HomeMy WebLinkAboutCIS Agenda - 2022-05-161
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Community and Infrastructure Services Committee
Agenda
Monday, May 16, 2022, 3:30 p.m. - 5:30 p.m.
Electronic Meeting
Beginning March 1, 2022, the City of Kitchener has aligned with provincial changes to COVID-19
restrictions and City Hall is now open for in person services, but appointments are still being
encouraged. The City remains committed to safety of our patrons and staff and continue to facilitate
electronic meeting participation for members of the public. Those people interested in participating in
this meeting can register to participate electronically by completing the online delegation registration
form at www.kitchener.ca/delegation or via email at delegation @kitchener.ca. For those who are
interested in accessing the meeting live -stream video it is available at www.kitchener.ca/watchnow.
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 S. Marsh
Vice -Chair: Councillor D. Schnider
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. No Right Tum on Red - Queen's Boulevard and Patricia Avenue - DSD- 3
2022-142
2.2. Noise Exemption - Downtown Special Events - CSD -2022-177 6
2.3. Noise Exemption - Bingemans Summer Events/Oktoberfest - CSD -2022- 9
178
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
1:30 p.m. on May 16, 2022, in order to participate electronically.
3.1. None at this time.
4. Discussion Items
4.1. Ontario's Energy Data Regulation - Green 15 m 11
Button - INS -2022-202
4.2. Advanced Metering Infrastructure (AMI) - INS- 30 m 15
2022-161
(Staff will provide a 5 -minute presentation on this matter.)
4.3. Indoor Recreation Complex at RBJ Schlegel 60 m 27
Park Business Case, INS -2022-218
(Staff will provide a 5 -minute presentation on this matter.)
5. Information Items
5.1. None.
6. Adjournment
Dianna Saunderson
Manager of Council/Committee Services & Deputy Clerk
Page 2 of 49
Staff Report
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Development Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: May 16, 2022
SUBMITTED BY: Barry Cronkite, Director, Transportation Services, 519-741-2200 ext.
7738
PREPARED BY: Anjul Chauhan, Traffic Technologist, 519-741-2200 ext. 7374
WARD(S) INVOLVED: Ward 9
DATE OF REPORT: April 13, 2022
REPORT NO.: DSD -2022-142
SUBJECT: No Right Turn On Red — Queen's Boulevard and Patricia Avenue
RECOMMENDATION:
That right turns on a red signal be prohibited at the Intersection Pedestrian Signal
located at Queen's Boulevard and Patricia Avenue; and further,
That the Traffic and Parking Bylaw be amended accordingly.
REPORT HIGHLIGHTS:
• The purpose of this report is to amend the Traffic and Parking Bylaw to include a No
Right Turn on Red restriction at the Intersection Pedestrian Signal (IPS) on Queen's
Boulevard at the intersection of Queen's Boulevard and Patricia Avenue, adjacent to St.
Mary's General Hospital
• The key finding of this report is that pedestrian safety is compromised when vehicles on
Queen's Boulevard attempt to turn right onto Patricia Avenue and block the IPS
crosswalk during the red signal phase.
• The financial implications are limited to sign installation and will cost approximately
$100, to be taken from the existing sign maintenance budget
• Community engagement included the posting of 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 IPS on Queen's Boulevard to
prohibit southbound vehicles from turning right onto Patricia Avenue during a red signal,
when pedestrians have the right-of-way to cross.
The request cited concerns with vehicles on Queen's Boulevard encroaching into the
pedestrian crosswalk during the red signal phase creating safety concerns for pedestrians
crossing Queen's Boulevard accessing St. Mary's General Hospital.
*** 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 49
REPORT:
Queen's Boulevard at Patricia Avenue is a three -leg intersection adjacent to St. Mary's
General Hospital. Traffic is controlled by stop control on Patricia Avenue while, the IPS
controls traffic along Queen's Boulevard and provides right-of-way for pedestrians to cross
Queen's Boulevard to access the hospital and the main visitor parking lot.
Currently, on a red traffic signal indication, vehicles are permitted to turn right from Queen's
Boulevard onto Patricia Avenue as per the Highway Traffic Act, provided the driver comes
to a complete stop and there are no pedestrians actively entering, or within, the crosswalk.
Residents accessing the hospital have raised concerns with vehicles on Queen's Boulevard
attempting to turn right onto Patricia Avenue and blocking the crosswalk during the red signal
phase while pedestrians are actively crossing Patricia Avenue and/or Queens Boulevard.
To increase pedestrian safety and improve access to the hospital it is recommended that
right turns from Queen's Boulevard to Patricia Avenue on the red signal indication be
prohibited.
FINANCIAL IMPLICATIONS:
Capital Budget — The recommendation has no impact on the capital budget.
Operating Budget — The recommendation has a $100 impact on the operating budget for
sign installations. These costs will be charged to 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.
PREVIOUS REPORTS/AUTHORITIES
APPROVED BY: Justin Readman, General Manager, Development Services Division
ATTACHMENTS:
Attachment A — Key Map - NRTOR Queen's Boulevard and Patricia Avenue Map
Page 4 of 49
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Page 5 of 49
Staff Report
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Community Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: May 16, 2022
SUBMITTED BY: Gloria MacNeil, Director of Enforcement, 519-741-2200 ext. 7952
PREPARED BY: Gloria MacNeil, Director of Enforcement, 519-741-2200 ext. 7952
WARD(S) INVOLVED: Ward 9 & 10
DATE OF REPORT: April 26, 2022
REPORT NO.: CSD -2022-177
SUBJECT: NOISE EXEMPTION — DOWNTOWN SPECIAL EVENTS
RECOMMENDATION:
That an exemption to Chapter 450 (Noise) of the City of Kitchener Municipal Code be
granted for the Downtown Special Events, as contained on "Schedule A" to Report No.
CSD -2022-177.
REPORT HIGHLIGHTS:
With the return of in-person festivals and events staff have begun organizing the events
calendar for the 2022 season taking place in the downtown.
Many of the scheduled events will include amplified music and/or elevated noise levels,
however, all events are scheduled to end by 11 pm.
Events are currently scheduled from June thru December 2022, events schedule is attached
as "Schedule A".
BACKGROUND:
The Special Events office is involved in coordinating a series of special events in and around
the downtown area, including the Civic Square and Victoria Park. It is a primary focus of the
City to provide events that will create urban vitality and attract more people to the downtown
core. Many of the events involve amplified music or other forms of noise.
Typically each year, the list of events is presented to Council, to identify those which will require
a noise exemption due to the nature of the event. As such, staff have requested permission for
various events taking place from June to December 2022. The list of downtown events is
attached as "Schedule A" to this report.
REPORT:
With the return of major in-person festivals and events, staff are excited to welcome back a wide
range of concerts, events and festivals from well -loved favourites to exciting new offerings.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 6 of 49
By-law Enforcement and Special Events staff have worked with groups in the past such as the
Victoria Park Working Group and nearby residents over the years to discuss their concerns and
to put controls in place to manage and mitigate issues that have previously arisen. As a result,
we have had nominal complaints in the last few years prior to the pandemic.
Staff recognize there has been a significant increase of residential condos which have been built
and/or occupied in the downtown over the past two years and are proactively working to reach
out to the building owners to provide their residents with information regarding these events and
to notify them of dates, times and type of events that will be taking place within the downtown
and Victoria Park.
Special Events staff will be present at all events, which allows for a point of contact between
them and By-law Enforcement staff in the event that an issue arises that needs to be addressed.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
N/A
COMMUNITY ENGAGEMENT:
The Special Events and Communications staff have developed a detailed communications plan
to build awareness of these events throughout the Downtown and across the City. In addition,
a vast number of volunteers and external stakeholders are involved in the wide array of events.
ACKNOWLEDGED BY: Michael May, General Manager Community Services Department &
DCAO
Appendix: Schedule A, 2022 Noise Exemptions
Page 7 of 49
*DATES AND TIMES ARE
SUBJECT TO CHANGE*
Page 8 of 49
2022 Noise Exemptions
2022 Start 2022 End Time Location
Witch + Wellness Market - Pride
edition
Fri, Jun 3
4 9pm
Gaukel St
Yes
DTK Patio Crawl
Sat, Jun 4
4-9pm
Downtown
Yes
DFKW Summer Dog Party
Sat, Jun 4
12-8pm
Gaukel St
Yes
Tri-Pride
Sat, Jun 4
11-10pm
Victoria Park
Yes
Prayer in the Park
Sun, Jun 5
11-4pm
VP Clocktower
Yes
Pre-Summer Gaukel Event
Sat, Jun 11
5-9pm
Gaukel
Yes
King StrEATery Food Truck
Festival
Sun, Jun 12
12-8pm
Market
Yes
Our World Festival of Music
Sun, Jun 12
5-11pm
Market
Yes
TacoFest
Fri, Jun 17
3-11pm
Musuem and King St
Yes
Neighbours Day Concert
Fri, Jun 17
12-10pm
VP Clocktower
Yes
Summer Lights Festival
Sat, Jun 18
Spm-tam
Downtown
Yes
Neighbours Day
Sat, Jun 18
9am-11pm
Neighbourhoods
Yes
Indigenous Peoples Event
Tue, Jun 21
12-10pm
Downtown
Yes
K-W Multicultural Festival
Sat, Jun 25
Sun, Jun 26
12-9pm
Victoria Park
Yes
Canada Day Celebration
Fri, Jul 1
4-11pm
City Hall
Yes
Cruising On King Street
Fri, Jul 8
7am - 11pm
Victoria Park and downtown
Yes
Rlbfest
Fri, Jul 15
Sun, Jul 17
12-11pm
Victoria Park
Yes
Wayback Festival
Fri, Jul 22
Sat, Jul 23
12-11pm
Victoria Park/Downtown
Yes
Non-Violence Day In the Park
Sat, Jul 30
9-5pm
Victoria Park Island
Yes
Kitchener Blues Festival
Thu, Aug 4
Sun, Aug 7
11-11pm
Victoria Park/Downtown
Yes
Middle Eastern Festival
Sat, Aug 13
12-9pm
Carl Zehr Square
Yes
KidSpark
Sun, Aug 21
Ilam-5pm
Victoria Park
Yes
Gaukel Pop Up Market
Sat, Sep 10
12-9pm
Gaukel
Yes
Square Opening Event
Sat, Sep 17
12-9pm
Carl Zehr Square
Yes
Belmont Village Bestival
Fri, Sep 16
Sat, Sep 17
11-11pm
Belmont Village
Yes
Terry Fox Run
Sun, Sep 18
11-6pm
VP Clocktower
Yes
Oktoberfest
Fri, Sep 23
Tue, Oct 11
11-11pm
City Hall/Carl Zehr Square
Yes
The Beasting 2022 unveiling
Sat, Oct 1
3-7pm
Gaukel
Yes
Oktoberfest Grillfest Events
Fri, Oct 7
11-3pm
City Hall/Carl Zehr Square
Yes
Enchanted Forest
Sat, Oct 15
6-9pm
TBD
Yes
Witch + Wellness Halloween Market
Fri, Oct 28
12-9pm
Gaukel
Yes
Howloween Pooch Party - DFKW
Sun, Oct 30
12-9pm
Gaukel
Yes
Dog Friendly Market
Sat, Nov 26
Sun, Nov 27
12-8pm
Downtown
Yes
Christkindl Market - Dec 1-4
Thu, Dec 1
Sun, Dec 4
9am-9pm
City Hall/Carl Zehr Square
Yes
Christmas Fantasy - Opening
Sat, Dec 3
3-9pm
Victoria Park Island
Yes
Gaukel Christmas Market
Sat, Dec 10
Sun, Dec 11
12-9pm
lGaukel
Yes
New Year's Eve
Sat, Dec 31
6pm - 12am
City Hall/Carl Zehr Square
Yes
*DATES AND TIMES ARE
SUBJECT TO CHANGE*
Page 8 of 49
Staff Rep ort
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Community Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: May 16, 2022
SUBMITTED BY: Gloria MacNeil, Director of Enforcement, 519-741-2200 ext. 7952
PREPARED BY: Gloria MacNeil, Director of Enforcement, 519-741-2200 ext. 7952
WARD(S) INVOLVED: Ward 1
DATE OF REPORT: April 26, 2022
REPORT NO.: CSD -2022-178
SUBJECT: NOISE EXEMPTION — BINGEMANS SUMMER EVEN TS/OKTOBERFEST
RECOMMENDATION:
That an exemption to Chapter 450 (Noise) of the City of Kitchener Municipal Code be
granted to Bingemans for several events being held at 425 Bingeman Centre Drive, as
outlined in CSD -2022-178.
This exemption is subject to the following conditions, which, if not complied with, will
render the noise exemption null and void:
a) There shall be no offensive language, in the opinion of City staff, generated from
the music events, audible in any adjacent residential neighbourhood;
b) The event organizers will ensure that there is an on-site contact person accessible
to correspond with City staff at all times during the event(s);
c) The event organizers agree to respond accordingly to requests from City staff,
during the event(s), in order to address community concerns that may arise with
regard to the impact of noise heard within adjacent residential areas.
REPORT HIGHLIGHTS:
• With the return of in-person festivals and events, Bingemans has begun organizing their
summer events calendar which will take place every Friday and Saturday evening from June
17th, 2022 through Labour Day. The event times will be from 8pm — 11 pm.
• These events will include amplified music or sound.
• Bingemans is also seeking an exemption for their Oktoberfest festivities which will be taking
place on the weekends of September 23, 24; September 30, October 1; October 7, 8 from
7pm — lam nightly. This request is similar to previous years.
BACKGROUND:
Bingemans will be holding live music events every Friday and Saturday night over the summer
season which will include concerts and other entertainment. Bingemans is requesting a noise
exemption for their summer events which will begin on June 17th 2022 through Labour Day. The
events will occur between 8pm and 11 pm.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 9 of 49
Bingemans is also seeking a noise exemption for their annual Oktoberfest Festivities which will
be held over three consecutive weekends this year, September 23, 24; September 30, October
1; October 7, 8 and which will go until lam nightly. This request is similar to previous years.
REPORT:
With the return of in-person festivals and events Bingemans has begun organizing their summer
events calendar. Bingemans will be holding outdoor events in the square behind the Kingpin
Bowl Lounge every Friday and Saturday evening from 8pm — 11 pm beginning June 17, 2022
through the Labour Day weekend.
The summer events calendar will include a series of concerts and other entertainment products
such as comedy presentations, mini festivals, etc. which will include a broad mix of genres
catering to many tastes in our region. Line up announcements are fluid at this time due to the
unique environment in booking acts throughout the province and beyond.
Bingemans is also seeking a noise exemption for their annual Oktoberfest Festivities which will
be held over three consecutive weekends this year, September 23, 24; September 30, October
1; October 7, 8 and which will go until lam nightly as in previous years. The date changes are
in an effort to accommodate better weather and to match up with more internationally identified
Oktoberfest timing, as well as to take better advantage of local markets. The music line up will
include a mix of local, national and international entertainment artists.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the City's strategic vision
through the delivery of core service.
FINANCIAL IMPLICATIONS:
N/A
COMMUNITY ENGAGEMENT: The event organizer is responsible for ensuring that this event
is communicated throughout the community in advance of the event.
ACKNOWLEDGED BY: Michael May, Deputy CAO, Community Services Department
Page 10 of 49
Staff Report
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Infrastructure Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: May 16, 2022
SUBMITTED BY: Greg St. Louis, Director, Gas & Water Utilities, 519-741-2600 ext. 4538
PREPARED BY: Khaled Abu-Eseifan, Manager, Gas Supply and Engineering, 519-741-
2600 ext. 4826
WARD(S) INVOLVED: All Ward(s)
DATE OF REPORT: May 3, 2022
REPORT NO.: INS -2022-202
SUBJECT: Ontario's Energy Data Regulation — Green Button
RECOMMENDATION:
That sole source of the Green Button certified e -billing solution from Smart Energy Water
(SEW) be approved in order to comply with O.Reg 633/21 implementation deadline of
November 1, 2023; and,
That the implementation costs of the Green Button certified e -billing solution of $530,000
be funded from the gas utility and the SAP capital account as outlined in staff report INS -
2022 -202; and further,
That future operating impacts be considered through the 2023 and 2024 budget
processes.
REPORT HIGHLIGHTS:
• The purpose of this report is to provide information on the Ontario Regulation 633/21 related
to Energy Data (Green Button) and recommendations to comply with the new requirements.
• The key finding of this report is that the gas utility can meet the legislative requirements of
O.Reg. 633/21 by upgrading the City's e -billing solution with Smart Energy Water. This new
customer facing portal will enhance the customer experience to the residents of Kitchener.
• The report also recommends that the new solution be sole sourced from SEW as it is the
only certified SAP solution that meets the requirements of the Green Button legislation.
• The financial implications are $530,000 to be funded by the Gas Delivery Capital Reserve
for $200,000, Gas Computer Software operating account for $65,000 and Enhancements to
SAP capital account for $265,000 and $165,000 per year for operational costs to be
considered during the 2023 & 2024 budget processes.
• This report supports Great Customer Service by enhancing customer experience online.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 11 of 49
BACKGROUND:
Ontario's new energy data regulation (O.Reg. 633/21) requires electric and natural gas utilities
across the province to implement Green Button Connect My Data solutions that adhere to the
North American Energy Standards Board's (NAESB) REQ.21 Energy Services Provider
Interface (ESPI) version 3.3 standard (commonly known as the Green Button), by November 1,
2023. To ensure critical benefits of the Green Button standard are gained—including customer -
data privacy and seamless data interoperability and scalability—the utility -provided Green
Button implementations are required to be certified by the Green Button Alliance as compliant to
the standards.
Green Button energy data access solutions will empower Ontarians with detailed knowledge of
their energy -usage patterns and will support energy -efficiency, cost -savings, deployment of
clean energy solutions, and decarbonization in the province. Green Button grants households
and businesses access to their utility data or authorize the automatic, secure transfer of their
data from their utility to applications or third parties.
Staff have been participating and actively involved in consultation with the Provincial Green
Button task force and the Ontario Energy Board. Although not rate -regulated, Kitchener
Utilities (KU) is required to comply with the Green Button legislation. Once implemented
this technology can be applied to provide KU customers with information on all utilities and tax
billing information and provides a solution to the customer facing portal requirements to
implement Advanced Metering Infrastructure at a later date.
REPORT:
Legislative Considerations
O.Reg 633/21 – Energy Data is applicable to all energy distributors in Ontario except to some
distributors who are explicitly exempted by name or the ones who are exempted by Ontario
Energy Board (OEB) Act, 1998. Although Kitchener Utilities is exempted from parts of the OEB
act such as the rate setting requirements, that exemption doesn't apply to the Energy Data Act.
Only very small distributors selling less than 3 million cubic meters of natural gas annually are
covered in the O.Reg 633/21 exemption. As KU sells more than 200 million cubic meters of gas
annually, we must comply with the legislation. Further, staff have confirmed the requirement to
comply with external legal counsel, OEB staff and the City's internal legal team. Based on this
the City must comply by November 1, 2023 with this regulation.
Customer Feedback Considerations
The City's existing customer e -billing solution (Multi -channel Foundation (MCF)) implemented
early in 2016 is very limited in capabilities and does not meet customers expectations. Through
surveys, the City received the following feedback from customers related to the current e -
billing solution:
• How easy was it to find what you were looking for? 53% responded that it was
extremely difficult
• Overall, how easy was it to use the e -Billing portal? 55% responded that it was
extremely difficult
• Overall, how satisfied were you with your experience? 62% responded that it was
extremely difficult
Page 12 of 49
Approximately 100 customers completed and provided feedback through the survey. The
results demonstrate that there is low satisfaction with the current e -billing solution. The solution
also has further limitations including:
• Third party account holders cannot sign up for e -billing to view bills. Example: a property
management company cannot enroll for e -billing if a customer has multiple properties.
• The current solution has very limited capability and is not fully compatible with mobile
devices or tablets. This is frustrating for customers and has led to many complaints.
• Customers currently cannot pay their bill directly from the e -billing portal. This capability
would require significant investments in support and enhancements which are required
for this functionality to be made available.
Technical Considerations
The current e -billing solution is past its end -of -life for further development and has several
limitations. It will also not meet the requirements of the new Green Button legislation.
Additionally, formal support from SAP for the existing solution has ceased. This is a significant
risk to the City as any defects/upgrades required to the system are costly and will need to be
customized, developed and supported through the City's limited internal resources or external
consultants and may still not meet the certification requirements.
To meet legislative requirements and improve customer service, staff are recommending that
the existing e -billing solution be replaced.
Smart Energy Water (SEW) Solution
Smart Energy Water (SEW) is the only SAP certified solution in the market while also being
Green Button certified. SEW's solution suite offers the best -of -breed solutions offering the City's
customers with the best possible experience in all ways of interaction with the City. SEW's
strategic alliance with SAP ensures that the City is provided with a solid foundation and
integration with our current SAP environment. SEW is solely committed to supporting the utility
sector and building the "future of utilities" to meet the demands of our customers in the years to
come.
It is expected that the SEW solution will address the shortcomings of the City's existing e -billing
solution and includes the opportunity to include automated meter reading reporting/monitoring
capabilities as part of their solution offering, if the City chooses to invest in Advanced Metering
Infrastructure (AMI). As part of SEW's full suite offering of its solution, if automated meter
reading is implemented, customers will have the ability to get real-time data and alerts (i.e., high
water alerts) among many other value-added features.
It is recommended that the City sole source the new e -billing solution from Smart Energy Water
(SEW).
STRATEGIC PLAN ALIGNMENT:
This report supports Great Customer Service by enhancing customer experience online.
FINANCIAL IMPLICATIONS:
The updated online billing functionality of a new e -billing system will benefit property tax and
utility customers with the added benefit of meeting O.Reg.633/21. Based on this, it is proposed
that the total project implementation costs of $530,000 be divided as follows:
Page 13 of 49
Gas Delivery Capital Reserve
Gas Computer Software operating account
Enhancements to SAP capital account
Total Implementation costs
$200,000
$65,000
$265,000
$530,000
It is recommended that the implementation costs be financed from the accounts as noted above
due to the urgency and the time sensitivity of the Green Button legislative requirements.
As this cloud -based solution is based on a subscription license, the future annual operating costs
estimated at $165,000 will be brought forward through the 2023 and 2024 Budget processes.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter.
APPROVED BY: Denise McGoldrick, General Manager Infrastructure Services
ATTACHMENTS: None
Page 14 of 49
Staff Report
Infrastructure Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: May 16, 2022
SUBMITTED BY: Greg St. Louis, Director, Gas & Water Utilities, 519-741-2600 ext. 4538
PREPARED BY: Angela Mick, Manager, Quality Management & Water Programs,
519-741-2200 ext. 4408
WARD(S) INVOLVED: All Wards
DATE OF REPORT: April 19, 2022
REPORT NO.: INS -2022-161
SUBJECT: Advanced Metering Infrastructure (AMI)
RECOMMENDATION:
That due to the financial costs of Advanced Metering Infrastructure (AMI), staff be
directed to evaluate the implementation of AMI for the water utility only as part of the rate
options for the 2024-2028 Water Infrastructure Program (WIP) Review based on the
analysis as outlined in staff report INS -2022-161.
REPORT HIGHLIGHTS:
• This report outlines the key findings from a feasibility study performed by Util-Assist to
investigate Advanced Metering Infrastructure (AMI) for water and gas meters
• All evaluated AMI options resulted in significant negative net present value over a 20 -year
operating period
• Based on an analysis of options, should Council wish to advance implementation of AMI, the
recommended option is the Itron Silver Spring streetlight network AMI solution for water
meters
• At this time, it is not recommended that AMI be implemented on the gas meters, since it is
not common practice in the gas industry or with our competitor
• The water only costs of $38AM result in preliminary projected customer impacts of $18/year
(4.1%) to the wet utilities. This is above any rate impacts associated with WIP and it is
recommended that implementation of AMI be considered in conjunction with all
investment needs of the water utility defined through the next WIP review.
• This report supports the delivery of core services.
EXECUTIVE SUMMARY:
The City of Kitchener engaged a consultant, Util-assist to complete a feasibility study to
determine the estimated financial impact and benefits associated with advanced metering
infrastructure. Util-assist specializes in technology solutions for utility companies and has
conducted over 100 AMI studies since 2005.
*** 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 49
AMI is a technology that collects meter reading data automatically from utility customers and
allows the customer to have access to their data to review consumption in near real-time. This
is the technology that hydro companies utilize. Currently, the City has a meter reading vendor
whose staff walk the City and physically read the gas and water meters and use a handheld
device to download the water meter monthly consumption for billing.
Based on the technical feasibility assessment, should the City pursue AMI, the recommended
solution is the Itron Silver Spring streetlight network shared AMI solution for water meters. At
this time it is not recommended to advance AMI implementation for gas meters. There few gas
utilities implementing AMI for their customers in Canada as there are few inherent benefits as
gas meters are under the purview of Measurement Canada and the Ontario Energy Board.
Measurement Canada approved the Itron gas meters (5000) within the last 6 months, however
additional certification is required for the streetlight network solution. Enbridge Gas Inc (EGI) is
monitoring the financial requirements of AMI due to the significant investment requirement. In
addition, the additional costs of AMI would make KU less competitive than EGI.
The Itron AMI solution for the water utility is estimated to costs $38.4.M (capital + 20 -year
operating costs) with quantifiable benefits of $16.8M, which provides a negative present value
of $21.6M. The costs outweigh the savings over a 20 -year period by $27.9M. Costs are in 2020
dollars.
While implementation of AMI provides an improved level of customer service and availability of
meter reading data, the business case suggests that the financial impacts should be carefully
considered and staff recommend evaluating potential implementation in conjunction with other
program and infrastructure investment needs that are defined through the Water Infrastructure
Program Review in 2023.
BACKGROUND:
Installation of streetlight sensors were part of Kitchener's digital strategy to build a connected
smart city. The streetlights could be used for a host of applications including AMI that could
monitor natural gas and water usage and use the network to send the information wirelessly,
saving on meter reading costs and alerting homeowners quickly to unusual spikes in usage.
Council expressed interest in investigating the feasibility of implementing AMI to leverage the
existing streetlight network as many other municipalities, including Waterloo and Cambridge
have begun to implement water AMI to various degrees.
The City embarked on a feasibility study to determine the technological, financial and resource
requirements that would be required to implement AMI and to understand the benefits including
the enhanced customer service and development of a business case on whether to invest in
this technology for both gas and water.
The decision to implement next generation metering through AMI has significant implications for
every aspect of a utility's business. Next generation metering is a key enabler for modernizing
utilities' business and can enhance safety (alarms for backflow), security (theft of water),
reliability (identify leaks) and deliver expanded data to customers. The enhanced customer
service and improved productivity and operational efficiency for meter reading are key benefits.
When selecting and implementing a new metering system, it is critical that the City get the
information and support it needs to make the best decisions for its operation and customers. The
Page 16 of 49
business case report delineates key considerations, outlines the justification to proceed with
next -generation metering and provides details on both financial and non-financial drivers and
benefits. In addition, it outlines potential deployment option strategies and next steps for the
City's team.
REPORT:
There are approximately 68,000 water meters and 74,000 gas meters within the City. Although
AMI has become a more common technology utilized for water utilities, it is not common for gas
utilities in Ontario.
AMI is the infrastructure that collects the meter reads. It consists of three layers; the advanced
metering communication device (meter and endpoint); advanced metering regional collector
and the advanced metering control computer. Consumption data can be gathered on an hourly
basis but requires additional analytical systems to analyze the data for alarms and billing. AMI
frequently includes a customer portal where customers can review their hourly consumption
data. AMI provides the following functionality benefits:
• Empowers customers and delivers significant customer benefits
• Customers have access to current consumption data
• Aligns with strategies and can be leveraged for other initiatives like Green Button
• Controls in place to ensure security and privacy
• Real-time data and alerts support leak identification and water loss reduction
• Reduced environmental footprint due to reduced vehicles/trips
• Data for self-service and to support customer inquires
• Real-time data supports timely and accurate water billing with significantly reduced bill
estimation
Recognizing these benefits, many water utilities have implemented or are in the process of
implementing AMI. For example, both Waterloo and Cambridge have recently implemented
AMI or are in the process of implementing AMI in their respective water utilities.
Kitchener is unique from other municipalities that have chosen to move forward with AMI for
several reasons:
• Kitchener owns and operates a gas utility, and the meter reading costs are shared
between the utilities. Kitchener's meter reading is approximately $490,000 per year.
• Gas meters are replaced to meet Measurement Canada requirements so some of the
benefits that are included by replacing water meters, don't exist for gas.
• AMI is not yet common practice in the gas industry.
• Kitchener's natural gas and water loss is within industry norms of approximately 1 %
and 10%, respectively. Other municipalities may have higher water loss and may use
AMI as a method to decrease the amount.
• Meter exchange and AMI may reduce losses due to more accurate real-time readings;
however, Kitchener has been proactively replacing aging water meters for several
years. The benefit from replacing newer meters is less than replacing aging meters.
Kitchener's water meter exchange program targets replacing residential water meters
every 15 years, which is within industry norms and natural gas meters are regulated
by Measurement Canada.
Page 17 of 49
Kitchener has a substantial number of gas and water meters; more that surrounding
municipalities. The cost of the meter replacement/retrofit portion is a significant
percentage of the overall costs.
Options Considered
Six options were evaluated, three from both financial and technical perspectives, and three from
only a technical perspective in order to arrive at the recommended approach for the City. The
Options evaluated were as follows:
1. Shared AMI solution utilizing the City's Itron Silver Spring streetlight network (financial
and technical evaluation). Option 1A considered a water only solution.
2. Migratable drive-by Automatic Meter Reading (financial and technical evaluation)
3. Shared AMI solution with Kitchener Wilmot Hydro (financial and technical evaluation)
4. City -owned, standalone AMI network (technical evaluation only). This was not
evaluated financially because the City has other available streetlight options that
provide the same level of functionality and are available at lower project capital and
would require additional O&M expenses not associated with either of the other two
AMI shared solution options.
5. LoRaWAN network offered by eleven -x (technical evaluation only). This was not
evaluated financially as it posed too great a risk for the City to pursue given the lack
of an approved Measurement Canada gas solution (or any gas solution at all) and the
water module's 10 -year battery life (versus 20 from the primary AMI providers)
6. Status quo with existing metering technology (technical evaluation only)
The Attachment A summarizes the financial evaluation of Options 1, 1A (Water only), 2 & 3 and
outlines advantages, disadvantages, and risks over a 20 -year period.
Detailed Analysis of Preferred Technical Option: Water Only Shared AMI Solution with
Itron Silver Springs
The Water Only Shared AMI Solution with Itron Silver Springs (Option #1A) is the preferred
technical solution, if the City decides to move forward with AMI. A detailed cost/benefit analysis
of this option, with both quantitative and quality benefits is outlined below.
The breakdown of net present value costs and benefits for the Water Only Shared AMI Solution
with Itron Silver Springs are provided in Tables 1 to 3. After 15 years, the City would begin to
build a reserve to fund the next water meter replacement cycle starting at year 20.
Water Only AMI Implementation
The estimated cost for water implementation of AMI for water meters is $38.4.M (capital + 20 -
year operating costs) with quantifiable benefits of $16.8M, which provides a negative present
value of $21.6M.
Page 18 of 49
Table 1 — Net Present Value Capital Costs Breakdown for Water Only AMI Solution with Itron
Silver Springs
Component
Description
Subcomponent Costs
Total Costs
AMI System
Metering endpoints, installation, network
infrastructure, head end infrastructure and professional
$9.7M
infrastructure, head end infrastructure,
services
$18.8M
MDM and
professional Services
Labour
and project operations labour to implement and maintain
Water meters
$12.4M
all new systems
Water Meter Installation
$4.8M
$0.3M
corporate
Additional network access
Total Operating Costs (20 year)
points/photocells, Head End System
$1.OM
Software/Professional Services/Meter
reading equipment
Contingency
$0.6M
Meter and Data
Capital costs associated with
Management
implementing MDM. The MDM receives
$2.2M
(MDM) and
the meter data and performs storage and
Labour
processing of the data
Integration and
Associated with integration of the meter-
sopsto-cash
process and associated standard
$1.9M
operating procedures
Security and
ssociated with regular security audits
rand
$0.4M
corporate
expenses
Total Capital Cost
$23.3M
Table 2 outlines the 20 -year Operating costs for the Water Only Shared Solutions with Itron
Silver Springs, which includes additional staffing required to maintain the system.
Table 2 — Net Present Value 20 -year Operating Costs Breakdown for Water Only AMI Solution
with Itron Silver Springs (does not include debt financing)
Component
Description
Total Costs
MI System
Associated with metering endpoints, installation, network
infrastructure, head end infrastructure and professional
$9.7M
services
MDM and
Associated with the Meter & Data Management (MDM)
Labour
and project operations labour to implement and maintain
$5.1 M
all new systems
Security and
Associated with regular security audits and corporate
$0.3M
corporate
expenses
Total Operating Costs (20 year)
$15.1 M
The quantifiable benefits are outlined in Table 3 and includes avoid meter replacement costs,
minimized meter reading costs and resources spent on billing/exception complaints.
Page 19 of 49
Table 3 — Net Present Value of Quantifiable Benefits for Water Only AMI Over 20 -Years
Quantifiable Benefit
Description
Total Benefit
Avoided Meter Replacement
Avoided costs of existing meter replacement and
Costs
repair costs from failures associated with those
$13.5M
meter replacements.
Meter Reading and Field
Reduced outsourced meter reading costs through
Services
the automation of the AMI network (gas meter
$2.9M
reading will still be required)
Billing Department Reading
Avoided costs from staff performing meter reading
$0.2M
Verifications
that will be performed by the MDM.
—exceptions
Billing Exception and
Reduced customer calls from estimated or
Complaints (CSR)
incorrect meter reads and incorrect billing by
$0.2M
automated meter data validation processes and
enhanced customer tools.
Total Benefits
$16.8M
There are a number of non-financial benefits to customers and the City. The Strategic Plan has
a number of goals surrounding Great Customer Service "Enhance the online experience for
customers by delivering customized information" and Environmental Leadership through
conservation and minimizing vehicle usage. AMI on the water meters would leverage the
streetlights and further transform Kitchener into a Smart City. Although these benefits are
sometimes thought of as "utility benefits", they ultimately benefit consumers as well in terms of
improved efficiency, reliability, and safety. Utility non -quantifiable benefits include:
• Provide enhanced customer engagement
o Provides the platform for enhanced customer billing options.
o Provides granular meter data to for use in a customer facing web portal.
o Customers could be advised of potential leaks using hourly, not monthly data.
• Improve safety and reliability
o Eliminates the need for monthly meter reading services. This includes scheduling
and entering the customer's property and home/business.
o Improve safety record for meter reading field personnel by drastically reducing the
potential of slips, trips, and falls as well as preventable vehicle accidents.
o Provides enhanced data analytics by combining time -stamped data from previously
disparate sources.
o Proactively identifies potential meter safety concerns (backflow).
• Improve business efficiencies
o Eliminates the logistical workload to read meters.
o Provides visual representation of system performance at the meter level.
Reduces impact on the environment and reduces carbon footprint with fewer field visits
Even without the AMI project, the utilities must maintain its metering assets in the field. These
assets traditionally have 15-20 year life span and require replacement based on failures and
recommended replacement processes. Once the existing water meters have been
replaced/retrofit, a 20 year life span would be used for meter replacement. The business case
captures net impacts that the AN project has on the City so that the "avoided meter
Page 20 of 49
replacement" is captured as a benefit, since it is in the current budgeting and work performed
by the City.
Natural gas meters are regulated by Measurement Canada, an agency responsible for ensuring
accuracy in the selling of measured goods, developing, and enforcing the laws related to
measurement accuracy, approving, and inspecting measuring devices and investigating
complaints of suspected inaccurate measurement. Measurement Canada identifies natural gas
meter replacement and testing cycles to ensure proper function and accuracy of the installed
meter inventory. As a result, the benefit for the gas utility is less as the natural gas meters will
still need to be replaced to comply with Measurement Canada.
Other Considerations
Staffing Resource Requirements
With AMI, should the City elect to move forward with it now or in the future, resources will be
required to support the technology and data management. Four positions (AMI Manager, AMI
Operator, Meter Data Management Operator, and Technical Analyst) have been included in the
financial analysis based on required resources identified by Util-Assist. It will be important to
determine where these positions are best aligned within the existing organizational structure and
that the new positions are filled prior to procurement so that they are fully up to speed with the
system(s) that are deployed.
Timeline
An important consideration for any city or utility looking to deploy advanced metering technology
is the critical nature of the development of a realistic timeline for the project. For advanced
metering to be properly implemented, there are phases of the project that take a certain amount
of time and are difficult to rush without introducing risk to the project. There are others that can
be compressed or phased (i.e., meter installation). Util-Assist recommends a timeline that sets
aside the first two years for planning (review of business processes/communication plan,
development of various comprehensive terms of reference and procurement processes), year
three for back-office work and testing and year four and beyond for mass deployment. Every
water meter in the City will need to either be replaced (53,000) or retrofit (15,000), the majority
of which requires customer access into the building.
The meters that the City of Kitchener currently installs/replaces are compatible with AMI. For
future retrofits, the remote on the outside would need to be replaced (access to the inside would
not be required).
Other Components
Beyond the base and expected metering -related hardware and software installation that would
be associated with any meter project, with AMI, there are a number of other components that
must also be considered:
• Meter Data Management (MDM) system to store and be the system of record for billing.
This also performs the analytics to enable warning like high water use/potential leak flags.
• Customer Engagement Solution - upgrade of the current e -billing solution to a Green
Button Certified platform, such as Smart Energy Water (SEW) will provide a new customer
facing portal that will provide customer water consumption and billing data on a monthly
Page 21 of 49
basis via an app or website. These costs are detailed in another report, INS -2022-202
and not included in the AMI estimate.
System Integration between various City systems to ensure proper connection.
Various requests for proposal would be required for each element as well as meter supply
and installation.
Summary
If the City chooses to move forward with AMI implementation, the AMI Solution with Itron Silver
Springs for the water utility only is recommended. Staff are recommending a prudent approach
to evaluate AMI as part of the rate options for the 2024-2028 Water Infrastructure Program
(WIP).
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
The total project cost is $38AM (based on 2020 estimates), which includes 20 -year operational
costs.
The Water Infrastructure Program is a program that reviews the capital and operating investment
requirements for water infrastructure in the City for a five-year period. It is recommended that
detailed costs be presented as part of the 2024-2028 WIP rates to determine the impact on user
rates for the various utilities.
The preliminary projected impact of the project to rates is $18/year (4.1%) to the wet utilities.
These rate increases would be on top of any WIP increases.
Debt financing would be required to fund the capital component and wages (over 15 years) of
$25AM, which will add approximately, $8.9M in interest payments (estimated at 4%).
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter.
APPROVED BY: Denise McGoldrick, General Manager, Infrastructure Services
ATTACHMENTS: Attachment A — Financial Evaluation of Options 1, 1A, 2 & 3
Page 22 of 49
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Staff Report C
Infrastructure Services Department www. kitcheWRNii.R
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.
Page 27 of 49
Staff Report C
Infrastructure Services Department www.kitcheWc
NIiR
• 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
Page 28 of 49
Staff Report C
Infrastructure Services Department www.kitcheWc
NIiR
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. The 2019 LFMP also recommended the city "conduct a detailed
business case regarding the construction of a new arena in the southwest portion of the
city... ". No priority was given to the proposed arena.
Phase One of the park development included complete site planning, preparation, and pre -
grading of the complex's final location. Services including sanitary, water, and stormwater
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
and development, the complex's ultimate location shifted from the frontage of Fischer
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:
Appendix 'A' details the floor plan design optimizations and rationale for those changes in
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.
Appendix'B' details the built form configurations and evaluations of each.
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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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y 3 i
P
i
1 . Existing Play
Components &
Phase 2 Park
Development
g 112
I
3 6
VV
VV
-
12 51
_
jwe
LEGEND
NATATORIUM
❑ NATATORIUM CHANGE ROOMS & OFFICES
■ MULTI FUNCTION ROOMS & WASHROOMS
❑ TURF FIELDHOUSE
❑ FIELDHOUSE CHANGE ROOMS & OFFICES
[I FOOD & BEVERAGE/ CONCESSION
❑ LOBBY & CIRCULATION
- --- - -- -- - ---rte
16
Future Indoor Recreation
g J Facility including Parking
-
11
18
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 considerthe 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)
Complete evaluation of each development scenario is referenced under Appendix `C'
Cost Estimates
Cost estimates were completed for:
• Project Costs for all scenarios (Appendix `D')
• Annual Profit and Losses (Appendix `E'), including:
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
V/V
V/V
I/V
V
Costs savings on
V
V/V/
V/V/
facility timing
Meets demand
V
V/V/
V/
pressures
Outdoor
�/
V/V/
V/V/
V/
programming
synergies
Response to
inventory supply
Recommendation
V/
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.
Based on the analysis in Appendix `F' showing return on investment and carbon reduction,
it is recommended to proceed with a net zero energy design.
STRATEGIC PLAN ALIGNMENT:
This report supports:
Caring Community
The City of Kitchener strives to enhance people's sense of belonging and connection by
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 `G' for existing
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 ($6.1 M): 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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Estimated operating costs are approximately $1 M. Refer to Appendix `H' for proposed
operating budget estimates.
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 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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APPENDIX `A' — 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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APPENDIX `B' — 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
LEGEND
' LOW ❑ NATATORIUM
❑ NATATORIUM CHANGE ROOMS &OFFICES
❑ MULTI FUNCTION ROOMS & WASHROOMS
❑ TURF FIELDHOUSE
❑ FIELDHOUSE CHANGE ROOMS & OFFICES
❑ FOOD & BEVERAGE ! CONCESSION
❑ LOBBY & CIRCULATION
❑ ICE RINKS ARENA
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
to the Park's central activity area
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
Aquatics
playground.
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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APPENDIX `C' - Development Scenario Evaluation
Facility
Scenario No. (Year Built)
1
2
2.1
3
3.1
option to build the Aquatic Centre
Aquatics
2025
2025
2025
2025
2025
Indoor Turf
2025
2027
2025
2025
turf space, not meeting the immediate
(2 year gap)
Arenas
2025
2034+
existing Budd Park indoor turf.
2
Significantly increases the
Higher Capital Project Costs in this
(beyond 10
building and design efficiencies
combined construction scenario.
with concurrent design and
year
construction of both the Aquatic
Centre and Fieldhouse.
forecast)
Scenario
Benefits
I 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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APPENDIX `D' Project Cost Comparison —All Scenarios
Cost Category
Scenario No.
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
1
on ice time demand and need of
Ice Arena compared to Scenario 3.
3
this new facility as a replacement
of existing aging Ice facility or in
Aquatics &
Aquatics
support of growing demand for
Aquatics,
ice time and space.
Fieldhouse
Provides time to develop Capital
Fieldhouse
Fieldhouse
Funding plan in the City's next
Concurrent
Fieldhouse
phase of long term Capital Project
2025 &
planning and funding.
APPENDIX `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
1 99,359
1 145,578
1 179,413
Incremental
None
None
6,206
None
33,835
Costs
APPENDIX `E' — Annual Profit and Loss Summary (year 2)
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APPENDIX `F' — Return on Investment and Carbon Emissions Reduction Summary
Energy
Venues (x $1,000)
GICB Grant
Project
Pay
Cost
Category
Aquatics
Turf
Grant
Received
Centre
Fieldhouse
Arena
Revenue
Total
1,444
909
1435
Expenses
Total
(2,789)
(527)
(952)
Revenue
g %
Per Facility
(1,345)
382
403
(Deficit)
State of
40
73
40
Good Repair
APPENDIX `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
Emissio
Emission
Annual
fundin
Cost
Peri
Through 20
n
Reduction
g %
od in
Years
Reducti
% from
Year
following
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.
APPENDIX `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 I Year (x $1,000)
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Infrastructure Services Department www.kitcheWc
NIiR
2022-2031 Proposed Capital Forecast.-
Project
orecast:
Project Name
Year (x $1,000)
2022
2023
2024
2025
Total
New Indoor Pool -
South End
617
318
11,600
11,832
24,367
Indoor Turf Field -
South End
542
192
6,843
6,980
14,557
Total
1,159
510
18,443
18,812
38,924
2022-2031 Proposed Capital Forecast.-
Project
orecast:
Project Name
Year (x $1,000)
2022
2023
2024
2025
Total
New Indoor Pool -
South End
284
1,869
26,521
26,521
55,297
Indoor Turf Field -
South End
386
852
18,309
18,309
37,856
Total
670
2,721
44,830
44,830
93,153
APPENDIX `H' - Projected Operating Cost Estimates
Below are the projected operating estimates for the recommended Scenario 2. An annual
operating budget of $1 M will be required for this facility to be allocated between Sport and
Facilities Management.
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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)
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