HomeMy WebLinkAboutINS-2022-218 - Indoor Recreation Complex at RBJ Schlegel Park Business Case
Infrastructure Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: May 16, 2022
SUBMITTED BY: Asad Qureshi, Director Facilities Management 519-741-2600 x4424
Kim Kugler, Director Sport 519-741-2200 x7544
PREPARED BY: Mark Parris, Landscape Architect, 519-741-2600 x4397
Asad Qureshi, Director Facilities Management 519-741-2600 x4424
Kim Kugler, Director Sport 519-741-2200 x7544
Steve Kurevija, Design & Construction PM, 519-580-6331
WARD(S) INVOLVED: Ward 5
DATE OF REPORT: May 5, 2022
REPORT NO.: INS-2022-218
SUBJECT: Indoor Recreation Complex at RBJ Schlegel Park Business Case
RECOMMENDATION:
That Council endorse the Indoor Recreation Complex at Schlegel Park Business Case
recommendation to design and construct the Aquatic and Indoor Turf facilities at RBJ
Schlegel Park in tandem by 2025; and,
That Council direct staff to begin concept and detail design development, to
commence following approval of this report and expected to continue into Q4 2023.
REPORT HIGHLIGHTS:
The purpose of this report is to define and recommend the direction of the Indoor
Recreation Complex at RBJ Schlegel Park.
The key finding of this report are:
o Development of the Aquatic and Indoor Turf Facilities will satisfy growing
public demand for these facilities across the City of Kitchener.
o The optimal construction and financial model for the Indoor Recreation
Complex is pairing the Aquatic Centre and Indoor Turf Facility as one
development.
o The preferred arrangement of facilities is to centralize the Aquatics facility
within RBJ Schlegel Park, and remaining facilities along the southern border
The financial implications for constructing the two facilities in 2024/25 is approximately
$93,153,000 which is a cost saving of $6.2M. An annual Operating budget of $1M is
estimated for this facility and additional $782,000 for state of good repair funding for the
first 5 years.
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Community engagement included focus groups comprising of sport user groups
including ROW Swim Club, Waterloo Region Artistic Swim, Kitchener Soccer Club,
Grand River Soccer, Youth Disc Sports, K-W Olympic Field Hockey and K-W Minor
Lacrosse association. A comprehensive public engagement plan is planned for the
preliminary and detail design phase in 2022-23.
The 2019 LFMP update prioritized the aquatic centre as number 1 indoor recreation
priority and the indoor turf was ranked number 2. The arenas did not make it within the
top 5 priority list.
EXECUTIVE SUMMARY:
This report is intended to share findings from the Indoor Recreation Complex at RBJ
Schlegel Park Business Case Study. The goal of the study is to optimize the layout, size,
configuration, and timing of each of the Facilities within the Complex and identify required
budget to support the preferred strategy and scope.
Isaac Sports Group (ISG) in partnership with ZAS Architectural were retained under P20-
187 to complete the scope of work required in the Business Case.
The facilities within the Complex are defined as follows:
Aquatics Centre: 25m, 8 lane pool and a warm water leisure pool
Indoor Athletic Facility: Indoor artificial turf, approximately 40,000 sq.ft. of playing
surface
Arenas: The arenas were identified in the 2013 Master Site Plan for RBJ Schlegel
Park. The arenas have not been identified within the top 5 indoor recreation facility
priorities or within the 10-year DC forecast. The arenas will be reviewed in future
LFMP work for Council approval.
The report evaluated market demands for each facility, developed conceptual layouts,
and analyzed a variety of development scenarios with respect to construction costs,
program efficiencies, and projected financial efficiencies.
Market Demands:
Aquatic and turf programs space are in high demand. The future demand for arenas is
unknown at this time.
Concept Development:
The following scope was evaluated through the concept development of each facility within
the Complex:
1. Size
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Conceptual planning was completed to accommodate and maximize flexibility in
programming within each facility. Following market research and input from Staff
and user groups, each facility was updated to reflect desired outcomes driven by
program needs. A detailed summary of the finds is found in the report, and
summarized as follows:
Aquatics Centre: 45,422 sq.ft. (previous concept 37,000 sq.ft.)
Indoor Athletic Facility: 64,950 sq.ft. (previous concept 40,000 sq.ft.)
Arenas: 76,890 sq.ft. (no previous concept or square footage)
2. Orientation and Arrangement
Multiple orientations and site arrangements were evaluated following the
understanding of the facility sizes. Iterations of three (3) common designs were
considered:
Option 1: Maintain existing location and orientation of the facilities
Option 2: Locate the Aquatics facility central to the site, maintain remaining facilities
along the southern border
Option 3: Locate the Aquatics facility central to the site, align all facilities in north-
south arrangement.
Option 2 was selected as the preferred location, orientation, and configuration of the
Complex within RBJ Schlegel Park.
3. Energy Emissions
The business case analysis evaluated the order of magnitude capital cost of the
energy and carbon reducing systems such as PV panels, geothermal, green roof
and permeable paving. The analysis also evaluated the impact on the overall net
operating cost of the facility and provided rough order of magnitude return on
investment on the technology
Business Case & Development Scenarios:
The business case analysis reviewed multiple development scenarios to consider the
timing and operation of each facility within the Complex. The study considered five (5)
different iterations with one fixed criterion to design, construct and complete the Aquatics
facility by 2025 in line with the ICIP Grant requirements:
Facility Scenario No. (Year Built)
1 2 2.1
3 3.1
Aquatics 2025 2025 2025 2025 2025
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Indoor Turf 2025 2027 2025 2025
(2 year gap)
Arenas 2025 2034+
(beyond 10
year
forecast)
Consideration for Food and Beverage
Food and beverage service options were evaluated within the Complex, including
vending, concessions and restaurant development types.
Concessions and vending services were deemed viable by the consultant team, whereas
at this time restaurant was not deemed viable due to limitations of size and access,
adjacency to commercial properties, insufficient site participation, significant capital costs
and a projected reliance on annual City subsidies to operate. Further review will be done
considering the restaurant when additional indoor recreation facilities are prioritized and
incorporated into future design.
Final Evaluation & Recommendations
The final recommendation is Scenario 2, described as the construction of the Aquatic
Centre and Indoor Turf Facilities by 2025.
The scenario was selected as the most cost-effective construction, saving approximately
$6.2M in incremental costs of phasing. This scenario also increases facility inventory to meet
demonstrated user demand. The construction will commence in 2024 and will be completed
by end of 2025.
There is no capacity to fund the Arenas at this time, nor user demand to support constructing
the arenas. An area at RBJ Schlegel park will be reserved for indoor recreation expansion
which will be guided by the future leisure facilities master plan, community priorities and
council approval.
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BACKGROUND:
The 2013 South Kitchener District Park Master Plan included recommendations for the
consideration of the following facilities to be included in the indoor recreational complex: a
community aquatic facility, a twin pad arena facility and a multi-use artificial turf facility.
The Leisure Master Facility Plan (LFMP) in 2013 prioritized the need for the aquatic centre
as #4 and the indoor turf facility as # 6. In 2019 the LFMP Update, the aquatic centre was
reprioritized as #1 and the indoor turf was reprioritized as #2. The reprioritization was due
to the identified demand from users to access swimming lessons and pool time and access
indoor field training time.
business case regarding the construction of a new arena in the southwest portion of the
Phase One of the park development included complete site planning, preparation, and pre-
have been engineered and constructed in preparation for the complex. Engineering design
was based on the approximate square footage of each component. During the site planning
Hallman to the southern property border.
A business case analysis was commissioned in 2021 with the Facilities of the Recreation
Complex defined in the terms of reference as follows:
Aquatic Centre
Preliminary Size: 37,000 sq.ft.
Budget Allocation: $23,771,629
Budget Year(s): 2022-23 (Design), 2024-25 (Construction)
Known Scope:
o Two pools 25m, 8 lane pool with warm water leisure pool
o On-deck spectator viewing
o Family and universal washrooms and change rooms (gender neutral)
o Foyer, welcome desk, supporting offices
o Equipment storage
Indoor Athletic Facility
Preliminary Size: 40,000 sq.ft.
Budget Allocation: $14,324,869
Budget Year(s): 2024-25 (Design), 2026-27 (Construction)
Known Scope:
o Indoor artificial turf, approximately 40,000 sq.ft. of playing surface
o Supporting spaces, offices and change facilities flexible based on connections
to Aquatic Facility
Arenas (for development at a later date)
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Preliminary Size: None (approximate area of 60,000 to 65,000 sq.ft. was allocated
on site)
Budget Allocation: None
Budget Year(s): None
Known Scope:
o Approximate total size and approximate location within RBJ Schlegel Park.
The city has successfully obtained Federal and Provincial grant funding ($17.9M) for the
Aquatics Centre under the ICIP cost-sharing grant program in 2021 for a facility to be
completed by end of 2025. The specific expectations needed to fulfil the terms of the grant
are included in this Terms of Reference.
REPORT:
This report is intended to define and recommend the direction of the RBJ Schlegel Park
Indoor Recreation Complex. The goal of the study is to optimize the layout, size,
configuration, and timing of each of the Facilities within the Complex to align with expected
budget and business analysis.
Isaac Sports Group (ISG) in partnership with ZAS Architectural were retained under P20-
187 to complete the scope of work required in the Business Case. The following is a
summary of the findings of the report submitted, following the structure below:
1. Market Demands
2. Concept Development
a. The Facilities: Floor Plan Changes
b. The Site Site Plan and Location Changes
c. Energy Emission Targets
3. Business Case:
a. Development Scenarios
b. Cost Estimates
c. Summary and Evaluation
4. Final Recommendation
1. Market Demands
Aquatics:
We have committed to the project already through the ICIP grant. The 2019 Leisure Facility
Master Plan identified priorities for recreational facility needs for the next 5 years. #1 priority
was an Aquatic Centre in the South end of Kitchener. Our current 4 indoor pools are
operating at capacity with wait list for swimming lessons and programs. This facility will
service the entirety of Kitchener, we anticipate the community will travel to use the amenities.
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Turf:
Kitchener Soccer Club is the largest affiliated soccer organization in the city with over 5,600
registered players. Soccer continues to exhibit growth both locally and provincially. The
indoor facility will provide office space for Kitchener Soccer Club to administer their indoor
and outdoor programs at RBJ Schlegel Park. Other field sports like lacrosse, cricket, ultimate
frisbee and field hockey are looking for spaces to train when outdoor fields are unavailable
either due to availability or inclement weather. As registration continues to grow for turf
sports there are increasing pressures for fields and training facilities. Recently we were
informed of the sale of a private facility that provided two indoor turf fields to Kitchener sport
groups. These two fields will be converted to sprung floors for cheerleading in the months
and year ahead placing an increase demand for indoor turf.
Arenas:
Future LFMP work will determine the need for Arenas. This information will be used to
prioritize timing, location and funding of future Arenas for council approval.
2. Concept Development
The work of this Business Case was to optimize the layout and location of each facility within
the Complex. Some facilities had well defined scope, such as the Aquatics and Indoor Turf
Facilities, or little known about their final form like the Arenas.
The Facilities Floor Plan Changes:
each of the three facilities planned at RBJ Schlegel Park site, summarized as follows:
Aquatics Centre: 45,422 sq.ft. (previous concept 37,000 sq.ft.)
Indoor Athletic Facility: 64,950 sq.ft. (previous concept 40,000 sq.ft.)
Arenas: 76,890 sq.ft. (no previous concept or square footage)
The Site Site Plan and Location Changes:
With changes to the floor plans and size of the buildings, the location of the Complex on site
was assessed and evaluated based on existing build-out, spatial limitations and potential
indoor/outdoor synergies. Multiple arrangements and configurations were developed and
considered that fall into 3 common categories:
1. Maintain existing location and orientation of the facilities
2. Locate the Aquatics facility central to the site, maintain remaining facilities along the
southern border
3. Locate the Aquatics facility central to the site, align all facilities in north-south
arrangement.
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Option 2 was selected as the preferred location, orientation, and configuration of the
Complex within RBJ Schlegel Park.
The final site arrangement of Option 2 is visualized below:
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Existing Play
Components &
Phase 2 Park
Development
Future Indoor Recreation
Facility including Parking
Final Site Arrangement with Future Recreation Facility
Energy Emission Targets
In June 2021, Council unanimously supported the second-generation community climate
action plan TransformWR (DSD-2021-94). TransformWR is the broad umbrella strategy
developed by ClimateActionWR that the City of Kitchener has endorsed as the framework
to transition our community off of fossil fuels. A key strategy of TransformWR is to build new
buildings to be net zero carbon or build to transition to net zero carbon. Our goal is to build
a net zero carbon emission indoor recreation facility.
Early in the business case process, ZAS architects led an energy analysis with project team
energy consultants Green Reason and Internat Energy Solutions Canada. The energy
analysis and modeling report formed the basis of the City Green and Inclusive Community
Building (GICB) grant application in July 2021 to help fund the incremental costs on energy
efficient and carbon reducing technology and systems. GICB grant application is currently
under review and the City is awaiting a decision regarding the grant award.
The business case analysis evaluated the order of magnitude capital cost of the energy and
carbon reducing systems such as PV panels, geothermal, green roof and permeable paving.
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The analysis also evaluated the impact on the overall net operating cost of the facility and
provided rough order of magnitude return on investment on the technology.
3. Business Case
Development Scenarios
With optimized and preferred concept design of each of the facilities complete, the Business
case analysis reviewed multiple development scenarios to consider the timing and operation
of each facility within the Complex. The study considered five (5) different iterations with one
fixed criterion to design, construct and complete the Aquatics facility by 2025 in line with
the ICIP Grant requirements:
Facility Scenario No. (Year Built)
1 2 2.1
3 3.1
Aquatics Aquatics & Aquatics
Aquatics, Aquatics,
Centre Fieldhouse 2025 &
Fieldhouse Fieldhouse
Only Concurrent Fieldhouse
& Arena 2025 &
2027
Concurrent Arena
2025 Stand-alone
2034
Aquatics 2025 2025 2025 2025 2025
Indoor Turf 2025 2027 2025 2025
(2 year gap)
Arenas 2025 2034+
(subject to future
(beyond 10
Council decision)
year
forecast)
Cost Estimates
Cost estimates were completed for:
o Projected Revenues
o Operational Expenses
State of Good Repair
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Summary and Evaluation
Evaluation Criteria Scenario No. (Evaluation and Description)
1 2 2.1 3 3.1
Aquatics Aquatics & Aquatics
Aquatics, Aquatics,
Centre Fieldhouse 2025 &
Fieldhouse Fieldhouse
Only Concurrent Fieldhouse
& Arena 2025 &
2027
Concurrent Arena
2025 2034
Capital costs (for 56,454 93,153 99,359 145,578 179,413
reference)
Funding availability
Costs savings on
facility timing
Meets demand
pressures
Outdoor
programming
synergies
Response to
inventory supply
Recommendation
4. Final Recommendations
Development Scenario
The final recommendation is Scenario 2, described as the construction of the Aquatic
Centre and Indoor Turf Facilities by 2025, for the following reasons:
The most cost-efficient based on both the Capital Construction cost
Saves $6,206,000 in project costs compared to building the Fieldhouse in 2027-8
after the Aquatic Centre is open.
Generates higher operational cost recovery compared to the initial building of the
Aquatic Centre only
Accommodates a need for more indoor turf field space in Kitchener, exacerbated by
the planned closing of an existing private indoor turf facility in the City.
Arena Development
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At this time there is no significant wait list to determine if there is enough user demand to
support one or two new arenas. User demand would inform if development charge funding
could be used for the arenas versus tax base funding to replace aging infrastructure.
An area at RBJ Schlegel park will be reserved for indoor recreation expansion guided by
future leisure facilities master plan and council priorities.
Energy Emissions Targets
The business case analysis evaluated the order of magnitude capital cost of the energy and
carbon reducing systems such as PV panels, geothermal, green roof and permeable paving.
The analysis also evaluated the impact on the overall net operating cost of the facility and
provided rough order of magnitude return on investment on the technology.
it is recommended to proceed with a net zero energy design.
STRATEGIC PLAN ALIGNMENT:
This report supports:
Caring Community
providing welcoming community spaces and programs; this is achieved through better
engagement, serving and supporting our diverse populations and helping to make housing
affordable. Throughout the business case analysis, various public engagements were
conducted to ensure this facility would meet the demand of the community. Further
engagement sessions are set to take place during the design phase to ensure this indoor
recreational complex will provide relevant programming and create an inclusive a welcoming
space for all community members.
Environmental Leadership
The City of Kitchener is progressing towards achieving a healthy and livable community by
proactively mitigating and adapting to climate change and by conserving natural resources.
The indoor recreational complex will adapt a net zero carbon target for the facility to support
this initiative
FINANCIAL IMPLICATIONS:
Capital Budget:
The total funding request for Scenario 2, described as the construction of the Aquatic Centre
and Indoor Turf Facilities by 2025, is $93,153,000. Existing total funding between the
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Aquatic Centre and Indoor Turf facilities is $38,924,000. Refer to Appendix
and proposed capital budget estimates.
The recommendation requires an increase in capital funding of $54,229,000 between 2022
and 2025. Additional funding of $54.2M has been accommodated in the draft DC bylaw that
council will be considering. This DC increase will not impact currently funded indoor
recreation projects but leaves no further room for future indoor recreation facilities within the
10 year forecast.
The proposed capital budget includes and reflects the following changes since the original
estimates completed in 2019, including approximate costs associated with each change:
Construction cost ($18.8M): inclusive of inflationary and price escalations due to
current construction environment.
Updated facility square footage ($16.8M): total building size increased by 44%,
inclusive of turf field size, changeroom design changes, and aquatics supporting
areas.
Energy efficiencies ($9.5M): net-zero emissions targets were not considered in
original estimate. Costs account for energy modelling to include PV panels,
geothermal, green roof and permeable paving.
Site development ($6.1M): original estimate based on 12% of the construction costs.
As the construction costs increase, the value for site development component also
increases. Other increases due to an increase in parking volume by 15%, covered
bike storage, and increased cut/fill activity expected in the preferred orientation on
this site
Soft costs ($3.0M): typically estimated as a percentage of construction costs. As
construction costs increase, the value of soft costs will also increase. Soft costs
include furniture, fixtures, equipment, professional and project management fees.
State of Good Repair Capital Cost:
In addition to the project budget an ongoing state of good repair (SOGR) budget will be
required for this site in the capital forecast. The total SOGR budget required from 2026-2030
is $782,000.
Operating Budget:
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operating budget estimates.
COMMUNITY ENGAGEMENT:
INFORM
the council / committee meeting.
CONSULT The content of this report was the result of focus group discussions comprising
of sport user groups including ROW Swim Club, Waterloo Region Artistic Swim, Kitchener
Soccer Club, Grand River Soccer, Youth Disc Sports, K-W Olympic Field Hockey and K-W
Minor Lacrosse association.
PREVIOUS REPORTS/AUTHORITIES:
INS-13-043 South Kitchener District Park Master Plan
CSD-19-007 2019 Leisure Facilities Master Plan
FIN-19-029 2019 Development Charges Priorities and Rate Options
DSD-22-072 Corporate Climate Action Plan 2022 Progress Update, Next
Steps and Closeout
Appendices:
A Facility Floor Plan Optimization and Outcomes
B Facility Orientation Summary
C Development Scenario Evaluation
D Project Cost Comparison All Scenarios
E Annual Profit and Loss Summary (year 2)
F Return on Investment and Carbon Emissions Reduction Summary
F Energy Savings and Carbon Emissions Reduction Summary
G Existing and Proposed Capital Budget Estimates
H Projected Operating Cost Estimates
APPROVED BY:
Denise McGoldrick, General Manager, Infrastructure Services Department
Michael May, DCAO and General Manager Community Services Department
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Facility Floor Plan Optimization and Outcomes
Facility Optimization Square Outcome
Footage
Impact
Aquatics All gender-neutral change +8,422 Flexibility to close individual rooms
rooms sf for maintenance or specific pool
uses.
Increased Family and Improve inclusive accessibility to
Barrier Free changing support adaptive and family-
rooms oriented program enhancements
and safety.
Purpose built and planned Support expansion of existing
storage space programs and equipment storage
for new programs. Provide secure
storage for user groups.
Increased deck space Provide better space for program
instructors, user access, and
viewing areas.
Function room adjacent to Support aquatic classes, birthday
Pool Deck parties and special events, aquatic
related special events. Enhances
programming and generates
revenue.
Multi-purpose function, Supports activities in the overall
meeting, and dry-land Aquatic and Fieldhouse facilities.
team workout space. Also supports community meetings
Includes warming/catering and can generate some additional
kitchen to enhance revenue.
meetings and special
events for entire facility.
Concessions and Vending Allows for concession and vending
services to support users in the
Aquatic and Fieldhouse facilities
as well as overall park. Can be a
net revenue generator.
Indoor Overall Facility +24,950 Maximizes program functioning,
Turf sf accommodates increased
demand, site position and
optimized connection to outdoor
fields. Allows dividing into three
equal smaller fields for greater
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flexibility and enhanced
programming.
Minimum FIFA playing Maximizes program functioning,
field (90x45m) accommodates increased
demand, site position and
optimized connection to outdoor
fields. Allows dividing into three
equal smaller fields for greater
flexibility and enhanced
programming.
Kitchener Soccer Club Move from current space in Budd
Offices and Storage Park indoor turf facility. Supports
expanded KSC programming in
Fieldhouse and outdoor fields.
Maintenance equipment Supports Fieldhouse and outdoor
storage fields.
Changing Rooms Supports Fieldhouse and outdoor
fields.
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Facility Orientation Summary
1. Maintain existing location and orientation of the facilities
2. Locate the Aquatics facility central to the site, maintain remaining facilities along the
southern border
3. Locate the Aquatics facility central to the site, align all facilities in north-south
arrangement.
1 2 3
Evaluation of each configuration:
Layout Benefits Challenges
Option
Utilize existing site services Reduces ability to create common
1 locations and general pre-grading spaces that service all of the facilities,
arrangement. reducing operational efficiency and
Maintain requiring separate support areas for
Existing each facility.
Limits ease of access to existing
parking areas as well as use of new
parking areas by other areas of the
park.
Reduces the connection of the Aquatic
Centre to the family and youth activity
areas in the central section of the park.
Maximizes use of existing parking Increased cost for additional cut/fill
2 required.
New parking also supports the Creates separate parking lots between
Central
outdoor fields with space the core building (aquatic and turf) and
Aquatics
available to additional parking arena components.
, East-
adjacent to Ice Arena side.
West
Positions the Aquatic Centre
closest to family and youth
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friendly activity areas of the park
such as splash pad, skate park,
playground.
Central position of Aquatic Centre
provides view of aquatics to users
of central area of park and vice a
versa.
Positions Indoor Turf fieldhouse
closest to outdoor fields for user
and operational efficiency.
Creates three good entrance and
drop off areas for the facilities
accessible to Park areas and the
planned roads and parking in
Park.
Positions Fieldhouse changing
rooms to be able to also support
outside fields as needed.
Concession areas supports
outside fields while still accessible
Positions the Aquatic Centre Length of combined building extends
3 closest to family and youth too far into central area of Park.
friendly activity areas of the park, Reduces circulation around facility at
Central such as splash pad, skate park, south end, including operational and
Aquaticsplayground. maintenance services.
, North-
Creates three good entrance and Limits Concession access to users of
South
drop off areas for the facilities Ice Arena, requiring an additional
accessible to Park areas and the Concession area for Ice facility.
planned roads and parking in
Park.
Significantly reduces access of common
function space access for users of the
Ice Arena.
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- Development Scenario Evaluation
Facility Scenario No. (Year Built)
1 2 2.1 3 3.1
Aquatics 2025 2025 2025 2025 2025
Indoor Turf 2025 2027 2025 2025
(2 year gap)
Arenas 2025 2034+
(beyond 10
year
forecast)
Scenario Benefits Challenges
1 Provides the least expensive The Aquatic Centre alone operates at
option to build the Aquatic Centre higher operational deficit than the
to meet this top priority facility. combined Aquatic Centre and
Fieldhouse.
Delays the construction of new indoor
turf space, not meeting the immediate
need created by the current loss of
existing indoor turf at private turf facility
in the City and the repurposing of the
existing Budd Park indoor turf.
2 Significantly increases the Higher Capital Project Costs in this
building and design efficiencies combined construction scenario.
with concurrent design and
construction of both the Aquatic
Centre and Fieldhouse.
Reduces the net additional cost of
Fieldhouse construction by $6.2M
compared to the phased
construction in Scenario 2.1.
Reduces the net operational
deficit of the overall facility by
$400,000+ compared to the first
three years of Aquatic Facility
Operation in Scenario 1 and the
first three years of the phased
operation in Scenario 2.1.
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Cost Recovery (measure of
operating efficiency and the
percent of expenses covered
directly by facility revenue)
increases from 49% to 69%.
Immediately meets the increased
need in Kitchener for indoor turf
created by the elimination of
indoor turf at one private turf
facility in the City and the possible
repurposing of the Budd Park
indoor turf facility.
Since the Fieldhouse has much
greater potential for the roof top
PVT Solar Array, the percent of
energy use provided by Solar of
the combined facility will be much
greater than in Scenario 2.1,
reducing energy costs and carbon
emissions.
2.1 Provides a 3-year phasing to Increases the net additional cost of
generate the additional capital Fieldhouse construction by $6.2M
funding to build the Fieldhouse compared to the initial combine
construction with the Aquatic Centre in
Scenario 2.
Eliminates the synergistic impact of the
combined Aquatic Centre and
Fieldhouse on the growth of Aquatic
Centre use and programs in Years 1-3.
Phasing of the Fieldhouse and its
capacity for roof top solar energy
generation will result in higher utility
costs and carbon emissions during
Years 1-3 of Aquatic Centre alone
operation.
3 Building all three facilities Significant challenge to raise the full
together initially will save Capital funding needed to build all three
approximately $33.8M compared of the facilities initially.
to building the Ice Arena 10+
years later.
It is currently unclear if the Ice Arena
will be a replacement of an existing
facility or built to meet any growing
demand for additional ice time and
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space. This evaluation is critical to
design, operational, and budget
elements.
3.1 Provides time for further research $33.8M higher construction costs of the
on ice time demand and need of Ice Arena compared to Scenario 3.
this new facility as a replacement
of existing aging Ice facility or in
support of growing demand for
ice time and space.
Provides time to develop Capital
phase of long term Capital Project
planning and funding.
D Project Cost Comparison All Scenarios
Cost Category Scenario No. (x $1,000)
1 2 2.1
3 3.1
Aquatics Aquatics & Aquatics
Aquatics, Aquatics,
Centre Fieldhouse 2025 &
Fieldhouse Fieldhouse
Only Concurrent Fieldhouse
& Arena 2025 &
2027
Concurrent Arena
2025 Stand-
alone 2034
Base Estimate 45,309 73,364 79,103 114,113 142,494
LEED Gold & 5,269 11,678 11,678 19,147 21,716
Zero Carbon
Project Soft 4,900 6,500 6,860 9,800 12,100
Costs
Non recoverable 976 1,611 1,718 2,518 3,103
portion of HST
Total 56,454 93,153 99,359 145,578 179,413
Incremental None None 6,206 None 33,835
Costs
E Annual Profit and Loss Summary (year 2)
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Venues (x $1,000)
Cost
Category
Aquatics Turf
Arena
Centre Fieldhouse
Revenue
Total 1,444 909 1435
Expenses
Total (2,789) (527) (952)
Revenue
Per Facility (1,345) 382 403
(Deficit)
State of
40 73 40
Good Repair
F Return on Investment and Carbon Emissions Reduction Summary
Energy GICB GICB Grant Project Pay ROI on Carbon Carbon
Saving Grant Received Add-On Back Energy Cost EmissioEmission
Annual fundin Cost PeriThrough 20 n Reduction
g % od in Years Reducti% from
Yearfollowing on Reference
s Payback ekgCO2 Model
$183,761 0% - $10,889,000 34.6 $(5,951,273) 83,582 78%
$183,761 25% $2,375,000 $8,514,000 29.4 $(3,576,273)
$183,761 50% $4,750,000 $6,139,000 23.5 $(1,201,273)
$183,761 75% $7,125,000 $3,764,000 16.2 $1,519,972
$183,761 100% $9,500,000 $1,389,000 6.8 $3,749,058
Note: Energy Savings projected at a 3% year over year increase.
G Existing and Proposed Capital Budget Estimates
Below are the existing and proposed capital forecast for the recommended Scenario 2.
2022-2031 Existing Capital Forecast:
Project Name Year (x $1,000)
Infrastructure Services Department www.kitchener.ca
2022 2023 2024 2025 Total
New Indoor Pool 617 318 11,600 11,832 24,367
South End
Indoor Turf Field 542 192 6,843 6,980 14,557
South End
Total 1,159 510 18,443 18,812 38,924
2022-2031 Proposed Capital Forecast:
Project Name Year (x $1,000)
2022 2023 2024 2025 Total
New Indoor Pool 284 1,869 26,521 26,521 55,297
South End
Indoor Turf Field 18,309
386 852 18,309 37,856
South End
Total 2,721 93,153
670 44,830 44,830
H Projected Operating Cost Estimates
Below are the projected operating estimates for the recommended Scenario 2. An annual
operating budget of $1M will be required for this facility to be allocated between Sport and
Facilities Management.
Year Year 1 Year 2 Year 3 Year 4 Year 5
Zero*
TOTAL REVENUE - 2,155 2,353 2,469 2,569 2,668
TOTAL OPERATING 140 3,193 3,316 3,432 3,549 3,683
EXPENSES
NET OPERATING (140) (1,038) (963) (963) (980) (1,015)
REVENUE (DEFICIT)