HomeMy WebLinkAboutFCS-11-014 - 2011 Capital Forecast & Development Charges ReserveStaff Re~p~r~
I~~rc~~nT~~ Finance and Corporate Services 1~eparfinent
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: February 4, 2011
SUBMITTED BY: Dan Chapman, Deputy CAO
Cindy Smith, Director of Financial Planning
PREPARED BY: Ruth-Anne Goetz, Senior Financial Analyst
Ryan Hagey, Manager of Financial Planning
WARD(S) INVOLVED: All
DATE OF REPORT: January 14, 2010
REPORT NO.: FCS-11-014
www.kitchenerca
SUBJECT: 2011 Capital Forecast and Development Charges Reserve
RECOMMENDATION:
For discussion.
BACKGROUND:
The objective of this report is twofold
First, it is to provide an overview of the information contained in the 2011 Capital Forecast which
will be reviewed by the Finance and Corporate Services Committee on February 4, 2011.
Second, it is to provide Council with information regarding the purpose and use of development
charges, status of the development charges reserve fund, as well as to provide alternate
funding options for projects that are in the current ten year forecast.
REPORT:
First Report Objective: Provide Overview of the 2011 Capital Forecast Information
Staff are providing the following capital budget information to Committee for discussion:
PowerPoint presentation
o Provides summary information of funding sources
o Provides highlights of departmental capital forecasts
o Provides summarized reserve budgets
Issue Papers
o Provides additional information for some capital projects, including a request for
funding from an external agency (funding not included in the proposed budget)
Capital budget details for Tax Supported and Enterprises
o Provides detailed information for all capital projects in the forecast
Every year of the 2011 Capital Forecast balances, which means there is identified funding for all
projects. Deliberation and approval of the budget is scheduled for March 1, 2011.
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I~~rc~~nT~~ Finance and Corporate Services 1~eparfinent w~+w.kitthenerca
Second Report Objective: Provide Information Regarding Development Charges
Summary of Development Charges Legislation:
The Development Charges Act, 1997 (the "Act") provides the authority and process for the
imposition and collection of development charges.
Development charges ("DC's") are generally paid as a part of the building permit process, and
are collected to fund growth-related capital costs for services as allowed by provincial
legislation. Services are grouped into two categories -discounted services and non-discounted
services. The Act requires that a discount of 10% be applied to the growth-related capital costs
for discounted services when calculating development charge rates. Non-discounted services
refer to services for which the legislation does not require a reduction. The following table
shows which services within the City of Kitchener fit into the discounted and non-discounted
categories:
Discounted Services
Non-Discounted
Services
General Government Studies
Parking
Indoor Recreation
Outdoor Recreation
Cemeteries
Library
Public Works
Roads and Related
Sanitary Servicing
Watermains
Storm/Watercourse
Intensification Allowance
Engineering Studies
Fire
Determination of Development Charges:
A Development Charges Background Study is required to be completed when updating a
Development Charges by-law. The by-law is then valid for a period of up to 5 years. The
latest background study completed by the City was passed by Council on June 22, 2009, to
establish development charges for the City of Kitchener. Amendments have since been made
to this by-law to include Cemeteries as a service category (rate change effective June 1, 2010),
and to decrease the development charge in relation to the Parking service category (rate
change effective June 16, 2010). The by-law stipulates that the DC rates shall be indexed,
effective January 1 of each year that the by-law remains in effect, based on the non-residential
construction price index, as provided by Statistics Canada.
DC's are calculated for each service category based on an estimated need for services to
accommodate new growth. The need for services is based on estimates for population growth,
project costs and how much of the project is due to growth. DC's available for each service are
then capped, based on the service level which was provided over the previous ten years. Any
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I~~rc~~nT~~ Finance and Corporate Services 1~eparfinent w~+w.kitthenerca
service requirements in excess of these defined levels, deemed necessary by City Council, are
included in the City's capital budget to be funded from other sources.
Status of Development Charges Reserve:
Due to the downturn in the economy, there has been a decline in the amount of development
within the City. This decline in development has decreased the amount of development
charge revenue that has been collected by the City. While actual growth has not achieved the
growth envisioned by the recently completed background study, the City is still required to
complete projects that were already underway/committed to, prior to the economic decline. As
such, the development charge reserve fund is projected to be in a deficit position of over $2.6
million by the end of 2010. This projected deficit is expected to increase to over $12.3 million
by 2012. The reserve fund is not projected to return to a surplus position until 2014. The DC
reserve fund forecast has been included as Appendix A.
It should be noted that amounts beyond 2011 in the capital forecast are placeholders, and
subject to revision through the yearly budget process and the preparation of the DC background
study every five years. Growth patterns and rates can change, thus impacting both
development charges collected and coming into the reserve fund, as well as relative priorities.
In addition, the cost of specific projects can change and therefore have an impact on the overall
position of the fund. Therefore, focus should be on the relative priorities of projects over the
remaining years of the existing background study, as uncertainty over projects increases the
further out in the forecast that a project is slated to be.
Staff has gone through the process of prioritizing projects within the discounted and non-
discounted services, and the DC reserve forecast has been adjusted for this. However, further
prioritization is still required to the projects within the forecast to ensure that, if additional funding
constraints do materialize, the high priority projects will be able to proceed, and the lower
priority projects will be deferred to later in the forecast.
An additional option to consider is the increased use of development charge credit/refund
agreements. This is an agreement entered into at the City's option with a developer to advance
the timing of capital works so that development can proceed in a manner that is different from
what was anticipated in the development charge growth forecast/capital budget forecast. Using
this option, developers either construct, or pay to have constructed, infrastructure that the City is
unwilling or unable to fund itself. Reimbursement is then provided through a development
charge credit and/or refund. The policy regarding DC credit/refund agreements is attached as
Appendix B.
Considering the capital program as a whole, like other municipalities in Ontario the City has to
fund its programs and services within a limited funding framework. Rising costs, growth
demands, increased service responsibilities, and aging infrastructure have all increased the
demand for funding, yet revenues remain relatively static. In light of the City's current debt load,
and current projections for the City's reserve funds, it is apparent that other funding avenues
need to be pursued, in order for the City to maintain its current level of service to its citizens.
In regards to the Development Charge Reserve Fund, the following "guiding principles" should
be followed, in order to maintain the health of the fund.
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I~~rc~~nT~~ Finance and Corporate Services 1~eparfinent w~+w.kitthenerca
1. The Development Charge by-law will be used to recover the costs of growth to the
full extent permitted by legislation.
2. Growth projects will be undertaken as development charges are collected and
available. This is essentially a "Pay as You Go" principle -projects will be funded as
money becomes available within the Development Charge Reserve Fund.
3. Before borrowing for growth-related capital projects, all developer related advanced
financing arrangements in accordance with the Development Charges regulations
will be exhausted.
This means that in order to keep the development charges reserve fund in a healthy position, it
is necessary to prioritize and fund projects only if the cash flow allows for it, and that use of the
credit/refund agreements should be maximized. Debt should only be used within the
development charges reserve as a last resort.
Priorities within the Discounted Services Categories:
The priorities for Parks and Recreation Services (both indoor and outdoor) for development
charge funding, in order of priority, are as follows:
Outdoor Recreation:
• Neighbourhood parks and trails
• District Parks and Sportsfields
• Artificial Turf
• South District Park Sportsfields
Indoor Recreation:
• Community Centre Addition -Doon Pioneer Park Community Centre
• Community Centre Addition -Mill Courtland Community Centre
• Southwest Community Centre
• Southwest Pool
• Southwest Arena
The above priorities for outdoor recreation facilities are based on the public input throughout the
Parks Master Plan/Strategic Planning process.
The priorities for indoor recreation are based on recommendations found within the Community
Centre Feasibility Study (2000), recommendations in the Leisure Facilities Master Plan (2005),
neighbourhood and community consultation, and analysis of population growth areas as well as
a programming market demand analysis.
The Community Centres Feasibility Study (2000) recommends the expansion of Doon Pioneer
Park Community Centre in 2008. Due to competing needs in the City, this expansion has been
pushed out in the capital forecast a number of times. However, growth in the community and
higher demand on programming are increasing the need to complete the expansion as soon as
possible, making this a high priority. Similarly, the Mill Courtland Community Centre, one of the
City's smallest community centres, is experiencing increasing program demand and limited
facility capacity, with three Neighbourhood Associations operating out of it.
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I~~rc~~nT~~ Finance and Corporate Services 1~eparfinent w~+w.kitthenerca
The City of Kitchener currently has 4 indoor pool facilities. The Leisure Facilities Master Plan
(2005) suggests that as a rule of thumb, the servicing profile for indoor pools is one indoor pool
for every 50,000 people (although demand-oriented considerations should prevail). With this
consideration, the report suggests that Kitchener will be at its maximum servicing level and
would be on the precipice of needing a fifth indoor pool in the next 10 years. The ten year
population growth in the 2009 DC background study confirms the findings in the Leisure
Facilities Master Plan, and suggests that a fifth pool will not be necessary until the ninth or tenth
year of the capital forecast. As such, staff is suggesting that, considering the servicing profile
of indoor pools for Municipalities and the current demand for aquatic programming, that Capital
funding for a new pool be moved to the far end of the capital forecast.
nth the recent addition of Activa Sportsplex and taking over 100% of the inventory at
Sportsworld suggests that the next arena facility may be able to be delayed for up to 10 years.
In the near future, further analysis will be undertaken to review and address:
• City construction standards (i.e. construction life versus obsolescence life -why build
a building that will last 100 years if it is obsolete in terms of functionality in 50 years?)
• South District Park Master Plan development
• Community Centre Strategy Update
The timing of the South-End Library branch (currently scheduled for 2015-2019) is also likely to
be impacted by the decline in development charge revenues over the past several years.
Although City staff have discussed the condition of the Library development charge reserve fund
with Library staff, the Library Board is yet to propose any adjustment to the timing of the project.
Priorities within the Non-Discounted Services Categories:
The highest priority projects for Engineering Services are as follows:
• Homer Watson Pumping Station Upgrades
• Huron Road Widening -Strasburg Road to Fischer-Hallman Road
• Intersection Improvements at Strasburg Road & Huron Road
• Freeport Pumping Station Upgrades and Forcemain
• Victoria Park Lake Rehabilitation
• Strasburg Road Extension -Rush Meadow Drive to New Dundee Road
• Old Mill Road Pumping Station Upgrades and Forcemain
• Schneider Creek Channel Improvements
• Kolb Drain Improvements -Smetana Drive at Rothsay Avenue
The above priorities are based on Council direction as per the Kitchener Growth Management
Plan (KGMP) to service priority A and B lands. In accordance with Ontario legislation,
municipalities are charged with ensuring that they direct proper and orderly development within
their boundary. The KGMP has evolved from the previous staging of development approach,
and now includes a more complete analysis of the requirements for growth in each area, yields
a relative priority for each growth area, enhances coordination of initiatives, and addresses how
growth related goals are achieved. The KGMP is based on the principle that maximizing the
use of existing infrastructure is preferred and that planning for and implementing intensification
is also a high priority.
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Staff Re~p~r~
I~~rc~~nT~~ Finance and Corporate Services 1~eparfinent w~+w.kitthenerca
In some cases, Council has previously approved work to progress on these projects to varying
degrees and therefore some funding is required in the near term to complete these projects.
Staff are recommending projects or studies that are not servicing priority A or B lands within the
KGMP be deferred to later periods of the capital forecast, with some projects being placed
beyond the first ten year window of the forecast.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Community Priority: Quality of Life
Strategic Direction: Develop a strategic financial plan that aligns City spending and community
priorities.
Community Priority: Development
Strategic Direction: Manage growth and development relative to the Province's "Places to
Grow", the "Regional Growth Management Strategy" and the "City of Kitchener's Official Plan"
with a view to the critical elements of a healthy community.
FINANCIAL IMPLICATIONS:
Funding requirements for the 2011 Capital Forecast have been included in the 2011 Operating
Budgets.
The declining state of the development charges reserve requires the further prioritization of
development charge funded projects. The use of credit for service agreements with developers
should also be considered in order to advance projects within the forecast.
COMMUNITY ENGAGEMENT:
Budget information is available on the website. Feedback is welcomed using the following
methods:
• Public meeting on Tuesday, February 15 in the Council Chambers
• Email to: citybudget(a~kitchener.ca;
• Telephone 519-741-2602
• Through responses to upcoming Facebook and Twitter postings
• Regular mail at: 2011 Budget, c/o Corporate Communications, Kitchener City Hall, PO
Box 1118, 200 King St. W. 2nd Floor, Kitchener, ON N2G 4G7
• Hard copies of the budget available by calling 519-741-2602 and leaving a message with
mailing address.
ACKNOWLEDGED BY: D. Chapman, Deputy CAO and City Treasurer (Finance and Corporate
Services)
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Issue Paaer (IP) Index
IP # Description
General Expenses
01 KidsAbility Grant Request
02 Accessibility Upgrades
Finance & Corporate Services
30 Payment Card Industry (PCI) Compliance
Infrastructure Services
50 Facility Audits
51 Sportsfield Synthetic Turf Conversion
133
134
CITY OF KITCHENER
2011 BUDGET ISSUE PAPER
ISSUE: 01 -KidsAbility Grant Request [NOT INCLUDED IN 2011 BUDGET]
FUND: Capital
DEPARTMENT: General Expense
PREPARER: Ryan Hagey, Manager of Financial Planning
BACKGROUND:
KidsAbility contacted City staff in the fall of 2010 regarding a capital grant for leasehold
improvements at a new Kitchener location. Staff advised KidsAbility that their request would be
brought forward to Council as part of the 2011 budget process and indicated that they could
address Council as a delegation. A written request from KidsAbility which outlines the services
they provide and their specific request for funding is attached to this issue paper.
RATIONALE /ANALYSIS:
The City provides operating grants to a number of community organizations each year (2011
proposed budget is approximately $2.4M), but does not have any funding allocated for capital
grant requests. Based on the City's mandate as outlined in the community investment policy,
ongoing/operating funding is not normally considered for organizations that provide social or
health services. However, consideration has been given for capital or one-time funding
requests, particularly for such organizations if they are located in Kitchener and/or are serving
Kitchener residents.
However, one-time capital funding has been provided to organizations on a limited basis in the
past for similar type projects. For instance, in 1999 the City provided $50,000 to Catholic Family
Counselling Centre (now called Mosaic) for building expansion. This represented 3.3% of their
total fundraising goal of $1.5M. More recently, the City provided $20,000 to The Working
Centre in 2007 for renovations to St. John's Kitchen (97 Victoria Street North). This represented
3.6% of their total fundraising goal of $563,000. KidsAbility is requesting $25,000 from the City
to use towards leasehold renovations, which represents 5.2% of the total expected project
budget of $483,000. Information about these three examples is summarized in the chart below.
Organization City Grant Total Amount
Catholic Family Counselling Centre 50,000 1,500,000 3.3%
Working Centre 20,000 563,000 3.6%
KidsAbility 25,000 483,000 5.2%
KidsAbility has been provided with one-time funding in the recent past. In 2007 KidsAbility
requested $75,000 from the City to be used towards their endowment fund. Council approved a
$40,000 contribution to be split evenly and paid over 2007 and 2008.
FINANCIAL IMPLICATIONS:
KidsAbility has requested $25,000 of funding for leasehold renovations. This amount is not
currently in the budget. To include this request in the 2011 budget, Council could choose to:
a) commit funding from the operating grant budget
b) reduce a capital project with capital from current (C/C) funding
c) fund the request from capital contingency (available balance of $34,000 at Dec 31/10), or
c) increase the amount of C/C funding, which would translate to a levy impact of 0.03%.
RECOMMENDATION:
Information only.
135
S~,Iif4i I.~i:7
5D8 Hallmark Drive,
Waterloo, DN N2K 3P5
t 519.8868886 f 519,886.D105
toll free 1.888.3722259
L...~li~~~li Il.lfi!;
c1a Ghapiin Family YMCA
258 Hespeler Road,
Camhridge, ON N1R 3H3
t 519.fi21.7580 f 519.621.4655
l I~ ry
Foundation
January 14, 2011
Mayor Carl Zehr
Members of Council
City of Kitchener
City 1-loll, 200 Icing Street West
Kitchener, ON N2G 4G7
I',ii ,llil!
cla West End Community Centre
21 Imperial Road South,
Guelph, DN NSK 1X3
t 519.786.®196 f 519.78D.8479
wvrrw.kidsability.ca
I't'ri'i~tls
c1o Community Resource Centre
160 St. David St. South,
Fergus, DN N1M 2L3
t 519.787.2672 f 519.843,7597
Please consider the fallowing a formal request from the KidsAbility Centre for Cloild Development
Foundation addressed to the City of Kitchener in support of a new Kitchener site for tl~e provision. of
remedial children's services to be offered by the professional staff of the KidsAbility Centre for Child
Develap~nent.
Basic facts about KidsAbility:
• KidsAbility is responsible far children's treatment centres located in Waterloo, Cambridge,
Guelph, and Fergus;
• KidsAbility's head offices have been located in Waterloo at Hallmark Drive and Davenport Road
since relocating there in 1995 from its Ding Street West site where it was then known as the
Rotary Children's Centre;
• KidsAbility's mission is to empower children and youth with special needs to realize their fifll
potential;
• Clientele include children from birth to the age of 18;
• The range of KidsAbility's services includes various farl~ls of developmental and remedial
therapy, medical services, appropriately structured educational programmes, remedial
progrannnes, and various specialized clinics;
• The needs of these children fall into tlu°ee broad categories: cormnunication iinpairn~ents,
developmental delays, and physical disabilities;
• Under the expert guidance of our trained professionals, babies and preschoolers with such
conditions as spina bifida and cerebral palsy are taught how to cope with and overcome a wide
range of disabilities; children with speech delays and disorders are taught how to conun>_ulicate
effectively with their peers and family members; autistic children receive the mast up-to-date
professional sefvices; and KidsAbi@ity provides the appropriate tools and guidance for families
who have children with developmental delays such as Down syndrome and autism;
• This past year the children were served by 178 front-line workers and 473 volunteers providing
15,000 volunteer hours of support;
4,425 kids were served last year, of whom 1,421 reside in Kitchener;
• We currently have approximately 1,200 children waiting to receive scfvices we cannot offer
because of a lack of financial and physical resources;
• Last year's annual budget was approximately $ I 1 million;
• Approximately 60% of KidsAbility's funding comes from the Ministry of Children and Youth
Services and thea-e is same progralnlne support from the Region of Waterloo with the remainder
of the annual operating requirements (10%) being raised by KidsAbility Foundation tluough the
generosity of the @ocal Rotary Clubs,. individuals, businesses and other community supporters.
I~csvnd+~~ l~nct '~happ~rt~tt ~3y f~~t~riara~ Sinuo 99 a~ cnaritahle t3asiaess af1~o~7~tagol
-2-
The renuest KidsAbility is placing before Council
Over the past several years KidsAbility had been engaged in awide-ranging consultative process to
develop its current strategic plan. One of the clear messages unearthed in the process was that many of the
parents living in the farther reaches of Kitchener and its surrounding towns and townships find the trip to
our Waterloo site far too onerous. As a result, one of KidsAbility's seminal Strategic Directions is a
determination to "Enhance Service Delivery", a key component of which envisions the development of a
KidsAbility site in the far end of Kitchener.
Accordingly, KidsAbility has for some time been seeking an appropriate site in Kitchener's southerly
reaches, a site that would be cost-effective and would coincide with one of I~idsAbility's organizational
values: working together with families, partners, donors, and funders. Just such a site recently became
available when Family and Children Services received financial support from the Federal Govenunent's
Economic Action Plan so FCS could renovate the forn--er Ainsworth Press building on Ardelt Avenue just
north of St. Mary's High School in the east end of Kitchener.
The government grant is intended to assist with the renovation needs of Family and Children's Services,
not those of KidsAbility. Both the KidsAbility Board and its Foundation Board have struggled with the
cost of preparing the area to be housed by KidsAbility. We are, however, convinced that this is an
opportunity not to be missed, it is an opportunity worth the assuming of the financial challenge.
Locating some ofour therapeutic services there would enhance our ability to reach out to children where
they live, learn, and play: an opportunity for collocation conceptually similar to our sites in Cambridge
and Guelph and a desirable philosophical objective for KidsAbility's programme delivery.
The proposed facility inchides shared and fully accessible space with elevators, play areas, ample parking,
Wi-Fi capability, spacious corridors far wheelchair and gait training, access to meeting rooms, a double
gynmasium with adjacent change and washrooms. There will also be a "clinic room", an assessment area
for babies and toddlers.
The shared space provides the social and clinical environment which would be beneficial for the kids we
serve and much more convenient for the parents of those children both because of its geographical
location and because of its potential for accessing in one facility the talents of other providers of clinical
services for children.
It is our intention to begin offering therapeutic services at the Kitchener site this spring.
The estimated cost of leasehold improvements to accommodate KidsAbility is approximately $483,000,
of which KidsAbility Foundation has cun'ently raised $255,000 in pledges.
KidsAbility Foundation is respectfully requesting that the City of Kitchener support the development of
the Kitchener site of KidsAbility with aone-time donation of $25,000 directed towards the cost
KidsAbility is facing for the necessary leasehold renovations..
Resl ect-ally ub tted,
_ ,
,,,k.r _~, r.~
Doug -. Letson, PhD, LL.D.
Chair of th Board,
KidsAbili Centre for Child Development Foundation
Attn; Ryan~Flagey, CGA, Manager of Financial Planning
137
138
CITY OF KITCHENER
2011 BUDGET ISSUE PAPER
ISSUE: 02 -Accessibility Upgrades
FUND: Capital
DEPARTMENT: General Expenses -General Expenses
PREPARER: Cynthia Fletcher-Director, Facilities Management
BACKGROUND:
Staff was directed as part of the Jan 18, 2010 Budget Review Council meeting to ensure
provision in the budget for anticipated accessibility upgrades requirements, for the built
environment.
RATIONALE /ANALYSIS:
Staff had previously completed an audit of our facilities, outlining accessibility upgrade
requirements (2007 Herrington Report). Utilizing this information and the "draft" report for
AODA requirements, staff members have outlined a proposed budget for accessibility
requirements. Staff will develop more detailed plans once the AODA requirements for built
environments document is received and we have a clearer idea of specific requirements and
timelines for compliance.
FINANCIAL IMPLICATIONS:
2011 - $100,000
2012 - $102,000
2013 - $104,000
2014 - $106,000
2015 - $108,000
2016 - $110,000
2017 - $113,000
2018 - $115,000
2019 - $117,000
2020 - $120,000
Total: $1, 095, 000
RECOMMENDATION:
For information.
139
CITY OF KITCHENER
2011 BUDGET ISSUE PAPER
ISSUE: 30 -Payment Card Industry (PCI) Compliance
FUND: CAPITAL
DEPARTMENT: Finance & Corporate Services - I.T.
PREPARER: Jeff Ham, Manager GIS and DBA
BACKGROUND:
The Payment Card Industry- (PCI) Security St~uidards Council is an independent intei7lational
orgaiuzation that ~~ as founded in 2006 by five major credit card companies to facilitate the broad adoption
of consistent data security measures on a global basis. It develops and updates comprehensive standard
requirements for payment data security-.
The PCI Data Security- Standard (PCI DSS) is their st<ndard that ensures that all companies that process,
store or transmit credit card information maintain a secure enviromnent. Compliance ~~=ith the standard is
mandatory for all merchants who accept credit cards as a foi7n of pa«nent. This includes the City- of
Kitchener who has a contracttaal PCI compliance obligation with its acquirer, Global Pa~-ments.
RATIONALE /ANALYSIS:
All merchants ~eho are subject to the PCI DSS must meet certain reporting and auditing requirements.
These requirements are defined for four levels of merchants, with each letirel beilig more stringent.
Merchant levels are determined by transaction volumes but can be escalated if security breaches occur.
The City- of Kitchener has been classified as a Level ~ merchant and is subject to the least stringent
requirements. The reporting requirements for the city are set by its acquirer, Global Pa~-ments. Global
has not ~-et enforced compliance by setting a reporting deadline but are eipected to set one for 2011.
According to the cit~-'s Global Pa~-ments representative. the city ~tii11 need to complete the following tasks
by the end of 2011 to achieve PCI compliance
1. Complete and meet the requirements of the PCI Self Assessment Questionnaire
2. Have the questionnaire attested by a Qualified Security Assessor (QSA)
3. Pass a net~yorlc ti~lnerability scan by an Approved Scanning Vendor
4. Submit the attested questionnaire and scanning results to Global Payments
Once compliant, the city ~~ i11 need to complete the folio« ing tasks to maintain PCI compliance
1. Annually -complete and meet the requirements of the PCI Self Assessment Questioiuiaire
2. Annually -have the questionnaire attested by a Qualified Security- Assessor (QSA)
3. Quarterly- - pass a net~yorlc vulnerability scan by an Approved Scanning Vendor
4. Submit the attested questionnaire and the last quarterly scan results to Global Payments
Non compliant merchants leave themselves open to serious penalties. Security breaches can result in
fines, escalation of merchant level, forensic audits costs. increased transaction fees, law suits, loss of
credibility and even losing the right to accept credit card payments. In order to avoid these penalties, it is
essential that the City of Kitchener becomes compliant as soon as possible.
The city is actively pursuing the goal of achieving PCI compliance. A working committee was formed >ii
the spring of 2010 to plan for and oversee the project. In May, the committee employed NCI, a qualified
PCI consultant. to conduct a reliminai~- investigation into the city's credit card handling rocesses and
'. , .~ o -.
140
make recommendations on how to proceed.
FINANCIAL IMPLICATIONS:
The estimated cost to complete the project is appro~natel~- $100,000, not including staff tune. The
breahdo~zm of estimated costs is as folio« s:
1. ~ X0,000 Hard~~-are, Database upgrades and Fire«-ails
2. $ 15,000 Email Filtering and Cleansing
3. $ 5,000 Soft~~-are upgrades
4. $ x,000 Ph~-sical Security-
5. $ 25,000 Consulting -Validation and Scamiing
The estimated annual cost to maintain compliance is approiimatehr $25,000 per annum not including
staff time. The ongoing costs of compliance will be refined and considered through the 2012 budget
process. The breakdo~tin of on-going costs estimate is as follows
1. $ 5.000 Soft~~-are Upgrades
2. $ 20,000 Validation and Scanning
The funding for the project ~~~ill come from the follo~~~ing sources:
1. Capital LT Capital Budget
2. Operating To be determined through the 2012 budget process
RECOMMENDATION:
For infoi7nation.
'. , .~ o -.
141
CITY OF KITCHENER
2011 BUDGET ISSUE PAPER
ISSUE: 50 -Facility Audits
FUND: Capital
DEPARTMENT: Infrastructure Service -Facilities Management
PREPARER: Cynthia Fletcher-Director, Facilities Management
BACKGROUND:
As facilities age, there is an increased need to conduct comprehensive audits of all major
building/infrastructure components. This information is integral to developing long range plans
for facility improvements or as part of reviewing program plans for facilities (eg Rockway Senior
Centre, the Legion facility).
RATIONALE /ANALYSIS:
Facilities Management staff is regularly asked to provide costing and infrastructure requirements
for facilities and amenities. Often, an independent assessment of a facility is cost effective (as
multiple consultants contribute to the report) and provides an impartial review.
This funding also allows us to respond to reviews which may be required as part of new
legislated requirements.
FINANCIAL IMPLICATIONS:
2011 - $20,000
2012 - $20,000
2013 - $20,000
Total: $60,000 to be re-allocated from existing capital funds
RECOMMENDATION:
That a Capital Budget line be added to the Facilities Management budget, with capital funds
from existing accounts to be re-allocated
142
CITY OF KITCHENER
2011 BUDGET ISSUE PAPER
ISSUE: 51 - Sportsfield Synthetic Turf Conversion
FUND: Capital
DEPARTMENT: Infrastructure Services
PREPARER: Operations
BACKGROUND:
The City of Kitchener athletic field utilization has steadily increased over the last six years. In
2003, sportsfields were booked approximately 65% of the available time on Monday to
Thursday and only 45% of the time Friday to Sunday. Through consultation with the user
groups, it was determined that through better maintenance processes and appropriate user fees
that field uses would increase.
Necessary changes were made to better position our fields for our users. In 2009, our
sportsfields are being utilized greater than 95% of the available time with additional requests not
being considered because of the lack of availability as well as new sport requests such as
rugby, football, cricket and disc sports. Because of the current level of maintenance, requests
are for more time on the Al and A2 fields.
To meet the additional requests, synthetic sportsfields have become a necessity.
RATIONALE /ANALYSIS:
Our Al and A2 fields are booked out at a maximum of 450 hours of use per season. These
hours have been set because any additional use above these hours would cause greater wear
and tear on the grass and additional operating costs to repair. While under repair, there is a
continuous loss of revenue. Each year it costs $30,000 to maintain an Al and A2 field. Through
the cultural practices, mowing and repair we are able to meet the level of service currently
expected.
Through comparisons, to replace a natural grass field with a synthetic field would increase our
available hours from 450 to 2000 hours per season. As well, the operating expenses at the
synthetic field would be $5,000 per year since there would be no need to cut, fertilize, aerate or
repair the wear areas in the field.
The season would start the beginning of March and be extend to the end of December versus
the May to end of October schedule today.
Over a five year period, we would convert five fields from grass to synthetic to meet our existing
demand as well as new requests.
An additional "Sportsfield Synthetic Turf Conversion" capital fund of $6,000,000 over 10 years is
recommended within the findings of the 2009 Parks Master Plan.
143
FINANCIAL IMPLICATIONS:
To construct a natural grass field would cost approximately $400,000. To construct a synthetic
field would cost approximately $1,200,000.
The following table provides a comparison of Grass Fields versus Synthetic Fields:
Grass Field S nthetic Field
Useable Hours per season 450 hours 2000 hours
User Fees $45.00 per hour $75.00 per hour
Revenue per season $20,250 per year $150,000 per year
Operating Cost per season $30,000 per year $5,000 per year
Over a ten year period, the synthetic field will have generated $1.5 million dollars in revenue
through user fees and will have saved $250,000 in operating expenses. The additional revenue
and operational saving would cover the additional capital expense of the synthetic field
development.
With the development of a synthetic field and the additional hours of use, one synthetic field
would equal the total hours of use of four grass fields. The synthetic field would actually cost
less in the long term and would minimize the amount of additional land needed to build
sportsfields.
The 2011-2020 capital budget forecast is as follows:
Funding
Source
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Total
C/C 488 539 550 1, 577
DC 573 633 645 1, 851
RES 2,000 2,000
Total 5,428
(dollars in thousands)
RECOMMENDATION:
For information only.
144
CITY OF KITCHENER
2011 BUDGET ISSUE PAPER
ISSUE: 52- GPS System Maintenance
FUND: Capital
DEPARTMENT: Infrastructure Services -Operations
PREPARER: Jim Witmer- Director of Operations
BACKGROUND:
In 2002 the Cities of Kitchener, Waterloo and Cambridge as well as the Region of Waterloo
partnered together to implement a GPS (global position systems)/ AVL (Automated Vehicle
location)/ salt management solution to allow us to better track our plowing and salting activities.
The intent of the partnership was to provide accurate data that would enable each municipality
to accurately report on the level of service provided to a specific street, catchment area, etc.
This solution also provides us with the ability to mitigate litigation from claims by means of
documenting the service provided to verify that the Provincial Minimum Maintenance Standards
were met and reporting our salt usages to the Ministry and to the Region.
A company (Grey Island) was hired to provide these services to the group. There have been
many challenges with the current system, both hardware and software related, as well as
service issues. The data integrity of the current solution also has not met the expectations that
were originally desired.
RATIONALE /ANALYSIS:
At this time a group made up of representatives from each municipality as well as the County of
Brant and City of Brantford are investigating the possibility of moving the GPS/AVL/Salt
Management in a new direction as the technology has come a long way in the past few years.
As part of this proposal, we will also require the implementation of service agreements with any
prospective provider to eliminate the issues that we have experienced. A Request for Proposal
(RFP) has been created and closes mid-February to see what new technological advances are
available for a solution and gain an understanding of the financial implications.
Once the group has received and reviewed the RFP's, a short list of companies with potential
solutions will be invited to demonstrate their solution to us in a pilot project for the winter season
in 2011-2012. This will assist in understanding the complete scope of this project. At that time a
report will be provided to each municipal Council to outline the new direction and gain financial
support to move forward for full implementation for the 2012 and 2013 winter season.
Each Municipality is committed to providing accurate records with respects to these and all
maintenance activities. As well, the Region of Waterloo has negotiated that maintenance
activities be confirmed by means of AVL records as part of the winter maintenance contract.
FINANCIAL IMPLICATIONS:
The proposed capital budget includes $100,000 in each of 2011 and 2012 ($200,000 total)
towards the purchase of the new GPS/AVL system.
RECOMMENDATION:
For information.
144A
CITY OF KITCHENER
2011 BUDGET ISSUE PAPER
ISSUE: 60 -Economic Development Investment Fund (EDIF)
FUND: Capital
DEPARTMENT: CAO -Economic Development
PREPARER: Rod Regier
BACKGROUND:
The Economic Development Investment Fund was created by the City of Kitchener in 2004 to
facilitate the implementation of a new urban investment strategy focused on building new
knowledge intensive clusters in the downtown. In 2009, an analysis of the impact of the Fund's
implementation was submitted to the 2010 budget. Council subsequently requested that an
annual review of the impact of the Fund be implemented and that staff consult with economists
at either the University of Waterloo or Wilfred Laurier University on the methodology for
assessing this impact in the future.
Staff have initiated a process to review the methodology for assessing the economic impact of
EDIF. In addition, staff have reviewed the current data and identified additional information that
can help augment the 2009 analysis.
RATIONALE /ANALYSIS:
On January 11, 2011 staff had a preliminary meeting with William Morrison, Director of Laurier's
Centre for Economic Research and Policy Analysis to discuss the EDIF analysis. His
preliminary feed back indicated general support for the analytical framework. In March 2011,
staff have also arranged with WLU an internal seminar for faculty hosted by the Laurier Centre
under the title: 'Economic and Financial Impacts of Municipal Economic Development Initiatives:
Kitchener's Economic Development Investment Fund' to review the framework in detail and
discuss alternative approaches. Elements for consideration will include direct, secondary and
tertiary economic impact on the larger urban economy, and impacts on investor confidence.
Regarding the economic impact of EDIF, it is clear that the Fund has been instrumental in
helping the City of Kitchener attract new investment in emerging economic clusters (i.e. life
sciences, digital media) and has stimulated private investment in residential and retail activity in
the downtown. Current data indicate that the downtown has performed well during the 2008/09
recession. Downtown employment continues to grow. In the January 2011 Market Outlook
Report, Colliers highlights a `brick and beam' node where former factory buildings convert to
office buildings such as 72 Victoria St S, the Tannery, and the Breithaupt Block, all located near
the School of Pharmacy, a prominent EDIF project.
In terms of assessment growth, the 2009 report indicated that assessment growth in the
downtown generally had kept pace with that of the city as a whole (notwithstanding that most
assessment is created from greenfield development) and that assessment growth on properties
adjacent to key EDIF funded project such as the Health Sciences Campus had dramatically
exceeded that of the city as a whole. Unfortunately, new assessment data will not be available
for another two years, so this aspect of the report remains the same for the time being.
A more detailed analysis of 2010 employment and office/residential occupancy data will be
provided with the 2010 Downtown Trends and Indicators report in the spring 2011
I I FINANCIAL IMPLICATIONS: N/A I I
RECOMMENDATION: N/A
144 6
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 11, 2010
SUBMITTED BY: Rod Regier, Executive-Director, Economic Development
PREPARED BY: Rod Regier, Janette MacDonald
WARD(S) INVOLVED: All
DATE OF REPORT: December 22, 2009
REPORT NO.: CAO-09-059
SUBJECT: ECONOMIC DEVELOPMENT INVESTMENT FUND FIVE
YEAR REVIEW
RECOMMENDATION:
That staff be directed to prepare an annual report on the implementation of EDIF and its
outcomes through the life of the program.
That Staff be directed to work with faculty at the University of Waterloo or Wilfrid Laurier
University as part of the next annual review of the economic impact of the Economic
Development Investment Fund to provide input on assessment methodology.
BACKGROUND:
In 2004, the City of Kitchener engaged in an extensive public consultation regarding the future
direction of economic development for the City. Two investment strategy options were
considered. The first was the opportunity to create additional industrial employment lands in the
City of Kitchener's south-west greenfield area. The alternative was to invest strategically in the
development of new industries largely based in the City's core. This option was bolstered by a
new brownfield remediation program, the City's Downtown Strategic Plan and the Region of
Waterloo's Growth Management Strategy.
Five educational and interactive public meetings were held to get input from the general public.
A Community Capital Investment Ranking Team (CCIRT) and Council ranked 5 objectives and
21 specific projects. Options were presented to a citizen's panel consisting of members of
EDAC, DAC and the CCIRT. This round table discussion in Council Chambers resulted in a
recommendation to Council that the City of Kitchener move forward with the second option
supported by a $110 million Economic Development Investment Fund (EDIF).
The panel recommended support of an economic development program anchored by strategic
investments in education institutions starting with the Waterloo Catholic School Board offices
and Downtown Community Centre, the Wilfrid Laurier University Faculty of Social Work, and the
University of Waterloo's School of Pharmacy. The fund also included allocations for downtown
streetscapes, parking solutions, and greenfield industrial land projects.
144C
From the outset, it was recognized that the program will take a full 10 years to implement and
that its effects will not be fully realized until well after the conclusion of the program, and beyond
the current term of Council. Five objectives were spelled out for the fund - i) assessment
growth, ii) employment growth, iii) residential development downtown, iv) leverage of EDIF
investments by 15 per cent from other partners, and v) to achieve a return on investment, both
direct and indirect.
EDIF is now halfway through its implementation period. Approximately 44 per cent of the fund
has been invested and planning is underway for projects which will consume the remaining
available funds. This report presents a preliminary analysis of the impacts to-date and outlines a
framework for evaluation that can be used to measure impacts through the life of EDIF and
beyond.
REPORT:
Report Limitations
An evaluation of the economic impact of EDIF is impeded by a number of factors. First, the fund
is not yet fully invested. Second, the projects already funded by EDIF are in the early days of
implementation and their full impact is not yet measurable. Most of the projects that have or will
receive EDIF funds are complex capital projects with multi-year planning and construction
processes. Third, some of the effects of EDIF are related to investor confidence in the
downtown and are therefore indirect. For example, a number of projects including the Kaufman
Lofts, Tannery District, and Shoppers Drug Mart at 250 King St W have, according to their
owners, been initiated almost entirely because of the development of the Health Sciences
Campus. In this case, the assessment and tax revenue growth of those projects are assumed to
be an indirect outcome of that investment decision.
There is also a time lag in some of the indicators; for example, property assessments are not
updated immediately following any changes in property value. Also, census results are available
every five years, with an additional time lag in the release of local data. As a result, it will be
several years after the end of EDIF's last year-2014-before the City of Kitchener is able to
evaluate the impact of EDIF more completely. Further, it is expected that investments from EDIF
will continue to affect the future economy of the city well beyond that.
Nevertheless, with the data currently available, it is possible to outline several effects of EDIF
investments and draw some conclusions about its likely future impact over time. The following
sections will outline the current findings against the key objectives for EDIF established in 2004.
Objective 1: Stimulate assessment growth
Measurables
Assessment growth
Tax revenue growth
Results
Property assessments are set by MPAC. These assessments together with the tax rate
determine the property tax payable to the municipality. Factors that can affect property
assessment include location, lot dimensions, living area, adjusted age of the property, quality of
construction, and vacancy of the property. Changes in assessed values can serve as a proxy for
144D
new developments in those properties, and therefore the MPAC data is useful in determining, in
part, the impact of EDIF investments.
The MPAC data provide assessed values up until 2012, however these future values are in fact
a phased implementation of January 1, 2008 market values. It is necessary for this analysis to
use the phased-in assessed values according to the year that they are posted as that
determines the taxes billed in each year. While MPAC will continue to update assessed values
for properties with new development, or those that undergo changes in use or renovations, the
next province-wide assessment update will not take place until 2012. So properties that are
unchanged, but benefitting from their proximity to EDIF investments, will remain on the
progression schedule based on 2008 market values. However, the value of these properties
may be appreciating faster than the phased-in values due to their proximity to EDIF
investments, but this will not be recognized until 2012.
Taxes can only be evaluated up until 2009 since future tax rates have not yet been determined.
As well, the total taxes are evaluated including contributions toward the Region and Education,
as the entire tax change impacts the community, notjust the City portion.
Shirley Drive employment lands
In the case of the Shirley Drive employment lands, the increase in assessed value or taxes
billed following 2004 can be directly attributable to EDIF, since those lands would not otherwise
have been developed.
In 2004, the total assessed value among the properties that later constituted the Shirley Drive
extension and the newly-constructed Cedarview Place was about $1.1 million. The 2009 value
is nearly twice as much as 2004, and the 2012 phased-in value is nearing $3 million. As well,
the total tax amount billed was only $9,500 in 2004, but has since grown to more than $300,000
in 2009. Since the subject properties are not fully developed, both assessed values and the
corresponding taxes billed will continue to grow.
Direct downtown residential
The downtown residential incentives also provide an opportunity to evaluate the impact of an
EDIF investment on property assessment. About $488,000 has been paid out to owners
responsible for developing 19 residential units at five addresses. From 2004 to 2009, the
assessed values of those properties went up by about $360,000, or 32 per cent, and the
phased-in total assessed value for 2012 is nearly double that of 2004, and represents twice the
growth observed over that time period among all downtown properties.
Indirect downtown property assessment
When considering the ability of EDIF investments to affect growth in assessed values in a more
indirect way, the approach must be more theoretical. Since assessed values typically grow over
time, one must consider the expected growth against what actually happened.
To determine this expected growth, the downtown properties-those in planning communities 1,
2, 3, 4, 5, 7, and 13-were divided into two groups: those adjacent to or nearby EDIF
investments ("hotspots" like the Health Sciences Campus) and those that were not (the "control
group"). Then the average assessment growth rates by tax class (for example, "DT" for regular
office buildings) were calculated among all properties in the control group. These growth rates
were then applied to the EDIF-related investments to obtain an expected assessed value for
each property. So (for illustration purposes only) a residential property assessed at $250,000 in
2004 is expected to have an assessed value of $362,500 in 2012 based upon a 45 per cent
144E
growth rate in assessed values for this property type. The actual assessed value was then
compared to the higher expected value rather than the lower historic 2004 value.
When the average growth rates for each tax class code are applied to the 2004 assessed
values of each property in the EDIF-adjacent or EDIF-nearby group (which represent about 10
per cent of all downtown properties), the growth in assessed values above expected comes out
to $32,537,951. This indicates that the properties around EDIF hotspots have grown in
assessed value by $32 million, over and above the expected growth. However, one cannot
directly conclude that this growth is because of EDIF, because other events between 2004 and
2009 might have affected the valuations. Still, assuming that the only difference between the
two groups of properties is that one group is collectively closer to the investments made, the
growth differences are notable.
The following chart illustrates the change from the 2004 assessed values for three groups: the
two downtown groups mentioned above, as well as the entire city for reference. For example,
from 2004 to 2006, city-wide assessed values grew about 18 per cent, the downtown control
group grew about 17 per cent, and the EDIF group grew only 8 per cent. However, for each year
after that, the cumulative growth among the EDIF group of properties was higher than both city-
wide and the downtown control group, again indicating that the Economic Development
Investment Fund has had a significant positive impact on downtown assessments.
Change since 2004 in property assessment
50°~
45°~
40°~
35°~
~ 30°~
rn
~ 25°~
c
v 20°~
`w
Q- 15°~
10°~
5°~
0°~
-5°~
2004 2005 2006 2007 2008 2009
~ -City-wide (Downtown control group (Near EDIF investments
The fact that downtown assessment growth is so closely tracking city-wide assessment growth
is particularly interesting. Assessment growth is generally much higher in Greenfield parts of the
city where new development of formerly agricultural land creates a very large jump in the value
of property. Assessment growth in the downtown is occurring in an already developed area with
set boundaries on properties that are often severely constrained by environmental factors. City-
wide growth, on the other hand, is occurring over an expanding urban Greenfield area,
essentially making it easier to realize assessment growth city-wide as vacant or underused land
is converted to new housing or commercial developments. The pace of assessment growth
downtown is therefore a strong indicator of the speed of change underway in the downtown,
especially in the context of rapid Greenfield development.
144E
value by year
The same process used to compare expected and actual growth in assessed values can be
applied to growth in taxes billed, with one modification: rather than comparing the current value
to the expected value based on 2004, all years since 2004 will be compared to their expected
value and those differences will be added up for each property. (For example, compared to
2004, downtown commercial properties were billed 1.6 per cent more in 2005, 2.8 per cent more
in 2006, and so on.) This modified process will provide an overall look at the growth in taxes
billed that has occurred, above the expected growth.
When all the actual tax amounts are compared to the expected amounts, for all properties in the
EDIF group, the result is $141,471 below the total expected value. This result is due to the tax-
exempt status of many properties "cancelling out" the assessment growth, as well as a
significant declines since 2004 in taxes billed to several properties. It is important to note that
several of the downtown properties with significant assessment growth-particularly the UW
School of Pharmacy and WLU's Faculty of Social Work-are now (or already were) tax-exempt.
For example, a parking lot became a university campus, which resulted in great assessment
growth, but also in no tax billed to the university.
In addition, a number of properties in the downtown apparently experienced a decline in
assessment and reduced property taxes billed as a result of tax appeals. For example, one
downtown commercial property was billed about $80,000 less in 2009 than in 2004, though the
expectations model shows taxes should have increased by $60,000 by 2009. The assessed
value of this property fell by nearly 25 per cent. There are no data available to City staff to
provide an explanation as to the cause of either decreases or increases in assessed value; thus
the challenge in using MPAC data is in attempting to draw conclusions about patterns without
knowing the true causes of change.
If we look only at properties immediately adjacent to the School of Pharmacy, growth in
assessed values is $39.4 million over and above expected growth. This accounts for atax-add
of just over $1 million compared to the expected value for these properties.
Future developments
Two projects-The Tannery District and City Centre Condominiums-will significantly affect
downtown EDIF-related municipal assessment and tax revenue. The Tannery District's 2008
assessed value (as phased-in for 2012) is $3,163,000, but the project is expected to have an
assessed value of $30 million when complete and fully occupied. To estimate future taxes, the
2009 final tax rate is applied against the estimated future assessed value of $30 million to show
an estimated increase in taxes billed by the City of Kitchener of $244,000 in 2009 dollars.
The City Centre project will directly stimulate assessment in its own properties, with tax
revenues to the City of Kitchener estimated to be in the range of $400,000 annually, and will
likely affect the assessments of those surrounding it. Other projects expected to have an effect
on assessed values include the future development of the Maple Leaf employment lands, and
the digital media convergence centre.
144G
Objective 2: Stimulate employment
Measurables
• Employment
• Business counts
• Vacancy rates
Results
The Shirley Drive employment lands, UW Health Sciences Campus, Downtown Community
Centre and WLU Faculty of Social Work have all had a direct impact on employment'. It should
be noted that while some of this employment is new (e.g., the Health Sciences Campus), some
of these jobs already existed elsewhere in the region, and thus this should not be treated as
entirely new employment, but rather protected employment. These jobs may have been lost to
another community had the land or development opportunities not been available in Kitchener.
Employment growth results from investment location decisions by firms, and can be separated
into location specific direct impacts and general effects due to increased investor confidence.
General employment growth is seen as an indirect result of the establishment of EDIF.
Table 1 Direct employment
-
Downtown: .. -
Health Sciences Campus 50
Facult of Social Work 100
Sub-total 150
Shirley Drive employment lands
Bavarian Window Works
ACL Steel
20
50
Snap-Edge Canada/Great North Outdoor Living Products 6
Droven Flooring Supplies 3
Clarkson-Weiser Manufacturin 10
Sub-total 89
Total 239
Downtown employment in general is less directly related to any EDIF projects, other than those
that were explicitly designed to add jobs, but some trends are evident. The three graphs below
summarize the notable growth in downtown employment, the number of businesses, and the
consistent reduction in the downtown office vacancy rate.
Source: City of Kitchener Business Development
144H
Figure 1: Downtown employees and business counts
14,000
12,000
d 10,000
0
E 8,000
° 6,000
a
E
c 4,000
2,000
0
Number of employees downtown
11,967 11,959
10,941 11,373 11,437
10,354 ,~ ~ ~ ® -
aoo
goo
soo
500
a 400
`o
a 300
E
~ 200
100
0
2004 2005 2006 2007 2008 2009 2004 2005 2006 2007 2008 2009
(YTD) (YTD)
In 2004, there were 10,354 employees working at 636 businesses downtown; the most recent
data for 20092 show at least 11,959 employees (up 16 per cent) and 704 businesses (up 11 per
cent). During the time period from 2004 to 2008, the Kitchener Census Metropolitan Area
(CMA)3 labour force grew by 8.8 per cent and employment grew by 7.8 per cent, indicating that
downtown employment growth outpaced CMA employment and labour force growth. While
these labour force indicators for the CMA provides additional context, these two growth rates
cannot be directly compared, as the downtown employment numbers are based on a municipal
census of workplaces, while the labour force survey is a Statistics Canada survey of households
which includes commuter traffic.
Figure 2: Office vacancy rate
Office vacancy rate
16.0%
1 13.9%
14.0% 12.1% 12.0%
12.0%
9.9%
10.0% ------•------~' 8.8%
0
8
1
10
1% 10.3% 10.4%• , .~--_ .
:0
--
0
8.0/0 .
'~-' 8.6%
6.0% 7.0% 7.4%
4.0%
2.0%
0
0%
.
2004 2005 2006 2007 2008 2009
(YTD)
Downtown - + -City-wide
With an increase in downtown businesses comes a decrease in vacancy. Starting in 2004, the
office vacancy rate in the downtown4 was at 13.9 per cent, then dropped each year to 12.1 per
cent, 12.0 per cent, 9.9 per cent, 8.8 per cent, and in 2009, an average of 7.4 per cent in the
first three quarters. Moreover, the 13.9 per cent figure in 2004 was 3.8 percentage points higher
than the overall rate for the city; this difference has reversed as of 2009, with 7.4 per cent
downtown compared to 8.1 city-wide. This is particularly significant considering that Downtown
2 Source: City of Kitchener Downtown Database
s Kitchener CMA: Kitchener, Waterloo, Cambridge, Woolwich and North Dumfries.
4 Source: CB Richard Ellis MarketView Reports
144I
Number of businesses downtown
employment continued to increase and vacancy decrease right through the recession of
2008/09. It is not clear how much EDIF affected these increases in downtown employment, but
various downtown initiatives have very likely contributed to an increase in the desire of
businesses to relocate downtown.
Future developments
The redevelopment of the Tannery District and former Collins and Aikman plant at 51 Briethaupt
St. will create an additional 550,000 square feet of office and commercial space in the
Downtown housing as many as 1,800 employees. These projects have will support spin-offs or
related businesses associated with the Health Sciences Campus and Communitech's Digital
Media and Mobile Accelerator centre in Kitchener's downtown. In the short term, employment in
the Lang Tannery should increase by 200 from its current total of 80 as further developments
occur in 2010.
Objective 3: Stimulate development of residential units in the Downtown
Measurables
• Residential building permits
• Number of residential units
• Population estimates
Results
The decision by Andrin Investments to proceed with the redevelopment of the Kaufman lofts
was a direct result of the investment made by the City in the Health Sciences Campus. This
resulted in 270 new residential units downtown, with an approximate sales value of
$45,000,000. Assuming 1.8 people per units this project added 486 residents to the downtown.
Overall, from 2004 to 2008, the number of residents6 in downtown neighbourhoods' increased
by 799 (487 in the core), and residential building permit values$ in downtown neighbourhoods
accounted for $71.9 million out of a total of $218.2 million overall.
The Upper Storey Renovation Program produced the following results:
• Six projects underway or complete with 11 applications approved overall;
• 26 units (about 35 bedrooms) under construction or built, with the possibility for another
eight units if remaining five applicants proceed to permit stage prior to their deadlines;
• The projects underway or complete have a total project cost of $1.7 million, of which
$489,250 was or will be loaned by the City.
More indirectly, increased confidence in the downtown has resulted in the construction of
another 92 units housing 165 residents elsewhere in the downtown 2004. Another 660 units are
currently under development in adjacent neighbourhoods. These will house 1353 new residents.
s Source: Statistics Canada, 2006 Census of Population, Statistics Canada catalogue no. 97-554-XCB2006032.
s Source: City of Kitchener AMANDA database, Statistics Canada, 2006 Census, Economic Development Population
Estimates
Includes planning communities 1, 2, 3, 4, 5, 7, and 13.
$ Source: City of Kitchener AMANDA database
144J
Future developments
The City Centre Condominiums will add 385 new residential units downtown. Using the
assumption of 1.8 people per unit,9 this project has the potential to add 693 residents. Two
additional projects totalling 304 units and 550 residents are in the planning process in downtown
and adjacent neighbourhoods.
In 2004, the City of Kitchener commissioned a study of its urban residential market. That study
had found that there was no market for high-end urban residential condominium apartments in
Kitchener. Some 18 months later, Andrin Homes was able to sell out its Kaufman Lofts project
and found sufficient demand to add two additional floors to the Kaufman building. A December
21, 2009 article in the Waterloo Region Record, states "Kitchener is more of a balanced
(residential) rental market, but there is an upscale pocket growing downtown around the new
satellite University." It now appears that at least 1737 units will have been built, housing 3126
residents, in the downtown and adjacent neighbourhoods over the life of EDIF.
Objective 4: Seek maximum contributions in addition to the City's funding
Measurables
• Contributions from other agencies or partners
Results
One of the City's objectives for EDIF has always been to attract additional partners to EDIF
funded projects. The objective in 2004 was to have 15 per cent of EDIF funded projects
financed by other agencies or firms. Table 2 illustrates the extent to which the City has
succeeded in achieving this objective. In fact, the 15 per cent target turned out to be very
conservative. EDIF funded projects were actually able to attract more funding from other
sources than from EDIF.
The estimated cost of the entire Health Sciences Campus to date is $78 million. The City's
contribution of $30 million plus the Epton lands was thus leveraged to produce an additional $48
million in investment, or $1.57 in additional investment per dollar spent by the City.
The Faculty of Social work contribution of $6.5 million went toward a total investment of $17.1
million, meaning the investment was leveraged to produce an additional $10.6 million in
investment, or an additional $1.63 per dollar.
The investment in Victoria Park improvements was matched with $1.2 million through the
Government of Ontario's SuperBuild program, intended to improve public infrastructure.
s Source: Statistics Canada, 2006 Census of Population, Statistics Canada catalogue no. 97-554-XCB2006032.
144K
Table 2. Summ ar of ro "ects with ad ditional fund in from ar tners
- ~..
- - - .-
Health Sciences
Campus $30,000,000 $0 $30,000,000 $47,244,460 $1.57
Faculty of
Social Work $6,500,000 $0 $6,500,237 $10,599,763 $1.63
King St
streetscape $3,830,000 $1,320,000 $5,150,000 $4,443,500 $0.86
Victoria Park
improvements $1,350,000 $1,350,000 $2,700,000 $675,000 $525,000 $0.44
Di ital Media $0 $500,000 $500,000 $46,530,000 $93.06
City Centre $1,340,597 $18,103,823 $19,444,420 $90,000,000 $4.63
Downtown
Community
Centre $777,680 $0 $777,680 $1,300,000 $1.67
TOTAL $43,798,514 $21,273,823 $65,072,337 $64,262,723 $137,055,000
A closer look at the King Street reconstruction project in Table 3 illustrates funding from three
additional partners.
Table 3. Detailed additional funding from partners for King Street streetscaping
-
City of Kitchener (EDIF) - -
$3,830,000
City of Kitchener (Community Services) $350,000
Provincial government $3,200,000
Federal government $1,230,000
Tree Canada $13,500
City of Kitchener (DTS) $1,500,000
TOTAL $10,123,500
For most projects involving additional funding, the City was able to, at the very least, double the
value of the project. Among all projects so far, including projects with no additional investment
by partners, the City has spent $48.9 million, and total current investments by partners total $64
million, representing $1.3210 in additional funding per dollar spent by the City. When future
investments from others and allocated investments in EDIF are added to this figure, it becomes
$1.7811 per dollar spent by the City, meaning 178 per cent of EDIF was matched by other
public- and private-sector investments.
Future developments
Although the digital media funds are only allocated at this point in time, this is still an excellent
example of leveraging EDIF money to attract investment. Table 4 illustrates that Communitech
is leveraging a $500,000 contribution from City of Kitchener into a $47 million digital media
convergence centre ($93.06 per dollar).
10 See Appendix A.
11 See Appendix A.
144E
Table 4. Fundin from Partners for Di ital Media Conver ence Centre
-
City of Kitchener (EDIF) - -
$500,000
Provincial overnment re uested $26,400,000
Federal government through CECR $5,350,000
Federal government through CAF $280,000
Industry contributions $14,500,000
TOTAL $47,030,000
Objective 5. Return on Investment
The concept of Return on Investment (ROI) is more difficult to define in the case of EDIF funded
projects. ROI is an accounting term with very specific definition. In the case of EDIF, a
traditional definition of ROI is not appropriate for projects in which the funds are granted to a
not-for profit corporation such as a university or organization such as Communitech, downtown
community centre, road infrastructure, or public library renovation. For these projects, ROI must
be defined much more broadly to attempt to identify if the City of Kitchener has achieved its
strategic objectives, thereby setting the stage for new industries or clusters, improved
employment, and increased tax revenue over time. This is therefore reflected in the analysis of
the first four objectives.
Other Outcomes
As with many projects, EDIF investments have generated other positive outcomes as well.
Perhaps the most significant has been the improvement in the confidence of the community in
the downtown as a place for investment. This is evident in the personal investments made by
individuals choosing to purchase downtown condominiums, as well as the significant business
investments made by the private sector in projects like the Lang Tannery and 250 King.
A somewhat surprising, but very important outcome of EDIF and other investments has been
the increased availability of healthcare professionals in the Waterloo Region. The development
of the Health Sciences Campus with two professional schools together with new specialist units
at the Region's three hospitals and the establishment of the multi-disciplinary Centre for Family
Medicine have dramatically increased teaching, research and professional development
opportunities for medical professionals. This, together with the over 300 new medical and
pharmacy students in the Region, has resulted in improved access to health care for the entire
community and has addressed a key challenge in recruiting skilled workers to the Waterloo
Region. In the process the Health Sciences Campus has become a critical resource for the
City's Talent Strategy.
Finally, it is important to recognize changing perceptions of Kitchener's downtown as an
outcome of these investments. Clearly investors, consumers and citizens see the profound
changes underway in the downtown. At a recent Economic Development Advisory Committee
meeting, EDAC members expressed satisfaction with the momentum created by the EDIF
investments. One member expressed relief at the decision to invest in the emerging clusters
located in the downtown. If the City had invested in large tracts of Greenfield industrial land
rather than the new and emerging knowledge clusters, the current situation in the urban
economy could be quite different.
F~L~u
CONCLUSION:
The Economic Development Investment Fund is now approximately halfway through its ten-year
implementation period, and about 45 per cent of its funds have been invested. Tangible
outcomes from these investments have become evident with the development of the new Health
Sciences Campus, the Kaufman Lofts project and the Tannery district under development.
Progress can also be seen in the Grand River Business Park, where EDIF funded investments
in industrial land have been recouped through land sales and contributed toward employment in
the city. Additional projects, such as Communitech's digital media convergence centre and the
Kitchener Public Library addition, are still in the planning stages and the concrete outcomes of
these commitments from EDIF will not be seen for some time to come. This report links the fund
objectives to preliminary outcomes. It also identifies a method of evaluation that can be used in
the future to calculate the impact of EDIF.
The analysis is constrained by the time lag for census and assessment data, and the lack of
available local data for other potentially relevant indicators. But perhaps the biggest challenge to
this early analysis is the need to allow for the maturation of EDIF investments. While EDIF has
contributed toward the advancement of projects like the digital media convergence centre and
the Shirley Drive employment lands, there is a substantial time lag in realizing the culmination of
these investments. Also, there are projects such as the past investment in the Downtown
Community Centre and the future allocation for the Library which do not directly meet an EDIF
objective, yet they contribute to a positive environment for investment in the downtown.
Nevertheless, an examination of only the measurable results demonstrates that EDIF has made
a positive economic impact. Assessment is growing faster near EDIF investments, with growth
nearly twice as high as other downtown properties. Investments in the Shirley Drive employment
lands secured jobs, and caused assessment and tax growth. Downtown employment and
business counts are growing, while vacancy is falling to the point where it is now lower than the
city-wide rate. New residential units have been added through the redevelopment of Kaufman
Lofts and through the Upper Storey Renovation Program, with nearly 300 units added through
these two projects alone.
Finally, for every dollar in EDIF, other partners have contributed, or will contribute $1.78, which
demonstrates the capacity to leverage city funds for stimulus. Further, in some instances
additional spending comes from the private sector which shows that other investors have
confidence in the projects made possible through this fund.
The effect of EDIF is expected to continue to grow over the remaining life of the fund and it will
have a lasting and measurable impact on the city over the long term.
FINANCIAL IMPLICATIONS:
None.
ACKNOWLEDGED BY: Rod Regier, Executive-Director, Economic Development
144N
Appendix A: Summary of EDIF Projects
-
- ~..
-
-
-
- -
- - .
..
.-
Stimulus
Health Sciences
Campus $30,000,000 $0 $30,000,000 $47,244,460 $1.57
Faculty of Social
Work" $6,500,000 $0 $6,500,237 $10,599,763 $1.63
Kin St streetsca e $3,830,000 $1,320,000 $5,150,000 $4,443,500 $0.86
Maple Leaf lands $3,000,000 $0 $3,000,000
Victoria Park
im rovements $1,350,000 $1,350,000 $2,700,000 $675,000 $525,000 $0.44
Downtown
Residential
Incentives $48,366 $951,634 $1,000,000
Cedarview PI -$49,010 $0 -$49,010
Shirley Dr extension -$141,660 $0 -$141,660
Digital Media $0 $500,000 $500,000 $46,530,000 $93.06
DC -Downtown
core exem tion $0 $2,735,000 $2,735,000
DC - Non-
residential $0 $981,000 $981,000
City Centre (All
projects) $1,340,597 $18,103,823 $19,444,420 $90,000,000 $4.63
Library (All
projects) $0 $32,500,000 $32,500,000
Parking (All
projects) $867,646 $469,277 $1,336,923
Other
Downtown
Community Centre $777,680 $0 $777,680 $1,300,000 $1.67
The Block That
Rocks $408,474 $7 $408,482
Misc. Studies and
Communication $178,630 $465,829 $644,460
Epton Land Study $755,540 $0 $755,540
Environmental fund $0 $3,000,000 $3,000,000
44 Gaukel $0 $2,000,000 $2,000,000
TOTAL $48,866,501 $64,376,571 $113,243,072 $64,262,723 $137,055,000 $1.78
1440
Conducted five interactive public meetings,
Included Community Capital Investment Ranking
Team (CCIRT) and Council.
• Presented options on potential investments
(Greenfields vs. downtown) to panel of citizens,
who agreed on:
- the need for an economic development fund;
- the size of the fund;
- the preliminary allocation of some of the fund.
• Obtained external review of EDIF model by
Ernst & Young.
• Made recommendation to City staff and Council.
144 P
1. Stimulate assessment growth;
2. Stimulate employment;
3. Stimulate the development of residential
units in the Downtown;
4. Seek maximum contributions in addition to
the City's funding for each project with a target
of securing 15% overall from such sources;
5. Strive to achieve a return on investment,
both direct and indirect.
Change since 2004 in property assessment
value by year
V V %0
45%
40°k
35%
m 30%
25% ~ '~
a 15%
10%
5%
0%
-5%
2004 2005 2006 2007 2008 2009
-~ -City-wide -i-Downtown control group --~-Near EDIF investments
Property assessment adjacent to EDIF projects up dramatically
144Q
• Shirley Drive tax revenue up $300,000
• Tax revenue around School of Pharmacy
_$1,000,000 higher than expected growth.
• Future tax revenue growth of $644,000 from
.projects in development process.
• Decline in office vacancy and future
residential growth expected to grow
downtown tax revenue by 2014.
14,000
~z,ooo
~o,ooo
T
O
e,ooo
8,000
~ 4,000
e
2,000
Number of employees downtown
.11,373 11,437 11,967 11
10,354 10,941 ~ ~ ,
2004 2005 2006 2007 2008 2009
• +239 indirect employment (downtown and employment a ~')
• Downtown employment up 16%, double rate of regional labour force growth.
144 R
1s.o°i°
14.0%
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
Office vacancy rate
13.9%
12.1% 12.0%
9.9%
------+------~. 8.8%
10.1 % 10.3% 10.4% • , 8.1 i
' ~- -8.6%
7.0% 7.4
2004 2005 2006 2007 2008 2009
--.~-Downtown - + -City-wide (~~)
• Kaufman Lofts proceeded due to School of
Pharmacy:
- 27.0 new residential units;
- value of $45 million;
- added 486 residents to the downtown.
• The Upper Storey Renovation Program created:
- Six projects underway or complete;
- 26 units (about 35 bedrooms) under construction or built;
- total project cost of $1.7 million, $489,250 from the City.
• From 2004-2014, downtown could see up to
1,700 new residential units and 3,000 new
residents.
144S
Kitchener partners invested more in EDIF projects than the City of Kitchener
Health Sciences
Campus $30,000,000 $0 $30,000,000 $47,244,460 $1.57
Faculty of
Social Work $6,500,000 $0 $6,500,237 $10,599,763 $1.63
King Street $3,830,000 (plus $1,850,000
streetscape' ,from other departments) $4,443,500 TBD
Victoria Park
Improvements $1,350,000 $1,350,000 $2,700,000 $675,000 $525,000 . $0.44
Digital Media $0 $500,000 $500,000 $46,530,000 $93.06
City Centre $1,340,597 $18,103,823 $19,444,420 $90,000,000 $4.63
DT Community
Centre $777,680 $0 $777,680 $1,300,000 $1.67
TOTAL $43,798,514 $21,273,623 $65,072,337 $64,262,723 $137,055,000
1. King Sireet streetscaping can't be split into separate categories because of the complexity of the funding model for this project.
• Partners are investing more in EDIF projects
than the City of Kitchener.
• For most projects involving additional funding,
the City was able to more than double the value.
- City has spent $49.2 million
- Total current investments by partners total $64 million
- Represents $1.33 in additional funding per City dollar spent.
• When future investments are added this
becomes $1.78 per dollar spent by the City.
144T
• About 50% of EDIF is invested.
• Already beginning to affect assessment growth,
employment, and residential development.
• Creating momentum in the downtown, building
consumer and investor confidence.
• Benefits will increase as projects mature.
• Supported by complimentary initiatives such as
the Provincial Courthouse, Regional Rapid
Transit and GO Transit investments.
144U
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