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Council Agenda - 2025-04-07
Council Meeting Agenda Monday, April 7, 2025, 7:00 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 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.* Pages 1. COMMENCEMENT The meeting will begin with a Land Acknowledgement given by the Mayor and the singing of "O Canada." 2. MINUTES FOR APPROVAL Minutes to be accepted as circulated to the Mayor and Councillors (regular meeting held March 3, 2025, and special meetings held February 10 and 24, 2025 and; March 3 and 17, 2025) - Councillor M. Johnston 3. 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. 4. COMMUNICATIONS REFERRED TO FILE - NIL 5. PRESENTATIONS 5.1 Tree Cities of the World Recognition - Award Presentation 6. 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 5:00 p.m. on April 7, 2025, in order to participate electronically. 6.1 THEMUSEUM Models for Consideration, DSD -2025-082, listed as item 12.1.e 6.1.a D. Marskell, J. Durdan and P. Salehi, THEMUSEUM 7. REPORTS OF COMMITTEES 7.1 HERITAGE KITCHENER - MARCH 4, 2025 7.1.a Heritage Permit Application, HPA-2025-V-001, 21 St. Leger Street, Repairs and Reconstruction of Porch, DSD -2025-075 That further to Section 42 of the Ontario Heritage Act, Heritage Permit Application HPA-2024-V-001 be approved, as outlined in Development Services Department report, DSD -2025-075." to permit porch repairs and reconstruction at the property municipally addressed as 21 St. Leger Street in accordance with the supplementary information submitted with this application and subject to the following condition: That the final building permit be reviewed, and heritage clearance be provided by heritage Planning Staff prior to the issuance of the building permit. 7.1.b Notice of Intention to Designate, 79-81 St George Street, DSD -2025- 055 That pursuant to Section 29 of the Ontario Heritage Act, the Clerk be directed to publish a Notice of Intention to Designate the property municipally addressed as 79-81 St. George Street as being of cultural heritage value or interest, as outlined in Development Services Department report, DSD -2025-055 7.1.c Notice of Intention to Designate, 1434 Trussler Road, DSD -2025-056 That pursuant to Section 29 of the Ontario Heritage Act, the Clerk be directed to publish a Notice of Intention to Designate the property municipally addressed as 1434 Trussler Road as being of cultural Page 2 of 88 heritage value or interest, as outlined in Development Services Department report, DSD -2025-056. 7.2 FINANCE AND CORPORATE SERVICES COMMITTEE - MARCH 17, 2025 7.2.a Surety Bonds Regulation, FIN -2025-088 That the housekeeping amendments required on the City's investment policy FIN -PLA -605, attached as Appendix 'A' to Financial Services Department report FIN -2025-088, be approved. 7.2.b Public Art Commission for Mill -Courtland Community Centre, DSD - 2025 -062 That the commission and creation of a new public artwork, "Swoop," by Agnes Niewiadomski and Michelle Purchase, to be installed at Mill Courtland Community Centre as part of its expansion renovation, be approved as outlined in Development Services Department report DSD -2025-062; and further, That the Mayor and Clerk be authorized to implement an agreement, satisfactory to the City Solicitor, with the artist team, outlining the obligations of the commission. 7.2.c Municipal Newcomer Strategy, Scope and Development Approach, CSD -2025-054 That Council endorse the scope and approach outlined in Community Services Department report CSD -2025-054 for the development of the Municipal Newcomer Strategy. 7.2.d Parks -Fireworks Exemption Tecumseh Park August 23, 2025, CSD - 2025 -048 That an exemption to Chapters 270 (Parks), 450 (Noise), 739 (Fireworks and Firecrackers) of the City of Kitchener Municipal Code be granted to Jennifer Emrich for a fireworks display in Tecumseh Park that will form part of a wedding reception taking place in their backyard on August 23, 2025 between 9:30pm and 10pm, subject to the following conditions, which, if not complied with will render the exemption null and void, as outlined in Community Services Department report CSD -2025-048: a. A fireworks permit will be applied for and obtained by an approved Pyrotechnician or Fireworks Supervisor through Kitchener Fire Department. b. The approved fireworks company will provide a certificate of insurance. Page 3 of 88 7.2.e 7.2.f 7.3 7.3.a c. Weather conditions must be safe and conducive for a fireworks display, in the event of high winds or a fire ban, a display will not be permitted. d. The event organizers will ensure there is an on-site contact person accessible to correspond with City staff at all times during the event and agree to respond accordingly. e. The residents will circulate a letter to the surrounding neighbours advising them of the backyard wedding reception and fireworks display. f. The residents will ensure Tecumseh Park and the surrounding neighborhood is inspected the following day for any fallen debris which shall be removed and disposed of appropriately. 2026 Municipal and School Board Election Alternative Voting Methods, COR -2025-001 That Council reaffirms the use of vote tabulators for the 2026 Municipal Election, as outlined in Corporate Services Department report COR -2025-001; and, That Council authorize the alternative voting methods outlined in report COR -2025-001; and direct the Clerk to bring forward the necessary by-law to implement the proposed alternative voting methods; and further, That the election reserve contribution be increased as outlined in report COR -2025-001. 2025 Dog Designation Appeal Committee Review, COR -2025-111 That staff be directed to proceed with Option 2 as the preferred committee structure/composition as outlined in Corporate Services Department report COR -2025-111; and further, That staff be directed to prepare the necessary council policy or by- law to implement the preferred committee structure/composition, prior to June 2025 for Council's consideration. PLANNING AND STRATEGIC INITIATIVES COMMITTEE - MARCH 17, 2025 Demolition Control Application - DC25/001/C/AA, 153 Courtland Avenue East, DSD -2025-092 That Demolition Control Application DC25/001/C/AA requesting permission to demolish a single detached dwelling at 153 Courtland Avenue East, BE APPROVED, as outlined in Development Services Department report, DSD -2025-092. N� 0 10 11 7.3.b Kitchener 2051 - Evaluating Approaches to Growth, DSD -2025-084 That the Community Parameters and Technical Evaluation Criteria as presented in Development Services Department report, DSD -2025- 084 be used to inform continued community and collaborator engagement on Kitchener 2051 and approaches to growth. UNFINISHED BUSINESS NEW BUSINESS 9.1 - MAYORAL BUSINESS AND UPDATES - MAYOR B. VRBANOVIC 9.1.a Notice of Motion - S. Stretch - 2025 Council Schedule Councillor S. Stretch has given notice to introduce the following motion for consideration this date: "That the 2025 Council and Committee Calendar be amended to change the April 28, 2025 Council meeting to May 5, 2025." QUESTIONS AND ANSWERS BY-LAWS 11.1 1ST AND 2ND READING 11.1.a To further amend By-law No. 2008-117, being a by-law to authorize certain on -street and off-street parking of vehicles for use by persons with a disability, and the issuing of permits in respect thereof. 11.1.b To further amend By-law No. 88-171, being a by-law to designate private roadways as fire routes and to prohibit parking thereon. 11.1.c To further amend By-law No. 2010-190, being a by-law to prohibit unauthorized parking of motor vehicles on private property. 11.1.d To confirm all actions and proceedings of the Council for April 7, 2025. 12. COMMITTEE OF THE WHOLE 12.1 ADMINISTRATIVE REPORTS 12.1.a Noise Exemption - Songscape Music Festival — Kitchener Auditorium, CSD -2025-136 12.1.b Non -Standard Procurement - NSP25-074 Corporate Printing - Property Tax, Utility, and Miscellaneous Bills, FIN -2025-140 12.1.c Procurement By-law Threshold Update, FIN -2025-159 12.1.d THEMUSEUM Models for Consideration, DSD -2025-082 12.2 FOR INFORMATION 7 10 13 20 Page 5 of 88 12.2.a 2024 Variance Report, FIN -2025-131 51 12.2.b Council Remuneration 2024, FIN -2025-085 71 13. REPORT OF THE COMMITTEE OF THE WHOLE 14. BY-LAWS 14.1 3RD READING 14.1.a To further amend By-law No. 2008-117, being a by-law to authorize certain on -street and off-street parking of vehicles for use by persons with a disability, and the issuing of permits in respect thereof. (By-law 2025-035) 14.1.b To further amend By-law No. 88-171, being a by-law to designate private roadways as fire routes and to prohibit parking thereon. (By-law 2025-036) 14.1.c To further amend By-law No. 2010-190, being a by-law to prohibit unauthorized parking of motor vehicles on private property. (By-law 2025-037) 14.1.d To confirm all actions and proceedings of the Council for April 7, 2025. (By-law 2025-039) 14.2 LATE STARTER BY-LAWS TO BE ADDED TO THE AGENDA, PENDING APPROVAL OF THE REPORTS OF THE COMMITTEES 14.2.a Being a by-law to amend By-law No. 2022-109 regarding the Procurement of Goods and Services. (By-law 2025-038) 15. ADJOURNMENT Page 6 of 88 Staff Report l IKgc.;i' r� R Community Services Department www.kitchener.ca REPORT TO: Community and Infrastructure Services Committee DATE OF MEETING: April 14, 2025 SUBMITTED BY: Gloria MacNeil, Director of Enforcement, 519-783-8516 PREPARED BY: Gloria MacNeil, Director of Enforcement, 519-783-8516 WARD(S) INVOLVED: Ward 10 DATE OF REPORT: March 31, 2025 REPORT NO.: CSD -2025-136 SUBJECT: Noise Exemption — Songscape Music Festival — Kitchener Auditorium RECOMMENDATION: That an exemption to Chapter 450 (Noise) of the City of Kitchener Municipal Code be granted to the Songscape Music Festival that will donate proceeds to Grand River Hospital and the Awesome Music Project on Friday June 20, 2025 and Saturday June 21, 2025, held at the Kitchener Auditorium in the parking lot(s) (Lot F & G) located at 400 East Ave from 5pm — 11 pm. A further noise exemption will be required to allow for sound checks that will take place on June 20 and 21St, 2025 between 11:30am-4pm. This exemption is subject to the following conditions, which, if not complied with, will render the noise exemption null and void: a) 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); b) 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; and c) The event organizer will be responsible for the cost of a pay -duty Noise Officer, to be assigned specifically to these event(s); d) All events must end no later than 11 pm. REPORT HIGHLIGHTS: Songscape Music Festival is hosting an outdoor concert at the Kitchener Auditorium on June 20th and 21St, 2025 with proceeds going to Grand River Hospital Foundation and the Awesome Music Project. Sound checks will take place June 20 and June 21, 2025 between 11:30am and 4pm prior to the event. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 7 of 88 • The live concert event will be held over the two days on two stages, amain stage with larger bands while the side stage will feature local talent. This will be an all -ages event, that will be licensed and include local food trucks. • This report supports the delivery of core services. BACKGROUND: Songscape will transform The Aud's parking lots at East and Stirling Avenues into a vibrant outdoor music event on June 20 — 21, 2025. A similar concert event Rally for Health was held in May 2023, in the Sunlife parking lot with a similar set up which supported Grand River Hospital launching their Care Never Stops Campaign. REPORT: Songscape is a provincially incorporated non-profit organization operating in the Waterloo Region and has evolved from the Rally for Health event presented by the Grand River Hospital Foundation in May 2023. This new music festival has partnered with the Grand River Hospital Foundation and the Awesome Music Project. All proceeds from the event will go to these two charities. The festival will be a ticketed and licensed event featuring a diverse lineup of musical styles. There will be two stages set up in the parking lots at the Kitchener Auditorium (specifically Lots F & G), with six bands on both stages each day - three on the main stage and three on the side stage. The event will begin at 5pm and end no later than 11 pm on both days, with organizers expecting approximately eight thousand people in attendance daily. Sound checks will take place each day - June 20th and 21 st between 11:30am and 4pm. The event will be open to all ages. There will be approximately eight local food trucks on site over the two-day event providing food sales. In addition, the event will be licensed, and alcohol service will be managed by a wrist band process with confirmation of identification. Headlining on Friday June 20th will be Theory of a Deadman, Headstones, and Finger 11, while Saturday June 21St will feature performances by Mother Mother, Bahamas, and Good Kid. The side stage will showcase local talent. The sound output will include a PA system which has been designed to concentrate adequate sound pressure levels in the area of the audience, while mitigating levels outside the primary listening area. To accomplish this, the design includes a PA (speaker) height much lower than normal with the addition of delay speakers at the front of house position. The event organizers will ensure there is an on-site contact person accessible to correspond with City staff at all times during the event(s) and agree to respond accordingly to requests from City staff, to address community concerns that may arise with regard to the impact of noise heard within adjacent residential areas. The Auditorium parking lots will not be available for public parking during this event, and a portion of Stirling Ave S will be signed emergency no parking to ensure clear access for emergency response vehicles. To minimize disruptions, designated festival parking areas will be in place, and traffic management plans have been coordinated. Attendees are being encouraged to use public transit or alternative transportation. Bylaw will have a dedicated officer on duty for this event who will respond to any parking or noise complaints received in the adjacent neighbourhood. The officer will work with the event organizers to monitor sound levels. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: N/A COMMUNITY ENGAGEMENT: Event organizers have already hand delivered letters to surrounding neighours advising of the event inclusions as well as increased traffic to the area. They will also be notifying the public through a social media campaign, website and traditional media channels. APPROVED BY: Michael May, DCAO Page 9 of 88 Staff Report Financial Services Department www. kitchen er.ca REPORT TO: Committee of the Whole DATE OF MEETING: April 7, 2025 SUBMITTED BY: Ryan Scott, Chief Procurement Officer PREPARED BY: Jenny Ung, Procurement Specialist WARD(S) INVOLVED: N/A DATE OF REPORT: March 24, 2025 REPORT NO.: FIN -2025-140 SUBJECT: NSP25-074 Corporate Printing - Property Tax, Utility, and Miscellaneous Bills RECOMMENDATION: That the City extend the agreement for Corporate Printing of Property Tax, Utility, and Miscellaneous Bills with KUBRA Data Transfer LTD, Mississauga, Ontario for a three (3) year period, with no options for renewal, provided a satisfactory contract is executed. REPORT HIGHLIGHTS: • The purpose of this report is to obtain approval to proceed with a non-standard procurement in accordance with Procurement By-law 2022-109; • This report supports the delivery of core services. BACKGROUND: The City's Revenue Division utilizes an external printing provider to print all property tax, utility, and miscellaneous invoices. KUBRA Data Transfer LTD ("Kubra") was awarded the contract through a open competitive procurement process in 2022. It took approximately eighteen (18) months and an extensive amount of staff resources to transition this service to an external printing provider. Some examples of the work that was undertaken included: New formatting for each type of invoice or letter, including adjustments for envelope folding, placement of details on the bill, and colour testing; Creation of control files to guide the printing company for inserts into each envelope; Testing for all documents including property tax bills, utility bills, collections letters, etc. *** 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 88 Currently, City staff resources are limited due to the ongoing implementation of several projects, including Concur Phase 2, ActiveNet, and Success Factors. The City's total estimated spend against this contract for a three-year period is $712,465. The actual spend will depend on the level of activity throughout the term of the contract. It is being recommended that the City enter into a three (3) year extension agreement with KUBRA Data Transfer LTD. REPORT: In accordance with the Procurement By-law 2022-109, Section 15 — Non -Standard Procurement, Council's approval is required as the total value of the deliverables for this non-standard procurement exceeds the delegated authority. A non-standard procurement is the acquisition of goods, services or construction through a process or method other than the process and method normally required for the type and value of the required deliverables, as identified below: Requirement Procurement Value Excluding Taxes Procurement Process Approval Authority Goods, Services or $30,001 - Non -Competitive or Chief Construction under the $120,000 Limited Procurement circumstances included Competition Officer in Schedule "C". Goods, Services or $120,001 or Non -Competitive or Council Construction under the more Limited circumstances included Competition in Schedule "C". In accordance with the Procurement By-law 2022-109, Schedule "C", "Goods, services and construction may only be acquired through a non-standard procurement process under the following circumstances: Item 4: The procurement is for additional deliverables by the original supplier of the goods or services that were not included in the initial procurement if a change of supplier for such additional goods or services: a) cannot be made for economic or technical reasons such as requirements of interchangeability or interoperability with existing equipment, software, services or installations procured under the initial procurement; and b) would cause significant inconvenience or substantial duplication of costs for the City. The extension would allow the City to complete several printing cycles, providing an opportunity to assess potential adjustments to the new process. This would ultimately Page 11 of 88 contribute to a more informed and effective future procurement process, facilitating a smoother transition to the approved printing provider. The documentation was reviewed by S. Saleh, Director Revenue, M. Ignor, Manager, Utility Billing and Customer Service and J. Ung Procurement Specialist, who concur with the above recommendation. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: Funding will be provided from Revenue Division's Operating Accounts. 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: Jonathan Lautenbach, Chief Financial Officer, Financial Services Department Page 12 of 88 Staff Report Financial Services Department www.kitchener.ca REPORT TO: Committee of the Whole DATE OF MEETING: April 7, 2025 SUBMITTED BY: Ryan Scott, Chief Procurement Officer PREPARED BY: Ryan Scott, Chief Procurement Officer Lesley MacDonald, City Solicitor WARD(S) INVOLVED: N/A DATE OF REPORT: March 27, 2025 REPORT NO.: FIN -2025-159 SUBJECT: Procurement By -Law Threshold Update RECOMMENDATION: That Council approve amendments to Procurement By-law No. 2022-109, as per Attachment A, to align with the Canadian Free Trade Agreement (CFTA) dollar thresholds, to allow for the expanded procurement of local and Canadian goods, services and/or construction, as outlined in Financial Services Department report FIN -2025-159, as previously presented on March 17th, Chief Administrative Officers report CAO -2025-135; and further, That the proposed by-law being considered read a first and second time and be referred to the third reading on the agenda this date. REPORT HIGHLIGHTS: • The purpose of this report is to obtain approval for proposed amendments to the Procurement By-law No. 2022-109 thresholds as outlined in this report. • This report supports the delivery of core services. BACKGROUND: On March 17, 2025, the Chief Administrative Officer on behalf of the City of Kitchener Tariff and Trade Task Force presented the City's response to US Tariffs and Trade. One of the actions was to amend the procurement by-law thresholds to align with the Canadian Free Trade Agreement (CFTA) dollar thresholds which will allow for the expanded procurement of local and Canadian goods, services and/or construction. REPORT: Municipalities in Ontario and Canada are required to comply with the Canadian Free Trade Agreement (CFTA), and the Canadian European Trade Agreement (CETA). CFTA sets *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 13 of 88 minimum dollar thresholds where a formal competitive procurement process must be conducted that is open to all interested parties regardless of where they are located. These prescribed thresholds currently prevent municipalities from fully supporting buy Canadian, buy local for goods, services or construction activities. For procurements that fall below these limits, there is more flexibility to conduct targeted procurement activities that prioritize Canadian purchases. The City's Procurement By-law is updated periodically (typically every 5 years) where limits are reviewed and updated. The City's Procurement By-law was last updated in 2022 and the thresholds in the current by-law reflect the prescribed CFTA limits that were identified at that time. In an effort to support a buy Canadian, buy local approach, staff recommend updating the thresholds in the Procurement By-law to mirror current CFTA prescribed limits, which have increased since 2022 and to automatically update them when new limits are published. The proposed changes to the thresholds are as follows: Invitational Competition procurement is proposed to increase the upset dollar threshold from $120,001 to $133,800 for goods and/or services and from $120,001 to $334,400 for construction work. There are also proposed changes to the thresholds internally to support a buy Canadian, buy local approach which are identified in Attachment A. Open competitive procurement is conducted for projects exceeding the stated upset dollar threshold. In addition to these changes, staff recommend increasing delegated authority to the Chief Procurement Officer for sole source awards from $120,000 to $250,000. This increase will allow for greater flexibility in supporting buy Canadian, buy local, and will allow for quicker procurements of items such as fleet vehicles, that may become available in Canada within existing inventory as way to mitigate the impacts of immediate tariffs. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: The recommendation has no impact on the capital budgets. The recommendation has no impact on the operating budgets. 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: a CAO -2025-135 City of Kitchener Response to U.S. Tariffs and Trade APPROVED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services Department Page 14 of 88 ATTACHMENTS: Attachment A — Amendment to Procurement By-law 2022-109 Page 15 of 88 BY-LAW NUMBER OF THE CITY OF KITCHENER (Being a by-law to amend By-law No. 2022-109 regarding the Procurement of Goods and Services) WHEREAS it is deemed necessary and expedient to amend By-law 2022-109; NOW THEREFORE the Council of the Corporation of the City of Kitchener enacts as follows: 1. Section 12.c) of By-law 2022-109 is hereby deleted and replaced with the following: "12. c) Where any Contract has been authorized under this By-law, the CPO may authorize disbursement of additional funds, under a Contract or by Purchase Order, provided that the additional funds: i) shall not exceed the greater of $133,800 or ten percent (10%) of the original Contract price; ii) are available within the relevant budget; and iii) are required to complete works that are necessary as part of the original scope of the Contract and do not expand the scope of work under the Contract beyond what was expressly contemplated under the original Procurement." 2. Section 16.4 of By-law 2022-109 is hereby deleted and replaced with the following: " 16.4 When the Procurement Value of the Emergency purchase exceeds $133,800, the CPO shall provide a report to Council in accordance with Section 27." 1 Page 16 of 88 3. Section 27.1 of By-law 2022-109 is hereby deleted and replaced with the following: "27.1 The CPO must submit quarterly procurement information reports to Council to provide the following information about the City's procurement activities: a) The circumstances and details of approved procurements exceeding $133,800 in value, under delegated authority of the CPO; and b) the circumstances and details of any emergency purchase(s) with a procurement value exceeding $133,800." 4. Schedule "B" of By-law 2022-109 regarding Delegated Procurement Authorities is hereby deleted and replaced with Schedule "B" attached, dated April 7, 2025. PASSED at the Council Chambers in the City of Kitchener this day of April, A.D. 2025. 2 Mayor Clerk Page 17 of 88 SCHEDULE"B" DELEGATED PROCUREMENT AUTHORITIES —APRIL 7, 2025 Note 1: All described methods must be conducted in accordance with applicable procurement procedures and protocols under the City's Procurement Procedures and Protocols. Page 18 of 88 Authority to Authority to Requirement Procurement Procurement Method (Note 1) Approve the Execute Value Process Award of a Agreement Contract and/or Issue a Purchase Low Cost Purchase - low Up to $40,000 Non -Competitive Purchase made through DH or designate CPO (Note 3) value procurement of any corporate purchasing card or goods, services and issuance of purchase order, or construction other. Any value (in Goods, Services and accordance with Standing Offer Purchase made through DH or designate CPO Construction as specified competitive corporate purchasing card or in Standing Offer method) issuance of purchase order Competition Any value (in Goods, Services and accordance with Invitational Solicitation document issued to CPO CPO Construction from existing competitive Competition suppliers on the Qualified Qualified Supplier Roster method) Supplier Roster Goods and Services (low $40,001 - $80,000 Invitational Solicitation document issued to CPO CPO bid) Competition a minimum of 3 suppliers. Goods and Services $80,001 - Invitational Solicitation document issued to CPO CPO $133,800 Competition a minimum of 3 suppliers by the Procurement Section Goods and Services $133,801 or more Open Solicitation document publicly CPO CPO Competition posted by the Procurement Section. Construction $40,001 - Invitational Solicitation document issued to CPO CPO $334,400 Competition a minimum of 3 suppliers by the Procurement Section Construction $334,401 or more Open Solicitation document publicly CPO CPO Competition posted by the Procurement Section. Establish Standing Offer Any value Open Solicitation document publicly CPO CPO or Qualified Supplier Competition posted by the Procurement Roster Section Goods, Services or $40,001 - Non -Competitive Contract awarded directly to a CPO CPO Construction under the $250,000 or Limited Competition supplier without competition or circumstances included in bids solicited from a limited Schedule "C". number of suppliers in place of an Open Competition Goods, Services or $250,001 or more Non -Competitive Contract awarded directly to a COUNCIL CPO Construction under the or Limited supplier without competition or circumstances included in Competition bids solicited from a limited Schedule "C". number of suppliers in place of an Open Competition Note 1: All described methods must be conducted in accordance with applicable procurement procedures and protocols under the City's Procurement Procedures and Protocols. Page 18 of 88 Note 2: The need for an executed agreement, in addition to the issuance of a PO, is determined in accordance with the City's Procurement Procedures and Protocols. Note 3: CPO - Chief Procurement Officer is head of the City's Procurement Section or designate. Note 4: Procurement thresholds for open competition will be adjusted bi-annually to the limits published by the Ontario Public Buyer Association. 2 Page 19 of 88 Staff Report J IKgc.;i' r� R Development Services Department www.kitchener.ca REPORT TO: Committee of the Whole DATE OF MEETING: April 7, 2025 SUBMITTED BY: Cory Bluhm, Executive Director, Economic Development, 519-783- 8262 PREPARED BY: Andrea Hallam, Manager, Arts & Creative Industries, 519-783-8269 WARD(S) INVOLVED: Ward 10 DATE OF REPORT: April 2, 2025 REPORT NO.: DSD -2025-082 SUBJECT: THEMUSEUM Models for Consideration RECOMMENDATION: That the Chief Administrative Officer be authorized to execute a conditional 3 -year funding agreement to provide up to $300,000 of additional annual funding to THEMUSEUM, to align with THEMUSEUM's next three fiscal years commencing July 1, 2025 and ending June 30, 2028, including financial and operational expectations in accordance with report DSD -2025-082, to the satisfaction of the City Solicitor; and, That, subject to THEMUSEUM Board and the City executing a 3 -year funding agreement, that be appointed to THEMUSEUM board, and that a member of the City's Economic Development Division be appointed as a non-voting member of THEMUSEUM board with said appointment determined by the City's Executive Director of Economic Development, effective on the date of the signing of the 3 -year funding agreement, as outlined in report DSD -2025-082; and, That the City extends the timeframe within which THEMUSEUM could renovate and expand into 2 King Street West by one year to December 31, 2031; and further, That the City's Chief Administrative Officer be authorized to permit future extensions to the timeframe for 2 King Street West, in accordance with report DSD -2025-082. REPORT HIGHLIGHTS: • The purpose of this report is to provide conditional funding support for THEMUSEUM, a Key Cultural Institution within the City of Kitchener, following the review of their organizational model. • The keyfinding of this report is thatTHEMUSEUM is continuing to experience significant financial challenges, which requires an increase in financial support. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 20 of 88 • The financial implications are that THEMUSEUM is requesting that the City would enter into a conditional funding agreement to provide up to an additional $300,000 in funding annually for 3 years. A portion of this commitment would be funded through unallocated budget within Economic Development Grants, with any balance of funding representing a budget over -expenditure which will form part of the City's overall year-end budget variance. • Community engagement included posting this report on the City's website. • This report supports Creating an Economically -Thriving City Together: Focuses on growing an agile, diverse local economy powered by talented entrepreneurs, workers & artists; creating opportunities for everyone and a resilient future that propels our city forward. BACKGROUND: THEMUSEUM was established in 2003 and offers innovative experiential exhibitions, partners with local school boards to offer educational visits for elementary students, hosts a wide range of events, provides summer camps to youth and operates a maker studio. THEMUSEUM attracts approximately 75,000 visits to Downtown Kitchener each year. Approximately one-third of visitors come from out of town, generating $2.2 million to $3.2 million in tourism -based economic impact. THEMUSEUM makes a significant cultural and economic contribution to the Kitchener community. In 2010, the City identified THEMUSEUM as one of three Key Cultural Institutions (KCIs) in Kitchener. Each KCI was provided with an annual operating grant. In 2023, THEMUSEUM received a total of $728,573 in combined funding (cash and in-kind) from the City of Kitchener, the City of Waterloo, and the Region of Waterloo. THEMUSEUM currently operates out of the City -owned facility at 10 King Street West. In 2024, THEMUSEUM received $306,240 from the City of Kitchener ($166,156 in cash, $109,857 budgeted for facility repairs, and $30,777 for parking). In 2019, THEMUSEUM indicated that it was experiencing financial challenges. The City of Kitchener supported an organizational review, which provided a series of recommendations for THEMUSEUM to improve their financial position. In the early years of the pandemic, THEMUSEUM was able to improve its financial position through government assistance tied to the pandemic. However, post -pandemic, THEMUSEUM is again experiencing financial strain. In May 2024, THEMUSEUM presented to Council on the financial challenges they are facing and requested emergency funding. As a condition of the provision of funding, Council directed staff to work with THEMUSEUM to develop business model options, with the goal of achieving sustainability. REPORT: Since May 27, 2024, staff have been meeting biweekly with THEMUSEUM working group to discuss and evaluate potential models for achieving sustainability. These discussions were complemented by monthly check -ins involving both the Mayor and the Chief Page 21 of 88 Administrative Officer. During these meetings, staff consistently guided THEMUSEUM working group to explore as many avenues for sustainability as possible. Through this process, 5 preliminary models were identified. 3 of these models were short- listed for a more comprehensive evaluation. 1 model was selected for a more detailed financial analysis. STAGE 1 - Preliminary Models Based on key themes communicated during initial meetings, City staff and THEMUSEUM working group collaboratively identified five models to consider: 1. Sustainable Funding by Municipalities 2. Expansion into 2 King West 3. Change Programming / Different Use of Space 4. Reducing Costs to the Greatest Extent Possible 5. Closure Model #1 — Sustainable funding from municipalities and the Region Under this model, THEMUSEUM would leverage additional municipal funding to increase revenue in the following ways: a) additional staff resources to secure corporate sponsorship, philanthropy and non-governmental revenues; and b) increased marketing to improve gate revenues. Based on financials provided by THEMUSEUM, an investment of $300,000 per year could enable an increase in non-governmental funding of $500,000 over 3 years and increased gate revenue of $250,000+ over 3 years as well. While THEMUSEUM may prefer increased funding in perpetuity, staff recommend an investment approach. Historically, THEMUSEUM's average annual deficit is approximately $300,000. Under this model, staff would recommend directing THEMUSEUM Board to focus on utilizing medium-term funding (3 years) to grow sustained revenues by $600,000. In concept, once this level is achieved, THEMUSEUM would have sufficient funding to cover the additional staffing and marketing costs — as supported by the medium-term funding — plus funding to cover their annual deficit. This financial model would allow the organization to maintain a positive social and economic impact, make optimal use of its assets, and increase public hours, resulting in more people downtown. It ensures continued high-quality exhibitions and events, while also providing access for low-income guests and schools. Key Finding: This model would create the most stability for the organization. It allows forward planning and the ability to fully execute the mission and work towards the vision, while continuing to deliver programs and services to the community. If treated as a medium-term investment, it would limit the municipal contribution to a 3 -year period. Model #2 — Expansion into 2 King West Currently, when THEMUSEUM transitions between exhibitions, they often need to close the entire facility to facilitate the transition. This results in a loss of gate revenue and an inability to provide their members with continuous access to their services. Additional floor space Page 22 of 88 would allow THEMUSEUM to maintain a continuity of programming by utilizing the additional space to support their static exhibits. The expansion could also allow for multiple revenue - generating events to take place simultaneously and increase partnerships. This growth creates opportunities for a broader range of industry partners and donors, as well as expanded opportunities for digital content creators. The project could add animation and new visual interest to a key downtown intersection, providing students with both familiar and new learning activities. Such an expansion would require significant capital investment, necessitating the need for a capital fundraising campaign and/or securing Provincial or Federal funding. A comprehensive business case would need to be completed to Council's satisfaction. Key Finding: Given the capital investment required and THEMUSEUM's current financial situation, it would not be financially prudent to explore this option as an immediate solution at this time. Model #3 — Changing the Program/Rental or Lease of 4th Floor This model would involve eliminating the 4th floor from THEMUSEUM's operation, with said space to be leased to a third -party organization. THEMUSEUM would experience a reduction in operating costs and the potential for the City or THEMUSEUM to increase revenues through a new lease. THEMUSEUM would shift solely to family-oriented experiences throughout the remainder of the facility and utilize the atrium primarily for event rentals. In reviewing the financial implications of this model, the following challenges were observed: • The operational savings would be incremental only and not substantially decrease overall costs; • The reduction in educational and artistic content would limit grant opportunities; • Support from individuals and foundations may decline due to the change in the organization's scope and mandate; and, • Eligibility for provincial tourism grants, such as OCAF and Celebrate Ontario, may be reduced. In addition, the remaining family -focused space will result in fewer evening events, and there would be logistical challenges with tenants related to insurance, security, and access. THEMUSEUM's focus would also shift toward outbound education for schools, rather than offering an exploration -based experience. Most notably, the reduction in offerings would likely lead to dramatically reduced memberships and gate revenue. Such a model would only prove beneficial if the user of the 4th floor also attracted an audience that aligned with the offerings of THEMUSEUM. Key Finding: The operational cost savings of this model would be outweighed by a potential significant loss in revenues across multiple sources. This model could be considered in the future if opportunity arises to co -locate an organization with a similar offering type. Model #4 — Reducing costs to the greatest extent possible Page 23 of 88 This model would involve a series of budget reductions to create as lean an operation as possible while making critical programming changes to reduce costs. For example, this could include extending the exhibitions on the 3rd and 4th levels for multiple years. Other cost cutting examples could include: • Eliminating non -revenue -generating activities, such as At First Light; • Eliminating the free accessibility pass program with KPL; • Reduced opening times; and, • Scale back on evening and weekday programming. THEMUSEUM noted that these changes would shift the organization's focus from a cultural destination to an attraction -based experience. Programming that results in a net overall financial loss would be reconsidered or eliminated. THEMUSEUM predicts these changes would result in a loss of revenue from gate fees, memberships, retail, and rentals because of static exhibitions and reduced hours. To eliminate the current average annual deficit of $300,000, THEMUSEUM would need to reduce expenses by $300,000 plus any forecasted revenue reductions. It is THEMUSEUM's position that this level of cost-cutting cannot be achieved. This model partially aligns with the strategy currently being deployed by THEMUSEUM for both the 2023/2024 and 2024/2025 budget years. Those budgets still result in a deficit position for the organization. Note: As part of the evaluation of this model, staff reviewed THEMUSEUM's budget and profit -and -loss statements. While staff have suggested areas of reductions, it is difficult for staff to properly assess cost savings without full understanding of the daily and annual operations of THEMUSEUM. As such, staff are relying on the recommendations of THEMUSEUM staff and board. Key Finding: It is THEMUSEUM's position that cost reductions will lead to a reduction in service offerings which will, in -turn, result in lost revenue. Additional municipal funding would still likely be required, yet the community would receive a reduced level of service. Model #5 — Closure This plan would involve THEMUSEUM winding down operations by June 30, 2025. This would include paying off any outstanding debts and providing severance for staff. Key Finding: This option was not fully explored. Staff would revisit the implications for the building should closure become an outcome. STAGE 2 - Short-listed Models Following initial evaluation, THEMUSEUM focused on the three most viable concepts: • Model #1 — Sustainable funding from municipalities and the Region • Model #3 — Changing programming or utilizing the space in different ways • Model #4 — Reducing costs to the greatest extent possible Page 24 of 88 Staff reviewed the details and financials for the three selected models and, in turn, sent a list of questions to THEMUSEUM regarding each model. To assist in the decision-making process, THEMUSEUM staff provided the City with a financial summary chart that layered the 2023 and 2024 income statements against the projected financials for the three models being considered. This process reflected the ongoing efforts to assess and ensure the long- term sustainability of the organization, with a focus on financial viability and strategic planning. Summary of Financial Models One factor to consider when analyzing the sustainable funding models is the timing of THEMUSEUM's fiscal budget cycle. Specifically, THEMUSEUM's fiscal budget year starts on July 1St and ends on June 30th of the following year. In terms of cash flow, payments from government grants typically occur at the start of the City or Region's fiscal cycle (e.g., January or February), whereby THEMUSEUM can start a fiscal period without any guarantee of receiving government grants. The risk of not knowing government grant funding at the start of a fiscal period is impactful due to budgetary planning and financial prudence. The following 1 -year overview chart below summarizes the difference between the three financial models in the 2025/2026 budget year. 1 -Year Overview (Models #1, #3, and #4)* 2025/2026 In Dollars $ Model #1 Munici al Funding Model #3 Vacate 4th Foor Model #4 Cost Reduction Revenues 3,373,668 2,366,842*** 2,078,824 Expenses 3,424,528 2,460,689 2,429,883 Estimated Surplus (Deficit)** (4,860) (93,847)*** (313,059) *Financial forecasts developed and provided by THEMUSEUM. **Accounts for investment income. ***Assumes $100,000 in revenue for rental of the 4r" floor Financial projections were developed by THEMUSEUM working group for the three models as contained in Appendix A. Given the forecasted deficit positions after year 1, it was decided to only explore Model #1 further. THEMUSEUM's board has also supported pursuing Model #1. STAGE 3 — Further Analysis of Model #1 As noted previously, the focus of this model is to utilize additional City funding to increase non-governmental funding and gate revenues, with the goal of reducing the overall annual deficit. The chart below illustrates a 5 -year financial forecast for Model #1 as provided by THEMUSEUM. It is important to note the shift in conditional funding from $200,000 to $300,000. The $200,000 in 2024/25 comes from the timing of payment of emergency funding granted by Council in May 2024. The $300,000 of conditional funding in 2025/26 represents the requested amount in the new sustainable funding model. KCI funding is Page 25 of 88 separate from conditional funding, and the assumption acted on by THEMUSEUM working group is that KCI funding would only be impacted by inflationary increases. On the revenue side, for example, THEMUSEUM'S forecast shows a revenue increase in non-government funding of $500,000 from 2023/24 to 2028/29. On the expense side, this forecast includes annual increases to overall expenses ranging from 2.9 to 6.8%. Based on these projections, THEMUSEUM would continue to experience a $300,000 annual deficit. Financial Forecast of Model #1 (July 1 to June 30) Revenues ($) 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Earned 1,934,445 1,705,729 1,773,229 1,842,761 1,917,466 1,994,494 Non -Gov't 114,830 427,554 513,065 564,371 592,590 622,219 KCI (All) 659,709 603,133 607,481 611,917 616,441 621,055 Conditional 100,000* 200,000* 300,000** 300,000** 300,000** 0 Fed 150,414 86,084 86,084 86,084 86,084 86,084 Prov 44,411 93,809 93,809 93,809 93,809 93,809 Investment 75,312 60,000 46,000 33,000 20,000 20,000 Total 3,079,121 3,176,309 3,419,668 3,532,942 3,626,389 3,437,662 Expenses S 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 HR 1,811,111 1,982,818 2,027,544 2,073,452 2,120,580 2,168,968 Programmi n 204,821 266,019 279,320 293,286 307,950 323,348 Exhibitions 502,945 171,538 235,115 246,871 259,214 272,175 Marketing 149,782 272,950 357,590 372,402 387,955 404,285 General 362,888 512,767 524,960 546,510 559,391 572,631 Total 3,031,547 3,206,092 3,424,528 3,532,521 3,635,089 3,741,407 % Increase of 6.81% 3.15% 2.9% 2.92% Expenses Surplus(Defic 47,574 (29,784) (4,860) 421 (8,700) (303,745) it) Note: The above financial projections were developed and provided by THEMUSEUM. *As per DSD -2024-229, $200, 000 of the total $300, 000 in emergency funding was allocated to THEMUSEUM's 2024/2025 fiscal year. ($100,000 was applied to 2023/24 fiscal.) **New Conditional funding request of $300,000 per year. The chart below illustrates two alternate rates of increases to expenses. For each scenario, revenue growth remains consistent with the above chart. Expenses are shown using inflation rates of 2% and 3% applied to all expenses with the exception of Marketing, which would see a significant initial increase in 2025/26 with said increase retracting in 2028/29: Expenses ($) 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Page 26 of 88 Resultant 47,574 (29,784) (4,860) 421 (8,700) (303,745) Surplus/Deficit @ 2.9% to 6.8% Resultant Surplus/ 40,942 52,854 41,898 (126,349) Deficit 3% Resultant Surplus/ 70,273 116,559 141,679 0 Deficit 2% Based on the above, if THEMUSEUM could achieve the forecasted revenues while maintaining lower annual operating expenses, it is possible that a sustainable budget could be achieved. THEMUSEUM has provided the following comments: • THEMUSEUM'S board is committed to achieving a breakeven budget for fiscal 2028/29 and beyond (without the need for an additional $300,000 in 2028/29); • The Revenue amounts set out in Model #1 are conservative and THEMUSEUM believes that with the deployment of the additional $300,000 in funding that revenues may exceed the model's projections; • THEMUSEUM does not believe that a hard cap with respect to expense growth should be a condition of funding as the ultimate goal of a breakeven budget can be achieved by increased revenues, expense reductions or a combination thereof; and, • The impact of the additional $300,000 of funding on revenue line items will take some time to achieve. As such, while reviewing financial performance constantly is important, THEMUSEUM believes that it is likely that the true impact of such funding on financial performance may not be visible until 12 — 18 months after the funding is provided. This anticipated delay in impact should be taken into account in reviewing annual financial performance. Fundinq Option Risks The following are the potential risks and constraints of a reduced investment level. While the requested conditional funding amount from THEMUSEUM is $300,000 annually, THEMUSEUM working group wanted to present a more fulsome overview of what a lower level of funding would mean to the organization. THEMUSEUM working group suggested that any funding less than $300,000 annually could potentially impact operations in the following ways: • Loss of staff; • Loss of Board members; • Change in vision of THEMUSEUM; • Static exhibitions; • Loss of innovative and creative programming; • Reduced educational program delivery; • Reduced support from third party rentals; and, • Reduced membership. Implications for Downtown Kitchener Page 27 of 88 Historically, many businesses in Downtown Kitchener have been dependent on 16,000 residents who would come to work in the core each day. As a result of the pandemic and the shift of office workers to hybrid work arrangements, Downtown has experienced a significant drop in daytime foot traffic. In Q4 of 2024, CBRE reported a 40% vacancy rate in Downtown Kitchener office space. While residential development has offset some of this loss, businesses are still challenged to replace this scale of customer loss. THEMUSEUM attracts approximately 72,000 visitors per year. Prior to the pandemic, THEMUSEUM attracted 95,000+ visitors in 2018/19. As such, THEMUSEUM is a key major attractor of foot traffic, alongside places like Centre In The Square, the KW Art Gallery, the Kitchener Market, and annual festivals and events. Loss of THEMUSEUM would only further decrease downtown foot traffic. As a result of the decrease in office users, perceptions of the downtown have been negatively impacted. Given the City's goal of building a vibrant downtown, the closure of THEMUSEUM would negatively impact the perception of the core to residents, investors and prospective retail/office businesses. Recommendation - Conditional Funding Agreement Staff recommend creating a Conditional Funding Agreement that is separate from THEMUSEUM's annual operating grant and outside of the Key Cultural Institutions process. The Conditional Funding Agreement would outline the terms under which THEMUSEUM will receive financial support from the City for up to a three-year period, with phased funding allocations from July 1, 2025, to June 30, 2028. This agreement would be separate from existing funding mechanisms and would come with specific financial and operational conditions. The overall purpose of the agreement aims to ensure financial sustainability and operational accountability for THEMUSEUM while securing stable funding from the City under strict conditions. Key Components of the agreement would include: 1. Funding Structure — a 3 -year term. 2. Financial Target — THEMUSEUM would be required to achieve a breakeven or surplus budget by 2028/29. 3. Reporting Requirements — THEMUSEUM would be required to provide regular financial statements (i.e., quarterly variance reports) and report on key performance indicators, such as gate attendance. 4. Financial Conditions — THEMUSEUM board would be required to actively work to achieve a year-end annual surplus, with a portion of the surplus returned to the City depending on the amount of surplus achieved. Certain spending limitations may be included. A goal would be set for the board to achieve a $600,000 net increase of revenue over expenses by the end of the 3 -year term to eliminate the need for the City to provide funding beyond the term of the agreement. THEMUSEUM would not be permitted to request any additional funding from the City during this time. Page 28 of 88 5. Governance & Oversight — the City would be granted two seats on THEMUSEUM board, including 1 voting member of Council and 1 ex -officio staff member, to ensure adherence to the terms of the agreement and continued focus on sustainability. 6. Key Performance Targets — THEMUSEUM would be expected to achieve specific performance targets, such as increased walk-up gate attendance, maintaining or growing school visits, summer camps, etc. 7. Operational Review & Sustainability Measures — ongoing review by the board of THEMUSEUM's operations, staffing levels, key performance indicators and expenses to identify ongoing opportunities to achieve sustainability. Rationale for Supporting a 3 -year Funding Agreement While it would have been staff's preference to see THEMUSEUM achieve sustainability without the need for increased funding (i.e., through cost cutting measures), based on the work completed by THEMUSEUM's working group, additional funding appears to be the most viable option. Staff support providing funding over a 3 -year term for the following reasons: 1. Loss of a Key Cultural Institution — Closure of one of the community's largest cultural institutions would significantly impact the cultural landscape in the region. In particular, the inability for elementary students and young children to participate in educational visits, summer camps, etc., would be a significant loss. 2. Impact to Downtown Kitchener — As noted in this report, as a result of the pandemic and the shift of office workers to hybrid work arrangements, Downtown has experienced a significant drop in daytime foot traffic. Loss of THEMUSEUM would only further decrease downtown foot traffic and may impact confidence levels of prospective businesses and real estate investors. 3. Economic Impact to the region — Based on the Province's `Tourism Regional Economic Impact Model', THEMUSEUM visitors spend an estimated $2.3 million to $3.2 million each year as part of their trips. With an estimated 24% to 37% of total attendees coming from out of town, this spending would include hotel stays, spinoff restaurant spending, spinoff shopping, etc. Based on the foregoing, staff concur that short-term funding is needed to ensure the ongoing operations of THEMUSEUM. However, given that the total annual funding provided to THEMUSEUM would be almost double that given to other Key Cultural Institutions, staff recommend the funding be limited in time, and meant to enable THEMUSEUM board to increase revenues to a sustainable level, in order to return to current funding levels in 3 years time. Should there be a need for modest additional funding beyond year 3, such requests would be considered as part of the City's Key Cultural Institutions annual granting process. 2 King Street West Page 29 of 88 In 2020, the City acquired 2 King Street West and agreed to provide THEMUSEUM with a 10 -year window to undertake the necessary business case development and fundraising to support expansion of their footprint. In 2022, the City launched the SDG Idea Factory, and THEMUSEUM agreed not to proceed with an expansion until at least August 2025. Given the success of the SDG Idea Factor and the current challenges of THEMUSEUM, THEMUSEUM has agreed to extend this window to August 2026, but has requested that their timeframe for renovation also be extended by one year until 2031. In subsequent years, should THEMUSEUM still not be in position to expand, both timeframes could continue to be extended accordingly, subject to the approval of the City's Chief Administrative Officer. By doing so, this maintains THEMUSEUM's ability to contemplate expansion while providing the City with the ability to provide greater certainty and longevity to the tenants of the SDG Idea Factory. STRATEGIC PLAN ALIGNMENT: This report supports Creating an Economically -Thriving City Together: Focuses on growing an agile, diverse local economy powered by talented entrepreneurs, workers & artists; creating opportunities for everyone and a resilient future that propels our city forward. FINANCIAL IMPLICATIONS: Capital Budget — The recommendation has no impact on the Capital Budget. Operating Budget — The recommendation would require an increase to the City of Kitchener's annual operating grant to THEMUSEUM by up to $300,000 annually for a three- year period covering the following three fiscal years for THEMUSEM: 2025/2026, 2026/2027 and 2027/2028). As THEMUSEUM operates on a fiscal budget that begins July 1, the City's contributions may be spread over the City's budget years between 2025 and 2028, with exact timing of contributions to be determined as part of the 3 -year funding agreement. For 2025, the funding can be accommodated through unallocated grant funding within Economic Development Grants of the City's operating budget. For the 2026 to 2028 budgets, staff would allocate the specific grant amount within Economic Development Grants. This would reduce the amount of unallocated funding available for other new granting opportunities. 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: • DSD -24-229 Interim Support for THEMUSEUM • DSD -22-058 Proposed Use of 2 King Street West • DSD -20-041 Acquisition of 2-8 King Street W, Kitchener • DSD -20-040 Collaborative Municipal Funding for Key Cultural Institutions 2019/2020 Summary Page 30 of 88 APPROVED BY: Dan Chapman, Chief Administrative Officer ATTACHMENTS: Attachment A — Budget Projections Attachment B — Economic Impact Information Page 31 of 88 AttachmentA- Budget Projections Contents: Budget projections for 3 financial models Model #1: Sustainable funding from municipalities and the Region Model #3: Changing programming or utilizing the space indifferent ways Model #4: Reducing costs to the greatest extent possible Page 32 of 88 THEMUSEUM of Ideas Transcending Objects Model 1 Summary- 5 YR Model # 1 - Sustainable funding from municipalities and the Region Over Five Years 2025 2026 2027 2028 2029 Revenue: Earned Revenue: Admissions $423,720 $444,906 $467,151 $490,509 $515,034 Photo Booth $24,200 $25,410 $26,681 $28,015 $29,415 Programming $503,036 $528,187 $554,597 $582,326 $611,443 Memberships $114,400 $117,260 $120,192 $123,196 $126,276 Merchandise $93,500 $98,175 $103,084 $108,238 $113,650 Museums Canada $80,150 $80,150 $80,150 $80,150 $80,150 Rentals $333,320 $341,653 $350,194 $358,949 $367,923 Group sales $30,000 $31,500 $33,075 $34,729 $36,465 The Lounge $103,403 $105,988 $108,638 $111,354 $114,138 Non -Govt Development $427,554 $513,065 $564,371 $592,590 $622,219 $2,133,283 $2,286,294 $2,408,132 $2,510,056 $2,616,713 Government Funding: Municipalities: Region of Waterloo $385,716 $385,716 $385,716 $385,716 $385,716 City of Kitchener: Annual $166,152 $169,475 $172,865 $176,322 $179,848 Top -up $200,000 $0 $0 $0 $0 City of Waterloo $51,265 $52,290 $53,336 $54,403 $55,491 $803,133 $607,481 $611,917 $616,441 $621,055 Federal Government $86,084 $86,084 $86,084 $86,084 $86,084 Provincial Government $93,809 $93,809 $93,809 $93,809 $93,809 $983,026 $787,374 $791,810 $796,334 $800,948 .... ,,,, Expenses: Human Resources $ 1,982,818 $2,027,544 $ 2,073,452 $2,120,580 $ 2,168,968 Cost of goods sold $ 155,360 $ 159,244 $ 163,225 $ 167,306 $ 171,488 Programming $ 266,019 $ 279,320 $ 293,286 $ 307,950 $ 323,348 Exhibitions $ 171,538 $ 235,115 $ 246,871 $ 259,214 $ 272,175 Marketing $ 272,950 $ 357,590 $ 372,402 $ 387,955 $ 404,285 General +Administration$ 357,407 $ 365,716 $ 383,285 $ 392,085 $ 401,143 3,7;x'1;;4©7``' Investment income $ 60,000 $ 46,000 $ 33,000 $ 20,000 $ 20,000 Page 33 of 88 THEMUSEUM of Ideas Transcending Objects Model # 1 - Sustainable funding from municipalities and the Region Over Five Years Assumptions for Model #1 1. Percentage increase in direct (exhibition related) revenues 2. Percentage increase in indirect revenues (Memberships, camps, schools) 3. Percentage increase in non-gov't development 4. Additional spend on exhibits to attract visitors (rebuild from previous years' low levels) 5. Increased marketing spend to support development & sales 6. Annual rate of inflation - applied to City of Kitchener & City of Waterloo funding, Human Resource Expense, G&A exp Other assumptions -Fiscal 2025 Includes $200,000 of $300,000 City of Kitchener funding rec'd in Calendar 2024 - No other City of Kitchener funding requests not included - investment income and bank interest expense - assume operating line increase, restricted funds decrease to cover operating deficit, resulting in increased interest expense and reduced interest income Result - with additional development resources, there is still a need for additional funding to sustain Revenue: Earned Revenue: Admissions Photo Booth Programming Memberships Merchandise Museums Canada Rentals Group sales The Lounge Non -Govt Development Government Funding: Municipalities: Region of Waterloo City of Kitchener: Annual Model 1 Assumptions Year Year3 Year Year 5% 5% 5% 5% 2.5% 2.5% 2.5% 2.5% 20% 10% 5% 5% 60% 10% 10% 10% 40% 5% 5% 5% 2025 2026 2% 2027 2% 2% 2028 2029 2% $423,720 $444,906 $467,151 $490,509 $515,034 $24,200 $25,410 $26,681 $28,015 $29,415 $503,036 $528,187 $554,597 $582,326 $611,443 $114,400 $117,260 $120,192 $123,196 $126,276 $93,500 $98,175 $103,084 $108,238 $113,650 $80,150 $80,150 $80,150 $80,150 $80,150 $333,320 $341,653 $350,194 $358,949 $367,923 $30,000 $31,500 $33,075 $34,729 $36,465 $103,403 $105,988 $108,638 $111,354 $114,138 $427,554 $513,065 $564,371 $592,590 $622,219 $2,133,283 $2,286,294 $2,408,132 $2,510,056 $2,616,713 $385,716 $385,716 $385,716 $385,716 $385,716 $166,152 $169,475 $172,865 $176,322 $179,848 Page 34 of 88 Top -up $200,000 $165,198 $173,457 $182,130 $191,237 City of Waterloo $51,265 $52,290 $53,336 $54,403 $55,491 Compensation - Full-time $803,133 $607,481 $611,917 $616,441 $621,055 Federal Government $86,084 $86,084 $86,084 $86,084 $86,084 Provincial Government $93,809 $93,809 $93,809 $93,809 $93,809 Family Part Time $179,893 $179,893 $179,893 $179,893 $179,893 Adult Part Time $983,026 $787,374 $791,810 $796,334 $800,948 Expenses: $157,331 $165,198 $173,457 $182,130 $191,237 Human Resources: $21,850 $22,943 $24,090 $25,294 $26,559 Compensation - Full-time $1,650,000 $1,683,000 $1,716,660 $1,750,993 $1,786,013 Compensation - Part-time $12,510 $13,136 $13,792 $14,482 $15,206 Interpreters $77,570 $81,449 $85,521 $89,797 $94,287 Family Part Time $62,436 $65,558 $68,836 $72,277 $75,891 Adult Part Time $7,886 $8,280 $8,694 $9,129 $9,585 Education - Part Time $31,456 $33,029 $34,680 $36,414 $38,235 UGS Part Time $34,320 $34,320 $34,320 $34,320 $34,320 Benefits $60,640 $61,853 $63,090 $64,352 $65,639 Purchase of Services - H2R $40,000 $40,800 $41,616 $42,448 $43,297 Purchase of Services -Accounting $6,000 $6,120 $6,242 $6,367 $6,495 $1,982,818 $2,027,544 $2,073,452 $2,120,580 $2,168,968 Cost of goods sold: Merchandise $30,000 $30,750 $31,519 $32,307 $33,114 The Lounge $78,560 $80,524 $82,537 $84,601 $86,716 Event labour $39,200 $40,180 $41,185 $42,214 $43,269 Rentals and Group Sales $7,600 $7,790 $7,985 $8,184 $8,389 General + Administration: $155,360 $159,244 $163,225 $167,306 $171,488 Programming: Adult $157,331 $165,198 $173,457 $182,130 $191,237 Family $21,850 $22,943 $24,090 $25,294 $26,559 Underground Studio UGS $14,988 $15,737 $16,524 $17,350 $18,218 Education $16,850 $17,693 $18,577 $19,506 $20,481 TriCon $55,000 $57,750 $60,638 $63,669 $66,853 $266,019 $279,320 $293,286 $307,950 $323,348 Exhibitions: 3rd Floor $55,792 $58,582 $61,511 $64,586 $67,816 4th Floor $100,000 $160,000 $168,000 $176,400 $185,220 Atrium Galley $3,750 $3,938 $4,134 $4,341 $4,558 Permanent exhibits $9,996 $10,496 $11,021 $11,572 $12,150 Exhibition openings $2,000 $2,100 $2,205 $2,315 $2,431 $171,538 $235,115 $246,871 $259,214 $272,175 Marketing: Promotion + Marketing $211,600 $296,240 $311,052 $326,605 $342,935 Museum Conference $59,350 $59,350 $59,350 $59,350 $59,350 Donations to Other Charities $2,000 $2,000 $2,000 $2,000 $2,000 $272,950 $357,590 $372,402 $387,955 $404,285 General + Administration: Utilities $109,200 $111,384 $113,612 $115,884 $118,202 Insurance $31,351 $31,978 $32,618 $33,270 $33,935 Technology Services: Purchased services - IT support $20,000 $20,400 $20,808 $21,224 $21,649 Software subscriptions $37,476 $38,226 $38,990 $39,770 $40,565 Office technology $17,200 $17,544 $17,895 $18,253 $18,618 Page 35 of 88 Legal+Audit services $30,000 $30,600 $31,212 $31,836 $32,473 Office supplies $13,000 $13,260 $13,525 $13,796 $14,072 Board expenses $12,000 $12,240 $12,485 $12,734 $12,989 Building maintenance + supplies $16,000 $16,320 $16,646 $16,979 $17,319 Bank service charges - Moneris $50,000 $52,500 $55,125 $57,881 $60,775 Bank interest expense $16,980 $16,980 $26,000 $26,000 $26,000 Dues and fees $4,200 $4,284 $4,370 $4,457 $4,546 Investment income $357,407 $365,716 $383,285 $392,085 $401,143 n $60,000 $46,000 $33,000 $20,000 $20,000 Page 36 of 88 THEMUSEUM of Ideas Transcending Objects Model # 3 - Utilizing the space in different ways Year End June 30, 2025 Revenue: Earned Revenue: Admissions $269,640 Photo Booth $15,400 Programming $320,114 Memberships $72,800 Merchandise $59,500 Museums Canada $80,150 Rentals $383,322 Group sales $25,500 The Lounge $72,382 Non -Govt Development $88,777 Government Funding: Municipalities: $21,000 Region of Waterloo $385,716 City of Kitchener: $27,440 Annual $366,152 One -Time Grant $0 In Kind Funding $0 City of Waterloo $47,496 Federal Government $86,084 Provincial Government $93,809 Expenses: Human Resources: Compensation - Full-time $1,330,000 Compensation - Part-time $9,383 Interpreters $58,178 Family Part Time $46,827 Adult Part Time $5,915 Education - Part Time $23,592 UGS Part Time $25,740 Benefits $60,640 Purchase of Services - H2R $40,000 Purchase of Services - Accounting $6,000 Cost of goods sold: Merchandise $21,000 The Lounge $54,992 Event labour $27,440 Rentals and Group Sales $5,320 Programming: Adult $52,373 Family $16,388 Underground Studio UGS $11,241 Model 3 Summary 2025 $1,387,585 58.6% $799,364 33.8% $179,893 7.6% $979,257 41.4% $1,606,274 $108,752 67.9% 4.6% Page 37 of 88 Education $12,638 TriCon $41,250 $133,889 5.7% Exhibitions: Giraffe $5,792 SPECTRUM $50,000 Atrium Galley $3,750 Permanent exhibits $9,996 Exhibition openings $2,000 $71,538 3.0% Marketing: Promotion + Marketing $161,600 Museum Conference $59,350 Donations to Other Charities $2,000 $222,950 9.4% General + Administration: Utilities $81,900 Insurance $28,216 Technology Services: $0 Purchased services - IT support $18,000 Software subscriptions $33,728 Office technology $15,480 Legal + Audit services $27,000 Office supplies $11,700 Board expenses $10,800 Building maintenance + supplies $26,400 Bank service charges - Moneris $45,000 Bank interest expense $15,282 Dues and fees $3,780 $317,286 13.4% Investment income earned in Capital and Restricted Funds Page 38 of 88 THEMUSEUM of Ideas Transcending Objects Model 3 Assumptions Model # 3 — Utilizing the space in different ways Year End June 30, 2025 Assumptions for Model #3 1. City of Kitchener - $200K, no changes to other government funding 2. Decreased revenue- admissions, photo booth, memberships, merch, programming & lounge with loss of floor -30% Decreased revenue - rentals, group sales, lounge -15% 3. Decreased non -govt development with loss of exhibit space -50% 4. Lease income - rental of 4th floor 100,000 Reduction in utilities - rental of 4th floor -25% 5. Decreased part-time staffing for reduction in exhibit space -25% 6. Increased costs to renting out 4th Floor- ie security. Mtce 12,000 7. Programming expenses reduced with decreased revenues -25% S. Full time staff reduction with reduced exhibition space $ (50,000) 9. reduced exhibition costs with loss of floor $ (50,000) 10. reduction of general & admin costs with loss of floor -10% Notes — Model #3 — Lease out 4th Floor 1. Assumes City of Kitchener funding increases by $200,000 to $366,152 annually. No changes in Region of Waterloo and City of Waterloo funding. (Agrees to bare bones budget) and no additional staffing from bare bones budget 2. Assumes fourth floor would be leased out — other floors would not be ideal or would have logistical issues operationally. This floor is climate controlled which is needed to attract quality exhibitions. Loss of this floor would have a significant impact on earned revenues. Assume a 30% decrease in admissions, photo booth, memberships, merchandise, programming & lounge revenues. Assumes 15% reduction in rentals & group sales as exhibitions in place at time of rentals often are attractions 3. Non -Gov't development monies are often dependent on attractions/exhibitions held. With the loss of the marquis floor for exhibitions, it is expected that it will be challenging to maintain current levels of funding, rather, there would be a significant decline— assume reduction of 50% 4. The fourth floor would be leased for $100,000— net of utilities (tenant would assume share of utilities — assume 25% savings to THEMUSEUM of utility costs) 5. No longer having fourth floor for exhibitions, there would be a reduction in part-time staffing costs 6. Assume additional maintenance costs — i.e. security to secure/protect TM from traffic to leased space — assume $12,000 7. Assume 25% reduction in programming expenses with loss of fourth floor 8. Assume reduction of full-time staffing costs of $50,000 from loss of fourth floor 9. Assume reduction of exhibition costs with loss of fourth floor space 10. Assume a 10% reduction in general & admin (other than insurance) with loss of floor. Assume no changes in marketing as efforts will be needed to attract visitors to reduced space 11. Leasing the fourth floor will create a downward trend in revenue and challenging to reverse. Impact on community with loss of space, vacancies of office space downtown, etc. Page 39 of 88 THEMUSEUM of Ideas Transcending Objects Model # 4 - Reducing costs to the greatest extent possible Over Five Years 2025 Model 4 Summary - 5 YR 2026 2027 2028 2029 Revenue: $ 1,534,641 $ 1,395,523 $1,412,271 $ 1,430,402 Earned Revenue: $ 124,288 $ 105,645 $ Admissions $385,200 $250,380 $175,266 $157,739 $141,965 Photo Booth $22,000 $14,300 $10,010 $9,009 $8,108 Programming $457,305 $297,248 $208,074 $187,266 $168,540 Memberships $104,000 $83,200 $70,720 $63,648 $57,283 Merchandise $85,000 $55,250 $38,675 $34,808 $31,327 Museums Canada $80,150 $80,150 $80,150 $80,150 $80,150 Rentals $333,320 $266,656 $226,658 $203,992 $183,593 Group sales $30,000 $19,500 $13,650 $12,285 $11,057 The Lounge $103,403 $82,722 $70,314 $63,283 $56,954 Non -Govt Development $177,554 $142,043 $113,635 $90,908 $72,726 $1,777,932 $1,291,450 $1,007,151 $903,087 $811,703 Government Funding: Municipalities: Region of Waterloo $385,716 $385,716 $385,716 $385,716 $385,716 City of Kitchener: Annual $166,152 $169,475 $172,865 $176,322 $179,848 Top -up $200,000 - - - - City of Waterloo $51,265 $52,290 $53,336 $54,403 $55,491 $803,133 $607,481 $611,917 $616,441 $621,055 Federal Government $86,084 $86,084 $86,084 $86,084 $86,084 Provincial Government $93,809 $93,809 $93,809 $93,809 $93,809 Expenses: Human Resources Cost of goods sold Programming Exhibitions Marketing General + Administration Investment income $983,026 $787,374 $791,810 $796,334 $800,948 $ 1,712,818 $ 1,534,641 $ 1,395,523 $1,412,271 $ 1,430,402 $ 155,360 $ 124,288 $ 105,645 $ 95,080 $ 85,572 $ 178,519 $ 116,037 $ 81,226 $ 73,104 $ 65,793 $ 121,538 $ 79,000 $ 55,300 $ 49,770 $ 44,793 $ 222,950 $ 226,182 $ 229,479 $ 232,841 $ 236,271 $ 357,407 $ 349,736 $ 354,910 $ 365,678 $ 377,795 $ 53,000 $ 38,000 $ 22,000 $ 2,000 $ Page 40 of 88 THEMUSEUM of Ideas Transcending Objects Model # 4 - Reducing costs to the greatest extent possible Over Five Years Assumptions for Model #4 1. Percentage decrease in direct (exhibition related) revenues 2. Percentage decrease in indirect revenues (Memberships, camps, schools) 3. Percentage decrease in non-gov't development 4. Decrease in Full-time staff 5. Annual rate of inflation - applied to City of Kitchener & City of Waterloo funding, Human Resource Expense, G&A exp and marketing Other assumptions -Fiscal 2025 Includes $200,000 of $300,000 City of Kitchener funding rec'd in Calendar 2024 - No other City of Kitchener funding requests not included - investment income and bank interest expense - assume operating line increase, restricted funds decrease to cover operating deficit, resulting in increased interest expense and reduced interest income - no additional amounts for major exhibits to attract visitors Result - steady decline, no ability to sustain Revenue: Earned Revenue: Admissions Photo Booth Programming Memberships Merchandise Museums Canada Rentals Group sales The Lounge Non -Govt Development Government Funding: Municipalities: Region of Waterloo City of Kitchener: Annual Top -up Citv of Waterloo 2025 Model 4 Assumptions Year Year3 Year Year 35% 30% 10% 10% 20% 15% 10% 10% 20% 20% 20% 20% 10% 10% 2% 2% 2% 2% 2026 2027 2028 2029 $385,200 $250,380 $175,266 $157,739 $141,965 $22,000 $14,300 $10,010 $9,009 $8,108 $457,305 $297,248 $208,074 $187,266 $168,540 $104,000 $83,200 $70,720 $63,648 $57,283 $85,000 $55,250 $38,675 $34,808 $31,327 $80,150 $80,150 $80,150 $80,150 $80,150 $333,320 $30,000 $103,403 $177,554 $1,777,932 $385,716 $166,152 $200,000 $51,265 $266,656 $226,658 $19,500 $13,650 $82,722 $70,314 $142,043 $113,635 $1,291,450 $1,007,151 $203,992 $12,285 $63,283 $90,908 $903,087 $183,593 $11,057 $56,954 $72,726 $811,703 $385,716 $385,716 $385,716 $385,716 $169,475 $172,865 $176,322 $179,848 $52,290 $53,336 $54,403 $55,491 Page 41 of 88 $803,133 $607,481 $611,917 $616,441 $621,055 Federal Government $86,084 $86,084 $86,084 $86,084 $86,084 Provincial Government $93,809 $93,809 $93,809 $93,809 $93,809 $179,893 $179,893 $179,893 $179,893 $179,893 $983,026 $787,374 $791,810 $796,334 $800,948 Expenses: Human Resources: Compensation - Full-time Compensation - Part-time Interpreters Family Part Time Adult Part Time Education - Part Time UGS Part Time Benefits Purchase of Services - H2R Purchase of Services - Accountin Cost of goods sold: Merchandise The Lounge Event labour Rentals and Group Sales Programming: $1,380,000 $1,266,840 $1,162,959 $1,186,218 $1,209,943 $12,510 $8,132 $5,692 $5,123 $4,611 $77,570 $50,421 $35,294 $31,765 $28,588 $62,436 $40,583 $28,408 $25,568 $23,011 $7,886 $5,126 $3,588 $3,229 $2,906 $31,456 $20,446 $14,312 $12,881 $11,593 $34,320 $34,320 $34,320 $34,320 $34,320 $60,640 $61,853 $63,090 $64,352 $65,639 $40,000 $40,800 $41,616 $42,448 $43,297 $6,000 $6,120 $6,242 $6,367 $6,495 $1,712,818 $1,534,641 $1,395,523 $1,412,271 $1,430,402 $30,000 $24,000 $20,400 $18,360 $16,524 $78,560 $62,848 $53,421 $48,079 $43,271 $39,200 $31,360 $26,656 $23,990 $21,591 $7,600 $6,080 $5,168 $4,651 $4,186 $155,360 $124,288 $105,645 $95,080 $85,572 Adult $69,831 $45,390 $31,773 $28,596 $25,736 Family $21,850 $14,203 $9,942 $8,948 $8,053 Underground Studio UGS $14,988 $9,742 $6,820 $6,138 $5,524 Education $16,850 $10,953 $7,667 $6,900 $6,210 TriCon $55,000 $35,750 $25,025 $22,523 $20,270 $178,519 $116,037 $81,226 $73,104 $65,793 Exhibitions: 3rd Floor $55,792 $36,265 $25,385 $22,847 $20,562 4th Floor $50,000 $32,500 $22,750 $20,475 $18,428 Atrium Galley $3,750 $2,438 $1,706 $1,536 $1,382 Permanent exhibits $9,996 $6,497 $4,548 $4,093 $3,684 Exhibition openings $2,000 $1,300 $910 $819 $737 $121,538 $79,000 $55,300 $49,770 $44,793 Marketing: Promotion + Marketing $161,600 $164,832 $168,129 $171,491 $174,921 Museum Conference $59,350 $59,350 $59,350 $59,350 $59,350 Donations to Other Charities $2,000 $2,000 $2,000 $2,000 $2,000 $222,950 $226,182 $229,479 $232,841 $236,271 General + Administration: Utilities $109,200 $111,384 $113,612 $115,884 $118,202 Insurance $31,351 $31,978 $32,618 $33,270 $33,935 Technology Services: $0 $0 $0 $0 Purchased services - IT support $20,000 $20,400 $20,808 $21,224 $21,649 Software subscriptions $37,476 $38,226 $38,990 $39,770 $40,565 Office technology $17,200 $17,544 $17,895 $18,253 $18,618 Legal +Audit services $30,000 $30,600 $31,212 $31,836 $32,473 Office supplies $13,000 $13,260 $13,525 $13,796 $14,072 Page 42 of 88 Board expenses Building maintenance + supplies Bank service charges - Moneris Bank interest expense Dues and fees $12,000 $12,240 $12,485 $12,734 $12,989 $16,000 $16,320 $16,646 $16,979 $17,319 $50,000 $32,500 $22,750 $20,475 $18,428 $16,980 $21,000 $30,000 $37,000 $45,000 $4,200 $4,284 $4,370 $4,457 $4,546 $357,407 $349,736 $354,910 r 678 $377,795 a Investment income $53,000 $38,000 $22,000 $2,000 Page 43 of 88 Attachment 6 - Economic Impact Information Contents: THEMUSEUM Tourism Regional Economic Impact Model THEMUSEUM Annual Financial Information THEMUSEUM Research Summaries Page 44 of 88 THEMUSEUM Tourism Regional Economic Impact Model (TREIM) Explainer - TREIM is a data analysis tool provided by the Province of Ontario to simulate the economic impacts of tourism in Ontario for a tourism facility. The following is an assessment of THEMUSEUM's economic impact including projected spending by visitors. TREIM Summary 2021-2022 Local Tourist Total 63% 37% 72,840 Distribution ON CAN International 97% 2% 1% Tourist Spending $3,210,453 2022-2023 Local Tourist Total 71% 29% 72,244 Distribution ON CAN International 94% 2.80% 2.60% Tourist Spending $2,646,335 2023-2024 Local Tourist Total 76% 24% 72,840 Distribution ON CAN International 94% 2.60% 3.40% Tourist Spending $2,235,182 Current Months Local Tourist Total 72% 28% 28,840 Distribution ON CAN International 93% 2% 5% Tourist Spending $1,105,455 Source: Government of Ontario Tourism Regional Economic Impact Model (TREIM) Note: 2021- 2022 Year of Rolling Stones had higher % (80%) of postal codes collected as timed tickets were purchased online. 2022 - Current Year collection is at 31% Page 45 of 88 TREIM Annual Detail 2021-2022 Actual PC 76.18% Visitor Spending - Confirmed Numbers Local Visitors 14189 63.87% $ 933,930 Total Tourists 8025 36.13% Tourist Breakdown Tourists ON 7753 Canada Other 196 International 76 96.61% 2.44% 0.95% Confirmed PCs Tota l 22214 **Most bookings were timed tickets purchased online; high % of postal codes provided 2022 -2023 Confirmed PC 76.18% Estimated Visitor Spending- Confirmed Numbers Visitor Spending - Estimated (%-based) Local Visitors 16894 71.64% 51755 $ 863,857 $ 2,646,335 Total Tourists 6688 28.36% 20489 Tourism Breakdown Tourists ON 6319 Canada Other 191 International 178 94.48% 2.86% 2.66% 19358 585 545 Confirmed PC Total Attendance Tota l 23582 72244 ** 57% of visitors did not provide Postal Codes Visitor Spending- Visitor Spending - 2023 -2024 Confirmed PC % Estimated Confirmed Numbers Estimated (%-based) Local Visitors 15708 76.18% 55491 $ 667,062 $ 2,235,182 Total Tourists 4911 23.82% 17349 Tourism Breakdown Tourists ON 4611 Canada Other 129 International 171 93.89% 2.63% 3.48% 16289 456 604 Confirmed PC Total Attendance Tota l 20619 72840 **66% of visitors did not provide postal codes Page 46 of 88 Visitor Spending - Visitor Spending - 2024 Confirmed PC % Estimated Confirmed Numbers Estimated (%-based) Local Visitors 6083 72.530/, 20917 $ 321,521 $ 1,105,455 Total Tourists 2304 27.470/, 7923 Tourism Breakdown Tourists ON 2130 Canada Other 49 International 125 92.45% 2.13% 5.43% 7324 168 430 Confirmed PC Total Attendance Tota l 8387 28840 **69% of visitors did not provide postal codes Source: Government of Ontario Tourism Regional Economic Impact Model (TREIM) Page 47 of 88 THEMUSEUM Annual Financial Information Explainer—the following chart summarizes the breakdown of THEMUSEUM's full-time (FTE) and part-time (PTE) salary allocations and the number of full-time positions. Salaries Breakdown FY FTE PTE FTE Positions $1,348,999 $278,809 21 2023-2024 2022-2023 $1,422,091 $37,588 24 2021-20223 $1,082,350 $54,829 30 2020-2021 $888,745 $25,566 23 2019-2020 $897,622 $247,143 21 2018-2019 $987,413 $261,838 29 2017-2018 $1,062,086 $228,046 24 Table 2—Annual Marketing Expenses Explainer—the following chart summarizes THEMUSEUM's annual operating expenses specific to marketing. Annual Marketing Spend FY ($) ($) 2023-2024 $ 133,066 2022-2023 $ 282,953 2021-2022 $ 570,054 2020-2021 $ 223,175 2019-2020 $ 170,861 2018-2019 $ 217,941 2017-2018 $ 186,227 Table 3—Annual Non -Municipal Government Fundraising Explainer — the following identifies the total revenues raised byTHEMUSEUM excluding regular annual municipal funding, such as corporate fundraising, federal grants, provincial grants, etc. Non -Municipal Government Fundraising FY ($) 2023-2024 $ 661,804 * Auditor Policy Change RE BMO 2022-2023* $ 485,279 2021-2022 $ 920,117 * Rolling Stones Exhibition 2020-2021* $ 285,342 2019-2020 $ 374,545 2018-2019 $ 409,935 2017-2018 $ 417,225 Table 4 -Annual Membership Revenue Explainer -the following table summarizes THEMUSEUM's annual revenue generated through memberships. Membership Revenue FY FY Gate ($) 2023-2024 $ 78,245 2022-2023 $ 55,432 2021-2022 $ 16,170 2020-2021 $ 4,430 2019-2020 $ 70,854 2018-2019 $ 91,890 2017-2018 $ 65,671 Tables 5 & 6 -Annual Attendance Explainer -the following tables summarize THEMUSEUM's annual attendance/visits including gate (general admission), visits by members, school groups, attendees to events/rental and camp registrants (ex: summer camps). Annual Attendance FY Total Gate Members Events & Rentals 2023-2024 72,840 51,335 5,625 15,880 2022-2023* 72,245 51,610 2,758 17,877 2021-2022* 68,767 61,217 418 7,132 2020-2021* 78,221 78,221 0 0 2019-2020 95,016 65,273 14,621 15,122 2018-2019 89,009 51,336 16,517 21,156 2017-2018 70,842 38,496 12,439 19,907 Dino Drive-Thru Dino Drive-Thru and Virtual Events Dino Drive-Thru and Virtual Events Detailed Annual Attendance 2023/24 2022/23 2021/22 2020/21 2019/20 2018/19 2017/18 2016/17 2015/16 Gate Admission 18,743 33,169 25,873 2,647 23,574 34,423 24,343 30,422 32,839 Members 5,625 2,758 418 671 14,621 16,517 12,439 13,961 15,709 Schools 9,505 8,219 2709 1077 2,581 6,799 7,465 8,573 9,036 Special Events/Rentals/Groups 19,475 17,876 7,132 0 15,122 21,156 19,907 22,275 21,115 Complimentary/OtherNirtual 13,241 3,332 3,247 24,995 35,993 4,183 3,039 2,597 6,465 Off -Site Programs 3,524 6,336 29,338 48,828 0 0 0 0 0 Camps/Underground Studio 2,727 554 50 43 3,125 5,931 3,649 4,638 4,912 Total Attendance: 72,840 72,244 68,767 78,221 95,016 89,009 70,842 82,466 90,076 2021/22 School Groups 679 + 2030 Virtual 2020/2021 1007 Virtual Comps include 3 and under, Teachers, promotions, etc. Page 49 of 88 THEMUSEUM Research Summaries The following summarizes various consumer research efforts THEMUSEUM has completed and the areas of focus for each. 1. Focus Groups Research Report—September 2017 a. Where residents are experiencing arts & culture these days b. What types of activities they consider to be arts & culture c. Awareness & perceptions of THEMUSEUM d. Aware & experiences with exhibitions/events held at THEMUSEUM e. Communications activity and strategies for the future. 2. Expansion Survey— October 2018 a. Understand general awareness of THEMUSEUM b. Understand awareness of the potential change in the organization to take over more property and expand c. Explore the current perceived strengths of the organization d. Explore what changes could or should be made to enhance or make THEMUSEUM more relevant and interesting. e. What collaborations should THEMUSEUM pursue in expansion. 3. Planning Survey (April 2022) a. Understand general awareness and perceptions of THEMUSEUM b. Explore the current perceived strengths of the organization c. Explore what changes could or should be made to enhance or make THEMUSEUM more relevant and interesting. d. Determine reactions to three options for what direction THEMUSEUM could take to build the organization in the future 4. Exploratory Program Research (November 2023—January 2024) —focus group & survey a. Determine perspectives of the arts and culture opportunities available to the Waterloo Region. b. Understand awareness and perspectives of THEMUSEUM c. Explore strengths and opportunities for THEMUSEUM d. Understand how interested residents of Waterloo Region would be in the future exhibition options. Page 50 of 88 Staff Report l IKgc.;i' r� R Financial Services Department www.kitchener.ca REPORT TO: Committee of the Whole DATE OF MEETING: April 7, 2025 SUBMITTED BY: Ryan Hagey, Director of Financial Planning & Asset Management PREPARED BY: Debbie Andrade, Manager of Budgets WARD(S) INVOLVED: All DATE OF REPORT: March 5, 2025 REPORT NO.: FIN -2025-131 SUBJECT: 2024 Variance Report RECOMMENDATION: For Information REPORT HIGHLIGHTS: • The purpose of this report is to provide the yearend financial results for City operations • Tax Supported Operations ended the year with a surplus of $1,930,000 • Enterprise Operations ended the year with results that were $15,186,000 better than budgeted • This report supports the delivery of core services. BACKGROUND: This is the third and final formal variance report to Council regarding the City's financial performance versus the 2024 budget. The report and attached schedules include information regarding: Tax supported operating Rate supported enterprises/utilities, and Supplementary information related to investment income REPORT: The City's tax -supported operations ended the year with a surplus of $1,930,000. Surplus funds are saved in the City's stabilization reserves for a future year when costs are higher or revenues are lower than expected. In that future year, the stabilization reserves will fund the resulting deficit and help avoid tax/utility rate increases. The major contributors to the overall positive variance are surpluses in Engineering, Planning, Debt Charges, Other Taxation, Penalties and Interest and Operations - Road and Traffic. These positive variances are offset in part by deficits in Sport, Corporate Communications, Economic Development, Gapping, Transfers to Reserves, Facilities Management and Parks & Cemeteries. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 51 of 88 More details about each of the City's tax supported divisions are provided in the report below and in Schedule 1. All of the City's enterprises (non -tax supported business lines) ended the year with results better than budgeted. More details about each of the City's enterprises are provided in the report below and in Schedules 2-8. Operating Fund — Tax Base (Schedule 1) The City ended the year with an operating surplus of $1.93M in tax -supported operations. This result is 0.76% of budgeted expenditures which total $255.7M. The table below shows the City has ended the year in a surplus position in all years since 2015 with the exception of 2020 and 2021 which were due to the economic realities of COVID-19. Tax IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Supported Operations — Yearend Position I ��u � ioguuuuuim I I mIuM' uu Il mlllluuiiu NEM iIllIi!,II1�Ilm l LuI Surplus/ 3M $(Deficit) $0.98M 0.94M $1.42M $1.73M $0.77M ($5.06M) ($4.65M) $1.243.0)6IrM III $1.93M Significant variances (over $200,000) are summarized below by division. Schedule 1 provides additional detail by including information for variances that exceed $100,000 of the budget. Significant Variances (over $200.000 Community Services Department: • Sport had a deficit of $571,000 due to higher than budgeted program costs and lower than budgeted revenues. Corporate Services Department: • Corporate Communications had a deficit of $272,000 due to lower than budgeted advertising and sponsorship revenues as well as increased printing fees. Development Services Department: • Economic Development had a deficit of $315,000 due to additional one-time funding in the grant to THEMUSEUM. • Engineering had a surplus of $772,000 due to higher than budgeted new subdivision revenue. • Planning had a surplus of $289,000 due to higher than anticipated revenues for site plans as well as zoning certificates. General Expense: • Debt Charges had a surplus of $703,000 due to deferred timing of new debt issuance. • Gapping had a deficit of $1,835,000 due to lower than budgeted salary gapping. Page 52 of 88 Other General expense had a surplus of $221,000 due to lower than budgeted expenditures. Transfers to reserves had a deficit of $277,000 due to higher than budgeted transfers to reserves. General Revenues: Other Taxation had a surplus of $1,516,000 due to increased PIL revenue from Conestoga College as well as decreased write-offs. Penalties and Interest had a surplus of $2,448,000 due to higher than budgeted accounts receivable balances. Infrastructure Services Department: Facilities Management had a deficit of $898,000 due to increased security costs as well as increased building maintenance costs associated with city facilities. Operations— Roads and Traffic had a surplus of $1,188,000 due to reduced winter maintenance costs resulting from unseasonably warm winter months. • Parks and Cemeteries had a deficit of $1,210,000 due to increased costs in the downtown core as well as higher than budgeted turf and sports field maintenance costs and unexpected trail repairs because of a wetter summer season. Enterprises — (Schedules 2 to 8) Enterprises as a whole ended the year better than budgeted. Final results for rate supported enterprises/utilities have been closed out to the appropriate reserves according to policy. Summary information about each enterprise is noted below, with more detailed information provided in the schedules attached to this report. Building Enterprise (Schedule 2) The Building Enterprise had a positive variance to budget of $231,000 due to cost savings related to staff vacancies, which more than offset a shortfall in building permit revenues. Golf Enterprise (Schedule 3) The Golf Enterprise had a positive variance to budget of $283,000 due to higher than budgeted green fee and golf cart rental revenues which is offset in part by increased operating costs associated with more frequent use of golf greens and extended operating hours. Parking Enterprise (Schedule 4) The Parking Enterprise had a positive variance to budget of $648,000 due to increased monthly and daily use of parking and lower costs related to staffing and security. Page 53 of 88 Water Utility (Schedule 51 The Water Utility had a positive variance to budget of $4,716,000 due to increased volume of water sold as a result of the warmer weather and increased population, as well as cost savings from staff vacancies. Sanitary Sewer Utility (Schedule 0 The Sanitary Sewer Utility had a positive variance to budget of $7,048,000 due to higher than budgeted revenues, which is consistent with increased volume sales also noted in the Water utility. Additionally, operating expenses were lower than budget due to staff vacancies and lower volume of sewer rebates. Stormwater Utility (Schedule 7) The Stormwater Utility had a positive variance to budget of $984,000 due to higher revenues from increased development as well as savings from staff vacancies and contracted services. Gas Utility (Schedule 8) The Gas Utility (Total) had a positive variance to budget of $1,275,000. • Gas Delivery had a positive variance of $1,635,000 due lower than budgeted operating expenses as a result of lower volume of gas sold and decreased contractor charges. • Other Programs (Rental Water Heaters and KU Dispatch) had a positive variance of $165,000 due to higher rental revenues and warranty recoveries. • Gas Supply had a negative variance of $525,000 due to lower than anticipated sales from warmer weather which was mostly offset by reduced operating expenses as a result of lower volumes of gas sold and favourable hedging strategies. Investment Reaort (Schedule 9 All investments were made in accordance with the City's investment policy. Short-term investment yields to date averaged 5.52% and were well above the average interest rate of 4.85% for all of 2023. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: Final results for tax supported operations and rate supported enterprises/utilities have been closed out to the appropriate reserves. Surpluses increase the funds available in the reserve to offset future deficits, while deficits decrease funds available to deal with unanticipated funding needs. Page 54 of 88 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: • FIN -2024-404 June 2024 Operating Variance Report • FIN -2024-512 September 2024 Operating Variance Report APPROVED BY: Jonathan Lautenbach, Chief Financial Officer ATTACHMENTS: • Schedule 1: Statement of Operations — Tax Supported Services • Schedule 2: Statement of Operations — Building • Schedule 3: Statement of Operations — Golf • Schedule 4: Statement of Operations — Parking • Schedule 5: Statement of Operations — Water • Schedule 6: Statement of Operations — Sanitary Sewer • Schedule 7: Statement of Operations — Stormwater • Schedule 8: Statement of Operations — Gas • Schedule 9: Investment Report Page 55 of 88 ;z N M IR M M Ln 01 t0 00 N ri M ri M en Ln N ri a) x a) N E N Ln m W Qm 1 O O N O N a n (D m N Z 00 N N O 00 ri ry ri t W bJJ N Ln M Q O U a) ;z N M IR M M Ln 01 t0 00 N ri M ri M en Ln N ri a) r -I a) N E N Ln � a0 ` Lr O O N Ln N Ln r -i N W O -1 N O 00 ri ry ri t W bJJ N Ln M Q O U a) � > Ln Ol - ocN E N Q Q O N-1 a1 ca 00 w ri M ri ru a 7 O VI E p N Q OQ U L, CL a e6 Q M m N }cu� C a) v v Q E M v a E Q -0 o Q o w c a) a)N Z3 a) a) i UCL Q L a w }� L C Q) Q v t v U Uo- C C U C l6 v Y L a--� C u U C no V L f6 > C > 3 a.Ti > f6 > vi aJ t9 Q1 Q > CaJ 7 > ,> *' Q C E a .Q a) t o f6 w v C, EO 0) v d > ZE (D aJ Z�(u a) u Z > o � o 0 0 0 M tD M LO _ N N m 00 Ln r -I r-IOl rl Ln N N Ln w w 't 't w rn � a0 ` Lr O O N Ln N Ln r -i N W O -1 N O 00 ri ry ri r7 0 W N � r -I Ln M z O � Ln rn � N Ln Ol M ocN w N m M Ln °C a Q oQc O O N-1 Q OZ Lu 00 w ri M ri O O a=c O O o d z IAV M to V W d c LU OC 0 o z v z LU w a Q. 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REPORT TO: Committee of the Whole DATE OF MEETING: April 7, 2025 SUBMITTED BY: Jonathan Lautenbach, CFO and City Treasurer (519) 783-8890 PREPARED BY: Mark Gallas, Interim Supervisor of Accounting, (519) 783-8067 WARD(S) INVOLVED: All Ward(s) DATE OF REPORT: April 2, 2025 REPORT NO.: FIN -2025-085 SUBJECT: 2024 Statement of Remuneration and Expenses RECOMMENDATION: For Information REPORT HIGHLIGHTS: • The purpose of this report is to provide an annual itemized Statement of Remuneration and Expenses for each member of Council as required by the Municipal Act. BACKGROUND: Section 284(1) of the Municipal Act, 2001 provides that the Treasurer of a Municipality shall, in each year on or before March 31, provide to the Council of the Municipality an itemized statement on remuneration and expenses paid in the previous year to: (a) each member of council in respect of his or her services as a member of the council or any other body, including a local board, to which the member has been appointed by council or on which the member holds office by virtue of being a member of council; (b) each member of council in respect of his or her services as an officer or employee of the municipality or other body described in clause (a); and (c) each person, other than a member of council, appointed by the municipality to serve as a member of any body, including a local board, in respect of his or her services as a member of the body. REPORT: The detailed Statement of Remuneration and Expenses for the year 2024 is attached to this report. The by-law under which the remuneration or expenses were authorized to be paid is 2023-187. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 71 of 88 STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: N/A COMMUNITY ENGAGEMENT: INFORM - The 2024 Statement of Remuneration and Expenses report has been posted to the City's website with the agenda in advance of the council / committee meeting and will be posted on the City of Kitchener's Internet site. PREVIOUS REPORTS/AUTHORITIES: • Municipal Act, 2001 • By -Law No. 2023-187 APPROVED BY: Jonathan Lautenbach, CFO and City Treasurer, Financial Services ATTACHMENTS: Attachment A — 2024 Statement of Remuneration and Expenses Attachment B — 2022-2026 Council Expenditure Tracking Page 72 of 88 The Corporation of the City of Kitchener Statement of Remuneration and Expenses For the year ended December 31, 2024 Index Title Page Summary Summary Statement of Council Remuneration and Expenses 2 Schedule 1 Statement of Remuneration 3 Schedule 2 Conferences, Training and Learning 4 Schedule 3 Meeting Expenses 6 Schedule 4 Home Office and Technology Expenses 8 Schedule 5 Members of Council - Directors of Enova Power Corp. 9 and Enova Energy Corp. Schedule 6 Honorariums of Council Appointees Committee of Adjustment Committee of Property Standards 10 Page 73 of 88 O W ate+ 0 w W n lD ci n Ln O W 'T m M oo lD n lD n Lfl N oo O m oo N n oo M m O rl W O n N oo IT LD lD n m O .--I n w oo o1 oo Q1 O oo 73 W O O m L N 11 Qmi to N twit Lf1 IliN Ln 0 Ul Lf1 01 o0 DO C lD m Lf) V 01 O s c O L 'V ? � Lfl = W � Ln 1-^ O (n > NE C C m t CU N O bLl lD o1 V 0 LD N m 111 s M N c Lf) 01 01 n o1 M U1 N n W lD M Lfl cl lD lO N N n Ln N lD •--i n O T Lf) <D n 111 n DO n N n n Do N n N n Cq n Lf1 n W n O m LA O 41 LA O O O O O O O O O O L u (u D O u N u u u O1 y O 00 n N 7 7 cl W O E M 7 7 7 7 7 It d +OX 3 W a Ln Ln oo r4 Ln 0 CV E lD ci oX E QW) m m E m O u = W T Ln M n n V o1 M oo O Ln N n 00 m n LD n o1 n Ln M n Ln r, m m m -i Ln t m oo E > W O u lD Lf1 m O n N n n M V W -4 lD Ln N n O oo N n n N W 4 of N u'1 m lD .-I lD n -I n n V � v N t N N N N N N .-- c- N n N v � u E o7i O = VT LT oo m my °N° ti = N m 41 Ol cu G1 L U c� x c W .Ln Ln O ON W m m .4 m of N f1,0 i �l lD m O N O oR V O ry m N N n M lD Ln M CV .� m C J V = C oo V -i c i m -zt oo -zt n oo Ln M mlD i �T m M n W n lD Ln n n n n O N Lf1 -1 O lD Lf1 M N n = ti -1 n N n N r m lD N n cl n n lD O n m n n O m u .m -I W 7 � E � fY LT LT a-+ O H 00 00 O LL N _0 O 73 O L f6 twit f6 y LC _ C E L1 V N V_ O L 'V ? � N 2 O 1-^ O (n > NE C C m t CU N O bLl E v V 0 p p s 3 c v Ln _ p in m u N v Co n > o 00 L O 41 CO O O O O O O O O O O L u u u u u u u u u u Cy 7 7 7 7 7 7 7 7 7 7 00 00 O LL N Schedule 1 The Corporation of the City of Kitchener Statement of Remuneration For the year ended December 31, 2024 Note: Employment benefits consist of costs such as Canada Pension Plan (CPP), Employer Health Tax (EHT), Group Life Insurance benefits, Health and Dental benefits, OMERS and RRSP contributions. 3 Page 75 of 88 Taxable Employment Members of Council Remuneration Benefits Total Mayor Berry Vrbanovic $ 113,067 $ 21,581 $ 134,648 Councillor Scott Davey 58,170 13,164 71,334 Councillor Dave Schnider 58,170 14,701 72,871 Councillor Jason Deneault 58,170 14,501 72,671 Councillor Christine Michaud 58,170 11,583 69,753 Councillor AyoOwodunni 58,170 14,604 72,774 Councillor Paul Singh 58,170 12,908 71,078 Councillor Bil loannidis 58,170 9,354 67,524 Councillor Margaret Johnston 58,170 11,847 70,017 Councillor Debbie Chapman 58,170 15,398 73,568 Councillor Stephanie Stretch 53,756 13,479 67,235 Total Remuneration $ 690,353 $ 153,120 $ 843,473 Note: Employment benefits consist of costs such as Canada Pension Plan (CPP), Employer Health Tax (EHT), Group Life Insurance benefits, Health and Dental benefits, OMERS and RRSP contributions. 3 Page 75 of 88 Schedule 2 The Corporation of the City of Kitchener Conferences, Training and Learning For the year ended December 31, 2024 Mayor Berry Vrbanovic Federation of Canadian Municipalities Annual Conference and Trade Show $ 1,520 Calgary, AB, June 6-9, 2024 Association of Municipalities of Ontario, Annual Conference 1,680 Ottawa, ON, August 18-21, 2024 Councillor Ayo Owodunni Federation of Canadian Municipalities Annual Conference and Trade Show 4,325 Calgary, AB, June 6-9, 2024 Association of Municipalities of Ontario, Annual Conference 2,709 Ottawa, ON, August 18-21, 2024 $ 7,034 Councillor Paul Singh Federation of Canadian Municipalities Annual Conference and Trade Show 3,219 Calgary, AB, June 6-9, 2024 4 Page 76 of 88 $ 3,200 Councillor Scott Davey ALL IN Al Conference 2,178 Montreal, QC, September 11-12, 2024 $ 2,178 Councillor Jason Deneault Association of Municipalities of Ontario, Annual Conference 2,659 Ottawa, ON, August 18-21, 2024 $ 2,659 Councillor Christine Michaud Federation of Canadian Municipalities Annual Conference and Trade Show 4,359 Calgary, AB, June 6-9, 2024 $ 4,359 Councillor Ayo Owodunni Federation of Canadian Municipalities Annual Conference and Trade Show 4,325 Calgary, AB, June 6-9, 2024 Association of Municipalities of Ontario, Annual Conference 2,709 Ottawa, ON, August 18-21, 2024 $ 7,034 Councillor Paul Singh Federation of Canadian Municipalities Annual Conference and Trade Show 3,219 Calgary, AB, June 6-9, 2024 4 Page 76 of 88 Schedule 2 The Corporation of the City of Kitchener Conferences, Training and Learning For the year ended December 31, 2024 Councillor Margaret Johnston Federation of Canadian Municipalities Annual Conference and Trade Show 3,387 Calgary, AB, June 6-9, 2024 Association of Municipalities of Ontario, Annual Conference 2,637 Ottawa, ON, August 18-21, 2024 C c n� n Councillor Stephanie Stretch Federation of Canadian Municipalities Annual Conference and Trade Show 3,596 Calgary, AB, June 6-9, 2024 Association of Municipalities of Ontario, Annual Conference 2,223 Ottawa, ON, August 18-21, 2024 $ 5,819 5 Total Conferences, Training and Learning $ 34,492 Page 77 of 88 The Corporation of the City of Kitchener Meeting Expenses For the year ended December 31, 2024 Boards, Caucuses & Executive Meetings Mayor Berry Vrbanovic Federation of Canadian Municipalities Big City Mayors Caucus Meeting $ 755 Ottawa, ON, February 26, 2024 Federation of Canadian Municipalities Annual Conference - BCMC Meetings 1,521 Calgary, AB, June 6-9, 2024 Association of Municipalities of Ontario, Annual Conference - OBCM Meetings 1,680 Ottawa, ON, August 18-21, 2024 Ontario Big City Mayors Fall Meeting 183 Markham, ON, October 17-18, 2024 $ 4,139 Councillor Scott Davey Ontario Big City Mayors Meeting 158 Burlington, ON, April 19, 2024 $ 158 Advocacy, Meetings & Speaking Engagements Mayor Berry Vrbanovic THEMUSEUM, The Museum Board Retreat $ 418 Niagara Falls, ON, April 11-13, 2024 July 4th Event 422 Ottawa, ON, July 4-5, 2024 Canadian Apartment Investment Conference, Canadian Housing and Policy Meeting 379 Toronto, ON, September 11, 2024 Ottawa Meetings 1,748 Ottawa, ON, October 29-30, 2024 The National League of Cities, Big Idea For Cities Meeting 1,825 Tampa, FL, November 11-12, 2024 6 Schedule 3 Page 78 of 88 The Corporation of the City of Kitchener Meeting Expenses For the year ended December 31, 2024 Mayor Berry Vrbanovic (continued) Waterloo Region Advocacy Meeting Toronto, ON, November 18-19, 2024 350 $ 5,142 Total Meeting Expenses $ 9,439 Schedule 3 Page 79 of 88 Schedule 4 The Corporation of the City of Kitchener Home Office and Technology Expenses For the year ended December 31, 2024 Members of Council Total Mayor Berry Vrbanovic $ 2,646 Councillor Scott Davey 2,255 Councillor Dave Schnider 2,073 CouncillorJason Deneault 2,280 Councillor Christine Michaud 2,777 Councillor Ayo Owodunni 2,822 Councillor Paul Singh 2,944 Councillor Bil loannidis 4,527 Councillor Margaret Johnston 1,658 Councillor Debbie Chapman 1,617 Councillor Stephanie Stretch 2,174 Total Home Office and Technology Expenses $ 27,773 Note: Home office and technology expenses may include purchases of furniture, laptops, smart phones, printers, computer and office supplies, monthly cell phone charges, home phone, home internet etc. 8 Page 80 of 88 Schedule 5 The Corporation of the City of Kitchener Members of Council - Directors of Enova Power Corp. and Enova Energy Corp. For the year ended December 31, 2024 Members of Council Directors of Enova Power Corp Mayor Berry Vrbanovic Directors of Enova Energy Corp. Mayor Berry Vrbanovic Councillor Dave Schnider Councillor Bil loannidis Councillor Margaret Johnston Councillor Christine Michaud Councillor Paul Singh Councillor Scott Davey Meeting Remuneration Expenses Tota I $ 5,077 $ 2,538 $ 7,615 $ 5,077 $ 2,538 $ 7,615 $ 5,077 $ 2,538 $ 7,615 6,833 2,325 9,158 6,833 1,860 8,693 6,833 1,395 8,228 4,175 2,245 6,420 4,175 1,820 5,995 4,175 1,355 5,530 $ 38,101 $ 13,538 $ 51,639 9 Page 81 of 88 Schedule 6 The Corporation of the City of Kitchener Honorariums of Council Appointees For the year ended December 31, 2024 Council Appointees Honorariums Committee of Adjustment Douglas Pateman $ 1,750 Scott Hannah 1,700 Brian Santos 1,650 Robert McColl 1,650 Marco Gambetti 1,650 $ 8,400 Committee of Property Standards Michael Pulley $ 1,000 Sharlene Mohlman 900 Cyrus Medina 800 Sean McKelvie 300 $ 3,000 10 Page 82 of 88 Council's Home Office & Technology Financial Summary (2022-2026) Annual Summary as of December 31, 2024 Home Office & Technology Category 2022 2023 2024 2025 2026 Term Cost Cell phone charges 199.56 2,181.07 1,626.42 4,007.05 Home phone 112.94 945.76 963.95 2,022.65 Internet 164.84 1,343.16 1,221.00 - Computer & office supplies 1 309.95 55.89 365.84 Office furniture 708.25 - Cell phone 1,595.08 - Printer - Monitor - Laptop - iPad - Costs to date 312.50 3,436.78 2,646.26 - - 6,395.54 Home Office & Technology Category 2022 2023 2024 2025 2026 Term Cost Cell phone charges 31.18 530.38 930.67 1,492.23 Home phone 71.40 71.40 142.80 Internet 164.84 1,343.16 1,221.00 2,729.00 Computer & office supplies 31.55 31.55 Office furniture 708.25 708.25 Cell phone 1,595.08 1,595.08 Printer - Monitor - Laptop - iPad - Costs to date 196.02 4,248.27 2,254.62 - - 6,698.91 Page 83 of 88 Council's Home Office & Technology Financial Summary (2022-2026) Annual Summary as of December 31, 2024 Home Office & Technology Category 2022 2023 2024 2025 2026 Term Cost Cell phone charges 96.44 608.74 661.82 1,367.00 Home phone - Internet 71.59 648.36 648.36 1,368.31 Computer & office supplies 25.39 1 31.55 31.55 Office furniture - Cell phone 727.07 695.74 1,422.81 Printer 407.03 407.03 Monitor - Laptop 1,862.74 2,875.43 2,875.43 iPad - Cellphone/iPad/Laptop Accessories 35.61 35.61 Costs to date 1,302.13 4,132.53 2,073.08 - - 7,507.74 Home Office & Technology Category 2022 2023 2024 2025 2026 Term Cost Cell phone charges 52.66 575.46 753.40 1,381.52 Home phone - Internet 128.20 1,199.62 1,465.20 2,793.02 Computer & office supplies 25.39 1 60.93 86.32 Office furniture - Cell phone 611.02 611.02 Printer - Monitor - Laptop 1,862.74 1,862.74 iPad - Costs to date 2,680.01 1,775.08 2,279.53 - - 6,734.62 Page 84 of 88 Council's Home Office & Technology Financial Summary (2022-2026) Annual Summary as of December 31, 2024 Home Office & Technology Category 2022 2023 2024 2025 2026 Term Cost Cell phone charges 29.08 233.46 283.75 546.29 Home phone - Internet 152.61 1,282.08 1,318.68 2,753.37 Computer & office supplies 1 325.04 95.72 420.76 Office furniture 254.39 254.39 Cell phone 501.38 814.53 814.53 Printer - Monitor 264.19 264.19 Laptop 2,738.79 2,738.79 iPad 1,708.55 - Costs to date 2,920.48 2,094.97 2,776.87 - - 7,792.32 Home Office & Technology Category 2022 2023 2024 2025 2026 Term Cost Cell phone charges 57.19 328.82 234.28 620.29 Home phone - Internet 99.21 793.68 879.24 1,772.13 Computer & office supplies 25.39 1 30.51 55.90 Office furniture - Cell phone 501.38 501.38 Printer - Monitor - Laptop 3,064.70 3,064.70 i Pad 1,708.55 1,708.55 Costs to date 3,747.87 1,153.01 2,822.07 - - 7,722.95 Page 85 of 88 Council's Home Office & Technology Financial Summary (2022-2026) Annual Summary as of December 31, 2024 Home Office & Technology Category 2022 2023 2024 2025 2026 Term Cost Cell phone charges 44.86 454.54 511.98 1,011.38 Home phone - Internet 149.58 732.60 1,562.88 2,445.06 Computer & office supplies 56.27 1 25.38 1,164.00 25.38 Office furniture - Cell phone 510.30 869.03 869.03 Printer 457.91 - Monitor - Laptop 2,035.19 2,035.19 i Pad 1,984.30 1,984.30 Costs to date 194.44 5,232.01 2,943.89 - - 8,370.34 Home Office & Technology Category 2022 2023 2024 2025 2026 Term Cost Cell phone charges 105.62 452.34 839.80 1,397.76 Home phone - Internet 190.78 1,404.12 1,465.20 3,060.10 Computer & office supplies 56.27 1 594.82 1,164.00 1,815.09 Office furniture - Cell phone 510.30 1,057.79 1,568.09 Printer 457.91 457.91 Monitor - Laptop 3,122.19 3,122.19 iPad - Costs to date 862.97 6,031.38 4,526.79 - - 11,421.14 Page 86 of 88 Council's Home Office & Technology Financial Summary (2022-2026) Annual Summary as of December 31, 2024 Home Office & Technology Category 2022 2023 2024 2025 2026 Term Cost Cell phone charges 29.92 258.78 234.04 522.74 Home phone - Internet 64.02 1,343.16 1,392.00 2,799.18 Computer & office supplies 1 101.64 31.55 133.19 Office furniture - Cell phone 428.17 629.33 428.17 Printer - Monitor - Laptop 1,903.74 1,903.74 iPad - Costs to date 522.11 3,607.32 1,657.59 - - 5,787.02 Home Office & Technology Category 2022 2023 2024 2025 2026 Term Cost Cell phone charges 30.06 235.26 267.97 533.29 Home phone - Internet 137.60 1,009.03 1,100.76 2,247.39 Computer & office supplies 248.69 248.69 Office furniture - Cell phone 629.33 629.33 Printer - Monitor - Laptop 2,186.82 2,186.82 iPad - Costs to date 167.66 4,060.44 1,617.42 - - 5,845.52 Page 87 of 88 Council's Home Office & Technology Financial Summary (2022-2026) Annual Summary as of December 31, 2024 Home Office & Technology Category 2022 20231 2024 2025 2026 Term Cost Cell phone charges 561.32 561.32 Home phone Internet 1,025.76 1,025.76 Computer & office supplies 25.38 25.38 Office furniture - Cell phone 561.34 561.34 Printer Monitor - Laptop - iPad Costs to date - - 2,173.80 - - 2,173.80