HomeMy WebLinkAboutCIS Agenda - 2019-03-18Community & Infrastructure Services Committee
Agenda
Monday, March 18, 2019
2:00 p.m. 5:30 p.m.
Office of the City Clerk
Council Chamber
Kitchener City Hall
nd
200 King St. W. - 2 Floor
Kitchener ON N2G 4G7
Page 1 Chair - Councillor K. Galloway-Sealock Vice-Chair - Councillor D. Schnider
Consent Items
The following matters are considered not to require debate and should be approved by one motion in accordance
with the recommendation contained in each staff report. A majority vote is required to discuss any report listed
as under this section.
1. CSD-19-003 - 2019 Community Grants Tier 2
2. CSD-19-004 - Multi-Sector Service Accountability Agreement for the Senior Day and
Peer Support Programs
3. CSD-19-005 - Subcontracting of Dog Licensing Services by the Humane Society of
Kitchener-Waterloo & Stratford Perth
4. DSD-19-046 - Doon South Drive Traffic Calming Follow-up Review
5. DSD-19-045 - Short-Term Use of 220 King Street West
Delegations
-law, delegations are permitted to address the Committee for a maximum of 5
minutes.
Item 7 Rob Mattacchione, Beyond Oz Productions
Discussion Items
6. DSD-19-042 - Artist-in-Residence Commission (20 min)
(Staff will provide a 5 minute presentation on this matter)
7. CSD-19-006 - Noise Exemption Request Ever After Music Festival (20 min)
- Bingemans June 6 - 9, 2019
8. FIN-19-012 - Water Leak Adjustment Policy (20 min)
(Staff will provide a 5 minute presentation on this matter)
9. DSD-19-047 - FCM/GMF Feasibility Study: (30 min)
Municipal Tools for Catalyzing Net-Zero Energy Development
(Staff will provide a 10 minute presentation on this matter)
10. INS-19-005 - Conditions of Service City of Kitchener Natural Gas Distribution System (10 min)
11. CSD-19-007 - 2019 Leisure Facilities Master Plan (60 min)
(Staff will provide a 10 minute presentation on this matter)
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take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 **
Community & Infrastructure
Services Committee Agenda Page 2March 18, 2019
Information Items
FIN-19-021 2018 Year-End Variance Report
Unfinished Business List
Dianna Saunderson
Committee Administrator
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take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 **
REPORT TO:Community and Infrastructure Services Committee
DATE OF MEETING:March 18, 2019
SUBMITTED BY:Kathleen Woodcock, Manager, Service Coordination and Improvement,
519-741-2200 ext. 7597
PREPARED BY:Carrie Kozlowski, Executive Assistant, 519-741-2200 ext. 7395
WARD(S) INVOLVED:All
DATE OF REPORT:February 22, 2019
REPORT NO.:CSD-19-003
SUBJECT: 2019 Community Grants Tier 2
___________________________________________________________________________
RECOMMENDATION:
That 2019Community Grants Tier 2 in the amount of $173,081 be approved as outlined in
Appendix A attached to Community Services Department report CSD-19-003; and,
That the following organizations be approved to move to the Tier 1 grant process for the
2020grantcycle:
1.Community Music Schoolof Waterloo Region
2.Royal Medieval Faire
3.Summer Lights Festival;and further
That the outstanding balance of $122remain in the account and be posted as a positive
variance at the end of the year and then transferred into the tax stabilization reserve.
BACKGROUND:
Community Grants Tier 2 are intended to provide assistance to organizations/groups that
provide not for profit services within the City of Kitchener for the common good of residents.
Organizations/groups providing municipal services in the areas of arts and culture, special
events, sports and recreation, and community support and development are considered for
funding. Organizations/groups applying for funding to the City of Kitchener for the first time or
those who have received a Tier 2 grant in previous years are eligible to apply. Tier 1
organizations are eligible to apply for Tier 2 funding only for one time special projects or events.
A Peer and Staff Review Committee, comprised of three community representatives and seven
staff representing arts and culture, special events, sport development, community development
and neighbourhood development, reviews applications using a variety of assessment criteria
such as community need, organizational need and capacity, partnership support and financial
analysis. This committee allocates resources within budget availability and makes
recommendations to Council.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
1 - 1
In November 2018, Council delegated the consideration of appeals to a panel of staff with an
intimate knowledge of the sectors served by the community grants program: Director,
Neighbourhood Programs and Services; Director, Sport; and Executive Director, Economic
Development (CSD-18-088).
REPORT:
This report identifies organizations that have applied for a 2019 Tier 2 grant, outlines the process
recommendations for grant allocations. The process for 2019 Tier 2 grants included:
a public information session held on November 14, 2018
an application deadline of 5:00 pm on November 28, 2018
a review and assessment of applications by a Peer and Staff Review Committee using
the cGrant Allocation Assessment Framework
grant recommendations made by the Peer and Staff Review Committee to allocate
resources (Appendix A)
an appeal submission deadline of 9:00 am on February 11, 2019
a meeting of the appeal panel on February 19, 2019 to review appeals
a notification to gran
recommendations
Staff received 57 Tier 2 grant applications, for a total request of $453,436 in grant funding for
2019. The total amount of Tier 2 funding available for 2019 is $173,203. Members of the Peer
and Staff Review Committee reviewed each grant application in detail and, using the Grant
Allocation Assessment Framework made decisions on grant allocations within budget
availability.
Committee members, both community volunteers and staff, spent considerable time and effort
reviewing and assessing each application. Each member spent approximately 20 to 25 hours
reviewing the applications individually. The committee met three times for a total of ten hours to
make its final recommendations. The diversity of knowledge and expertise at the Peer and Staff
Review Committee level, as well as the detailed review of each application package, ensures
that each application is considered in context with all other applications when determining which
grant requests should be recommended for funding.
Appendix A outlines the grant applicants, the requested amounts and the final grant
recommendations.
This report also recommends the transfer of several organizations from the Tier 2 to the Tier 1
grant process. The Council approved FIN-GRA-525 states that organizations/groups receiving
Tier 2 funding can be considered for Tier 1 funding after having received support from the City
of Kitchener for five years or more. To receive Tier 1 funding, an organization must also be
incorporated, or agree to become incorporated within a specific timeframe, as a not for profit
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corporation and must enter into a legal agreement with the City, from one to five years in length.
The agreements outline the responsibilities of the City and the responsibilities of the grant
recipients including details of services/events for which the grant is provided, financial reporting
requirements, and insurance/indemnity requirements.
The chart below provides a summary of the organizations eligible to transfer to the Tier 1 grant
process for the 2020 grant cycle. If approved, these groups will move with a base grant amount
equal to their 2019 Tier 2 grant. Note that as a result of this change, there will be a corresponding
reduction of $18,500 in the amount of funding available for Tier 2 grants in 2020.
2019 Grant Previous
OrganizationType of Grant
RecommendationYears Funded
Community Music School of $8,000 cash 2014-2019
Waterloo Region
Royal Medieval Faire $2,000 cash 2014-2019
Summer Lights Festival $8,500 in kind 2014-2019
Total$18,500
Grant Appeals
recommendations for Tier 2 grant allocations and advised them of their opportunity to submit a
written appeal. Staff received appeals from three organizations:
Art District Cooperative Gallery (appeal amount $13,000)
Carizon Family and Community Services (appeal amount $91,703)
Neruda Arts (Tier 1 group) (appeal amount $7,000)
The appeal panel
all three appeals.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
strategic vision through
the delivery of core service.
FINANCIAL IMPLICATIONS:
The budget for 2019 Community Grants Tier 2 is $173,203. The Peer and Staff Review
Committee recommends a total allocation of $173,081 leaving a balance of $122 unallocated.
The Peer and Staff Review Committee made recommendations for 2019 Tier 2 grants based on
the validity and completeness of applications received. For this grant cycle, the financial
information submitted by groups requesting amounts of $10,000 or greater was reviewed by the
Director Financial Planning. This review provides additional subject matter expertise for the
financial analysis of grant requests of significant amounts.
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There is no impact to the 2019 Tier 2 community grant budget as a result of the appeal process.
COMMUNITY ENGAGEMENT:
INFORM The 2019 Community Grant Tier 2 program website and
in Kitchener publications (Active Kitchener and Kitchener Life). Previous Tier 2 grant recipients
received information about the 2019 grant process. These groups were also invited to attend a
public information session on November 14, 2018 to meet sector staff and learn more about the
Tier 2 grant program.
All grant applicants were informed
recommendations and were invited to submit written appeals for consideration by the staff
appeal panel.
This report has been posted to the c
council/committee meeting.
CONSULT The Peer and Staff Review Committee provided invaluable expertise throughout
the assessment process. Their commitment and dedication are very much appreciated.
ACKNOWLEDGED BY: Michael May, Deputy CAO, Community Services
Appendix A: Community Grants Tier 2 - 2019 Recommendations
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CSD-19-003 - 2019 Community Grants Tier 2 Appendix A
Final Grant
Type of Grant
Grant Recommendation
Organization NameType of Grant RequestRecommended (after
Request(after appeals
appeals process)
process)
Age of Majority Singers$5,600(in kind)$5,500(in kind)
Aramba Group$11,019($2,000 cash, $9,019 in kind)$7,000(in kind)
Art District Co-Operative Gallery$13,000$0
Ayr (Dumfries) Pipe Band, Canada$3,590$0
Arts4All (Young@rt)$11,160($8,000 cash, $3,160 in kind)$4,000($2,000 cash, $2,000 in kind)
Backyard Theatre$4,000$4,000
Belmont Village Bestival$16,225($10,000 cash, $6,225 in kind)$5,500($4,000 cash, $1,500 in kind)
Big Brothers Big Sisters of Waterloo Region$5,984($5,000 cash, $984 in kind)$5,984($5,000 cash, $984 in kind)
Big Brothers Big Sisters of Waterloo Region$3,000$0
Bring on the Sunshine$1,500$1,500
Caribbean Dreams Concert$4,700($3,500 cash, $1,200 in kind)$4,700($3,500 cash, $1,200 in kind)
Carizon Family and Community Services$91,703$0
Centre for Sound Music Education$22,923($19,700 cash, $3,223 in kind)$2,000(in kind)
Cherry Park N. A. (Cherry Festival)$2,526(in kind)$2,526(in kind)
Community Coalition on Refugee and Immigrant $3,500($2,500 cash; $1,000 in kind)$3,500($2,500 cash; $1,000 in kind)
Concerns
Community Kitchen Co-op Kitchener Waterloo Inc.$7,670($5,750 cash, $1,920 in kind) $7,670($5,750 cash, $1,920 in kind)
Community Music School of Waterloo Region$10,000$8,000
Cosmic Fishing Theatre$4,500($2,000 cash, $2,500 in kind)$2,500(in kind)
Crossroads Productions$1,600($1,000 cash; $600 in kind)$1,600($1,000 cash; $600 in kind)
Cycle Waterloo Group$10,000(in kind)$5,000(in kind)
Divest Waterloo / Faith & the Common Good$3,396($2,200 cash, $1,196 in kind)$3,396($2,200 cash, $1,196 in kind)
Food System Roundtable of Waterloo Region$1,600$0
For Hungarians in Canada Association $19,000($4,000 cash, $15,000 in kind)$0
Grand River Voices$4,500($3,000 cash, $1,500 in kind)$3,150($1,500 cash, $1,650 in kind)
Green Light Arts$12,000($11,000 cash, $1,000 in kind)$8,000($7,000 cash, $1,000 in kind)
Hohner Avenue Porch Party$3,000$3,000
Irish Real Life Festival$5,000$4,000
JM Drama Alumni (The Registry Theatre)$10,000$10,000
KW Art Gallery$5,000$2,500
Kwartzlab Society Inc.$9,000$4,000
KW Comicon Group$5,275in kind$5,275in kind
Levant$12,000$4,500
Maker's Collective$10,000$2,500
Marit Collective$9,044($6,000 cash, $3,044 in kind)$3,000
Neruda Arts$7,000($5,000 cash, $2,000 in kind)$0
NoteWorthy Singers$2,000$2,000
Numus Inc.$5,000$4,000
Our World Festival of Music$2,000$0
The People's Climate Foundation$1,180($900 cash, $280 in kind)$1,180($900 cash, $280 in kind)
Rainbow Reels Queer and Trans Film Festival$1,800($1,200 cash, $600 in kind)$1,800($1,200 cash, $600 in kind)
Red Maple Senior Club$2,200$1,000
RISE Waterloo Region$1,000($500 cash, $500 in kind)$1,000($500 cash, $500 in kind)
Royal Medieval Faire$2,000$2,000
Schneider Creek Porch Party$4,716($3,356 cash, $1,360 in kind)$3,000
Social Development Centre Waterloo Region$10,600($9,800 cash, $800 in kind)$0
Southwest Kitchener Optimist Club$1,250(in kind)$1,250(in kind)
Somali Canadian Association of Waterloo Region$10,000$5,000
SPECTRUM-Waterloo Region's Rainbow Community $5,000($3,500 cash, $1,500 in kind)$5,000($3,500 cash, $1,500 in kind)
Space
Spiritus Ensemble Inc.$4,000$3,500
Starlight Presents Festival for Youth$3,300($3,000 cash, $300 in kind)$2,800($2,500 cash, $300 in kind)
Summer Lights Festival$13,775($3,000 cash, $10,775 in kind)$8,500(in kind)
Tamil Cultural Association of Waterloo Region$4,000$2,000
Textile Literature$10,000$2,000
The New Quarterly Literary Society (Wild Writers $5,000$2,000
Literary Festival)
Transition Kitchener Waterloo$750(in kind)$750(in kind)
Victoria parkrun$5,000$0
Young Carers Project$8,850$0
Totals$453,436$173,081
1
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REPORT TO:Community and Infrastructure Services Committee
DATE OF MEETING:March 18, 2019
SUBMITTED BY:LoriAnn Palubeski, Manager, Program & Resource Services, 519-741-
2200, ext 7623
PREPARED BY:LoriAnn Palubeski, Manager, Program & Resource Services, 519-741-
2200, ext 7623
WARD (S) INVOLVED:All
DATE OF REPORT:February 20, 2019
REPORT NO.:CSD-19-004
SUBJECT: MULTI-SECTOR SERVICE ACCOUNTABILITY AGREEMENTFOR
SENIORDAY AND PEER SUPPORT PROGRAMS
___________________________________________________________________________
RECOMMENDATION:
Thatthe Mayor and Clerk be authorized to execute an agreement with the Waterloo Wellington
Local Health Integration Network for the Multi-Sector Service Accountability Agreement; and,
That the Deputy CAO of Community Services be authorized to executethe necessary
documentation relating to compliance, reportingand operational matters required by the Multi-
Sector Accountability Agreementbetween The Corporation of the City of Kitchener and the
Waterloo Wellington Local Health Integration Network; said documentation and agreement to be
to the satisfaction of the City Solicitor.
BACKGROUND:
The Senior Day Program and Peer Helping Programs are two specialized programs run by the City of
Kitchener for Adults 55+. The Senior Day Program operates 6 days a week out of the Downtown
Community Centre and provides structured and inclusive programming for older adults with a variety of
physical and cognitive disabilities. The Peer Support Program provides supportive programming
opportunities to assist older adults facing various life transitions including early-stage dementia,
caregiving, and social isolation. In recent years the Peer Support Program has expanded their service
offerings to other City of Kitchener locations including golf courses, community centres, and local parks
to ensure supportive programming opportunities are available to older adults at the neighbourhood level.
Both of these programs receive a large proportion of funding from the Waterloo Wellington Local Health
Integration Network (WWLHIN).
In 2006, the Government of Ontario regionalized health services with the introduction of 14 Local Health
Integration Networks (LHIN). Each LHIN is responsible for planning, integrating, coordinating and funding
of local health services. To support transparent and responsible use of health resources, accountability
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
2 - 1
The funding agreement known as the Multi-Sector Service Accountability Agreement (M-SAA) is a
standardized contract among all LHIN funded service providers. This document must receive council
approval prior to being submitted to the WWLHIN. The M-SSA includes schedules outlining:
Services that are to be provided with the LHIN funding
Corporate entity reporting requirements
Financial reporting requirements
Relevant policies and standards applicable to the funded services; and
Performance obligations for the funded programs
REPORT:
The previous M-SAA agreement which commenced on April 1, 2011, is concluding March 31, 2019 and
is requiring renewal. On September 30, 2018 the WWLHIN formally notified the City of the requirement
to enter into a new three year M-SAA in order to maintain funding for the Senior Day and Peer Helping
Programs. This new agreement would commence on April 1, 2019 and conclude March 31, 2022.
Please find attached a finalized copy of the 2019-2022 Multi-Sector Service Accountability Agreement.
(Appendix A)
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
delivery of core service.
FINANCIAL IMPLICATIONS:
Over 80% of the budget for these programs are funded through the WWLHIN and user fees. The total
estimated budget for these programs in 2019/2020 will be $826,823, with the City of Kitchener
contributing up to $150,791 and the WWLHIN contributing $575,628.
COMMUNITY ENGAGEMENT:
INFORM This report has
council / committee meeting.
ACKNOWLEDGED BY: Michael May, Deputy CAO, Community Services Department
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141 Weber Street. South
Waterloo, Ontario N2J 2A9
519-748-2222
Toll Free: 1 866 306-5446
www.waterloowellingtonlhin.on.ca
February 11, 2019
Ms.BethanyPearce
Supervisor
The Corporation of the City of Kitchener
200 King St. W.P.O. Box 1118
Kitchener, ON
N2G 4G7
DearMs.Pearce:
Re: 2019-2022 Multi-SectorService Accountability Agreement (M-SAA)
Through the requirements as specified in the Local Health System Integration Act (LHSIA) and
the Ministry-LHIN Accountability Agreement(M-LAA), Local Health Integration Networks
(LHINs) must have a current Multi-Sector Service Accountability Agreement (M-SAA)in place
with their health service providers. As such, the WWLHIN has attached your Agreement and
st
updated schedules for your M-SAA through to March 312022.
To ensure an M-SAA is in place by April 1 2019,please complete the following required
actions:
31)Print two copies of the Agreement and obtain appropriate signatures to execute the
agreements on both copies. Signatures should be obtained from those with authority to
bind the HSP; and,
32)Mailor courier both copies of the Agreement to the WWLHIN by March 1, 2019.
After your signed Agreement is received by the WWLHIN, youwill receive a fully executed
Agreement, signed by our CEO and Board Chair, prior to March 31, 2019.
…/2
2 - 3
The Corporation of the City of Kitchener
Multi-Sector Service Accountability Agreement (MSAA)
-2-
Should you require any further information or clarification, please contact Zeynep Danis, VP,
Finance &Corporate Services at 519-748-2222 x3216 or zeynep.danis@lhins.on.ca
Sincerely,
Bruce Lauckner
Chief Executive Officer
/kp
c: Mr.Chair, Board of Directors,WaterlooWellington LHIN
Mayor Berry Vrbanovic,The Corporation oftheCityof Kitchener
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MULTI-SECTOR SERVICE ACCOUNTABILITY AGREEMENT
April 1, 2019 to March 31, 2022
SERVICE ACCOUNTABILITY AGREEMENT
with
The Corporation of the City of Kitchener
Effective Date: April 1, 2019
Index to Agreement
ARTICLE 1.0 - DEFINITIONS & INTERPRETATION ................................................. 3
ARTICLE 2.0 - TERM AND NATURE OF THIS AGREEMENT ................................ 10
ARTICLE 3.0 - PROVISION OF SERVICES ............................................................ 10
ARTICLE 4.0 - FUNDING ......................................................................................... 13
ARTICLE 5.0 - REPAYMENT AND RECOVERY OF FUNDING .............................. 16
ARTICLE 6.0 - PLANNING & INTEGRATION .......................................................... 18
ARTICLE 7.0 - PERFORMANCE ............................................................................. 21
ARTICLE 8.0 - REPORTING, ACCOUNTING AND REVIEW .................................. 22
ARTICLE 9.0 - ACKNOWLEDGEMENT OF LHIN SUPPORT .................................. 26
ARTICLE 10.0 - REPRESENTATIONS, WARRANTIES AND COVENANTS ........... 26
ARTICLE 11.0 - LIMITATION OF LIABILITY, INDEMNITY & INSURANCE ............. 29
ARTICLE 12.0 - TERMINATION AND EXPIRY OF AGREEMENT .......................... 31
ARTICLE 13.0 - NOTICE .......................................................................................... 34
ARTICLE 14.0 - ADDITIONAL PROVISIONS ........................................................... 35
ARTICLE 15.0 - ENTIRE AGREEMENT .................................................................. 36
Schedules
A.Total LHIN Funding
B.Reports
C.Directives, Guidelines, Policies & Standards
D.Performance
D1.Core Indicators
D2a.Clinical Activity Detail
D2b.Sector Specific Indicators
D3a. Local Indicators & Obligations
E.Project Funding Agreement Template
F.Declaration of Compliance
2 - 5
st
THIS AGREEMENT effective as of the 1 day of April, 2019
BETWEEN:
WATERLOO WELLINGTON LOCAL HEALTH INTEGRATION NETWORK
(the “LHIN”)
-and -
The Corporation of the City of Kitchener (the “HSP”)
Background:
This service accountability agreement, entered into pursuant to the Local Health
System Integration Act, 2006 (“LHSIA”), reflects and supports the commitment of
the LHIN and the HSP to, separately, jointly, and in cooperation with other
stakeholders, work diligently and collaboratively toward the achievement of the
purpose of LHSIA, namely “to provide for an integrated health system to improve
the health of Ontarians through better access to high quality health services, co-
ordinated health care in local health systems and across the province and effective
and efficient management of the health system at the local level by local health
integration networks”.
The HSP and the LHIN, being committed to a health care system as envisioned by
LHSIA, intend to cooperate to advance the purpose and objects of LHSIA and the
further development of a patient-centered, integrated, accountable, transparent,
and evidence-based health system contemplated by LHSIA. They will do so by
such actions as: supporting the development and implementation of sub-regions
and Health Links to facilitate regional integrated health care service delivery;
breaking down silos that inhibit the seamless transition of patients within the health
care system; striving for the highest quality and continuous improvement in the
delivery of health services and in all aspects of the health system, including by
identifying and addressing the root causes of health inequities, and by improving
access to primary care, mental health and addiction services and wait times for
specialists; and otherwise striving for the highest quality and continuous
improvement in the delivery of health services and in all aspects of the health
system.
The HSP and the LHIN are committed to working together, and with others, to
achieve evolving provincial priorities including those described: in mandate letters
from the Minister of Health and Long-Term Care to the LHIN; in the provincial
strategic plan for the health system; and, in the LHIN’s Integrated Health Services
Plan.
Multi-Sector Service Accountability Agreement April 1, 2019 - March 31, 2022
Page 2 of 836
2 - 6
In this context, the HSP and the LHIN agree that the LHIN will provide funding to
the HSP on the terms and conditions set out in this Agreement to enable the
provision of services to the local health system by the HSP.
In consideration of their respective agreements set out below, the LHIN and the
HSP covenant and agree as follows:
ARTICLE 1.0- DEFINITIONS & INTERPRETATION
1.1 Definitions. In this Agreement the following terms will have the following
meanings:
“Accountability Agreement” means the accountability agreement, as that
term is defined in LHSIA, in place between the LHIN and the MOHLTC
during a Funding Year, currently referred to as the Ministry-LHIN
Accountability Agreement;
“Active Offer”means the clear and proactive offer of service in French to
individuals, from the first point of contact, without placing the responsibility
of requesting services in French on the individual;
“Agreement” means this agreement and includes the Schedules and any
instrument amending this agreement or the Schedules;
“Annual Balanced Budget” means that, in each Funding Year of the term
of this Agreement, the total revenues of the HSP are greater than or equal
to the total expenses, from all sources, of the HSP;
“Applicable Law” means all federal, provincial or municipal laws,
regulations, common law, orders, rules or by-laws that are applicable to the
HSP, the Services, this Agreement and the parties’ obligations under this
Agreement during the term of this Agreement;
“Applicable Policy” means any rules, policies, directives, standards of
practice or Program Parameters issued or adopted by the LHIN, the
MOHLTC or other ministries or agencies of the province of Ontario that are
applicable to the HSP, the Services, this Agreement and the parties’
obligations under this Agreement during the term of this Agreement.
Without limiting the generality of the foregoing, Applicable Policy includes
the other documents identified in Schedule C;
“Board” means:
(1) in respect of an HSP that does not have a Long-Term Care Home
Service Accountability Agreement with the LHIN and is:
(a) a corporation, the board of directors;
(b) a First Nation, the band council; and
Multi-Sector Service Accountability Agreement April 1, 2019 - March 31, 2022
Page 3 of 836
2 - 7
(c) a municipality, the municipal council;
and,
(2) in respect of an HSP that has a Long-Term Care Home Service
Accountability Agreement with the LHIN and may be:
(a) a corporation, the board of directors;
(b) a First Nation, the band council;
(c) a municipality, the committee of management;
(d) a board of management established by one or more municipalities
or by one or more First Nations’ band councils, the members of
the board of management;
“BPSAA” means the Broader Public Sector Accountability Act, 2010 and
regulations made under it, as it and they may be amended from time to
time;
“Budget” means the budget approved by the LHIN and appended to this
Agreement in Schedule A;
“CEO” means the individual accountable to the Board for the provision of
the Services in accordance with the terms of this Agreement;
“Chair” means, if the HSP is:
(a) a corporation, the Chair of the Board;
(b) a First Nation, the Chief; and
(c) a municipality, the Mayor,
or such other person properly authorized by the Board or under Applicable
Law;
“Compliance Declaration” means a compliance declaration substantially in
the form set out in Schedule F;
“Confidential Information” means information that is: (1) marked or
otherwise identified as confidential by the disclosing party at the time the
information is provided to the receiving party; and (2) eligible for exclusion
from disclosure at a public board meeting in accordance with section 9 of
LHSIA. Confidential Information does not include information that: (a) was
known to the receiving party prior to receiving the information from the
disclosing party; (b) has become publicly known through no wrongful act of
the receiving party; or (c) is required to be disclosed by law, provided that
the receiving party provides Notice in a timely manner of such requirement
to the disclosing party, consults with the disclosing party on the proposed
form and nature of the disclosure, and ensures that any disclosure is made
in strict accordance with Applicable Law;
Multi-Sector Service Accountability Agreement April 1, 2019 - March 31, 2022
Page 4 of 836
2 - 8
“Conflict of Interest” in respect of an HSP, includes any situation or
circumstance where: in relation to the performance of its obligations under
this Agreement:
(a) the HSP;
(b) a member of the HSP’s Board; or
(c) any person employed by the HSP who has the capacity to influence
the HSP’s decision,
has other commitments, relationships or financial interests that:
(a) could or could be seen to interfere with the HSP’s objective, unbiased
and impartial exercise of its judgement; or
(b) could or could be seen to compromise, impair or be incompatible with
the effective performance of its obligations under this Agreement;
“Controlling Shareholder” of a corporation means a shareholder who or
which holds (or another person who or which holds for the benefit of such
shareholder), other than by way of security only, voting securities of such
corporation carrying more than 50% of the votes for the election of directors,
provided that the votes carried by such securities are sufficient, if exercised,
to elect a majority of the board of directors of such corporation;
“Days” means calendar days;
“Designated”means designated as a public service agency under the
FLSA;
“Digital Health” has the meaning ascribed to it in the Accountability
Agreement and means the coordinated and integrated use of electronic
systems, information and communication technologies to facilitate the
collection, exchange and management of personal health information in
order to improve the quality, access, productivity and sustainability of the
healthcare system;
“Effective Date” means April 1, 2019;
“Explanatory Indicator”means a measure that is connected to and helps
to explain performance in a Performance Indicator or a Monitoring
Indicator. An Explanatory Indicator may or may not be a measure of the
HSP’s performance. No Performance Target is set for an Explanatory
Indicator;
“Factors Beyond the HSP’s Control”include occurrences that are, in
whole or in part, caused by persons, entities or events beyond the HSP’s
control. Examples may include, but are not limited to, the following:
(a) significant costs associated with complying with new or amended
Government of Ontario technical standards, guidelines, policies or
legislation;
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(b) the availability of health care in the community (hospital care, long-
term care, home care, and primary care);
(c) the availability of health human resources; arbitration decisions that
affect HSP employee compensation packages, including wage,
benefit and pension compensation, which exceed reasonable HSP
planned compensation settlement increases and in certain cases
non-monetary arbitration awards that significantly impact upon HSP
operational flexibility; and
(d) catastrophic events, such as natural disasters and infectious disease
outbreaks;
“FIPPA” means the Freedom of Information and Protection of Privacy Act
(Ontario) and the regulations made under it as it and they may be amended
from time to time;
“FLSA” means the French Language Services Act and the regulations made
under it as it and they may be amended from time to time;
“Funding”means the amounts of money provided by the LHIN to the HSP
in each Funding Year of this Agreement;
“Funding Year” means in the case of the first Funding Year, the period
commencing on the Effective Date and ending on the following March 31,
and in the case of Funding Years subsequent to the first Funding Year, the
period commencing on the date that is April 1 following the end of the
previous Funding Year and ending on the following March 31;
“Health System Funding Reform” has the meaning ascribed to it in the
Accountability Agreement, and is a funding strategy that features quality-
based funding to facilitate fiscal sustainability through high quality,
evidence-based and patient-centred care;
“HSP’s Personnel and Volunteers” means the Controlling Shareholders (if
any), directors, officers, employees, agents, volunteers and other
representatives of the HSP. In addition to the foregoing, HSP’s Personnel
and Volunteers shall include the contractors and subcontractors and their
respective shareholders, directors, officers, employees, agents, volunteers
or other representatives;
“Identified”means identified by the LHIN or the MOHLTC to provide French
language services;
“Indemnified Parties”means the LHIN and its officers, employees,
directors, independent contractors, subcontractors, agents, successors and
assigns and Her Majesty the Queen in right of Ontario and Her Ministers,
appointees and employees, independent contractors, subcontractors,
agents and assigns. Indemnified Parties also includes any person
participating on behalf of the LHIN in a Review;
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“Interest Income” means interest earned on the Funding;
“LHIN Cluster” has the meaning ascribed to it in the Accountability
Agreement and is a grouping of LHINs for the purpose of advancing Digital
Health initiatives through regional coordination aligned with the MOHLTC’s
provincial priorities;
“LHSIA”means the Local Health System Integration Act, 2006, and the
regulations made under it, as it and they may be amended from time to
time;
“Mandate Letter” has the meaning ascribed to it in the Memorandum of
Understanding between MOHLTC and the LHIN, and means a letter from
MOHLTC to the LHIN establishing priorities in accordance with the
Premier’s mandate letter to MOHLTC;
“Minister” means the Minister of Health and Long-Term Care;
“MOHLTC” means the Minister or the Ministry of Health and Long-Term
Care, as the context requires;
“Monitoring Indicator” means a measure of HSP performance that may be
monitored against provincial results or provincial targets, but for which no
Performance Target is set;
“MSAA Indicator Technical Specifications document” means, as the
context requires, either or both of the document entitled “Multi-Sector
Service Accountability Agreement (MSAA) 2019-20 Indicator Technical
Specifications November 5, 2018 Version 1.3” and the document entitled
“Multi-Sector Service Accountability Agreement (MSAA) 2019-20 Target and
Corridor-Setting Guidelines” as they may be amended or replaced from time
to time;
“Notice” means any notice or other communication required to be provided
pursuant to this Agreement or LHSIA;
“Performance Agreement” means an agreement between an HSP and its
CEO that requires the CEO to perform in a manner that enables the HSP to
achieve the terms of this Agreement and any additional performance
improvement targets set out in the HSP’s annual quality improvement plan
under the Excellent Care for All Act, 2010;
“Performance Corridor” means the acceptable range of results around a
Performance Target;
“Performance Factor” means any matter that could or will significantly
affect a party’s ability to fulfill its obligations under this Agreement;
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“Performance Indicator” means a measure of HSP performance for which
a Performance Target is set; technical specifications of specific
Performance Indicators can be found in the MSAA Indicator Technical
Specifications document;
“Performance Standard” means the acceptable range of performance for a
Performance Indicator or a Service Volume that results when a
Performance Corridor is applied to a Performance Target;
“Performance Target” means the level of performance expected of the
HSP in respect of a Performance Indicator or a Service Volume;
“person or entity” includes any individual and any corporation, partnership,
firm, joint venture or other single or collective form of organization under
which business may be conducted;
“Planning Submission” or “CAPS” or “Community Accountability
Planning Submission” means the HSP Board approved planning
document submitted by the HSP to the LHIN. The form, content and
scheduling of the Planning Submission will be identified by the LHIN;
“Program Parameter” means, in respect of a program, the provincial
standards (such as operational, financial or service standards and policies,
operating manuals and program eligibility), directives, guidelines and
expectations and requirements for that program;
“Project Funding Agreement” means an agreement in the form of
Schedule D that incorporates the terms of this Agreement and enables the
LHIN to provide one-time or short term funding for a specific project or
service that is not already described in the Schedules;
“Reports” means the reports described in Schedule B as well as any other
reports or information required to be provided under LHSIA or this
Agreement;
“Review” means a financial or operational audit, investigation, inspection or
other form of review requested or required by the LHIN under the terms of
LHSIA or this Agreement, but does not include the annual audit of the
HSP’s financial statements;
“Schedule” means any one, and “Schedules” mean any two or more, as the
context requires, of the schedules appended to this Agreement including the
following:
Schedule A: Total LHIN Funding;
Schedule B: Reports;
Schedule C: Directives, Guidelines and Policies;
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Schedule D: Performance;
D1.Core Indicators
D2a.Clinical Activity Detail
D2b.Sector Specific Indicators
D3a. Local Indicators & Obligations
Schedule E: Project Funding Agreement Template; and
Schedule F: Declaration of Compliance.
“Service Plan” means the Operating Plan and Budget appended as
Schedules A and D2a;
“Services” means the care, programs, goods and other services described
by reference to the Ontario Healthcare Reporting Standards functional
centres in Schedule D2a, and in any Project Funding Agreement executed
pursuant to this Agreement, and includes the type, volume, frequency and
availability of the care, programs, goods and other services;
“Service Volume” means a measure of Services for which a Performance
Target is set;
“Transition Plan” means a transition plan, acceptable to the LHIN that
indicates how the needs of the HSP’s clients will be met following the
termination of this Agreement and how the transition of the clients to new
service providers will be effected in a timely manner; and
“2014-18 MSAA” means the Multi-Sector Service Accountability Agreement
April 1, 2014 to March 31, 2018.
1.2 Interpretation.Words in the singular include the plural and vice-versa.
Words in one gender include all genders. The words “including” and
“includes” are not intended to be limiting and shall mean “including without
limitation” or “includes without limitation”, as the case may be. The
headings do not form part of this Agreement. They are for convenience of
reference only and will not affect the interpretation of this Agreement. Terms
used in the Schedules shall have the meanings set out in this Agreement
unless separately and specifically defined in a Schedule in which case the
definition in the Schedule shall govern for the purposes of that Schedule.
1.3 MSAA Indicator Technical Specification Document. This Agreement
shall be interpreted with reference to the MSAA Indicator Technical
Specifications document.
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ARTICLE 2.0- TERM AND NATURE OF THIS AGREEMENT
2.1 Term. The term of this Agreement will commence on the Effective Date and
will expire on March 31, 2022 unless terminated earlier or extended
pursuant to its terms.
2.2 A Service Accountability Agreement. This Agreement is a service
accountability agreement for the purposes of section 20(1) of LHSIA.-
PROVISION OF SERVICES
3.1 Provision of Services.
(a) The HSP will provide the Services in accordance with, and otherwise
comply with:
(1) the terms of this Agreement, including the Service Plan;
(2) Applicable Law; and
(3) Applicable Policy.
(b) When providing the Services, the HSP will meet the Performance
Standards and conditions identified in Schedule D and any applicable
Project Funding Agreements.
(c) Unless otherwise provided in this Agreement, the HSP will not reduce,
stop, start, expand, cease to provide or transfer the provision of the
Services or change its Service Plan except with Notice to the LHIN, and
if required by Applicable Law or Applicable Policy, the prior written
consent of the LHIN.
(d) The HSP will not restrict or refuse the provision of Services to an
individual, directly or indirectly, based on the geographic area in which
the person resides in Ontario.
(e) The HSP will not withdraw any Services from a patient with complex
needs who continues to require those Services, unless prior to
discharging that patient from the Services, the HSP has made alternate
arrangements for equivalent services to be delivered to that patient.
3.2 Subcontracting for the Provision of Services.
(a) The parties acknowledge that, subject to the provisions of LHSIA, the
HSP may subcontract the provision of some or all of the Services. For
the purposes of this Agreement, actions taken or not taken by the
subcontractor, and Services provided by the subcontractor, will be
deemed actions taken or not taken by the HSP, and Services provided
by the HSP.
(b) When entering into a subcontract the HSP agrees that the terms of the
subcontract will enable the HSP to meet its obligations under this
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Agreement. Without limiting the foregoing, the HSP will include a
provision that permits the LHIN or its authorized representatives, to audit
the subcontractor in respect of the subcontract if the LHIN or its
authorized representatives determines that such an audit would be
necessary to confirm that the HSP has complied with the terms of this
Agreement.
(c) Nothing contained in this Agreement or a subcontract will create a
contractual relationship between any subcontractor or its directors,
officers, employees, agents, partners, affiliates or volunteers and the
LHIN.
(d) When entering into a subcontract, the HSP agrees that the terms of
the subcontract will enable the HSP to meet its obligations under
the FLSA.
3.3 Conflict of Interest.The HSP will use the Funding, provide the Services
and otherwise fulfil its obligations under this Agreement, without an actual,
potential or perceived Conflict of Interest. The HSP will disclose to the LHIN
without delay any situation that a reasonable person would interpret as an
actual, potential or perceived Conflict of Interest and comply with any
requirements prescribed by the LHIN to resolve any Conflict of Interest.
3.4 Digital Health. The HSP agrees to:
(a) assist the LHIN to implement provincial Digital Health priorities for 2017-
18 and thereafter in accordance with the Accountability Agreement, as
may be amended or replaced from time to time;
(b) comply with any technical and information management standards,
including those related to data, architecture, technology, privacy and
security set for health service providers by MOHLTC or the LHIN within
the timeframes set by MOHLTC or the LHIN as the case may be;
(c) implement and use the approved provincial Digital Health solutions
identified in the LHIN Digital Health plan;
(d) implement technology solutions that are compatible or interoperable with
the provincial blueprint and with the LHIN Cluster Digital Health plan;
and
(e) include in its annual Planning Submissions, plans for achieving Digital
Health priority initiatives.
3.5 French Language Services.
3.5.1 The LHIN will provide the MOHLTC “Guide to Requirements and
Obligations of LHIN French Language Services” to the HSP and the HSP
will fulfill its roles, responsibilities and other obligations set out therein.
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3.5.2If Not Identified or Designated. If the HSP has not been Designated or
Identified it will:
(a) develop and implement a plan to address the needs of the local
Francophone community, including the provision of information on services
available in French;
(b) work towards applying the principles of Active Offer in the provision of
services;
(c) provide a report to the LHIN that outlines how the HSP addresses the needs
of its local Francophone community; and
(d) collect and submit to the LHIN as requested by the LHIN from time to time,
French language service data.
3.5.3 If Identified. If the HSP is Identified it will:
(a) work towards applying the principles of Active Offer in the provision of
services;
(b) provide services to the public in French in accordance with its existing
French language services capacity;
(c) develop, and provide to the LHIN upon request from time to time, a plan to
become Designated by the date agreed to by the HSP and the LHIN;
(d) continuously work towards improving its capacity to provide services in
French and toward becoming Designated within the time frame agreed to
by the parties;
(e) provide a report to the LHIN that outlines progress in its capacity to provide
services in French and toward becoming Designated;
(f) annually, provide a report to the LHIN that outlines how it addresses the
needs of its local Francophone community; and
(g) collect and submit to the LHIN, as requested by the LHIN from time to
time, French language services data.
3.5.4 If Designated. If the HSP is Designated it will:
(a) apply the principles of Active Offer in the provision of services;
(b) continue to provide services to the public in French in accordance with the
provisions of the FLSA;
(c) maintain its French language services capacity;
(d) submit a French language implementation report to the LHIN on the date
specified by the LHIN, and thereafter, on each anniversary of that date, or
on such other dates as the LHIN may, by Notice, require; and
(e) collect and submit to the LHIN as requested by the LHIN from time to time,
French language services data.
3.6 Mandate Letter language.The LHIN will receive a Mandate Letter from
MOHLTC annually. Each Mandate Letter articulates areas of focus for the
LHIN, and MOHLTC’s expectation that the LHIN and health service
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providers it funds will collaborate to advance these areas of focus. To assist
the HSP in its collaborative efforts with the LHIN, the LHIN will share each
relevant Mandate Letter with the HSP. The LHIN may also add local
obligations to Schedule D as appropriate to further advance any priorities
set put in a Mandate Letter.
3.7 Policies, Guidelines, Directives and Standards. Either the LHIN or the
MOHLTC will give the HSP Notice of any amendments to the manuals,
guidelines or policies identified in Schedule C. An amendment will be
effective in accordance with the terms of the amendment. By signing a copy
of this Agreement the HSP acknowledges that it has a copy of the
documents identified in Schedule C.
ARTICLE 4.0- FUNDING
4.1 Funding. Subject to the terms of this Agreement, and in accordance with
the applicable provisions of the Accountability Agreement, the LHIN:
(a) will provide the funds identified in Schedule A to the HSP for the
purpose of providing or ensuring the provision of the Services; and
(b) will deposit the funds in regular instalments, once or twice monthly,
over the term of this Agreement, into an account designated by the
HSP provided that the account resides at a Canadian financial
institution and is in the name of the HSP.
4.2 Limitation on Payment of Funding. Despite section 4.1, the LHIN:
(a) will not provide any funds to the HSP until this Agreement is fully
executed;
(b) may pro-rate the funds identified in Schedule A to the date on which
this Agreement is signed, if that date is after April 1;
(c) will not provide any funds to the HSP until the HSP meets the
insurance requirements described in section 11.4;
(d) will not be required to continue to provide funds in the event the HSP
breaches any of its obligations under this Agreement, until the breach
is remedied to the LHIN’s satisfaction; and
(e) upon Notice to the HSP, may adjust the amount of funds it provides
to the HSP in any Funding Year based upon the LHIN’s assessment
of the information contained in the Reports.
4.3 Appropriation. Funding under this Agreement is conditional upon an
appropriation of moneys by the Legislature of Ontario to the MOHLTC and
funding of the LHIN by the MOHLTC pursuant to LHSIA. If the LHIN does
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not receive its anticipated funding the LHIN will not be obligated to make the
payments required by this Agreement.
4.4 Additional Funding.
(a) Unless the LHIN has agreed to do so in writing, the LHIN is not
required to provide additional funds to the HSP for providing
additional Services or for exceeding the requirements of Schedule D.
(b) The HSP may request additional funding by submitting a proposal to
amend its Service Plan. The HSP will abide by all decisions of the
LHIN with respect to a proposal to amend the Service Plan and will
make whatever changes are requested or approved by the LHIN.
The Service Plan will be amended to include any approved additional
funding.
(c)Funding Increases. Before the LHIN can make an allocation of
additional funds to the HSP, the parties will:
(1) agree on the amount of the increase;
(2) agree on any terms and conditions that will apply to the increase;
and
(3) execute an amendment to this Agreement that reflects the
agreement reached.
4.5 Conditions of Funding.
(a) The HSP will:
(1) fulfill all obligations in this Agreement;
(2) use the Funding only for the purpose of providing the Services in
accordance with Applicable Law, Applicable Policy and the terms
of this Agreement;
(3) spend the Funding only in accordance with the Service Plan; and
(4) plan for and achieve an Annual Balanced Budget.
(b) The LHIN may add such additional terms or conditions on the use of
the Funding which it considers appropriate for the proper expenditure
and management of the Funding.
(c) All Funding is subject to all Applicable Law and Applicable Policy,
including Health System Funding Reform, as it may evolve or be
replaced over the term of this Agreement.
4.6 Interest.
(a) If the LHIN provides the Funding to the HSP prior to the HSP’s
immediate need for the Funding, the HSP shall place the Funding in
an interest bearing account in the name of the HSP at a Canadian
financial institution.
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(b) Interest Income must be used, within the fiscal year in which it is
received, to provide the Services.
(c) Interest Income will be reported to the LHIN and is subject to year-
end reconciliation. In the event that some or all of the Interest
Income is not used to provide the Services, the LHIN may take one
or more of the following actions:
(1) the LHIN may deduct the amount equal to the unused Interest
Income from any further Funding instalments under this or any
other agreement with the HSP;
(2) the LHIN may require the HSP to pay an amount equal to the
unused Interest Income to the Ministry of Finance.
4.7 Rebates, Credits and Refunds. The HSP:
(a) acknowledges that rebates, credits and refunds it anticipates
receiving from the use of the Funding have been incorporated in its
Budget;
(b) agrees that it will advise the LHIN if it receives any unanticipated
rebates, credits and refunds from the use of the Funding, or from the
use of funding received from either the LHIN or the MOHLTC in years
prior to this Agreement that was not recorded in the year of the
related expenditure; and
(c) agrees that all rebates, credits and refunds referred to in (b) will be
considered Funding in the year that the rebates, credits and refunds
are received, regardless of the year to which the rebates, credits and
refunds relate.
4.8 Procurement of Goods and Services.
(a) If the HSP is subject to the procurement provisions of the BPSAA,
the HSP will abide by all directives and guidelines issued by the
Management Board of Cabinet that are applicable to the HSP
pursuant to the BPSAA.
(b) If the HSP is not subject to the procurement provisions of the
BPSAA, the HSP will have a procurement policy in place that
requires the acquisition of supplies, equipment or services valued at
over $25,000 through a competitive process that ensures the best
value for funds expended. If the HSP acquires supplies, equipment
or services with the Funding it will do so through a process that is
consistent with this policy.
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4.9 Disposition. The HSP will not, without the LHIN’s prior written consent,
sell, lease or otherwise dispose of any assets purchased with Funding, the
cost of which exceeded $25,000 at the time of purchase.
ARTICLE 5.0- REPAYMENT AND RECOVERY OF FUNDING
5.1 Repayment and Recovery.
(a)At the End of a Funding Year. If, in any Funding Year, the HSP
has not spent all of the Funding the LHIN will require the repayment
of the unspent Funding.
(b)On Termination or Expiration of this Agreement.Upon
termination or expiry of this Agreement and subject to section 12.4,
the LHIN will require the repayment of any Funding remaining in the
possession or under the control of the HSP and the payment of an
amount equal to any Funding the HSP used for purposes not
permitted by this Agreement. The LHIN will act reasonably and will
consider the impact, if any, that a recovery of Funding will have on
the HSP’s ability to meet its obligations under this Agreement.
(c)On Reconciliation and Settlement. If the year-end reconciliation
and settlement process demonstrates that the HSP received Funding
in excess of its confirmed funds, the LHIN will require the repayment
of the excess Funding.
(d)As a Result of Performance Management or System Planning. If
Services are adjusted, as a result of the performance management or
system planning processes, the LHIN may take one or more of the
following actions:
(1) adjust the Funding to be paid under Schedule A,
(2) require the repayment of excess Funding;
(3) adjust the amount of any future funding installments accordingly.
(e)In the Event of Forecasted Surpluses. If the HSP is forecasting a
surplus, the LHIN may take one or more of the following actions:
(1) adjust the amount of Funding to be paid under Schedule A,
(2) require the repayment of excess Funding;
(3) adjust the amount of any future funding installments accordingly.
(f)On the Request of theLHIN. The HSP will, at the request of the
LHIN, repay the whole or any part of the Funding, or an amount
equal thereto if the HSP:
(1) has provided false information to the LHIN knowing it to be false;
(2) breaches a term or condition of this Agreement and does not,
within 30 Days after receiving Notice from the LHIN take
reasonable steps to remedy the breach; or
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(3) breaches any Applicable Law that directly relates to the provision
of, or ensuring the provision of, the Services.
(g) Sections 5.1(c) and (d) do not apply to Funding already expended
properly in accordance with this Agreement. The LHIN will, at its sole
discretion, and without liability or penalty, determine whether the
Funding has been expended properly in accordance with this
Agreement.
5.2 Provision for the Recovery of Funding.The HSP will make reasonable
and prudent provision for the recovery by the LHIN of any Funding for which
the conditions of Funding set out in section 4.5 are not met and will hold this
Funding in accordance with the provisions of section 4.6 until such time as
reconciliation and settlement has occurred with the LHIN. Interest earned
on Funding will be reported and recovered in accordance with section 4.6.
5.3 Process for Recovery of Funding.If the LHIN, acting reasonably,
determines that a recovery of Funding under section 5.1 is appropriate, then
the LHIN will give 30 Days’ Notice to the HSP.
The Notice will describe:
(a) the amount of the proposed recovery;
(b) the term of the recovery, if not permanent;
(c) the proposed timing of the recovery;
(d) the reasons for the recovery; and
(e) the amendments, if any, that the LHIN proposes be made to the
HSP’s obligations under this Agreement.
Where the HSP disputes any matter set out in the Notice, the parties will
discuss the circumstances that resulted in the Notice and the HSP may
make representations to the LHIN about the matters set out in the Notice
within 14 Days of receiving the Notice.
The LHIN will consider the representations made by the HSP and will
advise the HSP of its decision. Funding recoveries, if any, will occur in
accordance with the timing set out in the LHIN’s decision. No recovery of
Funding will be implemented earlier than 30 Days after the delivery of the
Notice.
5.4 Settlement and Recovery of Funding for Prior Years. The HSP
acknowledges that settlement and recovery of Funding can occur up to 7
years after the provision of Funding.
(a) Recognizing the transition of responsibilities from the MOHLTC to the
LHIN, the HSP agrees that if the parties are directed in writing to do
so by the MOHLTC, the LHIN will settle and recover funding provided
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by the MOHLTC to the HSP prior to the transition of the Funding for
the Services to the LHIN, provided that such settlement and recovery
occurs within 7 years of the provision of the funding by the MOHLTC.
All such settlements and recoveries will be subject to the terms
applicable to the original provision of Funding.
5.6 Debt Due.
(a) If the LHIN requires the re-payment by the HSP of any Funding, the
amount required will be deemed to be a debt owing to the Crown by
the HSP. The LHIN may adjust future funding instalments to recover
the amounts owed or may, at its discretion direct the HSP to pay the
amount owing to the Crown and the HSP shall comply immediately
with any such direction.
(b) All amounts repayable to the Crown will be paid by cheque payable
to the “Ontario Minister of Finance” and mailed or delivered to the
LHIN at the address provided in section 13.1.
5.7 Interest Rate.The LHIN may charge the HSP interest on any amount
owing by the HSP at the then current interest rate charged by the Province
of Ontario on accounts receivable.
ARTICLE 6.0- PLANNING & INTEGRATION
6.1 Planning for Future Years.
(a)Advance Notice. The LHIN will give at least 60 Days’ Notice to the
HSP of the date by which a CAPS must be submitted to the LHIN.
(b)Multi-Year Planning. The CAPS will be in a form acceptable to the
LHIN and may be required to incorporate:
(1) prudent multi-year financial forecasts;
(2) plans for the achievement of Performance Targets; and
(3) realistic risk management strategies.
It will be aligned with the LHIN’s then current integrated health
service plan required by LHSIA and will reflect local LHIN priorities
and initiatives. If the LHIN has provided multi-year planning targets
for the HSP, the CAPS will reflect the planning targets.
(c)Multi-year Planning Targets. Schedule A may reflect an allocation
for the first Funding Year of this Agreement as well as planning
targets for up to two additional years, consistent with the term of this
Agreement. In such an event,
(1) the HSP acknowledges that if it is provided with planning targets, these
targets:
a) are targets only,
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b) are provided solely for the purposes of planning,
c) are subject to confirmation, and
d) may be changed at the discretion of the LHIN in consultation
with the HSP.
e) The HSP will proactively manage the risks associated with
multi-year planning and the potential changes to the planning
targets; and
(2) the LHIN agrees that it will communicate any changes to the planning
targets as soon as reasonably possible.
(d)Service Accountability Agreements. The HSP acknowledges that if the
LHIN and the HSP enter into negotiations for a subsequent service
accountability agreement, subsequent funding may be interrupted if the next
service accountability agreement is not executed on or before the expiration
date of this Agreement.
6.2 Community Engagement & Integration Activities.
(a)Community Engagement. The HSP will engage the community of
diverse persons and entities in the area where it provides health
services when setting priorities for the delivery of health services and
when developing plans for submission to the LHIN including but not
limited to CAPS and integration proposals. As part of its community
engagement activities, the HSPs will have in place and utilize
effective mechanisms for engaging families, caregivers, clients,
residents, patients and other individuals who use the services of the
HSP, to help inform the HSP plans, including the HSP’s contribution
to the establishment and implementation by the LHIN of geographic
sub-regions in its local health system.
(b)Integration. The HSP will, separately and in conjunction with the
LHIN and other health service providers, identify opportunities to
integrate the services of the local health system to provide
appropriate, co-coordinated, effective and efficient services.
(c)Reporting. The HSP will report on its community engagement and
integration activities, using any templates provided by the LHIN, as
requested by the LHIN and in any event, in its year-end report to the
LHIN.
6.3 Planning and Integration Activity Pre-proposals.
(a)General. A pre-proposal process has been developed to: (A) reduce
the costs incurred by an HSP when proposing operational or service
changes; (B) assist the HSP to carry out its statutory obligations; and
(C) enable an effective and efficient response by the LHIN. Subject
to specific direction from the LHIN, this pre-proposal process will be
used in the following instances:
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(1) the HSP is considering an integration or an integration of
services, as defined in LHSIA between the HSP and another
person or entity;
(2) the HSP is proposing to reduce, stop, start, expand or transfer the
location of services, which for certainty includes: the transfer of
services from the HSP to another person or entity whether within
or outside of the LHIN; and the relocation or transfer of services
from one of the HSP’s sites to another of the HSP’s sites whether
within or outside of the LHIN;
(3) to identify opportunities to integrate the services of the local
health system, other than those identified in (A) or (B) above; or
(4) if requested by the LHIN.
(b)LHIN Evaluation of the Pre-proposal. Use of the pre-proposal
process is not formal Notice of a proposed integration under section
27 of LHSIA. LHIN consent to develop the project concept outlined in
a pre-proposal does not constitute approval to proceed with the
project. Nor does the LHIN consent to develop a project concept
presume the issuance of a favourable decision, should such a
decision be required by sections 25 or 27 of LHSIA. Following the
LHIN’s review and evaluation, the HSP may be invited to submit a
detailed proposal and a business plan for further analysis.
Guidelines for the development of a detailed proposal and business
case will be provided by the LHIN.
6.4 Proposing Integration Activities in the Planning Submission. No
integration activity described in section 6.3 may be proposed in a CAPS
unless the LHIN has consented, in writing, to its inclusion pursuant to the
process set out in section 6.3(b).
6.5 Definitions. In this section 6.0, the terms “integrate”, “integration” and
“services” have the same meanings attributed to them in section 2(1) and
section 23 respectively of LHSIA, as it and they may be amended from time
to time.
ARTICLE 7.0- PERFORMANCE
7.1Performance.The parties will strive to achieve on-going performance
improvement. They will address performance improvement in a proactive,
collaborative and responsive manner.
7.2 Performance Factors.
(a) Each party will notify the other party of the existence of a
Performance Factor, as soon as reasonably possible after the party
becomes aware of the Performance Factor. The Notice will:
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(1) describe the Performance Factor and its actual or
anticipated impact;
(2) include a description of any action the party is undertaking,
or plans to undertake, to remedy or mitigate the
Performance Factor;
(3) indicate whether the party is requesting a meeting to
discuss the Performance Factor; and
(4) address any other issue or matter the party wishes to raise
with the other party.
(b) The recipient party will provide a written acknowledgment of receipt
of the Notice within 7 Days of the date on which the Notice was
received (“Date of the Notice”).
(c) Where a meeting has been requested under section 7.2(a), the
parties agree to meet and discuss the Performance Factors within 14
Days of the Date of the Notice, in accordance with the provisions of
section 7.3. PICB may be included in any such meeting at the
request of either party.
7.3 Performance Meetings.During a meeting on performance, the parties will:
(a) discuss the causes of a Performance Factor;
(b) discuss the impact of a Performance Factor on the local health
system and the risk resulting from non-performance; and
(c) determine the steps to be taken to remedy or mitigate the impact of
the Performance Factor (the “Performance Improvement Process”).
7.4 The Performance Improvement Process.
(a) The Performance Improvement Process will focus on the risks of
non-performance and problem-solving.It may include one or more of
the following actions:
(1) a requirement that the HSP develop and implement an
improvement plan that is acceptable to the LHIN;
(2) the conduct of a Review;
(3) an amendment of the HSP’s obligations; and
(4) an in-year, or year end, adjustment to the Funding,
among other possible means of responding to the Performance
Factor or improving performance.
(b) Any performance improvement process begun under a prior service
accountability agreement that was not completed under the prior
agreement will continue under this Agreement. Any performance
improvement required by a LHIN under a prior service accountability
agreement will be deemed to be a requirement of this Agreement
until fulfilled or waived by the LHIN.
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7.5 Factors Beyond the HSP’s Control. Despite the foregoing, if the LHIN,
acting reasonably, determines that the Performance Factor is, in whole
or in part, a Factor Beyond the HSP’s Control:
(a) the LHIN will collaborate with the HSP to develop and implement a
mutually agreed upon joint response plan which may include an
amendment of the HSP’s obligations under this Agreement;
(b) the LHIN will not require the HSP to prepare an Improvement Plan;
and
(c) the failure to meet an obligation under this Agreement will not be
considered a breach of this Agreement to the extent that failure is
caused by a Factor Beyond the HSP’s Control.
ARTICLE 8.0- REPORTING, ACCOUNTING AND REVIEW
8.1 Reporting.
(a) Generally. The LHIN’s ability to enable its local health system to provide
appropriate, co-ordinated, effective and efficient health services, as
contemplated by LHSIA, is heavily dependent on the timely collection and
analysis of accurate information. The HSP acknowledges that the timely
provision of accurate information related to the HSP, and its performance of
its obligations under this Agreement, is under the HSP’s control.
(b) Specific Obligations. The HSP:
(1) will provide to the LHIN, or to such other entity as the LHIN may
direct, in the form and within the time specified by the LHIN, the
Reports, other than personal health information as defined in LHSIA,
that the LHIN requires for the purposes of exercising its powers and
duties under this Agreement, the Accountability Agreement, LHSIA or
for the purposes that are prescribed under any Applicable Law;
(2) will fulfil the specific reporting requirements set out in Schedule B;
(3) will ensure that every Report is complete, accurate, signed on behalf
of the HSP by an authorized signing officer where required and
provided in a timely manner and in a form satisfactory to the LHIN;
and
(4) agrees that every Report submitted to the LHIN by or on behalf of the
HSP, will be deemed to have been authorized by the HSP for
submission.
For certainty, nothing in this section 8.1 or in this Agreement restricts or
otherwise limits the LHIN’s right to access or to require access to personal
health information as defined in LHSIA, in accordance with Applicable Law
for purposes of carrying out the LHIN’s statutory objects to achieve the
purposes of LHSIA, including to provide certain services, supplies and
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equipment in accordance with section 5(m.1) of LHSIA and to manage
placement of persons in accordance with section 5(m.2).
(c) French Language Services. If the HSP is required to provide services to the
public in French under the provisions of the FLSA, the HSP will be required
to submit a French language services report to the LHIN. If the HSP is not
required to provide services to the public in French under the provisions of
the FLSA, it will be required to provide a report to the LHIN that outlines how
the HSP addresses the needs of its local Francophone community.
(d) Declaration of Compliance. Within 90 Days of the HSP’s fiscal year-end,
the Board will issue a Compliance Declaration declaring that the HSP has
complied with the terms of this Agreement. The form of the declaration is set
out in Schedule F and may be amended by the LHIN from time to time
through the term of this Agreement.
(e) Financial Reductions. Notwithstanding any other provision of this
Agreement, and at the discretion of the LHIN, the HSP may be subject to a
financial reduction in any of the following circumstances:
(1) its CAPS is received after the due date;
(2) its CAPS is incomplete;
(3) the quarterly performance reports are not provided when due; or
(4) financial or clinical data requirements are late, incomplete or
inaccurate,
where the errors or delay were not as a result of LHIN actions or inaction or
the actions or inactions of persons acting on behalf of the LHIN. If
assessed, the financial reduction will be as follows:
(1) if received within 7 Days after the due date, incomplete or inaccurate, the
financial penalty will be the greater of (1) a reduction of 0.02 percent
(0.02%) of the Funding; or (2) two hundred and fifty dollars ($250.00); and
(2) for every full or partial week of non-compliance thereafter, the rate will be
one half of the initial reduction.
8.2 Reviews.
(a) During the term of this Agreement and for 7 years after the term of
this Agreement, the HSP agrees that the LHIN or its authorized
representatives may conduct a Review of the HSP to confirm the
HSP’s fulfillment of its obligations under this Agreement. For these
purposes the LHIN or its authorized representatives may, upon 24
hours’ Notice to the HSP and during normal business hours enter the
HSP’s premises to:
(1) inspect and copy any financial records, invoices and other
finance-related documents, other than personal health
information as defined in LHSIA, in the possession or under
the control of the HSP which relate to the Funding or
otherwise to the Services; and
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(2) inspect and copy non-financial records, other than personal
health information as defined in LHSIA, in the possession or
under the control of the HSP which relate to the Funding, the
Services or otherwise to the performance of the HSP under
this Agreement.
(b) The cost of any Review will be borne by the HSP if the Review: (1)
was made necessary because the HSP did not comply with a
requirement under LHSIA or this Agreement; or (2) indicates that the
HSP has not fulfilled its obligations under this Agreement, including
its obligations under Applicable Law and Applicable Policy.
(c) To assist in respect of the rights set out in (a) above, the HSP shall
disclose any information requested by the LHIN or its authorized
representatives, and shall do so in a form requested by the LHIN or
its authorized representatives.
(d) The HSP may not commence a proceeding for damages or otherwise
against any person with respect to any act done or omitted to be
done, any conclusion reached or report submitted that is done in
good faith in respect of a Review.
8.3 Document Retention and Record Maintenance. The HSP will
(a) retain all records (as that term is defined in FIPPA) related to the
HSP’s performance of its obligations under this Agreement for 7
years after the termination or expiration of the term of this
Agreement;
(b) keep all financial records, invoices and other finance-related
documents relating to the Funding or otherwise to the Services in a
manner consistent with either generally accepted accounting
principles or international financial reporting standards as advised by
the HSP’s auditor; and
(c) keep all non-financial documents and records relating to the Funding
or otherwise to the Services in a manner consistent with all
Applicable Law.
8.4 Disclosure of Information.
(a)FIPPA. The HSP acknowledges that the LHIN is bound by FIPPA
and that any information provided to the LHIN in connection with this
Agreement may be subject to disclosure in accordance with FIPPA.
(b)Confidential Information. The parties will treat Confidential
Information as confidential and will not disclose Confidential
Information except with the consent of the disclosing party or as
permitted or required under FIPPA or the Personal Health
Information Protection Act, 2004, LHSIA, court order, subpoena or
other Applicable Law. Notwithstanding the foregoing, the LHIN may
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disclose information that it collects under this Agreement in
accordance with LHSIA.
8.5 Transparency.The HSP will post a copy of this Agreement and each
Compliance Declaration submitted to the LHIN during the term of this
Agreement in a conspicuous and easily accessible public place at its sites of
operations to which this Agreement applies and on its public website, if the
HSP operates a public website.
8.6 Auditor General. For greater certainty the LHIN’s rights under this article
are in addition to any rights provided to the Auditor General under the
Auditor General Act (Ontario).
ARTICLE 9.0- ACKNOWLEDGEMENT OF LHIN SUPPORT
9.1 Publication.For the purposes of this Article 9, the term “publication”
means any material on or concerning the Services that the HSP makes
available to the public, regardless of whether the material is provided
electronically or in hard copy.Examples include a website, an
advertisement, a brochure, promotional documents and a report.Materials
that are prepared by the HSP in order to fulfil its reporting obligations under
this Agreement are not included in the term “publication”.
9.2 Acknowledgment of Funding Support.
(a) The HSP agrees all publications will include
(1) an acknowledgment of the Funding provided by the LHIN and
the Government of Ontario. Prior to including an
acknowledgement in any publication, the HSP will obtain the
LHIN’s approval of the form of acknowledgement. The LHIN
may, at its discretion, decide that an acknowledgement is not
necessary; and
(2) a statement indicating that the views expressed in the
publication are the views of the HSP and do not necessarily
reflect those of the LHIN or the Government of Ontario.
(b) The HSP shall not use any insignia or logo of Her Majesty the Queen
in right of Ontario, including those of the LHIN, unless it has received
the prior written permission of the LHIN to do so.
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ARTICLE 10.0 - REPRESENTATIONS, WARRANTIES AND COVENANTS
10.1 General.The HSP represents, warrants and covenants that:
(a) it is, and will continue for the term of this Agreement to be, a validly
existing legal entity with full power to fulfill its obligations under this
Agreement;
(b) it has the experience and expertise necessary to carry out the
Services;
(c) it holds all permits, licences, consents, intellectual property rights and
authorities necessary to perform its obligations under this Agreement;
(d) all information (including information relating to any eligibility
requirements for Funding) that the HSP provided to the LHIN in
support of its request for Funding was true and complete at the time
the HSP provided it, and will, subject to the provision of Notice
otherwise, continue to be true and complete for the term of this
Agreement; and
(e) it does, and will continue for the term of this Agreement to, operate in
compliance with all Applicable Law and Applicable Policy, including
observing where applicable, the requirements of the Corporations Act
or successor legislation and the HSP's by-laws in respect of, but not
limited to, the holding of board meetings, the requirements of quorum
for decision-making, the maintenance of minutes for all board and
committee meetings and the holding of members’ meetings.
10.2 Execution of Agreement. The HSP represents and warrants that:
(a) it has the full power and authority to enter into this Agreement; and
(b) it has taken all necessary actions to authorize the execution of this
Agreement.
10.3 Governance.
(a) The HSP represents, warrants and covenants that it has established,
and will maintain for the period during which this Agreement is in
effect, policies and procedures:
(1) that set out a code of conduct for, and that identify the ethical
responsibilities for all persons at all levels of the HSP’s
organization;
(2) to ensure the ongoing effective functioning of the HSP;
(3) for effective and appropriate decision-making;
(4) for effective and prudent risk-management, including the
identification and management of potential, actual and
perceived conflicts of interest;
(5) for the prudent and effective management of the Funding;
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(6) to monitor and ensure the accurate and timely fulfillment of
the HSP’s obligations under this Agreement and compliance
with LHSIA;
(7) to enable the preparation, approval and delivery of all
Reports;
(8) to address complaints about the provision of Services, the
management or governance of the HSP; and
(9) to deal with such other matters as the HSP considers
necessary to ensure that the HSP carries out its obligations
under this Agreement.
(b) The HSP represents and warrants that:
(1) it has, or will have within 60 Days of the execution of this
Agreement, a Performance Agreement with its CEO that ties
a reasonable portion of the CEO’s compensation plan to the
CEO’s performance;
(2) it will take all reasonable care to ensure that its CEO complies
with the Performance Agreement;
(3) it will enforce the HSP’s rights under the Performance
Agreement; and
(4) a reasonable portion of any compensation award provided to
the CEO during the term of this Agreement will be pursuant to
an evaluation of the CEO’s performance under the
Performance Agreement and the CEO’s achievement of
performance goals and performance improvement targets
and in compliance with Applicable Law.
“compensation award”, for the purposes of Section 10.3(b)(4) above,
means all forms of payment, benefits and perquisites paid or
provided, directly or indirectly, to or for the benefit of a CEO who
performs duties and functions that entitle him or her to be paid.
10.4 Funding,Services and Reporting. The HSP represents warrants and
covenants that
(a) the Funding is, and will continue to be, used only to provide the
Services in accordance with the terms of this Agreement;
(b) the Services are and will continue to be provided;
(1) by persons with the expertise, professional qualifications,
licensing and skills necessary to complete their respective
tasks; and
(2) in compliance with Applicable Law and Applicable Policy; and
(c) every Report is accurate and in full compliance with the provisions of
this Agreement, including any particular requirements applicable to
the Report and any material change to a Report will be
communicated to the LHIN immediately.
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10.5 Supporting Documentation. Upon request, the HSP will provide the LHIN
with proof of the matters referred to in this Article.
ARTICLE 11.0- LIMITATION OF LIABILITY, INDEMNITY & INSURANCE
11.1 Limitation of Liability. The Indemnified Parties will not be liable to the
HSP or any of the HSP’s Personnel and Volunteers for costs, losses,
claims, liabilities and damages howsoever caused arising out of or in any
way related to the Services or otherwise in connection with this Agreement,
unless caused by the negligence or wilful act of any of the Indemnified
Parties.
11.2 Ibid. For greater certainty and without limiting section 11.1, the LHIN is not
liable for how the HSP and the HSP’s Personnel and Volunteers carry out
the Services and is therefore not responsible to the HSP for such Services.
Moreover, the LHIN is not contracting with or employing any HSP’s
Personnel and Volunteers to carry out the terms of this Agreement. As
such, it is not liable for contracting with, employing or terminating a contract
with or the employment of any HSP’s Personnel and Volunteers required to
carry out this Agreement, nor for the withholding, collection or payment of
any taxes, premiums, contributions or any other remittances due to
government for the HSP’s Personnel and Volunteers required by the HSP to
carry out this Agreement.
11.3 Indemnification. The HSP hereby agrees to indemnify and hold harmless
the Indemnified Parties from and against any and all liability, loss, costs,
damages and expenses (including legal, expert and consultant costs),
causes of action, actions, claims, demands, lawsuits or other proceedings
(collectively, the “Claims”), by whomever made, sustained, brought or
prosecuted (including for third party bodily injury (including death), personal
injury and property damage), in any way based upon, occasioned by or
attributable to anything done or omitted to be done by the HSP or the HSP’s
Personnel and Volunteers, in the course of the performance of the HSP’s
obligations under, or otherwise in connection with, this Agreement, unless
caused by the negligence or wilful misconduct of any Indemnified Parties.
11.4 Insurance.
(a)Generally. The HSP shall protect itself from and against all Claims
that might arise from anything done or omitted to be done by the HSP
and the HSP’s Personnel and Volunteers under this Agreement and
more specifically all Claims that might arise from anything done or
omitted to be done under this Agreement where bodily injury
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(including personal injury), death or property damage, including loss
of use of property is caused.
(b)Required Insurance. The HSP will put into effect and maintain, with
insurers having a secure A.M. Best rating of B+ or greater, or the
equivalent, all necessary and appropriate insurance that a prudent
person in the business of the HSP would maintain, including, but not
limited to, the following at its own expense:
(1) Commercial General Liability Insurance, for third party bodily
injury, personal injury and property damage to an inclusive
limit of not less than 2 million dollars per occurrence and not
less than 2 million dollars products and completed operations
aggregate. The policy will include the following clauses:
a. The Indemnified Parties as additional insureds;
b. Contractual Liability;
c. Cross-Liability;
d. Products and Completed Operations Liability;
e. Employers Liability and Voluntary Compensation unless
the HSP complies with the Section below entitled “Proof
of WSIA Coverage”;
f. Tenants Legal Liability; (for premises/building leases
only);
g. Non-Owned automobile coverage with blanket
contractual coverage for hired automobiles; and
h. A 30-Day written notice of cancellation, termination or
material change.
(2) Proof of WSIA Coverage.Unless the HSP puts into effect
and maintains Employers Liability and Voluntary
Compensation as set out above, the HSP will provide the
LHIN with a valid Workplace Safety and Insurance Act, 1997
(“WSIA”) Clearance Certificate and any renewal
replacements, and will pay all amounts required to be paid to
maintain a valid WSIA Clearance Certificate throughout the
term of this Agreement.
(3) All Risk Property Insurance on property of every description,
for the term, providing coverage to a limit of not less than the
full replacement cost, including earthquake and flood. All
reasonable deductibles and self-insured retentions are the
responsibility of the HSP.
(4) Comprehensive Crime insurance, Disappearance,
Destruction and Dishonest coverage.
(5) Errors and Omissions Liability Insurance insuring liability for
errors and omissions in the provision of any professional
services as part of the Services or failure to perform any such
professional services, in the amount of not less than two
million dollars per claim and in the annual aggregate.
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(c)Certificates of Insurance.The HSP will provide the LHIN with proof
of the insurance required by this Agreement in the form of a valid
certificate of insurance that references this Agreement and confirms
the required coverage, on or before the commencement of this
Agreement, and renewal replacements on or before the expiry of any
such insurance. Upon the request of the LHIN, a copy of each
insurance policy shall be made available to it. The HSP shall ensure
that each of its subcontractors obtains all the necessary and
appropriate insurance that a prudent person in the business of the
subcontractor would maintain and that the Indemnified Parties are
named as additional insureds with respect to any liability arising in
the course of performance of the subcontractor's obligations under
the subcontract.
ARTICLE 12.0- TERMINATION AND EXPIRY OF AGREEMENT
12.1 Termination by the LHIN.
(a)Without Cause.The LHIN may terminate this Agreement at any
time, for any reason, upon giving at least 60 Days’ Notice to the HSP.
(b)Where No Appropriation. If, as provided for in section 4.3, the
LHIN does not receive the necessary funding from the MOHLTC, the
LHIN may terminate this Agreement immediately by giving Notice to
the HSP.
(c)For Cause. The LHIN may terminate all or part of this Agreement
immediately upon giving Notice to the HSP if:
(1) in the opinion of the LHIN:
(a) the HSP has knowingly provided false or misleading
information regarding its funding request or in any other
communication with the LHIN;
(b) the HSP breaches any material provision of this
Agreement;
(c) the HSP is unable to provide or has discontinued all or
part of the Services; or
(d) it is not reasonable for the HSP to continue to provide all
or part of the Services;
(2) the nature of the HSP’s business, or its corporate status,
changes so that it no longer meets the applicable eligibility
requirements of the program under which the LHIN provides
the Funding;
(3) the HSP makes an assignment, proposal, compromise, or
arrangement for the benefit of creditors, or is petitioned into
bankruptcy, or files for the appointment of a receiver; or
(4) the HSP ceases to carry on business.
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(d)Material Breach. A breach of a material provision of this Agreement
includes, but is not limited to:
(1) misuse of Funding;
(2) a failure or inability to provide the Services as set out in the
Service Plan;
(3) a failure to provide the Compliance Declaration;
(4) a failure to implement, or follow, a Performance Agreement,
one or more material requirements of a Performance
Improvement Process or of a Transition Plan;
(5) a failure to respond to LHIN requests in a timely manner;
(6) a failure to: A) advise the LHIN of actual, potential or
perceived Conflict of Interest; or B) comply with any
requirements prescribed by the LHIN to resolve a Conflict of
Interest; and
(7) a Conflict of Interest that cannot be resolved.
(e)Transition Plan. In the event of termination by the LHIN pursuant to
this section, the LHIN and the HSP will develop a Transition Plan.
The HSP agrees that it will take all actions, and provide all
information, required by the LHIN to facilitate the transition of the
HSP’s clients.
12.2 Termination by the HSP.
(a) The HSP may terminate this Agreement at any time, for any reason,
upon giving 6 months’ Notice (or such shorter period as may be
agreed by the HSP and the LHIN) to the LHIN provided that the
Notice is accompanied by:
(1) satisfactory evidence that the HSP has taken all necessary
actions to authorize the termination of this Agreement; and
(2) a Transition Plan, acceptable to the LHIN, that indicates how
the needs of the HSP’s clients will be met following the
termination and how the transition of the clients to new
service providers will be effected within the six-month Notice
period.
(b) In the event that the HSP fails to provide an acceptable Transition
Plan, the LHIN may reduce Funding payable to the HSP prior to
termination of this Agreement to compensate the LHIN for transition
costs.
12.3 Opportunity to Remedy.
(a)Opportunity to Remedy.If the LHIN considers that it is appropriate
to allow the HSP an opportunity to remedy a breach of this
Agreement, the LHIN may give the HSP an opportunity to remedy the
breach by giving the HSP Notice of the particulars of the breach and
of the period of time within which the HSP is required to remedy the
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breach. The Notice will also advise the HSP that the LHIN may
terminate this Agreement:
(1) at the end of the Notice period provided for in the Notice if the
HSP fails to remedy the breach within the time specified in
the Notice; or
(2) prior to the end of the Notice period provided for in the Notice
if it becomes apparent to the LHIN that the HSP cannot
completely remedy the breach within that time or such further
period of time as the LHIN considers reasonable, or the HSP
is not proceeding to remedy the breach in a way that is
satisfactory to the LHIN.
(b)Failure to Remedy. If the LHIN has provided the HSP with an
opportunity to remedy the breach, and:
(1) the HSP does not remedy the breach within the time period
specified in the Notice;
(2) it becomes apparent to the LHIN that the HSP cannot
completely remedy the breach within the time specified in the
Notice or such further period of time as the LHIN considers
reasonable; or
(3) the HSP is not proceeding to remedy the breach in a way that
is satisfactory to the LHIN,
then the LHIN may immediately terminate this Agreement by giving
Notice of termination to the HSP.
12.4 Consequences of Termination. If this Agreement is terminated pursuant
to this Article, the LHIN may:
(a) cancel all further Funding instalments;
(b) demand the repayment of any Funding remaining in the
possession or under the control of the HSP;
(c) through consultation with the HSP, determine the HSP’s
reasonable costs to wind down the Services; and
(d) permit the HSP to offset the costs determined pursuant to
section (c), against the amount owing pursuant to section (b).
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12.5 Effective Date. Termination under this Article will take effect as set out in
the Notice.
12.6 Corrective Action.Despite its right to terminate this Agreement pursuant
to this Article, the LHIN may choose not to terminate this Agreement and
may take whatever corrective action it considers necessary and appropriate,
including suspending Funding for such period as the LHIN determines, to
ensure the successful completion of the Services in accordance with the
terms of this Agreement.
12.7 Expiry of Agreement.If the HSP intends to allow this Agreement to expire
at the end of its term, the HSP will provide 6 months’ Notice (or such shorter
period as may be agreed by the HSP and the LHIN) to the LHIN, along with
a Transition Plan, acceptable to the LHIN, that indicates how the needs of
the HSP’s clients will be met following the expiry and how the transition of
the clients to new service providers will be effected within the 6-month
Notice period
12.8 Failure to Provide Notice of Expiry.If the HSP fails to provide the
required 6 months’ Notice that it intends to allow this Agreement to expire,
or fails to provide a Transition Plan along with any such Notice, this
Agreement shall automatically be extended and the HSP will continue to
provide the Services under this Agreement for so long as the LHIN may
reasonably require to enable all clients of the HSP to transition to new
service providers.
ARTICLE 13.0- NOTICE
13.1 Notice. A Notice will be in writing; delivered personally, by pre-paid courier,
by any form of mail where evidence of receipt is provided by the post office,
or by facsimile with confirmation of receipt, or by email where no delivery
failure notification has been received. For certainty, delivery failure
notification includes an automated ‘out of office’ notification. A Notice will be
addressed to the other party as provided below or as either party will later
designate to the other in writing:
To the LHIN:
Waterloo Wellington LHIN
141 Weber St South
Waterloo, Ontario N2J 2A9
Attn: CEO
Telephone: 519-748-2222
Multi-Sector Service Accountability Agreement April 1, 2019 - March 31, 2022
Page 33 of 836
2 - 37
Fax: 519-883-5555
To the HSP:
The Corporation of the City of Kitchener
200 King St. W.
Kitchener, Ontario, N2G 4G7
Attn: Supervisor
Telephone: 519-741-2200 x5081
Email: bethany.pearce@kitchener.ca
Multi-Sector Service Accountability Agreement April 1, 2019 - March 31, 2022
Page 34 of 836
2 - 38
13.2 Notices Effective From. A Notice will be deemed to have been duly given
1 business day after delivery if the Notice is delivered personally, by pre-
paid courier or by mail. A Notice that is delivered by facsimile with
confirmation of receipt or by email where no delivery failure notification has
been received will be deemed to have been duly given 1 business day after
the facsimile or email was sent.
ARTICLE 14.0- ADDITIONAL PROVISIONS
14.1 Interpretation. In the event of a conflict or inconsistency in any provision of
this Agreement, the main body of this Agreement will prevail over the
Schedules.
14.2 Invalidity or Unenforceability of Any Provision. The invalidity or
unenforceability of any provision of this Agreement will not affect the validity
or enforceability of any other provision of this Agreement and any invalid or
unenforceable provision will be deemed to be severed.
14.3 Waiver. A party may only rely on a waiver of the party’s failure to comply
with any term of this Agreement if the other party has provided a written and
signed Notice of waiver. Any waiver must refer to a specific failure to comply
and will not have the effect of waiving any subsequent failures to comply.
14.4 Parties Independent. The parties are and will at all times remain
independent of each other and are not and will not represent themselves to
be the agent, joint venturer, partner or employee of the other. No
representations will be made or acts taken by either party which could
establish or imply any apparent relationship of agency, joint venture,
partnership or employment and neither party will be bound in any manner
whatsoever by any agreements, warranties or representations made by the
other party to any other person or entity, nor with respect to any other action
of the other party.
14.5 LHIN is an Agent of the Crown. The parties acknowledge that the LHIN is
an agent of the Crown and may only act as an agent of the Crown in
accordance with the provisions of LHSIA. Notwithstanding anything else in
this Agreement, any express or implied reference to the LHIN providing an
indemnity or any other form of indebtedness or contingent liability that would
directly or indirectly increase the indebtedness or contingent liabilities of the
LHIN or of Ontario, whether at the time of execution of this Agreement or at
any time during the term of this Agreement, will be void and of no legal
effect.
14.6 Express Rights and Remedies Not Limited. The express rights and
remedies of the LHIN are in addition to and will not limit any other rights and
remedies available to the LHIN at law or in equity. For further certainty, the
Multi-Sector Service Accountability Agreement April 1, 2019 - March 31, 2022
Page 35 of 836
2 - 39
LHIN has not waived any provision of any applicable statute, including
LHSIA, nor the right to exercise its rights under these statutes at any time.
14.7 No Assignment. The HSP will not assign this Agreement or the Funding in
whole or in part, directly or indirectly, without the prior written consent of the
LHIN. No assignment or subcontract shall relieve the HSP from its
obligations under this Agreement or impose any liability upon the LHIN to
any assignee or subcontractor. The LHIN may assign this Agreement or
any of its rights and obligations under this Agreement to any one or more of
the LHINs or to the MOHLTC.
14.8 Governing Law. This Agreement and the rights, obligations and relations
of the parties hereto will be governed by and construed in accordance with
the laws of the Province of Ontario and the federal laws of Canada
applicable therein. Any litigation arising in connection with this Agreement
will be conducted in Ontario unless the parties agree in writing otherwise.
14.9 Survival. The provisions in Articles 1.0, 5.0, 8.0, 10.5, 11.0, 13.0, 14.0 and
15.0 will continue in full force and effect for a period of seven years from the
date of expiry or termination of this Agreement.
14.10 Further Assurances. The parties agree to do or cause to be done all acts
or things necessary to implement and carry into effect this Agreement to its
full extent.
14.11 Amendment of Agreement. This Agreement may only be amended by a
written agreement duly executed by the parties.
14.12 Counterparts. This Agreement may be executed in any number of
counterparts, each of which will be deemed an original, but all of which
together will constitute one and the same instrument.
ARTICLE 15.0- ENTIRE AGREEMENT
Entire Agreement. This Agreement forms the entire Agreement between the
parties and supersedes all prior oral or written representations and agreements,
except that where the LHIN has provided Funding to the HSP pursuant to an
amendment to the 2014-2018 MSAA, the 2018 Multi-Sector Accountability
Agreement, or to this Agreement, whether by Project Funding Agreement or
otherwise, and an amount of Funding for the same purpose is set out in the
Schedules, that Funding is subject to all of the terms and conditions on which
funding for that purpose was initially provided, unless those terms and conditions
have been superseded by any terms or conditions of this Agreement or by the
MSAA Indicator Technical Specifications document, or unless they conflict with
Applicable Law or Applicable Policy.
Multi-Sector Service Accountability Agreement April 1, 2019 - March 31, 2022
Page 36 of 836
2 - 40
The parties have executed this Agreement on the dates set out below.
WATERLOO WELLINGTON LOCAL HEALTH INTEGRATION NETWORK
By:
_____________________________ _________________________________
Jeff Nesbitt, Vice Chair Date
And by:
_____________________________ _________________________________
Bruce Lauckner, CEO Date
The Corporation of the City of Kitchener
By:
_____________________________ _________________________________
Name, Date
I have authority to bind the HSP
And by:
_____________________________ _________________________________
Name, Supervisor Date
I have authority to bind the HSP
Multi-Sector Service Accountability Agreement April 1, 2019 - March 31, 2022
Page 37 of 836
2 - 41
Schedule A: Total LHIN Funding
2019-2022
Health Service Provider: The City of Kitchener, Community Support Services
1233
Row
2019-20202020-20212021-2022
LHIN Program Revenue & ExpensesAccount: Financial (F) Reference OHRS VERSION 10.2
Plan TargetPlan TargetPlan Target
#
REVENUE
LHIN Global Base Allocation1
F 11006$575,628 $575,628 $575,628
HBAM Funding (CCAC only)2
F 11005$0 $0 $0
Quality-Based Procedures (CCAC only)3
F 11004$0 $0 $0
MOHLTC Base Allocation4
F 11010$0 $0 $0
MOHLTC Other funding envelopes5
F 11014$0 $0 $0
LHIN One Time6
F 11008$0 $0 $0
MOHLTC One Time7
F 11012$0 $0 $0
Paymaster Flow Through8
F 11019$0 $0 $0
Service Recipient Revenue9
F 11050 to 11090$96,944 $96,944 $96,944
Subtotal Revenue LHIN/MOHLTC10Sum of Rows 1 to 9$672,572 $672,572 $672,572
Recoveries from External/Internal Sources11
F 120*$0 $0 $0
Donations12
F 140*$3,500 $3,500 $3,500
Other Funding Sources & Other Revenue13F 130* to 190*, 110*, \[excl. F 11006, 11008, 11010, 11012, 11014, 11019, 11050 $150,791 $150,791 $150,791
to 11090, 131*, 140*, 141*, 151*\]
Subtotal Other Revenues14Sum of Rows 11 to 13$154,291 $154,291 $154,291
TOTAL REVENUE FUND TYPE 215Sum of Rows 10 and 14$826,863 $826,863 $826,863
EXPENSES
Compensation
Salaries (Worked hours + Benefit hours cost)17
F 31010, 31030, 31090, 35010, 35030, 35090$576,730 $576,730 $576,730
Benefit Contributions18
F 31040 to 31085 , 35040 to 35085$81,780 $81,780 $81,780
Employee Future Benefit Compensation19
F 305*$0 $0 $0
Physician Compensation20
F 390*$0 $0 $0
Physician Assistant Compensation21
F 390*$0 $0 $0
Nurse Practitioner Compensation22
F 380*$0 $0 $0
Physiotherapist Compensation (Row 128)23
F 350*$0 $0 $0
Chiropractor Compensation (Row 129)24
F 390*$0 $0 $0
All Other Medical Staff Compensation25
F 390*, \[excl. F 39092\]$0 $0 $0
Sessional Fees26
F 39092 $0 $0 $0
Service Costs
Med/Surgical Supplies & Drugs27
F 460*, 465*, 560*, 565*$0 $0 $0
Supplies & Sundry Expenses28F 4*, 5*, 6*, $128,664 $128,664 $128,664
\[excl. F 460*, 465*, 560*, 565*, 69596, 69571, 72000, 62800, 45100, 69700\]
Community One Time Expense29
F 69596$0 $0 $0
Equipment Expenses
30F 7*, \[excl. F 750*, 780* \]$0 $0 $0
Amortization on Major Equip, Software License & Fees31
F 750* , 780*$0 $0 $0
Contracted Out Expense
32F 8*$0 $0 $0
Buildings & Grounds Expenses33
F 9*, \[excl. F 950*\]$39,689 $39,689 $39,689
Building Amortization
34F 9*$0 $0 $0
TOTAL EXPENSES FUND TYPE 235Sum of Rows 17 to 34$826,863 $826,863 $826,863
NET SURPLUS/(DEFICIT) FROM OPERATIONS36Row 15 minus Row 35$0$0$0
Amortization - Grants/Donations Revenue37
F 131*, 141* & 151*$0 $0 $0
38Sum of Rows 36 to 37$0$0$0
SURPLUS/DEFICIT Incl. Amortization of Grants/Donations
FUND TYPE 3 - OTHER
Total Revenue (Type 3)39
F 1*$0 $0 $0
Total Expenses (Type 3)40
F 3*, F 4*, F 5*, F 6*, F 7*, F 8*, F 9*$0 $0 $0
NET SURPLUS/(DEFICIT) FUND TYPE 341Row 39 minus Row 40$0$0$0
FUND TYPE 1 - HOSPITAL
Total Revenue (Type 1)42
F 1*$0 $0 $0
Total Expenses (Type 1)43
F 3*, F 4*, F 5*, F 6*, F 7*, F 8*, F 9*$0 $0 $0
NET SURPLUS/(DEFICIT) FUND TYPE 144Row 42 minus Row 43$0$0$0
ALL FUND TYPES
Total Revenue (All Funds)45Line 15 + line 39 + line 42
$826,863 $826,863 $826,863
Total Expenses (All Funds)46Line 16 + line 40 + line 43
$826,863 $826,863 $826,863
NET SURPLUS/(DEFICIT) ALL FUND TYPES47Row 45 minus Row 46$0$0$0
Total Admin Expenses Allocated to the TPBEs
Undistributed Accounting Centres48
F 72 7*, F 72 8*, F 72 9*, F 82*$0 $0 $0
Plant Operations49
F 72 1 5*, F 72 1 6*$0 $0 $0
Volunteer Services50
F 72 1 40*$0 $0 $0
Information Systems Support51
F 72 1 25*$0 $0 $0
General Administration52
F 72 1 10*$156,248 $156,248 $156,248
F 72 1 12*, F 72 1 15*, F 72 1 20*, F 72 1 22*, F 72 1 3*, F 72 1 45*, F 72 1 7*, F $0 $0 $0
Other Administrative Expenses53
72 1 8*,F 72 1 9*
Admin & Support Services 54
Sum of Rows 49-53$156,248 $156,248 $156,248
Management Clinical Services55
F 72 5 05$0 $0 $0
Medical Resources56
F 72 5 07$0 $0 $0
Total Admin & Undistributed Expenses57Sum of Rows 48, 54, 55-56 (included in Fund Type 2 expenses above)$156,248 $156,248 $156,248
2 - 42
Schedule B: Reports
COMMUNITY SUPPORT SERVICES
2019-2022
Health Service Provider: The City of Kitchener, Community Support Services
Only those requirements listed below that relate to the programs and services that are funded by the LHIN will be
applicable.
A list of reporting requirements and related submission dates is set out below. Unless otherwise indicated, the HSP is only
required to provide information that is related to the funding that is provided under this Agreement. Reports that require full
next business day.
OHRS/MIS Trial Balance Submission (through OHFS)*
Due Date (Must pass 3c Edits)
2019-2020
2019-2020 Q2October 31, 2019
2019-2020 Q3January 31, 2020
2019-2020 Q4May 31, 2020
Due Date (Must pass 3c Edits)
2020-2021
2020-2021 Q2October 31, 2020
2020-2021 Q3January 31, 2021
2020-2021 Q4May 31, 2021
Due Date (Must pass 3c Edits)
2021-2022
2021-2022 Q2October 31, 2021
2021-2022 Q3January 31, 2022
2021-2022 Q4May 31, 2022
Supplementary Reporting - Quarterly Report (through SRI)*
Due Date
2019-2020
2019-2020 Q2November 7, 2019
2019-2020 Q3February 7, 2020
2019-2020 Q4June 7, 2020
Due Date
2020-2021
2020-2021 Q2November 7, 2020
2020-2021 Q3February 7, 2021
2020-2021 Q4June 7, 2021
Due Date
2021-2022
2021-2022 Q2November 7, 2021
2021-2022 Q3February 7, 2022
2021-2022 Q4June 7, 2022
Annual Reconciliation Report (ARR) through SRI and paper copy submission*
(All HSPs must submit both paper copy of ARR submission, duly signed, to the Ministry and the respective LHIN
where funding is provided, and soft copy to be provided through SRI)
Due Date
Fiscal Year
2019-2020June 30, 2020
2020-2021June 30, 2021
2021-2022June 30, 2022
2 - 43
Schedule B: Reports
COMMUNITY SUPPORT SERVICES
2019-2022
Health Service Provider: The City of Kitchener, Community Support Services
Board Approved Audited Financial Statements *
(All HSPs must submit a paper copy of Board Approved Audited Financial Statements, duly signed, to the Ministry
and the respective LHIN where funding is provided.)
Due Date
Fiscal Year
2019-2020June 30, 2020
2020-2021June 30, 2021
2021-2022June 30, 2022
Declaration of Compliance
Due Date
Fiscal Year
2019-2020June 30, 2020
2020-2021June 30, 2021
2021-2022June 30, 2022
Due Date
Requirement
2019-2020June 30, 2020
French Language Service Report
2020-2021June 30, 2021
French Language Service Report
2021-2022June 30, 2022
French Language Service Report
Community Engagement and Integration Activities Reporting
Due Date
Fiscal Year
2019-2020June 30, 2020
2020-2021June 30, 2021
2021-2022June 30, 2022
2 - 44
COMMUNITY SUPPORT SERVICES
2019-2022
Health Service Provider: The City of Kitchener, Community Support Services
Only those requirements listed below that relate to the programs and services that are funded by the LHIN will be
applicable.
2 - 45
>=0
>= 0%
<=22.7%
Standard
Performance
$0
19-20
18.9%0.00%
Target
2021-2022
>=0
>= 0%
<=22.7%
Standard
Performance
$0
20-21
18.9%0.00%
Target
2020-2021
>=0
>= 0%
<=22.7%
Standard
Performance
$0
19-20
18.9%0.00%
Target
2019-2020
Explanatory Indicators
Performance Indicators
*Balanced Budget - Fund Type 2Proportion of Budget Spent on Administration**Percentage Total MarginService Activity by Functional Centre (Refer to Schedule D2a)Number of Individuals
Served (by functional centre- Refer to Schedule D2a)
Schedule D1: Core IndicatorsHealth Service Provider: The City of Kitchener, Community Support Services
2019-2022
title Cost per Unit Service (by Functional Centre) Cost per Individual Served (by Program/Service/Functional Centre)Client ExperiencePercentage of Alternate Level of Care (ALC) days
(closed cases)* Balanced Budget Fund Type 2: HSP's are required to submit a balanced budget** No negative variance is accepted for Total Margin
R2
R1
2 - 46
Schedule D2a: Clinical Activity- Detail
2019-2022
Health Service Provider: The City of Kitchener, Community Support Services
11223333
title
R1
OHRS Description & Functional Centre 2019-20202019-20202020-20212020-20212021-20222021-2022
Performance Performance Performance
TargetTargetTarget
*
StandardStandardStandard
These values are provided for information purposes only. They are not Accountability Indicators.
Administration and Support Services 72 1
Full-time equivalents (FTE)
72 1 0.93 n/a 0.93 n/a 0.93 n/a
Total Cost for Functional Centre
72 1$156,248 n/a$156,248 n/a$156,248 n/a
CSS IH - Day Services 72 5 82 20
Full-time equivalents (FTE)
72 5 82 20 6.07 n/a 6.07 n/a 6.07 n/a
Individuals Served by Functional Centre
72 5 82 20 160 128 - 192 160 128 - 192 160 128 - 192
Attendance Days Face-to-Face
72 5 82 20 6,600 6270 - 6930 6,600 6270 - 6930 6,600 6270 - 6930
Total Cost for Functional Centre
72 5 82 20$577,466 n/a$577,466 n/a$577,466 n/a
CSS IH - Caregiver Support 72 5 82 50
Full-time equivalents (FTE)
72 5 82 50 0.93 n/a 0.93 n/a 0.93 n/a
Visits
72 5 82 50 280 224 - 336 280 224 - 336 280 224 - 336
Individuals Served by Functional Centre
72 5 82 50 230 184 - 276 230 184 - 276 230 184 - 276
Group Sessions
72 5 82 50 210 168 - 252 210 168 - 252 210 168 - 252
Total Cost for Functional Centre
72 5 82 50$93,159 n/a$93,159 n/a$93,159 n/a
Group Participant Attendances
72 5 82 50 1,600 1440 - 1760 1,600 1440 - 1760 1,600 1440 - 1760
ACTIVITY SUMMARY
Full-time equivalents (FTE)Total Full-Time Equivalents for all F/C 7.93 n/a 7.93 n/a 7.93 n/a
Visits Total Visits for all F/C 280 224 - 336 280 224 - 336 280 224 - 336
Individuals Served by Functional Centre Total Individuals Served by Functional Centre for all F/C 390 312 - 468 390 312 - 468 390 312 - 468
Attendance Days Face-to-Face Total Attendance Days for all F/C 6,600 6270 - 6930 6,600 6270 - 6930 6,600 6270 - 6930
Group Sessions Total Group Sessions for all F/C 210 168 - 252 210 168 - 252 210 168 - 252
Group Participant Attendances Total Group Participants for all F/C 1,600 n/a 1,600 n/a 1,600 n/a
Total Cost for Functional Centre Total Cost for All F/C 826,873 n/a 826,873 n/a 826,873 n/a
2 - 47
3
3
-
Standard
Performance
3
-
19-20
Target
2021-2022
2
-
Standard
Performance
2
-
20-21
Target
2020-2021
1
-
Standard
Performance
1
-
19-20
Target
2019-2020
Explanatory Indicators
Performance Indicators
No Performance IndicatorsNumber of persons waiting for service (by functional centre)
Schedule D2d: CSS Sector Specific IndicatorsHealth Service Provider: The City of Kitchener, Community Support Services
2019-2022
2 - 48
Schedule D3a Local: All
2019-2022
Health Service Provider: The City of Kitchener, Community Support Services
Priority AreaObligation TypeObligation Description, Indicators and TargetReporting Requirements
Patient SafetyCompliance HSPs activate Coordinated Care Plans for patients with hospital discharges for: Mental Health and Waterloo Wellington LHIN to provide template.
Pulmonary Disease (COPD); Behaviours of Dementia; Palliative. Performance indicator:
Number of individuals living with multiple chronic conditions and/or complex needs who are identified by
your organization and have a new coordinated care plan (CCP) developed through the Health Links
approach to care.
Capacity PlanningComplianceHospitals will participate in System Coordinated Access (SCA) for the following streams: Diabetes; Organization sign-off per stream with WWLHIN
Orthopaedics/ Musculoskeletal (MSK); Mental Health and Addictions (MHA); Chronic Disease Prevention SCA Program.
and Management (CDPM); Diagnostic Imaging (DI); Older Adult; Ophthalmology; and Cancer (Colon
Cancer). HSPs collectively provide a Project Manager for each stream.
2 - 49
Schedule E: Project Funding
2019-2022
Health Service Provider: The City of Kitchener, Community Support Services
Project Funding Agreement Template
This project template is intended to be used to fund one-off projects or for the provision of services not ordinarily provided by the
Note:
HSP. Whether or not the HSP provides the services directly or subcontracts the provision of the services to another provider, the
HSP remains accountable for the funding that is provided by the LHIN.
THIS PROJECT FUNDING AGREEMENT\[insert date\]
XXX LOCAL HEALTH INTEGRATION NETWORK (LHIN
- and -
\[Legal Name of the Health Service Provider\]HSP
WHEREAS the LHIN and the HSP entered into a service accountability agreement dated \[insert date\]
Services and now wish to set out the terms of pursuant to which the LHIN will fund the HSP for \[insert brief description of project\] (the
NOW THEREFORE in consideration of their respective agreements set out below and subject to the terms of the SAA, the parties
covenant and agree as follows:
Definitions. Unless otherwise specified in this PFA, capitalized words and phrases shall have the meaning set out in the
1.0
SAA. When used in this PFA, the following words and phrases have the following meanings:
Project Funding
mean the services described in Appendix A to this PFA; and
means the period of time from the Effective Date up to and including \[insert project end date\].
2.0
Relationship between the SAA and this PFA. This PFA is made subject to and hereby incorporates the terms of the SAA.
On execution this PFA will be appended to the SAA as a Schedule.
3.0The Services. The HSP agrees to provide the Services on the terms and conditions of this PFA including all of its
Appendices and schedules.
Rates and Payment Process. Subject to the SAA, the Project Funding for the provision of the Services shall be as specified
4.0
in Appendix A to this PFA.
Representatives for PFA.
5.0
\[insert name, telephone number, fax number and e-mail
address.\]
\[insert name, telephone number, fax number and e-mail
address.\]
Additional Terms and Conditions. The following additional terms and conditions are applicable to this PFA.
6.0
(a) Notwithstanding any other provision in the SAA or this PFA, in the event the SAA is terminated or expires prior to the
expiration or termination of this PFA, this PFA shall continue until it expires or is terminated in accordance with its terms.
(b) \[insert any additional terms and conditions that are applicable to the Project\]
IN WITNESS WHEREOF the parties hereto have executed this PFA as of the date first above written.
\[insert name of HSP\]
By:
\[insert name and title\]
\[XX\] Local Health Integration Network
By:
\[insert name and title\]
2 - 50
Schedule E: Project Funding
2019-2022
Health Service Provider: The City of Kitchener, Community Support Services
APPENDIX A: SERVICES
1.DESCRIPTION OF PROJECT
2.DESCRIPTION OF SERVICES
3.OUT OF SCOPE
4.DUE DATES
5.PERFORMANCE TARGETS
6.REPORTING
7.PROJECT ASSUMPTIONS
8.PROJECT FUNDING
8.1 The Project Funding for completion of this PFA is as follows:
8.2 Regardless of any other provision of this PFA, the Project Funding payable for the completion of the Services under
this PFA is one-time funding and is not to exceed \[X\].
2 - 51
Schedule F: Declaration of Compliance
2019-2022
Health Service Provider: The City of Kitchener, Community Support Services
DECLARATION OF COMPLIANCE
Issued pursuant to the MSAA effective April 1, 2019
To:
The Board of Directors Attn: Board Chair.
From:
The Board of Directors\[insert name of HSP\]
Date:\[insert date\]
Re:
Unless otherwise defined in this declaration, capitalized terms have the same meaning as set out in the MSAA between the LHIN and the HSP
effective April 1, 2019.
The Board has authorized me, by resolution dated \[insert date\], to declare to you as follows:
After making inquiries of the \[insert name and position of person responsible for managing the HSP on a day to day basis, e.g. the Chief
Executive Office or the Executive Director\] and other appropriate officers of the HSP and subject to any exceptions identified on Appendix 1 to
Without limiting the generality of the foregoing, the HSP has complied with:
(i)Article 4.8 of the MSAA concerning applicable procurement practices;
(ii)
The Local Health System Integration Act, 2006;
The Public Sector Compensation Restraint to Protect Public Services Act, 2010.
(iii)
____________________________________
\[insert name of Chair\], \[insert title\]
2 - 52
REPORT TO:Community and Infrastructure Services Committee
DATE OF MEETING:March 18, 2019
SUBMITTED BY:Gloria MacNeil, Director of By-law Enforcement
(519-741-2200, ext. 7952)
PREPARED BY:Gloria MacNeil, Director of By-law Enforcement
(519-741-2200, ext. 7952)
WARD (S) INVOLVED:ALL
DATE OF REPORT:February 26, 2019
REPORT NO.:CSD-19-005
SUBJECT: SUBCONTRACTING OF DOG LICENSING SERVICES BY THE HUMANE
SOCIETY OF KITCHENER-WATERLOO & STRATFORD PERTH
RECOMMENDATION:
That pursuant to its Animal and Dog Control And Pound Services Agreement dated
January 1, 2018 with the Animal Welfare Agency South Central Ontario operating as the
Kitchener-Waterloo Humane Society now called The Humane Society of Kitchener-
Waterloo & Stratford Perth
Society subcontracting dog licensing services or any portion thereof providedthe
subcontractor executes an agreement satisfactoryto the City Solicitor to ensure that
City data and personal information is adequately protected, no additional costs are
incurred by the City,and the allocation of dog licensing revenue pursuant to the
Agreement is not changedand further
That the Deputy CAO be authorized to execute an agreement satisfactory to the City
Solicitor with any subcontractor used by The Humane Society for dog licensing services
and to which the Humane Society may also be a party to ensure adequate protection of
City data and personal information.
BACKGROUND:
The Humane Society is considering subcontracting the dog licensing portion of our contract to a
company called Docupet who specializes in this type of service and whose expertise is focused
on improving municipal animal licensing programs.
REPORT:
The Humane Society licensing program however as
Council is aware licensing of dogs has been a consistent challenge for many years. Humane
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
3 - 1
Society has estimated that we currently license approximately 25% of dogs in the City of
Kitchener. Staff and Humane Society have worked together to come up with different initiatives
to increase dog licensing including a Tag and Wag campaign offering $5 licenses for new
licenses, having a presence at community events where licensing information and the ability to
purchase a license were available, as well as implementing a door knock program that both
Humane Society and Kitchener By-law Officers continue to participate in. The biggest challenge
we continue to face is resourcing, both Humane Society and City of Kitchener By-law officers
are seeing a continued increase in call volumes which limits our ability to sustain any dedicated
programming to dog licensing using existing resources.
As a result of the lack of compliance and staffing resources we continue to experience, the
Humane Society would like to explore subcontracting this work to a company called Docupet.
Docupet works in partnership with local municipalities and shelters, with a primary focus on
municipal licensing of animals.
Docupet launched in 2014 and have been steadily expanding, improving their systems and
increasing annual license sales across other communities in Ontario. To drive awareness, they
canvass every neighbourhood they serve, run media campaigns, attend local events, send
mailers, advertise on social media and place signage throughout the community.
Docupet offers an online licensing system similar to the Humane Society which makes
registration easy and provides ways for pet owners to update their profiles, a lost and found
program, ability for owners to add important information about their pet, a pet ownership rewards
program and automatic registration renewals. What Docupet is able to offer that the Humane
Society and the City currently are not, is the marketing knowledge and resources required to
develop a comprehensive dog licensing program including dedicated staffing resources whose
priority is dog licensing.
Municipalities currently using Docupet include Kingston, St. Catharines, Guelph, New Market,
Aurora, Ajax, Georgina, Clarington and Welland and all have reported an increase in pet
licensing.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the ci
the delivery of core service.
FINANCIAL IMPLICATIONS:
There are no additional costs to the existing agreement.
COMMUNITY ENGAGEMENT:
N/A
ACKNOWLEDGED BY: Michael May, Deputy CAO, Community Services Department
3 - 2
REPORT TO:Community and Infrastructure Services Committee
DATE OF MEETING:March 18, 2019
SUBMITTED BY:Barry Cronkite, Director Transportation Services
(519)741-2200 x7378
PREPARED BY:Lou Slijepcevic, Traffic Project Coordinator, (519) 741-2200 x7153
WARD(S) INVOLVED:Ward 4
DATE OF REPORT:March 1, 2019
REPORT NO.:DSD-19-046
SUBJECT:Doon South Drive Traffic Calming Follow-up Review
___________________________________________________________________________
RECOMMENDATION:
That the traffic calming measures (two(2) speed cushions, two (2) intersection narrowings, one
(1)pedestrian refuge island and one (1) intersection improvement) located on Doon South Drive
between Homer Watson Boulevard and Robert Ferrie Drive remain in place on a permanent basis.
BACKGROUND:
Transportation Services received requests from residents of Doon South Drive in the past to review the
existing traffic conditions on Doon South Drive. The primary concerns were vehicle speeds,
traffic volume and overall road user safety. In 2014, a traffic calming review was initiated for Doon South
Drive with the intent to reduce vehicle speed, thereby increasing safety for all road users.
In May 2017, Council approved report INS-17-029 which recommended a traffic calming plan for the
roadway. The traffic calming measures were subsequently installed in the 2017 construction season less
one of the speed cushions due to limited viable locations on-street.
REPORT:
Transportation Services conducted a follow-up review of the traffic calming measures installed on Doon
South Drive. The intent of this review is to evaluate the effectiveness of the traffic calming plan and ensure
that the measures have successfully mitigated the traffic issues identified by area residents.
DATA
As part of the follow-up review, Transportation Services staff collected updated traffic volume and speed
data to determine the effectiveness of the traffic calming measures installed on Doon South Drive. The
results are as follows:
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
4 - 1
The table above shows a reduction in the 85th percentile speed along the entire study area of Doon
South Drive of 4.0% or 2.5 km/h and 10.5% or 6.5 km/h. This data indicates that the measures are having
their desired effect on driver behaviour. The increased vehicular volume in the area can be attributed to
the development of the surrounding subdivision over the past four years, but is consistent with the volume
capacity this roadway is designed to accommodate.
In the three (3) years prior to the implementation of traffic calming measures, there were nine (9) motor
vehicle collisions along Doon South Drive. This yielded a collision rate of 3.0 collisions per year. In the
past year since implementation, from a period beginning on November 2017 to December 18, there have
been two (2) motor vehicle collisions, resulting in a collision rate of 1.85 collisions per year. Overall, this
demonstrates a reduction in the collision rate for the subject roadways by approximately 1.15 collisions
per year, further demonstrating the effectiveness of the installed traffic calming measures.
RESIDENT SUPPORT
Transportation Services staff conducted a follow-up neighbourhood survey as part of the traffic calming
plan for Doon South Drive. In January 2019, a survey package was mailed out to all affected area
residents within the general project area in order to gauge community support for the permanent traffic
calming measures. The survey package included the results of the traffic studies performed both before
and after the installation. The results of this survey is as follows:
Doon South DriveResidents
In favour of maintaining the existing traffic calming measures: 17 (80%)
In favour of removing the existing traffic calming measures: 3(20%)
TOTAL:20out of 149 (13% responded)
Based on the results above, it is evident that while there was a low response rate to the survey, there is
neighbourhood support to maintain the existing traffic calming measures on Doon South Drive. The lack
of response may be that residents have become accustomed to the measures and/or see traffic as less
of a concern. Accordingly, Transportation Services recommends that the existing traffic calming measure
remain in place on a permanent basis.
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ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Strategic Priority: 3: Safe and Thriving Neighbourhoods.
Strategy: 3:2 Create safer streets in our neighbourhoods through new traffic
calming approaches.
Strategic Action: NB39 Traffic Calming
FINANCIAL IMPLICATIONS:
There is no cost associated with the recommendation.
COMMUNITY ENGAGEMENT:
INFORM Directly affected residents of the Doon South Drive traffic calming review have received
information and communication regarding this review since 2014. Residents were made aware of the
report to Committee and Council through a mail-out in February 2019.
CONSULT The Doon South Drive traffic calming review began with an initiation survey in 2014. Two
(2) Public Information Centres were held to gain input at key stages of the traffic calming review process,
including feedback on the preferred solution. In January 2019, Transportation Services staff mailed a
follow-up survey to all affected residents along Doon South Drive to determine support for the preferred
plan.
ACKNOWLEDGED BY: Justin Readman, General Manager
Development Services Department
Attached:
Appendix A Traffic Calming Plan
4 - 3
Appendix A: Traffic Calming Plan
Doon South Drive Homer Watson Boulevard to Robert Ferrie Drive
4 - 4
REPORT TO:Community andInfrastructure Services Committee
DATE OF MEETING:March 18, 2019
SUBMITTED BY:Hilary Abel,Manager, Downtown Community Development,
519-741-2200 ext.7064
PREPARED BY:Hilary Abel,Manager, Downtown Community Development,
519-741-2200 ext.7064
Emily Robson, Coordinator, Arts & Creative Industries
519-741-2200 ext. 7084
WARD(S) INVOLVED:10
DATE OF REPORT:February 20, 2019
REPORT NO.:DSD-19-045
SUBJECT: Short-Term Use of 220 King Street West
___________________________________________________________________________
RECOMMENDATION:
That220 King Street West be used for community programming, pop-up retail
opportunities and temporary art installations from March 2019 through May 2020; and
further,
That staffreport backto Councilona long-term use for 220 King Street Westbefore May
2020.
BACKGROUND:
Open Sesame lease at 220 King Street West ended on February 28th, 2019.
Open Sesame provided retail space for local makers, needed exhibition space for visual artists,
a venue for poetry readings and artist talks. In addition to its retail operations, Open Sesame
has played a valuable role supporting the development of underserved communities, specifically
the LGBTQ+ communityoffering affordable and safe space for gatherings and events. This
use helped to add vibrancy and animation to Carl Zehr Square.
Carl Zehr Square is slated for renovation from 2020 until 2021. During construction, access to
220 King Street West will be limited at times.
REPORT:
In determining the best use for this space, staff considered a variety of option. Considerations
included issuing a request for proposals (RFP) for a new tenant; as well as alternative uses that
allow for the implementation of strategic initiatives like pop-up retail, incubator space.
*** This information is available in accessible formats upon request. ***
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5 - 1
Given the anticipated impacts of construction, staff recommend using the space for city-
facilitated programming until the construction is completed. This may include, community
programming, pop-up retail, temporary art installations etc. These uses will be facilitated by City
staff, who will work with partners and the broader community to animate and activate the space.
The option continues the momentum generated by Open Sesame, while providing the ability to
pilot diverse uses of the space.
Concurrently, staff will assess long-term options for this space, and will present these options to
Council before May 2020.
FINANCIAL IMPLICATIONS:
On average, this space generates approximately $20,000 in rental revenue annually, of which
approximately $8,500 is CAM fees. In addition, the tenant typically pays approximately $7,000
in property tax.
These revenues will not be collected during the time the space is used as recommended in this
report.
COMMUNITY ENGAGEMENT:
Short-term uses outlined by staff (community programming, pop-up retail opportunities and
temporary art installations) are supported by the following action items identified in Make it
Kitchener including:
-Explore opportunities for pop-up retail to allow prospective entrepreneurs to test
concepts and products. (Make it Start)
-Facilitate the collision of niche communities and programs into larger coordinated
event and festivals. (Make it Vibrant)
-Invigorate passive and underutilized urban spaces (like alleys, parkette, empty
storefronts) as venues for community experiences and creative expression. Start by
activating our City Hall retail space for visual arts. (Make it Vibrant)
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services
Department
5 - 2
REPORT TO:Community and InfrastructureServices Committee
DATE OF MEETING:March 18, 2019
SUBMITTED BY:Cory Bluhm, Executive Director, Economic Development,
519-741-2200 ext. 7065
PREPARED BY:Karoline Varin, Program Administrator, Arts & Creative Industries,
519-741-2200 ext. 7912
WARD (S) INVOLVED:All
DATE OF REPORT:January20, 2019
REPORT NO.:DSD-19-042
SUBJECT: Artist-in-Residence Commission
___________________________________________________________________________
RECOMMENDATION:
-in-
Residence, Julie Sperling be approved; and further,
That the Mayor and Clerk be authorized to execute the Artist-in-Residence 2017
Commission Agreement with Julie Sperling ina form satisfactory to the City Solicitor.
BACKGROUND:
Since 1995, the Artist-in-Residence has customarily developed a proposal for a commissioned
Link: Learn more about the City of Kitchener's Artist in Residence program
These art works have been installed in the public areas of city hall and in various city-owned
facilities such as community centres. The works reflect the creative work done by the artist during
their term of appointment. The majority are two-dimensional works of painting, photography or
prints. There are a few sculptural works as well.
Julie Sperling was appointed by Council to be the 2017 Artist in Residence (CAO-17-006). Her
year-long residency was titled Climate in Pieces: From Art to Action. As part of the annual
program, a commission proposal can be considered by the Public Art Working Group as
described in this report.
REPORT:
Julie Sperling is a mosaicist who sees herself as camped out at the intersection of art,
environment, science, and policy. She believes that artists hold important roles as advocates,
activists, and change-makers. Since 2014, she has been creating an ongoing series of
mosaics with a focus on environmental sustainability.
mosaicist Artist-in-Residence and provided an opportunity for the community to learn about
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
6 - 1
this art form. By exploring the environment through art, the artist created a forum for the
community to talk about local initiatives such as transit, local food and storm water.
Through a series of workshops, residents were invited to come and learn about these topics
and then to commit to taking one simple action in their daily lives to help combat climate
change. To symbolize this commitment, Julie taught the workshop participants to make a small
mosaic tile illustrating the action they would take. There was a diverse selection of actions
presented, from hanging laundry to dry, to leaving the car at home once a week, eating more
local food, or making a rain garden. inal
project, : a large, triptych mosaic representing Kitchener
llective commitment to reducing their environmental footprint. Many of the
materials used in the artwork were donated, found or recycled. Julie hopes that those viewing
the artwork will be inspirited by the diverse commitments Kitchener residents have made in an
effort to reduce their negative impact on the environment. The triptych was displayed during a
month-long exhibition in December 2017, at the Berlin Tower Artspace at City Hall. It has
th
subsequently been displayed on the 6 floor of City Hall where visitors can appreciate its
connection to place and environment. The permanent location of Baseline will be at the
Kitchener Market, a busy public spaceensuring maximum visibility. The Kitchener Market is
an ideal location for this work, as the residency project and this artwork explores the impact of
food choices on sustainability and importance of local food systems.
The Public Art Working Group (PAWG) supported the acquisition of this commissioned work at
its meeting held on April 9, 2018
Advisory Committee (ACAC) for further support which it received February 19, 2019: as
follows: -in-
the delivery of core service.
FINANCIAL IMPLICATIONS:
The commission is funded through the existing Arts and Creative Industries budget. Specifically
the commission fee is $2000, funded by the Public Arts Trust Fund.
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting.
COLLABORATE The Artist in Residence program requires the artist to offer a program with
meaningful opportunities for community engagement. Julie took part in city events across
Kitchener, held public mosaic making demonstrations and workshops, delivered a lecture and
led community members on a bike tour to forage for materials to incorporate into the artwork.
Additionally, PAWG and ACAC provide oversight of the Artist in Residence program.
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services
Department
6 - 2
REPORT TO:Community and Infrastructure Services Committee
DATE OF MEETING:March 18, 2019
SUBMITTED BY:Gloria MacNeil, Director of By-law Enforcement,519-741-2200, ext.
7952
PREPARED BY:Gloria MacNeil, Director of By-law Enforcement,519-741-2200, ext.
7952
WARD (S) INVOLVED:Ward 1
DATE OF REPORT:February 26, 2019
REPORT NO.:CSD-19-006
SUBJECT: NOISE EXEMPTION REQUEST EVER AFTER MUSIC FESTIVAL
th
BINGEMANS JUNE 6, 7, 8, 92019
___________________________________________________________________________
RECOMMENDATION:
That an exemption to Chapter 450 (Noise) of the City of Kitchener Municipal Code be
granted for the Ever After Music Fest, to be held at Bingemans Center on June 6, 7, 8, and
9th, 2019, between the hours of 6pm and 11:00 PM on the Thursday evening, 1pm and
11pm on the Friday evening, 1pm 11pm on the Saturday evening and 1pm 9pm on the
Sunday evening. This exemption is subject to the following conditions, which, if not
complied with, will render the noise exemption null and void:
a)There shall be no offensive language, in the opinion of City staff, generated from
this music festival, audible in any adjacent residential neighbourhood. The event
organizers will ensure that there is an on-site contact person accessible to
correspond with City staff at all times during the event; and
b)The event organizers agree to respond accordingly to requests from City staff,
during the event, in order to address community concerns that may arise with
regard to the impact of noise heard within adjacent residential areas.
c)The maximum decibel level (dBA) audible from a residential area shall not exceed
55 dBA.
d)The event organizer will be responsible for the cost of a paid-duty Noise Officer, to
be assigned specifically to this event which shall be paid in full prior to the event.
BACKGROUND:
dance music is scheduled to be held at Bingemans Center, at 425 Bingemans Center Drive, on
th
June 6, 7, 8 and 9, 2019. This event will be held in an outdoor venue on the property and an
-
required.
7 - 1
REPORT:
As a result of complaints in previous years staff worked with Novus Environmental Inc. and
Beyond Oz Productions last year to conduct a review of noise and weather patterns during
previous years of the Ever After Music Festival. As a result of the review, several
recommendations were made and implemented which resulted in the 2018 event being a
success.
One of the recommendations was to drop the maximum decibel levels heard from 65dBA to
55dBA in any residential neighbourhood which closer aligned the sound levels with what would
be typical evening ambient sound levels in this area. Ambient sound levels are the background
noise levels without any contributing noise intrusions such as, traffic, music, etc. in the
neighbourhoods surrounding this event and normally range from 38dBA to 43dBA. Ambient
sound levels decrease into the evening as things start to quiet down, this is generally when
complaints are received because noise is more audible in the evening due to the quieter
background levels. This has been characteristic of complaints we have received during the Ever
After Music Festival in previous years. Staff are suggesting 55dBA continue to remain as the
maximum decibel level heard in a residential area.
Beyond Oz Productions also retained a new production company which uses the PK Sound
System, this system has the technology and capability to be adjusted in real time once it is
installed and allowed staff to work with engineers throughout the event to ensure any concerns
were being addressed immediately.
Beyond Oz Productions has indicated the potential attendance for the 2019 music festival to
exceed 30,000 people each day of the event and have begun engaging the appropriate agencies
relative to an event of this magnitude to ensure the safety and well-being of event patrons, as
The proposed setup for 2019 will be similar to last year and will be as follows:
There will be two stages
The main stage will be the largest and will host International Acts. It will be situated so
that it is directed (facing) North East, as has been done for the past 3 years where the
sound will travel through a large wooded and industrial area out towards the city limits.
The second stage location is the now permanent On the Grand Amphitheatre
The event organizers have once again engaged an industry leading acoustical
engineering company to manage the sound system. As part of the sound system design
they will be using the same system that was used in 2018 the PK Sound system which
has an advanced robotic line array and allows for real time 3D adjustments. The system
provides for better control of how the sound is dispersed over the crowd and allows
changes to be made to the projection of the sound in real time which allows the sound
engineers to respond to any concerns as they arise. Having said this, the nature of this
type of event, with recorded music, often results in the significant use of low bass tones
which are often difficult to contain and can be detected at a distance.
7 - 2
There will also be a silent concert club this year which will be in a designated area near
the amphitheatre, attendees will be able to listen to a DJ through headphones without any
noise being emitted or audible in the surrounding area. The silent concert will run through
the day and go until 1am.
It is important to note that meteorological conditions such as wind speed, wind direction,
temperature, humidity and temperature inversions can have a large effect on how sound is
propagated and there is a potential for an increase in complaints, especially from an outdoor
venue. The recommendation does pro
from residents and the cultural and economic benefits for both the promotors, as well as local
businesses.
As a result of the changes that were made in 2018 to help mitigate the impact of the music in
residential areas, staff noted there was a significant improvement in the noise levels and number
of complaints that were registered during this festival therefore, staff are recommending that
Council approve the conditions as outlined above which mirror what was approved for last years
event. The conditions relate to the potential for offensive language and the ability for staff to work
with event organizers, at the time, to address concerns raised from the community and to have
a paid duty Noise Officer assigned to this event, in order to monitor noise levels.
There are two significant changes to note for this years event, the first is it will begin on Thursday
th
June 6
th
Amphitheatre and the second is the Sunday night June 9 is set to end at 11pm.
Beyond Oz Productions has advised this event will go until 11pm this year on the Sunday
evening, however they have indicated that with the reduced decibel levels in the surrounding
neighbourhoods and the current sound level technology they are using that they do not anticipate
it will be problematic and will work with staff should complaints be received.
It should be noted that, should the noise exemption not be approved and assuming the event
still proceeds, or should staff receive complaints after 9pm on Sunday June 9, 2019, the event
organizers may be subject to legal action pursuant to Chapter 450 (Noise) if or when complaints
are received and City staff are able to determine sufficient evidence exists to substantiate a
violation of the Chapter.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achiev
the delivery of core service.
FINANCIAL IMPLICATIONS:
It is anticipated that the cost of a paid duty Noise Officer, for a period of 34 hours will be
approximately $1800. This cost will be billed to the event organizer.
7 - 3
COMMUNITY ENGAGEMENT:
The event organizers are responsible for ensuring that this event is communicated throughout
the community in advance of the event.
ACKNOWLEDGED BY: Michael May, Deputy CAO, Community Services Department
7 - 4
REPORT TO:Community and Infrastructure Services Committee
DATE OF MEETING:March 18, 2019
SUBMITTED BY:Saleh Saleh,Director of Revenue,519-741-2200 Ext 7346
PREPARED BY:Saleh Saleh,Director of Revenue,519-741-2200 Ext 7346
WARD (S) INVOLVED:ALL
DATE OF REPORT:January 14, 2019
REPORT NO.:FIN-19-012
SUBJECT: Water Leak Adjustment Policy
___________________________________________________________________________
RECOMMENDATION:
That the attached policy FIN-GRA-2014Water Leak Adjustment be approved.
BACKGROUND:
In response to customer feedback, staff are proposing that the City adopt a Water Leak
Adjustment policy to allow Kitchener Utility residential customers limited financial relief for high
water consumption due to leaks.
Possible reasons for water leaks include malfunctioning toilets, water softeners, leaking taps
inside or outside, reverse osmosis units, irrigation systems, and ruptured pipes on the
also provide an incentive for the customer
to fix any leaks that may have occurred.
REPORT:
The proposed policy is intended to provide limited financial relief to residential customers who
experience high consumption because of a water leak. This policy also supports water
conservation as it encourages customers to fix leaks due to plumbing failures. Other
municipalities have similar policies to provide financial relief and promote water conservation.
As a courtesy, the City currently sends out letters to residents when meter reads indicate higher
than normal consumption (approximately 2,250 letters sent in 2018). In situations where the
high consumption is deemed to be extreme, staff will also attempt to call the customer to advise
them of a suspected leak.
Customers are understandably frustrated and upset when they receive a high water bill. They
also feel that the City has little sympathy for the situation, as there is no offer to provide any relief
from a high water bill. Staff spend a considerable amount of time dealing with customers without
8 - 1
having the ability to offer some relief. To increase customer satisfaction and internal efficiency,
staff have developed a draft Water Leak Adjustment policy for consideration by Council.
Although the policy provides some financial relief, it still holds the customer accountable and
responsible to fix leaks in their home. The policy requires leaks to be repaired and a proof of
repair to be submitted to qualify for a leak adjustment credit.
This policy further allows a customer to appeal the recommended utility bill credit if they do not
agree with the credit amount.
Staff are also currently investigating options to detect water leaks quickly. These options include
attaching a consumption monitoring device to the water meter and reviewing the feasibility of
automated meter reading (AMR) using the existing street lighting infrastructure.
In relation to AMR, staff are looking to leverage the work by the Digital Kitchener Innovation Lab,
which includes a series of design thinking exercises to clarify expectations in order to maximize
any opportunities that AMR can provide. The Innovation Lab will play a key role in creating a
streetlight WiSun network, and create a number of tests to give deeper insight into this proposed
technology and reduce lesser known, or potentially challenging aspects of this hardware,
including (but not limited to):
The type and amount of data that can be produced from these units.
The reliability of the hardware, battery, radio and data in various scenarios.
Testing for accuracy and reliability.
Exploration of how the readings and data might be leveraged in more innovative or
machine learning capacities.
Identification of opportunities to improve the customer or staff experience though insight
or efficiency.
Staff will be bringing forward a report at a future date, which will provide an update on the work
currently being undertaken and will identify possible options for Council related to AMR.
In the short-term, to provide some financial relief from high water leaks for customers, it is
recommended that policy FIN-GRA-2014 Water Leak Adjustment be approved. Once approved,
staff will start putting together a formal process to accept applications under this policy starting
May 1, 2019. Further, it is expected that the policy would be in effect and applicable to customers
who have experienced leaks after January 1, 2019.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
tegic vision through
the delivery of core service.
8 - 2
FINANCIAL IMPLICATIONS:
It is anticipated that annual costs associated with this program will be approximately $50,000.
The adjustments will be covered within the water and sewer utility budgets based on actual costs
incurred
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting. The approved Water Leak Adjustment policy will also be
communicated to all customers through Kitchener Utilities website.
ACKNOWLEDGED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services
8 - 3
POLICY Policy No: FIN-GRA-2014
Approval Date: March 18, 2019
Policy Title: WATER LEAK
ADJUSTMENT
Reviewed Date: March 18, 2019
Policy Type: COUNCIL
Next Review Date: March 18, 2024
Category:Finance Reviewed Date:
Sub-Category: Grants, Rebates & Incentives
Last Amended:
Author: Director of Revenue
Replaces:
Dept/Div: Financial Services/Revenue
Division
Repealed:
Replaced by:
Related Policies, Procedures and/or Guidelines:
FIN-19-012
1.POLICY PURPOSE:
The purpose of this policy is to allow Kitchener Utilit residential customers
limited financial relief for high water consumption due to leaks.
Possible reasons for water leaks include malfunctioning toilets, water softeners,
leaking taps inside or outside, reverse osmosis units, irrigation systems, and
an incentive for the customer to fix any leaks that may have occurred.
2.DEFINITIONS:
- Properties classified as residential but not including properties with
multiple units serviced by a house meter.
Monthly - This equals an average of one-
consumption for the subject property divided over 12 months.
-
average monthly consumption and greater than 18 cubic meters.
8 - 4
3.SCOPEAND ELIGIBILITY:
a. Only residential water accounts qualify for adjustments under this policy.
b. The high water leak adjustment must be requested within 90 days following
the issue date of a high consumption bill.
c.
average monthly consumption and be greater than 18 cubic meters. The
average monthly consumption will be calculated based on a one-
consumption divided by 12 months.
d. To receive the leak adjustment the customer must show proof of repair
(example; repair invoice, statement of repair or receipt for parts)
e. The application for consideration under this policy requires the following:
i. A completed Leak Adjustment Request Form
ii. Proof of repair as stated above in
f. This policy does not apply to water usage due to filling a pool or spa,
irrigation system or other similar uses of water.
g. A customer is only eligible for one leak adjustment per year and two leak
adjustments over a 10-year timeframe per service address.
h. The property cannot be vacant or unattended during the timeframe when
the leak occurred.
i. Water loss due to theft, vandalism, or construction damage is not eligible
for an adjustment.
4.POLICY CONTENT:
OBJECTIVES
i. To facilitate an effective and efficient means to provide limited financial relief
to ratepayers.
ii. To encourage water conservation through timely repair of leaks.
GOVERNING PRINCIPLES
i. The City Treasurer may exercise discretion in furthering the objectives of
this policy.
ii. To outline a process, which will allow ratepayers to apply for limited financial
relief for high water consumption.
iii. At all times, the City should take reasonable care to respect and protect the
interest of the customer as well as that of the City, including the rights to
privacy and confidentiality.
8 - 5
MAXIMUM AMOUNT OF ADJUSTMENT
1. The billing adjustment is limited to a maximum of $1,000 and is calculated at
maximum two-month period.
2. Any adjustment will be calculated using the rates that were in effect at the time
of the high consumption.
SAMPLE ADJUSTMENT CREDIT CALCULATION
DISPUTE RESOLUTION PROCESS
1. If a customer does not qualify for an adjustment, they may file an appeal in
writing to the City of Kitchener within 30 days of being notified of the decision.
2. To qualify for the dispute resolution process;
a. The property must be residential.
8 - 6
b. The leak must have resulted in high consumption.
c. The customer must have done due diligence (for example; inspection
completed by a certified plumber) to repair the leak.
3. The Director of Revenue, the Director of Utilities and the Chief Financial Officer
have the final say in resolving any appeals. A decision is to be provided in
writing to the customer.
5.HISTORY OF POLICY CHANGES
Administrative Updates
No administrative history to date
Formal Amendments
2019-04-01 -As per Council resolution
8 - 7
REPORT TO:Community & Infrastructure Services Committee
DATE OF MEETING:March 18, 2019
SUBMITTED BY:Alain Pinard, Director of Planning
PREPARED BY:Brandon Sloan, Manager, Long Range & Policy Planning
519-741-2200 ext. 7648
WARD(S) INVOLVED:All Wards
DATE OF REPORT:March 7, 2019
REPORT NO.:DSD-19-047
SUBJECT:FCM/GMF Feasibility Study:
Municipal Tools for Catalyzing Net-Zero Energy Development
RECOMMENDATION:
FCM/GMF Feasibility Study: Municipal Tools for
Catalyzing Net-Zero Energy Development
interested stakeholders; and
That the results of the -
be used to conduct specific business cases,establish targets
and engage with landowners for one or more pilot projects for:
Areas undergoing significant redevelopment, such as the King/Victoria area
The planning of new communities or neighbourhoods
Other City-owned land that may be deemed surplus and available for development;
and further
That,through continuous improvement, the City refine its development review process
to allow for ease of implementation of net-zero energy development.
BACKGROUND:
Since 1984, the City of Kitchener adopted Official Plan policies regarding energy conservation
and generation related to its urban form (see attached Appendix A for the original policies).
Thirty-five years later, the feasibility of constructing a development that approaches or can
-(FCM) identified
that the building industry and et-Zero construction is one of the most powerful opportunities
to create environmental and economic benefit, and that municipalities should play a leadership
role in helping the industry to adapt to Net-Zero Energy construction.
In 2016, the City of Kitchener partnered with the Cities of London, Waterloo and Kingston on a
Feasibility Study that received a grant from FCM via the Green Municipal Fund. While there are
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
9 - 1
numerous examples of low energy or sustainable developments throughout the world, including
evolv1within Waterloo Region, it was important to understand more about the technologies,
financial -t
at the neighbourhood or large redevelopment scale. The scope of the Feasibility Study is in the
f greenhouse gas reduction/energy conservation/climate change.
What is Net ZeroEnergy Development?
Net-Zero Energy: -
produces all the energy it consumes on an annual basis, from on-site resources which are
renewable. The building / project may or may not be connected to a utility grid or energy
storage system. It will have means to generate energy on site, and it will have means to
access and use that energy over time not necessarily exactly when it was generated.
Net-Zero Energy Building: A building which produces as much energy (including
both electrical power and heat) as it consumes on a yearly basis.
Net-Zero Energy Community: A community which produces as much energy as it
consumes on a yearly basis. Some buildings may generate more energy than others,
but as a community, they will together offset their combined annual energy demand.
The in-progress development in the City of London shown in Figure 1, along with other
projects and municipal initiatives, inspired the preparation of a joint study to provide
municipalities with additional information and a tool-kit for catalyzing Net-Zero Energy
buildings and communities.
Figure 1: SiftonProperties Limited-The Future of Housing | West5(London, ON) www.West5.ca
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REPORT:
Feasibility Study
Over the past two years, a consultant team has compiled a significant amount of information
on the design strategies, practices employed by others, policies and programs, and financial
strategies related to this topic. A series of case-studies in each of the partnering
municipalities covered a range of contextual issues and resulted in a number of trends and
key findings. The concluding aspects of the study provide technical, financial and policy
directions for how a municipality can work towards Net-Zero Energy Development.
Appendix B to this report provides an Executive Summary of the in-depth, comprehensive
study and related appendices. Through the analysis of the case studies, this helped to
summarize the technologies that enable Net-Zero Energy at the community scale,
summarize the financial and incentive models that may be pertinent, analyze the challenges
that were encountered and resulted in a consolidation of findings and recommendations. The
preliminary results of the full study are posted at: https://s2etech.com/fcm-gmf/. The key
recommendations offered for municipalities include:
Benchmarking District Energy
Training Community Improvement Plan
Continuous Learning Celebrate
Consider Solar Right-to-Light
Implications for Kitchener
Currently, there is policy direction for more sustainable development, such as Net-Zero
Energy development. Governments are working to develop and adopt increasingly energy
efficient building requirements, with the goal that provinces and territories adopt -Zero
E.
The Net-Zero Energy Feasibility Study outlines the tools available for municipalities and
developers to pursue implementation at the neighbourhood scale. For the City of Kitchener,
two distinct case studies were examined a major, urban area redevelopment site within the
Innovation District and a greenfield demonstration site. The results provide guidance for what
technologies could be employed and what adjustments would be needed in order to get close
to or achieve Net-Zero Energy in both instances. Of interest is that there may be less
challenges within a new-build, greenfield context.
Given that there are prime opportunities, the City should pursue the next steps of
implementing the policy direction and feasibility study. Candidate locations include the
King/Victoria/Innovation District area, other major redevelopment sites such as the former
Schneiders/Maple Leaf Foods site, or new areas undergoing Secondary Plans such as
Hidden Valley and the new Southwest Kitchener Urban Area. Situations with single land
holders may be more challenging; however, with 3rd party energy provider/operators and
where the City owns land there may be greater potential for success. In addition to energy
efficiency, locations such as the Innovation District and surrounding sites would also be able
to achieve a greater degree of active transportation and transit use along with other measures
to be more sustainable.
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The Feasibility Study provides a sample Community Improvement Plan (CIP) as a
recommendation for municipalities to consider should financial incentive programs be a
desirable course of action until this type of development is more commonplace or required.
The existing City of Kitchener Energy and Water Efficiency for Land and Buildings CIP
(currently with no active, funded programs) was used as the model template for other
municipalities to consider.
Relation to Other Initiatives
projects,
provide policy basis and master plan direction to work towards more sustainable
development. This Feasibility Study now provides the City with the needed information about
the technologies, financial aspects and process issues. The environment and sustainability
continue to always be themes within surveys for community priorities and Strategic Plans.
Kitchener and its partner municipalities have an approved Community Climate Action Plan
and adopted a community GHG reduction target to 2050. The Region and local municipalities
also co-funded the implementation of the approved Community Energy Investment Strategy.
This Net-Zero Energy Feasibility Study aligns with these important climate change and
energy initiatives and moves the City closer to implementation.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Strategic Priority #4 Sustainable Environment and Infrastructure
Business Plan Project #NB13 Sustainable Development Feasibility Study
FINANCIAL IMPLICATIONS:
Fund and the partnership of the City of London, City of Kitchener, City of Waterloo, and City of
ies capital account.
COMMUNITY ENGAGEMENT:
INFORM This report will the
Committee meeting.
This study involved internal and inter-municipal collaboration.
Environmental Committee
A full presentation of this report was made to the February 21, 2019 Environmental Committee
meeting. There were a number of clarification questions and discussion points. In summary,
members expressed a high interest for this topic and desire for Kitchener to move forward with
development that can utilize more of the technologies discussed in the study. It was noted that
for larger intensification projects, some form of co-generation (district/distributed energy) system
would likely be needed. Although the staff recommendations identify moving forward with one
or more pilot projects, at least one member identified that this should be the standard for all
es. The Committee endorsed the staff recommendations
and made one additional recommendation:
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This is reasonable as it aligns with the lessons learned from the case studies that were
undertaken within the Feasibility Study and is similar to one of the current actions from the
Community Energy Investment Strategy implementation.
CONCLUSION:
Kitchener is fairly well-positioned to move towards more sustainable development, such as Net-
Zero Energy. Through this, and the implementation of the Community Energy Investment
Strategy, further engagement with the local utilities and the development industry is required to
consider the technologies, finances and logistics. Local energy independence and reducing
environmental impacts while still having positive economic development can help enhance
overall quality of life.
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services
ATTACHMENTS:
Appendix A Energy Policies (1977 Official Plan, as amended in 1984)
Appendix B Executive Summary FCM/GMF Feasibility Study: Municipal Tools for Catalyzing
Net-Zero Energy Development
Appendix C - Presentation
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APPENDIX BFCM/GMF Feasibility Study:
Municipal Tools for Catalyzing Net-Zero Energy Development
municipalities and developers alike. It is easier today than ever before to build communities which
provide all of their own energy needs and which leverage smart and sustainable design principles.
Most current planning and development processes within municipalities do not fully support the
implementation of such initiatives, which often involve technical and financial complexities that
can cause delays with the municipal approvals processes, and which thus become dis-incentives
against pursuing more sustainable construction.
To address this and related challenges, this study will look at eight different development projects
as case studies at diverse stages across four mid-sized growing cities in Ontario (two projects per
city), evaluating what would be necessary in order to enable the project to provide all of its own
energy on-site, by assessing three complementary and interdependent focusses:
Technical Feasibility: This study will look at different technologies used in advanced energy-
efficient buildings and communities and will assess which are feasible for widespread use today,
what types of projects each technology is best suited for, and what technologies can be used to
achieve net-zero energy performance in each of the eight chosen cases.
Financial Feasibility: This study will evaluate funding and incentive models which can be used
to offset the costs of including advanced technologies that help attain net-zero energy on the
neighbourhood / community scale.
Policy / Process Feasibility: This study will involve shadow-permitting discussions, where each
partner municipality will participate in a mock-trial approval process. Each project will be
conceptually redesigned to achieve net-zero energy, and the cities will be asked to assess and
contribute their understanding of what would be required for them to issue construction approvals
for the design concepts being studied. This will help to identify policy and process challenges
and proactive means by which those challenges may be resolved.
Interestingly, much of the challenge with building better is based on the assumption that this must
cost more. In reality, the technology markets (like solar PV and LED lighting) and the best-in-
class building programs (like ENERGY STAR, LEED, and others) have enjoyed tremendous
success over the past ten years, and costs are much more reasonable than they were previously.
This is likely to become even more true with the implementation of new climate action strategies
at the Federal and Provincial levels. However, these technologies and programs are still new to
city officials and developers, and it can be challenging to get a building permit for a building that
is innovative.
The eight project sites included in this study together represent a sufficiently diverse pool of cases
that they are generally representative of most of the development scenarios that municipalities
typically experience, and will therefore provide a highly transferrable and repeatable set of results
for use not only by the participating partners (who will of course benefit the most), but also for all
other Canadian municipalities.
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Results:
This report includes a series of case studies and appendices which:
1. Summarize the technologies that enable net-zero energy at the community or
neighbourhood level for various types of project sites, with some guidance about where
those technologies are best used and where they are not;
2. Summarize the financial and incentive models that have been used across Canada, with
comments on their relative strengths and weaknesses, and with comments about how
municipalities can provide cost effective incentives that maximize returns for the tax base,
while also maximizing effectiveness for the development industry;
3. Analyze the challenges encountered during the permit and approvals process for
advanced construction designs, and offer comment on proactive ways which municipalities
can reduce and eliminate as many barriers as possible, streamlining administrative
processes;
4. Consolidate the above findings into a template policy in the form of a Community
Improvement Plan (CIP) with accompanying enablement programs, which could be
adapted and adopted in part or in whole by any Canadian municipality, particularly those
in Ontario, and which would serve as a consolidated best-practice reference guide of
incentive programs that may be used to catalyze the development of net-zero energy smart
communities across Canada.
This study is intended to provide the development industry with municipal support that is effective.
It will help site owners to understand how to effectively and affordably make their developments
more sustainable, and will provide them with examples they may adapt to their own use. The eight
participating sites will be provided with practical support from s2e Technologies in identifying
which technologies and strategies will best enable their projects to pursue net-zero energy
performance, and the development industry in general will benefit from the generalized results of
the case studies. The eight participating projects will further benefit from process / policy support
from the participating municipalities, which should enable proactive resolution to challenges that
might otherwise be encountered during the permitting and approvals process.
Recommendations for Municipalities
The report offers several conclusions across technical / financial / process topics, and culminates
with a set of seven recommendations for municipalities to consider:
1. Benchmark: Assess the capabilities of your local industry. Identify key stakeholders
among builders, suppliers, non-profits and others who are respected local leaders,
innovators, and potential advisors to the municipality.
2. Training: After reviewing this report, especially chapters 3 and 4, consider what training
might be necessary for your municipal staff, and what topics might be most helpful for
them to understand better.
9 - 11
3. Continuous Learning: Adopt a formalized continuous learning program for municipal
staff. Capture lessons and experiences as they occur: consider scheduling periodic meetings
(perhaps quarterly) to discuss lessons and experiences from recent projects or activities.
Document them formally and adapt municipal process (as appropriate) in response.
first on these learnings and then perhaps on review of various technologies from chapter 3
of this report.
4. Consider implementing a Solar Right-To-Light bylaw to help reduce risk for developers
who are considering investing in solar systems on properties affected by potential nearby
redevelopment / intensification.
5. District Energy: Consider implementing any of the solutions in Appendix C: Enabling
Policy for District Energy, to proactively define a method by which district energy
proponents can participate in local energy markets.
6. CIP: Review the draft Community Improvement Plan included in Appendix D, including
all of the proposed programs attached to that plan. Adapt it for your local context and
implement the p
mindful of the observations and recommendations of section 4.7 starting on page 112 (eg:
about program stability, simplicity, target audience, setting reasonable expectations, etc.),
and of the strengths of your local industry (refer to recommendation 1 above on
benchmarking). Refine this draft CIP into something for use in your local municipality,
and then review with local stakeholders. Programs in this CIP do not need to be funded
immediately, and discussions of funding method should not delay a discussion on what
programs will be most helpful for your local municipality: separate those discussions into
two efforts and focus on getting the CIP adapted and adopted as quickly as possible. Then
follow up with budget discussions separately for the following fiscal year, to bring the CIP
into full force.
7. Celebrate: Establish a local marketing plan. Work with local stakeholders to determine
what level of publicity is appropriate for your local green building programs, and to identify
appropriate methods for recognition.
Municipalities who implement the recommendations of this study will be well positioned to help
the development industry transition towards net-zero energy construction, increasing local energy
independence, catalyzing local economic development, reducing environmental impact and
emissions, supporting environmental conservation, and enhancing quality of life.
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REPORT TO:Community and Infrastructure Services Committee
DATE OF MEETING:March 18, 2019
SUBMITTED BY:Greg St. Louis, Director, Utilities 519-741-2600 X4538
PREPARED BY:Parmi Takk, Utilities Engineer, 519-741-2600X4245
WARD(S) INVOLVED:Allexcept portion of Ward 3 not serviced by Natural Gas
DATE OF REPORT:March 4, 2019
REPORT NO.:INS-19-005
SUBJECT: Conditions of Service City of Kitchener Natural Gas
Distribution System
___________________________________________________________________________
RECOMMENDATION: THAT the Conditions of Service City of Kitchener Natural Gas
Distribution System document, be endorsed in principle.
EXECUTIVE SUMMARY:
The purpose of this report is to provide Council, as the owner of the natural gas distribution
system with the Conditions of Service Document, a public-facing document that informs
Kitchener Utilities (KU) customers of KU conditions and requirements when applying for a new
gas service as well as for continued natural gas service. This document is intended to assist
customers by providing a single source of information on new service installation and will allow
for a more consistent approach when servicing new and existing customers. It will also help
customers understand KUs servicing options as well as any costs that may be associated with
servicing.
BACKGROUND:
The Conditions of Service document was developed as a proactive initiative by KU to better
manage gas servicing questions from new and existing natural gas customers and contractors
(HVAC, developers, and builders). This is a central document that covers the major aspects of
the natural gas distribution utility from information about rates/fees, initiation of service,
maintenance of gas service/meter set, and customer service (account set-up, bill issuance and
payment). The Conditions of Service document will help KU provide service to KU customers
by providing readily available, consistent information.
As customers and contractors are requiring a higher level of service (an increased expectation
of immediate response) this document will provide them with the many answers that are
generally asked when inquiring about a new service or meter. In addition, many of the fees that
are required to be paid are discussed within the Conditions of Service and have also been
included in the 2019 User Fees. Providing the information upfront, prior to construction allows
customers to be prepared and aware of potential fees. When working with customers, this
document will provide staff with a consistent approach for the different servicing scenarios that
may arise.
10 - 1
This is a working document that may be revised as approved by the Director of Utilities. Any
major changes to this document will be communicated to Council.
REPORT:
The summary below is based on the general layout of the Conditions of Service Document.
Section 1 A summary of KU gas supply and delivery service area including a map
Section 2 A summary of the types of rates
Section 3 Initiation of service including main extension, new service installations, alteration or
relocation of existing gas service, location of meters and service regulators, multi-metering,
customer piping, delivery and use of gas, and inspection of new installation. As KU has seen
an increase in customers in built-up areas as customers demolish their current buildings for
either larger buildings or multi-residential buildings, this document will provide them with the
information they require to be re-serviced with gas. In addition, there has been an increase in
builders that are not local to the area and may not be familiar with Kitchener U
requirements; the Conditions of Service document provides them with the details for natural gas
servicing.
Section 4 Is a summary of KUs ongoing maintenance requirements for the service including
the services KU provides free of charge, the requirements for permanent access to the premises,
and meter exchange and testing.
Section 5 This section is related to customer service and includes establishing an account,
meter reading, bill issuance and payment.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
vision through
the delivery of core service.
FINANCIAL IMPLICATIONS:
User fees are per 2019 user fee schedule. If there are changes in the fees, these will be
communicated via the annual user fee review as part of the budget process.
COMMUNITY ENGAGEMENT:
INFORM The Conditions of Service document will be posted on the Kitchener Utilities Website
and will form part of the application process so customers are aware of their requirements when
applying for a new or change in service.
ACKNOWLEDGED BY: Denise McGoldrick, General Manager, Infrastructure Services
Department
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boe!uif!tjuf!jt!opu!sfbez!up!sfdfjwf!b!hbt!tfswjdf!bt!qfs!uif!sfrvjsfnfout!bcpwf
24
Uif!dpoufout!pg!uijt!epdvnfou!bsf!uif!joufmmfduvbm!qspqfsuz!pg!Ljudifofs!Vujmjujft!boe!dboopu!cf!sfqspevdfe!boe0ps!ejtusjcvufe!up!boz!joejwjevbm!ps!pshbojtbujpo!xjuipvu!uif!xsjuufo!bvuipsj{bujpo!pg!L
judifofs!Vujmjujft/
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10 - 15
!Eftjho!gff!gps!dpnqmfy!ps!jssfhvmbs!tfswjdft!sfrvjsjoh!b!eftjho<!uiftf!xjmm!hfofsbmmz!jodmvef;
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xjui!6!QTJ!efmjwfsz!jt!qspwjefe!jo!uif!gpmmpxjoh!ubcmf;
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6!qtj!qsfttvsf!efmjwfsz!opu!bwbjmbcmf/!Uif!mpbe!pg!uif!fnfshfodz!!
hfofsbups!jt!opu!jodmvefe!jo!uif!CUV!sfrvjsfnfou/
6!2-111
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2-111!cvu!mftt!
6
mpbe/!!Uifsf!xjmm!cf!b!dptu!gps!uif!nfufs!tfu/!Uif!mpbe!pg!uif!fnfshfodz!
uibo!4-611
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Upubm!dbmdvmbufe!mpbe!cbtfe!po!ifbu!tpvsdf!boe!xbufs!ifbujoh/!Bmm!!
6!4-611
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25
Uif!dpoufout!pg!uijt!epdvnfou!bsf!uif!joufmmfduvbm!qspqfsuz!pg!Ljudifofs!Vujmjujft!boe!dboopu!cf!sfqspevdfe!boe0ps!ejtusjcvufe!up!boz!joejwjevbm!ps!pshbojtbujpo!xjuipvu!uif!xsjuufo!bvuipsj{bujpo!pg!L
judifofs!Vujmjujft/
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4/3/4!Qsfttvsf!Efmjwfsz!Pqujpot
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Jg!bo!bmufsobuf!efmjwfsz!qsfttvsf!jt!sfrvjsfe-!qmfbtf!dpoubdu!LV!bu!62:.852.3711!y5937/
4/3/5!Tjuf!Sfrvjsfnfout!boe!Sftupsbujpo
LV!efufsnjoft!uif!mpdbujpo!pg!uif!tfswjdf!mjoft!boe!uif!sfrvjsfe!dmfbsbodf!)tff!Tfdujpo!4/5*-!xjui!uif!opsnbm!qpjou!!
pg!fousz!cfjoh!uispvhi!uif!xbmm!ofbsftu!up!uif!hbt!tvqqmz/!Uif!mpdbujpo!pg!uif!nfufst0sfhvmbupst!xjmm!cf!efufsnjofe!jo!
dppqfsbujpo!xjui!uif!bqqmjdbou/!Xifsf!gfbtjcmf-!uif!tfswjdf!nbz!cf!jotubmmfe!up!bddpnnpebuf!sfrvftut!nbef!cz!bo!
bqqmjdbou<!ipxfwfs-!bmm!bqqmjdbcmf!dpef!sfrvjsfnfout!bsf!up!cf!nfu/!Uif!dptut!bttpdjbufe!xjui!uiftf!beejujpobm!!
sfrvjsfnfout!xjmm!cf!jodmvefe!jo!b!gfbtjcjmjuz!bobmztjt!up!efufsnjof!jg!bo!BPD!jt!sfrvjsfe/!!
LV!epft!opu!bttvnf!pxofstijq-!sftqpotjcjmjuz!ps!nbjoufobodf!pg!qjqjoh!cfzpoe!uif!pvumfu!tjef!pg!uif!nfufs!tfu!!
)dvtupnfs!qjqjoh*/
Jg!bo!bqqmjdbou!sfrvjsft!qbsu!pg!uif!tfswjdf!ps!nbjo!up!cf!jotubmmfe!po!qspqfsuz!uibu!jt!opu!pxofe!cz!uif!dvtupnfs-!mboe!
sjhiut!)jo!uif!gpsn!pg!bo!fbtfnfou*!gspn!uif!qspqfsuz!pxofs!xjmm!cf!sfrvjsfe/!Uif!dptut!pg!pcubjojoh!tvdi!mboe!sjhiut!
sjhiut-!uijt!ibt!bo!jnqbdu!po!uif!ujnjoh!pg!uif!jotubmmbujpo!ps!xifuifs!uif!jotubmmbujpo!dbo!cf!dpnqmfufe/
LV!sftupsft!qspqfsuz!up!uif!bqqspyjnbuf!dpoejujpo!jo!xijdi!ju!xbt!gpvoe!cfgpsf!tubsujoh!pvs!dpotusvdujpo!xpsl<!ipxfwfs-!
boz!dpodsfuf!ps!btqibmu!sfnpwfe!up!gbdjmjubuf!uif!jotubmmbujpo!pg!uif!hbt!qjqf!xjmm!cf!uif!pxofst!sftqpotjcjmjuz!up!sftupsf-!
xjui!uif!fydfqujpo!pg!djuz!tjefxbmlt!boe!spbexbzt/!Uijt!jodmveft!qspqfsuz!uibu!jt!fydbwbufe!ps!nbz!cf!ejtsvqufe!evsjoh!
mbzjoh-!dpotusvdujoh-!sfqbjsjoh!ps!sfnpwjoh!pvs!gbdjmjujft/!Sftupsbujpo!dptut!gps!djuz0sfhjpobm!tjefxbmlt!boe!spbexbzt!!
bsf!jodmvefe!jo!uif!jotubmmbujpo!dptut!)boe!uif!BPD-!jg!sfrvjsfe*/
Uif!mpdbujpo!pg!uif!hbt!tfswjdf!nvtu!cf!jo!bo!bsfb!uibu!jt!sfbejmz!bddfttjcmf!up!qspwjef!vogfuufsfe!nbjoufobodf!ps!!
fnfshfodz!bddftt/
Uif!jotubmmbujpo!pg!uif!hbt!tfswjdf!dboopu!qspdffe!vomftt!qspqfs!bddftt!up!uif!qspqptfe!nfufs!mpdbujpo!gspn!uif!hbt!
nbjo!jt!qspwjefe<!gps!fybnqmf-!tdbggpmejoh!boe!csjdljoh!bdujwjujft!ibwf!up!cf!dpnqmfufe!boe!sfnpwfe!gspn!uif!bsfb!
cfgpsf!uif!tfswjdft!bsf!jotubmmfe/!Jg!dsfxt!npcjmj{f!up!uif!tjuf!boe!bsf!vobcmf!up!jotubmm!uif!hbt!tfswjdf!cfdbvtf!uifz!
dboopu!hfu!bddftt-!b!gff!nbz!bqqmz/!!
26
Uif!dpoufout!pg!uijt!epdvnfou!bsf!uif!joufmmfduvbm!qspqfsuz!pg!Ljudifofs!Vujmjujft!boe!dboopu!cf!sfqspevdfe!boe0ps!ejtusjcvufe!up!boz!joejwjevbm!ps!pshbojtbujpo!xjuipvu!uif!xsjuufo!bvuipsj{bujpo!pg!L
judifofs!Vujmjujft/
Sfwjtjpo!1/1!Dpouspm!Ovncfs!$DO.6!Nbsdi!7-!312:
10 - 17
!
!
uijt!mpdbujpo!nvtu!nffu!bmm!bqqmjdbcmf!dpef!sfrvjsfnfout/!Jg!uif!tjuf!jt!opu!xjuijo!uif!sfrvjsfe!hsbef-!ps!uif!nfufs!!
mpdbujpo!jt!opu!nbslfe-!ju!xjmm!cf!dpotjefsfe!uibu!uif!tjuf!jt!opu!sfbez!boe!dsfxt!nbz!mfbwf!uif!tjuf!boe!b!tjuf.opu.sfbez!
gff!nbz!bqqmz/
Dvtupnfst!bsf!opu!qfsnjuufe!up!dpnqmfuf!uifjs!pxo!fydbwbujpo!gps!uif!usfodi!jo!xijdi!uif!tfswjdf!mjof!jt!up!cf!jotubmmfe/
Hfofsbmmz-!ofx!hbt!tfswjdft!bsf!jotubmmfe!xijmf!uif!cvjmejoh!jt!tujmm!voefs!dpotusvdujpo-!podf!uif!nfufs!ibt!cffo!tfu-!!
ju!jt!uif!sftqpotjcjmjuz!pg!uif!pxofs!up!fotvsf!uif!nfufs!tfu!jt!qspufdufe!evsjoh!dpotusvdujpo!bdujwjujft/!!Jg!uif!nfufs!tfu!jt!
ebnbhfe!cz!uif!cvjmefs!ps!jut!tvc.dpousbdupst-!uif!pxofs!xjmm!cf!sftqpotjcmf!gps!bmm!dptut!bttpdjbufe!xjui!uif!sfqbjs!!
up!uif!nfufs!tfu/
4/4!Bmufsbujpo!ps!Sfmpdbujpo!pg!Fyjtujoh!Hbt!Tfswjdf
Bmufsbujpot!ps!tfswjdf!sfmpdbujpot!up!bo!fyjtujoh!hbt!tfswjdf!xjmm!cf!iboemfe!bt!gpmmpxt;
!Uif!dptu!pg!xpsl!epof!up!sfmpdbuf!fyjtujoh!tfswjdf0nfufs!tfu!tpmfmz!gps!uif!dpowfojfodf!pg!uif!dvtupnfs!xjmm!!
cf!dibshfe!up!uif!dvtupnfs/!!
!Jg!uif!dvtupnfs!sfrvjsft!uif!fyjtujoh!tfswjdf!up!cf!bcboepofe!boe!b!ofx!tfswjdf!jotubmmfe!)gps!fybnqmf-!!
efnpmjujpo!pg!fyjtujoh!cvjmejoh!boe!ofx!cvjmejoh!cvjmu*-!LV!dpoevdut!b!gvmm!gfbtjcjmjuz!bobmztjt!pg!bmm!uif!dptut!
bttpdjbufe!xjui!uif!jotubmm!boe!bcboeponfou!boe!dpnqbsf!uijt!up!uif!qbzcbdl!pg!uif!qspqptfe!hbt!vtbhf/!!
Uif!dvtupnfs!xjmm!cf!sfrvjsfe!up!qbz!uif!ejggfsfodf!jo!bo!BPD/!!
!Jg!b!dvtupnfs!xjtift!up!cvjme!b!gfodf!ps!jo!tpnfxbz!nblf!uif!nfufs!tfu!op!mpohfs!bddfttjcmf!up!LV!tubgg!ps!
nfufs!sfbefst-!uif!dvtupnfs!xjmm!cf!sfrvjsfe!up!qbz!61&!pg!uif!dptu!pg!sfmpdbujoh!uif!tfswjdf/
!Uif!dvtupnfs!dptut!boe!sfrvjsfnfout!mjtufe!jo!tfdujpo!4/3/3!bcpwf!gps!ofx!tfswjdft!xjmm!bmtp!bqqmz/
!Jg!xf!cfdpnf!bxbsf!pg!bo!jotubmmbujpo!uibu!op!mpohfs!nffut!dpef!sfrvjsfnfout!bt!b!sftvmu!pg!b!qspqfsuz!!
pxofs!bmufsjoh!uif!qspqfsuz-!xf!sftfswf!uif!sjhiu!up!nblf!dibohft!up!uif!hbt!tfswjdf!ps!nfufs!tvdi!uibu!ju!!
nffut!dvssfou!dpef!sfrvjsfnfout!xjui!b!gff!bttpdjbufe!xjui!uijt!xpsl/
27
Uif!dpoufout!pg!uijt!epdvnfou!bsf!uif!joufmmfduvbm!qspqfsuz!pg!Ljudifofs!Vujmjujft!boe!dboopu!cf!sfqspevdfe!boe0ps!ejtusjcvufe!up!boz!joejwjevbm!ps!pshbojtbujpo!xjuipvu!uif!xsjuufo!bvuipsj{bujpo!pg!L
judifofs!Vujmjujft/
Sfwjtjpo!1/1!Dpouspm!Ovncfs!$DO.6!Nbsdi!7-!312:
10 - 18
4/5!Nfufst!boe!Tfswjdf!Sfhvmbupst!Mpdbujpo
LV!xjmm!tvqqmz!uif!dvtupnfs!xjui!b!nfufs!pg!b!tj{f!boe!uzqf!uibu!xjmm!befrvbufmz!nfbtvsf!uif!hbt!tvqqmjfe!bu!uif!ujnf!!
pg!jotubmmbujpo!boe!nffut!Nfbtvsfnfou!Dbobeb!tuboebset/!Uif!nfufst!boe!sfhvmbupst!bsf!LVt!qspqfsuz/!Xf!dbo!jotqfdu-!
sfnpwf!ps!sfqmbdf!uiftf!bt!xf!effn!ofdfttbsz!ps!jo!bddpsebodf!xjui!bqqmjdbcmf!svmft-!sfhvmbujpot-!psejobodft-!ps!dpeft/!
Uiftf!efwjdft!tipvme!cf!bu!b!mpdbujpo!uibu!jt!sfbejmz!bddfttjcmf!bu!bmm!ujnft/
Uif!nfufs!tfu!)nfufs!boe!sfhvmbups*!xjmm!opu!cf!jotubmmfe!jo!mpdbujpot!uibu!epou!nffu!bqqmjdbcmf!sfhvmbupsz!boe!LV!!
!Gps!nfufst;!)j*!po!sppgupqt<!)jj*!voefs!boz!cbmdpojft-!pwfsiboht-!fud/!uibu!bsf!mftt!uibo!3/2n!)8!gu*!ijhi-!bcpwf!
tubjsxbzt<!)w*!vowfoujmbufe!bsfbt<!boe!)wj*!jobddfttjcmf!bsfbt!)gps!fybnqmf-!gfodft-!efdlt!boe!mboetdbqjoh*/
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dpncvtujpo!bjs!pqfojoh-!gsfti!bjs!joublf!ps!tpvsdf!pg!jhojujpo<!)jj*!xjuijo!uisff!nfusft!)21!gffu*!pg!b!!
nfdibojdbm!bjs!joublf/!Uif!sfhvmbups!mpdbujpo!nvtu!nffu!bmm!bqqmjdbcmf!dpef!sfrvjsfnfout/
!
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)jj*!xjuijo!uisff!nfusft!)21!gffu*!pg!boz!cvjmejoh!pqfojoh-!nfdibojdbm!bjs!joublf!boe!gsfti!bjs!joublf/
28
Uif!dpoufout!pg!uijt!epdvnfou!bsf!uif!joufmmfduvbm!qspqfsuz!pg!Ljudifofs!Vujmjujft!boe!dboopu!cf!sfqspevdfe!boe0ps!ejtusjcvufe!up!boz!joejwjevbm!ps!pshbojtbujpo!xjuipvu!uif!xsjuufo!bvuipsj{bujpo!pg!L
judifofs!Vujmjujft/
Sfwjtjpo!1/1!Dpouspm!Ovncfs!$DO.6!Nbsdi!7-!312:
10 - 19
Sftjefoujbm-!dpnnfsdjbm!boe!joevtusjbm!nfufst!xjmm!cf!mpdbufe!ofbs!b!cvjmejoh-!ubljoh!joup!dpotjefsbujpo!uif!gpmmpxjoh;
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Dvtupnfst!bsf!sftqpotjcmf!gps!qspufdujoh!bmm!nfufsjoh!boe!sfhvmbujoh!frvjqnfou!ofdfttbsz!jodmvejoh!epxotusfbn!qjqjoh!
gps!uif!tvqqmz!pg!hbt!boe!gps!lffqjoh!ju!bddfttjcmf!bu!bmm!ujnft-!jodmvejoh!gsff!pg!jdf!boe!topx/!Dvtupnfst!xjmm!cf!ifme!mjbcmf!
gps!boz!tvdi!mptt!ps!ebnbhf!cfzpoe!psejobsz!xfbs!boe!ufbs-!boe!jg!sfrvjsfe-!tibmm!qbz!vt!uif!dptu!pg!ofdfttbsz!sfqbjst!ps!
sfqmbdfnfout/!Uif!dptu!gps!qspufdujpo!pg!uif!nfufs!tfu!)vq!up!uif!pvumfu!pg!uif!nfufs!tfu*!xjmm!cf!jodmvefe!jo!uif!BPD/
Xf!bsf!opu!sftqpotjcmf!gps!ebnbhft!dbvtfe!cz!uif!gsff{joh!pg!xbufs!qjqft-!xbufs!ifbufst!boe!ipu!xbufs!tztufnt!jo!zpvs!
qsfnjtft-!vomftt!uif!ebnbhf!jt!b!ejsfdu!sftvmu!pg!pvs!ofhmjhfodf/
Uif!jotubmmbujpo!pg!b!hbt!nfufs!dboopu!qspdffe!vomftt!qspqfs!bddftt!up!uif!nfufs!mpdbujpo!jt!qspwjefe<!gps!fybnqmf-!!
tdbggpmejoh!boe!csjdljoh!bdujwjujft!ibwf!up!cf!dpnqmfufe!boe!sfnpwfe!gspn!uif!bsfb!qsjps!up!uif!nfufst!cfjoh!jotubmmfe/!
Cfgpsf!sfrvftujoh!b!nfufs-!qmfbtf!fotvsf!uibu!uif!hbt!qjqjoh-!nbojgpme-!bqqmjbodft!boe!uifsnptubu!ibwf!bmm!cffo!jotubmmfe<!
uif!izesp!jt!xpsljoh!)hbt!qjqjoh!jt!cpoefe*!boe!uif!qsfttvsf!uftu!ubh!jt!buubdife/!Uif!dvtupnfs!hbt!qjqjoh!nvtu!cf!hbt!
ujhiu<!b!nbopnfufs!uftu!xjmm!cf!qfsgpsnfe/!Xifo!jotubmmjoh!epxotusfbn!qjqjoh!ju!nvtu!bmjho!up!uif!ufnqmbuf!bwbjmbcmf!bu!uif!
LV!Pqfsbujpot!Dfoufs!bu!242!Hppesjdi!Es/!jo!Ljudifofs/!Jg!dsfxt!npcjmj{f!up!uif!tjuf!boe!bsf!vobcmf!up!jotubmm!uif!hbt!nfufs!
evf!up!boz!pof!pg!uif!bcpwf!sfrvjsfnfout!opu!cfjoh!nfu-!b!gff!nbz!bqqmz/
Bozpof!xip!jt!opu!bo!bvuipsj{fe!bhfou!pg!LV!tibmm!opu!cf!qfsnjuufe!up!dpoofdu!ps!ejtdpoofdu!pvs!nfufst-!sfhvmbupst!ps!!
hbvhft-!ps!jo!boz!xbz!bmufs!ps!joufsgfsf!xjui!pvs!nfufst-!sfhvmbupst!ps!hbvhft/
29
Uif!dpoufout!pg!uijt!epdvnfou!bsf!uif!joufmmfduvbm!qspqfsuz!pg!Ljudifofs!Vujmjujft!boe!dboopu!cf!sfqspevdfe!boe0ps!ejtusjcvufe!up!boz!joejwjevbm!ps!pshbojtbujpo!xjuipvu!uif!xsjuufo!bvuipsj{bujpo!pg!L
judifofs!Vujmjujft/
Sfwjtjpo!1/1!Dpouspm!Ovncfs!$DO.6!Nbsdi!7-!312:
10 - 20
4/6!Nvmuj.Nfufsjoh
Up!pcubjo!b!nvmuj.nfufs-!uif!qspqfsuz!pxofs!nvtu!pcubjo!uif!bqqspqsjbuf!cvjmejoh!qfsnju/!Bmm!epxotusfbn!qjqjoh!nvtu!cf!
ubhhfe!xjui!b!nfubm!fohsbwfe!ubh!jefoujgzjoh!uif!vojut!jo!psefs!up!nffu!dpef!sfrvjsfnfout/!B!esbxjoh!nvtu!cf!jodmvefe!xjui!
uif!bqqmjdbujpo!joejdbujoh!uif!voju!mbcfmmjoh/!
nbojgpme!gff!xjmm!bqqmz/!!!
Jmmfhbm!vojut!bsf!opu!fmjhjcmf!gps!beejujpobm!nfufst/!Pvs!qspdftt!jt!up!djsdvmbuf!sfrvftut!gps!beejujpobm!nfufst!up!uif!djuzt!
cvjmejoh!ejwjtjpo!gps!dpnnfou!po!uif!tubuvt!pg!vojut!bu!uif!qspqfsuz/!Dpnnfout!nbz!bmtp!cf!sfrvftufe!gspn!puifs!djuz!!
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2:
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judifofs!Vujmjujft/
Sfwjtjpo!1/1!Dpouspm!Ovncfs!$DO.6!Nbsdi!7-!312:
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4/7!Dvtupnfs!Qjqjoh
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31
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judifofs!Vujmjujft/
Sfwjtjpo!1/1!Dpouspm!Ovncfs!$DO.6!Nbsdi!7-!312:
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qsjps!up!hbt!cfjoh!jojujbmmz!jouspevdfe!up!b!cvjmejoh/
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32
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5/1!NBJOUFOBODF!PG!TFSWJDF
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33
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Sfwjtjpo!1/1!Dpouspm!Ovncfs!$DO.6!Nbsdi!7-!312:
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NFUFS!UFTUJOH
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34
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Sfwjtjpo!1/1!Dpouspm!Ovncfs!$DO.6!Nbsdi!7-!312:
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6/1!DVTUPNFS!BDDPVOUT
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35
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10 - 34
REPORT TO:Community & Infrastructure Services Committee
DATE OF MEETING:March 18, 2019
SUBMITTED BY:Kim Kugler, Director of Sport, Community Services,
519-741-2200 ext. 7544
PREPARED BY:Helena Foulds, Project Manager, Community Services,
519-741-2200ext. 7193
WARD (S) INVOLVED:All
DATE OF REPORT:March 7, 2019
REPORT NO.:CSD-19-007
SUBJECT: 2019 Leisure Facilities Master Plan
___________________________________________________________________________
RECOMMENDATION:
That the 2019 Leisure Facilities Master Plan (LFMP) attached as Appendix A to CSD-19
007be received; and,consideration of the recommendations be referred to future
departmental business planning and budget processes.
That the following list of indoor and outdoor leisure facilitiesthat have been prioritized
for development charge(DC)fundingbe approved and referred to the 2019 Development
Charge Study andby-law update for consideration ofspecificfunding allocationsand
timing:
Indoor Recreation FacilitiesOutdoor Recreation Facilities
Huron-Brigadoon community centre (CSD-18-089)
1. Indoor pool (RBJ Schlegel Park) 1. Trails
2. Indoor turf (RBJ Schlegel Park) 2. Sport fields (RBJ Schlegel Park)
3. Mill-Courtland community centre expansion 3. Neighbourhood parks and playgrounds
4. Rosenberg community centre 4. Sport fields (general)
5. Forest Heights community centre 5. City wide parks (Victoria Park, McLennan
expansion Park, Huron Natural Area, Kiwanis Park)
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
11 - 1
BACKGROUND:
In 2013, city council approved the Leisure Facilities Master Plan Update (CSD-13-082). The
original master plan, approved in 2005, is at the end of its 15-year implementation and a new
plan is required to ensure the City provides appropriate recreation programs, services and
facilities as Kitchener changes and grows. In order to keep a master plan relevant, it is necessary
to review changing trends, community demand, and facility usage, as well as take inventory of
existing infrastructure. This process ensures that long-term objectives and recommendations
related to recreation align with the
In addition, the 2019 LFMP plays an important role in the Development Charge Study and
by-law update (scheduled for consideration by city council on April 1, 2019).
REPORT:
Project Scope
The 2019 Leisure Facilities Master Plan (Appendix A) includes recommendations to support the
Cfacilities, programs and services. The LFMP
focuses on three primary areas:
Aging recreation infrastructure
Partnerships with school boards and public/private community partners
Funding models for recreation facilities and service delivery
In addition, the LFMP includes a prioritized list of indoor and outdoor recreation facilities which
staff are recommending be funded through development charges.
The scope of the 2019 LFMP did not include cemeteries, parks and trails. The Cycling and Trails
Master Plan initiated in 2019 will seek to inform priorities for investments in trail facilities in future
years and, through development of an Open Space Strategy in 2020, council will be able to
shape park, cemetery and open space priorities. Both plans will be informed by the 2019 LFMP,
particularly in respect to the significant public feedback around the importance of these facilities.
Project Governance
City of Kitchener staff led the 2019 Leisure Facilities Master Plan process over a 10-month
period. Staff formed a cross-divisional team to provide subject matter expertise from a number
of different disciplines, including data analysis, program and service delivery, facility construction
and maintenance, finance, operations, parks, and marketing and communications.
11 - 2
Process
The Leisure Facilities Master Plan was developed through a collaborative, data-driven approach
using a variety of tools and methods. The project included four phases: (1) stakeholder
assessment, (2) research and data analysis, (3) public engagement and (4) recommendation
formulation.
Phase one stakeholder assessment
Approximately 100 city staff, 10 city councillors and 20 sport and community user groups
(e.g. minor sport groups, neighbourhood associations) were included in the initial
stakeholder assessment through interviews, workshops and online feedback forms to
de (Appendix A section J). The
information collected from stakeholders was used to inform the public engagement survey
questions that were asked in phase three.
Phase two research and data analysis
from the Region of Waterloo and
the City of Kitchener GIS team was used to identify areas with significant projected
population growth, and to better understand Kitpopulation based on age and
ethnicity (Appendix A section 2).
Information related to national and provincial recreation trends was used to help staff
understand the future of recreation and leisure. The data also verified the patterns City
staff have experienced through programming, scheduling and facility maintenance and
utilization (Appendix A section 3).
Building condition assessments were completed on six indoor facilities to provide a high-
level condition analysis and project investment requirements over a 0-5 year and 6-10
year period for indoor recreation infrastructure (Appendix A section 4).
Facility usage data was analyzed by City staff to determine how effectively existing
facilities are utilized (Appendix A section 5).
Phase three public engagement
Approximately 1,700 people provided input on the 2019 LFMP. An eight-week public
engagement campaign called Have a Say Where You Play asked residents to share
orities for recreation
in the community. Approximately 1,400 surveys were completed (746 online and 654 in-
person). In addition, a street team visited each indoor recreation facility during prime
hours to meet with residents and collect feedback. Social media and marketing
campaigns were used to raise awareness about the survey (Appendix A section 7).
Phase four recommendations and facility prioritization
After extensive and very detailed review of all the data collected through the first three
phases, staff drafted the LFMP recommendations presented in Appendix A. The LFMP
recommendations are based on stakeholder input, public engagement, utilization rates of
existing facilities, demographic and trend data. Workshops were held with staff in each
11 - 3
area (arenas, aquatics, community centres, parks, sport fields and facilities management)
to ensure the recommendations are feasible and achievable.
Staff then prioritized a list of indoor and outdoor recreation facilities to be recommended
to city council for future development charge funding. The project team evaluated a list
of facilities, which was created based on previous commitments in the 10-year capital
forecast and new projects identified through research and public engagement.
Community Engagement
To ensure the recommendations and prioritized facility list for DC funding reflect the general
interests of the community, the project team undertook an extensive community engagement
process called Have a Say Where You Play. The detailed public engagement results are
available in Appendix A section 7.
The campaign encouraged residents to complete a survey, which was used as the primary
evaluation tool to gauge public preferences. The survey asked residents about their experiences
recreation facility priorities they would like the City to invest in.
Residents were asked to provide their postal code to ensure feedback was collected from
Kitchener residents who contribute to the tax base that fund recreation facilities and services.
Figure 1 is a heat map that shows each survey response based on postal code. Areas shaded
red and yellow indicate a high number of responses in a specific area. Areas shaded blue
indicate fewer responses. The significant amount of shading demonstrates that the responses
received were spread out across the city.
Figure 1: survey responses based on postal code distribution
11 - 4
The campaign ran from November 27, 2018 to January 25, 2019 and included the following
engagement tools:
INFORM
Emails and networking: City of Kitchener staff shared the online survey with their
networks via email and promoted the campaign to affiliated sport groups and other users
of City facilities.
Social media: social media was used to collect comments and votes on specific topics
using the polling tool. Social media was also used to promote upcoming events like the
public workshops.
Marketing and advertising: a mixed media campaign was used to promote public
engagement events and the online survey, including print ads Kitchener Life and Active
Kitchener, online ads through the Weather Network and Cineplex.com, radio ads and
media coverage through the Waterloo Record.
CONSULT
Engage Kitchener (online survey): The new Engage Kitchener tool included a detailed
landing page with a survey and map feature where residents could drop a pin on a facility
they like/love or think needs improvement. The platform also included an opportunity for
residents to share stories and ask questions. (www.engagewr.ca/play)
Street team: Staff visited every community centre, pool and arena, plus Budd Park, the
from
people while using a City of Kitchener recreation facility.
Ballot boxes and paper surveys: A ballot box and paper survey was placed at each
indoor City of Kitchener recreation facility.
Public workshops and meetings: Two public workshops were held on January 16 to
give the public an opportunity to talk with City staff and share feedback. The project team
attended several neighbourhood association and sport group meetings, as well as hosted
three focus group sessions in August 2018 for gymnasium, sport field and ball diamond
user groups.
11 - 5
The following chart includes an overview of the number of people engaged during the campaign.
1,398
total number of surveys completed
ONLINE PAPER & IN-PERSON
completed surveys 654 completed surveys
746
comments on the interactive facility 35 street team visits
321
map
aware visitors (visited at least one 24 ballot boxes at Kitchener facilities
2,300
page ) (see Appendix A section 7 for a full
list of facilities)
Summary of Key Findings
Although each group expressed unique needs, there were several common themes among user
groups, staff and residents. Appendix A includes the full list of key findings and supporting data.
The following major themes emerged from the research and analysis completed as part of the
Leisure Facilities Master Plan process:
a)Leisure services and facilities are highly valued by the community.
neighbourhood model, including community centres, parks and trails. When asked if
recreation facilities
rinks, outdoor courts, diamonds and sport fields).
b)Maintaining and investing in existing facilities is a top priority.
Aging parks, recreation and sport infrastructure is an issue faced by many municipalities
across Ontario, and Kitchener is no exception. With approximately 650 recreation assets,
the City is fortunate to have so many recreation facilities; however, this means significant
funding is required to maintain existing infrastructure. Further, some facilities require
improvements or re-investment to meet the changing needs of the community. For
example, improvements to change rooms and dressing rooms at pools and arenas was
one of the most common issues raised during public engagement. Further, 60 per cent of
survey respondents said they prefer that the City invest in existing infrastructure
compared to 40 per cent who said they prefer the City build new facilities.
c)Residents prefermulti-use facilities that offer several programs in one place.
There is a growing shift away from standalone recreation centres. Further, busy lifestyles
make it difficult for people to participate in recreation, especially when activities are
located at different facilities throughout the city. In the survey, residents noted a need for
multi-use facilities where a variety of programs can run at the same time to serve multiple
uses and generations.
11 - 6
d)Program offerings and availability play a critical role inability to
participate.
According to the survey, residents reported that inconvenient program schedules is the
top reason preventing them from participating in recreation programs. This data aligns
with the national trend that shows Canadians are less active than ever before due to lack
of free time, cost of participation and technology dependence. This has resulted in a need
for more unstructured and self-scheduled recreation so people can participate at a time
that best suits their lifestyle. This trend also explains the increase in drop-in gymnasium
sports at community centres.
e)Non-traditional funding sources are necessary to maintain existing facilities and
build new ones.
Ontario municipalities are facing the reality that development charges and tax-supported
funds do not cover the increasing costs of building and maintaining recreation facilities.
According to the Canadian Infrastructure Report Card, current reinvestment levels will
result in a decline of in sport and recreation facilities over time. The City needs to explore
alternative funding sources and partnerships for recreation facilities. Some examples of
alternate funding sources include public-private partnerships, sponsorship agreements
and special capital levies that are reinvested directly into recreation priorities.
f)Partnerships with school boards and private organizations are becoming
increasingly important.
There is a need to build strong partnerships and joint-use opportunities with school boards
and the private sector so the City can deliver innovative recreation services and facilities.
Many municipalities have engaged in public-private partnerships to help distribute the
cost of building and operating facilities.
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Recommendations
The 2019 LFMP includes 18 recommendations grouped into five main categories:
(1) existing leisure facility commitments,
(2) investing in, and maintaining existing infrastructure,
(3) future leisure facilities and initiatives,
(4) funding models and
(5) partnerships.
Section 1 Existing leisure facility commitments
In an effort to respond to the current and projected growth in aquatic activities over the next 10
1 years, the City should maintain its previous commitment to build an indoor aquatic centre at
RBJ Schlegel Park.
2 That the City maintain its commitment to build an indoor turf facility at RBJ Schlegel Park.
That the City maintain its previous commitments to build or enhance existing community
centres in the following neighbourhoods:
Huron Brigadoon (partnership with the WRDSB on Tartan Avenue)
3
Rosenberg
Mill-Courtland (expand existing centre)
Section 2 investing in, and maintaining existing recreation infrastructure
That a feasibility study/business case be completed to examine the possible expansion of the
Forest Heights Community Centre to provide additional space for City and community-led
4
programming that will serve the diverse needs of the area, including the older adult population
living in the northwest area of the city.
That the City develop a multi-year strategy to increase family change rooms at all aquatic
5
facilities and dressing rooms at all arenas to meet the need for fully accessible change areas.
That the City implement a multi-year plan to conduct comprehensive building condition
6 assessments, which include energy, accessibility and technology audits for all recreation
facilities and identify opportunities to minimize operating costs through sustainability efforts.
That the City create asset management plans for all of its recreation facilities, as well as a long-
7 term capital investment plan for those facilities, which clearly articulates the total asset life cycle
costs.
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Section 3 Future leisure facilities and initiatives
That the following prioritized list of growth related recreation facilities be referred to the 2019
Development Charge Study and by-law update for consideration of specific funding allocations
and timing:
INDOOR OUTDOOR
RECREATION FACILITIESRECREATION FACILITIES
8
Huron-Brigadoon Community Centre
1 Indoor pool (RBJ Schlegel Park) 1 Trails
2 Indoor turf (RBJ Schlegel Park) 2 Sport fields (RBJ Schlegel Park)
Mill-Courtland community centre expansion
3 3 Neighbourhood parks & playgrounds
Rosenberg community centre
4 4
Sport fields (general)
5 Forest Heights community centre 5
City-wide parks
expansion
That the City develop a strategy within 18 months for the future replacement of the Budd Park
9
sport campus.
In order to respond to the current and projected growth in activities requiring sports fields and
ball diamonds, over the next 10 years the City should:
increase the inventory of multi-use fields (up to four) by: (1) reviewing and updating
current scheduling, allocation, maintenance and user fee policies, (2) partnering with
school boards to improve condition and access to school fields, (3) lighting and irrigating
10 existing fields, (4) converting natural grass to artificial turf, and, if necessary, (5)
constructing new fields with appropriate infrastructure;
increase the inventory of ball diamonds (up to six) by: (1) reviewing and updating current
scheduling, allocation, maintenance and user fee policies, (2) partnering with school
boards to improve condition and access to school diamonds, and (3) lighting and
irrigating existing diamonds.
That the City conduct a detailed business case regarding the construction of a new arena in the
southwest portion of the city that includes a comprehensive ice demand study and a
11
decommissioning strategy for an existing arena, and makes a recommendation on the
appropriate timing and detailed costing of the new arena.
In an effort to complement existing neighbourhood association programming and increase
12
in community centres to respond to the growing diversity of needs within our neighbourhoods.
11 - 9
That the City conduct a demand study of outdoor court facilities, including a review of existing
13 court conditions and locations, to establish maintenance standards and joint use agreements
with school boards and neighbourhood associations.
Section 4 -funding models
That the City explore a variety of funding mechanisms, in addition to taxes and development
14
charges, to build and maintain recreation facilities across the city.
Section 5 Partnerships
That the City pursue a partnership with the private sector to redevelop the Rockway Centre into
-to-high density residential building that addresses the heritage value of the property
15 and includes a ground floor older adult/community centre (to be operated by the municipality
(CSD-13-051)
That the City conduct a comprehensive study of all indoor spaces in the downtown (private and
publically owned facilities) to identify opportunities to:
gain greater access to existing space for residents,
16
partner in the expansion of existing indoor space accessible by the community, and
partner in the creation of new indoor space that would be available to the public.
That the City, in partnership with the Waterloo District School Board, study the possibility of
17 renovating Cameron Heights pool to provide the City with increased access and full operation of
the pool during daytime hours.
That the City pursue a partnership with the school boards or other private partners to construct
18 a new gymnasium that is reflective of a "sport friendly" design with floor surfaces, dimensions
and ceiling heights that are appropriate for safe play.
11 - 10
Indoor and Outdoor Recreation Facility Priorities for Development Charge (DC) Funding
The Development Charges Act and its associated regulation allow municipalities to impose
development charges (DCs) to pay for growth-related capital costs to service new development.
Facilities eligible for DC funds include general services (libraries, fire protection, indoor
recreation, outdoor recreation, public works, parking, cemeteries and growth-related studies)
and engineered services (sanitary servicing, roads, water mains, storm/watercourse,
intensification allowance and engineering studies). Development charges cannot be used for
cultural/entertainment facilities, tourism facilities, parkland acquisition, hospitals and
headquarters for general administration (e.g. City Hall).
Staff proposed a prioritized list for growth-related indoor and outdoor recreation facilities as part
of this report. Factors such as existing/projected usage rates, estimated population growth,
existing facility coverage based on geography, and the all
The funding envelope for indoor and outdoor recreation facilities is capped based on a
calculation of historic service levels as required by DC legislation. This means there is a limit on
how much DC funding will be available over the next 10 years (the DC planning horizon) for
growth related indoor and outdoor recreation facilities. By approving a prioritized list of growth
related indoor and outdoor recreation facilities, city council is providing clear direction about
which facilities are most important and therefore most likely to receive DC funding. It is important
to stress that lower priorities may only be partially funded, or not funded at all, depending on the
choices council make during the DC process and subsequent budget discussions. As in the
past, staff will continue to explore alternative funding sources and partnerships, which could alter
the priority of recreation facilities as well.
The council approved indoor and outdoor recreation facilities list will be forwarded to the DC
process, and facilities will be slotted into the forecast based on having adequate projected DC
revenue collections.
One further consideration for the timing of projects through the DC process will be site servicing.
Some of the growth related facilities require infrastructure that is not currently in place (e.g.
water/sanitary servicing). Priority projects will not be budgeted for construction prior to the
required site servicing infrastructure being in place. This may cause a lower priority project to
proceed ahead of a higher priority project.
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Staff recommend that city council approve the following specific list of prioritized indoor and
outdoor leisure facilities for consideration as part of the DC Bylaw process:
INDOOR OUTDOOR
RECREATION FACILITIESRECREATION FACILITIES
Huron-Brigadoon Community Centre
1 Indoor pool (RBJ Schlegel Park) 1 Trails
2 Indoor turf (RBJ Schlegel Park) 2 Sport fields (RBJ Schlegel Park)
3 Mill-Courtland community centre expansion 3 Neighbourhood parks & playgrounds
4 4
Rosenberg community centre Sport fields (general)
5 5
Forest Heights community centre expansion City-wide parks
The following section provides an overview and
leisure facilities for DC funding.
Indoor Leisure Facilities:
Huron-Brigadoon Community Centre
The Huron-Brigadoon community centre will be a joint facility, including educational and
community services through a partnership with the Waterloo Region District School Board and
the EarlyON family and childcare centre. In June 2019, council directed staff to include the
Huron-Brigadoon community centre in the 2019 development charge background study and
2019 capital budget forecast (CSD-18-089). As outlined in report CSD-18-047, entering into a
partnership with the school board to build a joint facility would save the City up to $1.3 million.
Further, this joint facility would allow the City to leverage additional space (double gymnasiums)
for community use after school hours. As indicated in report CSD-18-089, the Huron-Brigadoon
previous direction to include the project in the 2019 Development Charge Study and capital
forecast.
During 2019 LFMP public consultation, residents said there are no available recreation facilities
in the southwest area of the city that offer indoor community and multi-purpose space. Further,
residents reported the need for a community-hub or multi-use model, which can be achieved
through a joint facility with the school board. The Huron-Brigadoon community centre will provide
a community space in the southwest, which is expected to grow by 28,787 residents by the year
2041.
11 - 12
1.Aquatic centre (RBJ Schlegel Park)
The 2005 LFMP recommended an aquatic facility in the southwest area of the city and it was
prioritized in the 2013 LFMP update. Once again, an indoor pool has risen to the top of the list
and was ranked as the number one indoor priority by residents and staff. Further, swimming and
water sports are the top indoor recreation activities among Kitchener residents according to the
public survey.
In addition, pools are operating at or near maximum capacity. According
to the utilization data in Figure 2, all pools are operating at more than 90% capacity with the
exception of the warm pool at Breithaupt. The warm pools are better utilized during the daytime
hours for senior and infant programming.
During public consultation, residents expressed a strong interest in a pool, specifically in the
southwest end of the city. An indoor aquatic facility was included in the previously completed
Master Plan for Schlegel Park.
Prime Time Pool Usage 2018
60120%
ЊЉАі
ЊЉЉі
ВВі
ВЎі
ВЌі
50100%
АВі
4080%
3060%
2040%
1020%
00%
Forest HeightsForest Heights 25mCameron Heights*Lyle HallmanBreithaupt warmBreithaupt 25m
warm
Total hours availableTotal hours booked%
Figure 2: pool utilization for prime time hours (weeknights 4 9:30 p.m. and weekends 8 a.m. 9 p.m.)
11 - 13
2.Indoor turf (RBJ Schlegel Park)
There is demand for an indoor turf facility to support the growth of soccer and indoor training
and development for other field sports, such as baseball and football. According to the 2019
LFMP public survey, an indoor turf facility was ranked as the third most important indoor
recreation priority by residents. The City has previously made a public commitment to an indoor
turf facility at RBJ Schlegel Park through the 2013 LFMP and funding is currently allocated in
the capital forecast. According to the utilization data in Figure 3, Budd Park is currently operating
at maximum capacity on the weekends with limited available space on weeknights.
Figure 3: Budd Park utilization for prime time hours
(Weeknights 5 to 8 p.m. and week ends 8 a.m. to 9 p.m.) October 1 to February 28
Budd Park Weekday Utilization
60086%
БЍіБЍі
84%
500
БЊі
82%
АЍі
40080%
78%
300
76%
20074%
72%
100
70%
068%
2015/162016/172017/182018/19
total hrs. availtotal hrs. booked%
Budd Park Weekend Usage
460106%
ЊЉЍі
104%
450
102%
ЊЉЉі
440
100%
430
ВАі
98%
420
ВЋі
96%
410
94%
400
92%
390
90%
380
88%
37086%
2015/162016/172017/182018/19
total hrs. availtotal hrs. booked%
11 - 14
3.Mill-Courtland Community Centre Expansion
The Mill-Courtland community centre currently has three active neighbourhood associations
and is the third smallest centre owned by the City. Figure 4 shows the C five smallest
community centres based on square footage.
Smallest Community Centres by sq. ft
the public domain with funds currently
allocated in the capital forecast. Furthermore,
Chandler Mowatt
conversations with the neighbourhood
associations and the development of a
Mill Courtland
business case for this expansion are already
underway.
Centreville Chicoppee
Mill-Courtland is on the outer edge of the
Bridgeport
downtown, and also serves neighbouring
communities like Rockway and Southdale,
Williamsburg
which means the centre serves a wide
demographic with varying interests. Mill-
02,0004,0006,0008,00010,00012,000
Courtland will continue to experience
programming and facility constraints as the
Figure 4: smallest community centres based on square footage
downtown area intensifies. An expansion to the
Mill-Courtland centre was recommended in the 2005 LFMP and has been delayed several times
based on competing funding needs.
4.Rosenberg community centre
An additional community centr
significant growth anticipated over the next 20 years. Table 1 shows that the southwest area of
Kitchener is expected to increase by 28,787 residents by 2041. The 3,000 square foot
Williamsburg Community Centre (which is leased) does not provide enough space to meet
current programming needs, and this challenge will continue as the population grows.
201620212026203120362041Future
Population
Growth
(2016 base year)
Downtown 32,307 34,095 36,338 38,476 40,495 42,543 32%
Northeast 27,113 28,162 29,287 30,199 30,883 31,956 18%
East 32,019 33,534 35,733 37,654 39,115 40,710 27%
Northwest 62,164 62,763 63,518 64,249 64,833 65,422 5%
Southwest 39,332 41,963 47,168 54,946 62,443 68,119 73%
Southeast 48,841 53,769 57,775 60,975 63,702 66,325 36%
Table 1: City of Kitchener population projection by LFMP study area
11 - 15
5.Forest Heights community centre expansion
Forest Heights community centre services the most populated area of the city, which contains
approximately 62,700 residents. Further, the northwest area of the city, has the highest number
of residents (21,594) over the age of 55 (see Figure 6). Although this area is already well
developed, surrounding areas like Ira Needles continue to grow and put pressure on the existing
centre. Increased pressure from surrounding neighbourhoods in the northwest corner of the city
suggest the Forest Heights community centre would benefit from additional space for the city
and community partners to deliver programs and services. The existing gymnasium space is
fully utilized for drop-in programs like basketball and pickleball, and outdoor amenities like the
courts and playground are well used by the community. An expansion to Forest Heights also
provide an opportunity to integrate age-friendly recreation amenities and programming offered
by the City and create a multi-purpose space in an area where a significant number of older
adults reside.
2028 Population Based on Age
4500
4135
4126
3998
4000
3476
3500
3000
2603
2500
1734
2000
1522
1500
1000
500
0
55 To 5960 To 6465 To 6970 To 7475 To 7980 To 8485 Or Older
North-WestSouth-EastNorth-EastSouth-WestEastDowntown
Figure 6: City of Kitchener population projection based on age, 2028
11 - 16
Outdoor Leisure Facilities
1.Trails
Community trails are highly valued and the most utilized recreation resource. The trail system
provides alternate transportation and recreational enjoyment, health and wellness benefits. Both
residents and staff ranked trails as the top outdoor recreation priority. Input from the 2019 LFMP
public consultation made it clear that trails are a critical part of recreation and leisure and align
with recreation preferences of the changing demographic. Specific trail requirements and
investments will be explored in the upcoming Cycling and Trails Master Plan, which is scheduled
to be completed by spring 2020.
2.Sport fields at RBJ Schlegel Park
The 2013 LFMP update recommended that the City move forward with sport fields at RBJ
Schlegel Park to accommodate growth in soccer and other field sports, such as field hockey,
cricket, football, Ultimate Frisbee and others. During the 2019 LFMP public consultation,
residents indicated that sport fields are the third most important outdoor recreation priority. Two
artificial turf fields, one natural multi-use field and one natural open space scheduled to open in
2020 at RBJ Schlegel Park. In addition to these fields, staff recommend maintaining the
commitment to the second phase of field development, which includes converting the natural
field to artificial turf and installing lighting and irrigation.
3.Neighbourhood parks and playgrounds
Neighbourhood parks are one of the most frequently used recreation resources. Staff and
residents rated neighbourhood parks as a high outdoor recreation priority because of the value
they bring to the surrounding community. Neighbourhood parks and playgrounds offer a low-
cost (free) recreation space to residents, are within walking distance of homes, promote
unstructured play and belonging, and are used by all ages. During the 2019 LFMP public
consultation, residents indicated the need for more age-friendly neighbourhood parks,
connectivity to trails and improvements to existing playground infrastructure to promote activity.
Specific park requirements and investments will be explored in the upcoming Parks and Open
Spaces Master Plan, which is scheduled to be completed in 2020.
4.Sport fields (general)
In addition to the fields at RBJ Schlegel Park, staff recommend increasing sport field inventory
by the equivalent of up to four fields over the next 10 years. To achieve this additional field
capacity, first staff will review the current scheduling, allocation, maintenance and user fee
policies and explore partnerships with the school board to increase available field hours.
Additional inventory could also be made available by lighting and irrigating existing fields.
5.City-wide parks
Similar to trails and
Park, Huron Natural Area and Kiwanis Park) are highly valued by the community. More
importantly, citywide parks are the most utilized recreation assets in Kitchener. More than 80%
of residents who completed the 2019 LFMP survey said they have visited a city-wide park in the
past 12 months. Parks provide low-cost (free) recreation space to residents, are connected
through the trails network and encourage health, fitness and well-being. Specific park
11 - 17
requirements and investments will be explored in the upcoming parks and open spaces master
plan.
Other Indoor and Outdoor Recreation Facility Priorities
The 2013 LFMP update prioritized two other recreation facilities (Rockway Centre and Grand
River Park) which are not included on the 2019 prioritized list of indoor and outdoor facilities.
Both initiatives remain a priority, and Rockway Centre and Grand River Park will advance without
DC funding over the next five years.
1.Grand River Park
The Grand River corridor is an important resource for the future development of the community
master plans since 1976. This area presents opportunities to create a linear corridor of open
space, parks and access points and related outdoor leisure and natural area resources. Staff
believe there are sufficient resources in place to advance the creation of this park over the next
five years.
2.Rockway centre
As previously directed by City Council, the preferred approach to redeveloping the Rockway
capital contribution to a new centre.
on this property would be funded through the value of the sale of the land as well as some
existing non-As a result, staff do not believe additional
DC funding is required for this project.
11 - 18
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Strategic Priority:
Safe and Thriving Neighbourhoods and Sustainable Environment and Infrastructure
Strategy:
3.5 Continue to encourage active participation in existing recreational facilities while moving
forward with the provision of new recreational opportunities in underserved areas.
Strategic Action: CS66 - 2019 Leisure Facilities Master Plan
FINANCIAL IMPLICATIONS:
Funding for the various leisure priorities will be discussed by council during the upcoming review
of the DC Bylaw, as well as future budget processes. The timing of specific facilities will depend
on availability of funding from sources such as development charges, property taxes and third
party partnerships.
Staff will present the development charge rates and funding scenarios on April 1, 2019.
In addition to the DC funded recreation priorities, the 2019 LFMP includes non-growth related facilities.
The City will look to other funding mechanisms, in addition to taxes and development charges, to build
and maintain recreation facilities across the city.
ACKNOWLEDGED BY: Michael May, DCAO, Community Services Department
11 - 19
11 - 20
City of Kitchener
Leisure Facilities Master Plan
March 2019
11 - 21
Acknowledgements
City of Kitchener Leisure Facilities Master Plan Project Team
Michael May Deputy CAO
Kim Kugler Director, Sport
Helena Foulds Project Manager, Community Services
Bob Cheyne Supervisor, Athletics
Alain Pinard Director, Planning
Ashley Purvis Sport Development Coordinator
Brian Bennett Manager, Business Development
Colleen Collins Manager, Corporate Communications and Marketing
Cynthia Fletcher Director, Facilities Management
Dan Ritz Supervisor, Design and Development
Debra Fagerdahl Manager, Financial Planning
Denise Keelan Manager, Aquatics
Eckhard Pastrik Manager, Maintenance Operations (parks, forests and trails)
Janette MacDonald Community Engagement Specialist
Jason Winter Director, Asset Management
Josh Joseph Supervisor, Neighourhood Development Office
Lynda Stewart Manager, Energy Management
Niall Lobley Director, Parks and Cemeteries
Mark Hildebrand Director, Neighbourhood Programs and Services
Paul Pickard Manager, AUD and Arenas
Steve Roth Manager, Community Centres
Tanya Cable Senior Financial Analyst
City of Kitchener Staff
Allyson Samms Facility Scheduler (AUD)
Beatrice Powell Project Manager, Facility Asset Management
Dianne Adams Manager, GIS
Jon Amsden Service Data Analyst
Leslie McMahon GIS Technician
Nancy Stienfield GIS Technician
Marianne Schilling Facility Scheduler (sport fields)
Rick Farwell Supervisor, Operations (sport fields)
*A special thank you to all City of Kitchener staff who attended workshops and information gathering
sessions.
Public Engagement Street Team
Brittany Ceccato Jillian Botting
Cameron MacDonald Laura McBride
Ceilidh Drysdale Marina Dosen
Eric Oosenberg Michelle DenOtter
Gina Markle Olivia Curtis
11 - 22
Citizens and Stakeholders
The City of Kitchener would like to thank the individuals and organizations who participated in the
development 2019 Leisure Facilities Master Plan (LFMP). Thank you for sharing your vision and ideas to
help shape a city committed to improving and sustaining the quality of life for all residents. Specifically,
the City would like to thank the representatives of the following organizations who contributed input
during the stakeholder consultation.
Boardwalk Neighbourhood Association KW Diving Club
Bridgeport Neighbourhood Association KW Gymnastics Club
Christian’s Men Slo Pitch KW Water Polo
City of Waterloo KW Youth Basketball Association
Conestoga College KW Speed Skating
Dinkel Power Skating Little Kickers
Downtown Neighbourhood Alliance Mayor’s Advisory Council for Kitchener Seniors
Forest Heights Community Association Inc. Mennonite Ladies Slo Pitch
Grand River Accessibility Advisory Committee Mill Courtland Neighbourhood Association
Huron Community Association Olde Berlin Town Neighbourhood Association
Ice Tech Skating Programs Pioneer Park Public School Skating Program
Kingsdale Neighbourhood Association Safe and Healthy Community Advisory Committee
Kitchener Co-Ed Slo Pitch TopSpin Table Tennis
Kitchener Fastball League Tri-City Soccer
Kitchener Minor Baseball Association Tri-City Outlaws Football
Kitchener Minor Girls Softball Association University of Waterloo
Kitchener Minor Hockey Association Waterloo Region Minor Football
Kitchener Soccer Club Waterloo Organization of Disc Sports
Kitchener Waterloo Oldtimers League Williamsburg Neighbourhood Association
Kitchener Waterloo Minor Lacrosse Association Wilfrid Laurier University
K-Town Skaters YMCA –Kitchener Waterloo
11 - 23
Table of Contents
Executive Summary ...........................................................................................................................................1
Key Findings........................................................................................................................................................3
1.0 The Role of Recreation and Leisure ..........................................................................................................7
1.1 Service delivery .........................................................................................................................................................................7
1.2 A framework for recreation in Kitchener ........................................................................................................................7
2.0 Demographic Profile.................................................................................................................................10
2.1 Key findings.............................................................................................................................................................................10
2.2 Methodology..........................................................................................................................................................................
10
2.3 City of Kitchener population growth projections..................................................................................................... 13
2.3.2 City of Kitchener population by age.....................................................................................................................14
2.3.3 Planning areas by age................................................................................................................................................. 14
2.3.4 City of Kitchener population by mother tongue language ......................................................................... 17
3.0 Recreation and Leisure Trends ................................................................................................................18
3.1 Key findings.............................................................................................................................................................................18
3.2 Lifestyle Trends ......................................................................................................................................................................
19
3.2.1 Participation....................................................................................................................................................................
19
3.2.2 Higher density living ................................................................................................................................................... 19
3.2.3 Aging population.......................................................................................................................................................... 20
3.2.4 Economic trends ........................................................................................................................................................... 20
3.2.5 Cultural representation .............................................................................................................................................. 20
3.2.6 Health and wellness..................................................................................................................................................... 20
3.2.7 Accessibility for persons with disabilities and inclusion................................................................................ 21
3.2.8 Active transportation .................................................................................................................................................. 21
3.3 Recreation and Sport Participation................................................................................................................................ 21
3.2.1 Field sports......................................................................................................................................................................21
3.3.2 Ice sports..........................................................................................................................................................................
22
3.3.3 Aquatics............................................................................................................................................................................
22
3.3.4 Individual and group fitness .................................................................................................................................... 23
3.3.5 Gymnasium and court sports .................................................................................................................................. 23
3.3.6 Wheeled action sports................................................................................................................................................ 23
3.4 Facilities Trends......................................................................................................................................................................
24
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3.4.1 Environmental design.................................................................................................................................................24
3.4.2 Aging Infrastructure .................................................................................................................................................... 24
3.4.3 Multi-use and multi-generational.......................................................................................................................... 25
3.4.4 Elite training and competition facilities...............................................................................................................25
3.5 Service delivery trends........................................................................................................................................................ 26
3.5.1 Municipal responsibilities.......................................................................................................................................... 26
3.5.2 Maximizing existing assets ....................................................................................................................................... 26
3.5.3 Partnership opportunities ......................................................................................................................................... 27
4.0 Recreation and Leisure Assets .................................................................................................................28
4.1.1 Key findings ....................................................................................................................................................................
29
5.0 Utilization and Participation Analysis ....................................................................................................31
5.1 Arenas and outdoor rinks..................................................................................................................................................31
5.1.1 Key findings ....................................................................................................................................................................
31
5.1.2 Inventory..........................................................................................................................................................................
31
5.1.3 Utilization.........................................................................................................................................................................
32
5.1.4 Analysis.............................................................................................................................................................................
35
5.1.5 Stakeholder input.........................................................................................................................................................35
5.2 Aquatic centres ......................................................................................................................................................................
37
5.2.1 Key findings ....................................................................................................................................................................
37
5.2.2 Inventory..........................................................................................................................................................................
37
5.2.3 Utilization.........................................................................................................................................................................
38
5.2.4 Analysis.............................................................................................................................................................................
40
5.2.5 Stakeholder input.........................................................................................................................................................43
5.3 Community Centres ............................................................................................................................................................. 44
5.3.1 Key findings ....................................................................................................................................................................
44
5.3.2 Inventory..........................................................................................................................................................................
44
4.3.3 Utilization ....................................................................................................................................................................
45
5.3.4 Analysis.............................................................................................................................................................................
46
5.3.5 Stakeholder input.........................................................................................................................................................46
5.4 Sport fields...............................................................................................................................................................................
48
5.4.1 Key findings ....................................................................................................................................................................
48
5.4.2 Inventory..........................................................................................................................................................................
49
5.4.3 Utilization.........................................................................................................................................................................
50
5.4.4 Analysis.............................................................................................................................................................................
52
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5.4.5 Stakeholder input.........................................................................................................................................................52
5.5 Ball Diamonds.........................................................................................................................................................................
53
5.5.1 Key Findings ...................................................................................................................................................................
53
5.5.2 Inventory..........................................................................................................................................................................
54
5.5.3 Utilization.........................................................................................................................................................................
55
5.5.4 Analysis.............................................................................................................................................................................
57
5.5.5 Stakeholder input.........................................................................................................................................................57
6.0 Financial Operations .................................................................................................................................58
6.1 Municipal funding tools ..................................................................................................................................................... 58
6.2 Capital forecast ......................................................................................................................................................................
61
6.3 Operating forecast................................................................................................................................................................
62
7.0 Public Engagement ...................................................................................................................................63
7.1 Key findings.............................................................................................................................................................................63
7.2 Methodology..........................................................................................................................................................................
63
7.3 Analysis .....................................................................................................................................................................................
65
7.3.1 Demographics................................................................................................................................................................ 65
7.3.2 Recreation preferences .............................................................................................................................................. 67
7.3.3 Facility usage..................................................................................................................................................................70
7.4 Funding priorities.............................................................................................................................................................72
8.0 Recommendations and Facility List ........................................................................................................74
8.1 Draft recommendations ..................................................................................................................................................... 74
8.2 Development charge recreation facility list................................................................................................................77
Appendix A .......................................................................................................................................................78
Appendix B........................................................................................................................................................79
Appendix C........................................................................................................................................................80
Appendix D .......................................................................................................................................................81
Appendix E........................................................................................................................................................82
Appendix F ........................................................................................................................................................83
Appendix G .......................................................................................................................................................84
Appendix H .......................................................................................................................................................85
Appendix I.........................................................................................................................................................87
Appendix J ........................................................................................................................................................88
Appendix K..................................................................................................................................................... 102
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Executive Summary
Kitchener has a reputation for thinking beyond today. In 1976, Kitchener was one of the first
2
This foresight and willingness to
municipalities in Ontario to develop a Parks and Recreation Master Plan.
push boundaries has resulted in a community with more recreation facilities, programs and partnerships
than other Canadian cities of similar size. Unlike previous Leisure Facilities Master Plans (LFMP) that have
focused primarily on building new infrastructure, the 2019 LFMP will also address the need to invest in
existing facilities, establish public/private partnerships, and review funding models for future investments.
This report offers insights into trends affecting the delivery of recreation services in Kitchener. The report
also highlights demographic changes and growth, utilization of existing facilities and input from key
stakeholder groups and the public. This report should be reviewed and considered as part of the decision
making process related to the 2019 Leisure Facilities Master Plan.
A cross-functional and collaborative approach was used to gather and analyze data included in this
report. Interestingly, the key findings and challenges were common across many sectors of recreation
and leisure at the City of Kitchener.
The following major themes emerged from the research and analysis completed as part of the Leisure
Facilities Master Plan process:
It is clear that the community values Kitchener’s existing recreation facilities and unique
neighbourhood model, including community centres, parks and trails. When asked if recreation
facilities meet, exceed or do not meet expectations, residents said “meet expectations” in all facility
categories (arenas, pools, community centres, parks, trails, rinks, outdoor courts, diamonds and sport
fields).
Aging parks, recreation and sport infrastructure is an issue faced by many municipalities across
Ontario, and Kitchener is no exception. With approximately 650 recreation assets, the City is
fortunate to have so many recreation facilities; however, this means significant funding is required to
maintain existing infrastructure. Further, some facilities require improvements or re-investment to
meet the changing needs of the community. For example, improvements to change rooms and
dressing rooms at pools and arenas was one of the most common issues raised during public
engagement. Further, 60 per cent of survey respondents said they prefer that the City invest in
existing infrastructure compared to 40 per cent who said they prefer the City build new facilities.
c)
There is a growing shift away from standalone recreation centres. Further, busy lifestyles make it
difficult for people to participate in recreation, especially when activities are located at different
facilities throughout the city. In the survey, residents noted a need for multi-use facilities where a
variety of programs can run at the same time to serve multiple uses and generations.
d)
According to the survey, residents reported that inconvenient program schedules is the top reason
preventing them from participating in recreation programs. This data aligns with the national trend
that shows Canadians are less active than ever before due to lack of free time, cost of participation
2
City of Kitchener. (2013). Leisure Facilities Master Plan Update Research Report. Kitchener, ON: F.J. Galloway
Management and Planning Consultants.
1
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and technology dependence. This has resulted in a need for more unstructured and self-scheduled
recreation so people can participate at a time that best suits their lifestyle. This trend also explains
the increase in drop-in gymnasium sports at community centres and significant fluctuations in
organized minor sport groups.
e)
Ontario municipalities are facing the reality that development charges and tax-supported funds do
not cover the increasing costs of building and maintaining recreation facilities. According to the
Canadian Infrastructure Report Card, current reinvestment levels will result in a decline in sport and
recreation facilities over time. The City needs to explore alternative funding sources and partnerships
for recreation facilities. Some examples of alternate funding sources include public-private
partnerships, sponsorship agreements and special capital levies.
f)
There is a need to build strong partnerships and joint-use opportunities with school boards and the
private sector so the City can deliver innovative recreation services and facilities. Many municipalities
have engaged in public-private partnerships to help distribute the cost of building and operating
facilities.
2
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Key Findings
Demographics
1. The City of Kitchener will grow by 15.6% over the next 15 years from 241,800 to 286,500
residents.
2. The fastest growing areas of the City include the southwest, downtown and southeast. The
southwest will grow at the fastest rate or 28,787 residents and almost double its total population
by 2041. The downtown core is expected to grow by 10,236 residents and the southeast will
grow by17,484 residents by 2041.
3. Kitchener is a relatively young community with the average age of 39.65 in 2018,increasing to
41.3 years old by 2028. Further, each neighbourhood demonstrates unique age trends. The
southwest has a high number of young families. The downtown area has more young adults than
other areas and the northwest and southeast have a high number of adults in the 55 to 75+ age
group.
4. Kitchener is a diverse community with residents from a wide range ofcultural backgrounds and
ethnicities. Aside from English and French, European languages remain the most common in
Kitchener; however, Middle Eastern languages like Arabic and Punjabi are becoming more
popular in the southwest and east areas of the City.
Trends
1. Canadians are less active due to several factors including lack of free time, increased
participation costs and technology dependence. This has resulted in the need for more
unstructured and self-scheduled recreation so Canadians can participate at a time that best suits
their lifestyle. This trend has caused many minor sport registrations to fluctuate,making it
difficult to plan for future use and facility needs.
2. There is an increasing demand for new and innovative ways to provide recreation services and
facilities, resulting in the need to build strong partnerships and joint-use opportunities with the
private sector and school boards. Many municipalities have engaged in public-private
partnerships to help distribute facilities and operations across the City.
3. Regional participation in competitive level sport is a growing trend. Canadians have demonstrated
a willingness to travel to specialized, higher quality facilities, which may result in sharing and
coordinating recreation efforts across neighbouring municipalities.
4. There is a growing shift away from standalone senior centres. Many older adults in the 55 to 69
age group prefer multi-generational facilities that do not label them as “seniors.”
5. The “community-hub” model is becoming a popular method to ensure recreation facilities serve
multiple uses and generations. For example, one family member can play hockey while another
attends a fitness class.
6. Outdoor recreation is following a new design model where playgrounds are replaced with unique
play features, including barrier free components, pathways through parks and braille signage.
7. At the national and provincial level, soccer and baseball/softball remain the most popular field
sports and continue to exhibit growth, which aligns with trends reported by City of Kitchener
affiliated sport groups.
8. Trends show that hockey registration is declining across the country due to increases in costs,
safety concerns, the aging population and a shift in recreation preferences to other sports.
9. All municipalities across Ontario are facing a significant funding gap when it comes to aging
recreation infrastructure. Municipalities must prioritize reinvestment activities with other civic
infrastructure like roads and sewers.
3
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10.Volunteerism is declining across the province, which poses a threat to recreation and sport
groups who rely on dedicated volunteers. Municipalities need to recruit and retain dedicated
volunteers in order to deliver recreation programing.
1. Kitchener is fortunate to have more community centres compared to other Canadian
municipalities of similar size. However, significant financial investment will be required over a 10-
year period to maintain the existing inventory. More work needs to be done to accurately
determine the required funding to keep the City’s recreation facilities in good condition.
2. There is a growing need to create a multi-year plan to conduct comprehensive building condition
assessments for all indoor recreation and leisure facilities. These assessments should include
energy, accessibility and technology audits.
3. Understanding total life cycle costs is critical when re-investing in existing facilities or developing
new facilities. Asset management plans and a long-term capital investment plan for recreation
and leisure will help identify total asset life cycle costs.
1. All ice pads, except the Sportsworld Gay Lea pad due to Victus Academy, have available ice time
during non-prime hours (Monday to Friday from 7 a.m. to 5 p.m.).
2. All arenas have been operating at nearly 80% during the prime time hours (weeknights and
weekends) for the past three years. There was a slight decline in prime time usage during the
2017/2018 season; however, usage is above 85% at all ice pads.
3. According to staff scheduling records, there isnot a significant change in who is using ice time or
how many hours they require; however, the demand for prime ice time has increased because
players prefer to play on weeknights between 5 p.m. and 9 p.m. or Saturdays.
4. Accessibility and size of dressing rooms is the top challenge reported by users and staff. Dressing
rooms do not currently meet accessibility and inclusion standards. Change room facilities at Lions
and Don McLaren are small compared to other facilities.
1. All aquatic facilities are operating at a capacity of 90% or greater during prime time hours in the
summer and school year seasons.
2. All facilities are operating a minimum of 65% capacity during non-prime hours, with some sport
group rental and registered programs scheduled as early as 5:30 a.m.
3. Lack of family and accessible change rooms is a common challenge reported by users and staff.
Family change areas are not large enough and do not meet accessibility and inclusion standards.
4. According to the online survey, swimming and water sports are the most popular recreation
activities among Kitchener residents. Approximately 70% of residents have visited an indoor pool
within the past 12 months, and residents ranked an indoor pool as the third priority (next to
parks and trails).
4
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1. Community centre gymnasiums are operating at a minimum of 80% capacity and there is a clear
need for additional gymnasium space and/or available hours.
2. Larger spaces tend to be used more frequently than smaller program rooms and areas with
specific design requirements like dance and preschool rooms are used less often due to design
constraints.
3. Community centre utilization tends to increase during the summer months when the City takes
on a larger role in direct programming. This may offer an opportunity to increase usage at
existing centres while also meeting the diverse needs beyond traditional recreation programming.
4. Evenings tend to be the busiest time across most community centres with gymnasium drop-in
programs being very popular among youth. There is additional capacity available on the
weekends when most community centres are underutilized.
1. Ball diamond rentals show stable usage over the past six seasons and growth in adult and minor
leagues is expected over the next few years as field sports become more popular.
2. The City of Kitchener asked the Kitchener Minor Ball Association and other affiliated groups to
restrict growth in the 2017 and 2018 seasons. During this time, the City has been working to
light existing diamonds to increase inventory and accommodate the increased diamond usage.
Sport groups have a desire to grow their programming, which means the City needs to find a
solution as the demand for diamonds continues.
3. A1 diamonds account for 40% of all rentals followed by B1 diamonds at 31%. Stakeholders
expressed significant demand for additional A1 diamonds to accommodate increased competitive
play.
4. The top 10 diamond rentals are all part of multi-diamond facilities, which allows users to deliver
programs in a central location.
5. Stakeholders reported diamonds and fields are of high quality and well maintained. However,
there is a need to upgrade supporting amenities for safety purposes, including fencing,
backstops, dugouts, parking, etc.
1. Sport field rentals for 2018 reached an 86% utilization rate, which is a 13% increase from 2015.
2. B level fields have the highest utilization rate, which is likely due to the number of available fields
and rental costs.
3. When full sized fields are used for micro, mini and 9V9 play there are significant maintenance
and operations factors related to the increased wear and tear on fields and the surrounding
facilities (i.e. parking, washrooms, nearby neighbourhoods). A sport field allocation policy should
be considered to address the increased usage and appropriate programming of fields.
4. Residents ranked sport fields among the top five priorities the City should focus on the next 10 to
15 years. There were over 255 comments related to fields; 198 were related to the need for
additional fields and 16 were related to improving existing fields. Further, 58% of residents said
they have used an outdoor field within the past 12 months.
5
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1. Sixty per cent of residents reported that the City should invest in existing infrastructure compared
to 40% who said the City should build new recreation facilities.
2. When asked if recreation facilities meet, exceed or do not meet expectations, residents said
“meet expectations” in all facility categories.
3. Residents said the top three reasons the City should invest in recreation are: (1) there ishigh
community demand, (2) an existing facility requires maintenance, repair or improvement and (3)
the cost of participating will be more affordable.
4. Residents identified trails, neighbourhood parks and playgrounds, indoor pools, arenas and sport
fields as the top five recreation priorities the City should invest in over the next 10 to 15 years.
5. Inconvenient program schedules is the top reason residents do not participate in recreation
activities. Lack of available facility space and the cost of participation are also common challenges
that limit people from participation.
6. Parks and trails, including neighbourhood parks, are the most frequently used recreation
amenities followed by indoor and outdoor pools, community centres and sport fields.
7. The need for recreation complexes or multi-use facilities was a strong theme that emerged
through public consultation. Many residents expressed the need for a facility that offers activities
for the whole family and allows for more convenient scheduling.
6
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1.0The Role of Recreation and Leisure
Kitchener has a longstanding reputation for building a caring community that encourages well-being.
Recreation and leisure provide afoundation for healthy and vibrant neighbourhoods through
opportunities to build relationships, stay active and develop strong sense of belonging in the community.
The Canadian Parks and Recreation Association identifies municipalities as a key contributor to the
delivery of recreation services and programming stating that, “local government is the primary supplier of
3
direct recreation services”.The City of Kitchener recognizes the importance of affordable and accessible
recreational programming and is committed to the well-being of the community.
In 2017, the City of Kitchener established a Corporate Recreation and Leisure Steering Committee to
demonstrate its commitment to accessible recreation and lead the development of the 2019 Leisure
Facilities Master Plan. This committee includes subject matter experts and senior management who are
responsible for planning and delivering core recreation and leisure services.
1.1 Service delivery
The City’s role in delivering services includes:
-planning, developing and maintaining parks, open spaces and outdoor facilities.
-planning, developing and maintaining leisure facilities, including arenas, pools, community
centres, pavilions, etc.
-delivering programs in recreation facilities that meet the needs of the community.
-administering and monitoring major community investment grant programs and affiliation
agreements with minor sport and neighbourhood associations.
-volunteer recognition and other administrative and developmental support to community service
providers and groups.
-leisure education, volunteer support, marketing, communications and support for
inclusion/accessibility and other specialized services.
-planning and strategy development along with administrative and management services.
1.2 A framework for recreation in Kitchener
The wasdeveloped in 2015 as a joint initiative between the
Canadian Parks and Recreation Association and the Interprovincial Sport and Recreation Council. The
provincial and federal governments support this document and encourage municipalities to use the
framework as a tool for reflection, discussion and the development of action plans.
In fall 2018, the City of Kitchener Corporate Recreation and Leisure Steering Committee adapted the
to reflect the valuesand goals of Kitchener. The revised framework
is an internal tool intended to guide staff through the decision making process when prioritizing
recreation projects and investments. This framework includes avision, values, operating principles and
goals to help staff find a common way of thinking about recreation. The framework also provides
guidance on how the City of Kitchener will work with residents to ensure the well-being of individuals,
communities and our natural and built environments.
3
Canadian Parks and Recreation Association/Interprovincial Sport and Recreation Council (February 2015). A Framework for
Recreation in Canada – 2015 to Well-being. Ottawa: Canadian Recreation and Parks Association. 40 pages. www.lin.ca
4
Canadian Parks and Recreation Association/Interprovincial Sport and Recreation Council (February 2015). A Framework for
Recreation in Canada – 2015 to Well-being. Ottawa: Canadian Recreation and Parks Association. 40 pages. www.lin.ca
7
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Partners in Recreation and Leisure
The City of Kitchener works with many community partners, volunteers and organizations across
Waterloo Region to deliver relevant and affordable programs. The City counts on these strong
partnerships to ensure residents have access to a wide variety of services that are delivered in the most
effective and efficient way.
Partnerships play a key role in recreation service delivery and Kitchener is fortunate to work alongside
organizations that recognize the value of recreation. Some of Kitchener’s partners involved in recreation
program delivery include:
-Affiliated sport groups
-Conestoga College
-Neighbourhood Associations
-University of Waterloo
-Waterloo Region Catholic District School Board
-Waterloo Region District School Board
-Wilfrid Laurier University
-YMCA –Kitchener Waterloo
8
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A Framework for Recreation in Kitchener
Recreation is the experience that results from freely chosen participation in physical,
social, educational, creative and spiritual pursuits that enhance individual and community well-being.
VISION
Everyone is engaged in meaningful, accessible recreation experiences that fosters:
Individual well-being | Community well-being|Well-being of natural and built environments
VALUES
Lifelong Participation | Access for All | Sustainability
OPERATING PRINCIPLES
Sustainability | Partnerships | Innovation | Community Engagement | Transparency
GOALS
Sustainable Environments,
Lifelong Participation Access for All
Infrastructure & Partnerships
Support lifelong participation in Encourage equitable and safe Re-invest in existing
physical and social activities from participation in recreation, infrastructure and use spaces for
early childhood through to old regardless of age, culture, multiple purposes to ensure
age. Encourage structured and socioeconomic status, race, financial and environmental
unstructured activities to reduce gender, ability, sexual orientation sustainability.
sedentary behaviors, increase Indigenous status or geographic
Build for the future by
physical literacy and build strong location.
incorporating sustainable
communities.
Work with residents to understand
practices and aligning community
Integrate social, physical,
the needs of the community and initiatives through partnerships
educational and cultural spaces ensure affordable, neighbourhood-and collaboration.
for lifelong individual and based programs and services.
community well-being and
belonging.
9
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2.0 Demographic Profile
This section provides an overview of Kitchener’s demographic profile to demonstrate areas of new growth
and changing trends among Kitchener residents. Demographic analysis is required to ensure the Leisure
Facilities Master Plan reflects the needs of the community using evidence based principles.
2.1 Key findings
1. The City of Kitchener will grow by 15.6% over the next 15 years from 241,800 to 286,500
residents.
2. The fastest growing areas of the City include the southwest, downtown and southeast. The
southwest will grow by 28,787 residents and almost double its total population by 2041. The
downtown core is also expected to grow by 32% (10,236 residents) and the southeast will grow
by 36% (17,484 residents) by 2041.
3. Kitchener is a relatively young community with the average age of 39.65 in 2018, increasing to
41.3 years old by 2028. Further, each neighbourhood demonstrates unique age trends. The
southwest has a high number of young families. The downtown area has more young adults than
other areas and the northwest and southeast have a high number of adults in the 55 to 75+ age
group.
4. Kitchener is a diverse community with residents from a wide range of cultural backgroundsand
ethnicities. Aside from English and French, European languages remain the most common in
Kitchener; however, Middle Eastern languages like Arabic and Punjabi are becoming more
popular in the southwest and east areas of the City.
2.2 Methodology
The Region of Waterloo provided the population projections for the City of Kitchener and associated
5
planning communities.The Region is required to plan for growth according to the population and
employment forecasts contained in the Growth Plan for the Greater Golden Horseshoe legislated by the
Province of Ontario. The figures enclosed in this report do not include 2016 census data; the forecast
includes an undercount of approximately 4%. Undercount refers to using a lower number than the actual
population to account for individuals who may have been missed or counted twice during the census
collection.
The Region of Waterloo data set only provided high-level population projections and did not allow for
detailed demographic analysis. The City of Kitchener provided the data set for the planning community
demographic analysis through an internal tool called Esri, sourced from Environics. Esri allows for detailed
analysis of specific geographic areas and was selected as the preferred data set for a closer look at age,
household income and ethnicity within each sub area of the City.
The geographic boundaries for the Leisure Facilities Master Plan are based on six core areas using Weber
St., Strasburg Rd. and Highway 7/8 as the road boundaries to divide the City. Economic Development
defines the downtown area as Downtown Proper, plus neighbourhoods that directly borders the central
core of the City. All planning communities remain intact to ensure consistent reporting with the City’s
5
Planning communities are geographic boundaries identified by the City of Kitchener Planning division and used in the Growth
Management Plan.
10
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Growth Management Plan and Development Charge study, which refers to planning community
boundaries.
Table 1: Geographic study areas by planning community
Geographic Study PLANNING COMMUNITIES
Area
DOWNTOWN Civic Centre Auditorium Mill Courtland Mt. Hope Huron Park
City Commercial Core King East Woodside Park Cherry Hill
Central Fredrick Cedar Hill Victoria Park
EAST Grand River Stanley Park Centreville
South Eastwood Chicopee
Idlewood
NORTHEAST Grand River North Victoria North Bridgeport West Rosemount
Heritage Park Bridgeport East Bridgeport North Fairfield
Northward
NORTHWEST Highland West Westmount KW Hospital Forest Hill
Forest Heights Victoria Hills St. Mary's Hospital Meinzinger Park
Southdale Rockway Lakeside
SOUTHEAST Hidden Valley Alpine Brigadoon Pioneer Tower West
Trillium Industrial Country Hills East Pioneer Park Pioneer Tower East
Park Country Hills Doon South Lower Doon
Vanier
SOUTHWEST Laurentian West Country Hills West Dundee Trussler
Laurentian Hills Huron Park South Plans Rosenberg
Huron South
11
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Figure 1: LFMP geographic study areas
Source: City of Kitchener, GIS, 2018
12
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2.3 City of Kitchener population growth projections
6
Using 2016as the base year, the City of Kitchener will grow by 15.6% or 44,700 residents by 2031. On
average, Kitchener’s population will increase by 2,980 people per year for the next 15 years.
Table 2: City of Kitchener Population Forecast
Pop.Pop.Pop.Pop.Pop.Pop.Pop.
2011 2016 2021 2026 2031 2036 2041
City of Kitchener 227,200 241,800 254,300 269,800 286,500 301,470 315,100
Population growth--12,500 28,000 44,700 59,700 73,300
(base year 2016)
*Source: Region of Waterloo Forecast for the City of Kitchener, 2017
The southwest area of Kitchener will experience the most significant growth over the next 30 years
increasing from 34,230 residents in 2011 to 68,119 residents in 2041.
When looking closely at population growth, 13 neighbourhoods have a growth rate of 50% or higher.
Neighbourhoods including Brigadoon, City Commercial Core, Country Hills West, Country Hills East, Doon
South, Dundee, Grand River South, Hidden Valley, Huron Park, Huron South, Pioneer Tower East,
Rosenberg, Trillium Industrial Park and Trussler will all see significant growth over the next 10 years and
beyond. Of these 13 neighbourhoods, 11 are located in the south part of the City and six are in the
southwest corner. See Table 3 a breakdown of population by planning community.
Table 3:City of Kitchener population projection by LFMP study area
2011201620212026203120362041Future
Population
Growth
(2016 base year)
Downtown 30,296 32,307 34,095 36,338 38,476 40,495 42,543 32%
Northeast 26,435 27,113 28,162 29,287 30,199 30,883 31,956 18%
East 29,833 32,019 33,534 35,733 37,654 39,115 40,710 27%
Northwest 61,898 62,164 62,763 63,518 64,249 64,833 65,422 5%
Southwest 34,320 39,332 41,963 47,168 54,946 62,443 68,119 73%
Southeast 44,385 48,841 53,769 57,775 60,975 63,702 66,325 36%
*Source: Region of Waterloo Forecast for the City of Kitchener, 2017
6
Excluding the Region’s undercount, the 2016 population estimate for the City of Kitchener is approximately 232,500, which is
approximately 700 persons less than the 2016 Census.
13
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Figure 2:City of Kitchener population projection by LFMP study area
80000
70000
60000
50000
40000
Population
30000
20000
10000
0
North-West South-East North-East South-West East Downtown
2018 2023 2028
*Source: Region of Waterloo Forecast for the City of Kitchener, 2017
2.3.2 City of Kitchener population by age
The age demographics across the City of Kitchener will remain consistent for the next 20 to 30 years (see
Table 5). The largest age cohort (35-54)remains the same, making up 27% of the total population, over
a 15-year period. It is important to note the significant increase in the 70+ age group between 2016 and
2041. The increase from 9% to 16% aligns with aging population trends across Ontario and
demonstrates a need to build age friendly communities.
Table 5: City of Kitchener population by age
Age Cohort
0-910-19 20-34 35-54 55-69 70+
2011 12%12%23%30%15%9%
2016 12%11%23%28%17%9%
2021 11%12%22%27%18%11%
2026 11%12%21%27%18%12%
2031 11%11%20%27%17%14%
2041 11%11%21%26%16%16%
*Source: Region of Waterloo Forecast for the City of Kitchener, 2017
2.3.3 Planning areas by age
When analyzing age cohorts inspecific geographic areas, we can determine the recreational needs of
each neighbourhood based on the age of its residents. For example, the southwest has the highest
number of residents between ages zero to 19 and 30 to 39, which suggests young families occupy a
significant part of the neighbourhood. The northwest and southeast not only have the largest
populations, they also have the largest portion of adults over the age of 60. The largest age cohort living
in the downtown core are people ages 25 to 29, which suggests that young professionals and/or couples
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are choosing to live downtown.The northwest area has the highest number of households with children,
followed by the south areas of the City (see figure 4 and figure 5).
Figure 3: Population by Age (2018, 2023, 2028)
2018 Population by age
5000 6000
4500
5000
4000
3500
4000
3000
2500 3000
2000
2000
1500
1000
1000
500
0 0
0 To 4 5 To 9 10 To 15 To 20 To 25 To 30 To 35 To 40 To 45 To 50 To 55 To 60 To 65 To 70 To 75 To 80 To 85 Or
14 19 24 29 34 39 44 49 54 59 64 69 74 79 84 Older
2023 Population by age
5000 6000
4500
5000
4000
3500
4000
3000
2500 3000
2000
2000
1500
1000
1000
500
0 0
0 To 4 5 To 9 10 To 15 To 20 To 25 To 30 To 35 To 40 To 45 To 50 To 55 To 60 To 65 To 70 To 75 To 80 To 85 Or
14 19 242934 39 444954 59 646974 79 84Older
2028 Population by age
5000 6000
4500
5000
4000
3500
4000
3000
2500 3000
2000
2000
1500
1000
1000
500
0 0
0 To 4 5 To 9 10 To 15 To 20 To 25 To 30 To 35 To 40 To 45 To 50 To 55 To 60 To 65 To 70 To 75 To 80 To 85 Or
14 19 24 29 34 39 44 49 54 59 64 69 74 79 84 Older
Sum of Downtown Sum of South-East Sum of North-East
Sum of South-West Sum of East Sum of North-West
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Figure 4: Population breakdown of children from ages 0 to 19
Population by age (0 to 19)
4500
4000
3500
3000
2500
2000
1500
1000
500
0
2018 2023 2028 2018 2023 2028 2018 2023 2028 2018 2023 2028
0 To 4 5 To 9 10 To 14 15 To 19
North-West South-East North-East South-West East Downtown
Figure 5: Total number of households with children ages 0 to 19
Number of households with children
9000
8172
7934
8000
7419
6653
6565
7000
6042
6000
4624
5000
4289
4000
3272
3116
3000
2010
1940
2000
1000
0
Northwest Southeast Southwest East Northeast Downtown
2020 2027
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2.3.4 City of Kitchener population by mother tongue language
The City of Kitchener is a diverse community with residents who continue to speak their native language
and engage in cultural traditions and experiences.
Based on Regional data, German, Punjabi, Spanish, Arabic, Portuguese, Polish, Vietnamese, Persian,
Romanian and Serbian are the top 10 non-official languages spoken in Kitchener. The southwest area of
the City has the highest percentage of residents who speak languages other than French and English.
This trend remains consistent over a 10-year period until 2028. Punjabi and Arabic show a growth trend
higher than other languages within the same period.
Table 6: 2018 Population by Mother Tongue Language
Northwest Southeast Northeast Southwest East Downtown
201820182018201820182018
Italian 0.70% 1.27% 1.78% 0.48% 1.05% 1.13%
German 6.26% 7.07% 16.00% 2.51% 7.98% 11.51%
Punjabi 3.09% 4.70% 0.93% 6.66% 3.16% 0.56%
Cantonese 0.86% 0.70% 0.62% 0.70% 0.90% 1.07%
Spanish 9.33% 11.81% 5.80% 13.67% 7.95% 10.49%
Arabic 8.32% 5.99% 4.26% 5.10% 6.04% 4.22%
Portuguese 4.09% 4.23% 3.81% 5.10% 4.43% 5.70%
Polish 4.44% 4.11% 7.39% 4.61% 4.48% 4.01%
Mandarin 2.11% 2.60% 0.88% 1.31% 1.43% 3.04%
Chinese N.O.S 3.10% 3.25% 1.45% 2.24% 2.02% 7.07%
Urdu 2.71% 2.76% 0.61% 3.24% 1.50% 1.63%
Vietnamese 4.62% 2.12% 3.25% 3.80% 4.05% 2.19%
Ukrainian 0.83% 0.39% 1.21% 0.45% 0.66% 1.13%
Persian 5.39% 4.41% 1.57% 3.45% 2.06% 3.49%
Russian 1.25% 1.09% 1.57% 0.87% 0.92% 2.22%
Dutch 0.78% 0.90% 1.28% 0.53% 0.86% 0.95%
Korean 0.89% 0.72% 0.45% 0.59% 0.89% 1.22%
Greek 0.79% 1.13% 2.21% 0.56% 2.82% 1.00%
Gujarati 2.63% 1.12% 1.83% 1.86% 3.49% 0.59%
Romanian 7.35% 7.54% 7.70% 10.00% 7.39% 3.80%
Hindi 1.07% 1.27% 0.26% 0.81% 0.71% 1.02%
Hungarian 1.30% 1.63% 1.85% 0.99% 1.61% 1.38%
Croatian 1.56% 2.30% 4.20% 2.05% 4.39% 1.76%
Serbian 4.57% 5.94% 9.43% 7.87% 9.49% 5.49%
Japanese 0.18% 0.28% 0.31% 0.19% 0.16% 0.31%
Turkish 1.19% 0.76% 0.48% 1.27% 0.71% 0.84%
Somali 1.32% 0.74% 0.80% 1.10% 0.36% 1.17%
Aboriginal
0.01% 0.04% 0.02% 0.01% 0.02% 0.05%
languages
Other 16.27% 14.87% 15.52% 15.10% 15.14% 17.59%
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3.0 Recreation and Leisure Trends
In November 2018, consulting firm Monteith-Brown completed a research paper to help the City
understand lifestyle, participation, service delivery and funding trends influencing recreation and leisure
across Canada. The information in the subsequent sections is taken directly from the
, which is available upon request.
3.1 Key findings
1. Canadians are less active due to several factors including lack of free time, increased
participation costs and technology dependence. This has resulted in the need for more
unstructured and self-scheduled recreation so Canadians can participate at a time that best suits
their lifestyle. This trend has caused many minor sport registrations to fluctuate,making it
difficult to plan for future use and facility needs.
2. There is an increasing demand for new and innovative ways to provide recreation services and
facilities, resulting in the need to build strong partnerships and joint-use opportunities with the
private sector and school boards. Many municipalities have engaged in public-private
partnerships to help distribute facilities and operations across the City.
3. Regional participation in competitive level sport is a growing trend. Canadians have demonstrated
a willingness to travel to specialized, higher quality facilities, which may result in sharing and
coordinating recreation efforts across neighbouring municipalities.
4. There is a growing shift away from standalone senior centres. Many older adults in the 55 to 69
age group prefer multi-generational facilities that do not label them as “seniors.”
5. The “community-hub” model is becoming a popular method to ensure recreation facilities serve
multiple uses and generations. For example, one family member can play hockey while another
attends a fitness class.
6. Outdoor recreation is following a new design model where playgrounds are replaced with unique
play features, including barrier free components, pathways through parks and braille signage.
7. At the national and provincial level, soccer and baseball/softball remain the most popular field
sports and continue to exhibit growth, which aligns with trends reported by City of Kitchener
affiliated sport groups.
8. Trends show that hockey registration is declining across the country due to increased costs,
safety concerns, aging populationsand a shift in recreation preferences to other sports.
9. All municipalities across Ontario are facing a significant funding gap when it comes to aging
recreation infrastructure. Municipalities must prioritize reinvestment activities with other civic
infrastructure like roads and sewers.
10.Volunteerism is declining across the province, which poses a threat to recreation and sport
groups who rely on dedicated volunteers. Municipalities need to recruit and retain dedicated
volunteers in order to deliver recreation programing.
7
Monteith-Brown Planning Services. (2018). Recreation & Leisure Trends Research Paper. London, ON: Monteith-Brown Planning
Services.
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3.2 Lifestyle Trends
3.2.1 Participation
Canadians are generally less active for a variety of reasons, including time constraints, participation
costs and technology dependence (i.e., social media, video games, streaming, etc.). This shift in
participation has generated increased demand for unstructured, self-scheduled recreation and sport
opportunities and has caused minor sport registrations to fluctuate in many communities. Contrastingly,
competitive and elite-level sport training and competition has become much more rigid and time-
consuming causing additional scheduling and support strain to the municipalities and service providers
who facilitate these operations.
Prime time demand is evolving. The after-work hours of 4 to 8 p.m. are traditionally reserved for child
and youth programming. However, residents’ lives are becoming increasingly busy; as a result, adults,
older adults, and seniors are seeking opportunities to use facilities during the same peak hours.
Pickleball is a good example of this trend. The sport as seen tremendous growth and an increasing
number of working adults want to play in the evenings.
Anecdotally, adult recreational sports are growing, particularly activities such as co-ed softball and
soccer. However, there is very little shared data on adult leagues, so general participation trends are
based on registered youth groups or data provided via specific request.
Another participation trend commonly experienced in regional municipalities or suburbs of major urban
centres is regional participation. Residents have grownaccustomed to travelling for specialized activities
orhigher-quality facilities for elite sports and competition. This may result in sharing and coordinating
with neighbouring municipalities to avoid duplication of service.
Youth engagement in sports and recreation is a growing trend in many municipalities. The 2018
Participation Report Card indicates that Canadian children and youth are not meeting recommended daily
and weekly physical activity levels. Today’s youth are intrinsically tied to technology and social media,
which contribute towards sedentary lifestyles, social isolation and mental health issues. Municipalities and
private service providers are combatting these challenges by offering dedicated spaces and programs to
encourage youth to gather, socialize and recreate in activities that are safe, comfortable and interesting
to them.
3.2.2 Higher density living
Increasing urban densities and intensification of established neighbourhoods are influencing the waysin
which municipalities are providing recreation and sport facilities.Residents living in high and mid-rise
units often have little to no personal green space and rely on municipalities to a greater extent than
people living in lower density areas. Therefore, parks, recreation and sport facilities are an integral “third
place”. As more people move into medium and high-density dwellings,there is greater demand for public
spaces to socialize, recreate, and share life’s experiences.
In addition to the growing demand for durable, hardscaped, multi-functional sites, municipalities also
need to consider amenities that support more social and casual use. Some examples include picnic sites
and pop-up farmers’ markets in parks, cafes along trail networks or at scenic vistas, and other social
spaces for users to interact through passive recreation.
As Ontario municipalities grow, there will be higher demand for innovative ways to provide services and
facilities. Land scarcity and cost continue to pose challenges; as a result, municipalities are forming more
joint development and joint-use partnership opportunities.
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3.2.3 Aging population
Canada’s aging population is affecting the recreation and sport system. As the Baby Boomer generation
moves into retirement, demand is growing for older adult and senior-focused activities, programs and
facilities. This shift is emerging through two distinct lenses:
1)healthy, physically-active and social adults wishing to remain active as they age; and
2)persons managing chronic illness, disease and/or old age that are seeking low-impact, therapeutic
and rehabilitative programs.
Certain municipalities continue to build and operate stand-alone seniors’ centres, though newer designs
embody multi-use philosophies that facilitate a range of recreational, cultural, social and educational
spaces aimed at sustaining holistic health. However, there isa growing shift away from standalone
seniors’ centres. Many older adults in the 55 to 69 year age group prefer multi-generational facilities
that do not label them as “seniors” or “older adults.”
3.2.4 Economic trends
Income disparity is polarizing communities throughout the Greater Golden Horseshoe and other parts of
Ontario. Participation costs are increasing in sport and recreation.Many activities require participants to
pay membership dues, registration fees, and related equipment costs in order to play. When combined
with the cost of travel to and from practices and games, these factors can negatively influence residents’
ability to join organized sport leagues.
3.2.5 Cultural representation
Municipalities are more culturally diverse than ever and are experiencing a shift in demand for non-
traditional activities that contain social and cultural representation. For example, communities with high
South Asian representation have integrated Bollywood dance into their group fitness and dance programs
while gender-specific times have been made to accommodate certain cultural or religious backgrounds.
From a facilities perspective, certain municipalities have entered into new types of facilities to reflect
localized interest of certain cultural groups. Cricket grounds are a current example with many
municipalities constructing dedicated venues for the sport or sometimes overlaying a cricket pitch
between two soccer fields.
With greater awareness raised regarding Indigenous persons and the federal focus towards truth and
reconciliation, municipalities are displaying Indigenous history through public art in community centres
and parks, while also exploring programs reflective of First Nations sports and culture.
3.2.6 Health and wellness
Many municipalities and leisure service providers are adopting principles of “Physical Literacy”. The
principle is centred upon the notion that if people are able to learn and grasp basic physical movement
applicable to a variety of sports and activities, they will be better equipped to remain active as they age,
regardless of experiences with specific activities. Sport for Life provides the framework to implement the
Long-Term Athlete Development Model, focused on encouraging and supporting people of all ages to
get active, stay active and reach the highest heights of sport achievement. Leisure service providers
from multiple sectors have expanded and diversified their program inventory to offer variety for all age
groups, abilities and interests.
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3.2.7 Accessibility for persons with disabilities and inclusion
In response to the Province of Ontario’s (AODA),
municipal programs, services and facilities have expanded and adapted to a growing user-base of active
residents.
The Abilities Centre in Whitby, Ontario is a leading example of a barrier-free sports and fitness complex
that was specifically designed for persons with disabilities. This unique facility incorporates a range of
assistive devices, aids and features, as well as accessible recreation equipment to ensure that the
Abilities Centre is inclusive of all users (its universal philosophy applies to being able to serve any
individual, regardless of whether they are able-bodied or disabled). The facility is a partnership between
the Town of Whitby (who owns the land) and a non-profit organization (who ownsand operatesthe
Abilities Centre). Furthermore, a usage agreement exists between the Abilities Centre and the Town of
Whitby to leverage resources and share certain facility components (including those within the town’s
Iroquois Park Sports Centre that sits immediately adjacent to the Abilities Centre), thus increasing the
range of facility opportunities.
Several municipalities are taking steps to remove barriers from outdoor recreation facilities such as
replacing playgrounds with new structures containing barrier-free components, grading and paving
pathways through parks, and using braille in signage.
3.2.8 Active transportation
Active forms of transportation are human-powered modes of travel used for commuting and recreational
purposes. Walking, hiking, running/jogging, cycling and dog walking are consistently at the top of
surveyed recreational activities. Participation in active transportation helps to reduce the number of cars
on the roads, creating less congestion and reducing vehicular emissions. Active travel also has benefits of
connecting people with the outdoors and with each other depending upon the mode and route taken.
Municipalities encourage greater active transit by providing comfortable and safe amenities along routes.
Some examples include trail connectivity, lighting, garbage receptacles, benches and shade structures
for rest areas.
3.3 Recreation and Sport Participation
3.2.1 Field sports
Popular field sports in Canada primarily encompass soccer and baseball/softball. While there is demand
for more special interest or growth sports (e.g., cricket, football, rugby, field hockey, lacrosse), the
participation and registration levels of those sports are significantly lower than soccer and
baseball/softball.
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Soccer remains one of the most popular sports across the province, and it continues to exhibit growth
potential both locally and throughout Ontario. At the provincial level, Baseball Ontario reported that
there were over 14,000 rep/competitive league participants in 2017, which is a growth of 28%
compared to 2007. There has also been growth in adult recreational softball, with many leagues across
the province reporting higher than anticipated registration over the last few seasons.
Cricket has been established in certain pockets throughout Canada for a number of years, including the
Greater Golden Horseshoe, due to an increasing number of active newcomers from European, Asian, and
Caribbean countries where the sport is typically played.
Indoor artificial turf facilities are also growing in popularity, particularly among high-level athletes and
sport organizations. Few municipalities have invested in sole-ownership and operation of dedicated
indoor turf facilities.
Participation in other field sports such as football, rugby, lacrosse and field hockey tend to have
significant regional variations in participation.
3.3.2 Ice sports
Ice sports (e.g., hockey and figure skating) have been longstanding staples in traditional Canadian
winter activities. However, trends suggest that participation in ice sports is declining.
Hockey Canada reports that participation in minor hockey has been gradually declining across the
country. The decline in participation is driven by a number of factors such as escalating coststo
participate, concerns over safety, aging populations, shifting recreation participation preferences,
competing lifestyle interests, and population diversification. The growth of hockey academies and
private enterprises not affiliated with Hockey Canada is also a factor.
Other trends in ice use and allocation illustrate a shift away from non-prime (early morning and late
night) hours previously used as practice times for competitive programs or adult recreational use. Prime
time ice is in peak demand, with little willingness to shift to other spaces.
3.3.3 Aquatics
Overall, aquatic programs and activities remain steady, with no significant changes compared to
traditional participation levels. Group swimming lessons continue to be the most popular registered
program in aquatics with strong participation exhibited in lane swimming and aquatic fitness. Based on
localized user preferences certain municipalities are exploring innovative aqua fit programs geared to a
wider range of ages and interests through paddleboard yoga, aqua cycling, aqua Zumba, and more.
There has been a noticeable shortage in the number of certified lifeguards in recent years, with
leadership course fill rates declining and a number of municipalities having difficulty filling aquatic staff
complements, which can affect programming.
From an outdoor,open water perspective, flat-water paddle activities are growing in popularity. Outdoor
aquatics enthusiasts from across the province have been participating in activities such as canoeing,
kayaking, and standup paddle boarding. These activities commonly occur in conservation areas with
significant open water, large rivers, municipal waterfronts, public and private beaches and anywhere
with access to flat open water. Spray and splash pads continue to be popular and are becoming a
common feature in many districts and neighbourhood parks.
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3.3.4 Individual and group fitness
Individual and group fitness activities are experiencing a surge in participation, especially for high-
intensity training. Some examples of newly emerging activities are High Intensity Interval Training
(HIIT), CrossFit, TRX, and Ninja Warrior training facilities. Other individual and group fitness programs
that are growing or maintaining popularity are boot camp, yoga, tai chi, and other aerobic fitness.
3.3.5 Gymnasium and court sports
Municipal gymnasiums and sport courts are truly multi-purpose and multi-functional facilities because
they are able to host numerous programs throughout the year, ranging from sports (e.g. badminton,
basketball, indoor soccer, floor hockey, tennis, pickleball and volleyball) to active living and floor-based
fitness, dance and general interest programs.
Basketball and volleyball have strong and consistent participation, particularly at a club level throughout
the province. Both sports are appealing because they are relatively easy to learn and require little
equipment. Many community centre gymnasiums are frequently used for drop-in or pick-up play, but
cannot host league play and tournaments due to limitations in appropriate sizing, dimensions and net
heights.
Tennis and pickleball have recently experienced growth because of the aging population in many
Canadian municipalities. The 2016 Canadian Tennis Brand Health Study found that nearly one-in-five
Canadians (18%) played tennis in the past year. The same report found that 5% of Canadians reported
frequent participation
(once a week in season)
in tennis, the same
percentage as pickleball.
Both tennis and
pickleball have recently
experienced growth in
both indoor and outdoor
(purpose-built or multi-
purpose courts)
participation across the
province.
Pickleball is touted as one of the fastest growing sport in the province. In many municipalities
throughout Ontario, a growing population of participants are seeking more court time both indoors and
outside.
3.3.6 Wheeled action sports
BMX biking, skateboarding, and other wheeled action sports have been steadily growing in popularity.
More and more municipalities are considering or have installed skateboard parks, pump tracks and bicycle
playgrounds to facilitate on-site participation in wheeled sports.
A successful example is the Kolin Smith Memorial Skate Park and Pump Track in Tillsonburg. The
wheeled-action sport park is adjacent to other municipal recreation infrastructure including sports
fields, swimming pools, a community centre, and arena. Skateboarding elements include a concrete
pad and bowls with rails, ledges, a step up, stairs, and a mini ramp while the separate bike area
consists of an asphalt pump track. According to a local news report in summer 2017, it was only the
third paved pump track in Ontario and had become a destination for enthusiasts around the region.
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3.4 Facilities Trends
This section provides insights as to how indoor and outdoor leisure facilities are being designed in
response to expectations of users and best practices in construction.
3.4.1 Environmental design
Environmentally conscious facility design has become engrained in the parks and recreation sector.
Principles of environmental sustainability are congruent with parks and outdoor leisure activities, while
community recreation centres such as arenas and aquatic facilities are often energy intensive buildings
where some municipalities see an opportunity to be leading edge in promoting sustainability (both
environmentally and financially). Some examples of environmental facility design include green roofs,
solar panels, energy conservation, waste reduction, diversion, geothermal heating, and recirculation
systems.
Some municipal examples of LEED Gold certified facilities are Gore Meadows Community Centre in
Brampton, Audley Recreation Centre in Ajax, Stoney Creek Community Centre, YMCA and Library in
London, and Legacy Recreation Centre in Lambton Shores.
3.4.2 Aging Infrastructure
Aging parks, recreation and sport infrastructure is an issue faced by municipalities across Ontario. While
upfront funding is often available to construct recreation facilities through development charges,
ongoing maintenance and non-growth related renewals must be funded through internal streams such
as taxation, fundraising, donations, and/or user fees; or,through grants from senior levels of
government. As a result, municipalities must prioritize renewal and reinvestment activities with other
civic infrastructure (e.g. roads, sewers, libraries, etc.) and deferring such works can result in
unexpected structural and mechanical failures.
Reinvestments in aging infrastructure is also a concern for municipalities when the facilities in question
are no longer being used to their optimum potential. A municipality may find that adaptive re-use of an
antiquated or underutilized facility creates an opportunity to serve a broader audience or address a
more pressing community need compared to the building’s original use. The Kingsdale Community
Centre is frequently cited as a best practice across Ontario in this respect where the City of Kitchener
committed to repurposing the aging arena (originally built in 1966) into acommunity centre with five
program rooms, a large gymnasium and an adjoining commercial kitchen and bar area. Ice sports
continue to be accommodated at other arenas while the City and the Kingsdale Neighbourhood
Association have been able to substantially expand the range of programs offered to residents in the
surrounding area.
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3.4.3 Multi-use and multi-generational
Facilities that were originally built to serve a single purpose (e.g., single pad arenas, standalone
community halls, etc.) are being used less frequently. Residents seek a convenient “one-stop-shop”
experience when it comes to leisure pursuits, particularly families with multiple active participants. Take
for example a family that visits a multi-use community centre where one child participates in swimming
lessons, another child goes to hockey practice and the caregiver(s) visits a library, attends a fitness
class, or enjoys an indoor walking track or loop. As a result, the majority of modern community centres
across Canada are being developed using a multi-use, multi-generational and multi-service hub model.
The community-hub model was promoted in recent years by Ontario’s provincial government and has
become a popular model for provision of service for both municipal and other sectors. From a recreation
and leisure perspective, a hub is typically anchored by a major component such as a swimming pool,
gymnasium or ice pad that is supplemented by complementary facilities such as libraries, municipal
offices, multi-use spaces, employment offices, health care providers, etc.
Outdoor recreation infrastructure and park designs are similarly following multi-use designs to provide
something for all residents.
3.4.4 Elite training and competition facilities
Athletes and organizations are seeking facilities described as “centres of excellence”,or competition-
ready complexes. High performance organizations and athletes require much more than simple use of
their primary facility (i.e., soccer fields, swimming pools, arenas). One example of this is a competitive
hockey team that requires not only ice time, but an office space for administration, a dedicated dressing
room, storage space for equipment, dry-land training space, warm-up areas and more.
There is also greater demand from elite athletes for all-season access to their training grounds. This is a
transition to year-long training for many sports, from a previous model of only being played “in season”.
Some examples include hockey players seeking ice earlier in the fall and later in the spring. Another is
competitive soccer teams utilizing outdoor turf fields into November and later (weather pending).
Sport tourism is also a major economic generator in many municipalities and relies on high quality,
multi-facility complexes. The ability to host major sporting events (local, regional, provincial, national
and even international) depends on necessary infrastructure. Municipalities that provide competition-
ready facilities are better equipped to host and accommodate high-level sport tourism.
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3.5 Service delivery trends
3.5.1 Municipal responsibilities
Parks, recreation and leisure services departments are experiencing a shift in responsibilities due to
increased public demand for programs, facilities and services. There is an evolution from the traditional
provision of space and place (e.g. grass cutting on fields, equipment repair and ice resurfacing) towards
a community development/facilitator role. In addition to their day-to-day responsibilities, municipal staff
are often requested to assist residents with financial subsidy applications, liaise with community groups,
explore and facilitate external programming, and seek partnerships. More recently, with the emergence
of the multi-service community hub model,many recreation staff are faced with social issues and the
lines blur between recreation services and social services in a multi-use community centre setting.
Many parks, recreation and sport organizations have been sustained by the generous contributions of
dedicated volunteers. However, volunteerism across the region and province is declining. Potential
volunteers are more interested in a mutually beneficial relationship, where they provide their services to
the club or organization in exchange for something more concrete than their time. Some municipalities
have been recruiting and retaining volunteers through the provision of training opportunities, discounted
memberships/registrations, or even small tokens of appreciation to ensure volunteers feel valued.
Public demand for services and facilities is not limited to the elite athlete sector. Many municipalities are
experiencing difficultly accommodating indoor and outdoor facility and service demands, particularly in
shoulder seasons. For example, parks and recreation operations staff traditionally worked outdoors in
the spring and summer months when arena pads were dry, and assisted with indoor recreation facilities
in the winter months when there was less demand for outdoor facilities. However, seasonal shifts and
milder springs/falls have prompted public demand for parks to be maintained year round. Arenas are
operational year round and indoor sports groups want to extend the available length of time indoor ice.
As these competing public demands grow, municipalities may have difficulty finding the required staff
resources, especially when special events are added into the mix.
3.5.2 Maximizing existing assets
Municipalities are working to maximize functionality and utilization of existing assets. This is achieved in
a variety of ways ranging from strategic programming during non-peak hours to repurposing an existing
facility to accommodate an emerging or growth activity. Exploring non-traditional ways to maximize
available space has been instrumental in supplementing the vitality of existing infrastructure.
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3.5.3 Partnership opportunities
Many municipalities have expanded their operations and agreements to include partnership with private
or non-profit organizations. These collaborations enable both parties to benefit from capital cost sharing
upfront and an ability to jointly manage facilities moving forward. These agreements also help to
increase spatial distribution of facilities throughout a municipality.
The Stoney Creek and Bostwick Community Centres in the City of London are successful examples. Both
community centres were built and managed in partnership with the City of London, YMCA of
Southwestern Ontario and London Public Libraries. They are municipal capital assets, but serve as multi-
functional community hubs that provide recreation and fitness programming through the YMCA and
jointly offer a local public library branch.
Many municipalities have agreements with local school boards that allow use of fields and gymnasiums
for league play and recreation programming. Partnerships are also being formed between municipalities
and user groups to provide facilities, with indoor soccer facilities exemplifying this trend in particular.
There are many examples of municipalities (e.g. Milton, Pickering, Oakville, Aurora) that have
collaborated with their local soccer clubs to provide land, facilitate agreements with school boards, or
co-sign debt financing for the clubs to build, operate or lease indoor turf fields.
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4.0 Recreation and Leisure Assets
This section provides an overview of the City’s recreation and leisure inventory.
The City of Kitchener operates and maintains approximately 650 recreation assets. During consultation,
stakeholders reported that recreation facilities are well distributed across the City and Kitchener is
fortunate to have a large number of leisure assets. Service level refers to the number of facilities per City
of Kitchener resident. For example, Kitchener has one soccer field for every5, 144 residents.
Appendices A through Ginclude detailed maps of the indoor and outdoor facilities across the City.
Table 7:City of Kitchener recreation and leisure asset inventory, 2018
ASSET TYPE COUNT SERVICE LEVEL
ICE PADS 101:24,180
POOLS 41:60,450
COMMUNITY CENTRES 131:18,600
GYMNASTICS/JUDO CENTRE 11:241,800
NEIGHBOURHOOD RINKS 351:6,900
POOLS 41:60,450
SPLASH PADS 71:26,866
BASKETBALL COURTS 271:8,955
TENNIS COURTS 201:12,090
SOCCER FIELDS 471:5,144
BALL DIAMONDS 681:3,555
CITY WIDE PARK 31:60,450
DISTRICT PARK 171:14,220
NATURAL AREA 921:20,150
URBAN GREEN (PARKETTE) 561:5,757
GREENWAY 461:4,169
NEIGHBOURHOOD PARK 1671:1,448
SPORTS MISCALLENEOUS (total)
HORSESHOE PITCH 91:26,866
LAWN BOWLING 21:120,900
MULTIPURPOSE PAD 81:30,225
SHUFFLEBOARD COURT 11:241,800
SKATEBOARD PARK 21:120,900
TOBOGGAN HILL 21:120,900
VOLLEYBALL 11:241,800
TOTAL 646 1: 374
*Source:City of Kitchener GIS database, City staff 4.1 Building Condition Assessments
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The City is fortunate to have so many recreation facilities –more than the vast majority of other
comparable Canadian municipalities. However, this means the City requires significant financial
investment to maintain good standing of recreation and leisure facilities.
At this time, staff have not established enough data to accurately quantify how much money is required
to maintain all of the City’s recreation buildings. However, the 2019 Leisure Facilities Master Plan starts
the process to understanding investment requirements for Kitchener’s existing recreation facilities.
Six building condition assessments were completed as part of the LFMP research process. The purpose of
the condition assessments isto:
-provide a high-level condition analysis for City owned recreational facilities;
-provide projected associated investment requirements for a 0-5 year and 6-10 year timeframe;
and,
-identify gaps and opportunities for future work-related to facility asset management or facility
development.
4.1.1 Key findings
After conducting six building condition assessments, the facilities management team determined the
following:
1. Kitchener is fortunate to have more recreation facilities compared to other Canadian
municipalities of similar size. However, the City’s recreation facilities require significant financial
over a 10-year period. More work needs to be done to accurately determine the required funding
to keep the City’s recreation facilities in good condition.
2. There is a growing need to create a multi-year plan to conduct comprehensive building condition
assessments for all indoor recreation and leisure facilities. These assessments should include
energy, accessibility and technology audits.
3. Understanding total life cycle costs is critical when re-investing in existing facilities or developing
new facilities. Asset management plans and a long-term capital investment plan for recreation
and leisure will help identify total asset life cycle costs.
4. Clarifying roles, responsibilities and funding sources for multi-use facilities, like Kiwanis Park and
RBJ Schlegel Park isnecessary to ensure the appropriate allocation of funds for various shared
assets. Note, this work should be undertaken as an internal process review, and is not specifically
related to a LFMP recommendation. 4.1.2 Methodology
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Building condition assessments were conducted on six recreation facilities identified by City staff. The
sample facilities included:
Centreville Chicopee Community CentreCountry Hills Community Centre
Breithaupt Centre Idlewood Pool
Grand River Arena Activa Sportsplex
The facilities listed above were carefully selected by Community Services staff to demonstrate the wide
range of Kitchener’s facilities. Staff selected facilities based on size, age and function. The portfolio of
facilities used for the benchmarking activity is diverse and reflects the common features of other similar
recreation facilities.
Uniformat, an industry standard used to classify building specifications, estimate costs and review major
building components, was used to report on the six facilities above. Using the sample building
information, staff reviewed recreation facilities within each category to extrapolate comparison
information, including cost per square foot at the element/component levels. The comparison information
was reviewed by staff and used to project investment requirements for a 0-5 year and 6-10 year
timeframe.
Note that other City of Kitchener facility assets were not included as part of this study, including 43
occupied facilities and over 170 ancillary buildings. Additional funds, time and staff resources are required
toaccurately capture building condition assessments for all recreation facilities.
30
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5.0 Utilization and Participation Analysis
This section includes an overview of facility utilization and participation for arenas, pools, community
centres, sport fields and diamonds.
5.1 Arenas and outdoor rinks
The City of Kitchener owns and operates 10 indoor ice pads at six arena facilities. Queensmount arena is
used for indoor sporting activities (e.g. ball hockey, lacrosse) and special events. The City has 35
outdoor rinks maintained by more than 350 dedicated volunteers. The rinks are dependent on weather
conditions and the number of volunteers available to support the program each year.
5.1.1 Key findings
1. All ice pads, except the Sportsworld Gay Lea pad, due to Victus Academy, have available ice time
during non-prime hours (Monday to Friday from 7 a.m. to 5 p.m.).
2. All arenas have been operating at80%capacity and above during the prime time hours
(weeknights and weekends) for the past three years.
3. According to staff scheduling records, there is not a significant change in who is using ice time or
how many hours they require; however, the demand for prime ice time has increased because
players prefer to play on weeknights between 5 p.m. and 9 p.m. or Saturdays.
4. Accessibility and size of dressing rooms is the top challenge reported by users and staff. Dressing
rooms do not currently meet accessibility and inclusion standards. In addition, the dressing
rooms at Lions and Don McLaren are small compared to other facilities.
5.1.2 Inventory
Table 8:City of Kitchener arena inventory, 2018
Facility Name Ice Pad Size Notes
Kitchener Memorial Dom Cardillo rink 85’ x 185’ The Kitchener Memorial Auditorium Complex –
Auditorium Complex known as The AUD –is the region’s premier
Kinsmen rink 85’ x 200’
sports and entertainment facility. The AUD is
(The AUD)
home to the Kitchener Rangers Jr. A Hockey
Kiwanis rink 85’ x 200
Club, Kitchener Dutchmen Jr. B Hockey Club, K-
WBraves Lacrosse Club, KW Titans and
Panthers.
Activa Sportplex Kitchener Minor 85’x 200’ Activa Sportsplex is a multi-purpose facility with
Hockey Association an indoor track that hosts ice sports, summer
Alumni rink
indoor sports. This facility is home to Waterloo
Region Box Academy and KMHA.
Patrick J. Doherty rink 85’ x 200’
Sportsworld Arena Gay Lea rink 85’ x 200’ Sportsworld is home to the Kitchener Adult
Hockey League, Victus Academy and other
Practice rink 85’ x 200’
seasonal users.
Don McLaren Arena One ice surface 85’ x 185’ Home to KW Skating Club and other seasonal
user groups.
Grand River Arena One ice surface 85’ x 185’ Home seasonal user groups.
Lions Arena One ice surface 85’ x 185’ Home of Kitchener Ringette Association and
seasonal user groups.
Outdoor rinks –35
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5.1.3 Utilization
The following charts include the total number of hours of ice time available compared to the total hours
booked for prime and non-prime hours.
A new data source (ACTIVE Net) was installed in 2017, which influenced the methodology for interpreting
the data. The best comparison for usage data is the 16/17 season to 17/18 because both seasons use
Active Net.
Table 9: Non-prime (Monday to Friday) arena usage, 2014-2017
Non prime, Monday to Friday, 7 a.m. to 5 p.m.
Oct 2013. –Mar. Oct. 2014-Mar. Oct. 2015-Mar. Oct. 2016-Mar. Oct. 2017-Mar.
20142015201620172018
Arena
Total
Hrs. Hrs. Hrs. Hrs. Hrs.
hours %%%%%
booked booked booked booked booked
available
Activa Alumni
1040520.45 48%49648%52150%54953%50949%
Activa PJD
104057455%39838%46745%56254%692.5 67%
Sportsworld Gay
1040152.45 15%19419%20720%55754%974.7 93%
Lea*
Sportsworld
1040152.15 15%17317%24924%31730%51349%
Practice
Lions
104027326%26325%21421%25725%56354%
Grand River
960521.3 54%47950%36038%42845%61163%
Don McLaren
104022321%21320%14614%16516%408.5 40%
Dom Cardillo**
1040602.45 58%56755%62060%61659%83985%
Kinsmen
96056459%50252%47650%55358%616.5 64%
Kiwanis
920492.3 54%44148%35939%45850%349.5 38%
*Home to Victus Academy as of September 2016
**Home to Kitchener Rangers
***The above chart includes free school usage during daytime hours
Figure 6:Arena usage–total non-prime hours booked, 2014-2018
1040 1040 1040 1040 1040 1040 1040
1200.00
960 960
920
1000.00
800.00
600.00
400.00
200.00
0.00
2016/17 2017/18 Available (h)
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Table 10: Prime time (Monday to Friday) arena usage, 2014-2018
Prime: Monday to Friday 5 p.m. to 11 p.m.
Oct. 2013 –Mar. Oct. 2014-Mar. Oct. 2015-Mar. Oct. 2016-Mar. Oct. 2017-Mar.
20142015201620172018
Arena
Total
Hrs. Hrs. Hrs. Hrs. Hrs.
%%%%%
hours
booked booked booked booked booked
available
Activa 78074195%75697%780100%802103%76698%
Alumni
Activa PJD 78068087%75597%77599%804103%74095%
Sportsworld 780800103%829106%814104%845108%72593%
Gay Lea
Sportsworld 780786101%786101%819105%794102%778100%
Practice
78069990%67386%70691%70791%855
Lions 110%
Grand River 750750100%72897%64286%74399%68892%
78071792%74495%72893%70891%792
Don 102%
McLaren
Dom Cardillo 78075497%73794%75997%75196%61598%
Kinsmen 60798%
73270096%66190%70396%745102%
Kiwanis 60192%
70262389%64391%67396%721103%
*Kinsmen and Kiwanis total hours available is less because the ice comes out early for the Home Show and goes in
later in one pad resulting in less hours overall.
Figure 7: Arena usage prime time (Monday to Friday, 5 p.m. to 11 p.m.) 2014-2018
900.00
780 780 780 780 780 780 780
750
800.00
732
702
700.00
600.00
500.00
400.00
300.00
200.00
100.00
0.00
2016/17 2017/18 Available (h)
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Table 11: Prime (Saturday/Sunday) arena usage, 2014-2018
Prime: Saturday and Sunday 7 a.m. 11 p.m.
Oct. 2013 –Oct. 2014-Mar. Oct. 2015-Mar. Oct. 2016-Mar. Oct. 2017-Mar.
Mar. 2014 2015201620172018
Arena
Total
Hrs. Hrs. Hrs. Hrs.
Hrs.
%%%%%
hours
booked booked booked booked booked
available
83277493%80797%79596%79095%755.75 91%
Activa Alumni
83276792%82299%81798%80997%77793%
Activa PJD
83276592%74389%76091%77293%755.5 91%
Sportsworld
Gay Lea
83275090%76592%80296%76392%766.25 92%
Sportsworld
Practice
83265378%74590%75290%79696%683.5 82%
Lions
80075695%79399%71389%798100%691.5 86%
Grand River
83276692%78094%832100%70585%70585%
Don McLaren
83269183%71886%72687%77293%674.5 81%
Dom Cardillo
76867688%69791%72194%74196%681.5 89%
Kinsmen
73657378%63186%65689%67492%630.5 86%
Kiwanis
*Kinsmen and Kiwanis total hours available is less because the ice comes out early for the Home Show and goes in
later in one pad resulting in less hours overall.
Figure 8: Arena usage –total prime (Saturday/Sunday) total hours booked, 2014-2018
832 832 832 832 832 832 832
900
800
768
736
800
700
600
500
400
300
200
100
0
2016/17 2017/18 Available (h)
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5.1.4 Analysis
City of Kitchener arenas are operating at 80%capacity and above during prime time hours (weeknights
and weekends). Ice time remains available during weekdays at most facilities. Currently, there is enough
ice time based on needs expressed by users groups; however, there is not enough prime ice time.
Staff reported that there is no significant change in the total number of hours required by user groups
over the past three years; however, the demand for prime ice time is increasing. For example, user
groups want more ice time on weeknights between 5 p.m. and 4 p.m. and weekends. This does not
mean they need additional hours but have increased demand for preferred ice time.
ice
Kitchener Minor Hockey Association (KMHA) reported the need for an additional 20 hours of
time. According to City of Kitchener records, KMHA booked 4.5 fewer hours in the 2018/19 season than
the 2016/17 season, which were all early morning practice times. KW Oldtimers Hockey Club also
reported a full roster of 30 teams; they do not plan to add any additional teams. The full time roster has
remained consistent for the past four years and the part time player list continues to grow by
approximately 10 players per year. This aligns with the trend for adult drop-in sports and the desire to
play at personal convenience rather than regularly scheduled games. KW Oldtimers does not require
additional hours, but has strong preference for additional hours during prime time.
Staff are working closely with affiliated and non-affiliated groups to maximize available prime time hours.
Further investigation is required to determine the need for a new arena facility. Staff should understand
the benefits and risks of adding inventory to accommodate prime ice time needs and what the impact will
be to overall ice usage across City.
Some arenas cannot be used to their full potential due to facility limitations, including the ice Dom
Cardillo and Lions arena.Dom Cardillo host many special events making it difficult to offer consistent
scheduling to non-affiliated leagues (i.e. Old Timers) and there is no other place to accommodate this
group. The dressing rooms at Lions arena are too small for adult affiliated teams and adult groups who
have a large number of participants.
5.1.5 Stakeholder input
See Appendix J for additional stakeholder results.
Based on feedback from parents, affiliated groups are looking for program consistency (i.e. parents want
children to play at the same arena at the same time each week) and are resistant to early/late ice times.
There has also been an increased need for specialized, elite level training for youth hockey players and
groups offering specialized camps. Rentals from non-affiliated adult seasonal groups are declining
because some time slots are considered “too late” for adult participants.
The most common challenge reported by staff and user groups was the lack of suitable change room
facilities atDon McLaren and Lions arena. Users reported a need for changing areas that accommodate
all players, not just males. Further, change rooms do not have adequate warm up space or technology
requirements to coach players. All upgrades in change room facilities should be planned according to
new accessibility and inclusion standards.
Users reported the ice surface size and condition as “good” at all arenas. Some facilities are better suited
to tournament play, including the AUD, Sportsworld and Activa due to appropriate seating, parking and
concessions.
As the City of Kitchener grows, consideration should be given to an arena in the southwest. Staff should
conduct a comprehensive analysis of registration trends and projected growth of affiliated ice users and
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current scheduling practices, which should be completed before the next LFMP (2023) so a decision can
be made on the timing of a new arena.
Outdoor rinks are a valued neighbourhood asset that support non-programmed play and encourage
recreation outside of traditional programmed ice sports. There were many comments about outdoor rinks
in the public engagement survey related to lack of rink maintenance. There is a strong interest in using
outdoor rinks but the survey suggests a higher level of maintenance.
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5.2 Aquatic centres
Aquatics services a large and diverse population by offering programs from early childhood (infants) to
late adulthood (90+). More importantly, swimming is an important and essential life skill, which means
most Kitchener residents have likely visited a City pool at some point in their lifetime. Each pool offers a
variety of recreational swim programs, aqua fitness classes and swimming lessons for all ages. Specialty
programs are also offered including warm pool fitness programs, leadership and lifeguard courses and
introduction to water sports.
5.2.1 Key findings
1. All aquatic facilities are operating at a capacity of 90% or greater during prime time hours in the
summer and school year seasons.
2. All facilities are operating a minimum of 65% capacity during non-prime hours, with some sport
group rental and registered programs scheduled as early as 5:30 a.m.
3. Lack of family and accessible change rooms is a common challenge reported by users and staff.
Family change areas are not large enough and do meet accessibility and inclusion standards.
4. According to the online survey, swimming and water sports are the most popular recreation
activities among Kitchener residents. Approximately 70% of residents have visited an indoor pool
within the past 12 months and residents ranked an indoor pool as the third priority (next to parks
and trails).
5.2.2 Inventory
Table 12:City of Kitchener aquatic centre inventory, 2018
Indoor Pools (open all year)
Facility Name Size Bather capacity Features
Breithaupt Centre 22.8m x 10.9 m 138 people –main Warm water exercise pool, diving board,
pool small slide, family change room, connected
20 people –warm pool to Breithaupt Centre
Cameron Heights Pool 25m x 10.8m 230 people Sauna and diving board. Located within
Cameron Heights Collegiate Institute
Forest Heights Pool 25m x 12m 230 people-main pool Located beside Kitchener Public Library and
50 people -warm pool Forest Heights Collegiate Institute.Male and
female saunas, warm water pool, diving
board, accessibility features including two
ramps and family change room
Lyle Hallman Pool Free form with 175 people Waterslide, sauna, warm water pool, family
three 25m lanes change room
Outdoor Pools (open June to September)
Facility Name Size Bather capacity Features
Harry Class Pool 59.4m x 22.8m 600 people Large shallow end, diving boards, water
slide
Idlewood Pool 22.8m x 10.9m 175 people Large shallow end, located in large park
Wilson Pool 18m x 12m 120people Large shallow end (max depth is 4 ft.),
located in large park
Kiwanis Park Large shallow 1,000 people Sloped beach entry to basin style pool (max
circular concrete depth is 4 ft.) located in large park of 119
pool and spray acres of green space.
features
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5.2.3 Utilization
Table 13:Non-prime time weekday: September 3, 2017 to June 30, 2018
School Year Non Prime: Monday to Friday, 8 a.m. to 4 p.m.
Total hours Total hours
%
available/week booked/week
Forest Heights warm
402665%
Forest Heights 25m*
402665%
Cameron Heights**
000%
Lyle Hallman
403998%
Breithaupt warm
402973%
Breithaupt 25m*** 4045113%
*Forest Heights offers programs beginning as early as 5:30 a.m.
**Cameron Heights pool is not available until 4 p.m. on weekdays as per partnership agreement with school board
***Breithaupt offers several rentals beginning at 5:30 a.m.
Table 14:Prime time weeknight: September 3, 2017 to June 30, 2018
School Year Prime: Monday to Friday, 4 p.m. to 9:30 p.m.
Total hours available Total hours booked %
Forest Heights warm
27.5 2388%
Forest Heights 25m
27.5 2492%
Cameron Heights*
27.5 28101%
Lyle Hallman
27.5 29105%
Breithaupt warm
27.5 2073%
Breithaupt 25m 27.5 26.5 96%
*Cameron Heights buys back one hour from the school board to accommodate programming needs
**Pools over 100% capacity are open past 9:30 p.m. to accommodate programming
Table 15:Prime time weekend September 3, 2017 to June 30, 2018
School Year Prime: Saturday Sunday, 8 a.m. to 9 p.m.
Total hours Total hours
%
available/week booked/week
Forest Heights warm
2630111%
Forest Heights 25m
2627104%
Cameron Heights*
2629112%
Lyle Hallman
2624.5 94%
Breithaupt warm
2622.25 86%
Breithaupt 25m 2623.5 90%
*Cameron Heights has rentals as early as 6:30 a.m. on Saturday and Sunday
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Table 16:Prime time: summer June 30, 2018 to September 9, 2018
Indoor Pools
Summer Prime Sunday through Saturday, 8 a.m. to 9 p.m.
Total hours Total hours
%
available/week booked/week
Forest Heights Warm 9167.5
74%
Forest Heights 25m 9174.5
82%
Cameron Heights 9192.5
102%
Lyle Hallman 9183
91%
Breithaupt Warm 9169
76%
91
81%
Breithaupt 25m 74
Outdoor Pools
Summer Prime Sunday through Saturday
Total hours Total hours
%
available/week booked/week
Harry Class* 52.5 61
116%
Wilson** 52.5 46
88%
Idlewood* 52.5 52
99%
Kiwanis**** 4242
100%
*Harry Class opens at 9 a.m. Monday to Friday and noon on Saturday and Sunday
**Wilson opens at 12:30 p.m. Monday to Friday and 2 p.m. on Saturday and Sunday
***Idlewood opens at 11:30 a.m. Monday to Friday
****Kiwanis pool hours vary between May and September and is weather dependent. The number shown above is
an average week in July.
Figure 7: Indoor pool usage based on program type –school year (Sept. 3 to June 30)
20
Breithaupt warm 63.5
0
30.5
Breithaupt 25m 51
21
16.5
Lyle Hallman
71
0
11
Cameron Heights 27
20
22.5
Forest Heights 25m
55
6.5
18
Forest Heights warm 54
0
0 1020304050607080
Tot. Hrs Non-Registered Program Tot. Hrs Registered Program Tot. Hrs Rented
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Table 17: Bather load counts for 2017/2018
Approx.Approx.
Annual Total Busiest Month
Weekly Total Daily Total
Forest Heights 106,109 11,809 (May) 2, 040 292
Cameron Heights 21,546 2,791 (August) 41459
Cameron Heights 6,501 1,814 (November) 12518
(school use)
Lyle Hallman 104,206 10,932 (May) 2,004 286
Breithaupt 82,984 9,815(November) 1,596 228
Wilson 3,462 1,918 (July) 43362
Harry Class 28,599 12,166 (July) 3,574 510
Idlewood 4,865 2,425 (July) 60887
Kiwanis 50, 200 24,635 (July) 4,183 598
*Wilson, Harry Class and Idlewood are based on an 8-week schedule.
**Kiwanis Park is based on a 12-week schedule.
5.2.4 Analysis
Aquatic facilities typically receive pressure from four primary groups: sport users, rentals (birthday
parties/community groups), swimming lessons and recreation users (lane swim, aqua fit). It is becoming
increasingly difficult to meet the needs of all users given the current size and number of facilities.
The high usage rates during prime time hours (shown in Tables 14-16) demonstrate that most facilities
are operating close to maximum capacity. Pool size and the associated amenities, including change rooms
and parking make it difficult to increase the number of programs, and available spots, during prime time
hours.
Bather load is an important variable and should be considered in relation to utilization rates because it
demonstrates how many people are physically in the pool during programmed hours. For example, the
25m pool at Forest Heights has an overall utilization rate of 87%during the school year and the
Breithaupt 25m pool has an overall utilization rate of 102% during the same time period; however, the
daily bather load at Forest Heights is slightly higher. Therefore, even though Forest Heights is
programmed for fewer hours more people visit the pool each day than Breithaupt. This data does not
suggest that one pool is operated more efficiently than the other; it does indicate that pool size and
associated amenities like change rooms and parking impact the way a facility can be used and
programmed.
Breithaupt Centre
Breithaupt Centre is a unique facility due to its multi-purpose functionality. Breithaupt includes a warm
pool, 25m pool and a community centre.
Currently, the 25m pool is operating at 113% capacity on weekdays, which is likely due to the type of
programming and demographic who use this facility during the day. The warm water pool has a capacity
of 20 swimmers and people are regularly turned away from some programs like aqua fitness and lessons.
The warm pool usage ranges from 73% to 86% during the school year. Although pool hours could be
extended to increase utilization, the demographic requesting warm water programs is not likely to attend
programs earlier in the morning or later in the evening. In addition, other factors like change room size
play a role in how the warm pool is programmed.
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Further, swimming lessons are at capacity during prime time hours. Additional classes cannot be added
due to size limitations of the 25m pool. Five aquatic sport groups and swim teams rent space at
Breithaupt Pool on a weekly basis. Breithaupt pool opens as early as 5:30 a.m. six days a week to
accommodate these rental groups.
Cameron Heights
Cameron Heights Secondary School has access to the swimming pool during daytime hours. The City of
Kitchener has access to the pool Monday to Friday from 4 p.m. to 9 p.m. and Saturdays and Sundays.
The pool is currently operating at full capacity (during City use) and borrows one hour of additional pool
time from the Waterloo District School Board Monday to Thursday during the school year. This pool is a
popular location for sport users (KW Diving Club, Water Polo and swimming clubs).
Forest Heights
Forest Heights pool is very busy during prime time hours particularly with swimming lessons, which are in
high demand. It is becoming more difficult to accommodate citizens requesting lessons at a specific day
and time of week.The warm pool at Forest Heights has a capacity of 50 swimmers and has similar
utilization and programming challenges as Breithaupt.
Change room space is in short supply during prime time hours. Parents with younger children prefer to
use our private change stalls in the family change area, which is not large enough to serve everyone.
Meanwhile,the open male and female change areas are underutilized.
Finally, Forest Heights shares a parking lot with the library and high school, all of which are programmed
independently. This can lead to an extreme shortage of parking at certain times, causing disruptions in
facility usage during busy times.
Lyle Hallman
Lyle Hallman Pool is a multi-use facility that includes warm, shallow water zones and an indoor water slide.
These features make Lyle Hallman a popular choice for public swimming and draw bathers from beyond
the immediate neighbourhood.
Swimming lessons are at capacity during prime time hours with waitlists of over 100 participants, which
the City cannot accommodate. Adult programming and lessons during non-prime hours (weekdays) is
becoming more popular. However, there is a slight decline in winter months due to weather conditions.
With only three lanes in the main pool, it is difficult to schedule lessons and adult programming at the same
time. Summer camp programs are full and exceeding capacity.
The facility shares parking with lawn bowling, baseball diamonds and the Grand River arena facilities making
it difficult to expand pool capacity when parking is limited. Further, change rooms and viewing areas are
small, which impacts pool capacity.
Harry Class pool
Harry Class is an outdoor pool with a large shallow end, deep area with a diving board, dedicated lane
area and two-story waterslide. The amenities include a large shade structure, a family/gender neutral
change area and washrooms. The change area is accessible; however, there are no accessible parking
spots and the pool is not accessible. The pool is large, which allows multiple programs to run at the
same time including public, family and lane swimming, swim classes, aquatic leadership courses and
sport group rentals. Parking is extremely limited with only 25 to 30 dedicated spots making it difficult for
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residents to find nearby parking. There are approximately 80 to 100 parking spots in an adjacent soccer
field but the gate stays locked when there is no attendant.
Idlewood pool
Idlewood is an outdoor pool, largely used by the residents in its immediate area. Most participants walk
or ride their bikes. Staff at this location work diligently to engage youth in a positive way. The presence
of this pool in this neighborhood is important in providing affordable accessible recreation. This pool has
not reached capacity yet but participation is on the rise due to extensive community engagement. The
facility does not have gender neutral or family style change space, and is not accessible although recent
changes have improved this.
Wilson pool
Wilson pool is an outdoor pool located within Wilson Park. It is a shallow pool with a 4 ft. deep
end. This facility was renovated in 2010, and now includes a family change area. The pool is not
accessible but does have stairs to enter the pool along the shallow end. These amenities attract families
with younger children living in the neighborhood. Typically, children over the age of 10 do not attend the
pool as frequently as younger children due to the shallowness of the pool. The afternoon public swim and
early evening swim lessons are becoming more popular. Staff work with the Kingsdale Community center
summer sport camp to attend weekly swims as well as a daily swim for the Royal City soccer camp
participants.
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5.2.5 Stakeholder input
See Appendix J for additional stakeholder results.
Staff reported increased demand for swimming lessons during prime time hours. Swimming lessons and
classes are full every night in most pools. They noted an increase in family swim and the Swim to Survive
program as new Canadians join the community and take an interest in aquatic programs. Additionally,
access to the warm pools are in high demand for classes like aqua fit and senior programs.
Pool size restricts the ability to meet programming needs. Stakeholders expressed a need for an Olympic
size pool to accommodate water sports, diving and larger areas for swimming lessons and fitness
programming, which would enable more programming during prime time hours. An elite aquatic facility
and/or Olympic size pool should be a Regional facility and not the sole responsibility of one municipality.
A facility of this scale requires support and input from all municipalities, townships, post-secondary
institutions and other partners in Waterloo Region. User groups are leaving KW to swim elsewhere,
including the KW Diving Club who practices in Brantford.
Staff expressed a strong concern about the lack of accessible change rooms, including gender-neutral
options at all aquatic facilities. Supporting amenities like change rooms, parking and viewing areas should
be scaled accordingly to accommodate increased traffic through the facility.
Residents shared similar challenges and opportunities in the public consultation, including:
-the need for a larger, Regional aquatic facility in the south-end;
-improved change room facilities; and,
-more time for swimming lessons, public and lane swim.
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5.3 Community Centres
Kitchener’s commitment to building safe and thriving neighbourhoods comes from a longstanding vision
rooted in neighbourhood oriented programs and services. Many community centres are standalone
facilities designed as the central place for neighbourhood building and recreation.
In August 2018, a full review of community centre conditions and needs was completed. The purpose of
this study was to evaluate enhancement/improvement opportunities necessary for existing community
centres and identify any future needs as population grows in the City’s south end.
In December 2018, staff took a closer look at the City’s community centre utilization to address facility
usage gaps and opportunities.
5.3.1 Key findings
1. Community centre gymnasiums are operating at a minimum of 80% capacity and higher and
there is a clear need for additional gymnasium space and/or available hours.
2. Larger spaces tend to be used more frequently than smaller program rooms and areas with
specific design requirements like dance and preschool rooms are used less often due to design
constraints.
3. Community centre utilization tends to increase during the summer months when the City takes
on a larger role in direct programming. This may offer an opportunity to increase usage at
existing centres while also meeting the diverse needs beyond traditional recreation programming.
4. Evenings tend to be the busiest time across most community centres with gymnasium drop-in
programs being very popular among youth. There is additional capacity available on the
weekends when most community centres are underutilized.
5.3.2 Inventory
The City of Kitchener operates 13 community centers:
Breithaupt centre (see Country Hills centre Mill Courtland centre
aquatics section) Doon Pioneer Park centre Rockway centre
Bridgeport centre
Forest Heights centre Stanley Park centre
Centreville Chicopee centre Kingsdale centre Victoria Hills centre
Chandler Mowat centre Williamsburg centre
44
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Williamsburg
45
Victoria Hills
s an
Stanley Park
programming
Rockway
. This data show
Mill Courtland
Kingsdale
Forest Heights
Weekend Avg
Downtown
ortant consideration when making
Country Hills
Chandler Mowat
Evening
Centreville Chicopee
Courtland and Stanley Park community centres are busy
-
Bridgeport
r 2018)
e
Williamsburg
and Mill
Afternoon
Victoria Hills
Stanley Park
in programs. This data should be an imp
-
Rockway
Morning
2018 schedules. The information also aligns with key findings from staff who reported that evenings
Mill Courtland
used for drop
and demonstrates that evenings are generally the busiest times at most centres
Kingsdale
is the busiest in the afternoon,
November
Forest Heights
Weekday Avg
Downtown
that Rockway
Country Hills
Chandler Mowat
Centreville Chicopee
Utilization
It is important to note
Bridgeport
shows facility usage based on time of day
4.3.3
sions.
0
50
300 250 200 150 100
Figure 8: Weekday and weekend total room usage (based on NovemebFigure 8
average number of hours booked based on are often the busiest times where gymnasiums are deciconsistently throughout the day.
11 - 76
5.3.4 Analysis
Residents, staff and members of council praise the City for its highly valued and well-maintained network
of community centres, and consider them an essential neighbourhood asset.
The key findings of this data suggest that there is additional work required to understand how to
program and use each community centre more effectively. The data collected through the Leisure
Facilities Master Plan project helped uncover where the strengths and gaps exist among community
centre operations. Moving forward, Neighbourhood Programs and Services will use this information to
make decisions related to programming, policy and other key factors related to the day-to-day operations
of the City’s community centres.
The current Neighbourhood Affiliation Policy and Use of Space Policy create barriers that prevent
residents from accessing available space in community centres. Residents and staff reported that it is
difficult to access space when neighbourhood associations frequently book the facility for extended
periods. The Neighbourhood Programs and Services team is currently reviewing both policies to address
these challenges. In 2019, the City will work closely with neighbourhood associations to find a solution to
reduce barriers and increase access to community space.
5.3.5 Stakeholder input
Gymnasium organizations indicated that participation is strong within their groups, which they primarily
attribute to the affordability of gym-based programs. The Kitchener Waterloo Youth Basketball
Association uses school gymnasiums across Kitchener-Waterloo and the gymnasium at RIM Park. They
reported over 1,000 youth members between the ages of 4 and 18. Glendon Gymnastics has
approximately 3,000 youth, adult participants, and itoffersprograms out of their own facility. Due to
space constraints, each group reported that they are unable to take on new participants.
Participation in programs offered by neighbourhood associations vary by organization and by location.
Neighbourhood associations operate and deliver programs based upon their own philosophies,
organizational capacities and perceived understanding of community needs; thus, there is little to no
consistency or coordination between them. As a result, a broad range of programs are collectively
provided by the neighbourhood associations and tend to be based on traditional recreation programming
like dance, basketball, badminton, volleyball, and gymnastics, as well as low-impact fitness (e.g., yoga)
and programs that involve parents and toddlers. The three neighbourhood associations that attended the
stakeholder input session (Downtown Neighbourhood Alliance,Huron Neighbourhood Association and
Boardwalk Neighbourhood Association) all reported that their most popular programs typically have
between 10 and 30 registrants with some additional drop-in participants.
With respect to existing gymnasium usage, organizations suggested that the City undertake a review of
all programs that are currently offered within gymnasiums to ensure that they are provided in appropriate
places. Similarly, they suggested that the City identify any programs that may be underperforming to see
if there are opportunities to re-program the gymnasium with more in-demand indoor sports and
recreation activities. Other ideas to address the provision of gymnasium space or programs were to
explore partnership opportunities with neighbourhood associations, school boards, and non-municipal
space providers.
City staff reported that gymnasiums tend to be booked by neighbourhood associations. However, staff
are not aware of how many participants are using the space in a given time or for a specific program.
Staff noted that it is challenging to deliver programming requested by the community where times have
already been allocated to a neighbourhood association. As mentioned above, the existing Use of Space
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and Neighbourhood Affiliation Policy create barriers for residents and sport groups trying to book
community centre gymnasium space. Neighbourhood associations get the first right to book community
centre space and often forget to cancel if a program does not fill up or if the space is no longer required.
In addition, there is no way to determine if the gymnasium is the correct space for the planned activity.
For example, a neighbourhood association may book a yoga class in the gymnasium and a basketball
group might be turned away.
Additionally, the City’s gymnasiums have design limitations such as a small floor area and/or low ceiling
height (Centreville-Chicopee Community Centre and Mill Courtland Community Centre are examples of
the latter). Staff at some of Kitchener’s community centres reported the lack of a gymnasium (e.g.,
Bridgeport Community Centre, Rockway Centre, and Williamsburg Community Centre) has been a
challenge when providing active indoor programs, although staff are able to make due with programming
multi-purpose spaces.
City of Kitchener staff noted that certain programs delivered in gymnasiums by neighbourhood
associations would be better suited in a multi-purpose program room (e.g. cards, board games) and
shifting such uses would open up the gyms for more active programs that require the large floor area
and ceiling height.
In other instances, program participation may be low resulting in inefficient gymnasium use. Often
programs that would attract higher participant numbers cannot take place in the gym because other
activities are scheduled when they could be relocated to a smaller, multi-purpose area. Re-assigning or
relocating such activities would free up space at the gymnasium for active indoor recreation activities.
47
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5.4 Sport fields
The City of Kitchener has 47 sport fields, including two synthetic turf playing surfaces at Woodside Park
and two lit fields (one at Budd Park and one at Centennial Stadium). Two additional turf fields with lights
are scheduled for construction in 2020 at Schlegel Park.
In September 2018, a demand study of sport fields was completed. The purpose of this study was to
evaluate the demand and existing utilization of Kitchener’s multi-use fields. The information below is
based on the key findings reported by Monteith-Brown.
5.4.1 Key findings
5. Sport field rentals for 2018 reached an 86% utilization rate, which is a 13% increase from 2015.
6. B level fields have the highest utilization rate, which is likely due to the number of available fields
and rental costs.
7. When full sized fields are used for micro, mini and 9V9 play there are significant maintenance
and operations factors related to the increased wear and tear on fields and the surrounding
facilities (i.e. parking, washrooms, nearby neighbourhoods). A sport field allocation policy should
be considered to address the increased usage and appropriate programming of fields.
8. Residents ranked sport fields among the top five priorities the City should focus on the next 10 to
15 years. There were over 255 comments related to fields; 198 were related to the need for
additional fields and 16 were related to improving existing fields. Further, 58% of residents said
they have used an outdoor field within the past 12 months.
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5.4.2 Inventory
Table 19:City of Kitchener rectangular field inventory, 2018
Classification Inventory
A1 Field *Budd Park #1 Kaufman Field #1
(18Fields)
Budd Park #2 Meinzinger Park (5 x Mini fields)
Budd Park #3 (9v9/Full) Resurrection H.S. #1
A1 fields are irrigated and. Field
Budd Park #4 (9v9/Full)
Resurrection H.S. #2
lighting and washrooms are available
*Centennial Stadium
Resurrection H.S. #3
at selected locations. Fields are lined
Eastwood Collegiate
St. Mary’s H.S. Upper
weekly and are maintained at 2.5”
grass height. Forest Heights Collegiate Main
St. Mary’s H.S. Lower
Grand River Collegiate #1
*Woodside #1 (synthetic turf)
Huron Heights H.S. #1
*Woodside #2 (synthetic turf)
Grand River Collegiate #2
Budd # 5 (6 x micro/Full)
A2 Field
Huron Heights H.S. #2
Budd # 6 (6 x micro/Full)
(11 Fields)
Kaufman Park #2
Bridgeport #1
A2 fields are unlit and unirrigated.
Lion’s Park #1 (9v9/Full)
Bridgeport #2
Fields are lined weekly (or as
Wilson Park
Fisher #1
required) and are maintained at 2.5”
grass height.Fisher #2 (6 x micro)
Laurentian Park #1
Biehn Park (9v9/Full)
B1 Field
Laurentian Park #2
Carlyle Park
(13 Fields)
Morrison Park #1
Cloverdale Park
B1 fields are unlit and
Morrison Park #2
Eby Park
unirrigated. They are maintained
Morrison Park #3
Idlewood Park
on a two-week rotation.
Westheights Park
Kiwanis Park
Knollwood Park
Crestview
S1& S2 Field
Forest Height Collegiate #4
(1 S1 Field and 4 S2 Fields)
Montgomery
S2 are cut on a two to three week
Rockway School
rotation. Some fields are
Westheights School
maintained by the school board if
they’re programed operations take
over the cutting * current
conditions and dimensions
challenge programming.
*Source: City of Kitchener sports and operations staff
Notes
1. Kiwanis Park has seven ultimate disc fields that are contained in an area roughly in size to where one full
rectangular field can fit, and is therefore counted as the equivalent of one rectangular field
2. The following fields are no longer booked and have been excluded from the supply for the purposes of this
study: Country Hills Park, Countryside Park, Driftwood Park, Lion’s Park #2, Mackenzie King, Morgan Park,
Queensmount Park, Queen Elizabeth School, Rockway School, Smithson, Southridge, St. Dominic Savio,
Sunnyside School, Trillium School, Westwood Park field.
3. RBJ Schlegel Park is not reflected inthe inventory, but is anticipated toopen in2020with two synthetic fields
(A1) and one multi-use field.
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5.4.3 Utilization
Table 19: Prime time total hours booked on rectangular fields
Prime: Monday to Thursday
Rectangular
2015201620172018
Fields
Number Total
Hrs. Hrs. Hrs. Hrs.
of Hours %%%%
Booked Booked Booked Booked
Fields Available
A1 *Lights 270441058%29442%33347%472.5 67%
A1 *Woodside #1 1744781105%53872%66189%754101%
A1 *Woodside #2 162049580%38262%53586%684110%
A11831682474.5 78%244677%263883%2535.5 80%
A2111936632.5 33%110657%148477%179092%
B1322882515110%3069.5 134%2350103%2142.5 94%
S588027031%498.5 57%43750%51158%
Totals 5110340757873%833481%8439.09 82%8889.5 86%
*Source: ACTIVE Net, City staff
Notes: Hours available are based on:
Fields with lights: 4 hrs. x 4 days x 22 weeks
Fields without lights: 2 hrs. x 4 days x 22 weeks
*Woodside 1 &2–April 1 –Nov 1 (31 weeks)
Figure 9:Prime time diamond rentals by field classification, 2015 -2018
3500
3168
3000
2288
2500
1936
2000
1500
880
1000
744
704
620
500
0
A1 *Lights A1 *Woodside A1 *Woodside A1 A2 B S
#1 #2
2015 2016 2017 2018 Total Hours Available
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Table 20: Non-prime total hours booked on rectangular fields
Non Prime: Friday to Sunday
Rectangular
2015201620172018
Fields
Total
Number Hrs. Hrs. Hrs. Hrs.
Hours %%%%
of Fields Booked Booked Booked Booked
Available
A1 *Lights 2528268.5 51%12123%25548%29957%
A1 *Woodside #1 1105444242%39237%42340%44442%
A1 *Woodside #2 1102332632%229.5 22%31531%417.5 41%
A118396093324%100125%86222%101026%
A2112420342.5 14%39116%65727%102042%
B132860736.5 26%89231%61522%535.5 19%
S51100585%1039%878%10710%
Totals 51129453106.5 24%3129.5 24%3214.91 25%383330%
*Source: ACTIVE Net, City staff
Notes:
Hours available are based on:
Fields with lights: 4 hrs. x 3 days x 22 weeks
Fields without lights: 2 hrs. /Friday x 4 hrs. weekend x 22 weeks
*Woodside 1 & 2 –April 1 –Nov 1 (31 weeks)
Figure 10:Non-prime time diamond rentals by field classification, 2015 -2018
4500
3960
4000
3500
2860
3000
2420
2500
2000
1500
1054
1023
1100
1000
528
500
0
A1 *Lights A1 *Woodside A1 *Woodside A1 A2 B S
#1 #2
2015 2016 2017 2018 Total Hours Available
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5.4.4 Analysis
City of Kitchener scheduling staff indicated there is increased weekend usage and demand for early and
late prime time hours. Scheduling pressures mean that groups need to be flexible when selecting field
times so the non-prime hours can be used more effectively, which will free up space during the prime
hours.Staff recognize that a sports field allocation policy may be needed in order to prioritize and
allocate sports field time between groups in a fair and transparent manner.
Staff suggested that partnerships with schools should be considered in order to leverage school sports
fields and alleviate pressures. Staff indicated that discussions with schools have occurred in the past but
there has been no formal joint use agreement due to insufficient resources, particularly as school-based
field supply and quality is a low priority for school boards. It is recognized that ongoing dialogue between
the City, sports groups, and school boards is crucial in order to establish strong partnerships. Further
investigation with field user groups is required to determine the drop in 2017 rentals, which may be
related to weather conditions, anincreased need for micro fields (more players on one field) and desire
to play on higher quality fields.
5.4.5 Stakeholder input
During consultation, stakeholders expressed a need for additional A1 fields and/or upgrades to existing B
fields to accommodate increasing registration and higher playing standards. City staff were praised for
the high quality field maintenance and turf management practices applied to all fields across the City.
Groups felt that City’s A1 rectangular sports fields are very high quality and conveniently located.
The Kitchener Soccer Club reported that participation increased steadily over the past decade but has
recently plateaued and remained stable. The soccer club reported that this is because the organization
has not been able to get any additional field time and as a result, they have capped registration and are
turning away potential participants. The lack of sufficient indoor field time is also a factor and the soccer
club is facing competition from private non-affiliated soccer groups who are competing for the same pool
of minor soccer participants.
Both lacrosse and football organizations reported stable participation levels for their indoor and outdoor
programs. With respect to lacrosse, the organization reported that participation in boys’ lacrosse varies
each year, although there is an upward trend in girls’ participation. With respect to football, the
organization introduced a flag football program, which has been very popular among younger participants
and persons from diverse cultural groups that are less intimidated by safety with the non-tackle game.
Staff echoed comments from the sport field user focus groups that there is a strong demand for A1
quality fields for both games and practices. Staff identified a need to replace and update aging fields and
their associated amenities. While each location may differ, components that are in need of replacement
may include player dugouts (diamonds) and seating, fencing, lighting, and more. The need to
accommodate parking was also identified asan issue. This is primarily challenging in multi-field parks or
subdivided fields (e.g. 5v5) where concurrent games/practices are taking place.
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5.5 Ball Diamonds
The City of Kitchener has 52 ball diamonds within parks used for organized sport and rentals, plus an
additional 16 diamonds located on school board properties. The majority of diamonds are designed to
softball specifications with four hardball diamonds located at Breithaupt Park, Lion’s Park and Jack Couch
Stadium. A number of non-programmed diamonds exist within neighbourhood parks to facilitate drop-in
and programmed play.
In September 2018, a demand study of ball diamonds was completed. The purpose of this study was to
evaluate the demand and utilization of Kitchener’s ball diamonds. The information below is based on the
key findings reported by Monteith-Brown.
5.5.1 Key Findings
1. Ball diamond rentals show stable usage over the past six seasons and growth in adult and minor
leagues is expected over the next few years as field sports become more popular.
2. The City of Kitchener asked the Kitchener Minor Ball Association and other affiliated groups to
restrict growth in the 2017 and 2018 season. During this time, the City has been working to light
existing diamonds to increase inventory and accommodate the increaseddiamond usage. Sport
groups have a desire to grow their programming, which means the City needs to find a solution
as the demand for diamonds continues.
3. A1 diamonds account for 40% of all rentals followed by B1 diamonds at 31%.Stakeholders
expressed significant demand for additional A1 diamonds to accommodate increased competitive
play.
4. The top 10 diamond rentals are all part of multi-diamond facilities, which allow users to deliver
programs in a central location.
5. Stakeholders reported diamonds and fields are of high quality and well maintained. However,
there is a need to upgrade supporting amenities for safety purposes, including fencing,
backstops, dugouts, parking, etc.
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5.5.2 Inventory
Table 21:City of Kitchener ball diamond inventory, 2018
Classification Inventory
A1 Ball Diamond
Breithaupt Park #1 *Lions Sports fields Diamond #2
(12 Diamonds)
*Peter Hallman Ball Yard Diamond #1
Breithaupt Park #2
*Peter Hallman Ball Yard Diamond #2
Breithaupt Park #3
A1 ball diamonds have a clay or stonedust
*Peter Hallman Ball Yard Diamond #3
*Bridgeport -Joe Thompson
infield surface, groomed on a daily basis. All
*Rosenberg Park Diamond #1 *Rosenberg
*Budd Park Diamond #1
fields are irrigated and selected diamonds
Park Diamond #2
*Budd Park Diamond #2
have team benches and outfield fencing.
Field lighting is available at selected
locations. Outfield maintained at 2.5” grass
height.
Bridgeport Sports fieldsCivitan #1 Southwest Optimist Diamond #4
A2Ball Diamond
Bridgeport Sports fields Diamond #2 Southwest Optimist Diamond
(13 Diamonds)
Bridgeport Sports fields Diamond #3 #5 (T-Ball)
A2 ball diamonds have a stone dust infield Lions Sports fields Diamond #1 Wilson Park Diamond #1
surface, groomed on a daily basis. All fields Southwest Optimist Diamond #1 Wilson Park Diamond #2
are irrigated and selected diamonds have Southwest Optimist Diamond #2 Wilson Park Diamond #3
team benches and outfield-fencing Outfield Southwest Optimist Diamond #3 Wilson Park Diamond #4
maintained at 2.5” grass height.
Carlyle Park Diamond Hofstetter Park Diamond
B1 Ball Diamond
Cherry Park Diamond #1 Cherry Idlewood Park Diamond
(27 Diamonds)
Park Diamond #2 Country Hills Knollwood Park Diamond
B1 ball diamonds have a stone dust infield
Park Diamond Midland Park Diamond
surface. Infield and outfield are maintained
Crosby Park Diamond #1
Morrison Park Diamond Queensmount
on a weekly basis.
Crosby Park Diamond #2
Park Diamond #1 Queensmount Park
Driftwood Park Diamond
Diamond #2 Rittenhouse Park
East Forest Park Diamond #1
Diamond
East Forest Park Diamond #2
Rolling Meadows Park Diamond
Forest Hill Park Diamond #1
Voisin Park Diamond
Franklin Park Diamond
Weber Park Diamond Westheights
Greengable Park Diamond
Park Diamond Westwood Park
Gzowski Park Diamond
Diamond #1
Hillside Park Diamond
Sheppard School Diamond
Alpine School Diamond
S1 & S2 Ball Diamond
Smithson School Diamond
Franklin School Diamond #2
(16 Diamonds)
Southridge School Diamond
Franklin School Diamond #3
S2 ball diamonds have a stone dust infield, St Paul School Diamond
John Sweeney School Diamond
groomed on a weekly basis. The school St Timothy School Diamond
Monsignor Gleason School Diamond
board maintains outfield.
Sunnyside School Diamond Trillium
Monsignor Haller School Diamond
School Diamond
Pioneer Park School Diamond
Wilson Ave School Diamond #1
Queen Elizabeth School Diamond
*Source: City of Kitchener sports and operations staff
Notes:
1. Hofstetter Park Ball diamond planned to be removed in 2023 as a part of River Road Extension.
2. Supply excludes neighbourhood/scrub diamonds that are not used for organized play as well asthe Unifor
diamonds, which are privately owned and have a short-term use agreement.
3. KMAC Jack Couch Diamond is excluded from the supply for the purposes of this analysis.
4. Breithaupt Diamonds 1 and 2 lighting installed in 2019.
5. Monsignor Gleason, will no longer be listed in inventory in 2019, the school has been sold to a developer
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5.5.3 Utilization
Table 22: Prime (Monday to Thursday) total hours booked on ball diamonds
Prime: Monday to Thursday
Diamonds 2015201620172018
Total
Hrs. Hrs. Hrs.
Number Hrs.
Hours %%%%
of Fields Booked Booked Booked Booked
Available
A1 *Lights 93564261673%260173%266075%2767.5 78%
A13528544103%596113%584111%551.5 104%
A2122112153673%158775%166779%1145.5 54%
B284928235848%262053%248550%2742.5 56%
S151320765.5 58%103178%102778%1031.5 78%
Totals 67124527819.5 63%843568%842368%8238.5 66%
*Source: ACTIVE Net, City staff
Notes:
Hours available are based on:
Diamonds with lights: 4.5 hrs. x 4 days x 22 weeks
Diamonds without lights: 2 hrs. x 4 days x 22 weeks
S diamonds: 2 hrs. x 4 days x 11 weeks
Figure 11: Prime time diamond rentals by diamond classification, 2015 -2018
6000
4928
5000
4000
3564
3000
2112
2000
1230
1000
528
0
A1 *Lights A1 A2 B S
2015 2016 2017 2018 Total Hours Available
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Table 23: Non-prime (Friday to Sunday) total hours booked on ball diamonds
Non Prime: Friday to Sunday
Diamonds 2015201620172018
Total
Hrs. Hrs. Hrs. Hrs.
Number
Hours %%%%
of Fields Booked Booked Booked Booked
Available
A1 *Lights 96534124319%162025%153824%1850.5 28%
A131254656.5 52%67554%84067%876.5 70%
A212501694819%118324%109122%62913%
B281170410659%147313%189516%136412%
S1531351946%2026%1926%243.5 8%
Totals 67276434106.5 15%515319%555620%4963.5 18%
*Source: ACTIVE Net, City staff
Notes: Hours available are based on:
Diamonds with lights: 33 hrs. x 22 weeks
Diamonds without lights: 19 hrs. x 22 weeks
S diamonds: 19 hrs. x 11 weeks
Figure 12: Non-prime time diamond rentals by classification, 2015 -2018
6000
4928
5000
4000
3564
3000
2112
2000
1230
1000
528
0
A1 *Lights A1 A2 B S
2015 2016 2017 2018 Total Hours Available
56
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5.5.4 Analysis
Demand for diamonds has increased over the last few years, particularly from Monday to Thursday. The
peak pressure period occurs during house league season, which runs until the first weekend in July.
During this time, the sport users have agreed to use non-prime time including weekend play.
An allocation policy would help staff utilize inventory more effectively to better serve users. Scheduling
staff worked with diamond users to push practices to weekends and reduce the number of extra bookings
previously reserved for make-up games. In addition, staff worked with sport groups to find creative
solutions to meet their needs (i.e. play spaces at Midland and Franklin, double headers for T-ball).
These changes increased inventory to meet the needs of users with the request that sport groups do not
expand their programs. The City anticipates many youth sport teams have an interest and need to
expand programs to accommodate growing waitlists, which will increase demand for additional diamond
inventory.
5.5.5 Stakeholder input
During consultation, stakeholders strongly expressed a need for additional A1 diamonds and/or upgrades
to existing B diamonds to accommodate increasing registration and higher playing standards. City staff
were praised for the high quality maintenance applied to all diamonds across the City.
Kitchener Minor Ball Association indicated that their registration is declining, particularly at the younger
age groups. They are competing with neighbourhood associations for the t-ball market and believe that
those who register through the neighbourhood associations are less likely to continue playing ball after
they are no longer eligible for the neighbourhood-based programs. Compounding their challenge, they
are seeing a trend of players moving to private leagues or specialized academies that are unaffiliated with
Baseball Canada. All of these competing factors has affected minor ball throughout all age divisions.
Kitchener Minor Girls Softball has grown by 25% since 2015 and reports that it has now capped its
registration given that it has maximized its diamond allocation. They estimate that they could have grown
5% to 10%this past year if its diamond usage was not restricted.
Groups reported that the quality of the City’s A1 diamonds is excellent; and they are proud of the
facilities in terms of design and the City’s efforts to maintain them. They hope that a similar level of
quality can be extended to the A2 and B1 diamonds, potentially by upgrading and/or enlarging certain
ones in order to increase the supply of A1 diamonds. The current state of most B1 and S diamonds do
not meet the needs of user groups.
Groups observed that the City does not seem to have enough staff to allow more frequent or more skilled
maintenance to take place on diamonds at the A2 and B1 level (unkempt warning tracks, non-flat
surfaces, and weeds were cited as examples). Moving forward, the organizations hope that the number
of quality diamonds –in terms of design and ongoing maintenance –will increase so that they can grow
their programs accordingly.
57
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6.0 Financial Operations
This section provides an overview of the City’s funding sources and associated costs of delivering
recreation and leisure services based on 2019 operating and capital budgets.
6.1 Municipal funding tools
Like all municipal services, the leisure system requires ongoing resources to construct and maintain
facilities, develop and deliver programs, and administer services. This section outlines selected
resources that a municipality can draw from.
8
The City of Kitchener has four primary sources of funding,including:
Operating budget
The operating budget funds the day-to-day costs of the municipality to provide its programs and services.
Examples of operating costs include salaries and wages for City employees; utility costs, such as water
and electricity; and operating supplies, such as road salt.
Capital budget
Capital budget funds investments in municipal infrastructure (or assets) that provide a long-term benefit
to the community. Examples of capital costs include building or replacing roads, water mains, vehicles,
community centres and parks.
User fees
The City charges user fees for programs and services where customers have a choice to use them, which
reduces dependence on property taxes as a funding source. Examples of user fees include swimming
lessons and marriage licenses.
Development charges
Development charges are fees that are collected through the building process in order to address the
growth related infrastructure needs of a community. Up to 90% of eligible parks and recreation capital
projects may be funded through development charges, with the remaining 10% financed by the
municipality through other sources. Funding limitations include replacement of portions of parks and
recreation facilities, arts and cultural facilities, historical service level deficiencies, or excesscapacity as
a result of the pre-emplacement of facilities. The provides the basis for
collecting these growth-related charges.
8
City of Kitchener. (2018). Consolidated budget book. Kitchener, ON: Financial Planning, City of Kitchener. www.kitchener.ca
58
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The following examples are alternative options to these commonly used by municipalities to fund
recreation and leisure,and they were provided by consultant Monteith Brown in the Recreation &
9
.
Leisure Trends Research Paper
Partnerships
To maximize benefits to the community, the City may consider engaging in collaborations or
partnerships with the private sector, non-profit sector, or other levels of government to develop and/or
operate various facilities and services. Detailed feasibility studies and the development and use of
agreements are required to ensure that these arrangements yield the desired results.
Municipal reserves
On occasion, municipalities may decide to set aside monies accrued from tax dollars or other revenue
sources (such as the sale of surplus parkland) for special projects, such as the development or
expansion of a specific community facility or park. In addition, annual lifecycle reserves that are
earmarked to fund the maintenance and state-of-good-repair of existing facilities are becoming more
common.
Grants
Municipalities often seek financial support from senior levels of government for major municipal capital
projects. In 2017, the Federal budget made commitments towards infrastructure investments in the
recreation sector through the “Investing in Canada” Plan –it is anticipated that the Community, Culture
and Recreation Infrastructure funding stream (amounting to $407 million across Ontario over 12 years,
with up to 40% support for eligible municipal projects) will support new, expanded or renewed facilities.
The presence of an approved Master Plan is often a requirement to securing grant funding.
Ongoing government programs
One example of an ongoing government program is the Federal Gas Tax Fund, which provides
municipalities with a long-term funding stream that can be used for the construction and rehabilitation
of core public infrastructure, including roads, bridges, drinking water and wastewater infrastructure, and
parks facilities (e.g., trails, bike lanes, etc.).
Parkland cash-in-Lieu
The Ontario establishes a framework for the dedication of parkland and possible
alternatives, with implementation policies identified through county and local official plans. One such
alternative is the conveyance of cash-in-lieu of parkland generated by development or redevelopment.
At a municipality’s discretion, cash-in-lieu may be used to purchase parkland in another area, and
acquire associated machinery and/or equipment for parkland development. The also allows
municipalities to collect other parkland-related revenues through Section 37/45 (community benefits)
and Section 42 (Alternative Rate cash-in-lieu); however, these are more applicable to urban
communities with higher development densities.
(Bill 73) provide a municipality with less
It bears noting that recent amendments to the
cash-in lieu relative to the past if applying the alternative dedication rate. Whereas cash-in-lieu of
parkland used to be permitted at a rate of 1 hectare per 300 dwelling units, the Planning Act has been
amended to allow cash-in lieu to be provided at a rate of 1 hectare per 500 dwelling units, meaning less
cash can be conveyed for eligible park uses. Cash-in-lieu collected if applying the Planning Act’s 5% of
9
Monteith-Brown Planning Services. (2018). Recreation & Leisure Trends Research Paper. London, ON: Monteith-Brown Planning
Services.
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gross developable land remains unchanged, as does the conveyance of physical land, which can still be
dedicated at 1 hectare per 300 dwelling units. This amendment will likely be most impactful in areas of
medium to high-density development.
Fundraising, donations and sponsorships
The capital and ongoing operational costs of constructing parks and facilities are substantial and
inherently place pressures on the municipal budget. Seeking assistance from the community to
contribute resources towards the construction and/or operation of parks and facilities can be an
effective way to provide services and spaces that are desired by residents. In the past, many local user
groups have collected donations and/or participated in fundraising for new facilities, and this practice is
expected to continue.
The City offers sponsorship and partnership opportunities through the Office of Strategic Partnerships
(OSP). Recent examples of additional funds generated through the OSP include RBJ Schlegel Park,
Tepperman’s Lounge at Sportsworld arena, the Playball Academy Canada diamonds at Upper Canada
Park and the Heffner Lexus Toyota sponsorship neighbourhood camps.
Cooperation between neighbouring municipalities
Cooperation between municipalities is essential to the effective delivery of parks and recreation services.
Residents are not concerned about municipal boundaries as long as their access to and enjoyment of a
recreational experience is unencumbered by local politics. Throughout Ontario, municipalities benefit
from various types of cooperation, including joint services agreements that allow cost-efficient access to
facilities by residents in another municipality.
Debenture financing
In cases where alternate sources of funding are unavailable, some municipalities have shown a
willingness to finance a portion of major capital expenditures. Depending on the municipality’s credit
rating, this can be a more expensive funding alternative and can affect the future borrowing rate and
fiscal capacity.
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6.2 Capital forecast
The City of Kitchener maintains a ten-year capital forecast, which outlines the expected maintenance and
repair of existing community services facilities and sites. According to Figure 18, community centres,
arenas, pools, indoor recreation account for $123,000,000 of the total capital budget and parks, trails and
forestry account for $54,000,000.
10
Figure 18: 2019 capital budget forecast
10
City of Kitchener. (2018). 2019 final budget at a glance. Kitchener, ON: Financial Planning, www.kitchener.ca
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6.3 Operating forecast
The operating budget supports and maintains the day-to-day delivery of services and programs, including
150 major facilities, 2,000 km of roads, 785 km of water main, 42,700 hours of community centre
11
operations and 1,571 hectares of parks and open space, and more.
The 2019 operating budget for the City of Kitchener is $406 million. Recreation and leisure related
expenditures account for approximately 10% of the City’s total operating budget.
For the purposes of this report, the following assumptions were used to demonstrate total operating
costs for recreation and leisure:
1. Table 24 includes the operating costs of the sport, neighbourhood programs and services, parks
and cemeteries divisions, which also includes the associated facilities costs.
2. Table 24 does not include operating costs related to general revenues, including general levies,
penalties and interest and other general contributions.
3. Table 24 does not include operating costs related to Kitchener Fire, special events, other non-
recreation facility maintenance and other non-recreation and leisure divisions across the City.
12
Table 24: 2019 operating budget for recreation and leisure
Arenas, Pools CommunityParks Trails Administration NeighbourhoodProgramsTotal
&Other Centres & Forestry Development&
Indoor Office Services
Facilities
Total 16,815 6,936 12,020 3,022 6233,268 42,378
Expenses
Tax 7,4595,731 9,161 3,020 6232,063 28,451
Revenue 9,360 1,205 2,859 2,000 -1,204 13,931
Figure 19: 2019 operating budget for recreation and leisure based on tax vs. revenue
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Arenas, Pools and Community Centres Parks Trails and Administration Neighbourhood Programs & Services
Indoor Facilities Forestry
Tax Revenue
11
City of Kitchener. (2018). Consolidated budget book. Kitchener, ON: Financial Planning, www.kitchener.ca
12
City of Kitchener. (2018). 2019 operating budget. Kitchener, ON. Financial Planning.
62
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7.0 Public Engagement
This section includes the results of the public
engagement campaign. The campaign was called
and resulted in 1,400
survey responses.
7.1 Key findings
1. Sixty per cent of residents reported that the
City should invest in existing infrastructure
compared to 40% who said the City should
build new recreation facilities.
2. When asked if recreation facilities meet, exceed or do not meet expectations, residents said
“meet expectations” in all facility categories, including arenas, pools (indoor and outdoor),
community centres, fields, diamonds, parks, trails, courts, dog parks and outdoor rinks.
3. Residents said the top three reasons the City should invest in recreation are: (1) high community
demand, (2) an existing facility requires maintenance, repair or improvement and (3) the cost of
participating will be more affordable.
4. Residents identified trails, neighbourhood parks and playgrounds, indoor pools, arenas and sport
fields as the top five recreation priorities the City should invest in over the next 10 to 15 years.
5. Parks and trails, including neighbourhood parks, are the most frequently used recreation
amenities followed by indoor and outdoor pools, community centres and sport fields.
The following chart includes an overview of the number of people engaged during the campaign.
How did we engage? Results
Online survey 746 completed surveys
Interactive facility map 321 comments
(Engage Kitchener)
Paper survey 654 completed surveys
Street team visits 35 visits at 22 facilities
Ballot boxes at Kitchener Breithaupt Centre Rockway Centre Activa Sportplex
Centerville Chicopee CC Sportsworld arena
facilities at 22 locations Stanley Park CC
Chandler Mowat CC The AUD
Victoria Hills CC
Country Hills CC Don McLaren arena
Williamsburg CC
Forest Heights CC Lion’s arena
Cameron Heights pool
Kingsdale CC Queensmount
Lyle Hallman pool
Mill Courland CC
arena
Forest Heights pool
Victoria Hills CC
Budd Park
Social media 1,039 Facebook link clicks
2,401 tweet engagements
1,923 Twitter poll votes
Emails and networking 120+ emails sent
Workshops 2 workshops with 10 attendees
7.2 Methodology
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The eight-week community engagement campaign, called
, provided residents an
opportunity to share their input about the places they use
for recreation, sport and well-being.The focus of the
campaign was to encourage residents to complete the
survey, which was used as the primary evaluation tool to
gauge public opinion. The survey questions encouraged
residents to think about how and when they engage with
the City’s recreation facilities and programs, and what the
future looks like for recreation in Kitchener.
The campaign ran from November 27, 2018 to January
25, 2019 and included the following engagement tools:
Engage Kitchener (online survey): The new Engage
Kitchener tool included a detailed landing page with a
survey and map feature where residents could drop a pin
on a facility they like/love or think needs improvement.
The platform also included an opportunity for residents to
share stories and ask questions.
(www.engagewr.ca/play)
Social media: Social media was used to collect comments and votes on specific topics using the polling
tool. Social media was also used to promote upcoming events like the public workshops.
Street team: Kitchener staff made a visit to each community centre, pool and arena, plus Budd Park,
the gymnastics club, the Kitchener Market and two Ranger’s Games to collect feedback from people while
using a City of Kitchener recreation facility.
Ballot boxes and paper surveys: A ballot box and paper survey was placed at each indoor City of
Kitchener recreation facility.
Public workshops: Two public workshops were held on January 16 to give the public an opportunity to
talk with City staff and share feedback.
Emails and networking:City of Kitchener staff shared the online survey with their networks via email
and promoted the campaign to affiliated sport groups and other users of City facilities.
Marketing and advertising: a mixed media campaign was used to promote public engagement events
and the online survey, including print ads Kitchener Life and Active Kitchener, online ads through the
Weather Network and Cineplex.com, radio ads and media coverage through the Waterloo Record.
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7.3 Analysis
This section includes a detailed analysis of the survey responses and outlines
the opportunities and challenges identified by the public. See Appendix L for the full version of the online
and paper survey.
7.3.1 Demographics
Both the online and paper survey asked demographic questions to help the City understand who is using
Kitchener’s recreation facilities. Further, the
City wanted to ensure that the feedback
was collected from Kitchener residents who
17%
contribute to the tax base, even though
many residents from neighbouring
9%
municipalities and townships use Kitchener
1%
8%
facilities.
72%
Figure 20 shows that 72% of respondents
live in Kitchener. Further, an additional 17%
did not provide their postal code and some
of these responses account for Kitchener
Kitchener Waterloo Cambridge Other Unverified
residents. The responses from the “other”
Figure 20: survey responses based on postal
category include municipalities outside the
d
Region of Waterloo.
Figure 21 is a heat map that shows each survey response based on postal code. Areas with red and
yellow indicate a high number of responses in a specific area. This visual representation of survey
responses shows that residents from across the City participated in the
campaign, including the south end of Kitchener where there are fewer recreation facilities.
Figure 21: survey responses based on postal code distribution
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The survey asked residents to provide the number of people within each age group per household. The
purpose of this question wasto help the City understand the age of people using Kitchener recreation
facilities and programs. Figure 22 clearly shows there is a wide age range among respondents, which
suggests Kitchener should work towards providing age-friendly recreation opportunities to meet the need
of a diverse and changing community. Further, the age breakdown collected from survey respondents
generally aligns with the data provided by the Region of Waterloo forecast. However, there are minor
differences in the data, including the lack of respondents in the 70+ age group, which does not align with
population growth trends. Of the surveys completed, there were 104 residents accounted for in the 70+
age group, which could suggest a greater need for older adult programming and age-friendly facilities.
Figure 22: household age breakdown
How many people within each age group live in your household?
1400
1200
1000
587
583
800
438
435
600
305
400
277
245
200
119
67
18
0
0-4 years 5- 9 years 10-19 20-29 30-39 40-49 50-59 60-69 70-79 80+ years
years years years years years years years
1 person 2 people 3 people Total number of famalies
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7.3.2 Recreation preferences
To understand recreation trends and preferred activities among Kitchener residents, the City asked the
public to select the indoor and outdoor activities they participated in within the past 12 months. The
results can be used to determine if the City has the appropriate facilities to meet residents’ preferred
recreation activities. Further, this data can be used to determine if specific sports are declining or
increasing in popularity, and if they align with provincial and national trends.
Figure 23 shows that aquatic activities, including swimming lessons, lane swim, aqua fit and water sports,
are the most popular among Kitchener residents. Fitness classes, ice skating, social events and hockey
are the next most popular.
Figure 23: indoor activities ranked from most to least popular
Indoor Recreation Activities
Swimming (lessons, water sports, aqua fit, lane swim)
Fitness classes (yoga, boot camp)
Ice skating (lessons or public skate)
Social events (community gatherings)
Hockey
Indoor walking or running
Creative arts (music, pottery, theatre)
Gymnasium sports (basketball, volleyball, pickleball,…
Dance
Gymnastics
Games (cards, shuffleboard)
Other, please specify
Meeting space
Martial arts
Indoor soccer
Curling
Roller blading (roller skating, derby, inline skating)
Lacrosse
0 100 200 300 400 500 600 700 800 900
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The most popular outdoor recreation activities include free or low cost activities such as visiting a
neighbourhood park or playground, running/jogging/walking, taking the dog to the park and outdoor
skating. Soccer is the most popular sport followed by baseball/softball, which aligns with provincial trends
and feedback from affiliated sport groups. Interestingly, cricket was ranked at the bottom of the list;
however, this sport as seen significant growth across Ontario and staff have heard from residents that
there is a need for cricket facilities in the Region.
Figure 24: outdoor activities ranked from most to least popular
Outdoor Recreation Acivities
Visiting a neighbourhood park/playground
Swimming (outdoor pool/splash pad)
Running/jogging
Cycling (BMX, mountain biking, road cycling)
Walking for leisure
Soccer
Picnic, social gathering
Ball (baseball, fast ball, slo-pitch, T-ball)
Golf
Skiing/snowboarding
Dog parks
Basketball
Outdoor (winter skating)
Volleyball/beach volleyball
Track and field
Tennis
Roller blading (roller skating, inline skating)
Community gardening
Disc sports (ultimate Frisbee, disc golf)
Football
Skateboarding
Pickle ball
Badminton
Rugby
Other, please specify
Lacrosse
Cricket
0 100 200 300 400 500 600 700 800
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The City also asked residents what prevents or limits them from participating in recreation programs. The
top reasons people do not participate in City run recreation programs are due to inconvenient program
times and schedules followed by lack of facility space. These challenges should be addressed through the
Neighbourhood Association Policy review. Many residents provided comments related to inconvenient
swimming schedules, lane/open swims, and ice times.
Figure 25: top reasons preventing residents from participating in recreation programs
What limits you from particpating in recreation activities?
Inconvenient times/scheduling
Lack of facilities or facility space
Cost of participating
Not enough time
Unaware of what is available
Lack of programming options
Age/health issues
Transportation barriers
Nothing
Lack of interest
Other, please specify
0 50 100 150 200 250 300 350 400
The majority of residents said the preferred method for participating in recreation activities is scheduled
programs and activities. There is a significant number of people who prefer self-led and drop-in
programs, which require less commitment and allow flexibility to accommodate busy lifestyles. This aligns
with the provincial and national trends highlighted in section 3.2.1. Further, community centre staff
reported that gymnasium drop-in times are very popular among youth,and hockey is seeing an increase
in the number of players who want to play shinny or register as a part-time player.
Figure 26: preferred method of participating in recreation activities
How do you prefer to particapte in recreation activities?
Scheduled programs/activities
Self-led activities
Drop-in programs/activities
Competitive programs/activities
Instructor led programs/activities
Other, please specify
0 100 200 300 400 500 600
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Residents had an opportunity to comment on facilities and programs missing within the City of Kitchener.
Approximately 125 people noted the need for a track facility, which was not included in the survey. Two
types of track facilities were mentioned, including a competitive track and field facility for sport and
training as well as safe walking/running surfaces for recreational use and the aging population. There
were 250 comments about pools with a strong emphasis on building an aquatic centre in the south-end.
Indoor turf and the need for additional fields was another common theme. Residents noted that fields
should be used for more than one sport and there is a strong interest in upgrading existing fields to turf
with lights to extend the playing season.
Many comments were related to the need for multi-use facilities or a campus recreation model where
families can participate in several activities at once. Residents feel there are too many standalone
facilities making it difficult to fit recreation into an already busy schedule. Parents are looking for facilities
that offer adult recreation opportunities while children are participating in an activity. For example, yoga
classes while their child is swimming or walking trails while another child is playing soccer.
7.3.3 Facility usage
The survey asked residents to identify the facilities they, or a member of their household, have visited
within the past 12 months. The purpose of this question is to understand the most frequently visited
facilities and to confirm that the number of existing assets within each facility category aligns with the
current demand.
Figure 27 shows that parks and trails are the most frequently used outdoor facilities, which supports the
most popular outdoor activities reported by residents. Indoor pools and community centres are the most
commonly visited indoor facilities, which also aligns with the significant number of people who participate
in swimming and water activities, fitness classes and social gatherings. There are more people who do
not use dog parks, ball diamonds and outdoor courts compared to those who do, and arenas show an
even split between the number of people who do use this type of facility versus those who do not.
Figure 27: number of respondents who have or have not visited each facility type
Have you visited this type of facility in the past 12 months?
595
593
579
565
546
527
700
497
451451450
435
600
375374
372
371
500
311
296
295295
249
219
400
200
181
167
153
151
300
200
100
0
Yes No
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Kitchener places a strong emphasis
250
on its neighbourhood model where
203
200
recreation facilities like community
169
centres, neighbourhood parks and
143
131
150
128
126
outdoor courts are close to home.
112
96
92
90
Some facilities are, and should be, 84
81
100
70
62
neighbourhood based whereas others
43
50
serve a Citywide need and are placed
20
further apart. Residents were asked
0
how far they are willing to travel to
Arenas Community Centre Indoor Pools Indoor Turf
different types of facilities, which will
Sum of 1 to 3 km Sum of 4 to 6 km
help the City understand if a facility is
Sum of 7 to 9 km Sum of More than 9 km
better suited to a neighbourhood or
Citywide need.
Figure 28: willingness to travel to indoor facilities
According to the survey, most
facilities have a relatively equal distribution of how far residents are willing to travel with a few
exceptions. Residents expect neighbourhood playgrounds, trails and outdoor courts to be within 1 to 3
km of their home. Most people prefer that outdoor pools and splash pads are within the neighbourhood
radius, but are willing to travel up to 6 km for these facilities.
Residents are willing to travel more than 7 km for arenas, sport fields and indoor turf. The majority of
residents expect indoor pool facilities to be within 4 to 6 km of their home but a significant number of
people are willing to travel Citywide.
Figure 29: willingness to travel to outdoor facilities
450
381
400
350
300
233
212
250
169
149
145145
138 138
135
200
132
128
120
113
112
108
106
105
150
96
93
87
85
84
78
75
70
68
67
60
55
54
51
4949
48
100
36
35
27 2727
50
0
Sum of 1 to 3 km Sum of 4 to 6 km Sum of 7 to 9 km Sum of More than 9 km
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7.4 Funding priorities
Kitchener has a significant number of recreation facilities that require maintenance, and in some cases
further investment. However, the City is also growing and new facilities are necessary to meet increased
demand. Residents were asked several questions related to prioritizing recreation facilities based on the
limited resources allocated to recreation and leisure. The purpose of these questions is to help staff
understand what facilities residents’ view as most valuable and how they want the City to spend their tax
dollars. Further, staff wanted a better understanding of how important existing facilities are versus
building new facilities.
Figure 31 shows that 60% of residents feel
investing and maintaining existing
infrastructure is more important than
building new facilities. A Twitter poll also
showed the same results with 60% of 40%
respondents indicating a preference for
maintaining existing facilities. Many residents
60%
commented that Kitchener has a good
variety and distribution of facilities; however,
they do require upgrades and investment.
New facilities should be built in areas of
growth like the south-end. Residents also
said the City should carefully review the
Building new recreation facilities Investing in existing recreation facilities
costs of investing in existing infrastructure
Figure 30: funding preferences -building new or invest in
versus building new when the cost of an
existing infrastructure
older building becomes too expensive to
maintain it might make sense to build new.
Figure 31: funding preferences –how should the City invest in recreation facilities
1000
866
900
845
800
743
700
600
464
500
439
400
292
300
200
100
0
There is a high An existing facility The facility and/or The city can partner The facility does not The facility will bring
community demand needs program will provide with another exist in the City of non-local spending to
repair/improvement affordable options to organization to Kitchener the city (sport
residents reduce costs tourism, visitors)
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Further, residents said the City should invest in recreation facilities when there is high community
demand or an existing facility needs improvement. Figure 32 also shows that affordability is a top
concern for residents who prefer the City invest in recreation to make programs and services more
accessible.
Residents said that trails, neighbourhood parks/playgrounds and indoor pools are the top recreation
priorities for the next 10 years. Each respondent was asked to select three options from the list in Figure
33 to help staff understand the most important priorities. The results support the most popular recreation
activities and facility usage. A track (competitive and leisure) was not on this list because the City does
not currently have a dedicated track facility; however, comments from residents indicate there is a strong
desire for a track and field facility.
Figure 32: prioritized recreation facilities over the next 10 years
What are the top three priorities the city should invest in over the next 10 years?
Trails and walkways
535
Neighbourhood parks and playgrounds
495
Pools (indoor)
417
Arenas (ice pads)
325
Sport fields (natural grass and turf)
289
Indoor multi-purpose space for community events/gatherings
279
Indoor turf
238
Gymnasium facility (basketball, volleyball, badminton)
179
Outdoor multi-purpose space for community events/gatherings
171
Ball diamonds
155
Splash pads
144
Pools (outdoor)
141
Outdoor courts (tennis, basketball, pickleball)
141
Outdoor rinks
119
BMX/bike parks
83
Skateboard parks
34
0 100 200 300 400 500 600
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8.0 Recommendations and Facility List
This section includes the 2019 Leisure Facilities Master Plan recommendations. The following
recommendations are intended to help the City provide recreation programs and services that foster
lifelong participation, access for all, and sustainable environments, infrastructure and partnerships. The
recommendations will be referred to future business plans for implementation.
8.1 Draft recommendations
The 2019 LFMP includes 18 recommendations grouped into five main categories:
(1) existing leisure facility commitments,
(2) investing in, and maintaining existing infrastructure,
(3) future leisure facilities and initiatives,
(4) funding models and
(5) partnerships.
Section 1 Existing leisure facility commitments
In an effort to respond to the current and projected growth in aquatic activities over the next 10 years,
the City should maintain its previous commitment to build an indoor aquatic centre at RBJ Schlegel Park.
That the City maintain its commitment to build an indoor turf facility at RBJ Schlegel Park.
That the City maintain its previous commitments to build or enhance existing community centres in the
following neighbourhoods:
Huron –Brigadoon (partnership with the WRDSB on Tartan Avenue)
Rosenberg
Mill-Courtland (expand existing centre)
Section 2 investing in, and maintaining existing recreation infrastructure
That a feasibility study/business case be completed to examine the possible expansion of the Forest
Heights Community Centre to provide additional space for City and community-led programming that will
serve the diverse needs of the area, including the older adult population living in the northwest area of
the city.
That the City develop a multi-year strategy to increase family change rooms at all aquatic facilities and
dressing rooms at all arenas to meet the need for accessible change areas.
That the City implement a multi-year plan to conduct comprehensive building condition assessments,
which include energy, accessibility and technology audits for all recreation facilities and minimize
operating costs through sustainability efforts.
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That the City create asset management plans for all of its recreation facilities, as well as a long-term
capital investment plan for those facilities, which clearly articulates the total asset life cycle costs.
Section 3 Future leisure facilities and initiatives
That the following prioritized list of growth related recreation facilities be referred to the 2019
Development Charge Study and by-law update for consideration of specific funding allocations and
timing:
INDOOR OUTDOOR
RECREATION FACILITIES RECREATION FACILITIES
Huron-Brigadoon Community Centre
1Indoor pool (RBJ Schlegel Park) 1Trails
2Indoor turf (RBJ Schlegel Park) 2Sport fields (RBJ Schlegel Park)
3Mill-Courtland community centre expansion 3Neighbourhood parks & playgrounds
4Rosenberg community centre 4Sport fields (general)
5Forest Heights community centre expansion 5City-wide parks
That the City develop a strategy within 18 months for the future replacement of the Budd Park sport
campus.
In order to respond to the current and projected growth in activities requiring sports fields and ball
diamonds, over the next 10 years the City should:
increase the inventory of multi-use fields (up to four) by: (1) reviewing and updating current
scheduling, allocation, maintenance and user fee policies, (2) partnering with school boards to
improve condition and access to school fields, (3) lighting and irrigating existing fields, (4)
converting natural grass to artificial turf, and, if necessary, (5) constructing new fields with
appropriate infrastructure;
increase the inventory of ball diamonds (up to six) by: (1) reviewing and updating current
scheduling, allocation, maintenance and user fee policies, (2) partnering with school boards to
improve condition and access to school diamonds, and (3) lighting and irrigating existing
diamonds.
That the City conduct a detailed business case regarding the construction of a new arena in the
southwest portion of the city that includes a comprehensive ice demand study and a decommissioning
strategy for an existing arena, and makes a recommendation on the appropriate timing and detailed
costing of the new arena.
In an effort to complement existing neighbourhood association programming and increase usage of the
City’s community centres, the City should increase the programs/services it offers in community centres
to respond to the growing diversity of needs within our neighbourhoods.
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That the City conduct a demand study of outdoor court facilities, including a review of existing court
conditions and locations, to establish maintenance standards and joint use agreements with school
boards and neighbourhood associations.
Section 4 funding models
That the City explore a variety of funding mechanisms, in addition to taxes and development charges, to
build and maintain recreation facilities across the city.
Section 5 Partnerships
That the City pursue a partnership with the private sector to redevelop the Rockway Centre into “a
medium-to-high density residential building that addresses the heritage value of the property and
includes a ground floor older adult/community centre (to be operated by the municipality with the option
to own), as well as possible ancillary medical/dental, retail and office type uses.” (CSD-13-051)
That the City conduct a comprehensive study of all indoor spaces in the downtown (private and publically
owned facilities) to identify opportunities to:
gain greater access to existing space for residents,
partner in the expansion of existing indoor space accessible by the community, and
partner in the creation of new indoor space that would be available to the public.
That the City, in partnership with the Waterloo District School Board, study the possibility of renovating
Cameron Heights pool to provide the City with increased access and full operation of the pool during
daytime hours.
That the City pursue a partnership with the school boards or other private partners to construct a new
gymnasium that is reflective of a "sport friendly" design with floor surfaces, dimensions and ceiling
heights that are appropriate for safe play.
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8.2 Development charge recreation facility list
The Leisure Facilities Master Plan serves as a key input to the Development Charge Study. In order to
determine the appropriate funding for recreation facilities related to development charges, the financial
planning division requires a prioritized list of indoor and outdoor facilities planned for the next 10 years.
The following list includes the recreation projects identified through the Leisure Facilities Master Planning
process. These priorities will be used to populate the 2020 capital budget, and the timing of projects will
be determined by funding availability.
Staff recommend the following list of indoor and outdoor recreation facilities:
Indoor Recreation Facilities Outdoor Recreation Facilities
Huron-Brigadoon community centre (CSD-18-089)
1.Indoor pool (RBJ Schlegel Park) 1.Trails
2.Indoor turf (RBJ Schlegel Park) 2.Sport fields (RBJ Schlegel Park)
3.Mill-Courtland community centre expansion 3.Neighbourhood parks and playgrounds
4.Rosenberg community centre 4.Sport fields (general)
5.City wide parks (Victoria Park, McLennan Park, Huron
5.Forest Heights community centre expansion
Natural Area, Kiwanis Park)
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Appendix A
City of Kitchener indoor recreation facilities
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79
Downtown Study Area
–
outdoor recreation facilities
Appendix B City of Kitchener
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80
East Study Area
–
outdoor recreation facilities
Appendix C City of Kitchener
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81
ea
Northwest Study Ar
–
outdoor recreation facilities
Appendix D City of Kitchener
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Appendix E
City of Kitchener outdoor recreation facilities –Northeast Study Area
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Appendix F
City of Kitchener outdoor recreation facilities –Southeast Study Area
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Appendix G
City of Kitchener outdoor recreation facilities –Southwest Study Area
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Appendix H
Stakeholder engagement-user group questionnaire
SECTION ONE –INFORMATION
1. Organization Name:
2. First Name:
3. Last Name:
4. Did you complete this survey with other members of your organization?
a. Yes (please list their names)
b. No
SECTION 2 –INVENTORY AND CAPACITY
5. Do the recreation and leisure facilities used by your group offer enough hours to meet your
current programming needs?
a. Yes
b. No
6. If NO, how many additional hours are required to meet your needs.
7. If NO, how are the limited number of facility hours affecting your organization/program?
a. Unable to reduce waitlist
b. Unable to offer new programs
c. Unable to market/advertise to new users
d. Unable to adapt to outside influences (accessibility standards, sport trends, etc.)
e. Other
8. How many additional hours do you currently have for growth or new programming?
9. By what year will you reach full capacity based on available facility hours?
10.If your organization were able to access additional facility hours and/or space, what resources
are available by your organization to deliver programs and services? Check all that apply.
a. Staff
b. Coaches
c. Instructors
d. Officials
e. Volunteers
f. Operating funds
g. Other
11.What are your registration numbers for the past three years:
a. 2015:
b. 2016:
c. 2017:
12.What are the primary age groups of your participants? You may pick more than one.
a. 0-4 years
b. 5-9 y ears
c. 10-19 years
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d. 20-34 years
e.35-54 years
f.55–74 years
g. 75+ years
13.What percentage of your participants are Kitchener residents?
SECTION 3 –FACILITY FEATURES
14.What type of facilities do you use?
15.List the names of the facilities that MEET your needs.
16.List the names of the facilities that EXCEED your needs.
17.List the names of the facilities that DO NOT meet your needs.
18.Please describe why the above facilities do NOT meet your needs (for example, field size,
parking, washrooms/change rooms, etc.).
SECTION 4 –FUTURE TRENDS AND CHALLENGES
19.What are the current and future trends or challenges that affect your programs or services?
SECTION 5 –FUNDING
20.How do you think facility improvements, expansions and/or the development of new facilities
should be funded?
a.Fundraising
b. Increase user fees with a surcharge for capital facility improvements
c. Increase property taxes
d. Partnerships
e.Other
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Appendix I
Stakeholder engagement -interview/workshop questions
1. What are the strengths of recreation and leisure facilities and/or services in Kitchener?
2. What current concerns, gaps or constraints exist for leisure and recreation facilities and/or
services?
3. How do you think the City, it’s people and it’s neighbourhoods, will change in 5-10 years and how
will this impact recreation and leisure services provided by the City?
4. What do you believe are the top three priorities the LFMP should consider?
5. Rank the following priorities from most important to least important
a. Invest in existing infrastructure
b. Build new infrastructure
c. Improve internal processes for better service delivery
d. Establish Regional partnerships to share new and existing recreation and leisure facilities
e. Consider new creation and leisure funding models for capital funding and revenue
generation
6.What criteria do you think staff should use to prioritize the recommendations in the LFMP?
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Appendix J
Stakeholder engagement results
Stakeholder consultation was a significant part of the LFMP process. Approximately 142 user groups and
100 staff from across the organization were invited to provide feedback and share strengths, gaps and
priorities related to indoor and outdoor recreation facilities.
Note, a detailed spreadsheet with all stakeholder comments is available.
Key findings
1. Investing in and maintaining existing infrastructure is the top priority for staff, council and the
corporate leadership team. User groups also indicated improvements to existing infrastructure
would help meet programming needs.
2. The City of Kitchener has a good distribution and number of recreation facilities.
3. Lack of gender-neutral change rooms at arena and aquatic facilities is a primary concern.
4. There is high demand for more A1 fields and ball diamonds.
5. Field and turf maintenance is exceptional. However, the surrounding amenities such as parking,
washrooms, fencing require upgrades and investment.
6. Access to gymnasium space is a significant challenge with a large portion of time allocated to
neighbourhood associations and lack of appropriately sized gymnasiums for sport.
7. There is a high level of interest to build a new pool and an arena in the southwest area of
Kitchener.
8. Staff and council should carefully consider the total life cycle cost and cost of ownership of assets
when making decisions on new capital investments and recreation infrastructure.
9. Recreation facilities and programs should reflect the needs of our changing community, including
emerging sport and recreation trends like cricket.
10.Multi-use facilities should be considered to ensure financial, environmental and social
sustainability.
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Methodology
The consultation program for the 2019 LFMP includes the following components:
Tactic Audience Purpose
User group questionnaire Sport users (arenas, pools, Understand registration numbers and trends
gymnasiums, ball diamonds, sport of sport user groups; gather feedback on
fields) specific facilities that are/are not working well.
Focus groups Sport users (gymnasiums, ball Understand needs, challenges, opportunities
diamonds, sport fields) and trends of users.
Focus groups -staff City of Kitchener staff at all Understand general needs, challenges and
levels/divisions impacted by the opportunities of recreation/leisure.
building, maintenance, operations
and delivery of recreation/leisure Address specific challenges with gymnasium,
services. ball diamond and sport field utilization.
Staff questionnaire Staff groups who could not attend a Understand who is using specific facilities and
focus group. gather feedback on facilities that are /are not
working well.
Interviews/One-to-one City council Understand strengths, gaps and priorities
meetings Corporate Leadership Team related to recreation and leisure.
Staff
Gather feedback from staff groups who were
not able to attend focus group sessions.
User group engagement
User Group Name Total # of # of online survey# of focus groupTotal
organizations respondents attendees response rate
Arenas 228N/A 36%
Aquatics 112N/A 18%
Ball Diamonds 385321%
Gymnasiums 111336%
Neighbourhood Associations 273633%
Sport fields 334324%
Total 142231728%
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Arena users
Key findings
Of the groups that participated, Kitchener residents make up 50 to 75%of users.
Generally, ice surfaces are meeting needs of user groups.
There is a strong interest in increasing the change room size at Lions, Don McLaren and Grand
River arenas. However, this work should be aligned with new inclusion and accessibility
legislation.
Kitchener Minor Hockey Association reported the need for 20 additional prime time hours;
however, staff reported a decrease in weekend prime time ice usage.
Non-affiliated groups are experiencing a decline in registration due to (a) lack of ice availability
and (b) lack of desirable ice times (too late or too early).
Contact sports (speed skating and hockey) are facing policy changes due to concussion
management and prevention and safety equipment changes, which may affect participation
rates.
Groups are willing to support facility improvements through increased property taxes and
partnerships. Some groups are not willing to increase user fees but expressed that pricing should
be equal across all user groups.
KW Speed Skating Club requires one additional hour per week to meet current demand, and
expressed interest in an Olympic size ice pad.
Some organizations are experiencing a decline in the number of volunteers making it difficult for
volunteer programs to operate.
Arena users were invited by email to provide feedback through Engage Kitchener. Appendix I includes the
online form distributed to stakeholders. The individual responses are not included in this report but are
available to arena and community services staff for further investigation if required.
Respondents included:
Kitchener Minor Hockey
Kitchener Waterloo Oldtimers League
Ice Tech Skating Programs
KW Speed Skating
Three adult seasonal user groups
The most common challenge reported by user groups was lack of suitable change room facilities. Users
reported a need for changing areas that accommodate all players, not just males. Further, change rooms
do not have adequate warm up space or technology requirements to teach/coach players.
Users reported the ice surface size and condition as “good” at all arenas. Some facilities are better suited
to tournament play, including the AUD, Sportsworld and Activa due to appropriate seating, parking and
concessions.
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Aquatics users
Key Findings
Change rooms at all facilities need to be upgraded to accommodate gender-neutral changing
areas.
There is a strong interest in building an Olympic size or elite swimming facility in the south end to
accommodate water sports and attract talent.
Outdoor pool facilities could use upgrades (Wilson and Idlewood) to make them a more attractive
and family friendly place.
There is an interest in extending pool hours on weekends and weeknights.
Aquatic users were invited by email to provide feedback through Engage Kitchener. Appendix I includes
the online form distributed to stakeholders. The individual responses are not included in this report but
are available to aquatic and community services staff for further investigation if required.
Respondents included:
KW Diving Club
KW Water Polo
Water polo reported a slight decline in registration from 90 to 70 participants since 2015. KW Water Polo
currently uses Cameron Heights, Breithaupt and Harry Class. Lyle Hallman is not a suitable facility
because the pool does not offer the appropriate size and depth.
KW Diving Club currently uses Waterloo Region Memorial Complex, which is meeting their needs. City of
Kitchener pools are not designed for diving because they do not have 3-metre boards or a diving
platform. This group travels to Brantford to access 7.5-metre and 10-metre diving boards.
Ball diamond users
Key Findings
Participation has been slowly declining for the two ball diamond organizations in attendance but
has increased for others.
There is a desire for more high quality ball diamonds, as well as multi-diamond diamonds in order
to accommodate tournament play.
There is a need for indoor gymnasium space for winter training and practices.
Communication is an area that can be improved between the City of Kitchener and ball diamond
organizations.
Diamond users were invited by email to provide feedback through Engage Kitchener. Appendix I includes
the online form distributed to stakeholders. The individual responses are not included in this report but
are available to sport and community services staff for further investigation if required.
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On August 14, 2018, the City of Kitchener and Monteith Brown Planning Consultants Ltd. hosted a focus
group that was attended by Kitchener Minor Baseball Association (KMBA) and Kitchener Fastball League
(KFL). The goal of this discussion was to gain insight into specific user group needs and preferences across
a range of age groups.
Respondents included:
Christian Men’s Slo Pitch
Kitchener Minor Girls Softball Association
Guelph District Christian Schools
Tri-County Slo Pitch
Co-ed Slo-Pitch
Kitchener Fastball League
Kitchener Minor Ball Association
Mennonite Ladies Slo Pitch
User groups expressed appreciation for the effort made by City staff to engage in regular communications
and meetings with them to ensure the most effective use of ball diamonds and hope this practice
continues. Groups also suggested working with neighbourhood associations to explore how they might
serve as a “feeder system” into minor ball so the programs are not competing directly with one another.
Sport field users
Key findings
There is a growing trend of participants that require financial support to participate in rectangular
sport field activities.
There is a desire to improve the number of A1 rectangular sports fields in the City of Kitchener.
Rectangular sport field organizations are open to collaborate with the City of Kitchener to assist
with improving its sport field supply through financial or physical support, or other means.
User groups would like an improved process for scheduling rectangular sports fields such as an
online system that allows users to view and book available sport fields and to book or submit
requests.
User groups would like to see more lit full-size artificial turf fields that can accommodate a range
of field sports including soccer, football, and lacrosse.
User groups would like to see more multi-field complexes to support simultaneous games and
tournaments, specific sport field configurations cited included complexes with 7v7 and 9v9 fields.
Sport field users were invited by email to provide feedback through Engage Kitchener. Appendix I
includes the online form distributed to stakeholders. The individual responses are not included in this
report but are available to sport and community services staff for further investigation if required.
On August 15, 2018, the City of Kitchener and Monteith Brown Planning Consultants Ltd. hosted a user
input session with rectangular sport field groups operating within the Kitchener-Waterloo area. Four
representatives attended from sports organizations including Kitchener-Waterloo Lacrosse, Kitchener
Soccer Club, Twin Cities Tackle Football and the Waterloo Organization of Disc Sports. The goal of this
discussion was to gain insight into specific user group needs and preferences.
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Respondents included:
Little Kickers
Tri-City Soccer
Tri-City Men’s Soccer League
Kitchener Soccer Club
Waterloo Region Minor Football
Academy Ultimate
Waterloo Organization of Disc Sports
Kitchener-Waterloo Minor Lacrosse Association
Trends show that groups have observed the growing diversity of its participants, which is expected to
continue as the city’s population continues to become more diverse. Additionally, organizations have
recognized that there has been a growing number of participants who require financial assistance.
Organizations expressed their commitment to providing financial assistance to those in need through
financial support, providing participants with equipment, and referring participants to support programs
(e.g., Canadian Tire Jumpstart).
Staff results (ball diamonds and sport fields)
On August 15, 2018, Monteith Brown Planning Consultants facilitated an input session with the selected
sport field management, supervisory and front-line staff from the City of Kitchener. Eleven staff members
were in attendance whose responsibilities spanned planning and design, operations and maintenance,
scheduling and booking, and sport development. The goal of the workshop was to leverage the
knowledge of City staff to assist with the sport field needs assessments. The workshop covered
rectangular fields, ball diamonds and circular fields (cricket pitches).
Key findings
Field and turf maintenance practices are exceptional
There is a demand for high quality, A1 sport fields
There is a growing uptake in weekend sport field usage in order to accommodate demands.
Sport field amenities need to be improved.
Operational staff are limited in the ability to absorb the maintenance of new sport fields or to
increase the level of maintenance of existing fields.
Demand for cricket pitches have not yet been observed in Kitchener.
There is a growing preference to develop parks that contain multiple fields, which makes it more
appealing for user groups to schedule their programs and tournaments while generating economies of
scale in operations and maintenance for municipalities. Parks are also then large enough to accommodate
vehicular parking lots and consolidate field infrastructure and amenities, making them “self-contained”
units.
Other sports that are increasing in popularity within Kitchener include ultimate frisbee, flag football, ross-
field, rugby, and field hockey. The growth of a variety of field sports emphasizes the need for multi-
purpose sport fields to maximize the use of fields and strategies to accommodate user groups. The City is
aware of ongoing pressures from cricket users and the lack of circular fields to accommodate this sport.
The RBJ Schlegel Park concept includes a plan for a circular field to address the cricket concern.
Trends related to sport tourism were also discussed and staff noted that Kitchener’s high quality fields offer
a suitable place to host tournaments. Operations staff also noted that tournament infrastructure requires
a greater time and financial investment to maintain the facilities at a high quality, which could detract from
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maintenance of other fields if operating resources are not also expanded to handle tournament-hosting
requirements.
Gymnasium and community centre users
Key findings
Participation is strong among gymnasium sports groups.
Gymnasiums are used for a broad range of activities, which are provided, by community sports
organizations and Neighbourhood Associations.
There was consensus that there is a need for additional gymnasiums that are appropriately sized
and contain amenities so that organizations can deliver programming to the community while
growing their capacity to provide services into the future.
There is a need to ensure that the City of Kitchener’s gymnasiums are being used efficiently.
On August 14, 2018, the City of Kitchener and Monteith Brown Planning Consultants Ltd. hosted a focus
group with gymnasium users operating within the Kitchener-Waterloo area. Four representatives attended
from sports organizations including TopSpin Table Tennis of Kitchener-Waterloo; Kitchener-Waterloo Youth
Basketball Association (KWYBA); and Glendon Gymnastics. Another three representatives from Boardwalk
Neighbourhood Association, Huron Neighbourhood Association, and the Downtown Neighbourhood Alliance
also participated. In addition, all diamond users were invited to provide feedback by email.
Respondents included:
KW Gymnastics Club
Kitchener Youth Basketball Association
TopSpin Table Tennis
Doon Pioneer Park Neighbourhood Association
Downtown Neighbourhood Alliance
Huron Neighbourhood Association
Boardwalk Neighbourhood Association
Forest Heights Community Association Inc.
Williamsburg Neighbourhood Association (emailed responses)
Settler’s Grove Neighbourhood Association (emailed responses)
Mill Courtland Neighbourhood Association (emailed responses)
Organizations have experienced challenges finding gymnasium space within Kitchener’s community centres
and as a result, they are limited in the number and type of programs they can provide. Kitchener Waterloo
Youth Basketball Association expressed a significant constraint to accessing gymnasium space in Kitchener.
The City of Kitchener has very few gymnasiums that are designed as full size gyms with appropriate playout
lines, ceiling heights or areas for spectators. They stated that the only adequately sized municipally
operated gym is at the Kitchener Memorial Auditorium Complex, which, as an event-focused venue, is cost
prohibitive for multiple bookings.
The use of school gymnasium was mixed. Some organizations currently use school gymnasiums during the
week, although challenges were reported with respect to available and affordable usage during the
weekend and summer. One organization expressed challenges with respect to having insurance for the use
of school gymnasiums, while another organization indicated that some school gymnasiums were only
available after 6:30 p.m., which is not ideal for program participants such as older adults or those with
young children.
Forest Heights Community Association Inc. expressed a strong need for additional gymnasium space.
They reported that pickleball and youth drop-in programs are extremely popular and the centre can no
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longer accommodate the demand for these programs. They also noted an outdoor court facility for
pickleball would be very popular among residents.
Staff results
On August 15, 2018, the City of Kitchener in partnership with Monteith Brown Planning Consultants Ltd.
hosted an inter-institutional workshop of municipal, school board and post-secondary education providers
of gymnasium space. Seventeen participants attended the session including 12 City staff members and
representatives from Wilfrid Laurier University (WLU), City of Waterloo, YMCA of Cambridge & Kitchener-
Waterloo, Waterloo Catholic District School Board, and Waterloo Region District School Board.
The goal of the workshop was to leverage the substantial knowledge of staff from the various agencies and
institutions in order to inform the gymnasium assessment. It also served to discuss the holistic needs of
the community using the perspectives of providers that serve many facets of the community, and to
understand the ways in which each organization schedules and allocates time.
Key findings
There is a broad spectrum of gymnasium users that vary by each community centre location.
Non-municipal community gymnasiums located at schools and the YMCA are used frequently for a
variety of youth to older adult programs.
There are some community centres that do not have gymnasiums (e.g., Bridgeport Community
Centre, Rockway Centre, Williamsburg Community Centre), or centres with undersized gymnasiums
(Centreville-Chicopee Community Centre and Mill Courtland Community Centre) resulting in
challenges to provide active indoor programs.
While active indoor recreation programs should be prioritized for gymnasium use, staff reported
that some gymnasiums are being used for activities that may be delivered within multi-purpose
spaces.
Challenges were reported with the ability to accommodate user group requests for gymnasium
time as a large portion of time is utilized by neighbourhood associations.
The City of Waterloo noted that it does not have a neighbourhood association model similar to Kitchener’s
and is largely able to deliver its own programs based on its discretion of need and allocation practices.
However, many of its gyms have high quality hardwood floors and thus the City limits the types of activities
that can take place in order to protect the surfaces (e.g., it avoids uses that would scratch or damage the
floors).
With respect to school gymnasium usage, school board staff indicated that older schools typically have
smaller gymnasiums, which is an important consideration when organizations are seeking rental space.
They recognize that rental costs can be an issue for some users. However, they need to recover costs for
items such as custodian time (particularly on the weekends).
WLU reports that its gymnasiums are fully utilized between September and April during the peak post-
secondary school months. As a result, community-based rentals are minimal during that time and there is
little to no opportunity for them to make time available for non-university use.
All organizations touched on partnership potential or opportunities to jointly construct or operate
gymnasiums. However, apart from the City of Waterloo, none noted any plans to construct new
gymnasiums (WLU noted that they have discussed fixing up the Seagram Stadium gym and that they could
probably use another triple gymnasium elsewhere on or near campus).
Other priorities to address future needs that were discussed included:
Future gymnasiums should be co-located with large multi-purpose spaces to ensure that programs
and activities can be located in appropriate spaces. Dividing walls should be soundproof, or
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consideration should be given to simultaneous programming to ensure program compatibility, and
sufficient storage should be provided.
City of Kitchener staff suggested that the pressures for time at its gymnasium time might be
alleviated by updating the City’s affiliation policy to ensure that it is consistent with current needs,
as well as working with neighbourhood associations to enhance gymnasium usage and program
opportunities, such as combining programs.
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City Staff, council and committee engagement
Throughout July and August, the LFMP project team hosted a staff workshop with approximately 52
attendees, interviewed 10 City councillors, the Mayor, and interviewed all members of the Corporate
Leadership Team (CLT). The goal of staff and council engagement was tounderstand the priorities and
challenges from the various groups. The one-to-one discussion and staff workshop provided an
opportunity to speak openly about the City’s approach to recreation and leisure and educate groups
about the broad scope of services and programs the City delivers. The information was analyzed to verify
if council, staff and CLT have similar priorities and how these align with the needs of our user groups.
Each groups was asked the same set of questions (Appendix J).
Key Findings
Investing in and improving existing infrastructure is a recurring theme and top priority.
All groups (staff, council, users and CLT) agree that City of Kitchener staff are our greatest
strength.
Maintenance costs of aging infrastructure is a growing concern.
Kitchener has the best turf and field maintenance practices in Ontario.
There is a need for recreation/leisure facilities in the southwest area of Kitchener.
Overall, Kitchener has a good variety and distribution of recreation/leisure facilities.
Sustainability and environmental impacts should be a consideration in facility development.
Partnerships are critical to the development of new facilities.
There is a growing desire for multi-use facilities with innovative designs.
Decisions for new facilities and investments in existing infrastructure should be made based on
data and evidence that demonstrates a need.
Recreation and leisure services should be accessible, affordable and equally distributed across the
City.
There is a need for increased sport tourism and elite, tournament style facilities to help make
Kitchener an attractive place to live and work.
Recreation and leisure services should reflect the needs of the community.
All groups were asked to rank the same priorities and the results showed consistency across the
number one priority.
Council Staff CLT
Invest in existing infrastructure Invest in existing infrastructure Invest in existing infrastructure
Establish partnerships Improve internal processes Establish partnerships
Build new infrastructure Establish partnerships Improve internal processes
Improve internal processes Build new infrastructure Build new infrastructure
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98
maintenance
’s philosophy/mandate of recreation
City
taxes
AODA compliance (genderless
Affordable programming to meet a wide range of community needs Exceptional field and turf Good financial support and inclusion services Lack of flexible programming space Challenging
relationships with NAs Lack of washrooms/change rooms) No cricket pitch Significant gaps in trail network Increase Capital levy Sport tourism Increase revenue through rentals Take percentage
of NA profits Upgrade facilities to reduce maintenance costs New funding strategies or models Defining the and leisure Sustainability Existing priorities Community engagement
-------------------
peak times
-
City
facilities
utilized during non
operating and maintenance
maintained, clean and safe
-
People/staff Good distribution of facilities across the Facilities are wellStrong partnerships with volunteers, NAs, tenants and sport users Too many standalone facilities A lot of aging
infrastructure that requires maintenance Lack of funding for Program fees do not match operating costs Some facilities are not fully User fees Grants Do less Public/private partnerships
Charge NAs for space Corporate sponsorship Maintaining and improving existing Process improvement New facilities Cost Demand (usage and growth) Asset inventory
Lack of accessibility by public/active transit
Response ---------------------
-
Question What are the strengths of Kitchener’srecreation/leisure facilities andservices? What are the gaps or concerns ofKitchener’s recreation/leisure facilities and services? How might
we fund recreation/leisureservices? What are the top three priorities thatshould be considered in the LFMP? What criteria should staff use to prioritize recommendations in the LFMP?
Stakeholder Engagement Overview
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99
ort tourism
sp
are they in the right place based on
–
–
D/C, user fees, funds that don’t come
–
use facilities
-
should be considered public spaces, not just playgrounds
Good maintenance processes Creative program offerings Strong relationships with NAs and volunteers Distribution of facilities population and need? Lack of multiLack of energy efficient
facilities Lack of service level definition Inability to respond to the neigbourhoods’ needs Aligning internal processes Transparency Innovative and futuristic view Parks Funding strategies
to offset capital and maintenance costs Sustainability (social, economic, financial, environmental) Partnerships Funding sources through the tax base Economic development
-----------------
area
southwest
of our size
ment/tourism facility
City
even distribution
–
we need to address areas of high
use facilities
-
–
energy/sustainability vidence to drive decisions
People/staff High number of facilities for a Neighbourhood based facilities and easy access for residents Lack of funding to maintain large network of facilities A lot of aging infrastructure
and lack of replacement plan Lack of accessibility to facilities by public and active transit No competitive sports/entertainLack of consistent branding Lack of services and facilities
in the Proper budgeting and lifecycle replacement plans Leaders in Partnerships Finding a balance on where we place small neighbourhood amenities vs. district multiService level definition
Demand (usage/growth) demand Data and eSupports inequitable areas Cost
Response ------------------
Question What are the strengths ofKitchener’s recreation/leisure facilitiesand services? What are the gaps or concerns of Kitchener’s recreation/leisure facilitiesand services? What
are the top three priorities that should beconsidered in the LFMP? What criteria should staff use to prioritizerecommendations in the LFMP?
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100
easing
Courtland
-
are met based on
City
use facilities and complexes
-
Facilities are well maintained Good relationships with NAs and sport groups Strong neighbourhood model No Olympic size pool/diving facility Lack of multiLack of open community space
for meetings, gatherings, etc. Expanded or new community centre in MillImprovements and redevelopment of Rockway Indoor and outdoor soccer facilities Cricket pitch/facility Ensuring
the needs of the whole demand Affordability for users Accessibility for users Cost Partnerships
Growing demands on Victoria Park and DCC with incrdowntown intensification Lack of gymnasium space (groups getting kicked out of school space) NA relationships and structure can create
inequity among neighbourhoods
---------------
---
West area
-
of our size
City
transportation
we need to address areas
–
West (pool, arena and CC)
-
soccer fields
Good mix of facilities
People/staff High number of facilities for a Lack of services and facilities in the SouthNo cricket pitch/facility Indoor Replacement strategy for Budd Park Lack of sport tourism opportunities
Lack of hard surface courts (basketball) Innovative and sustainable solutions to recreation needs Facilities in the SouthPartnerships Operating and maintaining existing facilities Connecting
trails and active Demographic data Location of current assets Demand (usage/growth) of high demand Equity
Response ------------------
f use to
priorities that
Question What are the strengths of Kitchener’srecreation/leisure facilities andservices? What are the gaps or concerns ofKitchener’s recreation/leisure facilitiesand services? What are
the top three should be considered in the LFMP? What criteria should stafprioritize recommendations in the LFMP?
11 - 135
101
City
ty centre rentals is too high
Facilities are distributed across the Facilities are well maintained Some programs don’t meet the changing needs of the neighbourhoods Better communication and promotion of programs
Keep services and programs within the neighbourhood and easy to access Build age friendly facilities and programs Filling in the gaps where facilities don’t exist
-------
Good variety of programming Pool facilities have good availability No cricket facility Cost of communiMaintain existing infrastructure Change room facilities at pools
-------
not just youth or
–
pools
City
that are strategically placed across
ng use of space
affordable and inclusive programs
People/staff Variety of programs offered Leisure Access Card Lack of accessible transportation to facilities Some facilities are overcrowded Need to focus on family leisure seniors.
Increase awareness so people know what is available Provide Affordable investments Maximizi
not just physical but all barriers.
Response ----------
–
City
Lots of community centres the PAL Card Facilities are fairly accessible and easy to access for mobility devices Lack of gymnasium space for sport use Wheel chair lifts are not available
at Wayfinding and signage is difficult to find and read at most facilities, especially parks and trails Safety Affordability Inclusivity Accessibility Accessibility
Response -----------
eisure facilities
prioritize
sidered in the LFMP?
Question What are the strengths of Kitchener’srecreation/leisure facilities and services? What are the gaps or concerns of Kitchener’srecreation/leisure facilities and services? What
are the top three priorities that should be considered in the LFMP? What criteria should staff use to prioritizerecommendations in the LFMP? Question What are the strengths ofKitchener’s
recreation/leisure facilitiesand services? What are the gaps or concerns of Kitchener’s recreation/land services? What are the top three priorities that should beconWhat criteria should
staff use to recommendations in the LFMP?
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Appendix K
Have a Say Where You Play -online survey
SECTION 1 -RECREATION PREFENCES
1.Select the INDOOR activities that you or 2.Select the OUTDOOR activities that you or
members of your household have members of your household have participated
participated in during the previous 12 in during the previous 12 months.*
months.*
o Badminton
o Creative arts
o Ball (baseball, fast ball, slo-pitch, T-ball)
o Curling
o Basketball
o Dance
o Cricket
o Fitness classes (yoga, boot camp)
o Cycling (BMX, mountain biking, road
o Games (cards, shuffleboard, billiards) cycling)
o Gymnastics o Community gardening
o Gymnasium sports (basketball, o Disc sports (ultimate Frisbee, disc golf)
pickleball, badminton)
o Dog parks
o Hockey
o Football
o Ice skating (lessons or public skate)
o Golf
o Indoor walking or running
o Walking for leisure
o Lacrosse
o Lacrosse
o Martial arts
o Outdoor (winter) skating
o Roller blading (roller skating, derby,
o Pickleball
inline skating)
o Picnic, social gathering
o Social events (community gatherings)
o Rugby
o Swimming lessons
o Roller blading (roller skating, inline skating)
o Swimming -fitness (water sports, aqua
o Running/jogging
fit, lane swim, family swim)
o Soccer
o Other, please specify
o Skateboarding
o Skiing/snowboarding
o Swimming (outdoor pool/splash pad)
o Tennis
o Track and field
o Volleyball/beach volleyball
o Visiting a neighbourhood park or
playground
o Other, please specify
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3. How do you prefer to participate in recreation/leisure activities?*
o Scheduled programs/activities (same time and location for several weeks)
o Drop-in programs/activities (public skate, lane swim, basketball)
o Competitive programs/activities
o Self-led activities (walking, running, cycling, splash pads)
o Instructor led programs/activities
o Other, please specify
4. What, if anything, LIMITS you and/or members of your household from participating in recreation
opportunities?*
o Age/health issues
o Cost of participating
o Lack of facilities or facility space
o Lack of interest
o Lack of programming options
o Not enough time
o Transportation barriers
o Unaware of what is available
o Nothing
o Other, please specify
5. What types of recreation programs are missing in the City of Kitchener?
SECTION 2 –FACILITY USAGE
6. What types of recreation facilities are missing in the City of Kitchener?
7. Do you or a member of your household 11.Do you or a member of your household use
use ARENAS? BALL DIAMONDS?
*ice pads used for hockey, skating, ringette,
o Yes
etc.
o No
o Yes
12.Do you or a member of your household use
o No
SPORT FIELDS?
8. Do you or a member of your household
*soccer, football, lacrosse, ultimate Frisbee, etc.
use INDOOR POOLS?
o Yes
o Yes
o No
o No
13.Do you or a member of your household use
9. Do you or a member of your household SPLASH PADS?
use INDOOR TURF/SPORTS FIELDS?
o Yes
o Yes
o No
o No
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10.Do you or a member of your household 14.Do you or a member of your household use
use COMMUNITY CENTRES? OUTDOOR POOLS?
*community centres are local gathering
o Yes
places that offer fitness programing and
o No
social programs
15.Do you or a member of your household use
o Yes
OUTDOOR RINKS?
o No
o Yes
o No
16.Do you or a member of your household use
OUTDOOR COURTS?
**For each question, if YES….
*basketball, tennis, pickleball
o Yes
o No
1. How far are you willing to travel to
17.Do you or a member of your household use
this type of facility?
NEIGHBOURHOOD PARKS/PLAYGROUNDS?
o 0 to 3 km
o Yes
o 4 to 6 km
o No
o 7 to 9 km
18.Do you or a member of your household use
o More than 9km
TRAILS?
o Yes
2. Do the facilities in this category
o No
meet your expectations?
19.Do you or a member of your household use
o Meet expectation
CITY WIDE PARKS (Victoria Park, Kiwanis
o Exceed expectations
Park, McLennan Park)?
o Do not meet expectations
o Yes
o No
3. What facilities do not meet your
20.Do you or a member of your household use
expectations?
DOG PARKS?
o Yes
o No
SECTION 3 –PRIORITIES
21.How should the City invest in recreation facilities? (select three)
The City should spend money on recreation when:
o There is a high community demand
o The facility and/or program will provide affordable options to residents
o The City can partner with another organization to reduce costs
o An existing facility needs repair/improvement
o The facility will bring non-local spending to the City (sport tourism)
o The facility does not exist in the City of Kitchener
22.Which of the following is more important?*
o Building new recreation facilities
o Investing in existing recreation facilities
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23.Considering the City’s limited funding resources to operate, maintain, improve and build new
recreation facilities, select the top three priorities you would like the City to focus on in the next 10
years.
o Arenas (ice pads)
o Ball diamonds
o BMX/bike parks
o Gymnasium facility (basketball, volleyball, badminton)
o Indoor multi-purpose space for community events/gatherings
o Indoor turf
o Neighbourhood parks and playgrounds
o Outdoor courts (tennis, basketball, pickleball)
o Outdoor multi-purpose space for community events/gatherings
o Outdoor rinks
o Pools (indoor)
o Pools (outdoor)
o Skateboard parks
o Splash pads
o Sport fields
o Trails and walkways
SECTION 4 –ABOUT YOU
24.What is your postal code?*
25.Please describe your household by recording the number of members in each age group.*
o 0-4 years
o 5-9 years
o 20-29 years
o 30-39 years
o 40-49 years
o 50-59 years
o 50-59 years
o 60-69 years
o 70-79 yeas
o 80+ years
26.Do you want to enter our name in the contest for a chance to win 1 of 8 weekly draws and the
grand prize draw?*
o Yes
o No
27.Additional comments
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IF1 - 1
Total%
Actual BudgetVariance
AnnualVariance
Surplus/Surplus/Surplus/
Budgeted to Total
(Deficit) (Deficit) (Deficit)
Expenses Expenses
Tax Supported Operations 1,732 01,732 187,617 0.9%
Enterprises Net Revenue (Expense)
Building (565) (108) (457) 4,845 -9.4%
Golf 3 9(6) 3,008 -0.2%
Parking 1,187 440 747 6,777 11.0%
Water 1,597 121,585 44,575 3.6%
Sanitary Sewer 2,561 320 2,241 52,266 4.3%
Storm Sewer 340 570 (230) 17,759 -1.3%
Gas Division (Total) 210 (2,287) 2,497 88,585 2.8%
Gas Delivery 2,580 1,054 1,526 46,891 3.3%
Gas Supply (2,064) (3,595) 1,531 31,905 4.8%
Gas Carbon (306) 254 (560) 9,789 -5.7%
Fleet 00012,193 0.0%
Total City Operations 7,065 (1,044) 8,109 417,625 1.9%
IF1 - 2
Significant Variances (over $200,000)
IF1 - 3
Building(565)(108)( 457)
Golf39( 6)
Parking 1,187440 747
IF1 - 4
Water1,597121,585
Sanitary Sewer 2,5613202,241
Storm Sewer 340570( 230)
Gas Division (Total) 210(2,287)2,497
Gas Delivery 2,5801,0541,526
Gas Supply (2,064)(3,595)1,531
Gas Carbon (306)254( 560)
IF1 - 5
IF1 - 6
IF1 - 7
IF1 - 8
IF1 - 9
IF1 - 10
IF1 - 11
IF1 - 12
IF1 - 13
IF1 - 14
IF1 - 15
IF1 - 16
IF1 - 17
Average Short-Term
Investment Balance*
Investment Report as of December 31, 2018
January to December 2018
Comparison of Short Term Yields
IF1 - 18
Operating Fund
Accumulated Interest
Investment Report as of December 31, 2018
Long Term Investments
Cash & Short Term Investments
Investment Balances
IF1 - 19
COMMUNITY & INFRASTRUCTURE SERVICES COMMITTEE
Page 1UNFINISHED BUSINESS2019-03-18
DATE TARGET
SUBJECT (INITIATOR)INITIALLYDATE/STAFF
CONSIDEREDSTATUSASSIGNED
David Bergey Drive Bike Lane Implementation deferred
May 1, 2017 B.Cronkite
2019
Street South Reconstruction project scheduled for Report INS-17-033
2018/2019
A.
Proposed winter sidewalk maintenance program: June 25, 2018
May 2019 McCrimmon
components B, C, and D deferred to May 2019 Report INS-18-023
-Jones
IF2 - 1