HomeMy WebLinkAboutCSD-07-089 - Kingsdale Community Centre Business Case
Report To:
Date of Meeting:
Submitted By:
Community Services Committee
October 15, 2007
Prepared By:
Mark Hildebrand, Director of Community Programs & Services
ext. 2687
Lynda Stewart, District Facilitator
ext. 2511
Ward 3
Ward(s) Involved:
Date of Report:
Report No.:
Subject:
October 1 0,2007
CSD - 07- 089
KINGSDALE COMMUNITY CENTRE BUSINESS CASE
RECOMMENDATION:
That the Kingsdale Community Centre business case presented by Monteith Brown
Planning Consultants and Green Propeller Design be approved; and,
That, subject to future Council deliberations, the adaptive re-use of Patrick J. Doherty
Arena be approved for the site of the Kingsdale Community Centre; and further,
That, subject to 2009 operating budget deliberations, staffing support for the Kingsdale
Community Centre be approved.
BACKGROUND:
The City of Kitchener has invested in the development and support of neighbourhood based
recreation and leisure services for close to three decades. The 2005 Leisure Facilities Master
Plan (LFMP) proposes the City create "a diverse array of accessible leisure participation
opportunities that encourage community capacity building, resident health and well-being and
strengthen the City's neighbourhoods. "
Community Resource Centres are the "foundation upon which neighbourhoods and districts are
supported, volunteer-based delivery is facilitated and community programs are delivered" and
are the means to achieving this vision of community development and citizen engagement.
The Community Resource Centre model is also consistent with the recently completed Plan for
a Healthv Kitchener 2007 - 2027 and earlier documents including Compass Kitchener and the
Corporate Plan. Plan for a Healthy Kitchener offers a strategic approach in six key areas -
quality of life; diversity; and leadership and community engagement being the most relevant to
community centre development.
Report CSD-07-089
3
In addition to articulating an overall vision, the LFMP also offered recommendations for the
development of specific facilities and communities, including the Kingsdale community.
LFMP Recommendation 19 states: That a community centre for the Kingsdale area be pursued
based on the following development program:
· A vailability of additional portable facilities as an interim measure until permanent
facilities are in place
· Connected to the future potential availability of Doherty Arena
· A business plan completed in 2007
· Potential development of a resource centre between 2008 and 2010 based on the
alternatives that emerge and the business case outcomes.
The Kingsdale Neighbourhood Association (KNA) has been in existence since the mid-1980's,
offering recreational and social activities in local schools and churches, as an affiliated group in
partnership with the City. Since 2001, House of Friendship (H of F), a local social service
agency, has provided additional programs such as early years activities and food distribution, in
partnership with the KNA and City. This service delivery model is consistent with Community
Resource Centre model, providing a balance between social and recreational needs and
recognizing the unique character of individual neighbourhoods.
The facilities available to the KNA have also evolved over time. Initially, the group used space
in local schools and churches for programming and met in the chapel of a local nursing home.
In 2001, through the joint efforts of H of F and the City, a 1500 square foot portable was
assembled in Wilson Park and staff, funded by the City, and hired by the H of F began working
in the Kingsdale Community Centre (KCC).
In March 2006, the original 1500 sq ft portable was significantly renovated to address identified
health, safety and storage concerns raised by neighbourhood residents. (Report # CSD 05-158)
In June 2006, the KCC was expanded with the addition of portables from the Chandler Mowat
Community Centre, creating a 5,900 sq ft facility. With a larger facility, there has been a
corresponding increase in programming.
The attached business case was undertaken to determine the most appropriate size, location
and features of a permanent community centre to meet current and anticipated needs in the
community.
REPORT:
Demonstrated Need
A review of the historic and present situation of the Kingsdale community as a whole and, the
Kingsdale Neighbourhood Association specifically, indicates a gap between the types of
facilities available and the needs of the community. Many programs cannot be offered due to a
lack of space and there is a growing demand for existing services. Because programs and
activities are very much a function of the existing resources, including space, this has been a
challenge for developing leadership and community capacity to respond to the growing needs of
the community.
This business case was undertaken to: 1) complete a comprehensive review of the current
needs and capabilities of the Kingsdale community to support community-based programming;
and 2) project future needs and capacities for the next 15 to 20 years based on identified trends.
The results, contained in the draft business case, provide a compelling case for moving forward
with a permanent community centre.
In relation to the City of Kitchener as a whole, the Kingsdale community has a high proportion of
rental housing, lone parent families, immigrants, lower income households and individuals who
Report CSD-07-089
4
rely on public transportation, cycle or walk. This demographic profile suggests there is a great
need for affordable and accessible recreation and social programs.
The demand for programs and services in the Kingsdale community suggests a new facility is
warranted. An analysis of program participation data shows a steady upwards trend between
2001, when staff began working in the facility and 2006, when the business case was being
prepared. Because the facility underwent two renovations in 2006, limiting programming time, it
should not be considered a typical year. However, a comparison of 2001 to 2005 shows a 520/0
increase in program registrations, an 81 % increase in visits to the centre and a 1090/0 increase
in the number of programming hours offered. The compilation of 2007 statistics is still being
completed by House of Friendship staff, but it is expected the trend of increased demand will
continue.
The completion of the business case was a participatory process, with the involvement of local
residents, community partners, service clubs and agencies, using multiple methods to solicit
input and engage citizens. Public consultations indicated general support for the community
centre, and confirmed the need and demand for additional multi-functional space, to meet
recreational, social, health and well-being needs.
Finally, the LFMP identifies several criteria to be applied when considering the development or
expansion of community resource centres. These include a successful history of volunteerism
and program delivery; a defined service area; maximized use of other community facilities;
interim use of portable facilities; and a well-documented business case supporting the
development. The business case demonstrates that the development of a new facility in the
Kingsdale community is supported by the LFMP criteria. Furthermore, this project is well aligned
with other City priorities and Corporate plans.
ProDosed Facilitv
Input from multiple stakeholders, an analysis of trends in recreation services, and the specific
demographic profile and forecast of the Kingsdale community were used to determine the
recommended facility components. Based on the above and other information, a 17,200 sq. ft.
facility is proposed. This would include spaces such as a gymnasium, preschool room, multi-
purpose rooms, commercial kitchen and administrative areas.
The public consultation revealed that Wilson Park is the preferred location for the facility, as it is
seen as the hub of the neighbourhood recreation activities given its proximity to the sports
fields, trails, playground and pool. This location would also be accessible to the large number of
area residents who walk or use public transit.
There are a number of options for the specific location of the community resource centre within
the park boundaries. If it is taken out of inventory as an ice surface, the adaptive re-use of
Patrick J. Doherty Arena would be considered the preferred site for the community resource
centre.
Staffina
During 2007 capital budget deliberations, the construction of the proposed community centre
was advanced from 2012 to 2009. While favourable for the community, this has also
significantly reduced the planning and preparation time for working with the community prior to
occupying and programming a permanent facility.
Staff proposes hiring a Resource Centre Co-ordinator (RCC) in July 2008, to focus on
community development activities and support to the District Facilitator (DF), consistent with the
community resource centre staffing model. This position would be funded for a period of six
months from the existing capital budget. For 2009, the RCC position would be referred to 2009
operating budget deliberations.
Report CSD-07-089
5
As outlined in the job description, a RCC is " a delegate of the DF; acts as a liaison and support
to neighbourhood association (s), volunteers, facility partners, patrons, staff and other City
departments for the day to day operations of a community resource centre; acts as a key
resource in implementing a community development process and community building. "
Community development work is very time intensive and can be a lengthy process. With
additional support, staff can concentrate on developing capacity and leadership within the
neighbourhood association (NA) to articulate their collective vision for their community and the
centre. This will help to position the NA as a strong, equal partner, which is a cornerstone of
success in the community resource centre model.
Secondly, the RCC would function in a support role for the DF primarily, but also for the NA.
During the design and development phases, the RCC could provide administrative support to
the Project Team, assisting with meeting scheduling, preparing minutes etc.
There are also significant planning and administrative tasks related to the functioning of the
centre. Some examples include: set up administrative systems like, filing, point of sale, rental
administration; develop and document policies and procedures; research and recommend
furnishings and equipment; hire and train staff; and organize groundbreaking and opening
events.
CP&S division is committed to a collaborative community process when undertaking the design
and development of community resource centres. This approach ensures the facility and related
amenities meet the needs of the community, however, it is time and labour intensive. In the
past three years, four newly built or significantly renovated facilities have been opened by
CP&S. The appropriate District Facilitator was heavily involved in the project; however, this was
assigned in addition to regular duties. Staff have indicated it is difficult to balance the competing
demands of both the project and regular operations and is extremely stressful for staff. This
results in less time for routine tasks and the DF being unavailable for divisional or corporate
responsibilities. In this specific instance, the DF's portfolio includes Rockway Centre, a heavily
used direct service facility, resulting in more corporate responsibilities for staff and programming
than in community centres programmed by neighbourhood associations.
Based on these experiences, it is recognized that additional staffing resources should be
considered as early as possible in the project to ensure a smooth transition from a House of
Friendship staffed portable to a full City of Kitchener facility.
FINANCIAL IMPLICATIONS:
During the summer of 2007, Green Propeller Design was engaged to assess the suitability of
PJD to house Kingsdale Community Centre and prepare a Class C cost estimate for the
adaptive re-use of PJD Arena. A summary of this work is found in Appendix F of the business
case.
For analysis purposes, Facilities Management staff prepared a cost estimates for a newly
constructed facility. This is summarized in the attached chart.
The existing capital budget allowance for the Kingsdale Community Centre is $3.69 million.
Class C estimates indicate a newly constructed 17,200 facility would require a total budget of
$5,313,030. The estimated cost to convert PJD would require a total budget of $3,690,690.
Report CSD-07-089
6
KINGDALE COMMUNITY CENTRE - CLASS C
ESTIMATE
1. RE-USE OF PJ DOHERTY
2. NEW CONSTRUCTION
Program Space sf
Cost per sf
1 7,200
$150.00
17,200
$230.00
Building Cost
Site Work
Ancillary - Demolition
General Requirements
Construction Contingencies
$2,700,000
Incl.
Incl.
Incl.
$4,140,000
Incl.
N/A
Incl.
Incl. 30/0 canst. Contingency
Allowances 130/0 design & const.contingency
351,000
$414,000 100/0 design contingency
Total Construction Value
3,051,000
$4,554,000
Consulting Fees 100/0 for renovations
Fixtures / Furniture & Equipment
Public Art 10/0
Project Management Fee
Staffing Support
305,100
$206,550
30,510
61,530
36,000
364,320 80/0 for new construction
206,550
45,540
106,620
36,000
Total Soft Costs
$639,690
759,030
Total Proiect Costs
S3 690 690
S5 313 030
COMMUNICATIONS:
Community Programs and Services staff continues to meet regularly with members of the KNA
and House of Friendship to update and inform them of progress with this business case.
During the course of the consultations, two well-attended public meetings were held, to gather
information and bring the results back to neighbourhood residents.
CONCLUSION:
In completing the attached business case, the need and demand for additional space was
documented, multiple stakeholders were consulted, and community support was achieved. An
objective analysis of trends and statistics demonstrates increasing demands for service that is
likely to continue. All of this confirms the need for the development of a permanent community
resource centre and appropriate staff support.
Mark Hildebrand
Interim Director, Community Programs and Services
AP
Community Services Department
Prepared by:
Business Case
Kingsdale Community Centre
February 2007
.,.
~~L~
Table of Contents
Section Paae
1. Executive Summary,............................................................................................................ ,1
2. Backg rou nd ......................................................................................................................... ,3
Problem / Opportunity...................................................................................................... ,3
Kingsdale Community Centre History............................................................................... ,4
Community Profile & Growth Projections.......................................................................... ,6
Broad-based Trends in Community Services & Recreation..............................................,9
3. Key S u pporti ng Information.............................................................................................. ,12
Community Resource Centres' Mandate........................................................................ ,12
LFM P Decision Making Criteria _.................................................................................... ,13
4. Project Oescri ption............................................................................................................ ,19
Project Objectives_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _,19
Facility Design Objectives _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ,19
F aci I ity Com ponents _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ,22
Stakeholders, _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ,26
Community Centre Site Evaluation, _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ ,27
Timeframe _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 31
Out of Scope, _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ,31
5. Strateg ic AI ig n ment........................................................................................................... ,32
6. E nvi ronmental Contex~..................................................................................................... ,34
P r oj e ct L 0 ca t ion _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ,34
Facilities in Kingsdale and the Surrounding Neighbourhood.........................................._,34
7. Project Risk Assessment.................................................................................................. ,37
Risks to the Project_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ,37
Risk of Not Proceeding with Project (Status Quo}..........................................................,38
8. Economic & Community Impact Analysis,.......................................................................,39
Quantitative Analysis _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ,39
Qual itative Analysis, _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ,44
9. Co n c I us ions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ,46
Appendices
A - Map of the KingsdaleNanier Planning Area
B - Public Consultation Summary
C - KNA/HoF Historic Program Registration Data
D - Facility Components Need Assessment
E - Kingsdale Community Centre Conceptual Layout
F - Capital Cost Estimate (under separate cover)
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
Executive Summary
Kingsdale Community Centre Business Case
Development of a Permanent Community Facility
The Strategy
The City of Kitchener has 10 community resource centres that serve as recreational hubs and gateways to
social services. Resource centres are provided at the neighbourhood level to make them easier to access
and to encourage the help of volunteers. In most cases, the City builds and maintains the resource centres,
while neighbourhood associations and local partners provide programs and services.
The purpose of this report is to move the Kingsdale community closer to its goal of having a permanent,
larger community centre. Many people and groups provided input to this study and a number of factors
were considered to identify the type of spaces and programs that should be provided in a new Kingsdale
Community Centre.
This report is supported by the City's Leisure Facilities Master Plan and is in concert with the directions of
the Plan for a Healthy Kitchener, the City's Corporate Plan, Compass Kitchener, and Youth Opportunities
Plan. A Steering Committee consisting of staff and volunteers from the Community Services Department,
Kingsdale Neighbourhood Association and House of Friendship provided valuable insight and direction to
this Business Case.
Present Situation
The Kingsdale Community Centre (KCC) opened in 2001 out of one portable building in Wilson Park. The
facility was expanded in 2006 by the addition of a large ("6-pack") portable (approximately 4,500 square
feet) as a temporary solution to meeting growing demands.
House of Friendship, the Kingsdale Neighbourhood Association and a strong group of volunteers provide
recreational and social programs and services out of the KCC, as well as other local schools and churches.
In 2005, these groups provided over 30 programs such as tot time, dance, after-school drop-in, basketball,
piano lessons, cards, educational workshops, breakfast club, and holiday events. These activities
accounted for over 1,000 registrations and over 7,000 visits to the program sites. In addition, the NCB
Outreach and food distribution programs are very well used, having been accessed nearly 4,200 times in
2005 alone.
Nearly 13,000 people live in Kingsdale, an area which has a mix of age groups and a high percentage of
single parent families, lower income families, and newcomers to Canada. The KCC is the primary gateway
for access to social and recreational services in the area.
The KCC was recently expanded to 5,900 square feet, but remains a temporary building that is too small to
meet local needs. The community has been working for many years to establish a permanent resource
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE I
centre and City Council has set aside some money in its 2011 budget for construction. Local demand for
programs, combined with the social needs of residents, makes a strong case for providing a new community
facility as soon as possible.
Present Challenge
Research and input from the public indicates that there is a gap between the type of facility that is currently
provided at the Kingsdale Community Centre and the needs of the community. Many programs cannot be
offered due to a lack of space and there is growing demand for existing services. Not only is more space
needed, but it must be designed to meet the needs of recreation and social services. Without these
resources, many Kingsdale residents would not receive the supports they require and the community could
not develop the leadership and capacity to grow beyond current levels.
The need for a permanent community centre is detailed in the business case.
Resulting Opportunity
The development of a larger and permanent community centre would provide additional capacity in an area
of the City that has excellent programming and strong community support. This opportunity would improve
the support network for local families and individuals and help the Kingsdale community achieve a greater
level of self sustainability. This project will allow the community centre to become a true focal point for the
Kingsdale area, while still using local churches and schools where there is an identified need.
The proposal calls for a 17,200 square foot facility consisting of a double gym, multi-purpose space, pre-
school rooms, seniors and youth areas, dance studio, commercial kitchen, and support space. The entire
project cost is estimated to be $6.84 million; this includes a construction, site development, public art,
furnishings, soft costs, and a cost escalation to 2009 dollars. It is important to note that these figures could
be affected by a number of factors, including the timing for construction, and more detailed estimates should
be prepared as the project moves forward. The facility is expected to cost the City $320,000 per year (in
2006 dollars) to operate based on models at similar community resource centres in the City.
Given the time it takes to build a facility, a new community centre could be open as early as 2009 should
Council decide to make funding available. Presently, Council has funding available in 2011, which would
see the new centre open in 2012.
Wilson Park is the preferred site for the community centre. Once the future of Doherty Arena is known, the
City should select the exact size and location for the community centre within Wilson Park. The Business
Case identifies a number of facility objectives, goals and design ideas that should be considered in planning
for the new community centre.
The proposed programming and facility concept is an excellent fit with the needs of the community and staff
recommend that the City move forward with this project. Prior to the detailed design stage, the City should
monitor usage at the existing community centre to ensure that the proposed space design is the best fit for
Kingsdale. The Kingsdale Neighbourhood Association also needs to expand their efforts and resources in
preparing for the new facility.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 2
Background
Problem I Opportunity
The purpose of this Business Plan is to determine the most appropriate size, location and configuration for a
permanent Community Resource Centre for the Kingsdale community, along with associated cost
estimates. The objective is to provide the community with a facility that responds to its current character
and emerging needs through encouraging integration of residents and community groups for the reasonable
and efficient delivery of programs and services.
This study was precipitated by a 2000 Study prepared by Monteith Planning Consultants entitled
"Community Centres Feasibility Study - Addendum: Assessing Need in the Kingsdale Neighbourhood"
(often referred to as the "Monteith" Report) that recommended that the Kingsdale community's needs were
to be reassessed after a five year period of operation to determine if a permanent facility is needed. This
direction was supported in the City's Leisure Facilities Master Plan, which also outlined a number of
considerations for the establishment of a permanent community resource centre.
The Kingsdale neighbourhood is a long-established community located in the south-central portion of the
City. The area is somewhat isolated or detached from other residential areas by freeways and industrial
areas, with its boundaries being Courtland Avenue, Fairway Road, Highway 8, and the Conestoga Parkway.
The neighbourhood is characterized by a mixture of housing types and has an average household income
that is significantly below that of the average City of Kitchener household. More than 60% of dwellings in the
Kingsdale community are rental units. More than 32% of families with children in the community are single
parent families. Many young families and newcomers to Canada are moving into the area and a strong
core of long-time residents also exists.
This neighbourhood is currently served by the Kingsdale Community Centre (KCC) on Wilson Avenue,
which is operated by the City in partnership with House of Friendship and the Kingsdale Neighbourhood
Association. The existing Community Centre was established in 2001 and is run out of a portable structure
with some supported operational funding. The Centre is a community focal point for the delivery of outreach
services as well as recreation programs.
The KCC facility has recently been expanded as a short term solution (through the relocation of the
portables previously used for the Chandler Mowat Community Centre) that will provide a transition until a
permanent building can be established. A new community centre is presently scheduled in the capital
budget for 2011 (an allocation of $3.7 million), although various factors could result in the facility being built
earlier or later. Together, growth in local programming and the changing profile of the area make a strong
case for the need for a permanent community centre.
Social and recreational programs are provided in the Kingsdale area through a partnership model involving
the City, Kingsdale Neighbourhood Association (KNA), and House of Friendship (HoF). The KNA is a
volunteer-based non-profit organization that provides community recreational, social, and educational
programming out of the KCC and several churches and schools in the community. HoF is also a partner at
the KCC, where the organization's program areas include community and family services, such as a food
distribution program and early years programming; HoF also operates the Courtland-Shelley Community
Centre, which provides services to a specific neighbourhood within the Kingsdale area. While this
partnership and use of various facilities within the community is able to provide for some added
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 3
programming opportunities, transportation and financial resource limitations are barriers to participation for
local residents.
The lack of adequate space at the Centre and in the community has been a deterrent to the area
developing the leadership and capacity to grow beyond its current level of operation to meet community
needs. This, in turn, creates a challenge in developing this Business Plan for a permanent Community
Centre as current programs and commitments are very much a function of the existing circumstances.
This project represents a real opportunity to implement the City's Community Resource Centre model,
which encourages a balance between both social and recreation services. As described in
Recommendations 3 and 4 of the Department's Operational Review (Galloway, March 2000) "the
repositioning of the neighbourhood oriented recreation centres to resource centres responds directly to the
trend of the integration of social and recreational services. Equally important, it responds to the fact that
neighbourhoods and districts within large municipal entities are unique and have different needs.
Increasingly, these needs are social in context."
Kingsdale Community Centre History
Time Period
1980- 1990
February 1993
December
1998
June 1999
November
1999
May 2000
July 2000
September
2000
October 2000
Significant Actions
The Kingsdale Neighbourhood Association plans and coordinates recreational activities
in local schools and churches in partnership with the City's Parks and Recreation
Department.
House of Friendship opens the Courtland-Shelley Community Centre (in the southwest
corner of the Kingsdale community).
House of Friendship organizes a neighbourhood meeting to discuss the possibility of
obtaining the St. Boniface School for the purpose of developing a community centre -
eventually, the City's Finance and Administration Committee decide not to submit a bid
for the school.
A Community Centres Feasibility Study (the "Monteith" Report) for the City of Kitchener
is prepared, identifying that Kingsdale will eventually require a community centre; the
Study does not provide a timetable or strategy to achieve this recommendation.
Kingsdale is selected to participate in the Safe and Sound pilot project.
Safe and Sound hosts the first annual Kingsdale Community Barbeque - over 500
people attend.
Trinity Village Nursing Home offers their chapel as a place for the community to meet as
an interim solution to the lack of community meeting space in Kingsdale.
An addendum to the Community Centres Feasibility Study (the "Monteith" Report) is
prepared, recommending that a portable be provided at Wilson Park to be used as a
community centre and that the need for a permanent community centre be re-examined
in 5 years.
City Council passes a resolution for a portable structure to be located in Kingsdale - a
process begins whereby residents identify programs and services they wish to be
offered at the portable.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 4
January 2001
March 2001
May 2001
October 2001
November
2001
June 2002
December
2002
Summer 2003
July 2004
September
2004
November
2004
November
2005
January 2006
March 2006
June 2006
July 2006
October 2006
Safe and Sound, Kingsdale Neighbourhood Association and others request House of
Friendship to manage the programming and provide staffing at the Kingsdale
Community Centre.
House of Friendship agrees to manage programming at the Kingsdale Community
Centre and offers to provide a donated portable to be used as the community centre.
15 youth and one full-time and one part-time coordinator are hired to do community
work as part of a Youth Service Canada project.
The portable is assembled at Wilson Park. A full-time Community Resource
Coordinator is hired to facilitate programming and administration of the community
centre, jointly funded by House of Friendship and the City.
Grand Opening of the Kingsdale Community Centre; programming and services
initiated by House of Friendship and Kingsdale Neighbourhood Association.
Kingsdale Neighbourhood Association elects their first executive.
The Safe and Sound project funded by the National Crime Prevention Council to
facilitate community development ends.
Kingsdale Neighbourhood Association makes a presentation to City Council to bring the
needs of the community centre, including the need for a larger facility, to the attention of
Council. The City made additional funds available for the KNA to rent gym space for
more and larger programs.
City of Kitchener provides short term funding for a part-time House of Friendship
position of Community Centre Assistant. This was changed from a contract to a regular
part-time position in April 2005.
Funding secured by House of Friendship to hire a part-time Early Years Program
Leader and for a separate part-time NCB Outreach Worker position (shared with
Courtland-Shelley Community Centre).
City of Kitchener Leisure Facilities Master Plan is released, recommending "that a
[permanent] community resource centre for the Kingsdale area be pursued to replace
the current portable ... between 2008 and 201 a'.
City Council approves funding ($70,000) to resolve health and safety issues at the
Kingsdale Community Centre.
City Council resolves to explore options for the Centre's interim expansion ($200,000)
and to prepare a business case ($40,000) for a permanent resource centre for
Kingsdale.
Renovations were made to the Kingsdale Community Centre to address health and
safety issues and to improve functionality and storage space.
City Council approves decision to transfer the Chandler Mowat portables to the
Kingsdale site.
The City hires a consulting team to assist in the preparation of this Kingsdale
Community Centre Business Case.
An expanded Kingsdale Community Centre opens using portables from the Chandler
Mowat Community Centre. The facility increases in size from 1 ,500 square feet to
5,900 square feet.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 5
In conducting this business case, it is essential to have a solid understanding of the demographic
composition of the Kingsdale community, in relation to the City of Kitchener as a whole, as this provides the
foundation for the subsequent analysis of the requirements for community centre development. This section
identifies past, current and projected population profiles, along with other socio-economic considerations, to
assess the implications of trends which may impact the provision of recreation and leisure services and
facilities in Kitchener.
The source of information for this section, unless otherwise stated, is the 2001 Census as profiled in the
"Planning Community Demographics" report produced by the City of Kitchener's Economic Development
Department. In the City's listing of planning districts, the Kingsdale area is referred to as "Vanier"; both
areas appear to have the same boundaries.
Current Population Facts
. With a total population of 190,399, as recorded by the 2001 Census, and a current population (mid
2006) estimated at 212,105, Kitchener has experienced significant growth over the past five years.
. The population of the Vanier/Kingsdale planning community has grown slightly in the past five
years, with its population increasing from 12,715 to 13,383 between 2001 and 2005 - a growth rate
of 5.25% - due largely to new high-rise housing development.
. Kingsdale contains the second largest planning community population in Kitchener with an
estimated 6.3% of the City's residents residing in this district in 2006, despite there being 10
planning districts with larger land bases - only Forest Heights has more residents than Kingsdale.
. Kingsdale has a population density of 36.26 persons per hectare compared to 14.11 persons per
hectare averaged for the City, making it the sixth densest planning district in the City (out of 46
planning districts). A key implication of higher density living is that it tends to increase the reliance
upon community leisure spaces due to limited personal space.
. Kingsdale has the highest total number of individuals utilizing public transportation (500 users
representing 8% of the community's journeys), walking (440 users representing 7% of the
community's journeys) and bicycles (75 users representing 1 % of the community's journeys).
Age Composition
Age can be a significant factor in determining what kinds of community services are required - younger age
groups tend to partake in more physically active forms of recreation while the propensity to participate in
more passive activities tends to increase as a person ages.
National and regional trends indicate that the overall population is aging with the "Baby Boom" generation
(currently 40 to 59 years of age) approaching their senior years. For example, the number of residents aged
above 65 in Kitchener increased by 8.5% from 1996 to 2001. Figure 2-1 and the following key statistics
provide insights into the community's age profile:
. Seniors over the age of 55 constitute 21 % of Kingsdale's population, compared to 18% across the
City - it is expected that the number of seniors will be significantly greater as aging trends continue.
. There are 3,550 residents aged between 35 and 54 who make up the largest age cohort - the
number of 20 to 34 year olds is also considerable and will cause a rolling "bulge" effect in older age
cohorts during the next decade.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 6
. Youth under the age of 19 comprise 24% of Kingsdale's population and constitute 6% of all youth in
Kitchener - by comparison, youth represent 27% of the city-wide population.
Figure 2-1: Age-Related Demographics, 2001
Age Profile of Kingsdale, 2001
Comparison of Age Structure, 2001
1,500
3,590
75+
280
4,000
3,500
65 10 74
3,000
2,500
55 10 64
c
o
:;::::;
C'il
g. 2,000
a..
c..
::l
o
t5 35 10 54
Q,)
~
<C
31%
20 10 34
27%
23%
1,000
1 0 10 1 9
500
0109
0109 101019 201034 351054 551064 651074 75+
0%
5%
10%
15%
20%
25%
30%
35%
Age Group
Proportion of Population
Source: Planning Community Demographics, Economic Development Department (2005)
Other significant age-related considerations include:
. The large proportion of "Baby Boomers" entering their senior years will demand different activities
than previous generations of seniors - the "New Seniors" will maintain active lifestyles longer into
their lifecycle.
. The aging trend in Kingsdale may be negated somewhat by the fact that younger homebuyers
continue to be attracted to the more affordable housing prices in the Kingsdale area. As such, the
large transient population associated with the affordable rental opportunities in the neighbourhood
may slightly mitigate the aging effect.
. Youth-oriented programming should continue to be a priority given the fact that there is a significant
population in their child-bearing years (20-34) and opportunities will need to be provided to engage
younger adults and their children in meaningful leisure activities that encourage healthy living and
positive social choices.
Population Projections
The following population projection for Kingsdale (Vanier Planning Area) was provided by the Region of
Waterloo Planning, Housing and Community Services Department. The forecast accounts for the
anticipated implications of the recent "Places to Grow" legislation and resultant intensification and re-
urbanization policy directions, as well as an assumption that two rapid transit stations will be developed,
which will have a considerable impact on future land use in this area.
The Region has indicated that the forecast was formulated from a long term, Region-wide model, and may
not accurately reflect development activity in the near term. While the Region is reasonably confident in the
"ultimate" projection (i.e., capacity of the area), the actual rate of growth could vary significantly.
2001-2031
2001 12,460 2021 14,300
2006 12,700* 2026 15,000
2011 13,100 2031 15,700
2016 13,700 Ultimate 17,900
* The City of Kitchener Planning Department estimated the 2005 population of Kingsdale to be 13,383;
this calculation is based on building permits and is felt to be a more accurate depiction of current population levels.
Source: Region of Waterloo, Planning, Housing and Community Services Department, August 2006
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 7
Neighbourhood Characteristics & Building Activity
The cost of housing in Kitchener is increasing due to its location within the Region and its proximity to the
Greater Toronto Area; however, housing is still relatively affordable compared to other municipalities in
southern Ontario. The City's housing starts have grown steadily in response to its population growth while
rental vacancy rates have fallen to 4.0% in 2005. The following are some key facts pertaining to the
Kingsdale community:
. Kingsdale has the highest number of occupied rental units among the City's planning districts with
rentals constituting 61 % of residential homes - transient populations are more likely to require
locally accessible supports and resources as they settle into their new community.
. 55% of occupied private dwellings are contained within apartment buildings - single family homes
constitute 28% of dwelling units, while row houses account for 13% and duplexes and semis
comprise 4% of the area's building stock.
. Since 2002, a total of 48 net units have been added to the residential supply - in comparison, 286
net units were added in 2001 (as part of one apartment development), according to the City of
Kitchener Development & Technical Services Department.
Household Income & Education
Research indicates that a correlation exists between income and participation in recreational or cultural
activities, whereby higher incomes are often associated with higher participation rates. Also of note,
Statistics Canada research shows that wealth and family income increases with age 1, implying that older
adults still in the work force have higher levels of savings relative to others. Level of schooling is another
indicator of leisure participation, as the more educated a community is, the more physically active it will tend
to be. The following are some key statistics from the City of Kitchene~ pertaining to income and education:
. The average household income for the Kingsdale Neighbourhood Association area is $47,666
which is below the $61,439 average household income across the City of Kitchener. While much of
the area has a below average household income, there are pockets of moderate to higher income
households.
. Around 19% of residents in Kingsdale possess a trades certificate or university degree, which is
below the City average of 24%.
. Lone-parent families constitute 32% of Kingsdale's households, compared to 24% for the City -
lone-parent households may be less able to access community facilities and services due to income
and time constraints.
The implications of this data for the Kingsdale neighbourhood are considerable. Because the area has a
greater proportion of lower income households - which likely results in a more pronounced lack of personal
transportation - the proximity of a facility within a reasonable travel distance is a top priority. Furthermore,
these individuals and families do not have as many financial resources to allocate to recreational programs
and also have a greater need for a social safety net (requiring more social service type programs). It is
important to note, however, that although income levels can and do affect participation in recreation
activities, income as a barrier to participation will vary by the type of activity, cost, etc.
1 Statistics Canada, The Assets and Debts of Canadians: An Overview of the Results of the Survey of Financial Security.
2 Selected statistics taken from the City of Kitchener Planning Community Demographics Report (2005) as well as from mapping
prepared by the City's Strategic Services Information Technology - GIS in July 2004.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 8
Ethnicity & Language
Kingsdale is a culturally diverse community, with a growing number of residents whose home language is
Spanish, Vietnamese, and Arabic, to name the most prominent according to the 2001 Census. There is
already anecdotal evidence that the ethnic composition is changing, with staff at the Kingsdale Community
Centre reporting more Sudanese patrons, for example, in recent years.
The influence of multiple ethnicities on community services can be significant. Rather than merely providing
traditional activities (in the North American context), there may be greater demand for pursuits that various
ethnic groups enjoy in their home country. For example, there may be additional demands for facilities (e.g.
bocce courts, special event spaces, etc.) and programs (e.g. English as a Second Language, culturally-
specific programming). It is imperative that the service providers understand the demands of a population
that is continually becoming more culturally diverse and deliver leisure and social services accordingly.
The socio-demographics listed in this section suggest that it will be important for a new community centre in
Kingsdale to provide recreation programs that are accessible and affordable to its general population. It will
also be appropriate for such a facility to be responsive to the social supports required by its community and
it has an opportunity, through design, to function in a variety of roles. It is important to understand the socio-
economic influences on participation levels in order to better provide a recreation, cultural and social system
that is accessible to a range of people.
Broad-based Trends in Community Services & Recreation
The following table contains a summary of some key trends and best practices in service delivery,
participation, and facility design that should be considered in planning for a new community centre in
Kingsdale. These trends are based on various studies and observations from other communities, as well as
input provided by the study's public consultation process. As such, these trends are highly relevant to the
Kingsdale community and have been supported in the facility needs assessment undertaken for this study.
Key Trend Description Implications
Hiah Levels of . According to the Canadian Fitness and Lifestyle Research Increased health-related
Phvsicallnactivitv Institute, in 2003 only 50oA> of Canadians age 12 and over were issues associated with high
Amona Canadians considered to be "active or moderately active in leisure-time levels of physical inactivity,
physical activity". such as obesity, diabetes,
. Canadians are less active due to certain constraints, of which a chronic ailments, etc.
lack of time is the biggest challenge to participation.
. Advances and greater affordability associated with personal
home technologies are contributing to increasing levels of
sedentary activities (e.g. use of video games, computers, etc.).
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 9
Economic
Influences on
Leisure
Participation
Levels
Youth Prefer a
"Drop-In"
Approach for
Recreation
"Active Livina"
Opportunities are
Beina Embraced
bv Older Adults
Declinina
Participation in
Oraanized Sports
. Income is a significant influence on participation in leisure
pursuits -higher income households generally participate more
frequently in all forms of leisure.
. Statistics Canada reports that less money is being spent on
sport and recreation.
. The "echo generation" (currently 10 to 25 years old) created a
short term surge in demand for recreation and other services
that is now beginning to wane as they age.
. The 2000 Ontario Profile found that 260A> of Ontario children
spend time in organized activities after school (such as hockey
practice or swimming), while 720A> spend their time in
unorganized physical activities.
. Statistics Canada3 found that children who were least likely to
participate in organized programs were those in lower income
families, with very young parents, whose primary care-giver
had less than a high school education, and/or in single-parent
families.
. The "baby boomer" population will soon reach retirement age
over the next 5-plus years.
. There will be a shift to less physically rigorous activities and
personal skill development.
. There will be a shift away from participation in traditional
recreation activities towards activities that are more informal,
casual and self-scheduled; in this regard, it is expected that
older adults will prefer a drop-in approach to activities.
. "Active Living" focuses on improving overall personal health by
encompassing a range of traditional and emerging pursuits that
may be less strenuous but equally as beneficial as active
recreation - high quality multi-use facilities are capitalizing on
this trend by offering activities such as swimming, fitness, yoga,
etc. at a single, convenient location.
. In general, "younger" seniors of today and tomorrow are
expected to be wealthier and more physically active than those
from past generations - advances in medicine and the
increasing life expectancy of Canadians will also result in a
higher proportion of "older" seniors who will continue to
demand traditional and affordable senior's activities.
. Participation in organized team sports has been declining as a
shift towards informal and spontaneous (drop-in) recreation
activities occurs.
. Team and personal sports for girls and women have increased
considerably, compensating for stagnant growth in many male
sports.
Ability to pay is a deciding
factor in participation -
aggressive user pay
policies may discourage a
segment of the population
from participating.
Youth of today do not
necessarily want to be
involved in structured
activities - rather they want
to participate when and
where they want.
There will likely be a
greater demand for
programs and activities
aimed at older adults.
Younger seniors will not be
as likely to participate in
traditional activities
favoured by current senior
citizens.
Informal leisure activities
must increasingly be
incorporated into service
delivery.
3 Statistics Canada, "National Longitudinal Survey of Children and Youth: Participation in Activities 1998/1999", The Dailv,
May 30, 2001.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 10
Role of
Governments in
Supportina
Phvsical Activitv
Fundina. User
Fees &
Partnerships
Volunteerism
Evolvina Facilitv
Desian in Leisure
& Recreation
. The Province has launched the "Active201 0" program aiming
to increase personal health by raising awareness of the
benefits of physical activity and motivating people to get active.
. Funding is also available through the "Community Use of
Schools" program to make public access to school recreation
facilities more affordable.
. The Federal Government's 2006 budget has proposed a non-
refundable tax credit in respect of up to $500 in eligible fees for
the enrolment of a child under the age of sixteen years in an
eligible program of physical activity.
. Most Canadians (970A>), according to the 2004 Physical Activity
Monitor, feel that public spending to support physical activity
should increase or remain the same.
. A survey undertaken by the Sport Alliance of Ontario identified
"revenue to operate programs" as the single greatest challenge
facing sport in their community4.
. User fees and rental rates are rising across the province, as
are insurance costs - the challenge is to maintain equity and
fairness and to ensure that lower income households are not
excluded.
. Partnerships, alliances and cost sharing relationships of
varying types are required in this day and age to effectively and
efficiently provide for the leisure needs of citizens.
. The National Survey on Giving, Volunteering and Participation
(NSGVC), conducted in 2000, found that the number of
Canadian volunteers decreased by 130A> from 1997 to 2000.
. The NSGVC found that the number of volunteered hours
increased with a volunteer's age and that persons over 65
contributed the largest number of volunteer hours.
. There continues to be a need to attract new volunteers and
there are concerns that the "new senior" is not going to be
drawn to volunteering to the extent of previous generations,
thereby creating an even greater shortage in future years.
. Mandated community service at the secondary school level
presents opportunities to increase volunteers and instil these
values at a younger age.
. Municipalities are increasingly favouring the development of
multi-purpose, multi-generational community centres rather
than standalone single-purpose facilities - the City of Kitchener
has used this model in various formats for numerous facilities
(e.g. Forest Heights Community Centre, Stanley Park
Community Centre).
. Facilities are increasingly being designed as community
destinations to encourage social gatherings and establish a
focal point that serves local residents and can attract potential
visitors (e.g. tourists, tournament participants, etc.).
Communities have new
mechanisms to utilize
when seeking to improve
access to funding and
facilities when delivering
leisure activities.
A variety of funding
sources are utilized to
minimize the financial risk
faced by both funders and
providers.
Volunteers are a critical
element of leisure delivery
and this resource needs to
continually be trained and
replenished for services to
be continually and
effectively provided.
Multi-use facilities are
better able to respond to
time constraints and offer
services targeting a range
of ages/interests-
economies of scale
generated through capital
and operating cost savings
are also a boon.
4 Sport Alliance of Ontario, Trends in the Sport and Recreational Sector "Sport Alliance Survey", 2001.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 11
Key Supporting Information
Community Resource Centres' Mandate
The City of Kitchener's 2005 Leisure Facilities Master Plan (LFMP) proposes that the City of Kitchener
create: "a diverse array of accessible leisure participation opportunities that encourage community capacity
building, resident health and well-being and strengthen the city's neighbourhoods". The City of Kitchener
continues to invest in community resource centres as a means of achieving this vision.
The LFMP proposes a three-tiered delivery model that reflects a continuing commitment to neighbourhood
level leisure service opportunities, "not just of a recreational perspective, but on wellness, social services
and related parameters." The KCC, which provides leisure and social services programming, falls within the
Resource Centre/Neighbourhood Program Centre description.
Resource Centre/Neighbourhood Program Centre:
. Service one or possibly two defined neighbourhoods or service areas/planning communities
. Provide meeting, program delivery / multi-use, rentable, gymnasium and related type spaces for
localized leisure and partner-oriented and funded social services program delivery.
. Can be connected to a branch library, school or related community facility, but do not themselves
focus on servicing district areas of the city.
. Are sized in terms of floor space and building features to reflect the numbers of people who live in
the defined service area, the types of programs and services needed and the alternative spaces that
are available within the community. They would generally be between 2,000 square feet and
20,000 square feet.
. They would be operated within a partnership framework with the City of Kitchener Department of
Community Services and local groups, neighbourhood or community associations, etc., with the
governance and operating model being developed based on local capacities, history, city policies,
etc.
Community centres, such as KCC, are "the foundation upon which neighbourhoods and districts are
supported, volunteer-based delivery is facilitated and community programs are delivered'. The City of
Kitchener operates and maintains ten community resource centres (including the Kingsdale Community
Centre). Three additional centres (e.g., Bridgeport Community Centre) have unique agreements/
partnerships. In the winter of 2005, neighbourhood associations and other partners connected to these
facilities offered over 450 programs.
The Resource Centre/Neighbourhood Program Centre model is also consistent with the directions of the
recently completed "Plan for a Healthv Kitchener (2007-2027)". This document unifies the work of Compass
Kitchener and the Healthy Community Plan Working Group and provides a single strategic approach to
delivering results in six key areas: quality of life; leadership and community engagement; diversity;
development; dynamic downtown; and environment. A discussion of those strategic directions identified by
the "Plan for a Healthy Kitchener" that are relevant to this Business Case are addressed in Section 5:
Strategic Alignment.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 12
The Leisure Facilities Master Plan (LFMP) identifies that, in Kingsdale, "the need for a permanent resource
centre has evolved based on the growth in programming, beyond the scope of the current portable
operation." The LFMP also maintains that "a need has been identified to respond to the changing profile of
the area (Kingsdale) as young families move into the area and older residents move on due to the typical
transitioning of neighbourhoods, as well as the fact that a strong core population exists within a higher-
density residential environment."
The LFMP states that decision-making about new and expanded resource centres needs to be based on a
consistent set of criteria. The LFMP development criteria support the development of a new neighbourhood
resource centre in Kingsdale, as identified in the LFMP and through the discussion below.
LFMP Criterion 1: The group proposing a centre must have a minimum of five to seven years of
successful and sustainable local program delivery operations using schools, churches, arenas and
other facilities.
The Kingsdale Neighbourhood Association (KNA) is a long-standing group of community members serving
the Kingsdale Area. Their Mission Statement indicates that they are "dedicated to developing a safe and
healthy neighbourhood through positive recreational, social, and educational activities in a diverse and
nurturing environment for all Kingsdale residents using a partnership model'.
The KNA is a volunteer-based non-profit organization that seeks to:
. Represent the residents within the boundaries of the KNA in areas concerning proposed changes,
or planned changes, which affect the neighbourhood.
. Foster a friendly community spirit where cultural diversity is valued and respected.
. Promote a safe environment which fosters personal growth and development.
. Encourage participation of all residents of the area, in the workings and offerings of the KNA.
. Co-operate with existing groups in the Kingsdale area, so that a well co-ordinated programme of
activities will result.
. Encourage the best use of present facilities and the development of new ones.
. Provide programs, activities and events that meet the needs and interests of the Kingsdale
community.
(source: KNA Constitution)
The KNA has been actively been involved in community programming since their formation in the 1970s;
formal affiliation with the City occurred in 1988. During the last five years, the KNA has offered a number of
programs out of the portable facility that is the current Kingsdale Community Centre (KCC). Several youth
and adults who attended programs as children are now serving as volunteers and program leaders. Since
the Kingsdale Community Centre was established in 2001, the KNA has demonstrated the commitment
needed to consider investing in a permanent facility.
Programming and administration at the Kingsdale Community Centre is provided as a partnership between
the City, KNA and House of Friendship (HoF). At the Kingsdale facility, HoF program areas include
community and family services, such as a food distribution program and early years programming. House
of Friendship's mission is "to serve low-income adults, youth and children in need of support and to promote
opportunities for personal growth, wholesome relationships and community development through the
application of holistic Christian principles."
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 13
I LFMP Criterion 2: An identifiable core of ten to fifteen committed volunteers needs to be
I demonstrated, which have been active for a minimum of one to two years.
The KNA Executive has 4 executive positions in addition to up to 20 board members. Many of these
volunteers have been involved with the association's operations over a number of years. Many additional
volunteers, either through the KNA or House of Friendship, contribute time and energy to specific program
functions such as special events, food distribution, the clothing room, etc. The KNA is not yet incorporated,
but will be initiating this process in the near future; this will assist the group in securing additional funding
sources.
Of additional note, the KNA believes that it has the capacity to further recruit and train volunteers to run
expanded programs associated with a new facility. An examination of volunteer figures for the past two
years supports this claim. In 2005, the KNA logged 4,127 hours for 55 volunteers for an average of 79
volunteer hours per week. For the first nine months of 2006, KNA has recorded 4,283 hours for 66
volunteers, resulting in an average of 110 hours per week.
In addition, the KNA currently hosts volunteer fairs and acts as a volunteer access centre to reach potential
volunteers while the KNA Constitution makes provisions for volunteer positions. Kingsdale is one of the
larger communities in the City and, therefore, has a considerable number of long-time residents that have
the capacity to participate in a meaningful way in terms of the operation of the proposed centre and its
programming.
I LFMP Criterion 3: A definable neighbourhood or service area is evident that does not infringe on
I other defined service areas, creates undue overlaps, etc.
The Kingsdale Community Centre is located at 80 Wilson Avenue, within the Wilson Park site that also
contains an outdoor pool, active playing fields, playgrounds and the Doherty Arena. The Kingsdale area is
bounded by Highway 8, Fairway Road, the Expressway and Courtland Avenue. The KCC is centrally
located to serve the majority of this spatially large community.
The Kingsdale area also contains the Courtland-Shelley Community Centre (run by House of Friendship),
which is housed in a townhouse complex located in the south-west corner of the community. The
Courtland-Shelley Community Centre (CSCC) serves approximately 70 families within and directly adjacent
to the townhouse development; many of these families are low-income individuals and households from
diverse cultural, ethnic and faith backgrounds. Due to the layout of the facility and its target market, the
capacity of the CSCC to expand its programs and services is quite limited. Furthermore, this facility is
somewhat geographically isolated from the rest of the neighbourhood due to the creek and major roads;
greater integration of the CSCC into the larger community is an ongoing objective.
As a result of its location, its target markets, and its programming focus, the Kingsdale Community Centre
does not unduly infringe on the service area of the Courtland-Shelley Community Centre and the proposed
facility concept will not create undue overlaps, although some adjustments to programming may be
required. When a new Kingsdale Community Centre is built, it will be the goal of both the KCC and the
CSCC to cooperatively plan and advertise programs and services where possible.
See Appendix A: Map of KingsdaleNanier Planning Area.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 14
LFMP Criterion 4: Additions to existing resource centres should not occur until reasonable
utilization of service area schools, churches, club houses and other facilities have been ex lored
and utilized where possible.
Although a new resource centre is proposed, given that the temporary structure has accommodated
programming for over five years, the intent of this criterion is directly applicable to this Business Case for the
Kingsdale Community Centre. There is no question that the former configuration (1500sf) significantly
limited service to the area, while the expanded portable layout (5900sf) will be well utilized.
Similar to other communities, there are a number of neighbourhood facilities (e.g. schools, churches, etc.)
that provide some opportunity for the delivery of recreation and social services. There are three schools in
the Kingsdale area: Wilson Avenue Public School (double gym), St. Aloysius Catholic School (small single
gym), and Rockway Public School (single gym with low lighting). These schools have all been used by KNA
at various times, with the St. Aloysius gym being used most recently for the delivery of sports and dance
programs.
In 2000, the City of Kitchener established an agreement with the Waterloo Catholic District School Board, by
which the City prompted the Board to use municipal facilities (e.g., pools, arenas, etc.) in exchange for the
use of school board facilities. The City had free bookings of school facilities at predetermined times, but
followed the schools' rental fee schedule for other times.
In 2004 the Province of Ontario announced funding for school boards to facilitate community use of schools.
This required every school board to enter into an agreement with the Ministry of Education. The Waterloo
District Public School Board and the Waterloo District Catholic School Board reached an agreement with the
Ministry in January 2005. In general terms, this agreement provides limited free use of school facilities after
regular school hours for non-profit community groups catering to children and young adults. It also allows
for the City to continue using school facilities for direct programming already in place (e.g., summer
playground programs). This arrangement does not increase the capacity of available space, but rather has
the potential to reduce rental fees.
St. Philips Lutheran Church, St. Aloysius Church, Holy Trinity Church, Unity Centre, and the Gathering
Place are also located within the Kingsdale neighbourhood, as is an Islamic Mosque. The KNA currently
utilizes the meeting space and kitchen facilities at St. Philips for their Breakfast program. Both the Breakfast
program and seniors' programming used to be run out of Holy Trinity; however, facility restrictions and other
opportunities have allowed these programs to move elsewhere. Outdoor community gardens are offered at
Unity Centre through the Kingsdale Community Centre.
When school or church space is used for programming, additional resources are required, which often
present barriers to cost efficient program delivery and potentially to participation. Additional points of
consideration include:
. Supplies and equipment need to be transported (storage not supplied);
. Rental and lease costs increase participant fees;
. Programs are 'bumped' when other activities occur;
. Programs become more singular in focus in rented space;
. Moving programs from one facility to another year after year can create confusion; and
. Some participants may not feel welcome in certain schools or churches if their family does not
belong to that institution.
A larger, permanent Community Centre will provide an opportunity for local schools and churches to be
used for outreach services. Reduced reliance of neighbourhood facilities for structured programs will also
provide community and cultural groups with more chances to access these facilities.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 15
LFMP Criterion 5: Any new resource centre, involving a permanent structure, and any addition over
$250,000 should have a business plan completed involving the community/neighbourhood
association and the city in partnership to determine:
LFMP Criterion 5.1: ... the program and service needs for the area without creating a dependency on rentals
by third parties, such as churches and others who service a broader dimension of the community and/or
who may have other venue alternatives. That is, feasibility should not be dependent on secondary and
tertiary uses.
Partnerships have been a key component in determining the program and service needs of the Kingsdale
area. The KCC has become a place that many neighbourhood residents utilize due to the welcoming
environment and leisure/social supports that it provides. The KNA and House of Friendship provide a solid
base of community volunteers, in partnership with other community organizations such as local faith groups
- these partnership arrangements and sharing of resources allows the KCC to offer numerous programs
which encompass an array of educational, recreational and social support opportunities.
The current Kingsdale Community Centre is used exclusively by the Kingsdale Neighbourhood Association
and House of Friendship. It is anticipated that both groups would be heavily involved in the programming of
the proposed permanent Kingsdale Community Centre, with KNA taking on a larger, more expanded role in
terms of recreational programming. It is expected that HoF will retain a strong presence at the facility,
although this is partly dependent upon the needs and capacity within the community. The partnership
between HoF and the KNA was established in 2001 through the establishment of the KCC and it will
continue to evolve.
At the time of undertaking the public consultation program for this Business Case, there have been only
limited requests for space rentals from outside groups. While some third party rentals are anticipated to
occur at the new community centre (e.g., gym rentals, room rentals for meetings, social gatherings, etc.),
this does not form a significant part of the business case.
For more information about the program, service, and facility needs of the area, please refer to Appendix
D: Assessment of Potential Facility Components.
I LFMP Criterion 5.2: ... statement of objectives as to the purpose, focus and direction of the facility.
The purpose of the proposed facility is to provide a larger and permanent facility that will serve a range of
needs in the Kingsdale community. Specifically, the facility - through on-site and outreach programming
offered by the KNA, HoF and other agencies where appropriate - will provide a broad range of social,
educational, cultural and recreational activities and supports that will be specifically tailored to meet the
needs of the neighbourhood's diverse population. A focus will be placed on serving children, youth, senior
citizens, low-income households, new immigrants, and other at-risk individuals.
The current programming offered through the KCC is aligned with the City of Kitchener's commitment to
neighbourhood level programming, development of partnerships, and holistic leisure service delivery. The
Kingsdale Neighbourhood Association has successfully and consistently maintained a commitment to the
City's Community Resource Centre approach over time. The KNA is well known for making a difference in
their community on a grassroots level and has been a positive influence in advocating neighbourhood-
specific concerns encompassing a variety of social, economic and recreational issues.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 16
I LFMP Criterion 5.3: ... demand profiles, needs and trends relative to both anticipated hour and participant
I levels.
Attendance in many programs offered at the KCC is now at capacity. In fact, some participants are turned
away and have to be placed on a wait list because programs are full. Space limitations associated with the
portable have also negatively impacted program range and suitability. The additional portable facilities that
have recently been relocated to the site have allowed for a greater degree of programming and higher levels
of use, although these are still seen as a stopgap measure for the community. Given the newness of the
expanded facility configuration, it is recommended that an analysis of participation be brought forward after
the first year of the expanded centre's operation.
For more information about the program, service, and facility needs of the area, please refer to Appendix
D: Assessment of Potential Facility Components.
I LFMP Criterion 5.4: ... an operating plan identifying the proposed hours of operation, the intended users and
I related profiles.
Refer to Section 8: Economic and Community Impact Analysis.
I LFMP Criterion 5.5: ... a review of other available public community spaces that could be utilized relative to
I their accessibility, affordability, location, capacities, safety and related criteria.
As mentioned under LFMP Criterion 4, the KNA utilizes gym facilities at Wilson Avenue Public School, St.
Aloysius Catholic School and Rockway Public School for a range of programming, as well as space at Holy
Trinity Church for their seniors' program. Additional rentals of school gymnasiums at appropriate and
guaranteed times cannot be secured by the KNA.
The other churches in the area (St. Philips Lutheran Church, St. Aloysius Church, Unity Centre, the
Gathering Place and the Islamic Mosque) are utilized primarily by their individual faith communities.
Accessibility for people with disabilities is a concern for several of these facilities.
I LFMP Criterion 5.6: ... completion of a conceptual floor plan to determine space allocation and sizes.
Refer to Appendix E: Kingsdale Community Centre Proposed Conceptual Layout. A more detailed
facility concept has been prepared under separate cover.
The Community Centre Feasibility Study (2000) and the LFMP (2005) identify the need for increased
programming space. The use of alternative/temporary space for programming has been identified as not
being viable and effective over the long term for the Kingsdale community. The construction of a new facility
will allow for a broader range of programming at a single location and will provide an effective response to
identified community needs.
For more details, please refer to Section 4: Project Description and Section 8: Economic and
Community Impact Analysis.
I LFMP Criterion 5.8: ... a three year projected operating pro forma.
Refer to Section 8: Economic and Community Impact Analysis.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 17
I LFMP Criterion 5.9: ... a governance and management plan.
The City of Kitchener will remain the "responsibility centre"; "Volunteer organizations are just that,
community conveners, facility tenants and program participants, not facility and staff managers" (CSD -01-
131, August 7, 2001). At present, the three major partners (the City of Kitchener, KNA and House of
Friendship) are responsible for the following services: operational support, program registration, responding
to program inquiries, facility upkeep, grants, resources, administration, and district services for
neighbourhood associations in the City's southern core areas.
As illustrated by the discussion in this section, this investment is consistent with the City's Leisure Facilities
Master Plan. Refer to Section 5: Strategic Alignment for an assessment of the correlation to other
strategic City planning documents.
I LFMP Criterion 5.11: ... an assessment of the sustainability of the initiative over a ten-year timeline.
The proposed project is for the construction of a new facility. The current portable facility has been
maintained by Facilities Management and sustained by the City of Kitchener and its partners, an operating
scenario that will continue when a new facility is built.
I LFMP Criterion 5.12: ... identification of variable sources of capital investments in terms of fundraising,
I grants, reserves, development charges and direct city investment.
The City of Kitchener has identified $3.7 million in the 2006 capital forecast to fund the construction of a new
facility for 2011. A portion of this amount will come from Development Charges, with the remainder being
funded through general reserves, grants, or fundraising. Under the regulations of the Development Charges
Act, a minimum of 10% of the capital cost must come from non-Development Charge sources. The level of
contribution to this project from grants and/or fundraising, if any, has not been determined at this point.
For more information, please refer to Section 8: Economic and Community Impact Analysis.
LFMP Criterion 6: The use of portable buildings or shared facilities for a period of up to five years is
an acceptable pre-development strate to a permanent facili , as well as an opportuni to test
demand levels prior to a more significant investment.
The Kingsdale Community Centre initially consisted of a single portable through which limited programming
has been offered, in addition to housing administrative space. Every corner of this facility was utilized and
the KCC had clearly outgrown its capacity. Temporary measures have been put in place in the short term to
facilitate a transition towards a new and expanded centre. Portables have been recently relocated (October
2006) from the Chandler Mowat Community Centre site to the KCC in order to provide additional space and
upgrade the existing programming capacity. Based on this LFMP criterion, the expanded configuration of
portables may be in place for a period of up to five years (2011) until a more significant investment is made
(should needs warrant).
A number of facility components (e.g., computer lab, small kitchen, food distribution storage, program room,
etc.) were contained within the initial portable. Registration for many leisure programs has been successful
and the KCC has also become a focal point for those in the community who utilize the social supports that it
offers. Programs utilizing other community space (e.g. school gyms, church kitchens, etc.) have been
successful; however, they rank lower in priority compared to the activities put on by the host organization
and, therefore, are susceptible to scheduling disruptions and changing fee structures.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 18
Project Description
Project Objectives
The overall obiectives for the new Kingsdale Community Centre are to:
. provide recreational opportunities and social services that are responsive to the needs of the
Kingsdale Neighbourhood; and
. enable the residents and leaders of the neighbourhood to develop their community's capacity.
The aoals identified during the public consultation process are as follows (in no particular order):
. creating an accessible, welcoming community gathering place and service gateway;
. expanding the range of affordable social and recreational opportunities for all residents;
. integrating seniors into the activities and organization of the community;
. engaging new Canadians in the community and providing much needed supports;
. providing an environment that fosters community and individual achievement; and
. offering opportunities for youth to realize their potential in an environment that is compassionate to
their needs.
Facility Design Objectives
The welcoming atmosphere at the existing centre described by residents is created by the relaxed and
accommodating attitude of the staff. This quality is important to promote in the new centre; a feeling of
acceptance, compassion and support of all residents is critical to the amount that people will use the facility.
There is a desire to create a place that is not "institutional"; a place that breaks down barriers between
groups and between staff and users. Integration of all individuals in the neighbourhood will ensure the
success of the new centre.
Certain groups in the community have been identified as needing more support in order to promote a
healthy community. These groups include "youth at risk", disenfranchised seniors, and recent immigrants.
It has been specifically noted that by grouping certain activities together, the target groups may not be
adequately accommodated: for instance, by providing a "multi-purpose lounge" for use by teens as well as
seniors, neither group is likely to feel comfortable using the space. This is one example of why the facility
must be designed to respond to the goals of the community and not to repeat a model from elsewhere.
The facility will grow out of the need for expanded programming. By designing a facility that responds to the
community's needs, opportunities will be provided to meet these needs. The ability to forecast the future
needs of the community as it develops is based largely on our understanding of how social groups develop
in a general way and on the community's current statement of needs.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 19
Kev aoals of the facility design are discussed below:
By designing spaces that are versatile, the new centre will be prepared to accommodate
community change for decades into the future. Currently, outreach for people at risk is a priority - it
is possible that through the intervention that will occur in building a permanent community centre, and
through natural evolution of the community, other uses will emerge.
The centre must respond to families with working parents and latchkey kids, who need guidance
and support, resources and possibly food. This goal would be met by resources such as drop-in child
care space, drop-in homework club, drop-in social lounge, breakfast and lunch clubs, computer facilities,
and other after-school programs. The drop-in opportunities - particularly for the teen age group -
respond to the community's lifestyles better than many structured programs.
The centre must respond to ethnically diverse new Canadians. Providing the means by which new
Canadians can attend ESL classes by having their infants / children cared for while they attend classes
will help facilitate the use of the centre by various ethnic groups. Encouraging learning about other
cultures and integrating ethnic traditions (e.g., outdoor gatherings including outdoor cooking) are some
ways to promote this social sharing.
The centre must respond to seniors - especially low income residents and those with mobility issues
- by providing an accessible space where a variety of social, recreational and physical activities can be
organized. Seniors are well known for their ability to successfully organize themselves given the right
resources. Although facilities do exist at the Rockway Centre and are used by some residents of this
community, the public consultation program suggests that there is significant untapped opportunity to
enhance the lives of seniors in Kingsdale through the delivery of programs at the neighbourhood level.
The centre must respond to "youth at risk". The current generation of older teens include many that
are without a foothold until they find their own individual path. Structured programs may attract some of
these young adults, but their individuality is paramount and suggests that they will respond to casual
drop-in activities; structured programs are more responsive to the need of younger teens. These
opportunities need to be made available. Separation of age groups is a requirement for encouraging
youth participation; age group categories to consider are ages 10-12,13-15, and 16-18.
The centre must be geographically central and accessible from the Courtland-Shelley and
Rockway neighbourhoods, both of which are currently cut off both physically and socially from the
activities at the KCC. The physical building of an additional bridge across the creek and enhancing
safety of the walking trail connections to Wilson Park are considered essential components to the
successful use of the centre.
The centre must have the ability to offer simultaneous programming for both parents and
children. The combination of multiple uses and activities at one location provides cross-programming
opportunities, which partially addresses the "shortage of time issue" that many residents face. Not only
will this encourage family socialization, but it will also provide an opportunity for the adult recreation
programs which are not currently offered to any great extent in the neighbourhood. Multi-purpose
community centres also allow for a number of service agencies to be co-located - thereby creating
"one-stop shopping" opportunities - and to create greater financial economies of scale. Due to their
ability to serve multiple user groups, community centres are prominent and essential facilities that
provide focal points for both leisure and social interaction. These facilities, therefore, can play an
important role in achieving other local objectives, including community safety, urban revitalization,
volunteerism and leadership, etc.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 20
Key facilitv desian considerations for the new Kingsdale Community Centre are as follows:
i) The essential qualities of the new centre should incorporate an integrated and welcoming
atmosphere. Visually, this may be accomplished by creating a very transparent building, with lots of
connections between the outside and inside environments.
ii) Recognizing that people are reluctant to approach an unfamiliar building for the first time, the inner
workings of the building should be apparent to the newcomer. The transition between outside and
inside could be softened by creating recognizable and populated social spaces outside, such as
potentially a playground, community gardens, skateboard park, basketball hoops, BBQ shelter, or
outdoor seating areas (note that these are just suggestions, as recommendations regarding outdoor
facilities are not within the scope of the Business Case).
iii) The front door should be visible from the approaches to the building and the visibility of the entire
exterior is important also for passive safety and security.
iv) The walking approaches to the centre from surrounding areas must be well lit, and passively
supervised, and create easy walking routes for parents with strollers, young children on bikes, and
mobile seniors. Walking paths will be a common form of access and should be integrated into the
design of the new centre.
v) The new centre should be organized to provide casual opportunities for those who want to drop in,
as well as those who wish to participate in programmed social and recreation activities. In this
way, invisible and dignified security arrangements are key design aspects. The facility must provide
a strong sense that the staff and volunteers are there to support the social and recreational
programs of the community.
vi) The resource desk in the entrance area should be open, casual and welcoming. Supervision of
general goings on will occur from this location.
vii) The administration area should be in close proximity to the entrance to ensure that someone will
be visible and located here at all times during the centre hours. The computer stations should also
be arranged in an open concept close to the entrance to ensure passive supervision and full-time
availability.
viii) The circulation for the building should be arranged so that the corridor can be used as informal
gathering space, attached to the program spaces. The conceptual floorplan includes an 8 foot-wide
corridor along two sides of the proposed building.
ix) There is an inherent relationship of each space to the exterior: For example, the pre-school
space should be adjacent to a playground and kitchen and food distribution should be connected to
a loading area.
x) The "multi-purpose" spaces should be designed with specific uses in mind, despite the need to
have them multi-functional. This space must include a sink for washing. Furthermore, a dance room
will be used for a variety of "barefoot" programs including pilates, yoga, aerobics, judo/karate, but
should have a softer floor and softer acoustics than a craft room for instance. Using this approach,
multi-purpose rooms could be located in various places in the facility.
xi) The layout needs to be sensitive to certain user groups' anticipated use, for instance by providing
opportunities for seniors' activities and youth programs which do not cause conflict or discomfort for
either group.
xii) A library space is very desirable due to the inaccessibility of other library options in the area.
Unfortunately, the funding necessary for capital and operating costs of a library are outside the
scope of this project, and will have to be pursued through other avenues. The Kitchener Public
Library's Links for Life program should be utilized as an achievable option within the resource
centre.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 21
xiii) Daycare rooms for early years activities should be provided to meet the requirements of the Day
Nurseries Act for children under age 5. No specific facility has been included for infants; however,
the age categories and necessary facilities can be further developed during later stages of the
design process. The new facility may also act as a resource centre for home day care providers,
and offering drop-in options may satisfy a great deal of the demand.
A conceptual layout that depicts the proposed Kingsdale Community Centre spaces and takes into account
the facility design objectives noted above has been provided in Appendix E. A more detailed concept has
been prepared under separate cover.
Program & Service Pressures
In identifying the space needs for the proposed community centre, it is essential to have an understanding
of the types of programs and services that would be offered at the facility (i.e., to ensure that "form follows
function").
Staff at the Kingsdale Community Centre have been recording program statistics for KNA and HoF
programs since the facility's inception in late 2001. Although many of the specific programs have changed
over the years, the major program categories have remained the same (e.g., preschool, children and youth,
adult, special events, food distribution / outreach). This historic data can be analyzed to show patterns in
participation and program uptake in the community. This assessment shows steady increases in nearly all
categories from 2002 to present. Although the data includes some programs that are offered off-site (i.e., at
schools and churches), it must be noted that the size of the Centre has been a significant limiting factor to
offering expanded and/or new programming opportunities. As such, it is likely that there is considerable
latent demand for several programs in the community, programs which could only be offered through a new
community centre. Please refer to Appendix C for a full listing of programs, services and participants from
2002 to 2006.
As the charts on the following pages illustrate, program registration rose steadily from 2002 to 2005. 2006
registrations were down in some areas due to the two Community Centre renovation projects which resulted
in the loss of programming opportunities - as such, this should not be taken as a typical year. In total,
registrants in KNA/HoF programs (excluding NCB Outreach and Food Distribution - which are not
registered programs; and Breakfast Program and Lunch Buddies - which are run off-site) increased from
668 in 2002 to 1,017 in 2005 - an increase of 52%. This translated into an 81 % increase in visits to 7,016
and a 109% increase in the total number of registrant program hours to 17,025 between 2002 and 2005.
Also of note:
. NCB Outreach grew from 1 ,634 "accesses" in 2003 (the first year it was offered) to 2,849 accesses
in 2005 (a 74% increase).
. The Food Distribution Program had 1 ,338 "accesses" in 2005, which is similar to 2002 levels.
. Preschool programs grew from 98 registrants in 2002 to 249 registrants in 2005 (a 154% increase).
. Children and Youth programs grew from 280 registrants in 2002 to 445 registrants in 2005 (a 59%
increase).
. Adult programs grew from 62 registrants in 2002 to 195 registrants in 2005 (a 214% increase).
. Special event participation varies from year to year depending on the offerings.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 22
. Based on the number of people registered, the most popular programs and services offered by the
KNA/HoF are:
o NCB Outreach Program
o Food Distribution Program
o Card Drop-in
o After-school Drop-in
o Youth Drop-in
o PD Day Club
o Breakfast Program
o Tot Time
o Dance
o Solo
o Basketball
o March Break Camp
Total Number of Registrants in all KNA/HoF
Programs (2002-2006)
2002
2003
2004
2005
2006*
o
1,000
3,000
4,000
5,000
2,000
Based 0 n Pro gram registratio ns; may inlcude do uble co unting
Total Number of Hours Registrants Spent in
KNAlHoF Programs (2002-2006)
2002
2003
2004
2005
2006*
o
5,000
20,000
10,000
15,000
Excludes NCB Outreach, Food Distribution, Breakfast Program, Lunch Buddies
Total Number of Visits for KNA/HoF Programs
(2002-2006)
2002
2003
2004
2005
2006*
o
1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000
Excludes NCB Outreach, Food Distribution, Breakfast Program, Lunch Buddies
Total Number of Registrants Using NeB Outreach,
Food Distribution, Breakfast Program & Lunch
Buddies Programs (2002-2006)
2002
2003
2004
2005
2006*
o
500 1,000 1,500 2,000 2,500 3,000 3,500 4,000
* Some 2006 data for the Fall season was not available at the time of printing. Most programming was reduced in 2006 due to
Centre renovations. Also of note, in 2006 changes were made to how statistics were collected for the NCB Outreach program,
resulting in lower numbers.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 23
Total Number of Registrants in Preschool Programs
(2002-2006)
2002
2003
2004
2005
2006*
o
50
200
100
150
Total Number of Registrants in Adult Programs
(2002-2006)
2002
2003
2004
2005
2006*
o
50
150
100
Total Number of Registants in Children & Youth
Programs (2002-2006)
2002
2003
2004
2005
2006*
250
o
100
300
400
500
200
Total Number of Registrants in Special Events (2002-
2006)
2002
2003
2004
2005
2006*
200
100
400
500
o
200
300
* Some 2006 data for the Fall season was not available at the time of printing. Most programming was reduced in 2006 due to
Centre renovations. Also of note, in 2006 changes were made to how statistics were collected for the NCB Outreach program,
resulting in lower numbers.
Areas where programming is currently non-existent or limited - but that could present opportunities in the
future based on public input and an analysis of participation trends - include (but should not be limited to)
the following:
a) ESL and school-readiness programs (some are currently offered at the Courtland-Shelley
Community Centre and Rockway Public School, but none at the KCC);
b) homework help (not currently offered at KCC);
c) adult and teen fitness/exercise programs in the evening (only limited opportunities offered by the
KNA);
d) health seminars and clinics (currently limited);
e) seniors' programming, particularly active living and wellness opportunities (only limited opportunities
offered by the KNA; seniors' programming largely consists of cards);
f) youth programming, especially drop-in activities and basketball (including gender-specific
programs);
g) social events such as singles dances, movie night, special events and community gatherings (space
limitations restrict current opportunities);
h) indoor carpet bowling (not currently offered at KCC);
i) martial arts (not currently offered at KCC);
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 24
j) music and arts clubs/activities (only limited opportunities offered by the KNA; piano and dance are
popular programs that could be expanded);
k) NCB outreach program (current services are experiencing significant growth);
I) emergency food distribution (current services are experiencing significant growth);
m) cooking and food preparation programs (current services are limited by lack of a commercial
kitchen);
n) library services, such as borrowing books, story time, study space, etc. (the Kingsdale area does not
contain a library branch; the KCC is a partner in The Library Links for Life initiative);
0) ethnic-specific programs targeted at newcomers to Canada and the area (only limited opportunities
offered by the KNA; more Spanish speaking participants have been using the Outreach and food
distribution programs); and
p) computer access and programs (current services are in demand).
Proposed Facility Components
In determining which facility components should be provided in the new centre, the following information
was considered:
. the input received from the public and stakeholders;
. an understanding of the spaces that are traditionally contained in community resource centres in the
City and other municipalities;
. the specific demographic profile and forecast of the Kingsdale community;
. trends in recreation and social service programs and utilization;
. the experiences, programming, and evolution of the Kingsdale Community Centre since its
establishment in 2001; and
. opportunities and barriers in accessing existing spaces/services in and around the community.
A discussion of the factors affecting the need for various facility and program components and spaces is
contained in Appendix D.
Based on the foregoing, the following indoor spaces are recommended:
Double gymnasium 4900 sq.ft.
Preschool room 940 sq.ft.
Dance studio / exercise room 775 sq.ft.
4 multi-purpose rooms 2660 sq.ft.
Computer stations / resource area 600 sq.ft
Admin areas 1000 sq.ft
Commercial kitchen 280 sq.ft.
Food and clothing storage 230 sq.ft
Support spaces / storage 2200 sq.ft
Gross up factor / circulation 3200 sq.ft
Total 17,200 sq.ft.
Optional spaces: Baseball storage, Outdoor washroom, and Concession
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 25
The conceptual layout incorporates each of the aforementioned spaces, resulting in a new Kingsdale
Community Centre that is 17.200 square feet in size. Capital and operating costs associated with this
configuration are identified in Section 8: Economic & Community Impact Analysis.
Although several suggestions were received from the public and stakeholders for the inclusion of a librarv
branch and licensed davcare in the new community centre, these elements are not sustainable within the
current allocated budget and are not consistent with the directions of the Kitchener Public Library and the
City's Community Services Department, respectively.
The types of outdoor spaces to be provided are dependent partly on the location chosen for the community
centre, its proximity to other outdoor facilities, the size of the developable space, and the adjacent
compatibilities. It is suggested that - at a minimum - the City strongly consider ensuring that the users of
the new KCC have ready access to a playground, seating areas, and a basketball court. Other ideas that
have merit include a splash pad, skateboard park, community garden plots, bbq patio / bake oven, and
graffiti wall. Also of note, a concession to serve the baseball diamonds at Wilson Park is currently under
discussion between the Softball Association and the City. Further discussions between the KNA, City, and
Minor Softball Association should be pursued to enable this facility - and the new community centre - to
optimize benefits to each group for fundraising / capital cost sharing. The provision of outdoor spaces
should be explored further at the next stage of design.
Stakeholders
The KCC internal and external stakeholders are critical to the sustained management of both the
construction project and the operation of the future community centre. In order to better understand current
arrangements and identify future opportunities, numerous stakeholders were consulted for this project
through interviews, meetings, and/or workshops. Two of the primary stakeholders - the Kingsdale
Neighbourhood Association and House of Friendship - also had representation on the Business Case
Steering Committee.
Function I Overview of Business Requirements
District Facilitator
Support, approval and program planning and implementation; will
ultimatel be responsible for providin staff to operate new Centre
Provides liaison, guidance, and support to the Community Centre staff
and partners, including the Neighbourhood Association
Community Services Department
-Primary - External - I
Kingsdale Neighbourhood Association
Responsible for the delivery of recreation programs and neighbourhood
representation
In cooperation with the KNA, responsible for community and family
services at the Kingsdale Community Centre (e.g., food distribution
program, early years programming, etc.)
House of Friendship
- - I
Secondary - Internal
Facilities Management Responsible for janitorial services and facility maintenance
Parks Operations Provide park planning, parkland development enhancement, snow
removal, parking repairs, etc.
City Clerks Public hall licenses
Communications Marketing, public information sessions
Purchasing Equipment purchases
Fire Department Fire codes, regulations, approval of safety plans
City Council Represent interest of the City of Kitchener
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 26
I Stakeholders:
I Function I Overview of Business Requirements
Seconda - External
Provides partial funding for House of Friendship programs and
Region of Waterloo operations, including the Community Nutrition Worker, Peer Health
Worker, and NCB Outreach Worker
Our Place Family Resource and Ontario Provides funding (through the Ministry of Children and Youth Services) for
Early Years Centre Ontario Early Years programming
Nutrition for Learning Provides funding to assist with Breakfast Club program
Lutherwood Provides funding to assist with Books for Birthdays program
Kitchener Public Library - Library Links Provides a collection of children's books aimed at improving literacy
for Life among young readers
K-W Counselling Assist in the delivery of counselling services; potential partner for
expanded programming in concert with House of Friendship
Brownies Use the existing centre for meetings
Catholic Family Counselling Centre Use the existing centre for monthly session (Families and Schools
(Fast Works) Together)
Courtland-Shelley Community Centre Run by House of Friendship, this unit supports low-income individuals
and families in the Courtland-Shelley area of Kingsdale
Local provider of rental space (gymnasium, classrooms); has been used
Wilson Avenue Public School by the KNA for Breakfast program and sports programs and by HoF for
After-School Program
St. Aloysius Catholic School Local provider of rental space (gymnasium, classrooms); currently used
by the KNA
Rockway Public School Local provider of rental space (gymnasium, classrooms)
St. Aloysius Church Local provider of rental space; provide local food cupboard program
Holy Trinity Church Local provider of rental space; offers ESL programs
St. Philips Church Local provider of rental space
Unity Centre (church) Local provider of rental space
The Gathering Place (church) Local provider of rental space
Kitchener Minor Softball Potential partner interested in renting storage and shared office space
Various Businesses, Charities and Donate clothing, food, money, services and time
Individuals
Community Centre Site Evaluation
The Kingsdale neighbourhood is fairly densely developed with few vacant lots or areas of obsolescence.
Intensification of the area will likely occur by transforming areas of existing low density residential to other
uses; however, this is not expected to occur to any great extent for some time to come.
The retail and industrial uses on the outer edges of the area service both the Kingsdale community and
surrounding areas (Fairview Mall, Fairway Road in particular).
There are no properties for sale in the private real estate market at this time, although there are a number of
leasing opportunities. There are no schools or churches identified as surplus.
The creek that transects the Kingsdale neighbourhood can be viewed as a physical barrier that impedes
traffic flow within the community. Depending on the location of the new community centre, additional creek
crossings (pedestrian and/or vehicle) should be considered.
The sites, therefore, which are available for consideration are those parks currently in City ownership, or a
development site to be created by negotiation and purchase.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 27
Factors important to selection of a site are as follows:
. Site area - approximately 2 acres of land are required for a 17,200 sq.ft. building, assuming 25% lot
coverage;
. Visibility of the site - for mitigating safety concerns;
. Proximity to users - walking distance to be shortened as much as possible for the majority of users
(i.e., geographic centre of residential area);
. Accessibility - to public transportation routes, trails, arterial/collector roads, etc.;
. Compatibility - with adjacent land uses and surrounding neighbourhood;
. Community focal point - ability to make the site a local destination;
. Ownership - municipally-owned sites are preferred due to lower costs;
. Site availability - the availability of the site should coincide with the timing of facility construction;
. Site constraints - such as terrain, parcel configuration, soil conditions, etc.;
. Servicing - municipal water and sewer connections will be required;
. Planning approvals - appropriate zoning may be a requirement; and
. Cost to develop - dependant on a number of factors.
For the new Kingsdale Community Centre, the following five sites were selected for review:
. Option A: Wilson Park - KCC location (north side), south side, or straddling the street
. Option B: Wilson Park - Doherty Arena
. Option C: Kingsdale Park (sharing access with St. Aloysius Church and Catholic School)
. Option D: Block between Franklin Blvd. and Eighth Ave. at Kingsway
. Option E: Wilson Ave. Public School perimeter areas
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 28
Given that there is considerable variation in the appropriateness of the potential sites, a comprehensive
evaluation process was not initiated; rather, the following discussion provides clear direction regarding the
most viable option.
S
f S.t Ch
t . f
ummary 0 Ie arac ens ICS
Wilson Park Wilson Park
(new (Doherty Kingsdale Franklin Blvd Wilson Ave
construction) Arena) Park & Eighth Ave Public School
Site Area As required 31 acres 3 acres n/a As required
Visibility ~ ~ X X ~
Proximity to ~ ~ X X ~
Users
Public transit ~ ~ ~ ~ ~
Supportive ~ ~ ~ X ~
Surrounding Uses
Community Focal ~ ~ ~ X ~
Point
Ownership - Public Public Public Private Public
Public I private
Zoning ~ ~ X X ~
Option A: Wilson Park - new construction
Wilson Park is split into two parcels by Wilson Avenue, which ends at the creek bordering the west side of
the park. The north end of the park contains Doherty Arena, the temporary KCC, an outdoor pool with
change rooms, a play structure, two ball diamonds (one A-2 quality and one B-1 quality), a basketball court,
and a woodlot. The southern portion of the park contains two ball diamonds (both A-2 quality), an informal
soccer field, and an internal trail system.
Parking is available on the street and next to Doherty Arena and a bridge connects the park to Shelley Drive
across the creek. The park does not offer any expansion potential, and a new community centre would
likely result in the loss of one or more existing uses.
Wilson Park is generally well located within the community and is located on a collector road, with sidewalks
and a bus route running along the edge of the park (Wilson Avenue and Fourth Avenue). General input
from the public favours the Wilson Park location due to synergies with playing fields and other recreation
uses there, as well as the community's general familiarity with the location of the park and its proximity to
Wilson Avenue Public School.
Depending on the size and configuration of the proposed community centre and other considerations such
as parking areas and adjacencies, it may not be possible to locate the facility on the northern park parcel. If
the community centre is built along the frontage of the southern parcel, the soccer field would be eliminated
- this field is programmed infrequently but is well used for summer camp programs. The ball diamonds at
Wilson Park are well used (it is the home park for the KMBSA) and should be retained if possible.
Another option worth considering is locating the facility on the street right-of-way at the end of Wilson
Avenue - this alternative has the potential to maximize space for parking and minimize the loss of parkland.
This is the preferred site location and should be explored further at the next stage of design.
As mentioned earlier, the connection of Wilson Park to the Rockway / Courtland-Shelley side of the
neighbourhood is compromised by the physical barrier of the creek and also the inadequate lighting of
walking paths connecting Wilson Park to other parts of the neighbourhood. For public safety reasons, the
upgrading of these paths should be included in the City's capital forecast.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 29
Option B: Wilson Park - Doherty Arena
The City's Leisure Facilities Master Plan suggested that one of the options available for a community centre
would be the conversion of the Doherty Arena to a community centre. The future of the Doherty Arena,
however, is uncertain at this time. The single pad arena remains in use and a decision regarding its future
maintenance, upgrading or closure is not expected until the City makes a decision on its preferred long term
arena provision strategy.
Should Doherty Arena become available in the short term, it should be considered as a potential location for
the new Kingsdale Community Centre. The cost to transform it into a community centre (which could
require removal of permafrost and old equipment, undertaking building envelope upgrades, as well as
interior modifications), however, may not be a cost effective solution and could be financially prohibitive.
More detailed studies would be required to determine the cost-benefit to re-using the arena structure. If the
building is to be decommissioned, use of the land for playing fields or other recreational uses may be
options that are more responsive to neighbourhood needs.
Option C: Kinasdale Park (sharina access with St. Aloysius Church and Catholic School)
This site is located in the east end of the Kingsdale neighbourhood adjacent to the St. Aloysius Catholic
School and Church. The park has frontage on both St. Jerome Crescent and Cedarwood Crescent,
although frontage is limited and the site is quite hidden. Access to the park is available from Connaught
Street (which has a transit route) via a walkway; however, this access is less than ideal.
Kingsdale Park contains one ball diamond (B-1 quality) and a playground. The park would be of sufficient
size to accommodate the proposed community centre, but would require the elimination of the ball diamond,
essentially using up most of the available land area. The loss of greenspace is not advised due to the low
supplies of parkland and high residential densities in this area of Kingsdale. For this reason, as well as the
poor visibility and accessibility, this site should not be considered any further for the new Kingsdale
Community Centre.
Option D: Block between Franklin Blvd. and Eiahth Ave. at Kinasway
There was a parcel for sale in this block; however, it does not appear to be large enough to accommodate a
community centre. Given this and the fact that it is not municipally-owned land, this site should not be
considered any further for the new Kingsdale Community Centre.
Option E: Wilson Ave. Public School perimeter areas
The Wilson Avenue Public School is centrally located within the Kingsdale area and is well known to the
neighbourhood. It is located on a transit route and a collector road, making it very accessible. In identifying
potential sites, the land surrounding the school was raised as an option; however, the school has indicated
that all land is utilized for school purposes (except for the narrow front yard, which is too small to
accommodate a community centre). There are no plans to close the school and, therefore, this site should
not be considered any further for the new Kingsdale Community Centre.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 30
Timeframe
In ideal terms, the following timeline depicts the process that the City would follow to have the new
Kingsdale Community Centre in place as soon as possible. At present, funding to initiate the process is
currently budgeted in the City's long term forecast for 2011. Although this Business Case has established
that there is sufficient demand for a new community centre to be open by 2009 (which is the earliest it could
possibly happen), there are a number of factors that could affect the project's timing.
Task
Finalize Business Case and report to City Council
I Capital budget approval
Time Requirement
n/a
n/a
Reassess programme in relation to usage at expanded Kingsdale CC 2 months
Conduct hiring process for Architectural and Engineering consultant team 2 months
Prepare schematic design & design development 4 months
Develop construction documents for General Contractor Bid 3 months
Award construction contract 1 month
Construction 1 0 months
New Kingsdale Community opens n/a
Total time requirement 22 months +
Out of Scope
Items that are specifically excluded from the project and the estimate project costs:
. Determination of site development cost for Doherty arena (which is the subject of another ongoing
study);
. Relocation / moving costs for the current KCC;
. Cost of trail enhancement related to pedestrian safety through the neighbourhood;
. Communications between residents and signage to the new centre;
. Ancillary outdoor amenities.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 31
Strategic Alignment
This section provides a summary of key strategic documents that guide various aspects of service delivery
in the City of Kitchener. In doing so, relevant policies of these documents are identified in order to provide an
understanding of how they align in the context of the Kingsdale Community Centre Business Case.
The Corporate Plan
Strategy L Goal level of Explanation (if reQuired)
Impact
Community confidence and trust in High The Kingsdale community has been working diligently
the City of Kitchener for quite some time to establish a permanent community
centre and views this as an opportunity to meet the
growing recreation and social needs of its residents.
Timely provision of quality High The community does not view the temporary portable
infrastructure and valued service structures that comprise the Kingsdale Community
Centre as an appropriate long term solution.
An organization that clearly High The Kingsdale community has placed a high priority on
understands and anticipates public the establishment of a permanent community centre.
needs and priorities
Effective public discussions occur Medium The establishment of a permanent facility in the
around important issues Kingsdale area has been the subject of extensive study
(through this and previous reports) involving
considerable public consultation and discussion.
Compass Kitchener
Strategy L Goal level of Explanation (if reQuired)
Impact
Community Vision - "Together we High The KCC and its partners have demonstrated their
will build an innovative and vibrant commitment to community development and safety
Kitchener with safe and thriving through the expansion of neighbourhood-based
neighbourhoods" programming and social services.
Strategic Direction # 1 - "We will Medium This Business Case meets the criteria established in the
develop decision-making and City's Leisure Facilities Master Plan that relate to the
management processes that process for establishing a permanent resource centre.
respond to the issues, direction, Furthermore, the community has been well represented
values and vision of our and remains involved in the planning process.
community."
Strategic Direction # 4 - "We will Medium Partnerships with a range of community organizations,
work in partnership with community schools, agencies and local faith groups provide access
members, agencies and providers to programming and facilities throughout the area -
to promote well-being and a these resources are used extensively to the point where
healthy community." a new facility would allow further opportunities to be
provided.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 32
The Region's Growth Management Strategy
Strategy L Goal level of Explanation (if reQuired)
Impact
Goal # 2 - Building Vibrant Urban High The KCC and its partners have demonstrated their
Places through: commitment to community development and safety
. creating safe communities through the expansion of neighbourhood-based
. respecting diversity of programming and social services. Safety and crime
cultures prevention is a key aspect of the KNA's efforts.
. encouraging new investment Developing a permanent Community Centre provides an
in existing urban areas opportunity for the City to achieve this goal.
Furthermore, the Kingsdale area is an established urban
community containing many newcomers to Canada.
Goal # 3 - Providing Greater Low Physical accessibility to facilities and services is a
Transportation Choice through: central concern of many Kingsdale residents who utilize
. improving access to jobs and a variety of motorized and non-motorized modes of
services transport. The new Community Centre - through the
. improving transit service gymnasium, multi-purpose rooms, and dance room -
. increasing physical activity would increase physical activity opportunities.
. enhancing cycling facilities
. creating more pedestrian-
friendly environments
A Plan for a Healthy Kitchener (2007-2027) L Healthy Community Plan
Strategy L Goal level of Explanation (if reQuired)
Impact
That the City develop an overall Low This goal recognizes the importance of community
strategy to support its civic contributions to a project.
engagement policy
Growth management be identified Low This initiative will encourage improved physical and
as a critical part of the healthy social health through leisure facilities and services.
community model
Develop a volunteer strategy, youth Low Services to youth and seniors, as well as the
strategy, seniors strategy and engagement of volunteers, are key objectives of the new
leisure access strategy as per the community centre.
LFMP
Partner with local funders in order High The social and recreational programs offered at the
to support community priorities at a Kingsdale Community Centre are largely made possible
systematic level through outside funding.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 33
Environmental Context
Project Location
The Kingsdale community is generally defined by the area bounded by Highway 8, Fairview Road, the
Expressway and Courtland Avenue. It contains a mix of single family homes and higher density residential
units that comprise a broad spectrum of ages, incomes and ethnicities.
For a Map of the Kingsdale Community boundaries (Vanier Planning District), please see Appendix A.
Facilities in Kingsdale and the Surrounding Neighbourhood
In assessing the need for a permanent community centre from the Kingsdale area, it is important to identify
other neighbourhood facilities and agencies capable of accommodating or providing recreation and/or social
services to the area. As mentioned earlier, these providers consist largely of schools and churches,
although there is also the Courtland-Shelley Community Centre.
As identified in Section 3, a larger, permanent Community Centre will provide an opportunity for local
schools and churches to be used for outreach services. Reduced reliance on neighbourhood facilities for
structured programs will also provide community and cultural groups with more chances to access these
facilities.
A description of these facilities is provided below:
Courtland-Shellev Community Centre
Located at 1064G Courtland Avenue, the Courtland-Shelley Community Centre is run by House of
Friendship and primarily serves residents of the housing complex in which it is located. The facility
offers programming for adults, children and youth, including ESL, general interest classes (e.g., cooking,
computers, gardening, etc.), after-school activities and clubs to name a few. In fact, local youth have
recently requested additional youth drop-in time, stating the importance of the program on their self-
esteem and their social wellbeing (see Appendix B: Public Consultation Summary). The Centre also
sponsors a community garden at Vanier Park. The Centre is open on weekdays from 9am to 5pm and
is just over 1 km (walking) or 1.5km (driving) from the KCC.
Wilson Avenue Public School
Located at 221 Wilson Avenue, Wilson Avenue Public School is less than 0.5km from the KCC and
Wilson Park. A number of the school's pupils rely on the social and recreational activities that are
provided through the KCC after-school program.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 34
Rockwav Public School
Located at 70 Vanier Drive, Rockway Public School is located approximately 1.5 km from the KCC. The
Kingsdale Neighbourhood Association does not presently use this facility for many of the reasons noted
in Section 3.
St. Alovsius Catholic School
Located at 504 Connaught Street (approximately 1.4km from the KCC), St. Aloysius Catholic School is
part of the separate elementary school system. The KNA presently utilizes the school's single
gymnasium for basketball and dance programs.
St. Alovsius Church
The St. Aloysius Catholic Church is located at 11 Traynor Avenue (approximately 1.4km from the KCC).
The church has a basement hall with accessible lift and a full serving kitchen; this hall is used mostly for
church functions. St. Aloysius also provides a food cupboard/pantry program to 50-60 families in the
area.
St. Philips Lutheran Church
The St. Philip's Lutheran Church is located at 236 Woodhaven Road (approximately 0.75km from the
KCC). The Church provides meeting space that is used by the KNA and its partners, including Scouts
Canada. The KNA has utilized the meeting space and kitchen facilities at St. Philips for their Breakfast
Club program.
Holv Trinitv Analican Church
The Holy Trinity Anglican Church is located at 237 Wilson Avenue, (approximately 0.5km from the
KCC). Both the KNA's Breakfast program and seniors programming used to be run out of Holy Trinity;
however, facility restrictions and other opportunities have prompted these programs to move elsewhere.
The church is also attempting to launch an ESL program in the community.
Unity Centre
The Unity Centre is located at 2631 Kingsway Drive (approximately 1.6km from the KCC). This
organization does not rent out space for community use, but does offer outdoor community gardens
organized through the KCC.
The Gatherina Place Christian Ministry Centre
Located at 164 Eighth Avenue (approximately 0.75km from the KCC), the Gathering Place contains
three congregations. This facility is heavily used by the faith groups, although they do have some space
(a small meeting room) available to the community at certain times.
Islamic Shi'a Ithna Asheri Jamaat of Kitchener
Located at 65 Fifth Avenue (approximately 0.8km from the KCC).
There are 10 municipally-operated and maintained community centres in the City of Kitchener, as well as
three additional centres that have unique agreements/partnerships. The closest community resource
centres to the Kingsdale area (aside from the Kingsdale and Courtland-Shelley Community Centres, which
are within the neighbourhood boundaries) are the Rockway Centre (approximately 2.5 km from the KCC)
and the Centreville-Chicopee Community Centre (approximately 3 km from the KCC). These facilities are
described below:
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 35
Centreville-Chicopee Community Centre
The Centreville-Chicopee Community Centre - located at 141 Morgan Avenue - provides educational,
social, recreational programs for all ages, and summer activity programs for children 2 % years to 13
years. The Kitchener Public Library has established an outreach program that includes a book deposit
collection. This facility is equipped with a multipurpose room, meeting rooms, creative playground,
outdoor tennis and basketball court. A community garden on the premises has been providing food to
the local food bank since 1998. The Community Centre is open from 9am to 8pm on weekdays and
operates with reduced hours on the weekend.
Rockwav Centre
The Rockway Centre - located at 1405 King Street East - provides leisure services for all ages;
however, the facility specializes in serving adults aged 55 years and above. A number of leisure and
social programs are offered, allowing individuals to meet new people, learn new skills, share knowledge
and talents and support one another through a combination of leisure courses, special events, ongoing
groups, peer support programs and services. The Centre also offers a lunchtime meal program and a
Snack Bar. The facility contains meeting rooms, a multi-use basement room and a travel information
centre. It is open from 9am to 9pm from Monday to Thursday with reduced hours on Friday and
Saturday.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 36
Project Risk Assessment
This section highlights risk factors, along with strategies to minimize such risks, which may arise through the
development of a new community resource centre in the Kingsdale area.
Risks to the Project
Project Risk Assessment Probability Impact
Risk 1 - Funding existing in the 2011 capital budget not being made
available by the City of Kitchener.
Mitigation Strategy - Seek private funders, inform community of fiscal Low High
challenges and commence additional fundraising efforts, provide a more
detailed picture of community needs; or revise construction timelines to
meet funding availability.
Risk 2 - Funding from the City of Kitchener is reduced or funding in the
City's capital budget is not sufficient to meet the scope of the proposed
project.
Mitigation Strategy - Seek private funders and inform community of fiscal
challenges and attempt additional fundraising efforts; or reduce the size and Medium High
scope of the building; or consider phasing of construction; or revise
construction timelines to meet funding availability.
(Note: reducing the size of the building or phasing construction are not in the
best interests of the community and would result in risks related to social
and recreational service delivery)
Risk 3 - Funding is deferred past currently forecasted date.
Medium High
Mitigation Strategy - Continue operating at status quo
Risk 4 - Expansion is completed and space is not fully utilized.
Mitigation Strategy - Ensure partners are ready to utilize space in advance Low Medium
of construction start date.
Risk 5 - Partners utilizing space or delivering services at KCC could lose
funding and therefore leave KCC.
Mitigation Strategy - Remain in close connection on partner status; provide Low Medium
appropriate assistance to partners as needed; develop other collaborative
partnerships, as appropriate.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 37
Project Risk Assessment Pro Ila Ilil ity Impact
Risk 6 - Doherty Arena is decommissioned as an ice arena and becomes
available for use as a community centre, thereby impacting on facility design
and construction costs.
Medium Medium
Mitigation Strategy - Monitor the City's arena provision strategy and
continue to pursue cost effective and community responsive options for the
establishment of a permanent Kingsdale Community Centre.
Risk of Not Proceeding with Project (Status Quo)
Project Risk Assessment P rollallil ity Impact
Risk 1 - Lack of expansion potential for programs and services.
Mitigation Strategy - Scale back mandate and continue to provide High High
programs/services in the portable facility and other local sites with current
partners.
Risk 2 - Lost opportunity to enhance services which address identified
community needs; increased potential to exacerbate social/community
problems. High High
Mitigation Strategy - Maintain partnerships and existing community outreach
services to maximize social benefits given the existing space.
Risk 3 - Reduced community morale, public disappointment and lack of
trust in municipal practice if project is delayed or deferred.
High High
Mitigation Strategy - Work to maintain and reinforce relationships between
staff and the community to restore the community's trust and confidence.
Risk 4 - Condition of temporary portables will deteriorate over time,
becoming a detriment to the Community Centre's programming and
services.
Medium Medium
Mitigation Strategy - Continue to provide programs/services in the portable
facility and other local sites with current partners; initiate preventative
maintenance practices.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 38
Section
8
Economic & Community Impact
Analysis
Quantitative Analysis
Preliminary Capital Costs
The concept plan developed for the proposed Kingsdale Community Centre (Appendix E) totals 17,200
square feet, excluding the baseball storage and outdoor washrooms (which are optional components). A
detailed construction cost estimate was developed for this floor plan (under separate cover). The cost
summary is as follows:
Cost to construct Cost to construct
in 2009 in 2012
Cost of Construction (Building), including 10oA> contingency $4,400,017 $5,240,490
Cost of Construction (Site Development) $1,344,950 $1,601,857
Consulting Fees (1 OOA>) $574,496 $684,234
Project Management Fees (3OA>) $172,349 $205,270
Public Art (1 oA>) $57,450 $68,423
Furnishings $287,248 $342,117
Total Cost Summary $6,836,540 $8,142,391
Note: All costs assume a 60A> per year escalation. Actual market conditions may be different.
The building construction cost represents a figure of $256 per square foot, which is an average estimate for
this building type. Based on more detailed design, the cost of the building could fluctuate between $200 and
$260 per square foot.
This concept level estimate is for budaetina purposes onlv. Further information regarding timing,
procurement methods, park development, etc. is required to refine the estimate.
Funding Sources - Capital
The City of Kitchener's Development Charges Study (2004) identifies a capital allocation for the construction
of the Kingsdale Community Centre in 2011, which would allow the facility to be open in 2012. Figures
contained in the Leisure Facilities Master Plan and 2006 capital forecast estimated the project's capital cost
to be in the order of approximately $3.7 million.
The budget that the City of Kitchener has established for the construction of the permanent Kingsdale
Community Centre totals $3.69 million. The proposed funding sources are as follows:
Contribution from Capital (tax funded) $3,201,000
Development Charges $ 489.000
Total $3,690,000
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 39
Based on the available funds ($3.69 million) and the estimated total project cost for construction in 2009
($6.84 million), there is a shortfall of $3.15 million. Again, it bears noting that the project cost estimate is in
2009 escalated dollars (i.e., adjusted for inflation), includes a contingency, and opportunities to reduce this
cost could be explored further. Please note that fees for consulting work should be allocated in the year
prior to construction.
Preliminary Operating Costs
The anticipated management and operating parameters, including the resulting costs, associated with the
proposed new Kingsdale Community Centre are described below. These estimates will provide City
officials with an indication of the factors that could influence the financial performance of the centre in order
to facilitate a meaningful discussion regarding its potential development and operation.
Including grants to community centre partners (i.e., House of Friendship), the estimated annual operating
cost of the proposed Kingsdale Community Centre is approximately $320,000 (unlike the capital cost
estimates, these are calculated in 2006 dollars).
KINGSDALE 2006 Approved Year 1 Budget
COMMUNITY CENTRE Budget ($2006)
Community Services Revenue
Rentals
Other Recoveries
Recovery Wages
Subtotal
$0
$0
$0
$0
-$21 , 125
-$1,700
-$7,480
-$30,305
Facilities Mana ement Expenses
Wages & Benefits
Equipment
Materials & Supplies
Repairs & Maintenance
Utilities
Contract Services
Subtotal
$4,017
$1,330
$2, 134
$2,080
$2,611
$280
$12,452
$60,200
$3,290
$20,822
$4,180
$30,100
$3,440
$122,032
*includes program supplies, training, advertising, and recreational grants
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 40
Operating Budget Notes
1) Unless otherwise noted, all revenues and expenses were developed using 2006 figures. They do not
account for inflation.
2) Wage and benefits rates for Community Services staff are based on April 2007 proposed scales. The
proposed staffing model is discussed below.
3) Community Services costs for program supplies, contract services, and office supplies are based on
average budget figures for comparable community centres in the City of Kitchener (on a square foot
basis, assuming that the proposed Kingsdale Community Centre will be 17,200sf).
4) Facilities Management costs are based on average budget figures for comparable community centres in
the City of Kitchener (on a square foot basis, assuming that the proposed Kingsdale Community Centre
will be 17,200sf).
5) Operating hours for the new Kingsdale Community Centre are anticipated to be Monday to Friday 9
a.m. to 9 p.m. and Saturdays 9:30 a.m. to 5:30 p.m. for a total of 68 hours per week.
6) Currently Kingsdale Community Centre offers a number of KNA and HoF programs and services and
this arrangement is expected to continue. With the establishment of a permanent community centre,
these service providers will have the capacity to expand programs, requiring additional services.
7) Rentals for KCC will be for non-alcoholic (non-licensed) events such as for sports groups, community
organizations, family events etc. A figure for baseball storage has not been included as this is an
optional component.
8) Based on input received through the public consultation process, it is estimated that the gymnasium
would be rented to outside parties (such as basketball leagues, minor ball training, etc., but excluding
KNA and HoF) 10% of the time (approximately 6 hours per week for a period of 45 weeks), with all times
requiring a Community Centre Attendant. It is further assumed that the two multi-purpose rooms would
be rented to outside parties (such as Brownies and other community groups, family parties, etc., but
excluding KNA and HoF) 10% of the time (for a total of approximately 12 hours per week for a period of
45 weeks), with half of this time requiring a Community Centre Attendant. City of Kitchener 2006 room
rental rates have been applied.
9) Registration revenue goes to the KNA. To stay responsive to the community profile, program fees are
kept low. The KNA is a non-profit organization and has a small profit to sustain their operating budget.
Proposed Staffing Model
. Currently the Kingsdale Community Centre has the following staff (the funding for most of these
positions is provided by non-City of Kitchener sources):
- Community Resource Coordinator (funded by House of Friendship and City of Kitchener,
Community Services)
Community Centre Assistant - part-time (funded by the City of Kitchener, Community Services)
NCB Community Outreach Worker (funded by the Region through House of Friendship)
Early Years Program Leader (funded by the Province through House of Friendship)
Youth Group Leaders (funded by the Kingsdale Neighbourhood Association)
Community Nutrition Worker (funded by the Region through House of Friendship)
Peer Health Worker (funded by the Region through House of Friendship)
Janitor (funded by the City of Kitchener, Facilities Management)
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 41
. With the establishment of a larger, permanent facility, the centre will require a larger City presence, as
well as potentially more staff resources provided by the KNA and HoF. Specifically, it is proposed - at a
minimum - that:
- the Community Centre Assistant position be eliminated (as many of these duties will be assumed by
City staff) and a ProaramNolunteer Coordinator be established; funding sources for this position will
be determined through further dialogue with the City and its partners;
- HoF eliminate the Community Resource Coordinator position (as many of these duties will be
assumed by City staff) and replace it with a Service Coordinator position. Funding sources for this
position will be determined through further dialogue with the City and its partners; however, the
operating cost estimates have included 50% municipal funding for this position as per the status
quo;
- the City's Community Services Department establish the following positions (based on a typical City
of Kitchener staffing model in a Community Centre without a District Facilitator):
a Resource Centre Coordinator, full-time (Grade 14) - job duties include: overseeing all facility
operations and short term facility management projects; ensuring the safe and efficient operation
of the facility; acting as a liaison and support to staff, neighbourhood associations, volunteers,
facility partners, patrons and other City departments; acting as a key resource in implementing
community building; etc.
a Office Coordinator, part-time 0.7fte (Grade 10) - job duties include: attending to day-to-day
facility operations; coordinating office procedures and clerical and administrative duties;
neighbourhood association(s) and partnership related duties; etc.
a Resource Centre Clerk, part-time 0.6fte (Grade 5) - job duties include: attending to day-to-day
facility operations; performing assigned office duties; ensuring the safe and efficient operation of
the facility in the absence of coordinating staff.
a Attendants, part time, hourly (9000 Series) - job duties include: covering facility operations
during evenings and weekends, depending on facility usage.
. Additional Facilities Manaaement staff will also be required to maintain the larger facility.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 42
The following schematic illustrates the proposed staffing model for the new community centre; this
should be revisited closer to the development of the new facility to ensure that it remains appropriate.
. . ..
.. .. ...... .... .. .. . I
..... - ..... .. .-....... ......-.... ... ........
Presently, the Co-operative/License Agreement between House of Friendship and City of Kitchener states,
among other items, that HoF will provide needed and reasonable support to the Kingsdale Neighbourhood
Association so that they can meet their goals, subject to resource availability. Assistance with volunteer
training, recruitment and/or recognition is a shared responsibility between the City, HoF and the KNA.
Under this agreement, the City is responsible for facility provision, capital maintenance costs, day-to-day
maintenance and cleaning, payment of utility costs, snow clearing, provision of third party liability coverage
for the KNA, etc. HoF is responsible for facility scheduling, program supervision, recreational and social
programming in the facility (in concert with the KNA and other established partners), providing a full-time
Community Resource Coordinator to work at the centre, etc. The KNA is responsible for determining
programming, program costs, fee structures, and addressing neighbourhood concerns as they arise. It is
anticipated that the terms of this agreement will remain similar in the proposed facility, with adjustments
being made to staffing and the City's new responsibilities in the areas of facility management and
scheduling.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 43
Qualitative Analysis
Some of the costs and benefits associated with the proposed building project are not easily quantifiable,
but many are more important than just dollars and cents and need to be recognized as justification for
moving forward with a new Kingsdale Community Centre.
Benefits Description
1. Community centres Community gathering and recreation facilities form a focal point for
create a neighbourhoods and cities. These facilities encourage social
neighbourhood interaction among residents and foster a sense of pride which can
destination. ultimately lead to increased levels of community involvement in
civic activities and services. The current portable community centre,
while a destination for some, is not a focal point for the majority of
Kingsdale residents.
2. Community centres The inclusion of social support services as part of multi-purpose
can be a source of facilities provides a gateway for access to a wide variety of
social supports for essential resources. Depending on the scale/type of facility,
vulnerable members of supports may consist of social workers, counsellors, educators,
the neighbourhood. peer supports, etc. which can aid residents facing extenuating
challenges such as homelessness, hunger, unemployment,
domestic disturbances, etc. Many of these challenges are prevalent
in the Kingsdale community today.
3. The provision of Multi-purpose community facilities tend to be highly visible
services targeted to destinations and can raise awareness (in conjunction with
newcomers to Canada marketing efforts) for newcomers to the neighbourhood, whether
can be included as they are arriving from other parts of the province, country, or the
part of the service world. New immigrants may benefit from ESL programs and leisure
delivery model. programming specific to a variety of cultures, which can further a
new citizen's level of socialization and integration into society. The
Kingsdale neighbourhood contains a diverse ethnic mix and is
home to many new Canadians who would benefit from specific
services.
4. The propensity of the Community centres encourage physical activity and creative
community to thought which brings numerous health benefits that reduce direct
participate in and indirect costs of being sedentary (e.g., costs associated with
recreational and health care, socially destructive behaviours, etc.). A new facility will
cultural opportunities provide the Kingsdale community with greater access to
tends to increase once recreational programs for all age groups, many of which are under-
facilities are served at the present time.
developed.
5. Activities favoured by Active living and wellness opportunities are readily promoted
older adults and through the development of multi-use facilities, which respond well
seniors are easily to the needs of the aging population. Encouraging older adults and
accommodated senior citizens to continue to socialize and exercise will lead to
through cross- healthier lifestyles. Kingsdale's population, while young, also
programming exhibits an aging trend and there is a significant proportion of
opportunities. seniors in the area.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 44
6. Recreation and
opportunities for
creative expression
encourage youth,
especially 'youth-at-
risk', to make positive
choices.
7. The proper provision
of facilities can
improve a
municipality's image in
the eyes of its public
and, in turn, maximize
the capacity of a
neighbourhood.
Multi-use centres allow for informal drop-in activities for youth and
are conducive to accommodating their spontaneous demands.
Participation in leisure activities has been shown to deter youth
from socially undesirable activities, instil confidence and a sense of
values, encourage community involvement and raise overall fitness
and cognitive levels. Kingsdale has pockets of lower-income areas
within its boundaries and this factor is highly influential in
predisposing youth to becoming at risk. Additionally, with many
young families, there is a need for youth-oriented programming that
can be easily accessed without crossing major barriers such as the
expressway.
The establishment of community centres in demonstrated
underserved neighbourhoods can improve the municipal image
among residents and foster a sense that the City is working to
serve the community as best as possible. Additionally, residents
are able to see the municipality's commitment to recreation and
community services and are more likely to commit their energies
towards these opportunities as well. The Kingsdale Neighbourhood
Association has been very vocal in its desire for a new community
centre for many years and feels underserved compared to other
neighbourhoods in the city - a new facility would validate the
neighbourhood's long term efforts and would encourage increased
volunteerism.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 45
Conclusions
The Kingsdale Community Centre Project Business Case provides a compelling case to move forward with
the establishment of a permanent community resource centre. The characteristics of the Kingsdale area -
most notably the high proportion of rental units, single parent families, immigrants, and lower income
households - suggest that there is a great need for affordable and accessible recreation programs and
social services. Without a larger, permanent community resource centre with appropriate staff and
resources, a significant number of Kingsdale residents would not receive the supports they require.
The proposed new community centre will offer 17,200 square feet of space and include spaces such as a
gymnasium, pre-school rooms, seniors' and youth spaces, a commercial kitchen, multi-purpose rooms, and
more. The provision of outdoor spaces should be explored further at the next stage of design.
The cost to construct the proposed Kingsdale Community Centre in 2009 is estimated to be $6.84 million;
this includes a cost escalation, soft costs, and site development (all in 2009 dollars). Based on a 6% per
annum escalation, this cost could increase by $1.3 if construction were delayed to 2012. These figures are
more than what is currently allocated for this project in the City's 2011 long-range forecast. Additional
municipal involvement and operating funds will also be required for the new facility. The Kingsdale
community has been waiting many years for a permanent community centre to call their own and there is no
doubt that the proposed facility will have a positive impact on the lives of local residents.
With regard to the location of the proposed facility, Wilson Park is the preferred site. The City has a number
of options relating to the specific placement of the facility within the park, including on the south side of
Wilson Avenue, on the Wilson Avenue right-of-way at the west end of the park, or even at Doherty Arena. It
is recommended that the City continue to evaluate options regarding the exact location of the community
centre within Wilson Park as new information becomes available.
In completing the business case, the need and demand for additional space has been documented,
neighbourhood and community support has been identified, multiple stakeholders have been consulted, and
steps have been taken to ensure that centre development is well aligned with City priorities and plans. This
work has been achieved through a multi-disciplinary approach, with several staff functions contributing to
the project, as well as strong participation from the Kingsdale Neighbourhood Association and House of
Friendship. All of this information confirms the need for the development of a permanent community centre
for Kingsdale as early as 2009, should funding be made available.
The Kingsdale Community Centre was recently expanded to 5,900 square feet as a transitional phase in the
facility's evolution. Given its newness, it is recommended that an analysis of participation be brought
forward after the first year of the expanded centre's operation so that directions proposed in this report can
be evaluated. Furthermore, as the Kingsdale Neighbourhood Association and its partners prepare for the
transition from a temporary program space to a larger, permanent Community Resource Centre
(supplemented by outreach sites in the neighbourhood) a number of aspects should be considered.
Specifically, the KNA must work to build additional operational capacity, expand their volunteer program,
strengthen their multi-cultural and multi-generational programs, follow an appropriate succession plan,
create additional awareness in the community, and continue to evolve their relationships with House of
Friendship and other local partners. The involvement of the community in the delivery and uptake of
services will be critical to the success of the new Kingsdale Community Centre.
BUSINESS CASE: KINGSDALE COMMUNITY CENTRE
FEBRUARY 2007
PAGE 46
APPENDIX - Table of Contents
A - Map of the KingsdaleNanier Planning Area
B - Public Consultation Summary
C - KNNHoF Historic Program Registration Data
D - Facility Components Need Assessment
E - Kingsdale Community Centre Conceptual Layout
F - Capital Cost Estimate (under separate cover)
APPENDIX A
Map of the KingsdaleNanier Planning Area
City of
Kitchener
Kingsdale Community Centre
leaend
Vanier Planning Community
Parks
Education Facility
Places of Worship
Kingsdale Community Centre
Roads
Highway
APPENDIX B
Public Consultation Summary
APPENDIX B - PUBLIC CONSULTATION SUMMARY
KINGSDALE COMMUNITY CENTRE BUSINESS CASE
The public consultation process conducted for the Kingsdale Community Centre Business Case
has utilized a number of techniques in which to solicit information from residents and engage
the interest of the Kingsdale neighbourhood to best determine community need. The following
consultation activities have been initiated:
. two public meetings (September 14 and November 21, 2006, each with approximately
25-30 people in attendance);
. two workshops with approximately 15-20 interested stakeholders (September 21, 2006);
. discussions with the Kingsdale Neighbourhood Association and House of Friendship;
and
. interviews with approximately 10 key stakeholders.
Through the various workshops, meetings and interviews, the following agencies and
organizations were consulted:
1. City of Kitchener (Community Programs & Services)
2. Community Action Program for Children (Catholic Family Counselling Centre)
3. Courtland-Shelley Community Centre
4. Family & Children's Services
5. Holy Trinity Church
6. House of Friendship
7. Kingsdale Neighbourhood Association
8. Kitchener Minor Boys Softball Association
9. Kitchener Public Library
10. K-W Counselling
11. Our Place Family Resource and Early Years Centre
12. Region of Waterloo (Community Outreach Program)
13. Region of Waterloo (Community Safety & Crime Prevention)
14. Region of Waterloo Housing
15. St. Aloysius Church
16. St. Philip's Lutheran Church
17. Unity Centre
18. Waterloo Regional Police
19. Wilson Avenue Public School
20. Wilson Avenue Public School Parent Council
21. Wilson Families & Schools Together
Themes and innovative ideas that emerged from the public consultations have been
documented and summarized below. They are not listed in any particular order of importance,
but rather serve to form an overall representation of the many views towards recreation and
community services in Kitchener and the Kingsdale neighbourhood. Where applicable,
information gained from the public and stakeholder processes has also been integrated into the
Business Case.
B-1
A. Characterization of the Kingsdale Area
If there is one term that residents would use to characterize the Kingsdale area, it would likely
be "diverse". Consultations have revealed that the community views itself as a place that is
home to many residents who are of different cultures, socio-economic strata, ages and
backgrounds. Although there are many long-time residents, Kingsdale is not a very cohesive
community.
For example, residents recognize that the Kingsdale community is termed as being a "Iow-
income" area, but are quick to point out that such a label is inaccurate as there are many hard-
working families residing in the area who earn a decent wage. Residents also indicate that
while the community has large transient/rental and first-time homebuyer populations, there are
many long-time homeowners as well. This has created a unique age profile that is characterized
by many seniors, as well as young adults and children. Adding to the diversity of the area,
Kingsdale is home to many new immigrants to the country.
While there are a number of families that face challenging social circumstances, residents
believe there is an opportunity to assist the entire community through the provision of social and
leisure supports that can be offered through a permanent community centre in Kingsdale.
B. Program I Service Needs & Opportunities
Residents generally feel as though Kingsdale is a "high need" area, especially for social
services. Accessibility is a major inhibitor to participation due to the number of lower income
residents who may rely on modes of transport other than a private car. Those consulted
indicated that given the socio-economic challenges faced by a large proportion of the
community, there is a need to ensure equal access to recreation and community services. For
example, in addition to lack of transportation, program costs are too high for many families to
afford, especially for larger families.
The central theme that emerged from questions pertaining to program and service needs was
that emphasis should be placed on increasing social opportunities and quality of life in
Kingsdale, through community outreach and leisure activities. For example:
. To meet the needs of new immigrants, additional ESL programs and support
mechanisms would help them adjust to life in Canada more quickly and enhance their
ability to make positive contributions in their community;
. To engage youth in socially constructive behaviours, additional drop-in activities and
opportunities for youth to express themselves are required;
. In considering residents with mental health issues, programming and counselling
services for them would reduce their isolation;
. To improve literacy in the community, reading, writing and other communication-related
programs (perhaps in conjunction with the Kitchener Public Library) would be beneficial;
. To accommodate adults in social and leisure programs, child care services should be
provided (for infants under the age of 2 as well as older children);
. To meet the demands of the community's older residents, additional programs offering
wellness and active living opportunities would promote healthy lifestyles;
B-2
. To provide the social services local residents require and also to serve those residents
that cannot access the Kingsdale Community Centre, outreach services are essential.
The public consultation program found that many residents are generally unaware of the
programs and services offered in the community. In fact, many residents are not aware of the
existing Kingsdale Community Centre, possibly due to its location at the end of a dead-end
street. Participants indicated that improving the way that program offerings are advertised to
the community would be of great benefit, either through increasing marketing resources,
communications through apartment buildings and schools to raise awareness among transient
residents, and marketing in multiple languages to engage newcomers to Canada.
In comparison to some other neighbourhood associations in the City, the Kingsdale
Neighbourhood Association (KNA) does not offer as wide a variety of programs. This is largely
due to the lack of appropriate facilities in the area. It was felt that the new community centre
would offer the KNA an opportunity to expand their programs, build volunteer resources, and
generally expand their capacities.
The residents of Kingsdale appear to be genuinely interested in enhancing their quality of life
through the participation in (and provision of) social and recreational opportunities. Rather than
only indicating a need for new programs and services, participants were able to offer unique
insights in how to find solutions to the challenges they face. The participants indicated that it
was important to understand that while they would accept a certain degree of responsibility in
the operation of the centre, their "capacity" to do so should not be benchmarked against other
communities given the fact that many residents may not be able to devote the same amount of
time as would people in more affluent communities (e.g., many Kingsdale residents are on shift-
work, have multiple jobs, etc.).
C. Facility Design & Components
In terms of facility design, participants were able to constructively envIsion design beyond
simple aesthetics - many placed an emphasis on how design should contribute to the facility's
function. In recognizing that the facility should be a place for all Kingsdale residents to gather
and participate in unique programming, participants envision a place that, beyond all else, is
welcoming and encourages the development of meaningful relationships. The staff at the
current facility make people feel welcome, but the portables do not provide the type of warmth
that users are looking for. Many believe that the new facility should incorporate elements such
as the open concept and easy accessibility to front-line staff; it should be a "gateway to
services". Safety should also be a key consideration, not only in the centre, but outside (e.g.,
well lit paths and parking lots).
As part of the design, incorporating multi-lingual signs and easy accessibility for residents with
physical impairments were suggested. Residents visualized a facility that blended formal and
informal design in a manner that would not "institutionalize" the space while also recognizing the
need for proper administrative and service spaces in which staff could effectively do their jobs.
With regard to facility components, residents most frequently asked for gymnasium space, a
commercial kitchen, and banquet/party room rental facilities to accommodate community
events. Designated space for youth and seniors activities was also suggested in order to
provide a range of activities that are popular among these age groups. Many residents felt that
the portable skateboard park has been a successful initiative by the City and they would like a
B-3
permanent skatepark, with spectator seating, to be constructed. Other facility components that
were suggested include a community garden and outdoor skating rinks, and many participants
suggested that the City should explore a partnership with the Kitchener Public Library to include
a branch as part of the new facility in order to promote literacy and employment skills in the
community.
D. Facility Location
Participants indicate that in considering location, there is a need to focus on getting "people to
services" rather than "services to people", in recognition of the fact that the geographic centre of
a community is not always the most accessible location. Residents were largely in favour of
erecting the new structure in Wilson Park, the current site of the Kingsdale Community Centre.
It was indicated that the majority of Kingsdale residents tend to walk, and therefore, moving the
centre to the outside edge of the community would not benefit a vast number of area residents.
Wilson Park is favoured for a number of reasons. Many residents feel as though it is the hub of
the neighbourhood recreation activities given its proximity to the sports fields, trails, outdoor
pool and Doherty Arena. Being on a dead-end street, Wilson Park also offers a higher level of
pedestrian safety from automobiles than some other sites in the community. Its proximity to
Wilson Avenue Public School was also thought to be an advantage in providing programs to
children and youth.
E. Other Comments & Considerations
Residents indicate that a community centre is a high need facility for the Kingsdale community.
They would like to see a community-development model employed in the facility's design and
operation whereby there is continual dialogue between citizens and the City. The community
would like to see innovative approaches to equalize the access of lower income or other socio-
economically challenged residents to programs and services through municipal subsidizations
rather than reliance on external funders and grants. Finally, residents indicate that if a facility is
not built in the neighbourhood, there will be a great sense of disappointment and a feeling that
Kingsdale is being left behind once again.
Note: During this study process, correspondence was received from a number of youth that
utilize the Courtland-Shelley Community Centre. The youth expressed an interest in
expanding youth drop-in activities in the area. This letter is on the following page.
B-4
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. TIle yeatla .... aore wit'a the ,0.. propaDI 8Dd It IaeIpa tIIeat
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__ tIaat tile two Ia01In tIIat.., dollave ~ by fait.
· '!W':1iItea to tIaere leaden at aD tiJIleI aDd do .. they are nllM
Dell tIIeJ.ItJ'8.......- I
. De ymatla fellow aDd IMped" .... oftlae eoa.allity ~re.
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B-5
APPENDIX C
KNNHoF Historic Program Registration Data
ADDendix C
KNA/HoF Histori
Art Box
Kinder Kubs
Kinderplay
Little Tikes Computers
Music & Movement 5 16 21 168 168
New Moms Drop-in
Parenting Workshops
Tot Time 29 16 32 77 616 924
. . . .. . ' : : ' I ·
1/2 Day Club 1\ I~:t;n~tj:)~~~ Room 4 I.
After-school Drop-in M~:t;-n~t~v:;~IGym 13
Babysitting I\~~!~; .Q~:-j:)G~G .Room 8 11 11 22 176 352
Basketball Gym 8
Bike Camp Outdoors LO
Cartooning 1\.1.1.: n,........, ,........... 1m 6 10 16 128 128
1'-11 ~'-'-III"'VY""'
Computers for kids Cor ItJULC1 ~UUII
Craft Club 1\ I~!t; .Q~:-j:)G~G .Room 5 6 11 88 88
Dance .Dance.Room./.Gym 20 23 20 27 70 560 1 ,400
Floor Hockey Gym 2
Funky Sculpting ,'...: Q, ,...................... ,oom 1 10 10 80 80
...., ~,....'I""""'.........
Guitar Lessons ,1.1.:0"....................... ,oom 0.0
....,~, .... '1"""'.........
Homework Drop-In .1.1.: n,......................... oom 3 10 10 20 260 520
...,~,-...'I"'v....""'
Karate lance Rooml 3ym
Kids Can Cook Kitchen 7 6 11 24 192 192
March Break Camp ....'1"""'......... Gym .~
Painted Tails '-1,1"''''....''"' Koom
PO Club ""I"'Vy,,", Gym ~
Piano Lessons ,...................... Koom 0.5
....'1""""'.........
Reading Club ....'1"""'......... Koom 14 7 21 168 168
Sports Drop In Gym
Youth Cou ncil Meeting Room
Youth Drop-in Program (summer I\n, .I...:n..................... 86 86 688 2,064
5days/week, school year Fridays) 'VI""L1-""YVY,,",
Children's & Youth Programs Subtotal -- -- 35 83 86 76 280 2,340 4,992
ADDendix C
KNA/HoF Histori
Bingo
Bocci 14 14 112 336
Card Drop-in 20 20 160 560
Community Garden 5 5 75 75
Computer Courses
Scrapbooking 5 7 12 96 192
Solo
Women's Support Group
Workshops
Yam'N Yak
Yoga 5 6 11 88 88
. . . .. .
All Candidates Meeting
Christmas Party 39 39 39 117
Community BBQ 131 131 131 524
Dance & Silent Auction
Family Nights
Garage Sale
Grand Re-Opening
Halloween Party 58 58 58 174
Mural
Samko
Women's Night Out
YWCA Pancake Breakfast
Special Events Subtotal -- -- 0 0 131 97 228 228 815
Family Outreach Services (NCB)
Food Distribution
Breakfast Club
Lunch Buddies
Food f NCB Outreach Subtotal -- -- 162 465 432 349 1,408 nfa nfa
Preschool Programs
Children's & Youth Programs
Adult Programs
Special Events
Food f NCB Outreach
nfa
*programming for 2006 was reduced due to Centre renovations; data collection methodlogies for NCB Outreach program were modified in 2006, resulting in lowe
**does not include NCB Outreach or Food Distribution programs for the Fall term
^ Participant data is not available for some Summer 2004 programs
ADDendix C
KNA/HoF Histori
Art Box
Kinder Kubs
Kinderplay 7 7 56 84 6 6 4
Little Tikes Computers 2 3 5 40 40 2 3
Music & Movement 16 16 128 128 8
New Moms Drop-in
Parenting Workshops
Tot Time 39 41 16 35 131 1,048 1,572 35 41 23
Preschool Programs 41 44 16 58 159 1,272 1,824 43 58 0 27
2003
.....
vvintel Spring Surnrnl iF; III Total Nlisits Hours
1/2 Day Club
After-school Drop-in 24 33 23 80 1,040 2,080 41 54 15
Babysitting 9 11 20 160 320
Basketball 15
Bike Camp
Cartooning 6 6 48 48 6
Computers for kids 3 3 24 24 3 4
Craft Club 18
Dance 29 24 31 84 672 1,680 29 24 24
Floor Hockey 12
Funky Sculpting
Guitar Lessons
Homework Drop-In 18 18 234 468
Karate 12 12 96 96
Kids Can Cook 7 8 11 26 208 208 7 8
March Break Camp
Painted Tails 15 15 120 120
PO Club 21 26 5
Piano Lessons 8 6 14 112 56 7 7 10
Reading Club 16 9 25 200 200
Sports Drop In 8 8 64 128
Youth Cou ncil 4 8 8 20 40 40 4 8 4
Youth Drop-in Program (summer 86 86 688 2,064 20 20
5days/week, school year Fridays)
Children's & Youth Programs 107 90 86 134 417 3,706 7,532 136 151 0 105
ADDendix C KNA/HoF Histori
2003
Participants Total Total
Winter Spring Summer Fall Total Visits Hours
Bingo 6 8 14 112 336
Bocci 14 14 112 336 18
Card Drop-in 28 32 20 80 640 2,240 28 32 25
Community Garden 7 7 105 105 9
Computer Courses 9 3
Scrapbooking 8 8 64 128
Solo 10 10 80 280 12 12 8
Women's Support Group 7
Workshops 7
Yam'N Yak 6 6 48 96
Yoga
Adult Programs 28 44 21 46 139 1,161 3,521 47 60 27 36
2003
Participants Total Total
Winter Spring Summer Fall Total Visits Hours
All Candidates Meeting 30 30 30 60
Christmas Party 65 65 65 195
Community BBQ 200 200 200 800 116
Dance & Silent Auction
Family Nights
Garage Sale 25 25 25 100
Grand Re-Opening
Halloween Party 88 88 88 264 71
Mural 30 30 90 180
Samko 8 8 8 40 5
Women's Night Out 27
YWCA Pancake Breakfast 50 50 50 150
2003
Special Events 0 230 25 241 496 556 1789 0 27 116 76
Participants
Summer
452
266
Total
1,634
926
Total
Visits
nfa
nfa
Spring
472
297
Winter
334
199
Fall
376
164
Family Outreach Services (NCB)
Food Distribution
Breakfast Club
Lunch Buddies
Total
Hours
nfa
nfa
2003
Food f NCB Outreach 533 769 718 540 2,560 nfa nfa 727 789 822 847
Participants
Summer
Preschool Programs
Children's & Youth Programs
Adult Programs
Special Events
Food f NCB Outreach
~r number
ADDendix C
KNA/HoF Histori
Art Box 3 7 10 180 180
Kinder Kubs 9
Kinderplay 3 6 8 8 25 200 300 4 5
Little Tikes Computers
Music & Movement 3 3 24 24
New Moms Drop-in 14 14 112 112
Parenting Workshops 12 13 28 53 159 159
Tot Time 24 39 56 25 144 1 ,152 1,728 24 34
Preschool Programs 30 74 84 61 249 1,827 2,503 28 39 0 9
1/2 Day Club 6 8 9 23 92 368 11 13 7
After-school Drop-in 19 22 18 59 767 1,534 19 19 15
Babysitting 9 9 72 144
Basketball 21 21 16 58 464 928 17 27 12
Bike Camp
Cartooning
Computers for kids
Craft Club
Dance 27 27 13 67 536 1,340 11 13 14
Floor Hockey 15 15 30 240 480
Funky Sculpting
Guitar Lessons 8 8 16 128 64
Homework Drop-In
Karate
Kids Can Cook 13
March Break Camp 37 37 222 1,776 26
Painted Tails
PO Club 28 28 112 896 11 11 7
Piano Lessons 10 10 14 34 272 136 18 22 19
Reading Club
Sports Drop In
Youth Cou ncil 4 4 8 16 16
Youth Drop-in Program (summer 24 28 24 76 608 1,824 7 25
5days/week, school year Fridays)
Children's & Youth Programs 143 180 24 98 445 3,529 9,506 87 138 0 112
ADDendix C
KNA/HoF Histori
Bingo
Bocci 23 23 184 552 26
Card Drop-in 30 34 35 99 792 2,772 32 32 33
Community Garden 9 9 135 135 10
Computer Courses 5 2 5 3 15 120 120 5 2 5
Scrapbooking
Solo 10 12 14 36 288 1,008 15 15
Women's Support Group
Workshops 13 13 13 39 3
Yam'N Yak
Yoga
Adult Programs 45 48 50 52 195 1,532 4,626 52 49 36 41
All Candidates Meeting
Christmas Party
Community BBQ
Dance & Silent Auction
Family Nights
Garage Sale
Grand Re-Opening
Halloween Party
Mural
Samko
Women's Night Out
YWCA Pancake Breakfast
110
10
10
6
10
6
30
24
10
6
45
112
112
112
336
85
Special Events 0 0 118 10 128 128 390 0 45 120 85
Family Outreach Services (NCB)
Food Distribution
Breakfast Club
Lunch Buddies
Food f NCB Outreach 1,012 1,093 1,001 1,165 4,271 nfa nfa 675 1,111 859 22 2
Preschool Programs
Children's & Youth Programs
Adult Programs
Special Events
Food f NCB Outreach
2
APPENDIX D
Facility Components Need Assessment
APPENDIX D - ASSESSMENT OF POTENTIAL FACILITY COMPONENTS
KINGSDALE COMMUNITY CENTRE BUSINESS CASE
The following is a discussion pertaining to the need for various space components being
considered in the design of a permanent Community Centre for Kingsdale. To develop a full
understanding of facility needs, this material should be read in conjunction with the Business
Case, including the trends analysis, demographic profile, public input summaries, and program
registrant trends.
1. Gvmnasium
. The KNA rents the St. Aloysius School gym 2 days a week for court sports and dance
classes; however, the days and times are subject to change as school activities take
priority over community rentals.
. Gymnasium-based programs currently provided by the KNA include:
o Basketball
o Floor Hockey
o Children's Dance Programs, e.g., beginner jazz, beginner ballet, street dance/hip
hop
. The following events are currently held at the KCC, but would be better accommodated
in a gymnasium within the new centre:
o Yoga
o Children's Christmas party
o Children's Halloween Party
o Family Fun Nite
o Kingsdale Community Celebration
o Kitchener Minor Softball has expressed interest in using a gymnasium for 5-10
hours per week during the months of January to April.
. The KNA does not have access to school gyms until after school is finished for the day -
this limits the type of programming they can offer, especially after-school programs. As
such, access to school gyms is becoming increasingly challenging.
. The rental cost for school gymnasiums is currently being offset by a provincial grant,
which is accessed through an agreement between the Ciry and local school boards.
The long-term availability of this program is unknown.
. Local gymnasiums are unable to provide outside users with storage space; many of the
programs the KNA would like to offer are equipment-intensive.
. Gymnasiums are multi-purpose in nature, being able to accommodate a wide range of
activities such as adult and senior fitness, self defense, sports, drop-in, dances, events,
day camps, etc.
. It is anticipated that the KCC gym would be used for active sports (e.g., basketball,
volleyball, floor hockey, etc.), after school drop-in activities, large community gatherings,
dances, etc. The gym will be divisable to create two smaller programmable spaces. The
gym will also be available for rental during non-programmed times, which could help to
offset operational costs to a small degree.
. In general, there is strong demand for activities such as basketball, floor hockey, low-
impact fitness activities, tai chi, adult volleyball, etc.
. A double gymnasium is seen by the public and operating partners as a necessity for the
new Kingsdale Community Centre as it will accommodate a very wide range of activities
for all ages, especially youth. Many communities are now including gymnasiums in their
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new facility models due to their versatility, a renewed focus on physical activity, and
challenges surrounding access to school gyms (access and storage at school gyms in
the Kingsdale area have been noted as barriers).
2. Preschool Rooms
. Preschool programs are an important part of House of Friendship's current services.
Early Years programming is largely funded by the Ontario Ministry of Children and Youth
Services and includes programs such as:
o Tot Time, drop in
o Reading is Fun
o Kinderplay
o Art Box
o Mother Goose
o Music and Movement
o Learning Begins
o Healthy Start
o Parenting Resource Library
o Parenting Workshops
o Kinder Kubs Preschool
o Make the Connection
o First Timers
o Just For Grandmas
. In recent years, preschool program participation has been on the rise, with many new
parents and children becoming involved.
. The KNA has suggested that 2 to 3 preschool rooms are needed in addition to a
separate room for after-school programs. The reason for multiple pre-school rooms is to
provide facilities for infants, tots and young children that have different needs.
. The pre-school and early years programs run by the Kingsdale Neighbourhood
Association and House of Friendship have always run at capacity and many have
generated waiting lists; the number of participants grew by 154% between 2002 and
2005. The demographic composition of the neighbourhood - particularly the high
percentage of single parent families, lower income households and new immigrants -
suggests an even greater need for the social and educational opportunities provided by
pre-school programming. Furthermore, trends indicate an increase in home schooled
children and more and more grandparents are watching their children as the parents
work; these trends suggest a strong need for dedicated pre-school space.
. The pre-school room is not intended to be operated as a licensed daycare, but rather it
would accommodate programming during the day and be available for use as a
childcare room in the evening so as to allow parents to participate in adult programming
(e.g., ESL courses, aerobics, etc.).
3. Babvsittintl I Infant Room
. At present, many adults with children under the age of 2 are unable to participate in
programs due to a lack of childcare (the pre-school rooms are designed for children over
the age of two or two-and-a-half). This limitation could cause certain individuals (e.g.,
the working poor, female immigrants, etc.) to not access services altogether, thereby
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impacting on their ability to improve their lifestyles. This is particularly acute for life skill
programs such as ESL and parenting workshops. The provision of a babysitting room
for infants, if appropriately staffed, would help to address these situations.
. Stakeholders have suggested that a preschool room should not double as an infant
room due to the different requirements of the two age groups. Ideally, the infant room
should be a dedicated space that does not require equipment/toys to be stored away
and brought out when in use.
. Rooms with toys for infants and preschoolers were requested by residents at the public
meeting.
4. Dance I Fitness Studio (multi-use room with Wood-sDruno floor)
. As the population ages, there is expected to be declining membership at fitness centres,
but increasing demand for fitness programming.
. There is also increasing interest in a broad range of new, holistic, health-based, and
specialized activities (e.g., pilates, sport-specific training, athletic therapy, etc.). "Active
living" programs and services are also an increasing focus of leisure providers,
especially as the number of older adults increases (active living refers to the integration
of physical activities into one's daily routine).
. A multi-use room with a wood sprung floor would be ideal for accommodating dance and
fitness activities, however, should only be considered if these activities could not be
adequately accommodated in the gymnasium (due to other program schedules), which
will also likely have a wood sprung floor.
. The KNA's dance programs have historically been well attended as the group is able to
offer a high quality and affordable program to local youth. A dance studio / exercise
room (which would preferably have a wood sprung floor), would also be an appropriate
space for aerobics and martial arts programs, both of which were raised as desired
activities during the public consultation process. General trends indicate that there is
growing demand for fitness programming, particularly wellness activities targeted toward
seniors (e.g., tai chi).
5. Multi-use I Meetino Rooms
. Multi-purpose rooms (particularly those with divisible walls and kitchenettes) are highly
flexible and adaptable to a wide range of programming and are considered a basic
amenity in community centres. The number of multi-use and/or meeting rooms should
be determined based on an assessment of potential programming offerings.
. A number of stakeholders and community residents expressed an interest in the centre
having a room that could be rented out to local residents for gatherings and parties;
given the prevalence of medium to high density housing in the area, it was felt that such
a room would be well used.
. Flexible design is paramount in new recreation facilities, and the inclusion of several
multi-purpose rooms reflects this objective. Multi-purpose rooms (particularly those with
divisible walls and kitchenettes) are highly flexible and adaptable to a wide range of
programming and are considered a basic amenity in community centres. In the
Kingsdale facility, it is anticipated that these spaces will be used for after-school and
drop-in activities, music, crafts, workshops and courses, and private rentals; demand for
each of these activities was expressed by the community. There are several programs
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that the KNA could offer out of such spaces, but are currently unable to do so due to a
lack of space. In fact, the high degree of rental housing in Kingsdale, combined with the
area's ethnic composition, has resulted in several requests for room rentals for family
gatherings - multi-purpose rooms would fill this need.
. The stakeholder and public consultation program undertaken for this project has
suggested that there is a need for an additional pre-school room. Requests were also
received for a study room for homework activities. The socio-demographic of the
community confirms that Kingsdale has a large number of youth and seniors living in the
area; however, there are no dedicated activity spaces for each of these groups.
Furthermore, the aging of the population indicates that the number of seniors is on the
rise and the Kingsdale housing profile suggests that the area will continue to attract
many families - as such, youth and seniors are anticipated to be core markets for the
KCC for quite some time. It is also likely that Kingsdale contains a number of "at-risk"
youth, which is a population that could benefit enormously from inclusive and affordable
recreation activities with friendly program structures. Also of note, integrating dedicated
youth and/or seniors' spaces within community centres creates economies of scale and
synergies relating to programming and facility operations.
. While the need for these spaces is apparent at this present time, these rooms have also
been listed as multi-purpose rooms to ensure that they remain flexible to changing
trends. It is expected that the anticipated program role for these rooms will be
reassessed closer to the time of facility design and construction.
. Programs currently provided by the KNA that would utilize a meeting or multi-purpose
room include:
o Children's Afterschool Drop-in
o PD Day Club
o Youth Drop-in & Summer Drop-in
o Piano lessons
o Guitar lessons
o March Break Camp
o Lunch Buddies
o Books for Birthdays, drop-in
o Ladies Night Out
o Women's Support Group
o Fathers Support Group
o Tools for Change Workshops
o Parent Workshops
o Chess / Lego for Kids
o St. John's Babysitting Course
o Crafty Kids
o Sign Language
o Hispanic Family Night
o Brownies (private rental, 2 hours per week)
o FAST Works Program (private rental, 2.5 hours per month)
o KNA monthly meeting (1 meeting per month, 2 hours)
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6. Arts and Craft room
. At present, the KNA offers limited visual arts programming, although there was some
interest expressed from the public in additional opportunities in this area, particularly for
teens and children.
. Such a space could be designed to facilitate a range of arts programming, including
music, painting, crafts, etc. and could have storage and display areas. A washable floor
and sink are necessities for such a space; natural light is also recommended.
7. Seniors Lounoe I SDace
. The Rockway Centre is nearby, but is not easily accessible by those without a vehicle
and is a larger centre that may not appeal to all individuals.
. Seniors over the age of 55 constitute 21 % of Kingsdale's population (as of 2001) and it
is expected that the number of seniors will be significantly greater as aging trends
continue.
. The aging baby boomers are fitter and more interested in maintaining an active lifestyle,
which is expected to translate into increased participation in active recreation pursuits
(albeit at a gentler pace), particularly those that are health and fitness related. The
majority of the needs of the "new senior" are best met at a community centre with
gymnasium, swimming, and fitness facilities.
. Although some seniors have higher incomes, there is still a generation of seniors who
are surviving on very low incomes, especially widowed single women. Access to social
services and affordable activities will still be a deciding factor for whether or not seniors
would utilize any facility.
. Many other municipalities are moving away from stand-alone seniors centres and
favouring an approach that integrates seniors activities and spaces into multi-use and
multi-generational facilities; this approach is felt to deliver greater economies of scale
and can potentially offer patrons an improved range of services.
. Senior programs currently provided by the KNA include:
o Euchre, drop-in
o Solo & Marbles, drop-in
o Bocci (outdoor), drop-in
o Knitting and Crochet Meetup
8. Youth Lounoe I SDace
. Kingsdale contains an average proportion of youth compared to other planning districts
in the City; however, many can be considered "at-risk" given the socio-economic
composition of the community. A "growing gang culture" was mentioned at the public
meeting.
. Youth in the Courtland-Shelley area have requested additional youth drop-in time (the
Courtland-Shelley Community Centre only offers this program 2 hours per week and is
unable to expand due to capacity issues). The youth have noted the positive impact
such opportunities have on their social wellbeing and self-esteem. Dedicated youth
space or a multi-purpose room could accommodate this type of programming.
. Although not just limited to youth, the emphasis that the Federal and Provincial
governments are currently placing on physical activity levels bears noting; programs are
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gradually being put into place to address health-related factors through the promotion of
leisure activities. This could translate into additional program funding and potentially
greater interest in physical activities amongst youth and other age groups.
. Most communities indicate that there is a need to more successfully engage youth in
meaningful activities, whether they be recreation or community-based. This notion holds
true for Kingsdale based on the information presented at the public meeting.
. Youth involvement in recreational and sport pursuits should be maximized in order to
build healthy, well adjusted and contributing adults.
. Female youth drop out of recreational activities at a significant rate at the age of 12-14;
more directed efforts are required to keep females involved and to provide role models.
. Youth are traditionally a very challenging market for municipalities and community
organizations to serve due to their diverse range of interests, transportation limitations,
and issues related to peer dynamics.
. Teens are generally looking for more social events (such as dances), as well as
unorganized activities (such as drop-in programs or simply hanging out); affordability is a
key issue with any event or activity.
. The same approach recommended for seniors' facilities can be applied to youth centres
- that is, that they need not be stand-alone structures; rather, it is preferred that they be
integrated into community centres to capitalize on cross-programming opportunities and
operational efficiencies.
9. Computer Lab I Study Space
. Computer programs are offered by both the Kingsdale Neighbourhood Association and
House of Friendship.
. The five computers at the Kingsdale Community Centre are well used, although their
availability is often limited by the Centre's ability to supervise use.
. Requests were received through the public consultation program for a homework centre
or quiet study space that could be used by students after school. A computer lab could
potentially be designed to double as such a space.
. Access to computers, particularly word processing programs and the Internet, is a much
requested service at the Kingsdale Community Centre. With the Kingsdale area - as a
whole - exhibiting lower than average household income levels, it is likely that fewer
families have direct access to computer resources and, therefore, there is a greater
reliance on public access computers (and there is no public library in the Kingsdale
community). Primary uses for computers include school work, job search, and
educational courses. For supervision purposes, it is recommended that the computer
area be visible from the staff offices and/or reception area.
10. Outreach Office I Interview Room
. In the last couple of years, the provision of outreach services through the Kingsdale
Community Centre has increased dramatically. This increase in service provision
reflects community needs as well as the ability of these services to maximize informal
recreational settings to address wider social challenges.
. The Region of Waterloo administers a Community Outreach Worker program (with
funding from the Federal and Provincial National Child Benefit Reinvestment Strategy),
partnering with community agencies that employ frontline outreach workers to assist
0-6
families in meeting their basic needs (e.g., food, clothing, shelter, transportation,
childcare, counselling, and recreation). House of Friendship is the community agency
that employs the Outreach Worker in the Kingsdale community.
. There is a need for a central coordination hub and a space to accommodate interviews,
assessments, and related administrative functions for the outreach program.
. The Stanley Park Community Centre - to use one example within the City of Kitchener -
has an outreach room off the lobby which can be used for interviews, small group
meetings, shared work space, etc.
. In the last couple of years, the provision of outreach services through the Kingsdale
Community Centre has increased dramatically. To sustain this program, there is a need
for a central coordination hub and a space to accommodate interviews, assessments,
and related administrative functions.
11. Storaae
. House of Friendship currently offers a food hamper distribution program one day per
week at Kingsdale Community Centre. This program is supplemented by a food
cupboard program that provides smaller amounts of food on a more frequent basis. In
2004, 82,500 pounds of food was distributed at this location and the demand continues
to grow for this very important service.
. For the Food Distribution programs, a separate storage room is required. This room
should be sufficiently large enough to accommodate refrigerators, freezers, cupboards,
work space for sorting and packaging, and an attached office.
. Storage space is also required for program equipment, clothing (for the exchange/
distribution program), etc.
. The Kitchener Minor Softball Association, which utilizes the four diamonds in Wilson
Park on nearly a nightly basis, has requested that its storage needs be considered in the
design of the community centre. Specifically, the organization is interested in a 300 to
400 square foot secure storage space that can be accessed from both the inside and
outside.
. The KCC also offers clothing programs; demand continues to grow in the Kingsdale area
for this service. This program requires separate storage room, as well as a shared
workroom for sorting and packaging.
12. Commercial Kitchen
. Although not a requirement for the food distribution program, several stakeholders and
residents suggested that the new community centre should contain a "commercial"
kitchen that is conducive to cooking for larger groups and that can also be used for
nutrition/ cooking classes. A commercial kitchen standard is much more elaborate (and
costly) than a serving kitchen as it requires proper ventilation and other amenities.
. Various community nutrition programs are provided at the KCC aimed at educating
children and adults about cooking and nutrition.
. The kitchen should be accessible from the hallway, gymnasium, and outside (for
loading).
. Cooking and food preparation programs were a request received from the public
consultation program and were felt to be especially in demand due to the demographic
and ethnic composition of the neighbourhood. Various community nutrition programs
0-7
are provided at the KCC aimed at educating children and adults about cooking and
nutrition and a commercial kitchen would be able to supplement these programs.
13. Office SDace
. The number of offices should be determined once a staffing structure for the centre is
established.
. The Kitchener Minor Softball Association is interested in sharing office space (needs a
place for its files, etc.).
14. Li brarv
. The public and stakeholders expressed strong interest in the establishment of a
Kitchener Public Library (KPL) branch library in the Kingsdale area. It was suggested
that this service could help improve literacy in the community and provide improved
access to literary resources.
. KPL currently operates one main library and four branch libraries in the City. The
nearest library to Kingsdale is the Country Hills Community Library located at St. Mary's
High School at the corner of Block Line Road and Homer Watson Boulevard. This
14,000 square foot facility is the City's newest and contains a large community meeting
room, a children's program area, a special teen area and an open-concept computer
centre. Geographically, this library is situated reasonably close to the west side of the
Kingsdale community; however, the rail line between Courtland Avenue and Homer
Watson Boulevard creates a barrier, particularly for library patrons without vehicles. The
City is, however, planning to extend Block Line Road in the near future (it is in the capital
forecast for 2008-09), thereby improving accessibility to the Country Hills Community
Library; walking distance to this facility would be approximately 2km from Wilson Park
and 1 km from Courtland Avenue.
. The KPL offers an outreach program for children ages 0-6 and their families (called
"Library Links for Life") by providing visiting library service to homes and eight sites in
the City, including the Kingsdale and Courtland-Shelley Community Centres. This
program consists of a deposit collection of children's books (English-only) aimed at
improving literacy among young readers.
. In addition to collections, the Kitchener Public Library is also a program provider, offering
a range of educational programs (e.g., story time, readers' series, computer courses,
homework clubs, etc.) and special events (speakers, movies, etc.) aimed at residents of
all ages. At present, the KPL's programs are held at library venues; however, several of
them are provided in partnership with neighbourhood associations and social agencies.
While the KPL does not have a facility presence in the Kingsdale area, there is the
potential for future program partnerships aimed at meeting the educational needs of the
community.
0-8
15. Licensed Davcare
. Several requests were received through the public consultation program for additional
licensed daycare spaces in the community. Neither the KNA or HOF are presently
interested in running a daycare; such a facility would be best managed by an existing
non-profit daycare agency. In this way, the daycare agency would be a tenant in the
City-built facility and a partnership agreement would have to be entered into to protect
the City's interests in the facility. The willingness of the City to consider such an
arrangement is not known, although it is likely that the expected construction budget is
not sufficient to support such a space. Interest from potential operators has not yet been
gauged, nor are there any assurances that the Region would make additional daycare
spaces available.
. A 2005 report entitled "A Community Fit for Children: A Focus on Young Children in the
Waterloo Region" (prepared by the Ontario Early Years Centres) reports that there are
approximately 150 licensed centre-based and home child care spaces for children ages
0-12 in the Vanier/Rockway neighbourhood (which is mostly comprised of the Kingsdale
community). This translates into the provision of approximately one centre-based child
care space per 26 children ages 0-6 in the Kingsdale area, compared to 1: 1 0 for the
entire Region. The ratios of home-based child care spaces in the Region and the
Kingsdale area are more comparable. This report suggests that there is a need for more
licensed spaces for the 0-2 age group in particular.
16. Lobbv I Lounoe
. A significant request from the public and stakeholders was the provision of an open and
welcoming lobby area with seating (much like what is provided at Stanley Park
Community Centre). It was felt that the entryway sets the tone for the facility and it
needs to be comfortable space for people to congregate and pass through. This was
accommodated in the facility design objectives through considerations for an "open"
reception desk, wider hallways and natural light in the corridors.
17. Potential Outdoor Facilities
Although the proposition of outdoor activity areas and facilities is generally outside the scope of
this Study, it is prudent to identify those requests that were received through the public
consultation program, namely:
. Splash Pad
. Skateboard Park
. Community Garden Plots
. Playground
. BBQ Patio / Bake Oven
. Concession
. Graffiti Wall
. Basketball Court
0-9
APPENDIX E
Kingsdale Community Centre Conceptual Layout
APPENDIX F
Capital Cost Estimate (under separate cover)
APPENDIX TO KINGSDALE COMMUNITY CENTRE BUSINESS CASE:
Adaptive Re-use of Doherty Arena, Wilson Park
October 10, 2007
We have explored the opportunity of using the Doherty arena at Wilson Park to house the new
Kingsdale community centre.
The existing Doherty arena which is located in the park adjacent to the existing Kinsgdale
Community Centre site, contains approximately 28,000 sq.ft of space, including 22,000 sq.ft
within the ice pad enclosure.
The program of requirements for the new Kingsdale Community Centre as determined by the
Pubic Consultation process in late 2006 totalled 17,200 sq.ft.
The site of the arena is a recognized hub within the community and therefore is a good location
for the community centre.
Separate reports have been prepared on the condition of the building envelope (Pretium
engineers 2004), and the Decommissioning of the building (City of Kitchener with GSP & TSH,
June 2004)
Grand River Conservation Authority has confirmed that the building is not within a flood plain,
and that the setbacks from Montgomery Creek do not encroach on the existing building area.
There is a wetland to the north east, which coincides roughly with the wooded area, and this is
also not impacting the arena building.
The building structure is in relatively good condition; in particular the glulam arch structure
appears to be serviceable. Exterior walls are uninsulated, and would need to be partially rebuilt
for any new use. The roof of the arena is PVC, installed in 1997. The anticipated life span of the
roof is 22 years. Therefore, roof maintenance or replacement can be anticipated in 2017.
None of the mechanical or electrical systems, other than primary service to the building, are
expected to be retained due to their age, and the intended change of use.
Decommissioning:
Instead of demolishing the entire building, the decommissioning of Doherty would be limited to
removal of the refrigeration plant, glycol cooling system, transformers, lighting, dehumidifiers,
and any hazardous substances.
Refrigeration plant and the slab cooling system will need to be removed, and the permafrost
allowed to come out of the ground. (This process is expected to take approx 6 months). Exterior
walls would also be removed and rebuilt.
The benefits of re-using the existing structure including cost benefits aswell as environmental
benefits.
LEED - Leadership in Energy efficiency and design:
Reuse of an existing building is by definition more efficient in the use of resources for
construction than a new building. There are many successful examples of adaptive re-use,
where a building which has become obsolete for one use can be renovated to be suitable for a
new use.
Retention of existing site development, site servicing infrastructure, parking etc. are all net
benefits which contribute to a re-use project.
The existing building envelope in the case of Doherty Arena, is structurally sound. The
structure, foundations, slab, and exterior envelope typically account for 25 - 30% of the cost of
a building. Clearly the insulation values and natural light will require a different approach for use
as a community centre. All mechanical & electrical systems within the building will need to be
installed new; and this will bring the energy efficiency of the building up to the standards
established by the LEED rating system, or by the CBIP program / Model National Energy Code.
The following is the program of areas resulting from the concept design. All the areas can be
readily accommodated within a renovated arena volume. There is a partial constraint in
accommodating the gym, since the required 18' clear height can only be accommodatedin the
central portion of the existing building. The changeroom area at the front of the existing building,
and the area housing the refrigeration equipment at the rear, will be demolished, aswell as part
of the arena volume that is not useful for the required program area. The total demolition area is
approx. 16,000 sq.ft (11,000 of the existing arena volume, plus the ancillary spaces)
Program of areas:
Concept layout
Gymnasium (City of Kit. Standard)
Preschool room
Multi-purpose rooms:
3250 sq.ft
1064
1 @ 800
1 @ 665
1 @ 984
1 @ 1 000
775
1000
1000
350
260
350
3952
1750
Dance/Exercise room
Computer stations / resource area / Lounge
Admin area
Meeting room
Kitchen
Food & Clothing storage
Storage & support spaces
Gross-up factor / circulation
TOTAL BUILDING AREA:
17,200 SQ.FT
A class C cost estimate has been prepared based on the plan A-SK-3. The cost estimate is
attached.
Marina Huissoon, Architect
OAA, MRUP, MRAIC, LEED AP
Green Propeller design
Architecture & Building services
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