HomeMy WebLinkAboutCIS Agenda - 2025-06-16Community and Infrastructure Services Committee
Agenda
Monday, June 16, 2025, 3:00 p.m. - 4:00 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/dele , ac t� ion or via email at deleaation(a)kitchener.ca. Please refer to the
delegation section on the agenda below for registration in-person and electronic participation
deadlines. Written comments received will be circulated prior to the meeting and will form part of the
public record.
The meeting live -stream and archived videos are available at www.kitchener.ca/watchnow.
*Accessible formats and communication supports are available upon request. If you require
assistance to take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994.*
Chair: Councillor M. Johnston
Vice -Chair: Councillor D. Schnider
Pages
1. Commencement
The Community and Infrastructure Services Committee will begin immediately
following the Finance and Corporate Services Committee meeting at
approximately 3:00 p.m.
2. Disclosure of Pecuniary Interest and the General Nature Thereof
Members of Council and members of the City's local boards/committees are
required to file a written statement when they have a conflict of interest. If a
conflict is declared, please visit www.kitchener.ca/conflict to submit your written
form.
3. Consent Items
The following matters are considered not to require debate and should be
approved by one motion in accordance with the recommendation contained in
each staff report. A majority vote is required to discuss any report listed as
under this section.
3.1 Noise Exemption - KW Oktoberfest - Various Locations, CSD -2025-197 3
3.2 Noise Exemption - Holy Trinity Serbian Church, 700 Fischer Hallman 6
Road, CSD -2025-273
3.3 Reallocation of Capital Funding for Festival of Neighbourhoods, CSD- 9
2025-261
3.4 2025 Chapter 660 (Plumbing and Drainage) Update, INS -2025-070 12
4. Delegations
Pursuant to Council's Procedural By-law, delegations are permitted to address
the Committee for a maximum of five (5) minutes. All Delegations where
possible are encouraged to register prior to the start of the meeting. For
Delegates who are attending in-person, registration is permitted up to the start
of the meeting. Delegates who are interested in attending virtually must register
by 1:00 p.m. on June 16, 2025, in order to participate electronically.
4.1 None at this time.
5. Discussion Items
5.1 Kitchener Indoor Recreation Complex 30 m 24
Operating Model, CSD -2025-250
(Staff will provide a 5 -minute presentation on this matter.)
5.2 Rockway Centre Redevelopment Update, CSD- 30 m 34
2025-246
(Staff will provide a 5 -minute presentation on this matter.)
(Materials were circulated under separate cover on Wednesday, June 11,
2025.)
6. Information Items
6.1 Automated Speed Enforcement Update, DSD -2025-270 57
7. Adjournment
Marilyn Mills
Committee Coordinator
Page 2 of 61
Staff Report
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Community Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: June 16, 2025
SUBMITTED BY: Gloria MacNeil, Director of Enforcement, 519-783-8516
PREPARED BY: Gloria MacNeil, Director of Enforcement, 519-783-8516
WARD(S) INVOLVED: All
DATE OF REPORT: May 30, 2025
REPORT NO.: CSD -2025-197
SUBJECT: Noise Exemption — KW Oktoberfest Inc.
RECOMMENDATION:
That an exemption to Chapter 450 (Noise) of the City of Kitchener Municipal Code be
granted to K -W Oktoberfest Inc. for a series of events being held at various clubs between
September 26 through October 18, 2025, as outlined in the letter from K -W Oktoberfest
Inc., dated April 11, 2025 attached to Report CSD -2025-197
REPORT HIGHLIGHTS:
The purpose of this report is to seek a blanket noise exemption for K -W Oktoberfest which
will be held at various club locations throughout the city.
Oktoberfest celebrations will take place over a three-week span from September 26 thru
October 18, 2025
This report supports the delivery of core services.
BACKGROUND:
K -W Oktoberfest Inc. is requesting an exemption to Chapter 450 (Noise) of the City's Municipal Code for
a series of Oktoberfest events being held during the 2025 Oktoberfest festivities. A copy of their request
is attached.
REPORT:
The number of noise complaints relating to these events over the past several years has been minimal.
Typically, there appears to be a large degree of acceptance by City residents to these events, given their
vast popularity and broad community benefits. The level of cooperation that staff has received from event
organizers has been positive.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS: N/A
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 3 of 61
COMMUNITY ENGAGEMENT:
Oktoberfest events are widely advertised throughout the entire community.
APPROVED BY: Michael May, DCAO
ATTACHMENTS:
Attachment A — Request Letter from K -W Oktoberfest Inc.
Page 4 of 61
2 King Street West, Kitchener, ON N2G 1A3
Tel (519) 570-4267
info oktoberfest.ca
www.oktoberfest.ca
City of Kitchener
PO Box 1118, 200 King Street West
Kitchener, ON
N2G 4G7
ATTENTION: Gloria MacNeil, Director of Enforcement
SUBJECT: Blanket Noise By -Law Exemption
KITCHENER • WATERLOO
iffiffGHERFEST
Canada's Greatest Bavarian Festival
April 11, 2025
As per our request for the 2025 Festival, we are herewith requesting a blanket exemption from the
Municipal By Law governing noise for the duration of Kitchener -Waterloo Oktoberfest which officially
runs from September 26 to October 18, 2025.
K -W Oktoberfest has been designated an event of "municipal significance" and as such would
respectfully request a little latitude in the enforcement of municipal law on certain days involving a
limited number of festival facilities. This is our best guess at what the schedule may look like for this
upcoming Festival:
Alpine Club (Habsburg Haus), 464 Maple Avenue
Bingemans, 425 Bingemans Centre Drive
Concordia Club, 429 Ottawa St.
Schwaben Club, 50 Scheifele Place
Willkommen Platz in downtown Kitchener
Oct 10, 11, 13, 15, 17, 18
Sept. 26, 27 & Oct. 3, 4, 10
TBC: Sept. 25, 28 and Oct. 2, 5, 9, 12
Oct. 10, 11, 12, 13, 14, 1516, 17, 18
Sept. 27 and Oct. 3, 4, 5, 10, 11 ,12, 17,18
October 10, 11, 12
We trust that this request will meet with the approval of the Council of the City of Kitchener and that we
will be advised of this consideration accordingly.
Respectfully,
K -W OKTOBERFEST INC.
Tracy Van Kalsbeek
Executive Director
Page 5 of 61
Staff Report
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Community Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: June 16, 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 6
DATE OF REPORT: May 30, 2025
REPORT NO.: CSD -2025-273
SUBJECT: Noise Exemption — Holy Trinity Serbian Church — 700 Fischer Hallman
Road — August 30 and 31, 2025
RECOMMENDATION:
That an exemption to Chapter 450 (Noise) of the City of Kitchener Municipal Code be
granted to the Holy Trinity Serbian Orthodox Church at 700 Fischer Hallman Road, for
their annual BBQ and Bull Roast to be held on August 30 and 31, 2025 between the hours
of 11 am and 10pm.
REPORT HIGHLIGHTS:
The purpose of this report is to seek a noise exemption for the Holy Trinity Serbian Orthodox
Church which will be hosting their annual BBQ and Bull Roast.
The annual festival will take place on August 30 and 31, 2025 from 11 am — 10pm.
BACKGROUND:
The Holy Trinity Serbian Orthodox Church located at 700 Fischer Hallman Road will be holding
their annual BBQ and Bull Roast and are requesting a noise exemption as they have done in
previous years.
REPORT:
The Serbian BBQ and Bull Roast is an annual festival that has taken place for several years.
The event is open to the community and will include traditional food and entertainment such as
Serbian music and folklore dancing outdoors.
Staff report receiving two complaints during the festival last year, although a noise exemption
was in place, church representatives worked with staff to reduce the noise. Church
representatives have worked to address concerns about noise which were previously raised by
nearby residents and for the past several years have been distributing a notice to the adjacent
residential neighbourhood, which advises of the event. Church representatives will be delivering
notices again this year, it is their intent to engage the neighbourhood to participate in the festival.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 6 of 61
Attached is a copy of the information they intend to distribute throughout the neighbourhood this
year.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS: N/A
COMMUNITY ENGAGEMENT:
The event organizers will be communicating the event to the community in advance of the event,
they will also be distributing the attached letter to the surrounding neighbours.
APPROVED BY: Michael May, DCAO
ATTACHMENTS:
Attachment A — Event notice for surrounding residents
Page 7 of 61
SERBIAN ORTHODOX CHURCH
HOLY TRINITY DIOCESE OF CANADA
6 700 Fischer Hallman Rd
Kitchener, ON N2E 11-7
519-570-1230
June 30, 2025
Dear Neighbours,
The Church Board is writing on behalf of the Holy Trinity Serbian Orthodox Church
Community to invite you to our annual Church BBQ and Bull Roast which will take
place this summer. The Church is planning its annual event on August 30' and August
31't 2025. This is an outdoor event which will run from 11:00am to 10:00pm. We have
been in contact with the City of Kitchener and will make efforts mitigate the noise as
much as possible.
This event includes traditional Serbian music, dance and food. We will be selling food
such as spit roasted bull, pig and lamb as well as some desserts. There will also be
refreshments and games for all ages.
We are thankful for your ongoing support of our Church and the events that we run.
Please join us this Labour Day Weekend for food and fun!
Gratefully yours,
Holy Trinity Serbian Orthodox Church
Page 8 of 61
Staff Report
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Community Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: June 16, 2025
SUBMITTED BY: Mark Hildebrand, Director, Neighbourhood Programs and Services,
519-783-8583
PREPARED BY: Josh Joseph, Manager, Neighbourhood Development Office,
519-783- 8200
Kelsey McLaren, Project Manager, Design & Construction (NDO),
519-783-8579
WARD(S) INVOLVED: All
DATE OF REPORT: May 23, 2025
REPORT NO.: CSD -2025-261
SUBJECT: Reallocation of Capital Funding for Festival of Neighbourhoods
RECOMMENDATION:
That the City's annual Capital Budget allocation of $40,000 for Festival of
Neighbourhoods, be redirected to increase the City's support of resident -led
neighbourhood initiatives through the LoveMyHood Grant.
REPORT HIGHLIGHTS:
• The overall purpose of this report is to recommend the reallocation of $40,000 in annual
capital funding—previously awarded through the Festival of Neighbourhoods (FON)—
to the City of Kitchener's LoveMyHood Grant program. FON partners are aware of this
report, and agree with staff's recommendation.
• This recommendation follows a strategic shift by FON away from neighbourhood
capacity building, including the capital improvement grants, towards a new focus on
supporting neighbourhood connectors as builders of the social infrastructure.
• As a valuable tool for encouraging community participation, placemaking, and
neighbourhood cohesion, staff suggest that the FON grant can continue to support this
work through the LoveMyHood Grant.
• Over the last 3 years, the LoveMyHood Grant program has seen almost $1.1M in
funding requests, surpassing the available allocated amount of $550,000. Eligible grant
requests are consistently exceeding available funding amounts.
• This report supports the increased delivery of resident -led neighbourhood initiatives
through the existing LoveMyHood Grant program.
BACKGROUND:
The Festival of Neighbourhoods (FON) was established in 1994 with the goal of encouraging
Kitchener residents to host inclusive events—such as picnics, potlucks, and street parties—
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 9 of 61
that welcomed all neighbours within a local area. The festival's early founders recognized
the value of celebrating everyday community spirit, often overlooked in traditional civic
recognition, and sought to "celebrate the ordinary" across Kitchener's diverse
neighbourhoods. A collaborative initiative between John MacDonald Architect, the Social
Development Centre Waterloo Region (SDC), and the City of Kitchener, FON provided
practical resources, public recognition, and capital grants of up to $20,000 to
neighbourhoods that organized inclusive gatherings. Over the past three decades, FON has
served as a vehicle for building social capital and fostering community bonds through
informal, grassroots engagement.
REPORT:
In 2024, the Festival of Neighbourhoods marked its 30th anniversary, offering an opportunity
to reflect on the program's evolution and its long-standing role in cultivating neighbour -to -
neighbour connections throughout the city. In their 2024 Tier 1 Grant application, FON
proposed a shift away from traditional outreach and event -based supports, opting instead
to suggest and undertake a year-long research initiative focused on exploring broader social
trends and their implications for community -building in Kitchener. A comprehensive report
outlining the findings of this research, accompanied by a staff report, is anticipated in Q3/Q4
of 2025.
Preliminary recommendations from the FON research include a proposed redefinition of the
program's mission—from a focus on supporting specific neighbourhood -led initiatives to a
broader emphasis on individual capacity building of neighbourhood connectors. In alignment
with this shift, FON has recommended the discontinuation of the annual $40,000 in
Neighbourhood Capital Improvement Grants, which have traditionally been awarded at the
October Finale Celebration. These grants—two $20,000 awards—were distributed by
random draw to neighbourhoods that had hosted and registered qualifying gatherings and
were present at the celebration. The funds supported physical infrastructure improvements,
often serving as a visible symbol of community participation and pride. Completion of these
projects in the past has proved challenging, given that neighbourhoods do not need a project
idea to qualify for or receive the grant funding. Residents have expressed frustration with
this process, and the resulting timelines for implementation, leaving awarded funding
sometimes unspent for several years.
The recommendation to sunset the FON capital grants also acknowledges the ongoing
success of the City's LoveMyHood Matching Grant (LMHMG) program, which supports
resident -led initiatives citywide. Eligible grant requests in recent years have continued to
surpass available funding with almost $1.1M being requested over the past 3 years,
exceeding an available amount of $550,000. Since its adoption in 2017, LoveMyHood has
encouraged residents to take the lead in shaping their communities, with the City acting as
a supportive partner. The LMHMG, administered by the Neighbourhood Development Office
(NDO), offers matching funding for new resident -led projects and serves as a one-stop point
of contact to guide groups through internal approvals and city processes. Through the award
of over 200 resident -led grants, the LMHMG has seen over $1M in funding distributed
towards supporting over 160 new resident groups.
Given the alignment between the original intent of the FON capital grants and the success
of LoveMyHood in enabling resident -driven infrastructure improvements, staff recommend
that the $40,000 traditionally allocated to FON capital awards be reallocated to the LMHMG
Page 10 of 61
program. This transition will preserve support of the original grant for grassroots capital
projects while aligning with the City's broader strategy of empowering residents to lead
change in their neighbourhoods through LoveMyHood.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
The proposed reallocation of the $40,000 annual capital budget from the Festival of
Neighbourhoods to the LoveMyHood Matching Grant program is cost -neutral and does not
require any additional funding.
This funding shift maintains the City's existing investment in community -led capital projects,
aligning it with, and enhancing the impact of the LoveMyHood program, which continues to
experience high demand, with eligible requests exceeding available funding each year.
By consolidating capital support under the LoveMyHood framework, the City can leverage
the administrative infrastructure and technical expertise of the Neighbourhood Development
Office to efficiently and effectively deliver grassroots infrastructure improvements citywide.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of
the council / committee meeting.
CONSULT — This report has been shared with Festival of Neighbourhoods in advance of
the council / committee meeting for awareness and alignment.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter.
APPROVED BY: Michael May, DCAO
ATTACHMENTS: N/A
Page 11 of 61
Staff Report
J
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Infrastructure Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: June 16, 2025
SUBMITTED BY: Bu Lam, Director of Sanitary and Stormwater Utilities (SSU), 519-783-
8835
Mike Seiling, Director of Building, 519-783-8252
PREPARED BY: Marko Kasunic, Manager, Maintenance & Operations (SSU), 519-783-
8833
Robert Schipper, Manager of Building, 519-783-8251
WARD(S) INVOLVED: All Wards
DATE OF REPORT: June 2, 2025
REPORT NO.: INS -2025-070
SUBJECT: Amendments to Municipal Code — Chapter 660, Plumbing & Drainage
RECOMMENDATION:
That Chapter 660 of the Corporation of the City of Kitchener Municipal Code regarding
Plumbing and Drainage be repealed and replaced with the updated By-law attached to
report No. INS -2025-070.
REPORT HIGHLIGHTS:
• The purpose of this report is to advise on the need for an update to Municipal Code, Chapter
660, Plumbing & Drainage.
• The current by-law lacks clarity on who is responsible for maintaining private -side sanitary
infrastructure when blockages occur (e.g., from tree roots).
• The update to Municipal Code, Chapter 660, Plumbing & Drainage will clarify the
responsibility of private property owners and/or the City as it pertains to maintenance and
repair of sanitary infrastructure, and will reflect current practices.
• The updated by-law also updates outdated language and removes duplicated sections that
now appear in the Ontario Building Code (OBC) following recent regulatory changes.
• This report supports the delivery of core services.
• There are no financial impacts associated with the recommendations.
BACKGROUND:
A staff review of the City of Kitchener's Municipal Code, Chapter 660, Plumbing & Drainage
identified a number of provisions of the code that were out of date; i.e. regulation changes
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 12 of 61
duplicated within the Ontario Building Code (OBC), as well as sections that required updating
and alignment with current practices.
For clarity, the Chapter 660 - Plumbing & Drainage by-law is specific to water, sanitary and storm
drainage requirements. The Chapter 660 — Plumbing & Drainage by-law does not address final
lot grading drainage, which are addressed through Site Plan and Subdivision processes
administered through Engineering and/or Building.
REPORT:
Sanitary and Stormwater Utilities (SSU) provides services to residents in response to sanitary
blockages, which typically relate to sewage back-ups in residential basements. While the impact
of a sewage back-up may be confined to private -property, it may be the result of a blockage in
either a private -side pipe or from a City -owned pipe. When SSU responds to these types of
service calls, crews will work to clear the blockage and will use a CCTV camera to help determine
the cause of the blockage as well as inspect pipes for defects, both within the privately -owned
and city -owned (i.e., road allowance) portions of the sanitary pipe. CCTV video footage helps
pinpoint the exact location of the defect, which helps determine the responsible party for any
repairs and associated costs.
There are many reasons why a sanitary blockage may occur, including resulting from tree roots
that have entered via cracks or joints in the pipe. Root intrusion is most commonly found in older
pipes, as pipes near the end of their useful service life often begin to degrade and crack. Roots
are commonly mistaken as being the cause of pipe defects (i.e., creating cracks), when in fact,
roots do not create pipe defects but rather penetrate through existing pipe defects.
The current by-law (Municipal Code — Chapter 660, Plumbing & Drainage) indicates that the City
will be responsible for removing blockages and any costs related to tree roots when the tree is
on City property, whereas the private property owner is responsible for any costs involved in
clearing blockages resulting from tree roots where the tree is on private property. The by-law
further states that the property owner is responsible for ensuring their private -side pipe is in good
repair and be responsible for the maintenance and repair costs of the private -side lateral. These
sections of the by-law are contradictory and confusing and do not clearly and consistently assign
responsibility for pipe defects, root intrusion, and/or repair and maintenance costs. The lack of
clarity in the by-law may cause residents to assume that the City is responsible for the cost of
the private -side pipe repair, or result in residents delaying their pipe repairs as they believe the
City will perform maintenance on their private pipe on an ongoing basis.
In consultation with City Arborists, Engineers and Solicitors, as well as aligning to current
practice at the City of Kitchener and similar practices in other municipalities, the proposed
changes to the by-law will simplify language and make private property owners responsible for
repairs and maintenance of private -side sanitary pipes. This distinction clearly assigns
responsibility to private property owners to assume the costs of removing blockages, including
those caused by tree roots entering pipes on private property, as the location of a tree and its
roots has no bearing on the creation of a pipe blockage, but rather it is the state of the pipe (i.e.,
pipe defects) that are the cause of roots entering the pipe. Similarly, the by-law change will
clearly assign responsibility to the City to remove and pay for any blockages caused by tree
Page 13 of 61
roots or other materials that occur due to a pipe defect on the non -private side (i.e., City road
allowance).
This change to the by-law will improve customer service as updated language in Chapter 660
now clearly defines the responsibilities of private property owners and the City in relation to
blockages in sanitary pipes, including those from tree root intrusion, and reflects current practice.
The Building Division also participated in the review of the existing Municipal Code — Chapter
660, Plumbing & Drainage because many of the requirements therein are also contained in the
Ontario Building Code. This duplication has been removed in the updated by-law, along with
updates to City contact information. A summary of key changes to Chapter 660 of the Municipal
Code is provided in Table 1.
Table 1: Summary of key changes to Chapter 660 — Plumbing and Drainage.
Key Change
New Document
Old Document
Removal of content
Not included
Section 660.2.6 — redundant with
due to duplication
Development processes
(Building Division)
Article 6 — Ventilation — duplication
with OBC
Article 7 — Fixtures Required —
duplication with OBC
Blockages caused
Reference to tree ownership as
Blockages caused by roots from a tree
by tree roots
determinant for cause of
on City property implies City is liable
(SSU)
blockage removed. Clarified
for costs involved in clearing the
language regarding
blockage. The reverse is implied for
responsibility for pipe repairs
blockages caused by roots from a tree
and/or blockage removal based
located on private property. However,
on the location of the pipe
location of tree has no bearing on a
defect.
blockage caused by tree roots. Cause
of blockage is due to defect in pipe
(e.g., cracks, offset joints).
Updates required to
Additional language required:
Included in original by-law; however,
reflect standard
Article 7 — Repair at Owner's
wording was out of date.
provisions of
Expense
regulatory by-laws
Article 8 — Inspection Powers
or existing City
Article 9 - Enforcement
Policies
Article 10 - Administration
(Legal Services
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
None
COMMUNITY ENGAGEMENT:
Page 14 of 61
INFORM — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
• Municipal Code — Chapter 660, Plumbing & Drainage
• Ontario Regulation 163/24 (Building Code) under the Building Code Act, 1992, S.O.
1992, c. 23, and amendments thereto
APPROVED BY:
Denise McGoldrick, GM Infrastructure Services
Justin Readman, GM Development Services
ATTACHMENTS:
Attachment A — Chapter 660 Plumbing and Drainage By -Law (2025)
Page 15 of 61
OF THE
CORPORATION OF THE CITY OF KITCHENER
(Being a by-law to repeal and replace Chapter 660 of The City
of Kitchener Municipal Code with respect to Plumbing and
Drainage).
WHEREAS it is deemed expedient to exercise the powers conferred on Council by
Municipal Act, 2001, S.O. 2001, c.25 and the Building Code Act, 1992, S.O. 1992, c. 23;
NOW THEREFORE the Council of The Corporation of the City of Kitchener enacts
as follows:
Article 1 - Definitions
660.1.1
In this By-law any term not defined herein shall have the meaning set out in the Building
Code Act or the Building Code unless a contrary intention is apparent or such definition
would be inconsistent with the context of this by-law.
660.1.2
"Building Code" means Ontario Regulation 163/24 (Building Code) under the Building
Code Act, 1992, S.O. 1992, c. 23 and shall include any successor regulation.
660.1.3
"Building Code Act" means the Building Code Act, 1992, S.O. 1992, c. 23.
660.1.4
"Chief Building Official" means the Chief Building Official of the City.
660.1.5
"City" means The Corporation of the City of Kitchener.
660.1.6
"Council" means Council of the City.
660.1.7
"Director" means the Director, Sanitary and Stormwater Utilities for the City.
Page 16 of 61
P
•.1
"Manager" shall mean the City's Manager of Maintenance and Operations (Sanitary and
Stormwater), and a delegate or representative of the Manager. For the purpose of Article
6 (Maintenance and Repair), "Manager" shall also include a contractor hired by the City
to perform work required by this By-law.
660.1.9
"Officer" means the Chief Building Official, the City's Director, Sanitary and Stormwater
Utilities, and shall include any employee of the City under the direction of or delegate of
such individuals.
660.1.10
"Occupant" shall have the definition set out in section 15.1 of the Building Code Act.
660.1.11
"Owner" shall have the definition set out in section 15.1 of the Building Code Act and shall
also include a "building owner" as defined by the Building Code Act.
660.1.12
"Plumbing" has the meaning that it has in the Building Code Act.
Article 2 — Connections to Sewers
660.2.1
Every person connecting or disconnecting from a public sanitary sewer or making any
changes to a private sewage disposal system, shall obtain a building permit prior to
commencing such work.
1:��11ra
Every Owner shall ensure that every building in which plumbing fixtures are installed shall
have a connection to a public sanitary sewer or a private sewage disposal system.
660.2.3
No person shall construct and no Owner shall permit construction or allow to remain any
private sewage disposal system except under authority of a building permit.
660.2.4
Every Owner shall ensure that no private sewage disposal system shall be allowed to
exist on lands abutting a street which has sewage facilities where a public sanitary sewer
is accessible within 45.72 metres (150 feet) measured from any point on the property line
abutting such street to the closest portion of any building served by the private sewage
disposal system.
Page 17 of 61
3
660.2.5
Where the Chief Building Official or the Director is satisfied upon due examination of a
building that connection may be had within 45.72 metres (150 feet) to the sewers of the
City, the Owner, at the Owner's expense, must arrange for connection to the sewer within
thirty days of receiving a written notice to do so.
660.2.6
Where one building is separate and located to the rear of another building on an interior
lot and no other sewer connection is available, a building permit shall be obtained to
extend the plumbing system of the building at the front to the rear building and the whole
considered as one building sewer.
660.2.7
Every Owner shall ensure that old building sewers are only used in connection with new
buildings or new plumbing under authority of a building permit when they are found on
examination and test by the Chief Building Official to conform in all respects to the
requirements covering new sewers as prescribed by the Building Code and in the
regulations made pursuant to the Ontario Water Resources Act R.S.O. 1990, c. O. 40
and the requirements of this By-law.
660.2.8
A relocation of a building shall be considered a re -erection of such building and the
plumbing system therein shall be subject to the provisions of the Building Code and to
regulations made pursuant to the Ontario Water Resources Act R.S.O. 1990, c. O. 40
and the requirements of this By-law. A building permit is required for the plumbing system
when any building is relocated.
660.2.9
No person shall connect or cause to be connected the plumbing system of any building,
lot, premises, or establishment otherwise than with that portion of the public sanitary
sewer system intended for it as shown by the records in the office of the Director.
660.2.10
Unless otherwise approved by the Chief Building Official, every Owner shall ensure that
no sanitary sewer passes under any building other than the building it serves and the
entire sanitary sewer system of every building or premises shall be separate from and
independent of that of every other building or premises and shall have an independent
connection with a public sanitary sewer.
Article 3 — Interceptors
660.3.1
Every Owner and occupant shall ensure that oil or grease interceptors are cleaned as
frequently as necessary to prevent the buildup of grease and additionally shall be cleaned
no less than once every six months.
Page 18 of 61
:AI
660.3.2
Every Owner and occupant shall ensure that a sand or grit interceptor has a capacity
sufficient to retain the grit and sand reaching the interceptor during any ten hour period.
Article 4 — Subsoil Drainage
660.4.1
No person shall cause or permit the discharge of any storm water including surface water,
ground water, rain runoff, subsoil drainage from footings or foundation walls, water from
open excavations or other surface or subsurface drainage into the sanitary sewer system
of the City.
660.4.2
No person shall connect to the sanitary sewer system of the City any agricultural tile or
weeping tile placed to provide subsoil drainage for footings or foundation walls.
Article 5 — Storm Sewers, Storm Drains, and Rainwater Leaders
660.5.1
Unless otherwise approved by the Chief Building Official, every Owner shall ensure that
no storm sewer passes under any building other than the building it serves and the entire
storm drainage system of every building or premises shall be separate from and
independent of that of every other building or premises and shall have an independent
connection with a public storm sewer.
660.5.2
Special cases, such as a terrace or a semi-detached residential building, shall be referred
to the Chief Building Official who shall decide whether a separate storm sewer system
shall be installed or otherwise.
660.5.3
Where one building is separated from and located to the rear of another building on an
interior lot and no other storm sewer connection is available, the consent of the Chief
Building Official and a building permit shall be obtained to extend the drainage system of
the building at the front to the rear building and the whole considered as one building
storm drain.
660.5.4
No Owner or Occupant shall use an old building storm sewer in connection with new
buildings unless under authority of a building permit where they are found on examination
and test by the Chief Building Official to conform in all respects with this By-law.
Page 19 of 61
5
Article 6 - Maintenance and Repair
660.6.1
Every Owner shall keep in good repair and be responsible for all maintenance and repair
costs pertaining to the lateral sanitary sewer, water connection, or storm drain connection
on their own property up to the road allowance, or other property or easement, owned by
the City.
660.6.2
Every Owner shall also be responsible for and shall remove blockages caused by objects
and any other matter or liquid placed in the sewer or drain of the Owner's property by
occupants or users of the lateral sanitary sewer or storm drain connection including the
portion within the road allowance, or other property or easement, of the City. Any
blockage on City property shall only be cleared by a licensed plumber.
660.6.3
Except for the blockages referred to in section 660.6.2, the City will be responsible for
maintenance and repair costs for the portion of lateral sanitary sewer or storm drain
connections within road allowances, or other property or easements, of the City.
660.6.4
Regardless of the location of the tree from which the roots originate from, where there is
a defect in a lateral sanitary sewer, or storm drain connection pipe which results in root
intrusion causing a blockage, it is the Owner of the land where the defect in the pipe is
located that is responsible to repair the connection at their cost.
660.6.5
When an Owner or Occupant effects or causes any repair to any lateral sanitary sewer,
water connection, or storm drain, or any removal of a sanitary sewer or storm drain
blockage as required in this Article, all costs associated with such repair or blockage
removal shall be at the cost of the Owner and any damage caused by such repair or
blockage removal on property of the City shall also be at the expense of the Owner or
Occupant. In the event the City should undertake any work on private property, the Owner
of the land where the work was performed is responsible to reimburse the City in
accordance with annual user fees approved by Council from time to time.
660.6.6
The Manager is hereby authorized to execute agreements approved by the City Solicitor
with the owners of lands and premises for the purpose of cleaning, flushing, and repairing
clogged sewers and drains as required by this By-law. The Manager shall make the usual
probes and examination to determine the location and cause of any sewer or drain
blockage under this By-law.
Page 20 of 61
A
Article 7 — Repair at Owner's Expense
660.7.1
Where a person is directed or required to do a thing pursuant to this By-law, including
without limitation the repair or unclogging of a person's sewer or drain, and fails to do
such thing, the matter or thing may be done by the Manager at the person's expense.
660.7.2
For the purposes of this Article, the City including its agents, representatives, and
contractors, may enter upon land at any reasonable time.
660.7.3
The Owner shall pay all applicable fees and charges for the above repairs as may be
prescribed by Council from time to time. Such fees and charges constitute a debt of the
Owner to the municipality and the City may recover the costs of doing a matter or thing
under this By-law from the person directed or required to do it by action or by adding such
fees and charges, to the tax roll for the property to which the service was supplied and
may collect them in the same manner as municipal taxes.
Article 8 — Inspection Powers
660.8.1
In addition to any inspection authority contained in the Building Code Act, an Officer and
any agent or representative of the City may enter on land at any reasonable time for the
purpose of:
(a) carrying out an inspection to determine whether this By-law is being
complied with;
(b) inspecting the discharge of any matter into the sewage system of the City
or into any other sewage system the contents of which ultimately empty into
the municipal sewage system and may conduct tests and take samples for
this purpose; and
(c) inspecting the discharge of any matter into a land drainage system of any
person and may conduct tests and remove samples for this purpose.
660.8.2
For the purposes of an inspection pursuant to this By-law, an Officer, or any agent or
representative of the City may:
(a) require the production for inspection of documents or things relevant to the
inspection;
(b) inspect and remove documents or things relevant to the inspection for the
purpose of making copies or extracts;
Page 21 of 61
7
(c) require information from any person concerning a matter related to the
inspection; and
(d) alone or in conjunction with a person possessing special or expert
knowledge, make examinations or take tests, samples, or photographs
necessary for the purposes of the inspection.
660.8.3
The ability of an officer, agent, or representative of the City to make examinations or take
tests shall include the ability to inspect underground services including by use of closed
circuit television cameras on private property to determine compliance with this By-law.
660.8.4
Notwithstanding sections 660.8.1, 660.8.2, and 660.8.3, inspections of a room or place
actually being used as a dwelling unit shall comply with the applicable requirements of
the Municipal Act, 2001 and/or section 16 of the Building Code Act.
Article 9 - Enforcement
660.9.1
Every person, other than a corporation, who contravenes any provision of this By-law or
fails to comply with a requirement thereof and every director or officer of a corporation
who concurs in such contravention or failure to comply is guilty of an offence and is liable,
upon conviction, to a fine of not more than fifty thousand dollars ($50,000) for a first
offence and to a fine of not more than one hundred thousand dollars ($100,000) for each
subsequent offence.
660.9.2
If a corporation is convicted of an offence, the maximum penalty that may be imposed
upon the corporation is five hundred thousand dollars ($500,0000) for a first offence and
one million, five hundred thousand dollars ($1,500,000) for a subsequent offence and not
as provided in section 660.9.1.
660.9.3
The fines amounts set out in this Article are exclusive of costs and are recoverable under
the Provincial Offences Act, R.S.O., 1990, c. P.33.
Article 10 -Administration
660.10.1
This By-law shall be known as the "Plumbing and Drainage By-law".
Page 22 of 61
660.10.2
It is hereby declared that each and
severable and that, if any provision
invalid by any court, it is the intention
then remaining provisions hereof shal
660.10.3
every of the foregoing sections of this By-law is
of this By-law should for any reason be declared
and desire of Council that each and every of the
I remain in full force and effect.
By-law 87-320, section 1 of by-law 88-191, section 5 of by-law 88-228, by-law 93-141,
sections 16-26 of by-law 95-168, sections 8-10 of by-law 97-140, sections 15-22 of by-
law 2001-224, section 3 of by-law 2007-166, and sections 24-25 of by-law 2011-047 and
the contents of the previous Chapter 660 are hereby repealed.
660.10.4
The Clerk of the City is hereby directed to make this By-law a part of The City of Kitchener
Municipal Code by adding it to the Concordance and arranging and numbering it as
Chapter 660 so as to fit within the scheme of the Code.
PASSED at the Council Chambers in the City of Kitchener this
of
, A.D. 2025.
a/
Mayor
Clerk
Page 23 of 61
Staff Report
K� R
Community Services Department www. kitchen er.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: June 16, 2025
SUBMITTED BY: Bob Cheyne, Director, Sport Division
PREPARED BY: Christine Baker, Manager, Customer Experience and Solutions
WARD(S) INVOLVED: All
DATE OF REPORT: June 6, 2025
REPORT NO.: CSD -2025-250
SUBJECT: Kitchener Indoor Recreation Complex (KIRC) Operating Model
RECOMMENDATION:
That the service -focused operating model (staffing and financials) outlined in CSD -
2025 -250 be approved for the Kitchener Indoor Recreation Complex (KIRC) to ensure
the facility is able to meet the City's growing recreation needs, attract major
tournament and events and, provide a positive experience for the facility users; and
That the anticipated operating impacts of the KIRC operating model (staffing and
financials) be incorporated into the 2026 and 2027 budgets.
REPORT HIGHLIGHTS:
• Currently under construction and anticipated to open in 2026, the Kitchener Indoor
Recreation Complex (KIRC) will be the premier indoor recreation facility in Waterloo
region and one of the best indoor turf facilities in Ontario. The facility will include a FIFA -
sized indoor turf, a world-class aquatic centre with two pools, a quad gymnasium, two
cricket practice nets, a walking track and several multi-purpose rooms.
• This multi -sport facility has been thoughtfully designed to meet the increasingly diverse
sport and recreation needs of Kitchener residents, balancing competitive sport
opportunities with affordable, community-based programming.
• The facility will be open to the public seven days a week, from 7 a.m. to midnight.
• The City is committed to ensuring a positive user experience and is proposing an
operating model that will ensure KIRC is welcoming, clean, safe and easy to navigate.
• The proposed staffing model is focused on providing a positive user experiences, allows
flexibility to adapt to peak usage times, and includes dedicated expertise in planning and
hosting major tournaments and events that will benefit the local business community.
• The staffing model is built on three connected teams working together and supported by
experts from other areas of the organization, to ensure a positive user experience.
• A provision was made for the operating costs of KIRC through the budget planning
process and the proposed operating budget for the facility aligns with original estimates.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 24 of 61
• The financial model shows that there will be no direct impact on existing taxpayers as
the costs of the facility will be fully covered by user fees and anticipated assessment
growth, which is expected to be sufficient to cover not only KIRC operating impacts in
2026 and 2027, but also address other known operating budget growth related pressures
BACKGROUND:
In recent years City Council approved construction of the Kitchener Indoor Recreation
Complex (KIRC) which includes the following amenities:
• An indoor turf that is divisible into four individual fields
• An aquatic centre featuring an 8 -lane competitive pool and a large leisure pool
• A quad gymnasium
• Two cricket practice nets
• An elevated walking track
As the City's first net -zero carbon building, this facility exemplifies innovative, sustainable
design and a commitment to a greener future. Set to open in the third quarter of 2026, KIRC
is expected to attract more than 570,000 annual visits, including an estimated 100,000
event -related visits from out-of-town coaches, event officials and spectators in its first full
year of operation.
A first of its kind for the City, the KIRC's diverse amenities make it unlike any other City
facility in terms of operation and staffing. While most City facilities generally offer a single
amenity (e.g., arena, pool, community centre), the KIRC's offerings require a unique and
complex staffing model to support a seamless integration of multiple amenities in one facility
— while ensuring users enjoy a positive experience in the facility.
REPORT:
The KIRC operating model is generally made up of two major components — the staffing
model and the annual operating budget.
In order to develop the recommended staffing model, staff undertook the following activities:
Page 25 of 61
Action taken
Key takeaways
Reviewed staffing models at City of
Identified City best practices, specifically
Kitchener facilities including pools,
as it related to coordination between
1
arenas, and community centres with a
service areas to support facility
focus on the most comparable facilities -
maintenance and operations.
The Kitchener Memorial Auditorium and
Breithau t Community Centre.
Reviewed staffing models at similar
Provided significant insight into the
facilities from 7 municipalities, including
management of complex multi -sport
facilities in Brantford, London, Markham,
recreation facilities using either
2
Mississauga, Thunder Bay, Vaughan,
centralized or de -centralized models.
and Waterloo. The analysis included
reviewing organizational charts, job
descriptions, and interviews with facility
management.
Page 25 of 61
Facility Usage Mapping:
The facility is expected to be open to the public from 7 a.m. to midnight, seven days a week,
with the possibility of extended morning hours to support seasonal training.
In order to determine appropriate staffing levels, staff reviewed usage of similar facilities and
leveraged the City's anticipated programming strategy to identify amenity and overall facility
usage throughout the day. Based on this analysis, staff anticipate that the facility will be
busiest from 4 p.m. to 10 p.m. on weekdays, and from 9 a.m. to 4 p.m. on weekends.
Below is an example of the analysis of facility usage by amenity where 1=light usage,
2=moderate usage, 3=peak usage and X= no significant usage expected.
5 67 8 9 1 2 3 4 5 6 7 8 9
a.m a.m a.m a.m a.m 10 11 no p.m p.m p.m p.m p.m p.m p.m p.m p.m 10 11
M -F School year a.m. a.m. on p.m. p.m.
Interviewed 12 City staff currently
These conversations underscored the
involved in the operation of existing City
importance of coordination between
Facility total
of Kitchener facilities to understand
teams responsible for programming and
/„ �
staffing needs for sport and program
amenity changeovers/set-up.
3
delivery, maintenance and facilities
X
management.
Provided valuable insights into customer
Cricket
X
service staffing requirements based on
X
amenity and peak usage at other City
Gym
X
facilities.
Pool
Developed a strategy and estimated
Was critical in determining the staffing
schedule for all amenities to assist in
levels required to serve customers and
4
identifying peak hours (see graphic
support the efficient set-up and take -
X
below) and the associated staffing needs
down of programming spaces to
to support expected programming,
accommodate various activities at peak
X
rentals and events.
and off-peak facility usage times.
Developed guiding principles to help
Ensured alignment to a singular vision for
steer staffing decisions and ensure that
staffing when discussing roles,
5
the proposed staffing model supported
responsibilities, requirements, etc. This
the overall vision for the facility. See
included stakeholders from teams across
staffing guiding principles below.
the organization involved in staffing
and/or supporting the KIRC operations.
Facility Usage Mapping:
The facility is expected to be open to the public from 7 a.m. to midnight, seven days a week,
with the possibility of extended morning hours to support seasonal training.
In order to determine appropriate staffing levels, staff reviewed usage of similar facilities and
leveraged the City's anticipated programming strategy to identify amenity and overall facility
usage throughout the day. Based on this analysis, staff anticipate that the facility will be
busiest from 4 p.m. to 10 p.m. on weekdays, and from 9 a.m. to 4 p.m. on weekends.
Below is an example of the analysis of facility usage by amenity where 1=light usage,
2=moderate usage, 3=peak usage and X= no significant usage expected.
5 67 8 9 1 2 3 4 5 6 7 8 9
a.m a.m a.m a.m a.m 10 11 no p.m p.m p.m p.m p.m p.m p.m p.m p.m 10 11
M -F School year a.m. a.m. on p.m. p.m.
KIRC Staffing Guiding Principles
Page 26 of 61
Facility total
/„ �
7
1
Turf
X
X
Cricket
X
X
X
Gym
X
X
Pool
Multi-purpose
rooms
X
X
X
2
Walking track
X
X
Viewing galleries
(custodial)
X
X
X
X
KIRC Staffing Guiding Principles
Page 26 of 61
As noted above, as part of the process of developing the KIRC staffing model, a series of
guiding principles (see below) were developed to guide the decision-making process:
Commitment to Customer Service: The staffing model will support a high level of
customer service to meet community needs, as well as plan for and host tournaments
and other events.
A Team Approach: The staffing model will support a cohesive and aligned team
approach to operating KIRC. This team approach will support the implementation of a
shared vision for the facility, a common customer service philosophy and a team -based
workplace culture that fosters pride and accountability.
Connection Between Programs/Rentals and Setup/Take-Down: The staffing model
will support a positive user experience by creating a close connection between programs
and rentals at the facility, and our ability to prepare and transition facility spaces for
various programs and individual uses in a timely and effective manner.
Flexibility to Meet Peak User Hours: The staffing model will provide capacity to increase
staffing levels in vital service and support roles during peak hours, when the highest
number of users are present.
Flexibility Within Roles: The staffing model will create flexibility within roles to allow
staff to complete a broad range of duties depending on the needs of facility users.
The staffing model guiding principles are addressed through the proposed staffing model:
Guiding Principle
How this is addressed through the staffing model
Commitment to
The staffing model includes frontline customer service staff who
Customer Service
will not only serve customers at our reception desk, checking
them in for swims or registering them for programs, but will act
as greeters during peak hours, replicating our successful and
well-received City Hall greeter model.
A Team Approach
The staffing model allows for the KIRC team and coordinated
teams within the organization to work together to most efficiently
meet the needs of the facility, while remaining aligned with the
KIRC facility vision and its strongly commitment to customer
service and the user experience.
Connection Between
Including the staff responsible for programming and the staff
Programs/Rentals and
responsible for setting up the different amenities within the
Setup/Take-Down
same team structure allows for streamlined communication and
an ability to easily adapt to changing needs and unexpected
changes as they arise.
Flexibility to Meet Peak
The staffing model provides flexibility to ramp up part-time
User Hours
staffing levels at times of higher facility usage and adjust
accordingly when fewer staff are required onsite, while ensuring
that the facility remains safe, clean and well maintained.
Flexibility Within Roles
Wherever possible, roles have been designed to allow flexibility
to support others within the facility so that staff are able to
respond to demands as they arise.
Page 27 of 61
Unique staffing model
The KIRC is unlike any other facility the City operates. Staff have done considerable work
to project staffing needs, however it is anticipated that some adjustments may need to be
made once the facility is operational. The proposed staffing model has been designed to
allow flexibility to adapt and adjust to the operational requirements of the building.
The proposed staffing model includes 21 FTEs, as well as part-time and 9000 series staff
working in three teams, each with clearly defined objectives that will contribute to a
welcoming, safe, clean and well -programmed space for the community. Together, these
teams will provide robust and diverse programming for all ages, drop-in programs, sports -
themed summer camps, premier amenities for competitive training and recreational
opportunities alike, as well as brining tournaments and events to the community.
Coordinated Support
(6 FTE)
Working In a coordinated effort, staff �
from INS and CSU will support. KIRC
operations.
Aquatics Team
(2 FTE+60,000 hours PT)
Providesthoughtfully designed
aquaticsprogramming including
meets and events„ and oversees
day-to-day pool . operations„ in a
safe and friendly environment.
Director, Sport division
Manager (1)
Customer Experience Team
(6 FTE + 22,000 hours PT)
Provides a welcoming experience
to all visitors. Facilitates seamless.
access to programs and amenities
In a clean, welcoming, and well-
maintained environment.
Events and Bookings Team
(6 FTE)
Ensure the facility Is fully utilized by
facilitating facility rentals, events,
tournarnents and affiliate offerings,
ensuring diverse programming for
the turf, gyro, and multi -(purpose
spaces to meet Community needs.
Aquatics Team:
In addition to supporting day-to-day activities and providing a robust programming schedule,
the Aquatics team support swimming tournaments and events. Staff have leveraged the
existing Aquatics staffing model for KIRC, adjusting the number of 9000 series staff (guards,
instructors, and assistants) to account for the scale and projected programming.
The KIRC Aquatics team would be made up of the following positions:
• Supervisor, Aquatics (1)
• Aquatics Coordinator (1)
• Head Guards (9000 series)
• Lifeguards (9000 series)
• Aqua Fitness Instructors (9000 series)
• Aquatics Assistants (9000 series)
Customer Experience Team:
Page 28 of 61
The Customer Experience team will ensure that customers are met with a great experience
with friendly staff, that amenities are safe, well maintained and changed over throughout the
day to support a variety of programs, and that the facility is clean.
Staff completed very in-depth programming projections to determine peak times for the
facility and each amenity to determine when increased staffing levels would be required to
support peak usage and meet customer service and facility changeover needs.
The KIRC Customer Experience team would be made up of the following positions:
• Supervisor, Customer Experience (1)
• Customer Service Associate (2)
• Building Attendant (3)
• Customer Service Attendant (9000 series)
• Building Attendant (9000 series)
Events and Bookings Team:
This team will ensure that the facility is fully utilized by promoting and attracting events,
tournaments, and affiliate programs. They will also ensure diverse programming for all KIRC
amenities, including the gyms, turf, pools, and multi-purpose rooms. The KIRC Events and
Bookings team would be made up of the following positions:
• Supervisor, Programs and Rentals (1)
• Sport and Recreation Programmer (1)
• Facility Scheduler (1)
• Sport and Recreation Event Associate (1)
• Finance and Admin Coordinator (1)
• Marketing Associate (1)
Coordinated Support:
Staff identified a number of positions that are required to expand the capacity of several
teams across the corporation to support the operations of KIRC. While these positions are
not specifically included in the KIRC organizational structure, they are necessary to its
operations, and to support other vital City facilities and programs. Coordination of the work
for these roles will be the responsibility of their respective managers and KIRC management.
These positions include:
• Building Operator (Facilities Management) (1)
• Building HVAC (Facilities Management) (1)
• Facility Operator Aquatics (Facilities Management) (1)
• Building Maintenance Generalist (Facilities Management) (1)
• Recreation Program Coordinator (Neighbourhood Programs & Services) (1)
• Outdoor amenity support (Parks & Cemeteries) (1)
• Program instructors, camp staff, youth drop-in staff (9000 series)
This staffing model supports 200 weekly summer and March break camps spots that will be
specifically designed as sport -theme experiences for participants.
The KIRC staffing model will be supported by contracted services where it provides
efficiencies.
Page 29 of 61
Expected staff start dates
It is staff's intention to begin recruitment for the KIRC management team as soon as possible
with the expectation that they will be in place by fall 2025. This will allow them to be involved
in the hiring, onboarding and preparation of their teams. The following are the proposed start
dates (recognizing some of these dates will likely shift once the management team has been
brought onboard) for all staff in the KIRC staffing model.
All KIRC management
October 2025
Aquatics team
May — September 2026
Customer Experience team
July — August 2026
Events and Bookings team
January — April 2026
Instructors, camp staff, inclusion workers
September 2026 — March 2027
FINANCIAL IMPLICATIONS:
Capital Budget
The 10 -year capital forecast for the KIRC will be established through the 2026 Operating
Budget. The increased reserve contributions required to fund the capital forecast are
included in the operating budget details below.
Operating Budget
Final decisions on funding for the KIRC operating model will be finalized through the 2026
budget process and will reflect Council's decision on staffing and operational needs for the
facility. A provision was made for KIRC operating impacts through the budget planning
process, and the proposed operating budget for the facility aligns with original estimates.
Costs for the KIRC will be significantly offset by user fee revenues generated through
programs, rentals, and events at the facility, but like other recreation facilities at the City,
there will be some residual costs that are not fully recovered by user fees and would
represent an impact to the tax supported operating budget. Staff's initial estimate is this
impact is in the range of 1 %, which is less than annual assessment growth of 1.5% to 2.0%.
This means that there will be no direct impact on existing taxpayers as the costs of the
facility will be fully covered by user fees and anticipated assessment growth. Assessment
growth is expected to be sufficient to cover not only KIRC operating impacts in 2026 and
2027, but also address other known operating budget growth related pressures. Staff have
been planning for these impacts when developing the operating and financial model for
KIRC and will incorporate these impacts into the 2026 and 2027 budget, with the
commitment to continue to maintain Council's direction towards reasonable tax rate
increases.
Operating Expenditures
Several divisions within the City of Kitchener will contribute to the KIRC and therefore will
incur increases to their operating budget. These divisions include Sport, Facilities
Management, Parks & Cemeteries, Roads & Traffic, and Neighbourhood Programs &
Services.
The largest single operating expense for the KIRC is staffing at an estimated annual cost of
$5.4M. This includes the salaries, wages and benefits for all full-time, part-time, and
occasional staff. It is anticipated that all staffing costs will be offset by user fee revenues
Page 30 of 61
generated by the KIRC once the facility is fully operational. In advance of the facility opening,
some staff positions will need to be hired in late 2025 and early 2026 to ensure a smooth
transition from construction of the facility to program delivery. These staffing costs will be
covered within existing operating budget where possible, and the Tax Stabilization Reserve
Fund (TSRF) will be used to offset any large variance due to the timing of expenses and the
delay in when user fee revenue can be charged, once the facility is fully operational and
open to the public for use.
In addition to staffing costs, there are also other operating costs related to materials (e.g.
pool chemicals, cleaning supplies), contracted services, utilities, and equipment charges.
Combined these costs are estimated at more than $2.7M annually and are required to
properly operate and maintain the facility. Some of these costs will not be offset by user fee
revenues generated by the KIRC but will be covered by anticipated assessment growth
The table below outlines the proposed impacts of KIRC on the 2026 and 2027 Operating
Budget. The Annual Operating Budget for KIRC, once the facility is fully operational, is
expected to be approximately $8.2M, with user fees and other revenue generating $6.4M,
for annual net operating budget impact of $1.8M.
Annual Operating Impact
$000's
2026 Impact
2027 Impact
Cumulative
Budget Impact
Revenue:
User Fees
1,411
4,521
5,932
Other Revenue
84
165
249
Solar Roof Revenue
87
125
212
Total Revenue
1,582
4,811
6,393
Expenditures:
Staffing Model
2,709
2,703
5,412
Materials & Services
1,015
909
1,924
Utilities
201
292
493
Contributions to Capital
200
0
200
Other Expenses
138
27
165
Total Expenditures
4,263
3,930
8,193
Transfer to/(from) Tax
Stabilization Reserve Fund
(1,181)
1,181
0
Net Operating Impact*
1QQ
1
*The $1.5 Net Operating Budget Impact in 2026 represents less than a 1% property tax
increase, and is expected to be fully covered by anticipated assessment growth.
Operating Revenues
Staff have conducted a very comprehensive exercise to estimate total revenues at the KIRC
and believe they will be over $6M annually. This is predominantly user fee revenues from
programs, rentals, and events. In addition, the KIRC will also benefit from sponsorship
revenue from our corporate community partnerships. Sponsorship revenue will be utilized
Page 31 of 61
to make future additional investments to facility improvements and support future capital
expenditures that may be required for the KIRC.
To develop comprehensive revenue projections, staff undertook extensive benchmarking
and engagement across multiple municipalities and facility types, both within and beyond
the Waterloo region. This research included site visits, robust analysis of fee structures, and
conversations with staff from other facilities to discuss user groups, rental rates, and affiliate
discount structures across all amenities.
Valuable benchmarking information was also gathered through the Central Ontario Network
of Municipal Facility Managers, and through local collaboration with the City of Cambridge
and the City of Guelph who are both currently developing new indoor recreation complexes.
The table below summarizes the number of facilities reviewed by staff based on the KIRC
amenity type.
Amenity
Facilities Reviewed
Gymnasiums
6
Indoor turf
9
Cricket practice nets
4
Pool revenue projections were based on existing City of Kitchener aquatic facilities and
programming, scaled for KIRC. Based on this research, staff developed pricing strategy
guiding principles noted below:
User Fees Pricing Strategy — Guiding Principles
The indoor turf and quad gymnasium at KIRC will be premier sport amenities within Waterloo
region and will therefore have a unique pricing strategy for the facility that will help offset
some of the higher facility operating costs. This strategy will minimize the financial impact
operating the facility will have on Kitchener taxpayers by putting more of those costs on the
facility users themselves.
1. The aquatics centre and multi-purpose rooms at KIRC will be priced in line with
aquatics fees and room rental fees charged at similar City facilities.
2. The standard rental fee for the indoor turf and gym will be higher than fees charged
at other recreation facilities in Waterloo region recognizing they are premier sport
amenities and come with higher operating costs, and higher demand.
3. Affiliated youth sport groups (must be not-for-profit) will be charged less than the
standard rental rate in order to help promote participation in youth sport, encourage
active living, and provide opportunities for positive social connections with others.
4. Community-based sport organizations that provide reoccurring adult and youth
programming at KIRC will charge a fee that is lower than the standard rental rate, but
higher than the youth affiliate rate.
5. Rental fees for out-of-town bookings of the indoor turf and quad gymnasium will be
the highest at the facility. This pricing strategy will help deter too many out-of-town
Page 32 of 61
rentals that would travel to KIRC from outside of the region (if the fees were set too
low) and limit the local community's access to these sport amenities.
These revenue projections are ambitious, and it is expected that they will not all be achieved
in the first year of operation. Based on research and analysis of similar facilities, staff expect
programming and related revenues to grow at KIRC over a period of several years. To
better understand expected use of the facility, staff have begun the process of engaging
user groups to discuss expected facility usage and potential user fees. Decisions regarding
the user fees to be charged will by made by City Council as part of the annual budget
process later this year.
Potential Variances
The KIRC is one of largest and most complex facilities the City has ever built and operated,
so it is quite likely some of the estimates and assumptions made during the comprehensive
planning process will need to be adjusted as we gain experience with the facility open and
operating. In the case that financial assumptions come in lower than projected, the resulting
deficits will be offset by the Tax Stabilization Reserve Fund (TSRF) which is specifically
created to offset deficits in tax supported program areas.
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:
• CSD -2025-237 - Kitchener Indoor Recreation Complex: Design and Operational
Update
• CSD -2025-044 - Kitchener Indoor Recreation Complex - Gymnasium Update
• FIN -2024-411 - Community Sport and Recreation Infrastructure Fund - Kitchener
Indoor Recreation Complex Gymnasium
• INS -2024-126 - Kitchener Indoor Recreation Complex
APPROVED BY: MICHAEL MAY, DEPUTY CAO
DENISE MCGOLDRICK, GENERAL MANAGER (INS)
JONATHAN LAUTENBACH, CFO
Page 33 of 61
Staff Report
J
IKgc.;i' r� R
Community Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: June 16, 2025
SUBMITTED BY: Mark Hildebrand, Director, Neighbourhood Programs and Services,
Community Services, 519-783-8583
PREPARED BY: Helena Foulds, Manager, Service Coordination o& Improvement (CSD),
519-904-5802
WARD(S) INVOLVED: ALL
DATE OF REPORT: June 10, 2025
REPORT NO.: CSD -2025-246
SUBJECT: Rockway Redevelopment — New Older Adult Centre Deliverables
RECOMMENDATION:
That staff be directed to proceed with Phase 3 of the Rockway Redevelopment Strategy
(as approved by City Council on April 22, 2024), and that the following deliverables for
the development of the new older adult facility be included within the Request for
Proposal (RFP) document:
1. 21,000 — 26,000 square feet
2. 1,200 — 1,600 square feet of outdoor space
3. Minimum of 150 onsite surface parking spaces
4. A specific area near the building entrance for drop-off and pick-up
5. Close to LRT and/or bus routes
6. A double sport gymnasium
7. Dedicated multi-purpose space/rooms for fitness programming
8. Dedicated multi-purpose space/rooms for creative/craft-base programming
9. Dedicated billiards/games room
10. One large multi-purpose room for programs and events
11. One medium sized multi-purpose rooms for programs and meetings
12.A warming kitchen
13. Large lobby space with cafe/light refreshments and lots of comfortable and
accessible seating
14. Staff workspace and welcoming service counter
15. Universal & accessible washrooms, hallways and corridors (London Accessibility
Standard)
That, the RFP process consider proposals for developing the new older adult centre on
properties that are located within 1.5 KM of the current Rockway Centre.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 34 of 61
REPORT HIGHLIGHTS:
• In April 2024, Council approved a three-phase plan to redevelop Rockway Centre (CSD -
2024 -191). Phase One (Request for Information) and Phase Two (Community
Engagement) are now complete.
• As part of Phase Two of this process, staff received 721 surveys through a city-wide
community engagement process that focused on better understanding the atmosphere;
site features and program offerings residents want to see in a new older adult centre.
• Based on community input, the top site features residents want to see in a new older adult
centre include (1) a cafe, (2) fitness room, and (3) outdoor spaces.
• Other important considerations for a new older adult centre that were identified through
public input include (1) accessibility, (2) onsite parking, and (3) diverse programs and
services.
• Based on the results of the community engagement process, staff developed a list of
deliverables to be included in the Request for Proposal for a new older adult centre. Those
requirements include a 21,000 to 26,000 square foot facility; 1,200 to 1,600 square foot
outdoor space; a minimum of 150 onsite parking spaces and specific indoor amenities
that directly reflect community input.
• Constructing a new older adult centre at an alternate location offers significant benefits
including continuity of programming, faster delivery of a new facility and funding
opportunities to deliver a facility that will meet the community's needs.
BACKGROUND:
Rockway Centre provides a place for older adults from across the city to participate in a wide
variety of programs and clubs. Originally constructed in 1950 as a transit terminal, the building
is now 75 years old. The Centre sits on a 1.89 -acre triangular site bordered by King St. East,
Charles Street East, and Preston Street. The site includes a 17,750 square foot community
centre and two small ancillary buildings located at the corner of Charles and Preston Streets.
Staff have maintained Rockway Centre to a standard that is line with other City facilities and
continues to make investments in the building to keep it operational; however, there have been
no significant renovations or upgrades to the facility since 2013.
Previous City Council Consideration/Direction re: Rockway Centre Redevelopment
2010
• Given the challenges with the building, in 2010 City Council directed staff to prepare a
feasibility study and business case analysis (including public consultation) to look at the
long-term use of the Rockway Centre site for the provision of older adult programs.
2013
• In May 2013, staff presented Council with the completed Feasibility Study and Business
Case. At that time City Council unanimously directed staff to consider the findings of the
Feasibility Study and Business Case as part of the City's next Leisure Facilities Master
Page 35 of 61
Plan and Development Charges review for prioritization against other indoor recreation
needs within the city.
At that time Council unanimously directed staff to "begin the Request for Proposals
(RFP) process for the redevelopment of the Rockway Centre (736 Charles Street East
1 1405 King Street East) into a medium -to -high density residential building that includes
a ground floor older adult/community centre (to be operated by the municipality with the
option to own), as well as possible ancillary medical/dental, retail or office type uses."
Council also added the Rockway Centre to the City's Municipal Heritage Register as a
non -designated property; however, it took no action to designate the centre property,
"until the completion of the RFP process."
2015
• Asa part of the 2015 budget process, City Council added $6M to the City's capital forecast
(2024/2025) to support the redevelopment of the Centre.
2019
• The 2019 LFMP recognized that partnerships with school boards and private
organizations are becoming increasingly important to municipalities as costs to build and
operate stand-alone recreation facilities continue to rise. Nurturing strong partnerships
and implementing mixed-use opportunities with school boards and the private sector is
one way the City of Kitchener could deliver innovative recreation services and facilities.
The City's 2019 Leisure Facilities Master Plan Update included a recommendation to
"pursue a partnership with the private sector to redevelop Rockway Centre into a medium
to high density residential building that addresses the heritage value of the property and
includes a ground floor older adult community centre (to be operated by the municipality
with the option to own), as well as possible ancillary medical/dental, retail and office type
uses."
2024
In April 2024, City Council approved a three-phase plan to redevelop Rockway Centre (CSD -
2024 -191):
• Phase one, completed in June 2024, involved a Request for Information (RFI) to assess
interest from potential development partners to build a mixed-use facility with an older
adult centre on the ground floor and residential and/or commercial uses above.
• Phase two, completed in September 2024, focused on community engagement to identify
and prioritize requirements for the new older adult centre. Staff also committed to report
back to Council with key engagement findings and seek direction on the deliverables for
a new older adult centre prior to issuing a Request for Proposal.
• Phase three, issuing a Request for Proposal, will seek a development partner to build a
mixed-use facility that includes an older adult centre within 1.5 KM of the existing
Rockway Centre, and includes the deliverables outlined in CSD -2025-246.
Page 36 of 61
REPORT:
Results of Phase 2 (Community Engagement):
In 2024, staff led a city-wide community engagement process to better understand the
atmosphere, site features, and program offerings residents would like to see in a new older adult
centre. The key objectives of the community engagement included building trust, generating
interest and excitement about a new facility, and ensuring community voices are heard. The full
community engagement results report is attached as Appendix A.
As part of the community engagement process, residents had an opportunity to influence three
key areas of the new older adult centre:
Atmosphere
The feedback collected from this category helped determine the desired
atmosphere (look/feel) of the new centre.
Site Features
The feedback collected from this category helped prioritize the most
important features like outdoor spaces, recreational areas, accessibility,
etc.
Programming
The feedback collected from this category provided insight into the types
of programs and services residents would like to see at the new centre,
which will have an impact on the overall design, layout and size of the
building.
Staff reviewed the engagement results and used the information to develop deliverables.
Ways We Engaged
Engagement spanned approximately eight weeks and included online and in-person
opportunities to participate. Staff received 721 survey responses and visited over 10 facilities
(Rockway Centre, Breithaupt Centre, Victoria Hills, Doon Pioneer Park, Kingsdale, Huron,
Downtown, Lyle Hallman, Forest Heights, Chandler Mowat, Bridgeport, Kitchener Market) during
peak programming times to target the 55+ age group. Staff also hosted four informal coffee
social workshops to provide residents an opportunity to ask questions and have open dialogue.
Staff were present at larger events like Rockin' it at Rockway and hosted a special Welcome
Back BBQ in September to encourage feedback on the redevelopment project.
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Page 37 of 61
Who We Heard From
• 43.3% of survey respondents said they currently use Rockway Centre, either by attending
programs or accessing services, or through volunteering or instructing.
• 34.8% live nearby the centre
• 27.8% noted that they have no relationship or have never visited Rockway Centre which
indicates the information collected reflects the views of existing Rockway users and non-
users.
• Approximately 83% of respondents identified as being over the age of 55. The largest
group (37.8%) of respondents were aged 65-74. 7.4% of respondents were between ages
45 and 54.
• There was no significant difference in survey responses between the 45-54 and 55+ age
group. Both age groups indicated similar ideas and preferences.
What We Heard
• Atmosphere: overall respondents identified they want the new older adult centre to be
a welcoming, comfortable, and social space.
• Site Features: Survey participants were asked to identify the most important site features
in a variety of categories. Staff heard that over 60% of respondents think it is very
important for the facility to have areas for socializing and casual interactions and over
50% think outdoor spaces are very important to the overall atmosphere of the centre.
• Programs & Services: Respondents were asked to share their ideas on the types of
activities and services that would most enrich their experience in an older adult centre.
The top five programs and services overall include strength training, cafe, special events,
information about life transitions, computer and technology programs, and painting.
• Open-ended comments: In addition to the feedback collected through the survey, the
following themes emerged through open-ended comments and conversations during in-
person engagement sessions:
- Welcome and inclusive atmosphere
- Diverse programs and activities
- Accessible design and amenities
- Safety and security
- Affordability
- Staff support
Deliverables for a New Older Adult Centre
Based on the input collected through user group and community engagement, subject matter
expertise and existing programming across the city, staff developed a list of "must -have" or
deliverables for a new older adult centre.
Page 38 of 61
The proposed deliverables strongly reflect the community input collected through the public
engagement process. Taken together, these deliverables would result in a centre that is
approximately 8,200 square feet larger than the existing Rockway Centre, features 800
additional square feet of outdoor space, and 50 additional parking spaces than the current
facility. This would be the City's largest community centre.
Staff recommend the following deliverables for a new older adult centre be built in the Request
for Proposals document:
1. 21,000 — 26,000 square feet
2. 1,200 — 1,600 square feet outdoor space
3. Minimum of 150 onsite surface parking spaces
4. A specific area near the building entrance for drop-off and pick-up
5. Close to LRT and/or bus routes
6. A double sport gymnasium
7. Dedicated multi-purpose space/rooms for fitness programming
8. Dedicated multi-purpose space/rooms for creative/craft-base programming
9. Dedicated billiards/games room
10. One large multi-purpose room for programs and events
11. One medium sized multi-purpose rooms for programs and meetings
12.A warming kitchen
13. Large lobby space with cafe/light refreshments and lots of comfortable and accessible
seating
14. Staff workspace and welcoming service counter
15. Universal & accessible washrooms, hallways and corridors (London Accessibility
Standard)
NOTE: Appendix B includes a detailed description and rationale for the deliverables
outlined above.
London Accessibility Standard
The City of London has become a leader in accessible design by delivering services and
facilities that go above and beyond the standard requirements of the Accessibility for Ontarians
with Disabilities Act (AODA) and the Ontario Building Code. This exceptional level of service
and investment to remove barriers to accessibility through dignity and accessibility planning is
referred to as the "London Accessibility Standard". The City of Kitchener incorporated many
elements of this higher accessibility standard for the Kitchener Indoor Recreation Complex and
will deliver the same level of accessible design in the new older adult centre.
Location of a New Older Adult Centre
Staff are seeking Council's direction to explore and evaluate proposals to build the new centre
on alternate properties within 1.5 KM of the current Rockway Centre site. While the existing site
holds significant community sentiment, relocating the facility nearby would enable the City to
deliver and construct a modernized centre with enhanced amenities more efficiently. This
approach would also minimize disruption to ongoing programs and users during construction at
the current location.
Page 39 of 61
Minimizes Program Disruptions
Constructing the new centre at an alternate site would enable uninterrupted operation of the
existing Rockway Centre throughout the construction. Residents would maintain full access to
programs and services until the new facility is completed and operational.
It might be possible to build a new older adult centre on the existing site while keeping the
existing facility open; however, this option will likely result in higher costs, an extended timeline
and significant inconvenience to people attempting to use the centre. The current Rockway site
will require environmental remediation adding a further complication and to ongoing operations
and any future construction.
Furthermore, retaining the existing building on-site would limit the City's ability to pursue
strategic partnerships that may become available at other sites and limit the full redevelopment
potential of the existing property (limiting potential land value). Unlocking the site's full value
would require the removal of the current facility, which would require the relocation of existing
programs during construction. While some programming could be relocated to other community
centres, increasing demand on these facilities would likely limit availability and reduce the scope
of programming.
Staff have examined alternatives, such as leasing nearby spaces, but this would result in
increased operating costs and potential service reductions. Additionally, keeping the Rockway
Centre operational while building on the same site would significantly disrupt access and likely
require the complete closure of on-site parking — a major barrier to users' ability to access the
building. Additionally, construction impacts may include dust, noise, vibration and other impacts
to users and the current facility.
Faster Delivery of a New Older Adult Centre
Rockway Centre has been maintained to a standard that is consistent with other City -owned
facilities. Given the age of the building and planned redevelopment, there have been no
significant renovations. Based on a 2023 site and facility assessment, the Facilities Management
team advised that Rockway Centre can continue to operate in it is current state, with regular
maintenance and some modest investments, for up to five years.
Given the site constraints and changing economic impacts of new large-scale developments, it
is less likely that the City will secure a development partner for a mixed-use facility in the next
five years. However, exploring alternate locations presents an opportunity to partner with an
organization that has an active project or plans to build within the next five years on a site they
already own.
Fundinq for a Facility that Meets Community Needs
In 2014, Council allocated $6M in the10-year capital forecast for the construction of a new older
adult centre. However, due to rising construction costs and ongoing inflation, this initial allocation
is no longer sufficient. To deliver a facility that meets the evolving needs of the community and
Page 40 of 61
aligns with the priorities identified through public engagement, the City will need to secure
additional funding.
Building the new older adult centre at an alternate location would allow the City to sell the existing
Rockway Centre site and re -invest those funds into the development of the new facility at a
different location. The funds generated through a land sale will significantly reduce the gap that
exists between the allocated funds and the anticipated budget which has increased due to rising
construction costs and inflation.
ENGAGEMENT:
The Rockway Advisory Committee reviewed and provided input into staff's recommendation
contained in this report (including the detailed list of deliverable for a new older adult centre).
The advisory committee was supportive of both recommendations in CSD -2025-246.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
Funding from 2022-2026 for the City's contribution to a partnership for the redevelopment of the
Rockway Centre is $6,750,000. In addition to this capital funding, there may be an opportunity
for the City to contribute additional funds through the value of the lands on which the current
centre is located.
PREVIOUS REPORTS/AUTHORITIES: (add names of report)
• CSD -013-047 — Rockway Centre Feasibility Study and Business Case Final Report
• CSD -013-051 — Rockway Centre Recommendations
• CSD -2024-191 — Rockway Centre Redevelopment Strategy Update
APPROVED BY: Michael May, DCAO & General Manager, Community Services
ATTACHMENTS:
Attachment A — Rockway Centre Redevelopment Engagement Results Report
Attachment B — Rockway Redevelopment RFP Deliverables
Page 41 of 61
Executive Summary
Rockway Centre is Kitchener's only dedicated older adult community centre where residents can come
together and participate in a wide variety of programs designed specifically for them.
Situated on a 1.89 -acres, Rockway Centre includes a 17,750 square foot facility with 11 program rooms, a
cafe, outdoor patio, billiards room, pottery shed, and commercial kitchen. In 2023, the centre recorded
30,747 visits for various programs, including fitness classes (Chair Pilates, Zumba), learning programs
(technology, cooking, pottery), social groups (cards, billiards, crafts), wellness programs (yoga,
meditation), and community events (Rockin' it at Rockway, holiday bazaars).
Rockway Centre was originally constructed as a transit terminal in 1950 and has been operating as an
older adult centre for 50 years. The existing building is in need of many repairs; and does not provide
residents with the amenities they deserve. As a result, the facility no longer meets the diverse needs of
our older adult population. While the City has done its best to make the building work, the current layout
and structure simply don't serve the community well. If we want to truly meet the current and future
needs of older adults, we need a new centre.
In 2024, staff conducted a comprehensive community engagement campaign to better understand
residents' interests, needs and desires for a new older adult centre.
Next, the City will conduct a transparent and competitive bidding process to seek out a development
partner build a new older adult centre either on the existing site at 1405 King St. E. or at a location
nearby. The information collected through the engagement campaign will be instrumental in the
decision-making process to select the right development partner.
The enclosed report includes the results of the 2024 Rockway Redevelopment: Your Centre, Your Say
campaign. As the City continues the process of redeveloping Rockway Centre into a new, purpose-built
facility that better meets residents' needs, we are committed to collaborating with the centre's current
users and older adults from across the city.
1
Project Background
The idea of a more modern and functional older adult recreation facility was first presented to Council in
2013. At that time, the decision to build a new centre on the existing site (1405 King St. E.) or at a location
nearby was deferred to a Request for Proposal (RFP) process. Further, the City decided to maintain the
existing Rockway Centre until a new facility could be built at a later date.
The redevelopment of Rockway Centre was noted againin 2019 when Council received the Leisure
Facilities Master Plan which included a recommendation to pursue a partnership with the private sector
to redevelop Rockway Centre.
City Council allocated $6 million starting in the 2024/2025 capital budget to fund the City's portion of the
redevelopment partnership, which could also include the value of the Rockway Centre current site/land.
Public Engagement
Throughout 2023, staff talked with more than 140 residents from a variety of stakeholder groups to get
their initial thoughts on how best to develop a new, modern older adult centre.
In 2024, staff led a broader community engagement effort to better understand the atmosphere, site
features, and program offerings residents would like to see in a new older adult centre. The results of
this engagement, which gathered input from 721 residents, are outlined in the enclosed report and will
be used as a decision-making tool to develop criteria for the Request for Proposal.
Development Process
The redevelopment of Rockway Centre is a complex and lengthy project. The first step involves finding
an appropriate development partner interested in building a mixed-use facility that could include an
older adult recreation centre on the ground floor with possible ancillary medical/dental/retail/office or
residential types uses above. Staff have identified four phases (below)that will result in a Request for
Proposal with the goal of finding a development partner for a new older adult centre.
Spring 2024
Information Gathering
The City will collect
information from potential
partners interested in
redeveloping Rockway Centre.
Summer/Fall 2024
Community Engagement
The City will work with the
Rockway community and older
adults across Kitchener to
identify the requirements
for a potential partnership.
Winter 2025
Internal Workshops
Subject matter experts from
various City departments and
the Rockway Advisory
Committee will work together
to identify criteria for the new
centre based on the public
input gathered in phases 1 8 2.
;H
Late 2025
Request for Proposals
The City will begin a competitive
bidding process to find a partner
that can meet its requirements for
a new older adult centre.
2
Engagement Overview
The purpose of this engagement initiative was to gather input from older adults across the City of
Kitchener to better understand the type of atmosphere, site features and programs/services they would
Like to see in a new older adult centre.
While many efforts focused on current Rockway Centre patrons, staff also sought feedback from
residents citywide, including those who use other recreation facilities or have never visited Rockway.
Broadening the outreach ensures the new facility will meet the diverse needs of the community,
recognizing that a dedicated older adult centre will attract individuals from across the city.
Further, the age demographic was expanded to adults 45+ to better understand what the next
generation of older adults would like to see in a new older adult centre. The City hopes to build a
modern and innovative facility that will serve Kitchener's older adults for many generations.
Recognizing the emotional investment of Rockway patrons, relationship -building and trust were
essential components of this engagement plan. Understanding and reflecting the community's needs
through engagement efforts will be paramount in shaping the future of the Rockway Centre.
This document provides an overview of community engagement, methods, metrics and results, and
summarizes key themes.
Ways We Engaged
Engagement spanned approximately eight weeks and included a variety of options for participation,
both online and in-person, including a public survey. The survey consisted of several multiple-choice
options, with opportunities for written and verbal feedback.
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Through the survey, the community had significant influence over three key areas of this project:
atmosphere, programming, and site features:
Atmosphere The feedback collected from this category will help determine the overall
atmosphere (look/feel) of the new centre.
Site Features The feedback collected from this category will help prioritize the features like
outdoor spaces, recreational areas, accessibility, etc.
Programming The feedback collected from this category will help guide the types of programs
and services offered at this new centre, which will have an impact on the overall
design/layout.
Out of scope: Swimming, ice sports, walking track (these will be included in the
new Kitchener Recreation Indoor Complex).
E3
Who We Heard From
What is your relationship to Rockway Centre?
The majority of survey respondents (43.3%) said they use Rockway Centre today, either by attending
programs or accessing services, or through volunteering or running programs. The second largest
group (34.8%) noted they live nearby the centre. The third largest group of respondents (27.8%)
noted that they have no relationship or have never visited Rockway Centre which indicates the
information collected reflects the views of existing Rockway users and non-users. It is important to
note that respondents had the option to select multiple answers, resulting in some overlap among
the categories.
What is your age?
I have no relationship with the centre (27.8%)
attend programs or access services (43.3%)
I volunteer (6%)
I run a program (4.5%)
VIII I am part of a neighbourhood association connected to Rockway (6.3%)
I am a support person/care partner (3.1%)
live nearby (34.8%)
Other (14.6%)
Approximately 83% of respondents identified as being over the age of 55. The largest group (37.8%)
of respondents were aged 65-74 and 7.4% of respondents were between ages 45 and 54. There was
no significant difference in survey responses between the 45-54 and 55+ age group. Both age groups
indicated similar ideas and preferences.
Under 45 (7.4%)
45-54 (7.4%)
55-64 (21%)
65-74 (37.8%)
75-84 (20.1%)
85-94 (4%)
Over 95 (0.1%)
Prefer Not to Answer (2.1%)
5
Which group do you identify as a member of?
The majority of respondents (63.5%) did not identify as a member of a specific group Listed below.
VIII Person with a Disability (16.2%)
Member of a Racialized Group (3.5%)
Immigrant or Refugee (4%)
2LGBTQ+ (4.3%)
First Nations, Inuit or Metis (2.5%)
IIII None of the Above (63.5%)
Prefer not to Answer (9.8%)
Which of the following best describes your gender identity?
Approximately 73% of respondents identified as women, while 21% identified as men. The
remaining 6% identified as other or did not respond. This trend aligns with the demographics of
existing Rockway patrons. In 2024, 73% of Rockway program participants identified as women
and 27% identified as men.
9
What We Heard
Atmosphere
Overall, respondents have identified that they want the new older adult centre to be a welcoming,
comfortable and social space.
The top three descriptions for the ideal atmosphere of the space were:
Through an open-ended question, survey participants were asked to identify particular elements
they think would create a pleasant atmosphere. The most common themes included:
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7
Site Features
Survey participants were asked to identify the most important site features for the new older adult
centre. Through the survey, we heard that over 60% of respondents think it is very important for the
new centre to have areas for socializing and casual interactions and over 50% think outdoor spaces,
such as gardens or patios, are very important to the overall atmosphere of the centre.
Survey participants were asked which site features they would use if they were included in the new
older adults. The top three site features that were selected were:
SI Cafe or Coffee
-5 Shop (58%)
Fitness Room or
aP �y p,
9m
Outdoor paces
(32%)
The most common responses received through the "other" category for site features included
"Dance Studio" and "Lawn and/or Carpet Bowling."
Outdoor Features
Survey participants where asked which outdoor features they would use if they were included in the
new older adult centre. The top three outdoor site features selected by respondents were:
Shade Structure Patio Seating Areas
(63.8%) Tf � %) ;q (59.2%)
Transportation Features
Survey participants were asked which features would make it easier for them to get to Rockway
Centre. The top three transportation features selected by respondents were:
Onsite Parking
000P (84.5%)
Bicycle i,,,.ock-up
(3.1%)
0
Accessibility Features
The new centre will be built with all standard modern accessibility features such as ramps, elevators,
wide hallways and accessible washrooms. However, survey participants were asked which features
would make the new older adult centre more accessible to them. These are features that would go
above and beyond legislation. The top three accessibility features selected by respondents were:
Drop-off/Window Coverings Handrails in
•% to Reduce (50.6%) % (47.8%)
Common responses received through the "other" category, open-ended conversations and idea boxes
pertaining to accessibility included an emphasis on making washrooms accessible for individuals,
including features like wider doorways or door -free entries, raised toilets, grab bars and handles at
accessible heights.
Cultural and Religious Spaces
Respondents were asked which cultural or religious spaces they would use if they were included in the
new older adult centre. The top three cultural and religious spaces selected by respondents were:
Art Et Cultural Dedicated Space
Exhibition Space Cultural ion
(45.6%) Celebrations°!° (m%)
go
)
9
Programs ft Services
Respondents were asked to share their ideas on the types of activities and services that would most
enrich their experience and meet their needs through the development of a new older adult centre. The
top five program and activities overall include strength training, cafe/coffee shop, special events,
information about life transitions and painting. When considering the top three programs and services
for each recreational category, staff were able to better understand the diverse interests among older
adults.
Top 3 Programs & Activities by Category
The wide range of program offerings at Rockway Centre are highly valued by the community.
Understanding the types of programs and services that older adults are interested in will help the
City design multi-purpose spaces that can accommodate a wide range of recreational needs.
10
Open -Ended Feedback
Respondents had an opportunity to provide written comments throughout the survey. In addition,
several in-person engagement sessions were hosted that led to meaningful conversations and ideas.
The following themes emerged from written and verbal comments provided throughout the
engagement campaign. Note, in addition to staff review, artificial intelligence was used to analyze
the open-ended comments of the survey.
Welcome Et Inclusive Atmosphere
Creating a welcoming, friendly, and inclusive environment was repeatedly
highlighted. This includes having friendly and approachable staff at a reception desk,
a comfortable and un -intimidating atmosphere, and spaces that encourage
socialization. Many advocated for a multi -generational approach, opening the center
to younger members of the community.
Diverse Programs ft Activities
Respondents suggested activities ranging from fitness classes and sports (including
coge indoor lawn bowling), arts and crafts, social events, educational workshops, and
cultural opportunities. There was a strong desire for programs catering to different
Levels of mobility and health, as well as requests for activities that encourage mental
stimulation and social interaction.
Accessible Design Et Amenities
Respondents expressed preferences for a bright, clean, and comfortable space
,,,,,,,,,,,,,1k with natural light, appropriate acoustics, and well-designed spaces for various
activities that meet accessibility standards. Many requested an outdoor area with
seating, a cafe, and sufficient washrooms. Several comments specifically addressed
the need for appropriate flooring and accessible washroom facilities.
Safety ft Security
The importance of a safe and secure environment was repeatedly stressed. This
included concerns about indoor air quality, adequate lighting, and security
measures to prevent verbal abuse and ensure the overall safety of visitors.
Affordability
Respondents emphasized the need for affordable programs and services, including
reasonably priced meals and exercise classes. Clear communication about programs
and events through various channels (e.g., social media, newsletters) was also
identified as crucial.
Staffing Support
STAFF The quality of staff and their role in creating a welcoming environment was
consistently praised. Suggestions included having well-trained, patient, and friendly
staff, as well as a designated senior connector to assist with linking to community
services.
11
Next Steps
The next phase of this project will consist of workshops with subject matter experts comprised of City
staff and members of the Rockway Advisory Committee. Based on a variety of information, including the
engagement results detailed in this report, staff will develop recommended mandatory and secondary
criteria to be included in the Request for Proposal (RFP).
The criteria for the Request for Proposal will be presented to Council in 2025. Once approved, the City
will initiate the Request for Proposal seeking a development partner to build a mixed-use facility that
includes an older adult centre.
Acknowledgement
We would like to extend our heartfelt gratitude to all individuals and groups who participated in the
engagement efforts related to the Rockway Redevelopment project. Your time, feedback, and ideas play
a crucial role in shaping the vision for a new older adult centre that will serve our community for many
generations.
We especially thank the following groups for their contributions:
• Rockway Advisory Committee
• Grand River Accessibility Advisory Committee
• Mayor's Advisory Committee for Kitchener Seniors
• Eastwood Neighbourhood Association
• Auditorium Neighbourhood Association
• FRIENDS
• Chain Gang at Rockway Centre
• Morning Out Group (Rockway Centre)
• Rockway Adult Colouring Group
• Morning Out Group (Forest Heights Community Centre)
• Rockway Centre staff
Your engagement in this process has been essential, and we look forward to continuing our
collaboration as we move forward with the redevelopment project.
Thank you,
City of Kitchener
12
Appendix B — Deliverables for RFP & Rationale
General Building & Site Requirements:
Requirement
Description
Alignment to
Comparison to
Community Input
Existing Facility
Building size
21,000 to 26,000
✓ Allows the City
3,250 to 8,250
square feet. Staff
to build a facility
square feet larger
determined this an
that meets a
than existing
appropriately sized
wide range of
Rockway Centre
facility to meet
community
programming
needs both now
requirements based on
and into the
other facilities and
future.
programming needs.
Outdoor space
1,200 to 1,600 square
✓ One of the top
400 to 800 square
feet
three community
feet larger than
priorities
existing
Onsite parking
Minimum of 150
✓ One of the top
50 parking spaces
parking spaces
three community
more than current
priorities for
site
transportation
features
Proximity to
Close to LRT and/or
✓ One of the top
Current site is near
public
bus routes
three community
a bus stop (Route 7)
transportation
priorities for
transportation
features
Accessible drop-
Specific area near the
✓ One of the top
Does not exist at
off and pick-up
building entrance for
three community
current site
zone
drop-off/pick-up to
priorities for
accommodate
accessibility
caregivers, Mobility
features
Plus etc.
Page 54 of 61
Program Specific Requirements:
Program
Alignment to
Comparison
Requirement
Description
Community Input
to Existing
Facility
Gymnasium
Double sport gymnasium
✓ Active recreation
Does not exist
(like Country Hills, Victoria
for all ages
at current site
Hills) which will allow for
✓ Racquet sports
sport programming (i.e.,
✓ Walking groups
pickleball, volleyball,
badminton, boot camp
fitness classes, community
events and indoor winter
walking groups)
Multi-purpose
Multi -use space with
✓ One of the top
Fitness
fitness room
appropriate flooring and
three community
programs are
mirrors for fitness and
priorities
spread across
active programming
✓ Appropriate sport-
various rooms
(standard in other
flooring
with lack of
community centres)
✓ Strength training
appropriate
✓ Yoga
flooring.
Creative maker
Multi -use space with sinks
✓ Pottery
Pottery kiln is
space
and workstations for
✓ Painting
located
creative and craft -based
✓ Arts & crafts
outside,
programming. Includes a
✓ Adequate
creative
lockable storage area for a
workspace &
programs are
kiln
storage for
spread out
supplies
across
multiple
rooms with
lack of
storage.
Large multi-
Large multi-purpose space
✓ Social events
Better use of
purpose room
to be used for a variety of
✓ Card and game
space than
programs and events
groups
existing site
✓ Flexibles ace
Medium multi-
Medium multi-purpose
✓ Flexible space for
Better use of
purpose room
space to be used for a
medium to small
space than
variety of programming,
group activities
existing site
meetings, etc.
✓ Educational
sessions, book
clubs, card
groups, etc.
Billiards/games
Designated billiards and
✓ Dedicated space
Larger than
room
games (e.g. cards room
for billiards
existing site
Warming kitchen
Small warming kitchen
✓ Fridge,
Underutilized
microwave, sink
commercial
for serving food at
kitchen at
events, programs
current site
Page 55 of 61
Lobby/open
Lobby space with a cafe
✓ One of the top
Larger than
seating area with
(light refreshments) and
three community
the existing
cafe
adequate seating that is
priorities
site
larger than the existing
✓ Large open space
Rockway Centre lobby
for social
gatherings
✓ Cafe included
within the lobby
space
✓ Adequate light
and seating to
create a
welcoming and
bright environment
Customer Service
Service counter to greet
✓ Supportive and
Similar to
Desk
and serve customers
friendly staff
existing site
Staff workstations
Workstations and offices
✓ Supportive and
Similar to
and offices
for supporting staff
friendly staff
existing site
Adequate storage
Adequate storage
✓ Staff/resource
More storage
for equipment and
throughout the facility to
requirement
than existing
resources
store tables, chairs, and
site
programming equipment
Accessible and
The facility will be
✓ Accessible
Current site
universal
designed to a high
washrooms,
does not meet
washrooms,
accessibility standard
hallway size,
accessibility
hallways,
(London Accessibility
handrails for
requirements
corridors,
Standard)
easier access
custodial &
throughout facility
mechanical rooms
Page 56 of 61
Staff Report
Development Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: June 16, 2025
SUBMITTED BY: Barry Cronkite, Director, Transportation Services, 519-741-2200
ext. 7738
PREPARED BY: Barry Cronkite, Director, Transportation Services, 519-741-2200
ext. 7738
WARD(S) INVOLVED:
All Wards (1-10)
DATE OF REPORT:
May 29, 2025
REPORT NO.:
DSD -2025-270
SUBJECT:
Automated Speed Enforcement Update
RECOMMENDATION:
For Information.
REPORT HIGHLIGHTS:
• The purpose of this report is to provide a comprehensive update on the municipal
speed camera program (formerly called automated speed enforcement — ASE).
• The key finding of this report is that the Region of Waterloo is continuing to install
speed cameras on Regional roads.
• Public concern around rapid program deployment is growing provincially making it
worthwhile to continue to postpone installation on City of Kitchener Streets,
regardless of service model selected in the future, while vision zero initiatives
continue to be installed.
• Community engagement included posting this report to the City's website with the
agenda in advance of the council / committee meeting.
• This report supports the delivery of the Strategic Plan action item "Building a
Connected City Together" as it recommends a continued focus on implementing a
"Localized Transportation Safety Improvement Program".
BACKGROUND:
The Highway Traffic Act was amended in 2019 to permit municipalities to use Automated
Speed Enforcement (ASE) with the objective of improving road safety. The legislative
amendment allows municipalities to enact by-laws to permit the use of ASE exclusively in
school zones and community safety zones.
The intent of ASE is to improve road safety in school zones and community safety zones
through increased compliance with posted speed limits. Reducing operating speeds has
proven to have a direct positive impact on the likelihood and severity of collisions.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 57 of 61
An ASE camera automatically measures vehicle speeds at a specific point along a roadway
using a camera -based radar system. Enforcement is accomplished through the issuance of
an offense above the posted speed limit issued to the owner of the vehicle license plate
number. A ticket is issued if a vehicle is detected travelling greater than a set speed above
the posted speed limit. The registered owner of the vehicle will receive the ticket regardless
of who was driving.
REPORT:
ASE programs have continued to launch and grow in most municipalities throughout
Ontario. In the Region of Waterloo specifically, the ASE (referred to municipal speed
camera or MSC by the Region of Waterloo) program has launched more gradually than in
most major municipalities. In 2021, the program launched with 2 cameras rotating between
8, and then eventually 16 sites. However, the program has steadily grown, currently
including 23 locations that are either live or "coming soon". Of the 23 total locations, four
are live and/or coming soon within the City of Kitchener as follows:
• Westmount Road in front of Laurentian Public School — live
• Victoria Street South in front of Sandhills Public School/St Dominic Savio Catholic
Elementary - live
• Courtland Avenue in front of Courtland Avenue Public School — coming soon
• Weber Street East — in front of Sunnyside Public School — live
Additionally, it is worth noting that the stated mandate for the Region of Waterloo MSC
program is the installation of a camera in every eligible school zone by 2028. The Region of
Waterloo has and continues to operate the program on behalf of the townships and
municipalities within the Region of Waterloo though no formal agreement or memorandum
of understanding has been formalized to date. In mid -2024, the Region changed their
service model to an AMPS (administrative penalty) based system. Given the changing
structure of ASE in the Region, Council passed the following motion on October 28th, 2024:
WHEREAS on October 5th, 2020 City of Kitchener Council approved the use of Automated
Speed Enforcement (ASE) on municipal streets in accordance with O.Reg. 398/19 under
the Highway Traffic Act.; and,
WHEREAS a formal agreement between the Regional Municipality of Waterloo and the
Corporation of the City of Kitchener has not yet been negotiated between the parties to
outline the installation, administration, enforcement, and operation of the automated speed
enforcement program on City roads; and,
WHEREAS the Regional Municipality of Waterloo currently enforces ASE using the
Provincial Offences Act (POA) which sets fines in accordance with the Highway Traffic Act
Sections 128(14); and,
WHEREAS in 2022 the Province of Ontario enacted Ontario Regulation 355/22 which
facilitates the processing of administrative penalties for contraventions detected using
camera systems; and,
WHEREAS the Region has changed their model of enforcement and will be moving to an
administrative penalty (AMP) system in accordance with O. Reg 355/22; and,
WHEREAS the fines in O. Reg 355/22 are an approximate doubling of fine amounts set out
in section 128(14) of the Highway Traffic Act and this increase causes concern for the City
of Kitchener; and,
Page 58 of 61
WHEREAS the City approved in May 2024 through Vision Zero the implementation of three
additional ASEs, on local roads under the jurisdiction of the municipality;
THEREFORE BE IT RESOLVED that the City of Kitchener pause current and future
installation of ASEs on roads under the jurisdiction of the City of Kitchener until such time
as Kitchener Council has approved a Memorandum of Understanding with the Region of
Waterloo, or other operational model, that outlines revenue sharing and the ability for City
of Kitchener Council to amend operating times of ASE cameras, should they choose to do
so at any time, on City of Kitchener roads; and,
THEREFORE BE IT FURTHER RESOLVED that staff be directed to investigate and report
back on whether the City could be appointed an ASE provider, including exploring potential
external service provider options; and,
THEREFORE BE IT FINALLY RESOLVED that the City of Kitchener Council requests that
the Ontario provincial government amend Ontario Regulation 355/22 to reduce the set fines
to a level that is similar to the fines set out in the Highway Traffic Act Section 128 (14).
The provincial government has recently raised concern with ASE programs throughout the
province. In May 2025, Premier Ford indicated that the Provincial Government will be
considering changes to the program as it is being perceived as a revenue tool over a safety
tool. Further, imbedded within the provincial government's 2025 Ontario Budget "A Plan to
Protect Ontario", the following proposed legislative amendment was included as a first step
in addressing provincial ASE concerns: Amendments to the Highway Traffic Act to require
municipalities to make Automated Speed Enforcement and Red -Light Camera locations
more transparent and to focus their traffic cameras on road safety objectives.
MODELS and CONSIDERATIONS
As per Council direction, staff have reviewed and assessed different potential operating
models. A summary of each model considered is as follows:
City of Kitchener Led Program
The City of Kitchener could choose to operate their own Municipal speed camera program.
There are definitive benefits to operating a standalone program but generally can be
summarized as greater control. Should Kitchener implement its own program, there would
be increased control over infractions and infraction processing. Staff/council could set
parameters around time of use and when an infraction is processed or waived.
There are also significant challenges with a City of Kitchener led program. Primarily, the
City of Kitchener would need to enter into an agreement with both a camera provider and a
ticket processing center; likely owned and operated by another municipality; to physically
install and maintain equipment as well as process tickets. There are multiple options for
both camera equipment and ticket processing, but these options typically include upfront
capital cost for installation and ongoing operating costs. It is possible that annual operating
costs could outweigh revenue generated depending on the operating parameters applied.
Additional staff (screening/hearing officers and program operations staff) would also be
required and vary depending on the number of selected site and the parameters of
infractions. Finally, there is still questions regarding the legal authority of a municipality
operating an ASE program, specifically when Highway Traffic Act enforcement isn't under
their jurisdiction.
Page 59 of 61
Region of Waterloo Partnership
In June 2023, Regional Council approved a 5 -year expansion plan that outlined the
installation of ASE in all 175 schools in the Region of Waterloo by the end of 2028. To
support that expansion, regional Council also supported the development and operation of
a Region of Waterloo ticket processing center and the hiring of required staff to process and
adjudicate ASE tickets. Additionally, the Region of Waterloo has since secured a vendor
for the supply and installation of municipal speed cameras. Continued partnership with the
Region of Waterloo alleviates the need to enter into third party agreements for equipment
and processing requirements.
Work continues on a memorandum of understanding (MOU) between the Region and all
other municipal and township partners in the Region of Waterloo. While this would not
provide the flexibility in decision making parameters that Kitchener Council had requested,
it would ensure consistent application throughout the Region. Additionally, any future
installation and operating costs would be absorbed by the Region of Waterloo. Any
additional revenue beyond annual capital and operating costs could be subject to revenue
sharing that could be considered as part of the MOU. Without a completed MOU, it is not
possible to weigh the benefits of a regional program vs. other ASE model alternatives at this
time.
Turnkey Model
The Association of Municipalities of Ontario (AMO) and Local Authority Services (LAS) have
developed a turnkey model for automated speed enforcement in partnership with Elovate.
Generally, a turnkey service limits upfront fees and could be integrated with the City's current
administrative penalty program (AMPS). However, Elovate is an American based company,
and the operation/revenue is limited by the terms and conditions of the turnkey agreement.
This makes modification of any future program much more difficult, as Council would be
bound to a service agreement.
Summary and Next Steps
Municipal speed camera programs should be a data driven form of enforcement and
considered in school zones as an additional tool to increase safety for all road users; used
when other proactive measures are not possible. Generally, most schools on municipal
streets can achieve the same net benefit of ASE (operating speed reduction) through
proactive infrastructure change that align with the goals and objectives of Kitchener's
Strategic Plan, rather than punitive enforcement that can be perceived negatively by the
general public.
It is not yet clear what restrictions may be applied provincially to ASE in the coming months
to ensure road safety and at the same time reduce the perception of revenue regeneration
beyond what has already been included in the provincial budget. However, changes to
provincial regulation can be anticipated if rapid growth in ASE continues throughout Ontario
and expands beyond school zones.
Given this relative lack of clarity, staff's intent is to continue to focus on action items in
accordance with the City of Kitchener's approved Vision Zero action plan, as the most
appropriate method to address speeding in school zones on municipal streets. Staff will
also continue to work with the Region of Waterloo to develop a memorandum of
understanding, should Council wish to pursue future municipal speed camera installations.
Page 60 of 61
As municipal speed cameras roll out Region wide, staff will continue to monitor both the
regional program and any future provincial legislative changes and report back regarding
ASE through future Vision Zero reports.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of the Strategic Plan action item "Building a Connected City
Together" as it recommends a continued focus on implementing a "Localized Transportation
Safety Improvement Program".
FINANCIAL IMPLICATIONS:
There are no financial implications at this time. Any future reports regarding a memorandum
of understanding or legal agreement with the Region of Waterloo and/or future MSC
program will discuss the related financial implications in detail.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of
the council / committee meeting.
APPROVED BY: Justin Readman, General Manager of Development Services
Page 61 of 61