costs
13Architectural, Stuctural, Mechanical, Electrical, $274,050.00
Civil, Landscape
14Fixtures, Furnishings and Equipment$219,240.00
15Site Investigation Costs (e.g. geotechnical, $22,000.00
survey)
16Public Art$27,405.00
17Permits, Approvals, etc (incl GRCA)$50,000.00
SUB-TOTAL:$592,695.00
TOTAL (BEFORE TAX):$3,689,460.00
HST:$63,458.71
TOTAL:$3,752,918.71
NOTES:
- Cost of planting soil mix and installation is included in the estimated cost of plant materials.
- Grading cost subject to change based on final grades
- Consultant fees estimated at approximately 10% of construction costs.
- Fixtures, furnishings and equipment are estimated at approximately 8% of construction costs.
- Public art is estimated at approximately 1% of construction costs.
This estimate of costs is based on the professional opinion and experience of MHBC, James Fryett Architect & Raymond Consulting.
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APPENDIX D:
Cost Estimate
(Option Two)
Doon Pioneer Park Community Centre Business Case 54
February 2017
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APPENDIX D: Cost Estimate (Option Two)
ItemDescriptionQuantityUnitUnit CostEstimated Cost
Construction Costs
1Renovation3,950 sqft$125/sqft$493,750.00
2Addition6,963 sqft$250/sqft$1,740,750.00
3Renovated Front Entrance (Stairs and Ramps)$150,000.00
4Site Servicing (storm and water relocation, $200,000.00
erosion control, asphalt, curbing, line painting,
lighting)
5Electrical Service Upgrades$50,000.00
6Security System/BAS Upgrades$75,000.00
7Fire Alarm System Upgrades$30,000.00
8Sprinkler System$46,000.00
9Demolition hard surfaces$22,500.00
10Landscaping$125,000.00
11Rough Grading $6,750.00
12Fine Grading, Topsoil, and Seed$5,000.00
13Splash Pad (non-recirculating)$200,000.00
SUB-TOTAL (CONSTRUCTION):$3,144,750.00
13% Contingency (Construction):$408,817.50
Soft Costs
14Architectural, Stuctural, Mechanical, Electrical, $300,000.00
Civil, Landscape
15Fixtures, Furnishings and Equipment$251,580.00
16Site Investigation Costs (e.g. geotechnical, $22,000.00
survey)
17Public Art$31,448.00
18Permits, Approvals, etc (incl GRCA)$50,000.00
SUB-TOTAL (SOFT COSTS):$655,028.00
HST:$74,071.00
TOTAL:$4,282,666.50
NOTES:
- Cost of planting soil mix and installation is included in the estimated cost of plant materials.
- Grading cost subject to change based on final grades
- Consultant fees estimated at approximately 10% of construction costs.
- Fixtures, furnishings and equipment are estimated at approximately 8% of construction costs.
- Public art is estimated at approximately 1% of construction costs.
- Addition & renovation construction costs are based on 2017 estimates. This cost estimate assumes inflationary increases in 2018,
if any, are covered by the contingency.
This estimate of costs is based on the professional opinion and experience of MHBC, James Fryett Architect & Raymond Consulting.
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