HomeMy WebLinkAboutCSD-06-115 - Referral of Projects to the 2007-2016 Capital Forecast - Community Services Department
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Report To:
Date of Meeting:
Submitted By:
Prepared By:
Ward(s) Involved:
Date of Report:
Report No.:
Subject:
Finance and Corporate Services Committee
December 11 , 2006
Ann Pappert, General Manager, Community Services
Ann Pappert, General Manager, Community Services (ext.
2394 )
All
December 6, 2006
CSD-06-115
REFERRAL OF PROJECTS TO THE 2007-2016 CAPITAL
FORECAST - COMMUNITY SERVICES DEPARTMENT
RECOMMENDATION:
That the following capital projects be included in the 2007-2016 capital forecast for
consideration by the Finance and Corporate Services Committee as part of the 2007
budget deliberations, as outlined in staff report CSD-06-115.
Capital Project Amount Year
1. Auditorium Lobby Floor $ 50,000 2016
2. Cenotaph $ 150,000 2010
3. Community Trails $1 ,600,000 2007-2016
4. Cultural Capitals of Canada 2009 $ 667,000 2007-2009
5. CulturePlan II Implementation $ 286,000 2007 -2009
6. General Park Development $1 ,884,000 2007-2016
7. Hanson Avenue Extension $ 700,000 2007
8. Master Plans & Feasibility Studies
8.1 Homer Watson House & Gallery Plan $ 80,000 2007
8.2 Special Events Strategic Plan $ 40,000 2007
8.3 South Kitchener Recreation Complex $ 70,000 2007
9. McLennan Park $2,690,000 2008-2016
10. Parks & Open Space Master Plan $ 180,000 2007
11. Skateboard Facility $1 ,100,000 2010-2012
12. User Fee Review $ 80,000 2012
13. Williamsburg Cemetery Phase II Dev. $ 60,000 2007
14. Williamsburg Cemetery Phase I Project $ 49,000 2008-2009
Report No. CSD-06-115
Page 2
BACKGROUND:
Any new capital projects with budgets in excess of $50,000 are referred to the City's ten-year
capital forecast by a resolution of Council. They are then evaluated during the budget approval
process against all other project priorities and funding constraints. This report provides
information and recommendations with respect to new project priorities for the Community
Services Department.
REPORT:
The following capital project requests are brought forward for consideration by Finance and
Corporate Services Committee.
1. Auditorium Lobbv Floor
Funding in 2016 ($50,000 - C/C) is requested to replace the flooring in the upper lobby
of the Dom Cardillo Arena for safety and maintenance purposes.
Further details are provided on the attached issue paper.
2. Cenotaoh
Funding in 2010 ($150,000 - C/C) is requested for reconstruction of the Cenotaph
Parkette.
The Cenotaph Parkette, which fronts onto Duke Street East and Frederick Street, is a
prominent local intersection. The key feature of the site is the Cenotaph constructed in
May 1929 to honour those who lost their lives during the war.
The landscape structures and facilities on this site have been deteriorating for a number
of years and the site has been slated for rehabilitation since 1997. The timeline for the
reconstruction of the Cenotaph Parkette has been scheduled for 2010 to coincide with
major streetscape and infrastructure upgrades by Engineering along the Duke Street
East and Frederick Street corridors.
Further details are provided on the attached issue paper.
3. Communitv Trails
Additional funding in years 2007 ($152,000 - C/C and DC), 2008 ($155,000 - C/C and
DC), 2009 ($176,000 - C/C and DC), 2010 ($164,000 - C/C), 2011 ($168,000 - C/C) and
2012-2016 ($157,000 each year - C/C and D/C) is requested for development of
community trails.
A community trail development master plan was completed in 1990 to steer the phased
priority construction of a continuous system of community trails that would link the city's
parks, open spaces, points of particular interest as well as other trail systems in
Kitchener. Since 1990 the community trail development capital funding has been largely
used to supplement the modest capital funding of the development of our community
parks. The effect of this shift in priority is that, while trail sections have been constructed
Report No. CSD-06-115
Page 3
within our community parks, we have not accomplished the original intent of the Trail
Master Plan - to construct the links between park trail sections.
The 2005 Leisure Facilities Master Plan (LFMP) recognizes our community trails as "an
increasingly valuable asset" and recommends that "a commitment be made to develop
unfinished linkages in the Community Trail system" within previously developed areas of
Kitchener as well as "the continuing extension.. .into newly developing areas....".
Further details are provided on the attached issue paper.
4. Cultural Caoitals of Canada 2009
Funding in years 2007 ($150,000 - C/C), 2008 ($250,000 - C/C) and 2009 ($267,000 -
C/C) for Cultural Capitals of Canada 2009 was approved in principle by Council on
September 11 , 2006.
Council was first presented with the concept of Kitchener making an application to the
Cultural Capitals of Canada program in March 2006 as one of three focus projects in the
3-year CulturePlan II implementation strategy. A successful application to the Canadian
Heritage designation and funding program would enable significant development of
community identity through arts and culture, cultural tourism strategies and collaborative
partnerships. On June 19, 2006, Council approved further work on the preparation of a
detailed application to the Cultural Capitals of Canada program, with direction to bring a
subsequent report forward for Council's consideration. The report brought forward to
Council in September 2006 detailed the results of the work carried out by the Cultural
Capitals of Canada application steering committee and was endorsed by Council on
September 11 , 2006.
Further details are provided on the attached Report No. CSD-06-092.
5. CulturePlan IIlmolementation
Funding in years 2007 (134,000 - C/C), 2008 ($112,000 - C/C) and 2009 ($40,000 - C/C)
is requested to continue with the implementation of CulturePlan II recommendations
approved by Council in June 2005.
CulturePlan II is a vision for the advancement of arts and culture in the City of Kitchener.
It is "a leadership document identifying actions, partners, and benefits of a
comprehensive and community wide development." The document contains 61
recommendations related to sustainability, community synergies, cultural tourism,
marketing and reflecting our authentic community identity through: investment,
community development, accessibility for artists of all cultures, media and network
building, public awareness, cultural inclusivity, research, civic policy development, civic
programming and events.
Work began in 2006; the next step of CulturePlan II's implementation focuses on
responding to recommendations related to: improving intercultural accessibility; evolving
neighbourhood and youth arts development; advancing cultural network building,
research and our media profile; and examining civic arts programs and policies to
ensure relevance and stewardship.
Report No. CSD-06-115
Page 4
Further details are provided on the attached issue paper.
6. General Park Develooment
Additional funding in years 2007 ($19,000- C/C and DC), 2008 ($202,000 - C/C and DC),
2009 ($233,000 - C/C and DC), 2010 ($210,000 - C/C), 2011 ($215,000 - C/C) and
2012-2016 ($201,000 each year - C/C and D/C) is requested for general park
development.
The 2005 Leisure Facilities Master Plan Recommendation 28, Park-based Development,
acknowledged that "staff undertake a review of existing park service level standards for
new and existing parks and develop budget estimates on a per acre approach as a basis
for future capital forecasts for park development initiatives".
With the current 2006 General Park budget allocation of $134,000 per year (plus
inflation), the undeveloped parks would take approximately 15-18 years to complete.
Staff recommend that beginning in 2008 the General Park Development budget receive
increases to the 2006 budget to address the current backlog of park development and to
allow for the planning and development of the 17 outstanding neighbourhood parks.
Further details are provided on the attached issue paper.
7. Hanson Avenue Extension
Funding in 2007 in the amount of $700,000 ($546,000 D/C and $154,000 C/C) is
requested to partially fund the Hanson Avenue extension to serve as a primary entrance
to the new Hanson Avenue Twin Pad.
During concept development for the new Hanson Avenue Twin Pad site, it was
acknowledged that an alternative and/or improved access to the facility should be
considered as part of the site development process. The City engaged GSP Planning
Consultants to undertake a site connectivity study, to facilitate a traffic study and to
provide recommendations with regard to improving overall access to the site.
Further details are provided on the attached issue paper.
8. Master Plans/Feasibilitv Studies
8.1 Homer Watson House and Gallery Master Plan
Funding in 2007 ($80,000 - C/C) is requested to assist with expenses to develop
a master plan for the Homer Watson House & Gallery (HWHG).
The Homer Watson House & Gallery located on Mill Road in Kitchener has been
designated by the City as a historical site and is also protected by a conservation
easement through the Ontario Heritage Trust. The site is owned by the City of
Kitchener, but is operated by the HWHG Foundation.
Existing program space at the Gallery has been exhausted and the Foundation
wishes to pursue the development of an additional structure on-site to enhance
community programming. As a prerequisite of any development, the City of
Report No. CSD-06-115
Page 5
Kitchener and Ontario Heritage Trust have requested the completion of a master
plan for the site.
The estimated cost to develop a Master Plan is $120,000. Staff is requesting
$80,000 from 2007 capital and there is a potential to receive an additional
$40,000 through a Canadian Heritage grant (Cultural Spaces Program).
Further details are provided on the attached issue paper.
8.2 Special Events Strategic Plan
Funding in 2007 ($40,000 - C/C) is requested to develop a Special Events
Strategic Plan.
The Special Events Unit has three strategic directions that are used by staff to
make funding and other resource support decisions for events. These strategic
directions are: Bringing People Downtown, Developing Community Spirit and
Pride and Supporting Event Development. This model of event delivery and
support was also advocated in the LFMP. Recently, the prioritization of initiatives
in the Downtown Action plan has identified the role that Special Events plays
from an economic development perspective. They include both direct and indirect
economic impact as well as how Special Events assists in attracting knowledge
based workers to the community.
The City needs a strategic approach to address all of these corporate objectives
and community needs. A Special Events strategic plan will result in a
coordinated and prioritized approach to delivering programming and meeting
expectations that have been established for Special Events.
Further details are provided on the attached issue paper.
8.3 South Kitchener Recreation Complex
Funding in 2007 ($70,000 - C/C) is requested for a location study for the South
Kitchener Recreation Complex.
The City of Kitchener owns 41.5 acres of land located at the corner of Fisher
Hallman Rd and Huron Road, commonly known as the Huron Farm. In 1983 the
City purchased lands from Rockway Holdings totalling 76.5 acres. In 1996 the
City transferred 35 acres of this land to the Waterloo County Board of Education
as part of the development for the Lions Sportsfields. The remaining land is
currently leased back to Rockway Holdings, in part for their gravel pit operation
and the remaining lands are sub-leased for farming operations.
The Leisure Facilities Master Plan identifies the need to address population
growth, sustain current servicing levels and provide for community program
growth and flexibility by recommending that a new district park be secured or
acquired and developed in the South Kitchener area. Staff is seeking approval
to engage consultant services to determine if the community needs warrants
consideration for a facility in the south area of Kitchener and to determine which
location(s) would be appropriate for further review.
Report No. CSD-06-115
Page 6
Further details are provided on the attached issue paper.
9. Mclennan Park
Reallocation of funding previously identified for years 2008-2026, to the years 2009
($1,260,000 - C/C and DC), 2014 ($1,476,000 - C/C and DC) and 2015 ($1,506,000 -
C/C and D/C) is requested for development of McLennan Park.
McLennan Park, located close to the corner of Ottawa Street South and Strasburg Road,
comprises approximately 97 acres of landfill formed into a hill and level ground, and
includes a woodlot at the southeast corner and a hydro corridor bisecting the park.
Landfilling of McLennan Park by the City began in the mid-1950's. The site continued to
be operated until 1973 at which time the Region of Waterloo became responsible for
waste management facilities. The Region operated the site until 1976 at which time it
was closed.
For several decades now, the City has been interested in the long term development of
McLennan Park into a recreational facility. While the Region has agreed to retain the
liability for subsurface impacts and controls because of the former landfill use, the City
has long intended to assume the responsibility for the development and future
maintenance of a park. On November 1, 2006 the City and Region formalized an
agreement for the intended park use.
Further details are provided on the attached issue paper.
10. Parks and Ooen Soace Master Plan
Funding in 2007 ($180,000 - C/C) is requested to develop a Parks and Open Space
Master Plan.
In 1975, the Community Services Department completed a comprehensive Master Plan
for Park and Recreation Facilities which was approved by Council in July 1976. In 1984,
an update to the Master Plan for Park and Recreational Facilities was prepared for the
steering committee at the time and was not brought forward to Council. In 1990, a
Leisure Facilities Strategy Master Plan was completed and included a park and open
space component in the plan.
In 2005, the Leisure Facilities Master Plan (LFMP) was completed and identified the
"focus of the planning initiative was on leisure facilities in terms of recreation, arts and
culture, sportsfields, trails and related considerations as they involved facilities. Plans
for open spaces, neighbourhood parks.. ..were to be developed via other processes."
A more comprehensive and detailed document is required to specifically address park
and open space development, management and maintenance. The LFMP, while
providing a broad look at parks and trails, did not include detailed inventory, analysis and
strategies for park and open space systems. A Parks and Open Space Master Plan will
guide improvements to existing parks and open spaces throughout the community as
well as the development of new facilities, based upon evolving standards and
recreational trends, community values and expectations and forecast community growth.
Report No. CSD-06-115
Page 7
Further details are provided on the attached issue paper.
11. Skateboard Facilitv
Funding in years 2010 ($50,000 - C/C), 2011 ($550,000 - C/C) and 2012 ($500,000) is
requested to construct two skateboard parks in 2011 and 2012.
The 2005 Leisure Facilities Master Plan recommends the development of skateboard
facilities in the South Kitchener District Park, the area of the Forest Heights Community
Centre, at Breithaupt Park and at McLennan Park. This recommendation was identified
from consultation, trends and research that indicates that many larger neighbourhood
and district parks have significant outdoor leisure oriented facilities located in them.
Currently there is one skateboard park located at the Kitchener Memorial Auditorium
Complex, one facility at Forest Heights Community Centre and one portable unit that is
located at various community centres throughout the year. A second skateboard park is
planned for McLennan Park in the second stage of the park's development.
In a community the size of Kitchener it is necessary to provide multiple skateboard
facilities to reduce the long travel distances to a single facility.
Further details are provided on the attached issue paper.
12. User Fee Review
Funding in 2012 ($80,000 - C/C) is requested to complete a comprehensive user fee
review for Community Services Department services.
Currently user fees are generally increased as directed through the budget process. As
well, reviews and fee adjustments have tended to occur on a one off basis or as a result
of budget pressures. While certain units of the department, particularly Enterprise units,
require a level of flexibility to adjust to changes in the market place or to reflect
competitive realities or significant cost fluctuations, a more strategic approach should be
developed in terms of timing and methods of fee setting and implementation.
Considerations could include but are not limited to the following: the cost of providing the
service; market place competitive analysis; demand for the service/facility; cost changes
that occur beyond the annual fee setting cycles; and the ability of the user or user group
to pay for services.
Further details are provided on the attached issue paper.
13. Williamsbura Cemeterv Phase II Develooment
Funding in 2007 ($60,000 - C/C) is requested to move forward with the
recommendations in the Cemetery Strategic Plan approved by Council in 2006. These
include initiating a design and business plan proposal for Williamsburg Cemetery Phase
II, developing a business plan for the purchase of lands for future cemetery
development, and determining the feasibility of a mausoleum development for
Williamsburg Cemetery.
Further details are provided on the attached issue paper.
Report No. CSD-06-115
Page 8
14. Williamsbura Cemeterv Phase I Proiects
Funding in 2008 ($20,000 - C/C) and 2009 ($29,000 - C/C) is requested for further
development of Phase 1 of Williamsburg Cemetery.
Williamsburg Cemetery is a 50 acre parcel of land of which approximately 20 acres has
been developed. Part of the 20 acres of developed land requires further design and
development work, in order for the land to be saleable cemetery property. In order to
meet the needs of customer demand, an additional section within Phase I of
Williamsburg Cemetery needs to be designed to accommodate the layout of cremation
and traditional adult grave spaces. This will ensure that space is available to provide an
array of interment options as Woodland Cemetery lot availability reaches capacity.
Further details are provided on the attached issue paper.
FINANCIAL IMPLICATIONS:
If supported, the capital projects proposed in this report will be referred to capital budget
deliberations. They will then be evaluated against all other capital projects and funding
constraints within the ten-year forecast.
Ann Pappert, General Manager
Community Services Department
AU.
Report No. CSD-06-115
Page 9
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
BACKGROUND:
Williamsburg Cemetery was first opened in 1995. At that time, approximately 20 acres of the 51
acre property were developed as cemetery lands. The balance of the property was retained for
potential future cemetery development. In 2006, Council was presented and approved the
Cemetery Strategic Plan. This Plan outlined several recommendations. Three of these
recommendations have capital budget implications for 2007. They are as follows:
· That the City initiate a design and business plan proposal for Phase II of Williamsburg
Cemetery.
· That the City develop a business plan for the purchase of lands for future cemetery
development.
· That the City determine the feasibility of a mausoleum development for Williamsburg
Cemetery.
RATIONALE / ANALYSIS:
In order to achieve the recommendations as noted above, the following would need to occur:
1. Phase II Development - Project team to develop terms of reference for a RFP to hire a
consultant who will formulate a work plan for Phase II.
2. Land acquisition - Staff team to examine possible sites for land purchase with guidance from
City's realtor.
3. Mausoleum Development - Develop a pre-need sales campaign to assess market
potential/demand for crypts sales.
FINANCIAL IMPLICATIONS:
The 2007 capital costs to undertake the reviews and design work are approximately as follows:
Phase II - $40,000
Land Acquisition - $15,000
Mausoleum Pre Need Campaign - $ 5,000
RECOMMENDATION:
That Council approve capital funding of $60,000 in 2007 to undertake the various studies and
pre-planning necessary to provide reports and business cases for the recommendations
outlined in the Cemetery Strategic Plan.
Report No. CSD-06-115
Page 10
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
Auditorium Upper Lobby Floor
Capital
Community Services Department
Enterprise
BACKGROUND:
The original floor was installed in 1986 and will be 30 years old in 2016.
RATIONALE / ANALYSIS:
Lifecycle replacement.
FINANCIAL IMPLICATIONS:
$50,000 is being proposed to be added to the Capital Forecast in the 2016.
RECOMMENDATION:
That funding of $50,000 be approved to be added to the capital forecast in 2016 to replace
flooring in the upper lobby of the Dom Cardillo Arena for safety and maintenance purposes.
Report No. CSD-06-115
Page 11
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
Cenotaph
Capital
Community Services Department
Operations
BACKGROUND:
The Cenotaph Parkette is a heavily used urban green space. The site fronts on to Duke St E.
and Frederick St., two prominent local intersections. To the west of the site is the architecturally
significant Federal Public Works Building and to the south of the site is the Old City Hall
building. The key feature of the site is the Cenotaph constructed in May 1929 to honour those
who lost their lives during the war. This is a locally and regionally significant historic site. It is
used on a daily basis as an informal sitting and gathering area and also used for formal
ceremonies related to honouring our war dead. The site includes the following amenities:
· Informal seating areas along the base of Cenotaph,
· Bench sitting areas,
· Green space adjacent to Duke Street frontage,
· Mature trees and shrub beds,
· Informal turf areas and annual beds,
· Walkways leading to the Cenotaph and street frontages,
· Sidewalk along both frontages.
The Cenotaph is located in an area of high pedestrian traffic and is an icon of the City as well as
a prominent visual feature and destination point along the Frederick/Duke corridor. The proper
federal agencies are to be involved in any redesign or reconstruction of the Cenotaph site as
they are the property owners.
The landscape structures and facilities on this site have been deteriorating for a number of
years. The site has been slated for rehabilitation since 1997 and is in need of work.
RATIONALE / ANALYSIS:
The time line for the reconstruction of the Cenotaph parkette has been scheduled for 2010 to
coincide with major streetscape and infrastructure upgrades along the Duke St. E. and
Frederick St. corridors by the City of Kitchener Engineering Department. This has been done to
allow for the continuity of the streetscape treatments and to save costs in relation to
infrastructure upgrades that could be required for the park (i.e. electrical or water service,
concrete repair, etc.).
Report No. CSD-06-115
Page 12
FINANCIAL IMPLICATIONS:
A budget cost estimate for the redevelopment of this site includes the following:
Removal of deteriorating concrete surrounding cenotaph, removal of
timber curbing, skateboard protection measures, reinstallation of concrete
pads and curbing,
$100,000.00
Sitting areas and other pedestrian amenities including lighting,
new site furniture, trash receptacles, signage,
Landscape planting and site restoration
$30,000.00
$20,000.00
TOTAL
$150,000.00
RECOMMENDATION:
That Council approves a new Capital Budget item in the Community Services Operations
Division in the year 2010 for the new Cenotaph in the amount of $150,000.00.
Report No. CSD-06-115
Page 13
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
Community Trails Development
Capital Budget
Community Services Department
Operations
BACKGROUND:
City of Kitchener Community Services staff prepared a community trail development master
plan in 1990 designed to steer the phased priority construction of a continuous system of
community trails throughout Kitchener that would link the city's parks, open spaces, points of
particular interest as well as other trail systems in Kitchener (Trans-Canada Trail, Iron Horse
Trail and Walter Bean Grand River Trail).
At the time it was estimated that implementing the Community Trail master plan would require
70 years at the current (1990) rate of capital funding for annual community trail construction.
Since 1990 the Community Trail Development capital funding has been largely used to
supplement the modest capital funding of the development of our community parks. The effect
of this shift in priority is that while trail sections have been constructed within our community
parks, we have not accomplished the original intent of the Trail Masterplan - to construct the
links between park trail sections. There are currently 482.13 ha of undeveloped new & existing
greenway areas that require trail management plans and community trail development. The
present 2006 Community Trail budget ($110,000) is currently used to develop trails in
neighbourhood parks and is insufficient to address larger open space areas.
Present levels of capital funding have meant that we have not constructed significant sections of
trail in the open spaces between parks, including woodlands, valley lands and areas bordering
drainage areas. A secondary effect is that the absence of formal trails in these latter areas has
contributed in many instances to a widespread network of informal and damaging footpaths
through some of our more sensitive woodlands and wetlands.
RATIONALE / ANALYSIS:
The 2005 Leisure Facilities Master Plan (LFMP) recognizes our community trails as "an
increasingly valuable asset" and recommends that "a commitment be made to develop
unfinished linkages in the Community Trail system" within previously developed areas of
Kitchener as well as "the continuing extension.. .into newly developing areas....".
Recommendation #27-0utdoor Linear Resources of the LFMP recommended that a minimal city
capital contribution of $300,000 per year for Community Trail Development and recommended a
range of $300,000-500,000 annually.
Report No. CSD-06-115
Page 14
The LFMP further recommends that Kitchener's community trail system meet the growing
expectations for it to link with and support a number and variety of establishing recreational
interests, including those represented by the Regional Cycling Master Plan, rowing and
canoeing activity, sports fishing, as well as a growing interest specifically in the Grand River
valley where access points, scenic lookouts, trail heads, interpretive information and other
special trail features are in demand.
A recent Environics Survey (April 2005) reported that 86% of residents think that the city should
spend the same or more on "walking/bike trails". Additional capital funding to support the
creation of a continuous trail network that links established sections of park trails will establish a
recreational system that supports and makes possible many present and future community
initiatives and leisure pursuits that may extend well beyond the actual trail corridors.
Walking trails/bike trails were identified as a "high satisfaction, high support for future spending"
in the June 19/06 "Who are you Kitchener" presentation to Council. Additional community trail
capital funding directed to woodland and valley land management will enable the planning and
construction of trails and related trail features that will protect sensitive areas from over use and
encourage trail users to discover and become informed about Kitchener's urban woodlands and
wetlands.
In addition to constructing new trail, the community trail development budget is used to fund trail
rehabilitation projects that are more extensive than the seasonal/regular maintenance
operations that are funded by Operating budgets. The current 2006 trail annual operating
maintenance budget is $132,000. Similar to city streets, trails are subject to deterioration over
time and must be maintained to a safe and usable condition. Some sections of trail, particularly
those situated in our more spectacular woodlands and valley lands, are subject to damage
inflicted by regular flooding, ice scouring, erosion on steep slopes and other natural factors.
Increased levels of capital funding are required in order to annually rehabilitate such trail
sections. The task of maintaining the existing trail system grows as we extend our trail network
beyond the presently estimated 125 kilometers of constructed community trails.
FINANCIAL IMPLICATIONS:
The present Community Trails Capital Budget forecast receive additional funding for the years
2007 - 2016 by the following amounts: 2007 ( $152,000), 2008 ( $155,000), 2009 ( $176,000),
2010 ( $164,000), 2011 ($168,000), 2012 ($157,000), 2013 ($157,000), 2014 ($157,000), 2015
($157,000), 2016 ( $157,000).
RECOMMENDATION:
That Council approves the additional funding of $1,600,000 to the Community Trails Capital
Budget in the Community Services Operations Division for the years 2007-2016.
Report No. CSD-06-115
Page 15
November 24, 2006
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
CulturePlan II Implementation
Capital
Community Services Department
GM/Administration - Arts & Culture Unit
BACKGROUND:
CulturePlan II is a vision for the advancement of arts and culture in the City of Kitchener. It is "a
leadership document identifying actions, partners, and benefits of a comprehensive and
community wide development. (CSD 05-081)". The document contains 61 recommendations
related to sustainability, community synergies, cultural tourism, marketing and reflecting our
authentic community identity through: investment, community development, accessibility for
artists of all cultures, media and network building, public awareness, cultural inclusivity,
research, civic policy development, civic programming and events.
Council approved CulturePlan lion June 27,2005. Its implementation is guided on five key
principles: Join Hands - citizens initiative, city support, city leadership; Build One Step at a time;
Build on what Already Exists; Integrate and Invest.
Three multiparty projects are underway in 2006, which focus on investment (Community
Investment Strategy), on community synergies and collaboration (Cultural Capitals 2009 -
separate issue paper) and creative industries development (Arts & Cultural Cluster
development) .
RATIONALE / ANALYSIS:
Keeping with its principles, the next step of CulturePlan II's implementation focuses on
responding to recommendations related to:
1. Improving intercultural accessibility (rec. #15,21,22,23,24)
2. Evolving neighbourhood and youth arts development (rec.#7, 16, 26, 27, 28, 29)
3. Advancing cultural network building, research & our media profile (rec. #11, 30, 60, 12, 33,
38, 40, 41, 42)
4. Examining civic arts programs and policies to ensure relevance and stewardship (rec. #6,
10, 49, 50, 8, 32)
Through a combination of reorganizing the existing staff resources, cultivating community
partnerships with matching fund projects and supporting the projects through contracted short
term assistance, the following will be completed:
Report No. CSD-06-115
Page 16
2007:
· Community Neighbourhood Arts Projects: pilot development (integrating projects with
neighbhourhoods, youth and schools)
· Network Building and Research Collection development
· Integration/Intercultural Access Strategy development
· Public Art/Percent for Art/Public Art Trust Policy and program review
· Industrial Artifacts Program Review
· Collections Management and Inventory
· Media Relations and Increased cultural profile strategy
2008:
· Community Neighbourhood Arts Projects: year one of pilot implementation
· Integration/Access Strategy: year one of pilot implementation
· Artist in Residence program review
· Rotunda Gallery program review
2009:
· Community Neighbhourhood Arts Projects: year two of pilot implementation
· Integration/Access Strategy: year two of pilot implementation
FINANCIAL IMPLICATIONS:
Upon approval of CulturePlan II staff was to report and request to Council funding for
implementation projects and strategies, during annual budget deliberations.
The following funding is required to achieve the projects listed above, for each designated year:
2007: $134,000
2008: $112,000
2009: $ 40,000
RECOMMENDATION:
That Council approves a new Capital Budget item in the Community Services Department for
the Implementation of CulturePlan II in the amounts of $134,000 in 2007, $112,000 in 2008 and
$40,000 in 2009.
Report No. CSD-06-115
Page 17
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
General Park Development
Capital
Community Services Department
Operations
BACKGROUND:
On September 11, 2006 Council brought forward a motion that identified "trail and park
development is a very large part of healthy, active and quality living" and established "there are
insufficient funds in the current budgets to construct and maintain trail and park development in
the newer residential areas of the community, to the same level as older existing subdivisions ".
Historically, the General Park capital budget has received nominal inflationary increases to
address the growing demand in new development areas for park development. The result of this
has created several city-wide shortfalls including a backlog of 17 undeveloped parks (27.37ha)
in newer residential areas and a lack of retrofit or rehabilitation of existing parks in established
neighbourhoods. The current 2006 funding level for General Park is $134,000.
Recent public indicators show that there is a strong desire for the City of Kitchener to re-focus
on its precious parks:
· Park/playgrounds were identified as a "high satisfaction, high support for future
spending" in the June 19/06 "Who are you Kitchener" presentation to Council.
· 92% of residents think the city should spend the same or more on "parks, playgrounds &
natural areas". (Environics Survey, April 2005)
RATIONALE / ANALYSIS:
The 2005 Leisure Facilities Master Plan Recommendation 28 - Park-based Development
acknowledged that "staff undertake a review of existing park service level standards for new and
existing parks and develop budget estimates on a per acre approach as a basis for future
capital forecasts for park development initiatives. "
The following General Park development conditions currently exist:
· There are currently 17 new undeveloped park blocks (27.37ha) in inventory and
registered to the City as of 2006. Presently, 2-3 parks are planned and developed per
year. The average cost of a neighbourhood park ranges between $75,000-$90,000 per
hectare of park land at an average park size of 1.5 hectares. The present 2006 General
Park capital budget ($134,000) with the assistance from other budget sources such as
the Community Trail ($110,000), Playground Features ($94,000) and Tree Planting-
Parks & Streets ($48,000) accounts are used to maintain the current General Park
development level.
· The rehabilitation of existing parks within older established areas of the city has been set
aside in order to focus on the new park development shortage.
· The level or standard of park development has decreased in order to keep in line with
Report No. CSD-06-115
Page 18
current funding levels while construction costs continue to rise.
With the current 2006 General Park budget allocation of $134,000 per year (plus inflation), the
undeveloped parks would take approximately 15-18 years to complete.
Staff recommend that beginning in 2008 the General Park Development budget receive
increases to the 2006 budget to address the current backlog of park development and to allow
for the planning and development of the 17 outstanding neighbourhood parks.
FINANCIAL IMPLICATIONS:
The present General Parks Development Capital Budget forecast receive funding increases for
the years 2007-2016 by the following amounts; 2007 ($19,000), 2008 ( $202,000), 2009 (
$233,000), 2010 ($210,000), 2011 ($215,000), 2012 ($201,000), 2013 ($201,000), 2014
($201,000), 2015 ($201,000), 2016 ($ 201,000).
RECOMMENDATION:
That Council approves the additional funding of $1,884,000 to the General Park Development
Capital Budget in the Community Services Operations Division for the years 2007 -2016.
Report No. CSD-06-115
Page 19
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
Hanson Avenue Extension
Capital
Community Services Department/Development & Technical Services
Department
E nterprise/Eng i n eeri ng
DIVISION:
BACKGROUND:
During the concept development for the new Hanson Twin Pad, it was acknowledged that an
alternative and/or improved access to the facility should be considered as part of the site
development process.
The current access, though marginally adequate, runs through an industrial site and does not
meet the vehicular or pedestrian recommendations outlined in the Leisure Facilities Master Plan
(LFMP) for a major complex of this nature.
The City engaged GSP Planning Consultants to undertake a site connectivity study, to facilitate
a traffic study and to provide recommendations with regard to improving overall access to the
site. GSP focused on ensuring proper traffic and pedestrian access along with integrating the
site with adjacent land uses, including new residential development.
Council subsequently directed staff to undertake an Environmental Assessment for the
extension of Hanson Avenue.
RATIONALE / ANALYSIS:
The Hanson Avenue extension is recommended to serve as the main traffic access to the site
based on a Site Connectivity Study undertaken by GSP Planning Consultants. This extension
will link with Blockline Road and will be the most significant access point to the site. The City is
currently undertaking an Environmental Assessment to determine the ultimate location of
Hanson Avenue as it extends towards Blockline Road.
If approved, this will be the featured entrance for both the new Twin Pad and Peter Hallman Ball
Yard, which in essence creates a major year round recreational facility campus. The reasons
for supporting this access are as follows:
1. Any direct access to Homer Watson Boulevard to service the Twin Pad is currently not
supported by the Region.
2. The LFMP recommended that the facility be accessible by a main arterial roadway
system.
3. The Hanson Avenue extension provides the best solution for overall access to the
combined facilities (ballpark and Twin Pad) creating a larger, campus style complex.
4. The entrance best serves as an access point for the surrounding neighbourhoods
including the Wilson area, which will be important if Doherty Arena is decommissioned
as an ice facility.
Report No. CSD-06-115
Page 20
FINANCIAL IMPLICATIONS:
The estimated cost required to extend Hanson Avenue from Hayward Avenue to the future
Blockline Road extension (not including the extension of Blockline Road which is currently
funded in the 10 year forecast) is $1,000,000. A total of $300,000 from the Twin Pad budget
originally allocated to the Homer Watson access can be applied to the Hanson Avenue
extension. The funding for the extension would be allocated as follows:
Project cost..................................................... .$1,000,000
Re-allocation from Twin Pad budget....................... .$300 000
Balance to be funded......................................... ...$700,000
DC funding (78%)............................................... .$546,000
CC funding (22%)............................................... .$154,000
RECOMMENDATION:
That subject to completion of a satisfactory environmental assessment, the Hanson Avenue
extension be approved as the primary entrance to the new Hanson Avenue Twin Pad and that a
net increase of $700,000 be allocated to the 2007 capital budget to undertake this work, funded
on the basis of 78% Development Charges and 22% Capital out of Current.
Report No. CSD-06-115
Page 21
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
Homer Watson House and Gallery Master Plan
Capital
Community Services Department
Community Programs and Services
BACKGROUND:
The Homer Watson House and Gallery (HWH), situated on Mill Road, has been designated by
the City of Kitchener as a historical site, and is also protected by a conservation easement
through the Ontario Heritage Trust. The site is owned by the City of Kitchener, but is operated
by the Homer Watson House and Gallery Foundation, a not-for-profit Board of Directors. The
House acts as both a museum and a working gallery, including an abundance of educational
programs that generate operational revenues. Existing program space at the Gallery has been
exhausted, and the Foundation wishes to pursue the development of an additional structure on-
site to enhance community programming. As a prerequisite of any development, the City of
Kitchener and Ontario Heritage Trust have requested the completion of a master plan for the
site.
RATIONALE / ANALYSIS:
Given the Heritage components of the site and structure, and the complexity of relationship
between the Board of Directors, the adjoining neighbourhood, the City of Kitchener and the
Province, the development of the Master Plan will require input and consultation from specialists
in several areas. The Master Plan outline has been developed in conjunction with Ontario
Heritage Trust, and includes both detailed heritage data as well as consideration of such issues
as governance, budget management and operations.
The Homer Watson Board has been frustrated to date with their inability to develop a new
structure. The City of Kitchener and Ontario Heritage Trust have identified the necessity to
develop a holistic master plan. It is the recommendation of staff that the cost of the master plan
be covered by the City of Kitchener to ensure a complete and impartial plan development in a
timely manner. This will support the HWH Board of Directors, the community at large as well as
the City of Kitchener. At present, City staff lack the resources to complete the plan in-house.
FINANCIAL IMPLICATIONS:
The estimated cost to develop a Master Plan is $120,000. Staff is requesting $80,000 from
2007 capital and there is a potential to receive an additional $40,000 through a Canadian
Heritage grant (Cultural Spaces Program).
RECOMMENDATION:
That $80,000 be allocated in the 2007 capital forecast to develop a Master Plan for the Homer
Watson House and Gallery which is owned by the City of Kitchener.
Report No. CSD-06-115
Page 22
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
McLennan Park
Capital
Community Services Department
Operations
BACKGROUND:
McLennan Park is located close to the corner of Ottawa Street South and Strasburg Road. The
property extends from Ottawa Street South to Blackhorne Drive and comprises approximately
97 acres of landfill formed into a hill and level ground, and includes a woodlot at the southeast
corner and a hydro corridor bisecting the park. Landfilling of McLennan Park by the City of
Kitchener began in the mid-1950's. The site continued to be operated until 1973 at which time
the Region of Waterloo became responsible for waste management facilities. The Region
operated the site until 1976 at which time it was closed.
For several decades now, the City has been interested in the long term development of
McLennan Park into a recreational facility. While the Region has agreed to retain the liability for
subsurface impacts and controls because of the former landfill use, the City has long intended
to assume the responsibility for the development and future maintenance of a park. On
November 1 , 2006 the City and Region formalized an agreement for the intended park use.
A "modified" Concept B was approved by City Council in June 2003, which maintained the entire
park for public use. Notable features of Concept B included a community trail system;
skateboard park, playground and multi-use court; comfort station; downhill, BMX and Freeride
cycling trails; public tobogganing; great lawn with concept for conversion to sportsfields or
skating oval; public parking; and leash-free dog area. The development of the park was
anticipated to take place in multi-phases, over a 20-year period. Total park development costs
for Concept B were estimated to be $4.6 million (in 2003 dollars). Presently, a budget of
$522,000 was approved in 2006, $522,000 proposed in 2007 and $194,000 per year from 2008
to 2026 ($3.6M in approximately 18 years).
The Leisure Facilities Master Plan (January 2005) recognized the importance of implementing
the approved plan with Recommendation 29b stating "that the McLennan park Alternative 'B' be
implemented with long term consideration being given to a BMX range, cycling course, a
potential outdoor skating oval and skate board park. "
RATIONALE / ANALYSIS:
An implementation strategy and detailed costing was developed throughout 2006 to address
how best to implement the McLennan Park development in logical phases. It was determined
that combining the 2006 and 2007 Capital budget amounts ($1,044,000) was an appropriate
first phase to the development. This 2006-7 phase would include the following works:
Phase 1
Ottawa Street entrance road and related entrance features, turning lanes off
Ottawa street, north parkinq lot, toboqqan hill, storm water manaqement,
Report No. CSD-06-115
Page 23
pedestrian pathways, overlook/lookout area, cycling facilities, and landscaping.
The implementation strategy also determined that it would be more practical and cost effective
to develop the remaining works in 3 additional phases at approximately $1,200,000 (2006
dollars) for each remaining phase. Remaining phases would include the following works:
Phase 2
Hydro corridor parking lot, related roadway & lighting, accessible playground
area, multiuse sports pad, pedestrian trails and landscaping.
Blackhorne Drive parking lot, related roadway & lighting, McLennan Gate
entrance, washroom building, splash pad, pedestrian trails and landscaping.
Picnic shelters, skateboard park, winter skating rink, regeneration areas and
landscaping.
Phase 3
Phase 4
FINANCIAL IMPLICATIONS:
The present budget forecast of $522,000 in 2007 would remain.
The present budget forecast of $194,000 per year from 2008-2026 (approximately 18 years)
would be reallocated into 3 phases (2006 dollars) as follows:
Phase 2 2009 $1,260,000
Phase 3 2014 $1,476,000
Phase 4 2015 $1,506,000
RECOMMENDATION:
That Council approves the addition to the 2007-2016 Capital Budget in the Community Services
Operations Division for the three phases in the amount of $2,690,000 of which $1,275,000 will
be funded from city capital fund and the remaining $1,415,000 from development charges.
Report No. CSD-06-115
Page 24
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
BUDGET:
DEPARTMENT:
DIVISION:
Parks and Open Space Master Plan
Capital
Community Services Department
Operations
BACKGROUND:
In 1975, the Community Services Department completed a comprehensive Master Plan for Park
and Recreation Facilities. (Council approval July 1976)
In 1984, an update to the Master Plan for Park and Recreational Facilities was prepared for the
steering committee at the time and was not brought forward to Council.
In 1990, a Leisure Facilities Strategy Master Plan was completed and included a park and open
space component in the plan.
In 2005, the Leisure Facilities Master Plan (LFMP) was completed and "The focus of the
planning initiative was on leisure facilities in terms of recreation, arts and culture, sportsfields,
trails and related considerations as they involved facilities. Plans for open spaces,
neighbourhood parks....were to be developed via other processes." (LFMP 1.1 Overview, p 1-1)
The LFMP made the following recommendations:
· Recommendation 28 - Park Based Development stated that "City staff undertake a
review of existing park service level standards for new and existing parks and develop
budget estimates on a per acre approach as a basis for future capital forecasts for park
development initiatives".
· Recommendation 29 - Park Master Plan Implementation and Under-Serviced Areas
Approach stated that "the department undertake a Park Service Provisioning Plan that
focuses on the following:
o Identification of areas that are under-serviced...
o Potential opportunities in the short & long term...
o Potential strategies to overcome deficiencies. . . "
A more comprehensive and detailed document is required to specifically address park and open
space development, management and maintenance. The LFMP, while providing a broad look
at parks and trails, did not include detailed inventory, analysis & strategies for park & open
space systems. This next step will guide the city through the next ten years of green space
planning.
RATIONALE / ANALYSIS:
The City has experienced significant population growth and expansion since 1975. Along with
growth emerges the expanding need and demand for additional parks and open spaces. More
significant is the changing movement in the use of parks and the increased demand for access
to natural areas. Emerging trends include:
· A greater awareness of our natural area conservation through a Healthy Communities
approach and a qreater demand in use of natural areas as leisure opportunities.
Report No. CSD-06-115
Page 25
· An acknowledgement of the role that the city has in managing our precious green lands
through participation in initiatives like: Strategic Plan for the Environment, Natural
Heritage Conservation and Ontario Trails Strategy.
· Increased population growth and the role that changing demographics and diversity play
in shaping shifting demands and recreation preferences.
· More adults are becoming active for more years and at an older age. This has a direct
impact on the need for year-round facilities.
· Recreational choice and usage is changing; sports are experiencing transformation in
participation of use, numbers, age and gender.
· Increasing numbers of residents of all ages are participating in 'extreme' sports such as
skateboarding and 'free riding' cycling.
A Park & Open Space Master Plan will guide improvements to existing parks & open spaces
throughout the community as well as the development of new facilities, based upon evolving
standards and recreational trends, community values and expectations and forecast community
growth.
The Master Plan terms of reference will include but not limited to:
Existing inventory, green space classification and analysis of current condition.
Inventory of relevant studies and plans and propose policy recommendations.
Public consultation for park & open space development, balancing local preferences and
the broader needs of the community.
Identification of areas that are under-serviced to neighbourhood/local Park and Open
Spaces and provide strategies to overcome deficiencies (both short & long term).
Review and make recommendations regarding the rehabilitation of existing parks and
provide an estimation of capital costs and phasing.
Review of existing and proposed green space, opportunities for service provision and
establish a level of service. Estimate capital costs of development, phasing and
implications for future acquisition.
Develop minimum standards for various parkland and open space designations.
Review and propose service levels for long term maintenance and operating costs.
Create a management plan and ten year implementation strategy.
The Master Plan will assess existing park & open space resources within the community;
through an extensive public consultation process identify the needs, values and expectations of
the community; present policy guidelines for improvement and development; and establish an
implementation plan over the next ten years - with a goal towards the creation of a balance of
active, passive, heritage and environmental open space, through the creation of an open space
hierarchy and associated development standards. The Master Plan will assist Council and staff
in making strategic investments to ensure a healthy community and improve the quality of life of
residents.
FINANCIAL IMPLICATIONS:
The estimated cost for this work is $180,000 and will be funded from the Operations Capital
Budget.
RECOMMENDATION:
That Council approves a new Capital Budget item in the Community Services Operations
Division in the year 2007 for a Parks and Open Space Master Plan for the amount of $180,000.
Report No. CSD-06-115
Page 26
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
Skateboard Facility
Capital
Community Services Department
Operations
BACKGROUND:
The 2005 Leisure Facilities Master Plan recommends there be "development of Skateboard
Facilities in the South Kitchener District Park, in the area of the Forest Heights Community
Center, at Breithaupt park and at McLennan Park" (recommendation 28H). This
recommendation was identified from consultation, trends and research that indicates that many
larger neighbourhood and district parks have significant outdoor leisure oriented facilities
located in them.
Currently there is one skateboard park located at the Kitchener Memorial Auditorium Complex,
one limited size facility at Forest Heights Community Center and one portable unit that is
located at various Community Centers throughout the year.
A second skateboard park is planned and funded for McLennan Park in the second stage of the
park's development.
RATIONALE / ANALYSIS:
In a community the size of Kitchener it is necessary to provide multiple skateboard facilities to
reduce the long travel distances to a single facility. Users continue to utilize roads, curbs, stairs,
railings and other street furniture which creates safety considerations, conflicts with pedestrians
in addition to continued maintenance of street furniture.
Consultation with Community Programs and Services staff have indicated there is support for
the Leisure Facilities Master Plan skateboard recommendation and it would align with recent
community consultation that suggests there needs to be more opportunities for youth to
participate in this type of activity.
FINANCIAL IMPLICATIONS:
Initial estimates indicate that a concrete constructed skateboard park would range from
$350,000 to $500,000 exclusive of land costs if applicable. A selection process, soils analysis
and community consultation on the preferred location and park features should proceed the
design and construction phases. An estimate of $50,000 is required to begin that process.
A portion of these costs could be offset by potential partnerships with local interest groups.
RECOMMENDATION:
That Council approves a new Capital Budget item in the Community Services Department for
the construction of 2 skateboard parks in 2011 and 2012 for $500,000 each and a preliminary
budget item for the selection and consultation process in 2010 and 2011 of $50,000 each.
Report No. CSD-06-115
Page 27
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
South Kitchener Recreation Complex
Capital
Community Services Department
Administration
BACKGROUND:
The City of Kitchener currently owns 41.5 acres of land located at the corner of Fisher Hallman
Rd and Huron Road, commonly known as the Huron Farm. In 1983 the City purchased lands
from Rockway Holdings totaling 76.5 acres. In 1996 the City transferred 35 acres of this land to
the Waterloo County Board of Education as part of the development for the Lions Sportsfields.
The remaining land is currently leased back to Rockway Holdings, in part for their gravel pit
operation and the remaining lands are sub-leased for farming operations.
The Leisure Facilities Master Plan identifies the need to address population growth, sustain
current servicing levels and provide for community program growth and flexibility by
recommending "that a new district park be secured or acquired and developed in the South
Kitchener area that services both the proposed fifteen year and subsequent years of growth and
be the site for":
· four soccer fields, two lighted, with one potentially having field turf to also support field
hockey use.
· two baseball fields, one lighted
· redevelopment of softball fields
· skateboard park
· four unit tennis court, with a two unit, three- on- three basketball component
· connected to the community trail system
· playground and neighbourhood park component
· located in conjunction with potential future school sites
· potential location for the South Kitchener Recreation Centre involving a community
centre, twin ice pad arena and indoor aquatic centre
· a field house/support facility either as part of the district recreation centre or as a stand-
alone facility if that centre is located in another location
These recommendations were an outcome of the Leisure Facilities Master Plan which was
developed based on a broad base of community consultation, trends analysis, financial
assessments, demand indicators and the City of Kitchener's overall strategic directions.
RATIONALE / ANALYSIS:
It has been recognized that the Huron Farm site could accommodate many of the community
needs identified above and that a process should begin in 2007 to develop a planning,
development and management strategy for a future South Kitchener District Recreation
Complex. If the construction of a Complex is warranted then the business case could begin in
2009.
Report No. CSD-06-115
Page 28
The Huron Farm lands are also the site for the proposed Fire Hall 7 which is scheduled for
construction in 2007. This fire hall will be an important component of the site development as its
presence will precede any of the above mentioned facilities.
The Sports Tourism Strategy initiative currently underway is also a consideration when
determining the community needs for this site or any other locations that could accommodate
the proposed facilities.
Community Services is seeking approval to engage consultant services to determine if the
community needs warrants consideration for a facility in the south area of Kitchener and to
determine which location(s) would be appropriate for further review. The consultants report and
recommendations will be the basis for determining if CSD is to proceed to a formal business
case in 2009.
In 2005 dollars the estimated cost for such a facility is $30-40 million exclusive of site servicing
and Fire Hall costs as indicated in the Leisure Facilities Master Plan. An estimated $70,000 is
required to complete the initial study for the proposed facilities.
FINANCIAL IMPLICATIONS:
Consultant fees - $70,000
RECOMMENDATION:
That Council approves a new Capital Budget item in the Community Services Department in
2007 for the South Kitchener District Recreation Complex consultant's study, in the amount of
$70,000.
Report No. CSD-06-115
Page 29
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
Special Events Strategic Plan
Capital
Community Services Department
Special Events
BACKGROUND:
The Special Events Unit has three Strategic Directions that are used by staff to make funding
and other resource support decisions for events. These strategic directions are: Bringing
People Downtown, Developing Community Spirit and Pride and Supporting Event Development.
Events staff directly deliver events, develop partnerships or support community groups to
provide events, all of which achieve the Strategic Directions. This model of event delivery and
support was also advocated in the LFMP. Over the past five years, the model resulted in
dramatic increases in the number of events, event days, event growth and the complexity of the
events.
Recently, the prioritization of initiatives in the Downtown Action Plan has identified the role that
Special Events plays from an economic development perspective. They include both direct and
indirect economic impact as well as how Special Events assists in attracting knowledge based
workers to the community.
As well, a number of corporate and departmental plans have identified an expanded role for
Special Events. These have set expectations that the unit may not be able to achieve under
current staffing levels and model of operations.
The City needs a strategic approach to address all of these corporate objectives and community
needs.
RATIONALE / ANALYSIS:
A Strategic Plan for Special Events will result in a coordinated and prioritized approach to
delivering programming and meeting expectations that have been established for Special
Events. In more detail the following are some of the deliverables:
1. Meet the current stated initiatives as to the role of Special Events as outlined in the Healthy
Communities Plan, Compass Kitchener, and the Downtown Action Plan.
2. Identify the best management, governance and staffing model to meet the strategic needs.
3. Identify Best Practices from other organizations to determine the most effective delivery
model to meet community and corporate needs.
4. Establishment of a community visioning exercise to ensure community needs are in line with
the corporate strategy.
Report No. CSD-06-115
Page 30
5. Confirm and/or revise the Strategic Directions for the Unit.
FINANCIAL IMPLICATIONS:
$40,000 in capital funding is required to engage a consultant to undertake the Strategic Plan.
The outcome of the Strategic Plan recommendations would be brought back to Council for
consideration in the 2008 budget planning cycle.
RECOMMENDATION:
That funding in the amount of $40,000 be provided to engage a consultant to develop a Special
Events Strategic Plan.
Report No. CSD-06-115
Page 31
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
User Fee Review
Capital
Community Services Department
Administration
BACKGROUND:
User fee reviews for services provided by the Community Services Department have historically
been completed for individual units on an ad hoc basis. Examples of reviews that have taken
place in the past few years that resulted in significant changes include sports fields, aquatics,
golf, cemeteries and, most recently in 2006, seniors programs. However the Community
Services Department has not undertaken an all-encompassing review of its approach to
establishing facility user fees beyond the process outlined through the annual budget exercise.
RATIONALE / ANALYSIS:
Currently user fees are generally increased as directed through the budget process. As well,
reviews and fee adjustments have tended to occur on a one off basis or as a result of budget
pressures. While certain units of the department, particularly Enterprise units, require a level of
flexibility to adjust to changes in the market place or to reflect competitive realities or significant
cost fluctuations, a more strategic approach should be developed in terms of timing and
methods of fee setting and implementation. Considerations could include but are not limited to
the following:
1. The cost of providing the service
2. Market-place competitive analysis
3. Demand for the service/facility
4. Cost changes that occur beyond the annual fee setting cycles
5. Ability of the user or user group to pay for services
Further, a need to review user fees for sportsfields has been identified. The current eight year
plan will be completed in 2008 and sportsfields users have noted concerns with the rental fees.
Also, the original intent of the review to have adult groups cover 75% and minor groups cover
50% of the operating expenses requires another review.
The Aquatic Division reviews fees annually and makes fee adjustments based on market place
analysis foremost. A comprehensive review would allow interdepartmental consistency of fees
that provide similar services, i.e. fitness programs.
In addition, any policy should consider methods to allow staff to continue to create opportunities
to be more entrepreneurial as it relates to encouraging positive facility utilization. This requires
some flexibility and training so front line staff are empowered to make decisions that result in
increased use of facilities or service that are not at capacity.
FINANCIAL IMPLICATIONS:
2012 - $80,000 (consultant)
RECOMMENDATION:
That $80,000 be budgeted in 2012 to hire a consultant to complete a user fee review/analysis.
Report No. CSD-06-115
Page 32
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
Williamsburg Phase I Projects
Capital
Community Services Department
Cemeteries
BACKGROUND:
Williamsburg Cemetery is a 50 acre parcel of land of which approximately 20 acres has been
developed. Part of the 20 acres of developed land requires further design and development
work, in order for the land to be saleable cemetery property. The investment is justified partially
based on the Council approved Cemetery Strategic Report which recommends that the City
remain in the cemetery business on the long term.
RATIONALE / ANALYSIS:
In order to meet the needs of customer demand, an additional section within Phase I of
Williamsburg Cemetery needs to be designed to accommodate the layout of cremation and
traditional adult grave spaces. This will ensure that space is available to provide an array of
interment options as Woodland Cemetery lot availability reaches capacity.
FINANCIAL IMPLICATIONS:
The 2008/2009 capital costs are as follows:
Landscape Architect- Design and Development $20,000
Material Costs $29 000
$49,000
RECOMMENDATION:
That $20,000 be approved in the 2008 and $29,000 in the 2009 capital budget for further
development of Phase 1 of Williamsburg Cemetery.
)
~
Community Services
Page 33
~
Report To:
Date of Meeting:
Submitted By:
Prepared By:
Ward(s) Involved:
Date of Report:
Report No.:
Subject:
Community Services Committee
September 5, 2006
Cheryl York, Arts/Culture Co-ordinator, Community Services
Cheryl York, Arts/Culture Co-ordinator Ext 3381
All
August 23, 2006
CSD-06-092
Cultural Capitals of Canada
RECOMMENDATION:
That the submission of a City of Kitchener application to the Department of Canadian
Heritage for its 2009 Cultural Capitals of Canada designation program be endorsed; and
That commitment of the City's 25% share of the proposed 2009 program budget, to a
maximum of $667,000 in new funds, be approval in principle, and referred to the 2007
Capital Budget process, subject to final confirmation prior to January 13, 2007, as
required by the Department of Canadian Heritage.
1.0 BACKGROUND:
Council was first presented with the concept of Kitchener making an application to the Cultural
Capitals of Canada program in March 2006 (CSD-06-038) as one of three focus projects in the
3-year Culture Plan II implementation strategy. A successful application to the Canadian
Heritage designation and funding program would enable significant development of community
identity through arts and culture, cultural tourism strategies and collaborative partnerships.
On June 19, 2006, Council approved further work on the preparation of a detailed application to
the Cultural Capitals of Canada program (CSD-06-079), with direction to bring a subsequent
report forward for Council's consideration.
This report, CSD-06-092, details the results of the work carried out by the Cultural Capitals of
Canada application steering committee since June.
Since 2002, the Department of Canadian Heritage has presented the Cultural Capitals of
Canada program, designed to promote arts and culture in Canadian municipalities through
recognition of excellence and support for special celebratory cultural activities. The designation
includes the naming of the municipality as a "cultural capital" and the provision of funding
towards a designation-year program of events. Up to two million dollars may be available to
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assist the winning municipality. The amount of the financial award depends on the program
budget developed by the municipality. The application deadline for the 2009 awards is October
15, 2006.
A steering committee was struck in January 2006 to develop the material for a Kitchener
application. The project steering committee has met on a regular basis since then. Members
include Allan MacKay, Alf Bogusky, Rex Lingwood, Roger Farwell, Robert Achtemichuk, Martin
DeGroot, Rick Haldenby, Cheryl Ewing, Dan Donaldson, Jamie Grant, Majdi Bou Matar, and
Special Events, Communications and Culture staff.
2.0 REPORT:
2.1 Deoartment of Canadian Heritaae Proaram Obiectives
To promote the arts and culture in Canadian municipalities through recognition of excellence
and support for special activities celebrating the arts and culture and the integration of them into
overall community planning. Designation as a Cultural Capital of Canada enables the
community to invest in arts and culture, and increase and improve cultural services.
2.2 Kitchener Aoolication Obiectives
Kitchener's objectives in applying for this funding opportunity are to celebrate, expand and
publicize our community's culture, to strengthen its arts and culture infrastructure through
alliance-building and marketing strategies, and to create cultural legacies.
2.3 Consultation and Communitv Suooort
As noted in the June report, tasks to be completed in the preparation process included broad
community consultation, research, and the development of program concepts, budgets and
work plans. The City contracted the Waterloo Regional Arts Council to carry out extensive
community consultations to enable budget and program development (See Appendix "A" for list
of contacts).
Consultation included inviting detailed project descriptions from several key organizations to
build the foundation of the 2009 program. In response, a wealth of arts and culture events have
been proposed. The business and the arts communities have welcomed the news of this
application process and given overwhelming support to the steering committee's efforts.
The Prosperity Council has communicated, through this consultation process, the need for
elevating Kitchener's profile internationally in order to attract a labour market that thrives on arts
and culture activities being available in the community. Economic development benefits of arts
and culture activity can be realized in Kitchener through a high profile project like the Cultural
Capitals of Canada designation.
The KDBA has also expressed strong support for Kitchener's application. A 2009 marketing
campaign would place Kitchener in the forefront of national cultural news coverage and
establish a foundation for future years' cultural tourism planning and implementation.
The private sector will be invited to participate in this year of high-profile events.
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2.4 Theme and Samole of Prooosed 2009 Desicnation Year Proiects
At the steering committee meeting held August 11, 2006, the previous broad theme of
"celebrating Kitchener's tradition of innovation and exploration", cited in CSD-06-079, was
refined to the phrase: "GRAND ASSEMBLY". The words evoke Kitchener traditions of
communitv/social assemblv, creative assemblv, industrial assemblv and new technoloav
assemblv, all within the context of the Grand River watershed. The act of assembly is made
possible through sharing and collaboration, two key characteristics of our community today and
the bedrock of our heritage.
A sample of the proposals received to date include:
· Open Ears Festival of Music and Sound's commissioning of a "sound installation" to be
permanently installed in a downtown location during their 2009 festival
· Contemporary Art Forum Kitchener and Area's (CAFKA) expanded biennial program with an
international scope and the development of a 'virtual exhibition' featuring new works created
especially for the world wide web
· The Multicultural Theatre Space (MT Space) in collaboration with Theatre and Company, will
produce the "International Multicultural Platform for Alternative Contemporary Theatre"
(IMPACT). The week-long festival will bring national and international contemporary theatre
works that are not language dependent to Kitchener.
· The University of Waterloo School of Architecture, through collaborations between graduate
students and local arts organizations such as the Kitchener Waterloo Art Gallery, will produce
"Architecture Town" to celebrate the influence of design on life in our region.
· Tapestry Multicultural Arts Network (TMAN), an expansion of the Tapestry Festival, will reach
new audiences, expand influence in the community, assist cultural tourism initiatives and
empower multicultural community groups to showcase a multitude of artistic forms.
· Kitchener Waterloo Opera (KW Opera)'s new production "Tyendinaga" in English and Mohawk
will premiere in 2009 after four years in development. The new opera is based on the life of the
Mohawk chief Joseph Brant who sold land along the Grand River to German Town settlers.
· Kitchener Waterloo Art Gallery (KWAG) will present a new program: 'Artists/Architects
Project', to develop working partnerships between architects and artists that result in the
creation of temporary sculptures and art installations. In addition, a new work would be
commissioned through the 'KWAG Acquisition Program: Partnership with private and public
venues' .
.Waterloo Regional Arts Council's Artist-in-Residence Project (WRAC A.I.R)
In response to Culture Plan II recommendation #16 regarding the integration of arts and culture
programming in non-traditional settings, and as an expansion of its 2006 project, WRAC will link
artists from all arts disciplines with host organizations including the business sector and
neighbourhood organizations.
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· Waterloo Regional Arts Council Documentation Project
Again, in response to a Culture Plan II recommendation, WRAC will develop a range of
strategies to enable the effective documentation of arts and culture events, activities and
achievements in our region. Focusing first on the documentation of the preparations and
delivery of the 2009 program year events, the project will continue beyond 2009 to provide
training for community groups in documentation techniques.
· Canadian Clay and Glass Gallery (CCGG) - Autumn 2009 Celebratory Event
From September 2009 to early January 2010, CCGG will present an expanded exhibition
program. "Shattered" and "Stochastic" will feature ceramics and glass art works that speak to
two distinct themes, created by 35 to 40 national and international artists.
· Industrial Artifacts Symposium
Since 1996, the Industrial Artifacts Program has been placing discarded, historic industrial
machinery in the public realm. A symposium is proposed to engage many people in dialogue on
industrial culture, to explore the role the community plays in preserving and re-interpreting its
heritage, and to present Kitchener's Industrial Artifacts Program to national and international
audiences.
· Other Proposals
Preliminary proposals and expressions of interest have been received from:
Waterloo Regional Children's Museum: "Engineers On Board"; Neruda Production's "Cabaret
Cafe"; Beckett School of Music's "Music Plus"; Digital Media Working Group; University of
Waterloo's School of Drama; Grand River Conservation Authority; Grand Philharmonic Choir;
New Quarterly "Literary Festival"; Festival of Neighbourhoods; Lost and Found Theatre; Joseph
Schneider House, Doon Heritage Crossroads, Victoria Park Historical Gallery, and Oktoberfest.
To accommodate grass-roots proposals as they develop through 2007, a portion of the overall
project budget will be reserved for this specific purpose.
2.6 Aoolication Preoaration Process and Timeline
A workshop will be held during the week of September 4, 2006 to assist organizations to refine
their proposals. Finance and Community Services staff will provide information and guidance.
The Cultural Capitals Steering Committee at its meeting on August 30, 2006 recommended
community representatives to form an ad hoc selection committee. Meeting during the week of
September 18, 2006, the selection committee will review all proposals and select the ones that
will be included in the application.
The formal application will be prepared between September 25 and October 6, and submitted to
the Department of Canadian Heritage during the week of October 9.
Further Council motion to ratify this Council's support for the application and funding
commitment will be sought from the newly-elected Council on January 8, 2007. This ratification
motion is required by the Department of Canadian Heritage before January 13, 2007.
2.7 Administration of the Desicnation Year
The City of Kitchener will contract project management staff as needed to manage the pre-
planning of the events calendar, the organizing of opening and closing events, comprehensive
marketing campaign, and the administration and audit of funds.
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2.8 Kitchener as the lead municioalitv
Informal discussions with the region's municipalities indicated support in principle for the
Kitchener application. Other municipalities will have opportunities over the next 2 - 3 years to
contribute tangible support to the 2009 program through their own funding mechanisms to
organizations and events based in their jurisdictions.
3.0 FINANCIAL IMPLICATIONS:
The winning municipality in the over 125,000 population range will enter an agreement with the
Department of Canadian Heritage to receive an award of up to 2 million dollars. The award
amount is based on the proposed program budget for 2009 on a 75/25 cost-sharing basis (2
million/$667,000). Thus the potential available amount of funding for programming totals 2.6
million dollars from the municipal and federal governments.
Additional funding from other municipalities, granting agencies and the private sector may
service a total project budget of $4 million.
The Department of Canadian Heritage, when informed that this is an election year in Ontario
municipalities, advised that Council could endorse the application in principle by the October 15,
2006 deadline. However, a letter of explanation must accompany the application and, by
January 13, 2007 a resolution, passed by the new Council to commit a specific funding amount,
is required.
It should be noted that the timing of the final commitment to the funding of this project is prior to
the Finance and Corporate Services Committee discussion of the 2007 - 2016 10-year capital
forecast on January 15, 2007. However, prior to that date, Council members will have already
received a copy of the draft capital forecast and had an opportunity to see the impact of its
inclusion on the timing of other projects in the forecast period.
4.0 COMMUNICATIONS:
As noted above, the subject of a Kitchener application has been discussed in several
community forums, including the City's Culture Plan II Teams, Arts and Culture Advisory
Committee and Public Art Working Group. Senior staff has reviewed the development of the
project and related reports.
Cheryl York, Arts/Culture Co-ordinator
AP
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APPENDIX "A"
Waterloo Regional Arts Council
Cultural Capitals of Canada Community Consultation
Progress Report, August 11, 2006
Activity Report
As CCC arts community consultants, we assisted in the creation and distribution of the CCC
questionnaire to members of the ad hoc group. Project ideas were submitted via questionnaires by
the following organizations:
CAFKA
MT Space/Theatre & Co
Canadian Clay and Glass Gallery
Open Ears
University of Waterloo School of Architecture
KWAG
Tapestry
Waterloo Regional Arts Council
A CCC one-pager was sent to a larger group of arts organizations and meetings were held
with the following groups to solicit further input:
Alliance for a Grand Community (CCC ad hoc members are part of Alliance)
Visual Arts Alliance (CCC ad hoc members are part of Alliance)
Centre in the Square (Jaime Grant is also part of CCC ad hoc group)
eyeGo to the Arts - (Cheryl Ewing is part of CCC ad hoc group)
Grand Philharmonic Choir
Cambridge Galleries
Lost and Found
New Quarterly
Homer Watson
Cambridge Centre for the Arts
Waterloo Community Arts Centre
Joseph Schneider Haus
Doon Heritage Crossroads
Grand River Conservation Authority
KW Arts Awards
Festival of Neighbourhoods
City of Kitchener Arts & Cultural Advisory Committee
K-W Oktoberfest
Waterloo Regional Childrens Museum (held this morning, verbal report)
Prosperity Council - Roger Farwell (held this morning, verbal report)
Perimeter - email communique-Michael Duchennesdoesn'twish to formally submit a proposal. Notes
there may be Einsteinfest in 2009.
Meetings set for next week and pending:
Nicholas Rees/lndustrial Artifacts Project
Sunshine Chen; Isabel Cisterna/Neruda/Cafe Cabaret
Digital Media Cluster Group: FilmKW, CCAT, Canada's Technology Triangle, Communitech, Grand
Exposeition; Six Nations - Paula Whitlow
Virgina Eichhorn - to discuss aboriginal element
Grand River Transit
Bill Lebron - MusicPlus
The Record - Fred Kuntz
Blues, Brews, Barbeques - Dan Graham
Waterloo-Wellington Museum & Gallery Networking
GRCA Board of Directors