The URL can be used to link to this page

Home My WebLink AboutFCS Agenda - 2022-02-071 KiTc�ivER Finance and Corporate Services Committee Agenda Monday, February 7, 2022, 4:00 p.m. - 5:00 p.m. Electronic Meeting Due to COVID-19 and recommendations by Waterloo Region Public Health to exercise physical distancing, City Hall is open for select services. Members of the public are invited to participate in this meeting electronically by accessing the meeting live -stream video at kitchener. ca/watch now. While in-person delegation requests are not feasible at this time, members of the public are invited to submit written comments or participate electronically in the meeting by contacting delegation@kitchener.ca. Please refer to the delegations section on the agenda below for registration deadlines. Written comments will be circulated prior to the meeting and will form part of the public record. Accessible formats and communication supports are available upon request. If you require assistance to take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994. Chair: Councillor K. Galloway-Sealock Vice -Chair: Councillor S. Davey Pages 1. Commencement 2. 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. 2.1. Sidewalk Infill through Street Reconstructions in 2022, DSD -2022-053 3 2.2. All -Way Stop Control Installations, DSD -2022-057 15 3. Delegations Pursuant to Council's Procedural By-law, delegations are permitted to address the Committee for a maximum of five (5) minutes. Delegates must register by 2:00 p.m. on February 7, 2022, in order to participate electronically. 3.1. None at this time. 4. Discussion Items 4.1. 2022 Development Charge Study Initiation, 20 m 21 FIN -2022-066 (Staff will provide a 5 -minute presentation on this matter.) 4.2. Proposed Use of 2 King Street West, DSD- 30 m 24 2022-058 (Staff will provide a 5 -minute presentation on this matter.) 5. Information Items 5.1. None 6. Adjournment Sarah Goldrup Committee Administrator Page 2 of 51 Staffeeport Development Services Department www.kitchener.ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: February 7, 2022 SUBMITTED BY: Barry Cronkite, Director, Transportation Services, 519-741-2200 x7738 PREPARED BY: Darren Kropf, Active Transportation Planning Project Manager, 519-741-2200 ext. 7314 WARD(S) INVOLVED: Wards 1 and 9 DATE OF REPORT: January 27, 2022 REPORT NO.: DSD -2022-053 SUBJECT: Sidewalk infill through street reconstructions in 2022 RECOMMENDATION: That sidewalks be installed on both sides of Ann Street; and, That sidewalk be installed on both sides of Becker Street; and, That sidewalk be installed on the east side of Southdale Avenue and a boulevard multi -use trail be installed on the west side; and further, That Council receive, for information purposes only, other sidewalk infill locations in 2022 that are pre -approved, as per the Sidewalk Infill Policy MUN-STR-2004. REPORT HIGHLIGHTS: • The purpose of this report is to request City Council approval for the installation of sidewalks and/or boulevard multi -use trails through street reconstructions in 2022. • The key findings of this report are that: o Staff recommend the installation of sidewalks on both sides of Ann Street and Becker Street, which both score as Priority 2 in the Sidewalk Infill Policy. o Staff recommend the installation of sidewalk on one side of Southdale Avenue and a boulevard multi -use trail in lieu of sidewalk on the other side to provide continuity with the future trail network along Shoemaker Creek. Southdale scores as a Priority 1 in the Sidewalk Infill Policy. o Stewart Street is pre -approved in the Sidewalk Infill Policy and staff are planning the installation of a boulevard multi -use trail on Stewart Street in lieu of sidewalk, to provide continuity with the Transit Hub Trail between the Iron Horse Trail and future King Victoria Transit Hub. o Joseph Street is pre -approved in the Sidewalk Infill Policy and staff are planning the installation of sidewalk on one side and a boulevard multi -use *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 3 of 51 trail in lieu of sidewalk on the other side on to provide continuity with the Transit Hub Trail and separated bike lanes on the remainder of Joseph Street. • Sidewalks and boulevard multi -use trails are funded through the street reconstruction capital budget (Water Infrastructure Program). Operating costs for the new multi -use trails will be approximately $4,500. • Community engagement included surveys to residents within 400 m of each street that was not pre -approved and a presentation to the Active Transportation & Trails Advisory Committee. • This report supports People -friendly Transportation. BACKGROUND: On June 1, 2015, Council approved MUN-STR-2004 Sidewalk Infill Policy. The Sidewalk Infill Policy defines the framework around the installation of new sidewalk locations where sidewalk currently does not exist. The policy confirms the City's commitment to an improved sidewalk network on existing roadways to support a more pedestrian friendly environment. It also defines priority levels for sidewalk infill locations and provides a framework for community and Council input on proposed installations when sidewalk infill is not pre - approved through the policy. The policy requires Council approval for some sidewalk infill locations. This report outlines locations of sidewalk that are recommended to be built in conjunction with upcoming road reconstruction projects in 2022 and provides recommendations for the application of the policy in these areas. REPORT: Staff has reviewed five locations for sidewalk infill through full street reconstructions scheduled for 2022. Ann Street (Frederick St to end) This street reconstruction was initiated by the Province of Ontario's Ministry of Transportation (MTO), as part of the MTO's on-going work for Highway 7 expansion. Current conditions of Ann Street • Local Street serving direct property access • Low-rise residential on the north side and institutional with parking lots on the south side • Between Frederick Street and Ephraim Street, sidewalk exists on the south side only, leaving a gap of 130 m on the north side Page 4 of 51 Study area - Proposed sidewalk infill ■ ■ ■ ■ ■ ■ ■ Existing sidewalk Ann Street scores a 55 in the Sidewalk Infill Policy, making it a Priority 2 location. Ann Street Point Summary Points Within 200 m from a bus stop (Route #20) 10 -oc 20 t i r� • � y 4-i a er 0 I� t Lf Completion of a link along the same roadway 5 Within 400 m of a health care facility (KW Dentistry on Frederick Street) � q} r. � � f �... *■ ■■..}:....: ■f ■ Y Y... a .. ■ .. Y Y R k f f f k ■ i i f . nn3 n 11 f i ■ • Legend: Study area - Proposed sidewalk infill ■ ■ ■ ■ ■ ■ ■ Existing sidewalk Ann Street scores a 55 in the Sidewalk Infill Policy, making it a Priority 2 location. Ann Street Point Summary Points Within 200 m from a bus stop (Route #20) 10 Within 400 m from a mixed-use corridor (Frederick Street) 20 Within 400 m from a commercial zone (Frederick Street) 5 Within 400 m of a park (Weber Park) 10 Completion of a link along the same roadway 5 Within 400 m of a health care facility (KW Dentistry on Frederick Street) 5 A Priority 2 location (36 - 62 points) means sidewalks shall be required on both sides of the roadway-, however, an exemption may only be authorized by Council should staff not be able to reasonably mitigate constraints such as, but not limited to-, cultural heritage impacts, site specific impacts, environmentally sensitive impacts and maintenance impacts. Community input on proposed sidewalk infill for Ann Street Staff surveyed residents within 400 m of the proposed sidewalk infill and received 69 responses. Page 5 of 51 Directiv affected residents on Ann Street: Position Percentage In favour 0 of 3 (0%) Opposed 3 of 3 (100%) Indifferent 0 of 3 (0%) Area residents: Position Percentage In favour 44 of 66 (67%) Opposed 15 of 66 (23%) Indifferent 7 of 66 (11 %) Total residents (directly affected + area residents): Position Percentage In favour 44 of 69 (64%) Opposed 18 of 69 (26%) Indifferent 7 of 69 (10%) Reasons cited in favour of sidewalk infill included increased walkability, equity for all and safety for vulnerable users (including people with disabilities, children and older adults). Reasons cited against the sidewalk infill included lack of foot traffic, one sidewalk is sufficient, waste of tax dollars, tree impacts, grade changes, winter snow clearing, and reduction in front lawn space. Staff recommendation for Ann Street Staff propose the installation of sidewalk on both sides of Ann Street. To minimize site specific impacts, the roadway can be narrowed from 8 m to 7 m, in accordance with Kitchener's Complete Streets guidelines. To avoid tree impacts closest to Frederick Street, the roadway and boulevard will be narrowed further. Becker Street (Fife Avenue to end) This street reconstruction was initiated by the Province of Ontario's Ministry of Transportation (MTO), as part of the MTO's on-going work for Highway 7 expansion. Current conditions of Becker Street • Local Street serving direct property access • Residential on the north side and parking lots for nearby funeral home on the south side • Sidewalk exists on the south side only, which currently connects past the dead end to provide a direct pedestrian connection to Frederick Street • There are no sidewalks on the north side of Becker Street, leaving a gap of 150 m Page 6 of 51 or m�t � t J � l � ■ a t. • r` ■■ 0 a a a ■ ■ [ ■ ■ OF t r■■it Kip a■■/r}■■■■■r ■ ■ ■ ■ ■ a a r JI ■ ■ ■ ■ ■ ■ ■ ice■■■■■■r■ i _- ii ■ ■ S • a1 ■ ■ ■ a ■ a ■ ■ /� i ! i i y a • Ri 5 a ■ ■ ■ ■ ■ ■ ■ ■ a I i i i a all ■ ■ ■ ■ ■ ■ am ■ i a a i i ii■■■■■■■■■i■ ■ i■ ii KRUG ST Study area - Proposed sidewalk infill ■ ■ ■ ■ ■ ■ ■ Existing sidewalk BERICK ST Z t= p0 c Becker Street scores a 55 in the Sidewalk Infill Policy, making it a Priority 2 location. Becker Street Point Summary Points Within 200 m from a bus stop (Route #20) 10 Within 400 m from a mixed-use corridor (Frederick Street) 20 Within 400 m from a commercial zone (Frederick Street) 5 Within 400 m of a park (Weber Park) 10 Completion of a link along the same roadway 5 Within 400 m of a health care facility (KW Dentistry on Frederick Street) 5 A Priority 2 location (36 - 62 points) means sidewalks shall be required on both sides of the roadway; however, an exemption may only be authorized by Council should staff not be able to reasonably mitigate constraints such as, but not limited to; cultural heritage impacts, site specific impacts, environmentally sensitive impacts and maintenance impacts. Page 7 of 51 Community input on proposed sidewalk infill for Becker Street Staff surveyed residents within 400 m of the proposed sidewalk infill and received 69 responses. Directly affected residents on Becker Street: Position Percentage In favour 1 of 2 (50%) Opposed 1 of 2 (50%) Indifferent 0 Area residents: Position Percentage In favour 43 of 67 (64%) Opposed 17 of 67 (25%) Indifferent 7 of 67 (10%) Total residents (directly affected + area residents): Position Percentage In favour 44 of 69 (64%) Opposed 18 of 69 (26%) Indifferent 7 of 69 (10%) Reasons cited in favour of the sidewalk infill included increased walkability, equity for all and safety for vulnerable users (people with disabilities, children and older adults). Reasons cited against the sidewalk infill included the lack of connection with a dead-end street and waste of tax dollars. Staff recommendation for Becker Street City staff recommend sidewalks on both sides. To minimize site specific impacts, the roadway can be narrowed from 10 m to 7 m, in accordance with Kitchener's Complete Streets guidelines. No tree loss is expected. The MTO is not planning to reinstate the sidewalk pathway that connects the end of Becker Street to Frederick Street in its Highway 7 work, due to space limitations in the highway right-of-way. Without this sidewalk, residents will be required to use Ann Street to access Frederick Street. Nonetheless, city staff will work with the MTO to explore any possible solutions to maintaining this pedestrian access, and sidewalks on both sides of Becker Street would facilitate this connection. If sidewalk access to Frederick Street is not provided by the MTO, a sidewalk on the west side is not recommended by staff since it will not serve any properties or connect to the wider pedestrian network. Southdale Avenue (Kehl Street to bend in road) Southdale Avenue is a full city -led street reconstruction to replace and/or upgrade underground services. Current conditions of Southdale Avenue • Local Street serving direct property access • Residential properties on both sides Page 8 of 51 • Sidewalks exist on both sides of Southdale Avenue between the bend in road and Hoffman Street, leaving a gap of 115 m on both sides between the bend in road and Kehl Street r ++ •= r'00■ ■ ■ r + ■ R r r r R• + ! R r • r ■ + ! ■ ■ r r r R � ■ r a R ! r ■ P r ■ ! r » � r P ■■ R~ SyO` � r Pr` ■■ * per. � ■ ;#!�. ■. R { • r'r ■•■ • r ■ Legend: Study area =—I Proposed sidewalk infill W Proposed boulevard multi -use trail Shoemaker Creek multi -use trail ■ ■ ■ ■ ■ ■ ■ Existing sidewalk Southdale Avenue scores an 80 in the Sidewalk Infill Policy, making it a Priority 1 location. Southdale Avenue Point Summary Points Within 200 m from a bus stop (Route #16) 10 Within 400 m from a mixed-use corridor (Highland Road) 20 Within 800 m of an elementary school (Queen Elizabeth Public School) 25 Within 400 m from a commercial zone (Mill Street) 5 Within 400 m of a park (Shoemaker Park) 10 Completion of a link along the same roadway 5 Within 400 m of a Type 1 trail (Shoemaker Greenway) 5 Page 9 of 51 Priority 1 (greater than 62 points) means sidewalks shall be required on both sides of the roadway as they connect to a significant number of pedestrian origins and destinations. The policy does not stipulate grounds for exemptions. Community input on proposed sidewalk infill for Southdale Avenue Staff surveyed residents within 400 m of the proposed sidewalk infill and received 47 responses. Directiv affected residents on Southdale Avenue: Position Percentage In favour 1 of 1 (100%) Opposed 0 Indifferent 0 Area residents: Position Percentage In favour 43 of 68 63% Opposed 18 of 68 (26%) Indifferent 7 of 68 (10%) Total residents (directly affected + area residents): Position Percentage In favour 44 of 69 (64%) Opposed 18 of 69 (26%) Indifferent 7 of 69 (10%) Reasons cited in favour of the sidewalk infill included safety for children walking to school, improving connectivity to existing trails and health benefits by going for walks or walking dogs. Reasons cited against the sidewalk infill included the perspective that a trail on one side is sufficient and also adding sidewalks is a waste of tax dollars. Staff recommendation for Southdale Avenue Staff propose installing sidewalk on the east side of Southdale Avenue and a boulevard multi -use trail on the west side. To minimize site specific impacts, the roadway can be narrowed from 9 m to 7 m, in accordance with Kitchener's Complete Streets guidelines. No tree loss is expected due to sidewalk installation. The boulevard multi -use trail is proposed in lieu of sidewalk to provide consistency with the new multi -use trail being built as part of the Shoemaker Creek Naturalization Project. When all portions of construction are complete, this will create a continuous trail along the creek between Homer Watson Boulevard and Shoemaker Park. Stewart Street (Park Street to end) Stewart Street is a full city -led street reconstruction to replace and/or upgrade underground services. Current conditions of Stewart Street • Local Street serving direct property access Page 10 of 51 • Residential properties on one side and Home Hardware on the other side • Sidewalks exist on the residential side only, leaving a gap of 180 m on one side l �� 111 1 ., • • A a� O Proposed sidewalk infill Proposed boulevard multi -use trail Transit Hub multi -use trail Separated bike lanes ■ ■ ■ ■ ■ ■ ■ Existing sidewalk Stewart Street scores 100 in the Sidewalk Infill Policy, making it pre -approved. Stewart Street Point Summary Q ♦ • ♦ ♦ 25 „ 25 Within 800 m of an elementary school (St. John's Catholic School) 25 Within 400 m from a commercial zone (downtown) 5 Within 400 m of a park (Cherry Park) 10 Within 400 m of a Type 1 trail (Transit Hub Trail) 10 l �� 111 1 ., • • A a� O Proposed sidewalk infill Proposed boulevard multi -use trail Transit Hub multi -use trail Separated bike lanes ■ ■ ■ ■ ■ ■ ■ Existing sidewalk Stewart Street scores 100 in the Sidewalk Infill Policy, making it pre -approved. Stewart Street Point Summary Points Within 800 m of multi -modal hub and rapid transit stations (Central Station) 25 Within 800 m of downtown 25 Within 800 m of an elementary school (St. John's Catholic School) 25 Within 400 m from a commercial zone (downtown) 5 Within 400 m of a park (Cherry Park) 10 Within 400 m of a Type 1 trail (Transit Hub Trail) 10 Community engagement & staff recommendation This location does not require neighbourhood surveys, nor does it require Council approval, due to preapproved point totals (90+). The proposed cross-section was presented to the surrounding neighbourhood through the roadway reconstruction public information centres Page 11 of 51 (PTCs) held by the Engineering Division and to the Active Transportation and Trails Advisory Committee. Staff will install a boulevard multi -use trail in lieu of sidewalk, to provide continuity with the Transit Hub Trail that connects the Iron Horse Trail with the future Transit Hub at King and Victoria. Joseph Street (Victoria Street to end) Joseph Street is a full city -led street reconstruction to replace and/or upgrade underground services. Current conditions of Joseph Street • Local Street serving direct property access • Institutional and/or commercial land use on both sides • Sidewalk exists on a short section only, leaving a gap of 150 m on one side and 240 m on the other side W Proposed sidewalk infill Proposed boulevard multi -use trail Transit Hub multi -use trail Separated bike lanes ■ ■ ■ ■ ■ ■ ■ Existing sidewalk Page 12 of 51 Arm .. •1 - W Proposed sidewalk infill Proposed boulevard multi -use trail Transit Hub multi -use trail Separated bike lanes ■ ■ ■ ■ ■ ■ ■ Existing sidewalk Page 12 of 51 Joseph Street scores 95 in the Sidewalk Infill Policy, making it pre -approved (anything above 90 points). Joseph Street Point Summary Points Within 800 m of multi -modal hub and rapid transit stations (Central Station) 25 Within 800 m of downtown 25 Within 800 m of a post -secondary school (University of Waterloo) 15 Within 400 m from a commercial zone (downtown) 5 Within 400 m of a health care facility (Centre for Family Medicine) 5 Within 400 m of a park (Cherry Park) 10 Within 400 m of a Type 1 trail (Transit Hub Trail) 10 Community engagement & staff recommendation This location did not require neighbourhood surveys, nor does it require Council approval, due to preapproved point totals (90+). The proposed cross-section was presented to the surrounding neighbourhood through the roadway reconstruction public information centres (PTCs) held by the Engineering Division and to the Active Transportation and Trails Advisory Committee. Staff will install sidewalk on the south side and a boulevard multi -use trail in lieu of sidewalk on the north side, to provide continuity with the Transit Hub Trail and separated bike lanes on the remainder of Joseph Street. STRATEGIC PLAN ALIGNMENT: This report supports People -friendly Transportation. FINANCIAL IMPLICATIONS: Capital Budget — The cost of sidewalk and boulevard multi -use trail installation is funded through the Water Infrastructure Program (WIP) in the 2022 capital budget for these projects. The Region of Waterloo is paying for the costs of the boulevard multi -use trails on Stewart Street and Joseph Street, as part of the Transit Hub Trail project. Operating Budget — The boulevard multi -use trails on Joseph Street, Stewart Street and Southdale Avenue will have a combined operating cost of approximately $4,500. COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. Residents within 400 m of the streets were notified through mail of city staff's recommendation to install sidewalks. Page 13 of 51 CONSULT — A survey was mailed to all residents within 400 m of the streets proposed for sidewalk infill. For Ann Street and Becker Street, 69 residents responded, while 47 residents responded to the survey for Southdale Avenue. On October 12, 2021, the Active Transportation and Trails Advisory Committee passed the unanimous motion: "That the committee support proposed sidewalks on Southdale, Ann and Becker streets." The Engineering Division leads public engagement for roadway reconstruction projects. Transportation Planning staff support these engagement efforts to discuss and answer questions regarding sidewalk infill, and other transportation impacts. PREVIOUS REPORTS/AUTHORITIES: Sidewalk Infill Policy MUN-STR-2004 Complete Streets Guidelines DSD -19-235 APPROVED BY: Justin Readman, General Manager, Development Services Department Page 14 of 51 Staffeeport Development Services Department www.kitchener.ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: February 7, 2022 SUBMITTED BY: Barry Cronkite, Director, Transportation Services, 519-741-2200 ext. 7738 PREPARED BY: Ivan J Balaban, Active Transportation Planning Project Manager, 519-741-2200 ext. 7302 WARD(S) INVOLVED: Wards 1 and 10 DATE OF REPORT: January 14, 2022 REPORT NO.: DSD -2022-057 SUBJECT: All Way Stop Control Installations RECOMMENDATION: That an all -way stop control be installed at the intersection of Halifax Drive and Natchez Road; and, That an all -way stop control be installed at the intersection of Duke Street West and Shanley Street; and further, That the Uniform Traffic Bylaw be amended accordingly. REPORT HIGHLIGHTS: • The purpose of this report is to amend the Uniform Traffic By -Law 2019-113 to include an all -way stop control at Halifax Drive and Natchez Road (Ward 1) and at Duke Street West and Shanley Street (Ward 10) • The key finding of this report is that safety and operations will be improved through the installation of the traffic control devices listed in the report • The financial implications are approximately $1000 per intersection and will be taken from the existing sign maintenance budget • Community engagement included posting this report to the City's website with the agenda in advance of the council / committee meeting • This report supports the delivery of core services. BACKGROUND: Transportation Services received a request to review the existing traffic control at the intersection of Halifax Drive and Natchez Road. This request came as a result of a Neighbourhood Information Meeting (NIM) held in the area for a proposed residential development at 210 Heritage Drive. Transportation Services also received a request to *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 15 of 51 review the existing traffic control at the intersection of Duke Street West and Shanley Street through a NIM held in the area for a proposed residential development at 152 Shanley Street. The requests cited concerns regarding pedestrian safety and general operation of the intersections. It was requested that all -way stops be considered to control traffic. REPORT: Halifax Drive and Natchez Road (Ward 1) According to the City of Kitchener's Official Plan, one approach of Natchez Road is designated a Minor Community Collector Street and a portion of Halifax Drive is designated as a Local Road. Currently, traffic on Natchez Road stops and yields right of way to traffic on Halifax Drive. In response to the identified concerns, a traffic study was conducted for the intersection on July 21, 2021. The results of the study were compared to the City of Kitchener's all -way stop warrant requirements. These requirements are a set of guidelines based on the all -way stop warrants established by the Ministry of Transportation of Ontario and the Institute of Transportation Engineers. The results are as follows: Warrant — Local/Minor Road All -Way Stop Warrant Analysis Halifax Drive at Natchez Road — July 21, 2021 Warrant Factors - "3 -Leg" Intersection Results Warrant Met The total vehicle volume on all intersection approaches averages at 249 NO least 250 vehicles per hour for each of any eight hours of the day, and The volume split does not exceed 75% / 25% for a three-way control on the major 50%/50% YES road, or Average of at least 4 collisions per year over a three-year period (susceptible to 0.00 per year NO correction by an All Way Stop) All -Way Stop Warranted NO As the results above indicate, the intersection of Halifax Drive at Natchez Road did not meet the warrant criteria. However, the warrant fails on the volume justification by only 1 vehicle per hour and is considered to be close enough to justification that Transportation Services is recommending that an all -way stop be installed. Further, this intersection was studied in July, which doesn't account for any school related traffic. Duke Street West and Shanley Street (Ward 10) According to the City of Kitchener's Official Plan, Duke Street West is designated a Local Street, and Shanley Street is also designated a Local Street. Currently, traffic on Shanley Street and traffic on the west approach of Duke Street West, stop and yield right of way to traffic on the north approach of Duke Street West. This is a T -intersection with unconventional stop control. Page 16 of 51 In response to the identified concerns, a traffic study was conducted for the intersection on July 21, 2021. The results of the study were compared to the City of Kitchener's all -way stop warrant requirements. These requirements are a set of guidelines based on the all -way stop warrants established by the Ministry of Transportation of Ontario and the Institute of Transportation Engineers. The results are as follows: Warrant — Local/Minor Road All -Way Stop Warrant Analysis Duke Street West at Shanley Street — July 21, 2021 Warrant Factors - "3 -Leg" Intersection Results Warrant Met The total vehicle volume on all intersection approaches averages at 46 NO least 250 vehicles per hour for each of any eight hours of the day, and The volume split does not exceed 75% / 25% for a three-way control on the major 73%/27% YES road, or Average of at least 4 collisions per year over a three-year period (susceptible to 0.00 per year NO correction by an All Way Stop) All -Way Stop Warranted NO As the results above indicate, the intersection of Duke Street West at Shanley Street does not meet the warrant criteria. However, the stop control at this intersection is unconventional, and can be confusing to street users unfamiliar with the area — including drivers, cyclists, and pedestrians. This intersection is also located near downtown, in an area that is expected to have increased pedestrian activity. due to the future transit terminal/mobility hub. Duke Street West is also identified as a Neighbourhood Bikeway in the City's Cycling and Trail Master Plan and is anticipated to see an increase in active transportation users. Lastly, the proposed residential development has the potential to attract new residents to the area. Based on these conditions, Transportation Services is recommending that an all -way stop be installed to address the unconventional and potentially confusing intersection layout. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: Capital Budget — The recommendation has no impact on the Capital Budget. Operating Budget — The recommendation has a total estimated budget impact of $2,000 on the Operating Budget. These costs can be absorbed in the existing Sign Maintenance budget. COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. Page 17 of 51 PREVIOUS REPORTS/AUTHORITIES: • City of Kitchener Uniform Traffic By-law No. 2019-113 APPROVED BY: Justin Readman, General Manager of Development Services ATTACHMENTS: Attachment A — Key Map — Halifax Drive and Natchez Road All Way Stop Attachment B — Key Map — Duke Street West and Shanley Street All Way Stop Page 18 of 51 N 5.k ,y1 yTs 0 r rte-. r of 57 53 Not to Scale Existing Ra -1 Stop Sign Proposed Ra -1 Stop Signs Page 19 of 51 152 Tr W7 X414 5 404 400 394 3 qV 395' .5 149 14r Not to kale Existing Ra -1 Stop Signs Proposed Ra -1 Stop Sign Page 20 of 51 Staffeeport IST` �; Ni,R Financia( Services Department www.kitchener.ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: February 7, 2022 SUBMITTED BY: Ryan Hagey, Director of Financial Planning, 519-741-2200 x 7353 PREPARED BY: Ryan Hagey, Director of Financial Planning, 519-741-2200 x 7353 WARD(S) INVOLVED: All Wards DATE OF REPORT: October 26, 2021 REPORT NO.: FIN -2022-066 SUBJECT: 2022 Development Charges Study Initiation RECOMMENDATION: That staff be directed to publish a development charges background study and hold a required statutory public meeting prior to passing a bylaw to authorize the collection of development charges as required under section 12 of the Development Charges Act REPORT HIGHLIGHTS: • The purpose of this report is to gain direction to publish a development charges (DC) background study and hold the required public meeting. • Community engagement will include the mandatory public meeting, as well as meeting with industry experts such as the Kitchener Development Liaison Committee (KDLC). • Passing of the updated DC bylaw is planned for May 2022. • A review of whether the creation of a Community Benefits Charge (CBC) makes sense for Kitchener will be delayed until after other municipalities have proceeded with their CBC implementations in 2022. • This report supports the delivery of core services. BACKGROUND: The Province of Ontario made a series of changes to development charges (DCs) legislation in 2019/2020. In the midst of these changes, Council approved the hiring of Hemson Consulting to navigate the new legislative landscape. Kitchener's current DC bylaw was passed in 2019 and expires on June 30, 2024, but is being updated early due to the legislative changes. The changes have been covered by previous reports and presentations to Council and include: • The removal of the mandatory 10% reduction for non -engineering services. For indoor and outdoor recreation projects, this change totals nearly $9M and means that once the bylaw is updated these costs will be borne by development instead of existing rate payers. • The removal of some services from DC legislation (e.g. cemetery, parking), which comes into effect in September 2022. DC funds allocated for these services in the 2022 capital budget total just over $12M. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 21 of 51 The Development Charges Act (DCA) and its associated regulation allow municipalities to impose DCs to pay for growth -related capital costs to service new development. In order to do so, under the terms of the DCA, municipalities must prepare a development charge background study and pass a bylaw to determine the development charges, taking the following into account: • A forecast of the amount, type and location of development anticipated in the municipality for which development charges can be imposed. • The average capital service levels provided by the municipality in the 10 -year period immediately preceding the preparation of the background study. • A review of future capital projects, including analysis of gross expenditures, funding sources and net expenditures incurred or to be incurred by the municipality, to provide for the expected development. • An examination of the long-term capital and operating costs for capital infrastructure for each service to which the development charges relate. In order to update the bylaw, a background study must be published, and at least one public meeting must be held. The purpose of this report is to seek formal Council authority to take the required steps to update the DC bylaw. As noted earlier, the City has retained Hemson Consulting to assist with the preparation of the DC background study and bylaw. In addition to the changes to DCs, the updated provincial legislation also includes the ability for a municipality to implement a Community Benefits Charge (CBC) which can be used to fund the capital costs of any public service associated with new growth, including parkland, if those costs are not already recovered from development charges and parkland provisions. Some municipalities are moving forward to implement CBCs in 2022. City of Kitchener staff, with advice from Hemson, believe it is prudent to observe the progress of these other implementations before deciding on a course of action for Kitchener. Hemson has been retained work on some of the CBC implementations happening in 2022 and will be able to advise Kitchener better once the first round of bylaws are published, passed and potentially appealed. Hemson will also have better availability to assist Kitchener once the first round of CBC implementations are completed. REPORT: City staff have been gathering the necessary information for the DC background study and are now at a point to seek direction from Council to publish the background study and hold a public meeting as required under section 12 of the Development Charges Act. The 2022 DC study will include an update of capital costs and will seek to maximize the DC charge, which is consistent with the direction provided by Council during the 2019 DC study. A summary schedule is provided below which outlines the relevant dates in the overall DC update timeline. It should also be noted that the approval of the DC bylaw on May 30 is the second last possible date before Council breaks for the summer. Page 22 of 51 Proposed DC Meeting Timeline Date Meeting Subject Feb 7 Committee DC study initiation Mar 14 N/A DC background study and bylaw published on City website Apr 4 Committee Statutory public meeting May 30 Council Approval of DC background study and bylaw STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: There are no financial implications associated with this report. Impacts of updated DC rates will be included as part of future reports. COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. CONSULT —As noted in the report, a public meeting relating to development charges is required by legislation. This meeting is tentatively planned to be held as part of a Committee meeting on April 4, 2022. In addition to the statutory public meeting required by the Development Charges Act, staff have already provided a brief DC update to the Kitchener Development Liaison Committee (KDLC) and committed to providing DC information to that group as it becomes available. Further, staff will be engaging a broad cross-section of industry stakeholders to solicit their feedback in advance of Council passing the DC bylaw. PREVIOUS REPORTS/AUTHORITIES: • Development Charges Act APPROVED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services Page 23 of 51 Staffeeport IST` �; Ni,R Development Services Department www.kitchener.ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: February 7, 2022 SUBMITTED BY: Cory Bluhm, Executive Director of Economic Development 519-741-220 ext. 7065 PREPARED BY: Naudia Banton Entrepreneurship and Technology Advisor 519-741-2200 ext. 7194 Chris Farrell, Manager, Waterloo Region Small Business Centre 519-751-2604 WARD(S) INVOLVED: All DATE OF REPORT: January 28, 2022 REPORT NO.: DSD -2022-058 SUBJECT: Proposed Use of 2 King Street West RECOMMENDATION: That the development of a Sustainable Development Goals Lab "SDG Lab" at 2 King Street West, as outlined in report DSD -22-058, be approved; and, That $400,000 be allocated from the Economic Development Investment Fund 2.0 (EDIF 2.0) to support capital improvements to initiate the Sustainable Development Goals Lab "SDG Lab" located at 2 King Street West, as outlined in report DSD -22- 058; and, That $350,000 be allocated from the Economic Development Investment Fund 2.0 (EDIF 2.0) to support ongoing operations of the Sustainable Development Goals Lab "SDG Lab" located at 2 King Street West, including an annual allocation of $100,000 as the partnership contribution of the Waterloo Region Small Business Centre, as outlined in report DSD -22-058; and, That the Waterloo Region Small Business Centre be permitted to add one full-time and one part-time resource to support the ongoing operations of the Sustainable Development Goals Lab "SDG Lab" for the duration of the pilot, to be funded through the combined annual revenues of the "SDG Lab", in accordance with all applicable Collective Bargaining Agreements; and, That the General Manager, Development Services, or designate be authorized to execute partnership and/or lease agreements with all major partners at 2 King St W, *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 24 of 51 in accordance with report DSD -22-058, with said agreements to be satisfactory to the City Solicitor; and further, That the Executive Director, Economic Development, or designate be authorized to execute license agreements for a term of 3 years or less with SDG Lab licensees at 2 King St W, with said agreements to be satisfactory to the City Solicitor. REPORT HIGHLIGHTS: • The purpose of this report is to obtain approval to establish a new Sustainable Development Goals (SDG) Lab at 2 King Street West, as a pilot, using a partnership model. • The financial implications include an initial capital cost of up to $400,000 and an annual operating cost estimated at up to $450,000, with up to $350,000 being offset by partnership contributions. • Community engagement included a survey of Kitchener businesses involved in social and environmental innovation, and a virtual round table discussion with local stakeholders. The report has been posted to the City's website with the agenda in advance of the committee meeting. • This report supports the implementation of an action item within the City's Corporate Strategic Plan, supports the implementation of Make It Kitchener 2.0 and the City's Economic Recovery Framework. BACKGROUND: In 2020 the City of Kitchener purchased a 21,000 sq ft commercial property at 2 King St W (DSD 20- 041). The City will retain ownership of the building for up to 10 years to allow THEMUSEUM to complete their business case and execute a fundraising campaign to facilitate the proposed capital expansion of the adjacent building. In the interim period, the City may utilize the building as it sees fit. Should THEMUSEUM not proceed with the expansion within the 10 -year period, the City would be free to redeploy the asset for another long-term purpose. Currently, 15% of the building is temporarily occupied by a non-profit until May 2022. Note — throughout this report, staff refer to the concept of an "SDG Lab". This is simply a placeholder. If approved, the actual name of this concept may differ. REPORT: The Make it Kitchener 2.0 strategy is committed to an ambitious plan to support economic recovery by investing in catalytic growth opportunities and creating a future where everyone can make a difference. The building at 2 King St W could provide a space for purpose -driven entrepreneurs and change -makers to launch new businesses, create local and global impact, build an ecosystem and a sense of belonging, all focused on advancing the United Nation's Sustainable Development Goals (UN SDGs). As noted in the comprehensive business case appended to this report: "We believe entrepreneurs want to make a difference in the world. We believe our community can help. 2 King Street West could be a purpose inspired space that unites our region, empowering entrepreneurs to tackle society's greatest challenges, while building a new ecosystem of difference makers." Page 25 of 51 This report proposes that the City use of 2, King St. W, as a Sustainable Development Goals Innovation Lab ("SDG Lab"). Utilizing a partnership model, the former bank building would become home to 4 entrepreneurial program partners who would provide training, mentoring, incubation and/or coworking space to their various start-up companies. In addition, a community program partner and various supporting partners would add intangible value to the ecosystem while supporting greater community collaboration. The SDG Lab space would be an inclusive and welcoming space for entrepreneurs, academia, government, community groups, citizens, students, and industry leaders working together to impact people, the planet, and prosperity. Conversion of the former bank building into a functioning incubation space will require up to $400,000 in capital improvements for aesthetic upgrades, furnishings and technology upgrades. Given the expectation that the building will be demolished or repurposed in support of THEMUSEUM's expansion, and given the focus on the SDGs, staff would maximize the reuse of the existing structure (offices, meeting rooms, materials, etc.) while minimizing the amount of sunken costs. Furnishings and technology would be selected based on City standards to ensure they could be repurposed at other City facilities. Annual operating costs at 2 King St. W. at full occupancy are estimated at $400,000 - $450,000. The proposed business model would be anchored by four partner organizations/tenants sharing annual operating costs and space equally. Each partner organization would deliver their own programs, events, advisory and mentoring services. All partners would in some way, support purpose -driven businesses committed to impacting the UN SDG's, such as: Goal 3 (G3) good health and wellbeing Goal 8 (G8) decent work and economic growth Goal 10 (G10) reduced inequality Goal 13 (G13) climate action and others. Ideally, two of the partners would be focused on supporting racialized and equity -deserving entrepreneurs while two of the partners would be focused on environmental sustainability and social innovation. Entrepreneurs and community groups associated with the partners would have access to offices, co -working desks, hot desks, meeting, and training rooms. Annually the SDG Lab could assist more than 100 entrepreneurs to learn, launch, and grow their companies. The first of the four partners would be the Waterloo Region Small Business Centre (WRSBC), a division of the City of Kitchener's Economic Development Department. WRSBC will continue to offer small business information, advisory services, programs, and events while overseeing the operations, building community relationships, and collaborating on programming with the partners. The SDG Lab would require two additional employees - a Community Activator and a Program Assistant. These new roles will focus on activating the space, fostering partnerships, supporting collaboration and creating other revenue streams through sponsorships, rentals, event fees events and seeking other government funding. Page 26 of 51 Economic Recovery Benefits of an SDG Lab Major economic events, such as recessions, often result in increased entrepreneurship and innovation. This due in part to individuals seeking new employment opportunities and/or entrepreneurs advancing innovations in response to new economic opportunities. Supporting entrepreneurial program partners will indirectly support the growth of new start- up companies small businesses. As a result of the pandemic, the Kitchener community has experienced increased office vacancy rates. Recently CBRE reported office vacancy rate of 16.6% across the city, including a 26.9% vacancy rate in Downtown Kitchener. Companies emerging from the SDG Lab could potentially fill vacant office space in our community Business Models Staff assessed three different business models, and ultimately recommend Option 1 — Partnership Model. A full overview of this model is contained in the business case appended to this report. The options considered include: Model and Description I Pros Cons Option 1 — Partnership Model • Four anchor partner • Operating costs shared • Risk of not securing three tenants providing equally by four tenants additional tenants within entrepreneurial ($100K each), leveraging the 1St year. programming the City's investment • City staff to manage • Each tenant shares the • Multiple program partners multiple partnership operating costs and space attract a diversity of agreements and licensee equally entrepreneurs and users agreements with • Waterloo Region Small • Limits financial risk, residents/entrepreneurs Business Centre oversees exposure to program • Deficits in operating costs the facility and tenants partners to be covered by the City. • Incubate purpose -driven • Opportunity to support a • THEMUSEUM advances businesses variety of community their construction sooner • City of Kitchener funds the partners, including equity- than anticipated. initial capital deserving entrepreneurs, improvements thought leaders, youth, • City of Kitchener covers citizens any annual operating • Tenants collaborate to deficits support each other. • If an annual operating • Builds a more rich, diverse surplus exists, partners network of like-minded determine use of funds businesses, citizens, and entrepreneurs Page 27 of 51 Based on the above, Option 1 best supports the objectives of Make It Kitchener 2.0 and the Economic Recovery Framework, while offering the most sustainable financial model. Page 28 of 51 • Ability to support more than ?? entrepreneurs each year. Model and Description Pros Cons Option 2 — Lease to Singular Private Sector Operator • Lease to a one • Building is occupied • The City has ongoing company/organization to • Operating costs would be maintenance costs. operate as an incubation covered by tenant • Difficult to guarantee a space • City only requires one lease term given the agreement uncertain timelines of THEMUSEUM • Leasee would need to invest in improvements • No obvious community partner with capacity to operate such a facility. • Any tenant would likely require government assistance and would seek a City contribution. • Less likelihood of diverse users/entrepreneurs if only one operator. • The high number of vacant commercial properties minimizes prospects. Model and Description Pros Cons Option 3 — City Leases all the Spaces Individually • City leases individual • City could curate overall • City would need to add a offices to small businesses tenant mix sales role to actively seek similar to the Creative Hub out tenants. model • Occupancy would be slower than Option 1. • Revenue generation is subject to tenant acquisition. • Revenues required to cover operating expenses would make it challenging to offer affordable rents for startups • Less likelihood of diverse users/entrepreneurs than Option 1. • Concerns from other co - working operators/building owners that the City is in competition Based on the above, Option 1 best supports the objectives of Make It Kitchener 2.0 and the Economic Recovery Framework, while offering the most sustainable financial model. Page 28 of 51 Timing If approved, staff would look to add an initial partner to the space as early as March of 2022. Design and renovations would occur in Q2 -Q3 with an anticipated opening of August - September of 2022. Like 44 Gaukel, operations would continue until such time as the noted operating allocation has been exhausted or THEMUSEUM is prepared to commence construction. In advance of either instance, staff will return to Council with a report on the success, challenges and opportunities around the future of the SDG Lab. Long -Term Growth and Opportunities Once launched, staff are confident that demand and interest in the SDG Lab concept could outgrow the proposed space. If so, staff would pursue the following: a) Exploring opportunities for entrepreneurial programming partnerships within other City facilities; and, b) In collaboration with local academic, business and community partners, explore the potential for a more significant permanent facility, not unlike the current scale and scope of the UW Innovation Arena. STRATEGIC PLAN ALIGNMENT: This report supports A Vibrant Economy by undertaking industry business cases. A major area of focus within Make It Kitchener 2.0 is to support "A city-wide Startup Network focused on Sustainable Development Goals" including a stated ambition to expand the startup ecosystem including city -owned spaces and to develop a hub to support businesses tackling the UN SDGs. The Council approved Economic Recovery Framework identifies the need to accelerate a new wave of entrepreneurship by expediting the launch of a city-wide startup network and providing funding to support new entrepreneurial programs that address barriers related to equity and anti -racism. FINANCIAL IMPLICATIONS: For an overview of the estimated capital and operating costs, including a proposed operating budget, see page 11 of the Business Case appended to this report. The initial capital improvements required are estimated to be up to $400,000. The ongoing operating costs are estimated to be $450,000. Should the City be successful in securing all of the partners, the City's annual share of operating expenses would be $100,000 (representing the Small Business Centre's contribution to the partnership). It should be noted that should the building remain largely vacant, the City will continue to bearthe costs of utilities, taxes, maintenance, etc., with limited revenue to offset these costs. Page 29 of 51 As part of the Economic Recovery Framework, Council allocated $5 million to support initiatives such as this. Approximately $1.3 million of this funding has not been allocated. Staff recommend allocating $750,000 of the recovery funding to support the launch of the SDG Lab. City staff would continuously seek out additional funding opportunities (ex: Federal grants, private sponsorships) so support programing and offset costs. COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. CONSULT — The Small Business Centre facilitated community consultations with stakeholders including academic institutions, funding institutions, innovation organizations, small business leaders and local entrepreneurs. This included a virtual round table with local stakeholders and a survey of local businesses. In addition, staff presented the SDG Lab concept at multiple meetings of the Economic Development Advisory Committee, which received broad support. PREVIOUS REPORTS/AUTHORITIES: There are no previous reports/authorities related to this matter. APPROVED BY: Justin Read man, General Manager —Development Services ATTACHMENTS: Attachment A — Business Case: 2 King Street West — SDG Lab Page 30 of 51 BUSI SDG Lab ESS CASE 1/2o/2er22 SDG LAB 01/2021 Table of Contents 2 Executive Summary—The Why.........................................3 TheHow................................................................................5 The Opportunity—The What.............................................6 Strategic Alignment............................................................10 Financial Plan and Risk Analysis........................................10 The Business Case..............................................................14 SWOT Analysis.....................................................................18 Local Ecosystem..................................................................19 Conclusions and Recommendations................................20 MAKE IT KITCH ENER SINCE 1854 -- SDG LAB 01/2021 "Curbside blue boxes dotted along city streets are a symbol of a recycling program that's largely taken for granted these days. Surprisingly, the idea didn't arise from a government committee wrestling with the challenge of waste management. It came from visionary thinker Nyle Ludolph, a humble man with a passion to make a difference in Kitchener." Globe and Mail, 2012 We Believe Entrepreneurs Want to Make a Difference in the World The world is in a difficult place. Environmentally. Socially. Economically. We all know it. But most importantly, a new generation of entrepreneurs know it and believe they can make a difference. What if the City could create a space that enables entrepreneurs to harness the power of business as a force for good? We Believe Our Community Can Help The first Cityto implement the blue box program, Kitchener has always been a community willing to lead in the face of crisis. With organizations like Sustainable Waterloo Region, St. Paul's Greenhouse, REEP Solutions, The Working Centre, and countless others, our community has long driven social and environmental innovation. Meanwhile, organizations like Communitech, the Accelerator Centre, Velocity and MIX have shown how nurturing entrepreneurial communities can lead to greater growth and impact. Today, the City has an opportunity to bring these two worlds together, by creating the Region's first incubation space focused on the United Nation's Sustainable Development Goals. 2 King Street West could be a purpose inspired space that unites our Region... Waterloo Region is fortunate to be home to numerous organizations who support entrepreneurs focused on social and environmental innovation. Recently, new organizations and programs have emerged to support racialized and equity -deserving entrepreneurs. Currently, many of these programs exist in isolation. Rather than create yet another isolated community, 2 King Street West could provide a central convergence place for these organizations, bringing together likeminded entrepreneurs. ...empowering entrepreneurs to tackle society's greatest challenges... Foundational to the ethos of 2 King Street West would lie the principle of 'purpose driven entrepreneurship'. A space where growth and profitability are not the objective but the vessels MAKE IT KITCH ENER SINCE 1854--- SDG LAB 01/2021 al to achieve existential aspirations focused on the UN Sustainable Development Goals. An inclusive -thinking, forward -embracing community, from a range of backgrounds, who believe collaboration is essential to tackling local and global crisis... ...while building a new ecosystem of difference makers 2 King West could act as a catalyst to build an entrepreneurial ecosystem of like-minded individuals driven to localize the UN Sustainable Development Goals while solving global problems. With capacity to accommodate 50+ companies, the SDG Lab could support as many as 100 companies over 3 years. With the Waterloo Region Small Business Centre as an anchor tenant and caretaker of the facility, other partners in the Lab would be able to focus on what they do best — provide training and mentorship to their entrepreneurial clients. If you want to go fast, go alone. If you want to go far, go together." African Proverb MAKE IT K I T C H E N E R - SINCE 1854 - SDG LAB 01/2021 The Vision The City of Kitchener has a unique opportunity to transform 2 King Street West over the next 3 years into an iconic hub and incubation space focused on supporting purpose driven businesses. The 21,000 square foot building has the capacity to accommodate 50+ companies at any given time. Meeting and event spaces would enable a multiplicity of community partners and passionate residents to focused on social and environmental innovation. SDG Lab Rather than build a new ecosystem from the ground up, 2 King Street West would aim to bring 4 existing program partners together under one roof. Tentatively referred to as 'SDG Lab', 2 King Street West would champion goal seventeen of the United Nation's Sustainable Development Goals - "strengthening the means of implementation and revitalize the global partnership for sustainable development". Together, the partners would support a'community of communities' based on the following principles: Pillar #1— Business as a Force for Good A place for difference makers and entrepreneurs focused on social and environmental innovation to access tailored business advisory supports to develop and launch a profit driven enterprise. Pillar #2 — Dedicated to Leading Inclusivity & Belonging A space for racialized and equity -deserving entrepreneurs, with a conscious and intentional effort to eliminate systemic barriers for entrepreneurs. Pillar #3 — Push forward on the UN Sustainable Development Goals The 2030 Agenda for Sustainable Development, adopted by all United Nations Member States in 2015, provides a shared blueprint for peace and prosperity for people and the planet, now and into the future. At its heart are the 17 Sustainable Development Goals (SDGs), which are an urgent call for action by all countries - developed and developing - in a global partnership. They recognize that ending poverty and other deprivations must go hand-in-hand with strategies that improve health and education, reduce inequality, and spur economic growth — all while tackling climate change and working to preserve our oceans and forests (UN, 2021). Broader Impact By creating the first SDG -focused social entrepreneurship hub in Waterloo Region, The SDG Lab would enable connections into similar centres around the world, allowing stakeholders to MAKE IT KITCH ENER SINCE 1854--- SDG LAB 01/2021 6 collaborate on broader social development projects. If successful, this model could become a template for other municipalities looking to establish a similar centre in their community. The central role of the SDG Lab (2 King Street West) would be to enable a sense of belonging, facilitate connections and collaboration between and among entrepreneurs and entrepreneurial support resources. A place where entrepreneurs and other members of the ecosystem belong, convene, network, learn, create, and celebrate. It will be a microcosm of the regional entrepreneurial community, a place to meet, learn, network, and grow. The Model As such, Sustian17 would be built on the following "community among communities" partnership model. Anchored by the Waterloo Region Small Business Centre The Waterloo Region Small Business Centre (SBC) would oversee the building operations on behalf of the City of Kitchener, manage costs and support any necessary licensing agreements with tenants. In addition, the SBC would: • hire a 'Community Activator/Partnership Development Coordinator and 'Program Assistant'; • manage shared space bookings; and, • provide a concierge service for visitors. The Small Business Centre team would shift their main operations to 2 King Street West and continue to deliver core services for small business, entrepreneurial programming, information, advisory services and deliver workshops and events. The SDG Lab would enable the SBC to provide incubation space to client entrepreneurs focused on social and environmental innovation. Entrepreneurial Program Partners Three additional entrepreneurial program partners would join the SBC to form an inclusive, and equal share, 4 -partner alliance. Each partner would occupy an equal percentage of the office space having access to meeting rooms, training rooms, co -working spaces, and hot desks. Each partner would share equally in up to $400,000 of the annual overhead costs (appendix A budget). MAKE IT K I T C H E N E R - SINCE 1854 - SDG LAB 01/2021 7 Each of the four partners would deliver unique entrepreneurial programming, value added resources, connecting entrepreneurs with industry experts, mentors, and business professionals in the ecosystem. Ideally, the partners would equally support a) equity -deserving entrepreneurs; and, b) entrepreneurs focused on environmental and social innovation. Community Program Partner Additionally, the space could accommodate a fifth partner focused on broad -reaching community impact. Incorporating a community-based partner could enable entrepreneurs greater access to additional networks, volunteer resources, funding opportunities, etc. This partner would share in the remaining annual costs, estimated at $60,000. Supporting Partners The SDG Lab could also provide co -working space or "touchdown spaces" for visiting partners, stakeholders, investors, community groups, etc. These would typically be an informal setting such as a bookable meeting room, hot -desks, or a common area where "Lab" visitors could connect with their primary office, do email, or perform other tasks. Ideally, supporting partners would either be a) actively engaged in social or environmental innovation; and/or b) provide entrepreneurial supports to tenants. This could include, for example, funding bodies who support startups. Collaboration Spaces Meeting rooms and event spaces would be available for hourly or daily rental by entrepreneurs and other members of the public. Similarly, event planners, including partners, would incur nominal rental fees for the use of the meeting rooms, multi-purpose space and atrium. Making these spaces available would enable even more community stakeholders and entrepreneurs to become part of this community. The Value of Collaboration By bringing together multiple partners, The SDG Lab will hopefully reduce duplication of existing resources, create new opportunities across the program partners and enhance the potential reach for every entrepreneur referred to each program. Therefore, a strong partnership with existing entrepreneurial service providers, funders, nonprofit membership organizations with an interest in entrepreneurship, private sector providers (such as banks, lawyers, accountants), and educational and research resources will enable our community to advance Goal 17 of the SDGs. MAKE IT K I T C H E N E R - SINCE 1854 - SDG LAB 01/2021 The Space !✓•] 2 King Street West provides 21,000 square feet of space across 3 floors. The City has engaged a design consultant to maximize the usability of the building. In concept, Sustain 17 would offer the following: 1. Main floor - 7,500 sq ft — could feature a reception area, atrium event space, 9 offices, a meeting room, 12 co -working stations and up to 16 hot desks. An accessible entry with an elevator or a choice of 3 stairways to access upper and lower levels 2. Second floor - 6,000 sq ft — could feature up to 11 offices, 1-2 large meeting rooms, up to 13 co-working/hot desks and a common area with kitchenette and washrooms 3. Basement - 7,500 sq ft- features 2 large board / training rooms, a maker space, 2 kitchenettes, a sound -proof room potentially useable for podcast/video production, 2 large lockable storge spaces and washrooms. The building meets accessibility requirement for entry and elevator access to all levels. Amenities essential to the successful operation of the "Hub" include high-speed internet (Wi-Fi), secured entry access, mail service, AV equipment for event spaces, meeting/training rooms and amenities common with modern office spaces (ex: kitchenettes, collaboration areas, bike storage, etc.). Parking is always an issue, and so access to parking for staff, partners, and visitors may be a challenge. Fortunately, the central location is close to light rail transit, bike routes and walkability allows for convenient access. The Duke & Ontario Parking Garage is nearby. MAKE IT K I T C H E N E R - SINCE 1854 - SDG LAB 01/2021 Direct Programming — Community Activator E In 2021, the Small Business Centre surveyed Kitchener businesses to better understand how the City can accelerate social and environmental innovation. Of 86 responses, 67% stated they are looking to be connected with like-minded people and organizations. To achieve this, the proposed partnership model contemplates the hiring of a full time 'Community Activator' role, which would be central in fostering an ecosystem in the following ways: 1) TO INSPIRE the community to create a city that does the most good in the world, to challenge mindsets, fostering creativity and support innovation. This could be accomplished through, for example, speaker series, community round tables, pitch competitions, etc., where local and national innovators can share their approach to social innovation. 2) TO CONNECT local entrepreneurs, researchers, organizations, etc., with like-minded individuals, locally and abroad. This could include industry events, ecosystem mapping, resource compilation, development of a mentor network, etc. 3) TO SUPPORT COLLABORATION by actively fostering collaborations among entrepreneurial, academic, government, and social impact organizations that influence sustainable development goals. 4) TO FOSTER BELONGING by cultivating relationships among entrepreneurs at any stage and across all program partners. This could be accomplished through direct training, educational awareness, forums, bootcamps, problem -solving labs, etc. 5) TO CELEBRATE A COMMUNITY OF DIFFERENCE MAKERS by amplifying the work of the companies, organizations, partnerships and work already happening locally. Core Functions & Staffing Implications The SBC staff would provide primary oversight of the facility and, where possible, utilize their existing core services to offset a number of the functions of the space. However, it will be necessary to augment certain services to ensure the SBC can continue to deliver on its core mandate. The proposed partnership model contemplates the hiring of an administrative role to support basic functions (ex: reception, contracts, etc.). In addition, the proposed annual operating budget anticipates costs associated with custodial services, security and IT support. MAKE IT K I T C H E N E R - SINCE 1854 - SDG LAB 01/2021 The SDG Lab aligns with the City's Make it Kitchener 2.0 Strategy in several ways. The overarching premise of the strategy is "if you want to make a difference in the world, Kitchener is the place to do it. Because this community will help. Our advantage is we make change together." This strategy is embedded on a promise to solve major societal challenges such as affordable housing, the elimination of systemic barriers, environmental sustainability, and giving social entrepreneurs a platform. This project would represent the first major investment in the area of focus "A City -Wide Startup Network — Focused on Sustainable Development Goals". 2 King Street West could be a catalyst for change and a platform for entrepreneurs to collaborate and work towards solving some of the world's greatest challenges. The creation of an SDG Lab supports the City's Strategic Plan actions of i) fostering a citywide network of incubators, accelerators and co -working spaces; and ii) combating systemic barriers. Equally important, the SDG Lab would build a platform for our local community to support the 2030 Agenda for Sustainable Development. Legal Framework The SDG Lab would operate using the same legal framework as 44 Gaukel, where the City remains the overall landlord. A written agreement would be established with each program partner to document arrangements and obligations between the parties. Program partners would identify and approve residents (entrepreneurs/startup companies of the program) to utilize their allocated spaces. The City would then enter into a standard Licensing Agreement with each resident/startup. Doing so ensures there is a legal agreement between the City and all occupants of the building with proper insurance and risk mitigation measures in place for all. Any subsequent tenants, such as Community Program and Supporting Partners, would be established either through formal lease agreements or utilizing the standard Licensing Agreement. MAKE IT KITCH ENER SINCE 1854 -- SDG LAB 01/2021 Financial Structure 11 Capital - the City would cover all of the capital expenses including the initial capital buildout, estimated at $350,000-$400,000. Capital construction would be limited to aesthetic improvements and the acquisition of furniture/technology which can be redeployed to other City facilities should The SDG Lab ever cease to exist. Given the potential for the building to be redeveloped to support THEMUSEUM's expansion, staff would endeavor to minimize sunken costs while reusing existing infrastructure and furniture left behind by the previous owner. Operating - the four Entrepreneurial Program Partners would equally share in $400,000 of operating expenses. This estimate includes the cost of utilities, internet, property taxes, and the cost of hiring a Community Activator and a Program Assistant. Additional operating expenses (estimated at $50,000) would be funded through lease payments of any Community Program and Supporting Partners. The City would bare the risk and absorb any annual cost overruns. If there are any annual surpluses, the partners would determine how to reallocate funds (ex: returned to the program providers, invest in future services, etc.). The City would contribute $100,000 annually to fund the Small Business Centre's contribution to the partnership. If the City is unable to land three additional partners, the City would contribute the balance of needed revenue. Proposed Operating Budget MAKE IT K I T C H E N E R - SINCE 1854 - Year 1 Year 2 Year 3 Total REVENUE Partners $ 300,000 $ 300,000 $ 300,000 $ 900,000 COK Contribution $ 100,000 $ 100,000 $ 100,000 $ 300,000 Rentals $ 5,000 $ 5,000 $ 10,000 Leases/Partnerships $ 50,000 $ 60,000 $ 60,000 $ 170,000 Other Total Revenue $ 450,000 $ 465,000 $ 465,000 $ 1,380,000 EXPENSES Wages/Benefits $ 147,348 $ 157,558 $ 160,709 $ 448,708 Overhead Expenses $ 252,652 $ 253,410 $ 254,170 $ 760,232 Contingencies $ 40,000 $ 40,000 Programming/Misc $ 10,000 Tbd Tbd $ 10,000 Total Expenses $ 450,000 $ 410,968 $ 414,879 $ 1,258,940 Net Surplus/deficit $ - $ 45,032 $ 50,121 $ 121,060 MAKE IT K I T C H E N E R - SINCE 1854 - SDG LAB 01/2021 Proposed Capital Costs INTERIOR IMPROVEMENTS Estimate DEMOLITION - REMOVAL 15,000 SECURITY& IT 25,000 Painting 70,000 Carpentry, Millwork 25,000 Flooring 70,000 Electrical 50,000 Plumbing 25,000 CONTINGENCY 20,000 TOTAL INTERIOR IMPROVEMENTS 300,000 16,000 FURNISHINGS & EQUIPMENT Co -Working & Hot Desks Event, Meeting, Training Rooms 20,000 Signs, Artwork 25,000 AV EQUIPMENT 24,000 CONTINGENCY 15,000 TOTAL FURNISHINGS & EQUIPMENT 100,000 TOTAL CAPITAL COSTS 400,000 Funding Opportunities Given the global focus on combating climate change and inequities, it is anticipated that Federal, Provincial and corporate funding will become more readily available. Such funding could support programming resources, entrepreneurial training, seed funding/startup grants, etc. City staff will continuously seek out funding sources to further leverage the municipal investment and to support the various program partners of the SDG Lab. Risk Assessment The following identifies potential risks associated with this project: Risk Options for Mitigation Following the pandemic, reluctance to utilize If necessary, implement sound public health coworking spaces. policies and expectations. Future mandates to close the facility in Ensure program partners understand the response to the pandemic. potential for closure, support public health expectations. May need to renegotiate MAKE IT KITCH ENER SINCE 1854--- SDG LAB 01/2021 13 MAKE IT K I T C H E N E R - SINCE 1854 - funding contributions should access be limited for extensive time periods. Failure to secure Program Partner or loss of Under these scenarios, staff would seek to partner mid -year. mitigate expenses where possible; may require additional funding from the Make It Kitchener 2.0 Reserve; withhold recruitment of Community Activator until all partners are onboard. Insurance requirements for individual Explore group insurance options or residents/entrepreneurs is cost -prohibitive opportunities for Program Partner to provide and deter users. insurance on resident's behalf. No additional funding (ex: private sector, Programming expenses would be limited to Federal grants) is secured. align with available funding. Significant after-hours use of the facility Implement after hours protocols for all users creates security concerns when City staff not (ex: restricted access); introduce onsite. security/alarm access. With increased use of the facility by multiple Introduce partnership and license agreements partners, residents, entrepreneurs, etc., the for all who may reside in the facility which City's risk exposure will increase (ex: future ensure appropriate insurance coverage. claims, damage, etc.) Risk that when THEMUSEUM's project Improvements will be limited primarily to proceeds, capital investments will be lost. cosmetic improvements. Any furnishings, equipment and IT will be sourced using City standards to ensure they can be repurposed in other City facilities. MAKE IT K I T C H E N E R - SINCE 1854 - SDG LAB 01/2021 14 "Social Innovation" is the development and implementation of solutions to challenge societal and environmental issues in support of collective progress. "Social Entrepreneurship" is the use of business practices and enterprise to develop, fund and implement solutions to social, cultural and environmental issues. While social innovation and social entrepreneurship are not new, in the face of societal and environmental crisis, the world is in the midst of a movement where business practices are used as a force for good. Social ventures and innovation can span many, if not all, industries. In 2019, social ventures were most commonly associated with the following industries: 1. Professional, Scientific and Technical services (15%) 2. ICT and Artificial Intelligence (15%) 3. Arts, Media & Entertainment (5%) 4. Education (5%) 5. Environment and Cleantech (5%) The following section provides an overview of local and global growth. Global Growth The growth of the social entrepreneurship sector continues to grow as businesses look for ways to operate in a cleaner, more efficient way. According to Forbes, investment in renewable energy is projected to grow to $3.4 trillion by 2030. The need for new ideas and methods to help businesses modify to a socially forward way of operation and thinking, begins not just within the business itself but with entrepreneurs. Social entrepreneurs are developing groundbreaking technology and products to help push the social mindset in the way we live and work. In a 2020 study done by the United Nations, it was found that 3.2% of working age individuals in the 58 countries that were surveyed, were engaged in social entrepreneurship in the start-up phase. In the UK, approximately 34% of all new startups are social enterprises, and 61% of all social enterprises anticipate expanding their workforce in the next twelve months (Social Enterprise UK, 2021). Here in Canada, the potential for social entrepreneurship growth is substantial. In a 2019 Startup Canada Census, more than 40% of Canadian entrepreneurs are interested in advancing UN sustainable goals. In a Thomson Reuters Foundation study (2019), Canada was ranked as the #1 MAKE IT K I T C H E N E R - SINCE 1854 - SDG LAB 01/2021 country in the world for social entrepreneurship. This study evaluates the global social entrepreneurship landscape in six key areas: government support, attracting skilled staff, public understanding, making a living, gaining momentum and access to investment. Since 2016, Canada has improved and ranked the top three for every category except attracting skilled staff and ease of selling to businesses. Waterloo Region Demand Below is a breakdown of the Waterloo Region Small Business Centre Entrepreneurial Training and Programs Attendance. Female Male Social Equity -Deserving Soc & Equity 64% 36% 39% 44% 9% The table below highlights the need and demand for the Waterloo Region Small Business Centre from 2020 and 2021. WRSBC nitiative Performance Metrics 2020 - Total 2021 - Total Businesses Started 345 193 Businesses Purchased 12 5 Businesses Expanded 78 111 Jobs Created 492 370 Inquiries 12683 9080 New Client Consultations (Starting a Business) 720 675 New Client Consultations (Existing Business) 649 742 Repeat Client Consultations 1297 656 French Language Consultations 0 0 Referrals to Public Sector 5064 2950 Referrals to Private Sector Professionals 5306 2999 Workshops/Seminars 180 230 Outreach Connections 7724 7577 Events Hosted 12 33 Events Attendance 2535 1264 Mentorship Matches 41 396 In a 2021 survey, the Waterloo Region Small Business Centre want to garner feedback from social entrepreneurs in the Region to inform programming regarding the future SDG lab. Below are the results after 36 survey responses. MAKE IT KITCH ENER SINCE 1854 -- SDG LAB 01/2021 Gender Female 72% Male 22% Non -binary 3% Prefer not to say 3% What type of organization are you? Non-profit 8% For-profit 75% Academia 3% Community Group 6% Other 8% The Need for Access to Funding 16 Do you identify as a member of any of the following groups? Person with a disability 12% Indigenous person 5% Visible minority 33% Immigrant of Refugee 10% LG BTQ2S 2% Other 38% What resources/supports do you need to advance your sustainability goals/maximize your impact? Space to work (hot desk, co -work, office) 3% Space to hold meetings & make calls 5% Project funding and proposal writing 16% Connections to like-minded people/orgs 16% Mentors, Experts, Researchers 14% Learning Opportunities 10% Advisory Business Services 8% Social Enterprise Accelerator 12% Impact Measurement Roadmap 7% Prototyping Workspace 5% Other 3% Access to early stage and venture capital funding is a critical challenge for social entrepreneurs. 44% say funding is not accessible. As a result, only 15% of social ventures have revenue in excess of $100,000 and are primarily self-funded. Once established, a key effort of the City and the partners of the SDG Lab will be to improve access to funding. Fortunately, most major banking institutions in Ontario have established funds to support social and environmental challenges. The Federal Government offers two funding programs (Investment Readiness Program and Social Finance Fund) to increase access to funding, with a particular focus on equity -deserving entrepreneurs. In addition to working with the KW Community Foundation, Small Business Centre staff are also exploring partnership opportunities to support micro -loans to future users of the Lab. Growth in Equity Seeking Entrepreneurs Today, a large percentage of social change being made in Canada is led by equity deserving individuals. A Social Impact Report released in 2019, by Startup Canada, identified the following: • 33% are visible minorities; • 58% of social entrepreneurs are women; • 13% are new to Canada within the last 5 years; MAKE IT KITCH ENER SINCE 1854 -- SDG LAB 01/2021 17 • 10% are Indigenous, Inuit or Metis • 7% identify as LGBTQ+ Within this breakdown, 52% of social entrepreneurs are created and led by a non -Canadian -born entrepreneur. These stats suggest that individuals that often face the greatest systemic barriers are at the forefront of an industry that's focused on change. Our task as a City is now to push that boundary even further and develop a Hub that is free of systemic barriers and inequities allowing marginalized groups to have access to a space where they can be inspired. Indicate source for this information Global Business Movement Businesses are recognizing the need for sustainable practices to attract new employees, driven largely by millennial employees. In an article released by Inc., it states that: • by 2025, 75% of the U.S. workforce will be made up of millennials. • 64% of these millennials will not take a job if the employer does not have a strong Corporate Social Responsibility policy. • 83% would be more loyal to a company that is actively seeking to be more socially responsible. Today, more than 4,490 companies across 77 countries have achieved 'B -Corp' status, a designation that a business meets the high standards of a "beneficial" approach to their operations (ex: high environmental standards, charitable givings, social performance, etc.). Business Example: Mary didn't set out to impact the Sustainable Development Goals with her food business idea, she also didn't see herself as an entrepreneur. All Mary wanted to do was provide meaningful work for people that are functionally illiterate, have learning challenges, and/or grew up in families of abuse or neglect. Some live with physical limitations or mental illness and suffer from social exclusion, poverty and a harm to dignity that accompanies a lack of participation in the paid work force and community life. What she knew was "everyone has the desire to live a purposeful life". What started as a brainstorming session at her kitchen table in 2014, has grown to a business with three locations and up to 30 employees. Customers can pick up, order online, or find the product in grocery stores. This business, and others like this, impact not just one SDG, Goal #10 - reduce inequalities; but many more goals: Goal 1 - poverty, Goal 3 - good health and well- being, Goal 8 - decent work and economic growth, Goal 12 - responsible consumption and G17 - partnerships for the goals. Who knew a bowl of soup would have such a large impact. MAKE IT K I T C H E N E R - SINCE 1854 - SDG LAB 01/2021 IV The following identifies the region's various strengths, weaknesses, opportunities and threats that should be considered in evaluating the potential benefits and challenges of the SDG Lab: Strengths • The proposed partnership model builds on the Region's collaborative, barn -raising approach to community development and growth. • A growing regional focus on creating equity -deserving entrepreneurial programs and services. • Waterloo Region's diversity in startup activities across traditional / non -tech industry sectors. • Kitchener's Innovation District is anchored by startup organizations such as Communitech and UW Velocity. • Talent base of highly educated industry experts, professionals, and workers. • A strong base of innovation companies in Downtown Kitchener. • A network of local SDG leaders, entrepreneurs, non -profits, researchers, and resources exist. • Location in the heart of the region, with direct access to the ION corridor. • An existing network of mentors that has been built up by the SBC. • Potential for partnerships with local funding organizations to support startup activities. Weaknesses • Limited programming and support for equity -deserving, non -tech entrepreneurs during start up and growth phases of business. • Currently there is no clear 'hub', facility or focal point in our region for social innovators and organizations. • Lack of major employers to lead the social innovation ecosystem. • Lack of available seed funding for social ventures. • Lack of Provincial funding to support operations of such a facility. Opportunities • Social entrepreneurs are seeking a space where they feel like they belong. • To provide physical space for program providers and startup companies of equity -serving organizations. MAKE IT K I T C H E N E R - SINCE 1854 - SDG LAB 01/2021 19 • Graduates from programs at post -secondary institutions are seeking a network and landing spot to advance their ideas. • Opportunity for social entrepreneurs and academia to interact for research and development purposes. • To inspire youth to be a part of positive change. • Funding opportunities from the Federal Government, federal organizations and the private sector. • Non -profits organizations are increasingly looking for alternative ways of funding their project, collaborate with like organizations to avoid duplication of services and physical spaces to meet. • To attract regional, national, and international Social Innovation, Social Finance and Social Enterprise leaders to our community. • Building partnerships and trust, find an entry point for entrepreneurs, partners and stakeholders. • To provide a way for citizens to participate in a positive local change. Challenges • Limited resources: such as staff, funding, technology, and databases to gather client information, and impact measurement system. • Finding the right mix of anchor tenants. • Access to traditional funding/lending and government grants for entrepreneurs. • Tracking impact data to demonstrate results. • Localization of impacts to support/justify local investment. • Curating a vibrant in-person network of entrepreneurs in post -pandemic environment. In the Waterloo Region community, there are several organizations operating in the social and environmental space. Local universities, colleges and other organizations have created programming to support social entrepreneurs and the Sustainable Development Goals. These institutions include, but are not limited to: • Wilfrid Laurier University—The Social Entrepreneurship Option o The first Canadian undergraduate social entrepreneurship program grounded in liberal arts • Wilfrid Laurier University — Women's Entrepreneurship Program • Conestoga College — Business Sustainability Management & Entrepreneurship Collective • University of Waterloo — UW Greenhouse MAKE IT K I T C H E N E R - SINCE 1854 - SDG LAB 01/2021 • Accelerator Centre — Sustainable Future Program 20 • Local Non -Profits - YWCA, Social Venture Partners, Capacity Canada, Immigration Partnership, WR Community Foundation, Sustainable Waterloo, Tamarack Institute, United Way, etc. o May of the above organizations providing impact investments for community and agency projects addressing poverty, food security, youth, social justice, environment etc. • Other institutions and organizations within and outside the Region include, o Center for Social Innovation, Pillar Non -Profit, Circular Economy Accelerator, Mars, Coil Activate Circular Accelerator, The Working Centre, etc. The facilities listed above all primarily focus on social development goals. Outside of these facilities there are several accelerators and incubators that focus on startup growth, primarily focused on tech, Al and health innovation. Based on the foregoing, staff conclude the following: • Given the transformative economic and social impact of the COVID-19 pandemic, a new wave of innovation and entrepreneurship is anticipated, likely with a place greater focus on advancing social and environmental good; • Existing entrepreneurial programs within the region, including the Waterloo Region Small Business Centre, have experienced significant growth in the number startup companies and small businesses focused on social and environmental innovation; • Within our region, the number of new companies lead by women, racialized individuals and/or people of colour is increasing, as demonstrated by the Waterloo Region Small Business Centre, CCAWR (program named LiftOff) and WLU's Women's Entrepreneurship Centre; • Many organizations in our region are tackling the UN SDGs, however there is no central hub for the organizations and entrepreneurs in this ecosystem; • 2 King Street West provides the City an opportunity to pilot an interim SDG Lab in advance of THEMUSEUM's expansion plans, • 2 King Street West provides an opportunity for our community to simultaneously support entrepreneurs seeking to tackle the United Nation's Sustainable Development Goals, provide space for equity -deserving entrepreneurs to grow their companies, and provide a central but for the local social innovation ecosystem; • An SDG Lab would enable greater collaboration, innovation and a place for bright minds to tackle global problems. MAKE IT K I T C H E N E R - SINCE 1854 - SDG LAB 01/2021 21 • Through a partnership model, the longevity, vibrancy and impact of 2 King Street West as an SDG Lab can be maximized. In turn, staff recommend the following: • That 2 King Street West be utilized as an SDG Lab in advance of THEMUSEUM's future expansion; • That the Waterloo Region Small Business Centre provide oversight to the facility on behalf of the City; • That the City utilize a partnership model to bring multiple organizations into the space, where partners are equally sharing in the space and operating costs; and, • That an initial allocation of $750,000 be allocated to support an initial capital investment of up to $400,000 with the balance to support annual operations. With the location, the academia support, the available transit, the social impact and the wide breadth of entrepreneurs in the social development space, it's time for Kitchener to do the most good and make the biggest change for generations to come. MAKE IT K I T C H E N E R - SINCE 1854 -