HomeMy WebLinkAboutCIS Agenda - 2024-04-221
KITc�ivER
Community and Infrastructure Services Committee
Agenda
Monday, April 22,2024,3:00 p.m. - 5:00 p.m.
Council Chambers - Hybrid
City of Kitchener
200 King Street W, Kitchener, ON N2G 4G7
People interested in participating in this meeting can register online using the delegation registration
form at www.kitchener.ca/delegation or via email at delegation(a)kitchener.ca. Please refer to the
delegation section on the agenda below for registration in-person and electronic participation
deadlines. Written comments received will be circulated prior to the meeting and will form part of the
public record.
The meeting live -stream and archived videos are available at www.kitchener.ca/watchnow.
*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 M. Johnston
Vice -Chair: Councillor D. Schnider
Pages
1. Commencement
The Community and Infrastructure Services Committee will begin directly
following the Finance and Corporate Services Committee meeting at
approximately 3:00 p.m.
2. Disclosure of Pecuniary Interest and the General Nature Thereof
Members of Council and members of the City's local boards/committees are
required to file a written statement when they have a conflict of interest. If a
conflict is declared, please visit www. kitchener. ca/conflict to submit your written
form.
3. 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.
3.1 Dumfries Avenue Formal Traffic Calming Review, DSD -2024-122 3
3.2 Noise Exemption - Greek Food Festival - 527 Bridgeport Road, CSD- 8
2024-136
4. Delegations
Pursuant to Council's Procedural By-law, delegations are permitted to address
the Committee for a maximum of five (5) minutes. All Delegations where
possible are encouraged to register prior to the start of the meeting. For
Delegates who are attending in-person, registration is permitted up to the start
of the meeting. Delegates who are interested in attending virtually must register
by 1: 00 p.m. on April 22, 2024, in order to participate electronically.
4.1 Item 5.1 - Eric Philips, Thresholds Homes and Support
5. Discussion Items
5.1 Not For Profit Affordable Rental and Co-op 30 m 10
Housing Incentive (Pilot), DSD -2024-143
(Staff will a provide a 5 -minute presentation on this matter.)
5.2 Rockway Centre Redevelopment Update, CSD- 30 m 20
2024-191
(Staff will a provide a 5 -minute presentation on this matter.)
5.3 Rosenberg Area Community Centre - 20 m 28
Construction Update, CSD -2024-156
6. Information Items
6.1 None.
7. Adjournment
Mariah Blake
Committee Coordinator
Page 2 of 31
Staff Report
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Development Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: April 22, 2024
SUBMITTED BY: Barry Cronkite, Director, Transportation Services
519-741-2200 ext. 7738
PREPARED BY: Connor Payne, Traffic Technologist, Transportation Services
519-741-2200 ext. 7374
WARD(S) INVOLVED: Ward 10
DATE OF REPORT: April 4, 2024
REPORT NO.: DSD -2024-122
SUBJECT: Dumfries Ave Traffic Calming Review
RECOMMENDATION:
That staff be directed to implement the proposed traffic calming plan as outlined in
Attachment A (Dumfries Avenue — Proposed Traffic Calming Plan) of report DSD -
2024 -122.
REPORT HIGHLIGHTS:
• The purpose of this report is to seek Council approval for the implementation of the
proposed traffic calming plan for Dumfries Ave. This traffic calming review was
approved for initiation in 2023, via staff report DSD -2023-287.
• The key finding of this report is that the proposed traffic calming plan is supported by
the majority of directly affected addresses (73%) that responded to the final survey.
Directly affected addresses are addresses that require residents to use this street as
their only means of access. The proposed traffic calming measures include five (5)
speed humps on Dumfries Ave between Edna St and Stirling Ave N, which will help
reduce automobile speeds and increase safety for street users.
• The financial implications are approximately $30,000 which will be taken from the
Transportation Services Traffic Calming capital account. Additional operational
expenses are not anticipated from the recommended measures.
• Community engagement included notification letters and surveys via mailouts, and a
virtual Public Information Centre (PIC) held in February 2024. It also included an
EngageWR project page to provide more information and project updates, and a
single point of contact for residents.
*** 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 31
• This report supports the delivery of the Strategic Plan action item "Building a
Connected City Together" through implementing a "Localized Transportation Safety
Improvement Program".
BACKGROUND:
Traffic volume and speeding are safety related issues frequently raised by residents of
affected neighbourhoods in the City of Kitchener. In response to these issues Council
reviewed, updated, and subsequently adopted the City's Traffic Calming Policy in 2014 and
established an annual budget to address traffic management issues in residential
neighbourhoods. The traffic calming policy outlines several evaluation criteria that provide a
fair and consistent review of streets and communities, while defining and prioritizing the
streets most in need of traffic calming from a traffic safety perspective.
In October 2023, Council received report DSD -2023-287 - "Traffic Calming 2023 Initiation
Approval", in which staff recommended that a traffic calming review be initiated for Dumfries
Ave. Council approved the initiation of the traffic calming review for Dumfries Ave.
Engagement with residents took place between November 2023 and April 2024.
Engagement included mail outs, an EngageWR project page, resident surveys and a virtual
Public Information Centre (PIC) that took place in February 2024. The PIC was centered
around presenting the proposed traffic calming plan to residents and gathering their
feedback. The final resident survey to indicate support for, or against, the proposed traffic
calming plan was circulated in March 2024. Staff is presenting this report to Committee and
Council for approval to construct traffic calming measures by Q4 2024.
REPORT:
Initiation
In November 2023 Transportation Services conducted a resident survey for the initiation of
a traffic calming review for Dumfries Ave. The initiation survey results are summarized in
the table below:
Initiation Survey Results — Dumfries Ave Total Study Area
Number
Percent
In favor of initiating the traffic calming review
41
89.1 %
Opposed to initiating the traffic calming review
5
10.9%
Total responses received from 86 addresses surveyed
46
53.5%
This survey response rate for addresses that are directly affected by the Dumfries Ave traffic
calming review was 53.5%, which met the minimum required participation threshold (25%)
for responses. This survey showed that 89.1% (41 of 46 responses) of directly affected
addresses who answered the survey supported the initiation of the traffic calming review.
Staff also incorporated resident feedback collected in this survey when designing the
preferred traffic calming plan which was presented to the neighbourhood in February 2024.
Review Process
The Public Information Centre (PIC) was held in February 2024 over the Zoom platform.
The intent of this PIC was to discuss the traffic calming review process, review resident
feedback from the initiation survey and present a preferred traffic calming plan design to
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receive resident feedback. Staff also answered both written and audio questions from
residents in attendance and noted resident feedback.
The preliminary preferred design included five (5) speed humps. Staff reviewed resident
feedback received afterthe Public Information Centre (PIC) and determined that no changes
to the concept plan were required and finalized the preferred plan.
Affected agencies were also notified throughout the review and asked to provide feedback
on the preferred traffic calming plan. Kitchener Fire did not express concerns regarding the
preferred traffic calming plan. Grand River Transit did not express concerns as Dumfries
Ave is not a bus route.
Final Survey
On March 08, 2024, Transportation Services staff delivered a final survey notification letter
to all directly affected addresses impacted by the review. The intent of the survey was to
determine if there is sufficient support for the implementation of the preferred traffic calming
plan. As per the City of Kitchener Traffic Calming policy, a minimum of 50% of directly
affected addresses must respond to the survey and 60% of the respondents must support
the recommended plan for staff to recommend installation of the proposed measures. The
results of the final survey are as follows:
Final Survey Results — Dumfries Ave Total Study Area
Number
Percent
In favor of implementing the proposed traffic calming measures
22
73%
Opposed to implementing the proposed traffic calming measures
8
27%
Total responses received from 86 addresses surveyed
30
35%
The final survey response rate of directly affected addresses was 35% which did not meet
the minimum required participation threshold (50%) for responses; however, the final survey
showed that 73% of directly affected respondents support the implementation of the traffic
calming measures. Based on the rate of support, Transportation Services staff recommend
installation of the proposed traffic calming plan.
STRATEGIC PLAN ALIGNMENT:
This report supports People -friendly Transportation.
FINANCIAL IMPLICATIONS:
Capital Budget — The total estimated cost for implementing the traffic calming plan is
approximately $30,000. The funds will be taken from the Transportation Services Traffic
Calming capital budget account.
Operating Budget — The recommendation has no impact on the annual Operating Budget.
COMMUNITY ENGAGEMENT:
INFORM — Directly affected addressed and the neighbourhood of the Dumfries Ave traffic
calming review have received information regarding this review since October 2023.
Notification of the Public Information Centre (PIC) was provided through mail out and via the
EngageWR project page, and project boards installed on Dumfries Ave. Presentation
materials were made available the EngageWR project page after the conclusion of the PIC.
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CONSULT — The Dumfries Ave traffic calming review began with an initiation survey in
November 2023. A virtual PIC was held over the Zoom platform in February 2024 to answer
resident questions and concerns about the traffic calming review process and the preferred
traffic calming plan. Transportation Services staff mailed a final survey notification letter to
all directly affected addresses to measure support for the preferred plan via a survey on the
EngageWR project page. Residents were notified that hard copy surveys were available to
those who preferred mail and paper format.
PREVIOUS REPORTS/AUTHORITIES:
DSD -2023-287 — Traffic Calming 2023 Initiation Approval
APPROVED BY:
Justin Readman, General Manager, Development Services Department
ATTACHMENTS:
Attachment A — Dumfries Ave — Proposed Traffic Calming Plan
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Attachment A: Dumfries Avenue — Proposed Traffic Calming Plan
Dumfries Avenue: Edna St to Stirling Ave N
#4: Speed LAN
IT
#1: Speed
Hum
#S: Speed
#3: Speed Hum
Hum
1. A Speed Hump located between Edna St and Chapel St
2. A Speed Hump located between Chapel St and Krug St (approximately 35 m from
Chapel St)
3. A Speed Hump located between Chapel St and Krug St (approximately 125 m from
Krug St)
4. A Speed Hump located between Krug St and Stirling Ave N (approximately 150 m
from Krug St)
5. A Speed Hump located between Krug St and Stirling Ave N (approximately 150m
from Stirling Ave)
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Staff Report
Community Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: April 22, 2024
SUBMITTED BY: Gloria MacNeil, Director of Enforcement, 519-741-2200 ext. 7952
PREPARED BY: Steve Vrentzos, Manager of Enforcement, 519-741-2200 ext. 7375
WARD(S) INVOLVED: 1
DATE OF REPORT: March 12, 2024
REPORT NO.: CSD -2024-136
SUBJECT: Noise Exemption — Greek Food Festival -527 Bridgeport Road
RECOMMENDATION:
That an exemption to Chapter 450 (Noise) of the City of Kitchener Municipal Code be
granted to the Greek Orthodox Community of Saints Peter and Paul Kitchener -Waterloo
& District for their Annual Greek Food Festival at 527 Bridgeport Road, to be held on June
8t" 2023, from 12pm —11 pm and June 9t" 2024, from 12pm — 10pm
REPORT HIGHLIGHTS:
• The purpose of this report is to advise the Annual Greek Food Festival will be taking place
on June 8 and 9, 2024.
• A noise exemption is being sought on June 8, 2024 12pm — 11 pm and June 9, 2024 from
12pm to 10pm.
• A contact person will be onsite and available to work with staff.
• This report supports the delivery of core services.
BACKGROUND:
The Greek Orthodox Community of Saints Peter and Paul Kitchener -Waterloo & District are
hosting their Annual Greek Food Festival and are requesting a noise exemption.
REPORT:
The Greek Food Festival will be hosting their annual family -friendly celebration which takes place
on the church grounds. It features authentic, homemade Greek cuisine and delectable desserts.
Guests are entertained by traditional Greek dance performances and a live Greek band that will
have amplified sound.
This annual festival is celebrating its 42nd year and has become a tradition in the region and
clearly depicts the spirit of the Greek culture.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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Staff have made arrangements to have an onsite contact person during the event should any
concerns arise.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
N/A.
COMMUNITY ENGAGEMENT:
The event organizer is responsible for ensuring this event is communicated throughout the
community in advance of the event.
APPROVED BY:
Michael May, DCAO
Page 9 of 31
Staff Report
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Development Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: April 22, 2024
SUBMITTED BY: Rosa Bustamante, Director of Planning & Housing Policy, 519-741-
2200 ext. 7319
PREPARED BY: Tanya Roberts, Project Manager (Planning), 519-741-2200 ext. 7704
Janine Oosterveld, Manager of Customer Experience & Project
Management, 519-741-2200 ext. 7076
WARD(S) INVOLVED: All Wards
DATE OF REPORT: March 12, 2024
REPORT NO.: DSD -2024-143
SUBJECT: Not -For -Profit Affordable Rental & Co-op Housing Incentive (Pilot)
RECOMMENDATION:
That a new Council Policy regarding Not -For -Profit Affordable Rental & Co-op
Housing Incentives (Pilot), attached to Report DSD -2024-143 as Appendix A, be
approved; and,
That the reallocation of Affordable Housing Reserve funds, to be used towards the
Not -For -Profit Affordable Rental & Co-op Housing Incentives (Pilot), be approved;
and,
That the General Manager of Development Services or their designate be authorized
to execute all agreements and other related documentation, subject to the
satisfaction of the City Solicitor, which may be required to administer the Not -For -
Profit Affordable Rental & Co-op Housing Incentives (Pilot).
REPORT HIGHLIGHTS:
• The purpose of this report is to establish a new Council Policy and to allocate sufficient
funds to implement the Not -For -Profit Affordable Rental & Co-op Housing Incentive
(pilot) program to incentivize up to 520 new not-for-profit supportive and affordable units
in Kitchener.
• The key finding of this report is that upfront funding is a barrier for some not-for-profit
affordable housing projects and that seed funding worth $10,000 per unit would help
advance projects to a state that positions them for other critical capital funding.
• The financial implications are that $1.3M from the Affordable Housing Reserve will be
used to leverage $3.9M of Housing Accelerator Funds from the Federal Government.
• Community engagement included interviews with key stakeholders including not-for-
profit and co-operative housing providers, development consultants who support these
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 10 of 31
projects along with CMHC and Region of Waterloo staff involved with funding for
affordable housing projects to determine the approach to program development and
implementation.
This report supports Building a Connected City Together by focusing on housing and
ensuring secure, affordable homes.
BACKGROUND:
In November 2023, City of Kitchener announced a partnership with the federal government
to fast track the construction of new homes. Through the Housing Accelerator Fund (HAF),
the Federal government will provide $42.4 million to the City of Kitchener to enable the City
to develop new programs and initiatives to accelerate housing starts. One of these new
initiatives is the Not -For -Profit Affordable Rental & Co-op Housing Incentive (pilot). The Not -
For -Profit Affordable Rental & Co-op Housing Incentive is a pilot program designed to
remove upfront financial barriers from the creation of new affordable housing units by
providing a $10,000/unit grant for qualifying developments to incentivize 520 new units with
a commitment to 260 units with building permits issued by September 1, 2026.
The City currently incentivizes affordable housing through the Affordable Rental Housing
Incentive which waives planning and building application fees. In addition to this, a concierge
service was first piloted in 2021 with YWKW's supportive housing project on Block Line
Road, then formally established in 2021 to help navigate affordable housing projects through
the approvals process.
This program supports the Housing for All Strategy, approved in December 2020, and
specifically supports priority 4, which focuses on helping to secure community, affordable
rental, and affordable home ownership housing. It also implements Priority 5 through
applying for and receiving federal funding through the HAF for affordable housing. Housing
for All Implementation is one of 11 strategies and actions to support the building of 35,000
more homes by 2031, as part of Kitchener's Municipal Housing Pledge approved by City
Council in March 2023.
REPORT:
The objective of this report is to establish the Not -For -Profit Affordable Rental & Co-op
Housing incentive pilot program to assist with the predevelopment costs of building new not-
for-profit affordable rental and co-operative housing units. The intention of the program is to
help cover up -front (non -capital) costs involved in advancing projects towards shovel -ready
construction. Upfront costs related to design and City approvals have been identified by
affordable housing developers as a significant financial barrier to beginning projects.
Through this report, staff recommend a grant program that provides $10,000 per unit up to
a maximum of 50 units ($500,000/project) to be distributed incrementally at key milestones,
as outlined in the proposed policy in Appendix A. The general parameters of the program
include:
• $10,000/unit up to a maximum of 50 units ($500,000/project)
• Grant funding to be forwarded based on an incremental staged approach following
project milestones:
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o E.g., Pre -submission Consultation, Conditional Site Plan Approval, Site Plan
Approval, Building Permit issuance.
Total funding of $5.2M for this pilot program will come from:
• Federal Housing Accelerator Fund ($3.9M)
• City Affordable Housing Reserve Fund ($1.3M)
Discussion about each of the funding sources is provided below.
Re -allocation of Housing Reserve Fund
One of the actions identified in Kitchener's Housing for All Strategy was to establish an
Affordable Housing Reserve Fund to support affordable housing initiatives. This reserve was
established in 2021 and has been used to provide financial relief from paying development
charges. Changes made through Bill 23, More Homes Built Faster Act, mean that qualifying
affordable housing developments are now exempt from paying development charges.
Based on this, staff is seeking to repurpose the $1.3M in the Affordable Housing Reserve to
support the proposed pilot program outlined in this report.
Utilizing HAF Funds for Affordable Housing
The program was initially conceived to include $1.3M of HAF funds, to be paired with a
matching grant of $1.3M City funds to provide $5,000 per unit that would incentivize up to
520 new affordable units. To boost the per unit incentive to $10,000, additional HAF funds
that were unused through the "Growing Together West" HAF initiative are intended to be re-
allocated to this program. Should this funding model require any changes in the future, staff
will report back to Council.
Program Development
Purpose. Through consultation, affordable housing providers encouraged the City to
advance a $10,000/unit incentive, which would go a long way to support front-end costs
before larger capital funding through CMHC, the Province, or private donors can become
available. These funds are not intended to be used for capital costs, but for early upfront
costs which can help to advance a project beyond conception to a shovel -ready state.
Getting to this stage is a requirement for other provincial and federal funding programs that
provide core capital/construction costs. These incentives would be used for design and
approval costs which are not exempt or provided in-kind and are often challenging to secure.
Incentive format. To determine the form of incentive, staff considered a full grant and a
combination of no -interest loan and a grant. Through consultations, some of the recurring
concerns with a loan program included the additional costs and administration involved with
processing and securing the loan, both for the housing provider and the City. In addition, the
risk of using the loan money to determine if a project is feasible posed a challenge. If a
project was determined to be unfeasible, the loan repayment would become a challenge for
the housing provider to repay. Feedback from some stakeholders identified other funding
preferences over a loan, such as accessing existing equity or lines of credit. All stakeholders
expressed a preference of a grant versus a loan. Through this evaluation, it is recommended
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that the incentive program is established fully as a grant program to remove barriers to
accessing funding, with the goal of advancing affordable units to construction quicker.
Navigating Risk. It was also identified that although these new incentives will provide much
needed funding and fill current funding gaps for getting a project off the ground, there is still
some risk that this funding alone cannot guarantee that a project will advance to a shovel
ready state and progress to construction. For example, some stakeholders identified that
they were shovel ready, yet lacked enough capital/operations funding to progress to
construction and were stuck. It was also identified that mixed rents are the most financially
feasible and that some projects are unlikely to include only affordable units, as many
stakeholders identified the challenges in its operationally sustainability.
Staff are aware that there may be a percentage of projects that do not progress to a state
of being shovel ready and are therefore recommending that the incentives created through
this grant be distributed in stages, as outlined in Appendix A. This pilot will run during the
period of the HAF program, and the City will evaluate the continued implementation of this
type of an incentives program depending on the uptake and success during the HAF
program. HAF dollars would represent 75% of the total funding for this program, and when
coupled with existing funds in the City's Affordable Housing Reserve Fund, could have
immediate impact on the delivery of affordable housing.
Policy Administration
Once approved, staff will develop administrative procedures, including:
• Application form, including requirements for supporting documentation to confirm
eligibility;
• Legal agreement process; and
• Internal procedures for staff review and approval of requested forms received and
funds released and tracking progress for the program.
Conclusion
The Not -For -Profit Affordable Rental and Co-op Housing incentive pilot program is intended
to help break down front-end barriers to starting an affordable housing development project
and will support the creation of up to 520 new affordable units, helping the City to achieve
its goal of building 1200 new units in the next 3 years. The proposed program supports the
Housing for All strategy through an innovative incentive program that aims to build more
affordable housing quicker. Staff recommend that Council endorse the recommendations
outlined in report DSD -2024-143.
STRATEGIC PLAN ALIGNMENT:
This report supports Building a Connected City Together: Focuses on neighbourhoods;
housing and ensuring secure, affordable homes; getting around easily, sustainably and
safely to the places and spaces that matter.
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FINANCIAL IMPLICATIONS:
Funding to implement this pilot program will be provided from the following sources:
Funding Source
Amount
Housing Accelerator Fund (HAF) grant
$3,900,000
City's Affordable Housing Reserve
$1,300,000
TOTAL
$5,200,000
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of
the Council / Committee meeting.
CONSULT — Staff engaged in stakeholder interviews with not-for-profit affordable housing
and co-op housing providers, consultants involved with affordable housing projects, as well
as the Region of Waterloo and CMHC to help inform program development.
PREVIOUS REPORTS/AUTHORITIES:
• Housing for All — City of Kitchener Housing Strategy (DSD -20-214)
• City of Kitchener Municipal Housing Pledge (DSD -2023-063)
• Implementation of Bill 13, Bill 109 and Bill 23 (DSD -2023-239)
• Development Incentives for Affordable Housing Implementation (CSD -17-034)
REVIEWED BY:
Ryan Hagey, Director of Financial Planning and Asset Management
Katherine Hughes, Assistant City Solicitor
APPROVED BY: Justin Readman, General Manager of Development Services
ATTACHMENTS:
Attachment A — Council Policy: "Not -For -Profit Affordable Rental and Co-op Housing
Incentive"
Page 14 of 31
1
POLICY
Policy No: Click here to enter text.
Policy Title:
Not -For -Profit Affordable
Approval Date: Click here to enter a
Rental & Co-op Housing
date.
Incentive
Reviewed Date: Click here to enter text.
Policy Type:
COUNCIL
Next Review Date: ;lick here to enter
tpyt
Category:
Finance
Reviewed Date: Click here to enter text.
Sub -Category:
Grants, Rebates & Incentives
Last Amended: Click hereto enter a
Author:
Project Manager (Planning)
Replaces: Click here to enter text.
Dept/Div:
Planning & Housing Policy
Repealed: Click here to enter a date.
Replaced by: Click here to enter text.
Related Policies, Procedures and/or Guidelines:
None.
2
5
POLICY PURPOSE:
To establish a policy that outlines the parameters for a pilot incentive program that
encourages the development of new not-for-profit affordable rental and co-
operative housing units in the form of a grant that covers non -capital upfront costs
associated with removing barriers to advancing a project from idea to shovel -
ready.
DEFINITIONS:
Affordable Dwelling Units for the purpose of this Policy, means
a) a unit for which the rent or housing co-op monthly charges (similar to rent) does
not exceed 30 percent of the gross annual household income for low and
moderate income households; or,
b) a unit for which the rent or housing co-op monthly charges (similar to rent) is at
or below the average market rent of a unit in the Regional market area.
1 of
Page 15 of 31
Policy No:
Policy Title: Not -For -Profit Affordable Rental & Co-op Housing Incentive
Non -Profit Housing Developer for the purpose of this Policy, means:
a) a corporation to which the Not -for -Profit Corporations Act, 2010 applies, that is
in good standing under that Act and whose primary objective is to provide
housing;
b) a corporation without share capital to which the Canada Not -for -Profit
Corporations Act applies, that is in good standing under that Act and whose
primary objective is to provide housing;
c) a non-profit housing co-operative that is in good standing under the Co-
operative Corporations Act, or,
d) an organization that is a registered charity within the meaning of the Income
Tax Act (Canada) or a non-profit organization exempt from tax under paragraph
149 (1) (1) of that Act, and whose land is owned by the organization, all or part
of which is to be used as affordable housing.
Supportive Housing for the purpose of this Policy, refers to "alternative housing"
that focuses on rehabilitation and community integration. They are generally
operated by non-profit agencies and staff are composed of individuals trained in
social work or psychiatric rehabilitation.
3. SCOPE:
This Policy applies to all staff that coordinate the incentives program, process
development applications and building permits.
4. POLICY CONTENT:
4.1 Eligibility Criteria
In order to be eligible for this Policy, the following criteria must be met:
2 of
5
Page 16 of 31
POLICY APPLIES TO THE FOLLOWING:
❑x All Employees
❑
All Full -Time Employees
❑
All Union
❑
Management
❑
C.U.P.E. 68 Civic
❑
Non Union
❑
C.U.P.E. 68 Mechanics
❑
Temporary
❑
C.U.P.E. 791
❑
Student
❑
I.B.E.W.636
❑
Part -Time Employees
❑
K.P.F.F.A.
❑
Specified Positions only:
❑
Other:
❑x
Council
❑
Local Boards & Advisory Committees
This Policy applies to all staff that coordinate the incentives program, process
development applications and building permits.
4. POLICY CONTENT:
4.1 Eligibility Criteria
In order to be eligible for this Policy, the following criteria must be met:
2 of
5
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Policy No:
Policy Title: Not -For -Profit Affordable Rental & Co-op Housing Incentive
a) The applicant must meet the definition of a Non -Profit Housing Developer.
b) Incentives only apply to the creation of new Affordable Dwelling Units.
c) Primary use of the qualifying dwelling units must be residential.
d) Eligible projects are those that are in the early stages of ideation or concept
development through building permit review. Projects with a building permit
issued for the proposed new units are not eligible for the program.
e) Eligible projects may include a for-profit development where a portion of units
are Affordable Dwelling Units that are managed and operated by a Non -Profit
Housing Developer. Funding would only be available for the affordable dwelling
units.
f) Eligible units must maintain affordability for a duration of 25 years.
g) Proof of ownership or legal right to develop on lands.
h) The subject property shall not be in a position of tax arrears.
4.2 Grant Framework
a) The amount of the grant will be equal to and no greater than $10,000/unit up to
a maximum of 50 affordable dwelling units per project (maximum grant of
$500,000).
b) Grant funding must be used for non -capital up -front costs related to
development and approvals.
c) Funding will be distributed at key milestones of the project, including but not
limited to Pre -submission Consultation, Site Plan Application Submission,
Conditional Site Plan Approval, Site Plan Approval, and Building Permit
Issuance, as developed by City staff.
4.3 Policy Application
a) Non -Profit Housing Developerto submit a complete application to the Director
of Planning & Housing Policy. The City will not charge a fee to process the
application.
3 of
5
Page 17 of 31
Policy No:
Policy Title: Not -For -Profit Affordable Rental & Co-op Housing Incentive
b) The application will be reviewed by City staff to confirm criteria within this Policy
are met, and Non -Profit Housing Developer advised of the result. Should there
be any issues or conflicts between the complete application and the criteria
within this policy, final determination will be made by the Director of Planning &
Housing Policy in consultation with the City Solicitor and any other affected
business units.
c) If approved, the Non -Profit Housing Developer must enter an agreement prior
to the release of funding. The agreement will include:
I. The amount of grant awarded
II. Grant payment milestones and milestone criteria
III. Terms of the grant funding
IV. Other clauses as deemed necessary by the City Solicitor.
d) Upon approval by Council, this Policy shall apply to affordable dwelling units
from initial idea to those working towards building permit issuance. Priority may
be given to projects that include deeply affordable rental units, and/or
supportive housing units
e) The agreement will be executed once it has been signed by the Non -Profit
Housing Developer.
f) If any part of a development to which this policy applies is changed so that the
development does not proceed or no longer consists of affordable dwelling
units within the 25 years of initial occupancy, this may trigger full or partial
repayment of the grant, at the discretion of the City.
g) For developments that contain for-profit and affordable dwelling units, the grant
will only apply to the affordable dwelling units where the Non -Profit Housing
Developer is a partner in the project. The Non -Profit Housing Developer would
need to have a signed agreement with the for-profit developer that clearly
outlines the terms of the agreement and that those units will be operated by the
Non -Profit Housing Developer for a duration of 25 years.
h) The decision to award a grant is at the sole discretion of the City of Kitchener
and subject to funding availability.
4.4 Program Expectations
a) Projects must make timely progress to receive a building permit by September
1, 2026.
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5
Page 18 of 31
Policy No:
Policy Title: Not -For -Profit Affordable Rental & Co-op Housing Incentive
b) Grant funding may be adjusted as unit counts are finalized through detailed
design, at the discretion of the City.
4.5 Effective Date
a) This Policy comes into effect on May 1, 2024.
b) This Policy will be reviewed no later than 5 years after the effective date.
5. HISTORY OF POLICY CHANGES
Administrative Updates
No administrative history to date.
Formal Amendments
No amendments history to date.
5 of
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Page 19 of 31
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: April 22, 2024
SUBMITTED BY: Mark Hildebrand, Director, Neighbourhood Programs & Services,
519-741-2200 ext. 7687
PREPARED BY: Helena Foulds, Manager, Service Coordination & Improvement
519-741-2200, ext. 7193
WARD(S) INVOLVED: ALL
DATE OF REPORT: April 12, 2024
REPORT NO.: CSD -2024-191
SUBJECT: Rockway Centre Redevelopment Strategy Update
RECOMMENDATION:
That staff proceed with the three phased Rockway Centre Redevelopment Strategy
as outlined in CSD -2024-191
BACKROUND:
Rockway Centre provides a place for older adults from across the city to participate in a
wide variety of programs and clubs. Originally constructed in 1950 as a transit terminal, the
building is now 74 years old. The Centre sits on a 1.89 -acre triangular site bordered by King
St. East, Charles Street East, and Preston Street (Map 1, Appendix A). The site includes a
17,750 square foot community centre and two small ancillary buildings located at the corner
of Charles and Preston Streets.
The Centre includes 11 program rooms, plus a cafe, outdoor patio, lobby, billiards room,
pottery shed and commercial kitchen. In 2023, the Rockway Centre had more than 30,000
visits for programs and services like fitness classes (Chair Pilates, Zumba), learning
programs (technology, cooking, pottery), social groups (cards, billiards, crafts); wellness
programs (yoga, meditation); community events (Rockin' it at Rockway, holiday bazars), and
more.
Challenges with the current Rockway Centre Building & Site
In 2010, a facility audit was completed which identified building and site challenges largely
related to the age of the facility. The audit revealed issues like poor foundation drainage,
limited barrier -free access, and a need to replace the existing elevator.
In 2013, staff report CSD -13-051 was presented to Council which identified significant
challenges with the Rockway building and site, as well as limitations with the facility's design
given the facility was not built for older adult programming. The three-storey building was
deemed poorly configured to accommodate the range of programs, activities and events
expected in an older adult centre. Some of the challenges with the current building include
Page 20 of 31
poor traffic flow, lack of accessible washrooms, visual and auditory challenges, an
insufficient elevator system, lack of storage and change rooms, kitchen deficiencies, no
gymnasium space, and more. The lack of these basic amenities, which are common in other
community facilities, severely limits older adult programming at Rockway Centre.
Based on previous direction from City Council, staff have not made any significant
renovations or upgrades to the facility since 2013; however, the building has been
maintained to a standard that is in line with other City facilities.
Previous Citv Council Consideration/Direction re: Rockwav Centre Redevelooment
2010
• Given the challenges with the building, in 2010 City Council directed staff to prepare
a feasibility study and business case analysis (including public consultation) to look
at the long-term use of the Rockway Centre site for the provision of older adult
programs.
2013
• In May 2013, staff presented Council with the completed Feasibility Study and
Business Case. At that time City Council unanimously directed staff to consider the
findings of the Feasibility Study and Business Case as part of the City's next Leisure
Facilities Master Plan and Development Charges review for prioritization against
other indoor recreation needs within the city.
At that time Council unanimously directed staff to "begin the Request for Proposals
(RFP) process for the redevelopment of the Rockway Centre (736 Charles Street
East l 1405 King Street East) into a medium -to -high density residential building that
includes a ground floor older adult/community centre (to be operated by the
municipality with the option to own), as well as possible ancillary medical/dental,
retail or office type uses."
Council also added the Rockway Centre to the City's Municipal Heritage Register as
a non -designated property; however, it took no action to designate the centre
property, "until the completion of the RFP process."
2015
• As a part of the 2015 budget process, City Council added $6M to the City's capital
forecast (2024/2025) to support the redevelopment of the Centre.
2019
• The 2019 LFMP recognized that partnerships with school boards and private
organizations are becoming increasingly important to municipalities as costs to build
and operate stand-alone recreation facilities continue to rise. Nurturing strong
partnerships and implementing mixed-use opportunities with school boards and the
private sector is one way the City of Kitchener could deliver innovative recreation
services and facilities.
Page 21 of 31
The City's 2019 Leisure Facilities Master Plan Update included a recommendation to
"pursue a partnership with the private sector to redevelop Rockway Centre into a
medium to high density residential building that addresses the heritage value of the
property and includes a ground floor older adult community centre (to be operated by
the municipality with the option to own), as well as possible ancillary medical/dental,
retail and office type uses."
REPORT:
It has been more than 10 years since Council directed staff to pursue a partnership to
redevelop Rockway as an older adult centre. Now that funds are available within the City's
capital forecast, staff have prepared a strategy to move forward with the redevelopment of
the Centre. This strategy achieves Council's previous direction to pursue a development
partner for a new building that would replace the Rockway Centre, while also ensuring the
process is open and transparent.
Rockwav buildina and site assessment update
To ensure the building remains operational until a new building is constructed and opened,
in 2023 staff completed another assessment of the Rockway Centre facility and site. That
assessment identified a number of projects that will require action over the next five years
should the centre continue to operate over that period of time (e.g., roofing maintenance,
repairs to asphalt walkways, fire alarm and electrical upgrades).
All these projects are scheduled for completion within the next five years and will be funded
through the Facilities Management capital budget. If, through the process of building a new
older adult centre, the current facility can be closed within the next five years, staff will revisit
whether to proceed with these projects before work commences.
One item that requires additional consideration is the sanitary system. The sanitary system
that extends from the Rockway facility through the parking lot towards Charles Street E,
needs to be replaced due to age and deterioration of some sections. Investigation has
shown that isolated repairs are needed, but not feasible, as earth movement would
exacerbate damage of the lines. Complete replacement is cost -prohibitive, considering the
expected life cycle of the facility (5 years), with an estimated cost of 1 — 1.4 million dollars
and a replacement timeline of 1.5 — 2 years. Instead, Facilities Management will monitor the
system over the next 5 years and implement routine maintenance and flushing.
2023 Rockway Centre User Group Engagement
Throughout 2023 staff spoke with over 140 individuals from several different user groups to
get their initial thoughts on how best to develop a new, modern older adult centre that better
meets the needs of residents in our community. These discussions included a series of in-
person meetings with:
• Rockway Advisory Council
• Grand River Accessibility Advisory Committee (GRAAC)
Page 22 of 31
• Mayor's Advisory Council for Kitchener Seniors (MACKS)
• Neighbourhood Associations operating out of Rockway Centre (Eastwood,
Auditorium)
• Key user groups (i.e., FRIENDS)
• Facilities management staff
• Community centre staff at Rockway Centre
In early 2024, staff once again engaged with many of these user groups to provide them
with an update on the redevelopment strategy being considered (as outlined in this report).
Through those discussions the user groups generally agreed with the strategy outlined in
this report. Discussions and frequent communications with these key user groups will
continue throughout the process of developing a new centre.
User Group Engagement Key Findings
The following summarizes the main themes of feedback from these preliminary user groups
discussions in 2021
1. Increased trust and involvement:
o User groups were more receptive to working with the City on a redeveloped
Rockway Centre than in the past.
o All engagement was conducted in-person where staff were present to gather
feedback and build trust.
o Ongoing communications with key user groups has helped build an open and
transparent process.
2. Open to relocating to a new location OR rebuilding on the existing site:
o Staff can report that user groups indicated a willingness to redevelop the Rockway
Centre in its current location, or at a new location, if the site was located close
to the existing site.
o Initial conversations indicate that user groups are open to relocating Rockway
Centre if it provides an opportunity to build a more modern and accessible facility
that better meets the community's needs.
o Some user groups expressed an interest in building a new centre at an alternate
location so that programming could continue at the current facility until a new
centre is operational.
3. Accessibility and future proofing
o User groups emphasized the need for a more accessible facility to meet the needs
of an aging population. Some of the most important accessibility needs for the
proposed rebuild as include:
■ Proximity/ accessible to public transit
■ Larger sized elevators
■ Ramps
■ Curb pick up and accessible pick up & drop off zones
■ Adult changing tables in washrooms
Page 23 of 31
■ Visual wayfinding
o Users indicated the building should include features that will serve the community
in the future with things like:
■ Electric car charging stations
■ Bike lockers
■ Parking spaces with accessible features
■ Patio and green spaces
Rockway Centre Redevelopment 3 -Phased Strategy
While the initial plan (back in 2013) was to redevelop the Rockway Centre on its existing
site, the substantial current and planned growth in the Rockway area (Map 2, Appendix A)
prompted staff to also explore the idea of building a new centre in a different location.
Possible benefits of constructing the new older adult center at a different location include:
the potential to build closer to the ION route, the possibility of getting the building built faster
through a development partnership, and the ability to maintain programming at the current
centre while a new centre is built — avoiding significant disruption to programming.
Staff are proposing to implement the following three -phased strategy for the redevelopment
of Rockway Centre.
Phase 1— Implement a Request for Information Process
A Request for Information (RFI) is a procurement tool used to gather information. An
RFI is a public and non-binding document that is open for response over a
predetermined amount of time. An RFI is much simpler and easier for potential
partners to respond to than a Request for Proposal.
Staff plan to issue an RFI that will provide the City with a better understanding of
options potential partners would be open to considering (i.e., long-term lease, capital
investment, land transfer, etc.), including development opportunities on the existing
site and/or other lands near the current location.
Staff intend to use the results of the RFI to provide further clarity on a number of
issues that could include the following:
• Potential funding arrangements
• Location preferences/options (existing site or other location nearby)
• Timelines for construction
• High-level cost estimates
• Other considerations brought forward from respondent.
The information received through the RFI will provide further clarity on the detailed
scope of the Request for Proposal (Phase 3) which will help the City achieve the
intended vision of a redeveloped Rockway Centre.
Phase 2 — Community Engagement
Page 24 of 31
Staff will develop a community engagement strategy focusing on Rockway Centre
users, older adults using other community centres and older adults living in Kitchener.
The engagement strategy will include specific approaches and tactics to reach a
broad diversity of older adults within the community. The engagement process will
focus on identifying and prioritizing the City's requirements for a potential
development partnership which will then be included in the City's RFP (Phase 3).
Phase 3 — Request for Proposal Process
Utilizing information gathered through the RFI (Phase 1), and input gathered from
community engagement (Phase 2), the City will develop and issue a Request for
Proposal (RFP) for the redevelopment of the centre which would outline and prioritize
the City's must have requirements for a new older adult centre and for a partnership
agreement. Prior to issuing the RFP, staff will seek Council's input and direction on
those must have requirements.
At a high-level, the RFP process would include the following:
(1) Preparation of the scope of work (city requirements) and evaluation criteria
(2) Request for Proposal released
(3) Receipt of proposals
(4) Evaluation and determination of top ranked proponent
(5) Negotiation of agreement (e.g., shared services agreements,
development agreement, agreement of purchase and sale,)
(6) Award and notification of result of RFP
Staff believe all three phases of this strategy can be completed by the second quarter of
2025. If the City is unsuccessful in attracting a partner through the RFP process, staff
will return to Council for new direction on alternate options to redevelop the Rockway Centre.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
The Council -approved 2024-2033 capital forecast includes $6M in 2024/2025 for the City's
contribution a partnership for the redevelopment of the Rockway Centre. This funding is
flexible in that it could be used regardless of whether the decision is to rebuild on the existing
site or build a senior's centre at an alternate location. In addition to this capital funding, there
may be an opportunity for the City to contribute additional funds to a potential partnership
through the value of the lands on which the current centre is located.
PREVIOUS REPORTS/AUTHORITIES:
• CSD -013-047
• CSD -013-051
APPROVED BY: Michael May, DCAO & General Manager, Community Services
Page 25 of 31
Appendix A
Map 1 (below) shows the property lines of the 1.89 -acre Rockway Centre property,
including City -owned vs. non -City -owned lands.
Rockway Community Centre
trio
1
KUNG ST F
�ir�r - •� -
-
2' ROCKWAY
O CENTRE �y
a
•
A rr\7
R /
FLORAL CRSS
,g�,. Rockway Community Centre - 1405 King St. E � City owned land
IGn`� T.R
rae,�eioar �ab$B",, m seM«a Not Cily-awned Land parcel boundary
GeaSPatial �a4 and Aivry1lu
Page 26 of 31
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aw
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1 ',a f.,Fl:- . u.N• r: P. *'' '��w .�a�':.�'�' i ���• rr. r�G �'`�L } Rr^'*�L �� _at+ � "syr
Staff Report .
KiT[�HEivFR Finance and Corporate Services Department wmkitchener ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: April 22, 2024
SUBMITTED BY: Mark Hildebrand, Director Neighbourhood Programs and Services, 519-
741-2200 ext. 7687
PREPARED BY: Mark Hildebrand, Director Neighbourhood Programs and Services, 519-
741-2200 ext. 7687
WARD(S) INVOLVED: Ward 5
DATE OF REPORT: March 28, 2024
REPORT NO.: CSD -2024-156
SUBJECT: Community Centre Construction in Rosenberg - Update
RECOMMENDATION:
That the total budget for the City's new Community Centre in the Rosenberg area, which
will be built jointly with the Waterloo Region Catholic District School Board, be
approved at $8,125,000 and funded fully through development charge revenue; and
That the new Community Centre be named The Williamsburg Community Centre.
REPORT HIGHLIGHTS:
• This report seeks final approval to proceed with the construction of a joint community
centre/school facility in the fast-growing Rosenberg area, at a total cost of $8,125,000.
Construction of the joint facility will be lead and completed by the Catholic school board.
• In 2019, City Council ranked the construction of a new community centre in Rosenberg as
its 4t" priority for indoor recreation facilities to be funded through Development Charges.
• Building the community centre jointly with the Waterloo District Catholic School board,
instead of building a stand-alone community centre will save the City millions of dollars in
construction costs.
• Transitioning from the current 3,000 sq ft leased space (Williamsburg Community Centre)
to a new 17,000 sq ft facility with a double gymnasium and 4 large program areas provides
a substantial service improvement in programs and services for this fast-growing area of
the City. Considering access to the school's double gymnasium outside of school hours,
this enhances the ability to support programming for a growing community.
BACKGROUND:
In 2019, the City of Kitchener's Leisure Facilities Master Plan (LFMP) underscored the
necessity for a community center in the southwest area of the City. The proposed new
Community Centre in the Rosenberg area ranked fourth amongst City Council's top five indoor
recreation facility priorities for Development Charges funding. The current Williamsburg
Community Centre, which this new centre will replace, is leased by the City and is only 3,000
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 28 of 31
sq ft — which is by far the City's smallest community centre. This small size does not
accommodate the existing programming demands, which are growing significantly as the
population in the area grows.
The 2019 LFMP recognized that partnerships with school boards and private organizations
were becoming increasingly important to municipalities as costs to build and operate stand-
alone recreation facilities continued to rise. Nurturing strong partnerships and investigating and
implementing joint -use opportunities with school boards and the private sector was seen as a
way the City of Kitchener could deliver innovative recreation services and facilities, at a lower
cost to taxpayers. In June 2019, City Council directed staff to include construction of the Huron
Community Centre, which was to be attached to a public school, in the 2019 development
charge background study and 2019 capital budget forecast. Entering into this partnership with
the public -school board to build a joint facility saved the City $1.3 million in construction costs.
Further, this joint facility better serves the community by allowing the City to leverage
additional school space (e.g. a double gymnasium and other program spaces) for community
use after school hours.
REPORT:
The new Community Centre in the Rosenberg area will be a joint facility, in partnership with
the Waterloo Region Catholic District School board. As part of the City's 2020 capital budget
process, City Council added approximately $6.0 million to the capital forecast for the
construction of a 17,000 square foot community centre in the Rosenberg area. Similar to the
joint Huron Community Centre, the City anticipates being able to build this joint facility at a
lower cost than if we were to build a stand-alone facility. This joint facility will also allow the
City to leverage access to additional programming spaces from the school board (e.g.
accessing the schools double gymnasium), for community programming after school hours.
During the initial stages of this joint project, City staff engaged with the local community and
the Williamsburg Community Association, to confirm the detailed space needs at the new
community centre. The Williamsburg Community Association is already a vibrant and active
association which runs several programs out of the current Williamsburg Community centre
and other facilities throughout the community. Based on this engagement, staff worked with
the Catholic School board and their project Architects to design the following spaces as part of
the 17,000 square foot community centre:
- A double gymnasium with a small servery and associated storage (which is attached to
the school boards double gymnasium and can be opened up to a quad gymnasium),
- 4 program rooms (with storage spaces) ranging in size from approximately 650 to 1,000
square feet for various types of programming,
- A generous lobby, which acts as a waiting space for parents of children attending
programs as well as an informal space for residents to connect,
- Staff offices to support the operations of the centre and City of Kitchener programming
for children and youth, vulnerable populations etc.,
- Community offices for the Neighbourhood Association and other partners that the City
of Kitchener may work with to provide programming to the community, and
- The necessary hookups and access for an outdoor winter rink.
Once built, this Community Centre will be the new home of the Williamsburg Community
Association. The development of a double gymnasium and 4 medium to large program
spaces, all significantly larger than the existing programming spaces currently at their disposal,
Page 29 of 31
will be a significant program and service improvement. Add on access to the school board's
double gymnasium outside of school hours, the facility becomes well suited to accommodate
the programming of a community that is continuing to grow.
Community Centre Name
During the initial planning and the design phases of the project, the Williamsburg
Neighbourhood Association shared their preference to keep the name "Williamsburg
Community Centre" and migrate it to the new facility. The name coincides with the name of
their association, and they have developed a brand that is recognizable and respected within
the community. Staff support this request because it provides continuity and ensures the
identity and recognition that the Neighbourhood Association has established with this name is
preserved and carried over to the new facility. Also, the name Williamsburg is consistently
used in the area (e.g. Williamsburg Woods West, Williamsburg Cemetery). Using this name
will provide a strong geographical context of the facility and community connection.
Detailed Project Costing
The project team has now reached 80% design, which is a significant milestone. At this stage,
with the design nearing completion, cost estimates have been updated to reflect the project
requirements provided and any refinements made during design. The project team also
analyzed the design during this time to identify opportunities to reduce costs without sacrificing
quality of the facility, or the functionality (e.g. exploring alternative materials, construction
methods, or design elements to achieve cost savings).
Based on current market pricing, to build a 17,000 square foot community centre in partnership
with the Catholic School Board, it will cost $7.3 million for construction, at a cost of $426.33 /
sq ft, with a total project cost for the community centre of $8.1 million. The $7.3 million
allocated for construction costs covers the physical building expenses. The remaining
$800,000 of the $8.1 million total project costs funds essential expenses that encompass soft
costs (e.g. architectural and engineering fees, permits), allowances, and furnishings, fixtures
and equipment that is crucial for the facility's functionality.
Construction Cost Comparison
Although the construction costs of the community centre is more than what was originally
anticipated, a review of the Altus Group 2023 Canadian Cost Guide shows that the cost / sq ft
quoted for construction with the school board is still well below what it is estimated to cost / sq
ft for a stand-alone Community Centre. The Canadian Cost Guide is a tool that provides
estimates for the construction costs associated with various projects across different regions of
Canada. For public sector projects in the Greater Toronto Area (GTA), to build a multi -use
recreation centre, construction costs are estimated to be between $650 to $1,125 / sq ft.
The following chart shows the City's estimated construction cost savings demonstrated by
building in partnership with the school board rather than building a stand-alone City facility:
Page 30 of 31
Construction
Facility Size
Total Estimated Cost
Cost / sq ft
Building in partnership with the
$426.33
17,000
$7.3 million
school board
Cost to Build a stand-alone
$650 to $1,125
17,000
$11.1 to 19.1 million
Recreation Facility
Total Savings
$3.8 to $11.8 million
Page 30 of 31
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
The revised budget of $8,125,000 is an increase of $2,062,902 to the $6,062,098 budget
already approved by Council in 2022-2024. All of this funding comes from development
charges (DCs), meaning the construction of the building will have no impact on municipal
taxes. The increased costs of this community centre were accounted for in recent modelling
related to the Kitchener Indoor Recreation Complex (KIRC) and the amount of DC debt
required for that facility's construction.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
CONSULT — During initial stages of this project both the community and the Williamsburg
Community Association have been engaged to confirm community centre space needs. The
Williamsburg Community Association will continue to be updated on progress of the project as
needed.
PREVIOUS REPORTS/AUTHORITIES:
• CSD -19-007 2019 Leisure Facilities Master Plan
• CSD -18-089 Facility Partnership with the Waterloo Region District School Board in
the Huron-Brigadoon area — Update
APPROVED BY: Michael May, DCAO, Community Services Department
Page 31 of 31