HomeMy WebLinkAboutCIS Agenda - 2020-01-131 Community & Infrastructure Services Committee
Agenda
KITCHENER Monday, January 13, 2020
12:30 p.m. — 3:00 p.m.
Kitcheneerr City Hall
Office City Clerk Council Chamber
200 King St. W. - 2nd Floor
Kitchener ON N2G 4G7
Page 1 Chair - Councillor K. Galloway-Sealock Vice -Chair - Councillor D. Schnider
Consent Items
The following matters are considered not to require debate and should be approved by one motion in accordance
with the recommendation contained in each staff report. A majority vote is required to discuss any report listed
as under this section.
1. CSD -20-001 - Neighbourhood Association Affiliation 2020
2. CSD -20-002 - Appointments to the Grand River Accessibility Advisory Committee (2020)
3. DSD -20-003 - Naming of a Private Street
- Block 1, 58M-632
- Schlegel Urban Developments Corp. (Fusion Homes Inc.)
4. DSD -20-004 - Naming of Private Streets
- 15 Tartan Avenue
- Primeland Developments (2003) Limited
Delegations
Pursuant to Council's Procedural By-law, delegations are permitted to address the Committee for a maximum of five
(5) minutes.
• Item 5 - P. Craig
Discussion Items
5. DSD -20-005 - On -Street Parking Regulations — St George Street (15 min)
6. INS -20-001 - Additional Federal Gas Tax — Woodside Park & Sportsfields Allocation (20 min)
7. DSD -20-006 - Affordable Housing Strategy - Housing Assessment Report (60 min)
(Staff will provide a 10 -minute presentation on this matter)
(Materials to be circulated under separate cover)
Information Items
• CAO -19-018 - 2019 Business Plan Year End Report
• CAO -19-019 - Audit and Accountability Fund
(Materials to be circulated under separate cover)
• COR -19-045 - Inventory of Existing Agreements and Contracts
Dianna Saunderson
Committee Administrator
** Accessible formats and communication supports are available upon request. If you require assistance to
take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 **
i
Staff Repoil LL
Ki r r�- \_1 R
Community Services Department www.kitchener.ca
REPORT TO:
Community and Infrastructure Services Committee
DATE OF MEETING:
January 13, 2020
SUBMITTED BY:
Mark Hildebrand, Director, Community Programs and Services,
519-741-2200 ext 7687
PREPARED BY:
Steve Roth, Manager, Community Centres, 519-741-2200
ext 7077
WARD (S) INVOLVED:
All
DATE OF REPORT:
December 19, 2019
REPORT NO.:
CSD-20-001
SUBJECT:
Neighbourhood Association Affiliation 2020
RECOMMENDATION:
That the list of proposed Neighbourhood Associations, as attached to Community
Services Department report CSD -20-001, be approved for affiliation for the year 2020
and added to the City of Kitchener's third party liability insurance program.
BACKGROUND:
In July 2002, Kitchener City Council approved the introduction of an Affiliation Policy for
Kitchener Neighbourhood Associations (NAs). This policy and approval/renewal process was
developed in collaboration with staff and Neighbourhood Association (NA) representatives.
Its purpose is to ensure that NA groups on the official list receive access to City of Kitchener
supports and resources. As well, the policy clarifies the role and responsibilities of the NAs
and the City. As outlined in the policy, NAs will:
• Be a voluntary, not-for-profit, non-partisan, non -denominational group based in a
geographic neighbourhood within the borders of the City of Kitchener.
• Be inclusive of and responsive to the needs of the community within the specific
geographic area defined by the group.
• Be open to the public and make this known through communication to the residents of
that neighbourhood by, at a minimum, publishing a contact number or through other
means such as a newsletter.
• Have some level of activity with, at minimum, a contact person.
• Have some structure for accountability.
The City of Kitchener provides affiliated NAs:
• Coverage by a commercial general liability insurance policy, provided through the
Waterloo Region Municipalities Insurance Pool.
• Access to facilities, program grants, staff assistance and printing for newsletters,
minutes and flyers (subject to guidelines and budgetary availability).
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
1-1
• REPORT:
Annually, the affiliation of NAs is approved and/or renewed for the following reasons:
• To ensure that NAs on the list are active and continue to meet the criteria for affiliation;
• To ensure that the contact information for affiliated NAs is current; and
• To obtain permission to release contact information to the public and staff.
Thirty Neighbourhood Associations are being recommended for affiliation in 2020, including
a group who has been re-established in Ward 3 (Grand Hill Village Neighbourhood
Association) and a new group known as The Downtown Kitchener Neighbourhood
Association.
Residents of a Downtown Kitchener neighbourhood contacted the City of Kitchener in 2018
with an expressed interest in forming a Downtown Kitchener Neighbourhood
Association (DTKNA). Over the course of 2018, the Downtown Kitchener resident group
met with current neighbourhood associations that bordered the proposed Downtown
Kitchener Neighborhood Association boundaries. Through these meetings the group was
able to identify that their needs are different from the existing surrounding neighbourhood
associations; many residents are renters or living in condo style buildings. All of the existing
neighbourhood associations were supportive of the development of DTKNA. The
boundaries for this proposed Neighbourhood Association would be Joseph Street to Victoria
Street to Weber Street to Scott Street, with a small jut -out down Benton to Courtland and
back up Queen to Joseph. This area is comprised of 1639 households.
In the early months of 2019, the residents hosted three community meet -ups within the
downtown core. The purpose was to learn more about the residents of the downtown core
and how they want to create community. Out of these meetings, three residents confirmed
their interest in continuing the pursuit of an official neighbourhood association. In August
2019, the residents received funding through the City of Kitchener to further engage and
advertise the DTKNA through a targeted post card mailer and develop a website. In
September 2019 members of the downtown core partnered with Victoria Park
Neighbourhood Association to host the Gaukel Street Pop Up. The purpose of the
Downtown Kitchener Neighbourhood Association is to enhance and animate community
spaces, plan and run social and community -building events, and provide support to
programming run through the DNA.
Grand Hill Village Neighbourhood Association has been in operation for 55 years. This
group holds holiday parties, tea socials, neighbourhood clean ups, and Christmas Light
competitions. Through these smaller scale events, they connect neighbours and deepen
community. As leadership transitioned, GHVNA's affiliation with the City lapsed in 2017. As
new members joined the association, GHVNA sought to be re- affiliated with the City. The
reasons they are seeking affiliation are: (1) Staff Support (2) Recognition on City's Website
(3) Insurance.
Both organizations are voluntary, not for profit, non-partisan, non -denominational groups
and have all of the require characteristics as outline in the affiliation policy for City of
Kitchener Neighbourhood Associations.
1-2
Thirty NAs are being recommended in 2020 for affiliation. Volunteers from these Associations
contribute countless hours to enhance the quality of life in their neighbourhoods by: i) planning
and implementing recreation programming in community centres, schools and churches
across the city; ii) offering special events reflecting resident interests and celebrating
significant milestones; and/ or iii) responding to neighbourhood issues in areas such as
planning, heritage, safety and social needs.
Please find attached a list of thirty NAs being recommended for affiliation with the City of
Kitchener in 2020 (see Appendix A).
Staff is currently working on modifications and updates to the Neighbourhood Association
Affiliation agreement. We anticipate bringing a draft of this policy to council in May of 2020.
If approved, we anticipate keeping the existing policy in place for the rest of 2020, with a
formal roll out of the new policy for 2021, while engaging all Neighbourhood Associations on
the new policy for its roll out in the new year.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the city's strategic vision
through the delivery of core service.
FINANCIAL IMPLICATIONS:
There are currently no financial implications. Services to NAs are provided through the
Neighbourhood Programs and Services budget and printing process. However, as the
population of the City of Kitchener increases and new neighbourhoods emerge, the current
funding and support available to NAs will need to be reassessed to maintain the vibrancy and
level of support to Kitchener neighbourhoods.
COMMUNITY ENGAGEMENT:
Staff has consulted with NAs concerning the affiliation process, and will confirm affiliation
status for 2020, once approved. Information sharing and collaboration will occur as
appropriate with emerging neighbourhood groups in regard to the process for affiliation.
The approved 2020 affiliation list will be shared with internal divisions such as Information
Technology, Clerk's, and Communications to maintain updated information for access by the
public, Council and staff.
ACKNOWLEDGED BY: Michael May, Deputy CAO, Community Services
1-3
APPENDIX A
Community Programs and Services
2020 Neighbourhood Associations and Ward Councillors
Ward Ward Councillor Neighbourhood Association
WARD ONE
Scott Davey
Bridgeport Community Association
Stanley Park Community Association
WARD TWO
Dave Schnider
Centreville -Chicopee Community Association
Stanley Park Community Association
WARD THREE
John Gazzola
Kingsdale Neighbourhood Association
Grand Hill Village Neighbourhood Association
Settler's Grove Association
WARD FOUR
Christine Michaud
Caryndale Neighbourhood Association
Doon Pioneer Park Community Association
WARD FIVE
Kelly Galloway-Sealock
Huron Community Association
Williamsburg Community Association
WARD SIX
Paul Singh
Alpine Neighbourhood Association
North Six Neighbourhood Association
Country Hills Recreation Association
WARD SEVEN
Bill loannidis
Boardwalk Neighbourhood Association
Forest Heights Community Association
WARD EIGHT
Margaret Johnston
Cherry Park Neighbourhood Association
Forest Heights Community Association
Greenbelt Neighbourhood Association
Victoria Hills Neighbourhood Association
Westmount Neighbourhood Association
WARD NINE
Debbie Chapman
Cedar Hill Community Group
Cherry Park Neighbourhood Association
Downtown Kitchener Neighbourhood Assoc.
Highland -Stirling Community Group
Mill -Courtland Neighbourhood Association
Victoria Park Neighbourhood Association
Downtown Neighbourhood Alliance
WARD TEN
Sarah Marsh
Auditorium Neighbourhood Association
Central Frederick Neighbourhood Association
Downtown Kitchener Neighbourhood Assoc.
King East Neighbourhood Association
Mt -Hope Breithaupt Park Neighbourhood
Association
Olde Berlin Towne Neighbourhood
Association
Downtown Neighbourhood Alliance
Mayor: Berry Vrbanovic
1-4
i
Staff RepoilK�Ai \_1 R
Community Services Department www.kitchener.ca
REPORT TO: Community & Infrastructure Services Committee
DATE OF MEETING: January 13, 2020
SUBMITTED BY: Mark Hildebrand, Director Neighbourhood Programs & Services,
519-741-2200 ext. 7687
PREPARED BY: Lolita Paroski, Inclusion Coordinator, 519-741-2200 ext. 7226
WARD (S) INVOLVED: All
DATE OF REPORT: December 9, 2019
REPORT NO.: CSD -20-002
SUBJECT: APPOINTMENTS TO THE GRAND RIVER ACCESSIBILITY
ADVISORY COMMITTEE (2020)
RECOMMENDATION:
That the following applicants be appointed to the Grand River Accessibility Advisory
Committee (GRAAC) for a 4 -year term ending December 31, 2023, pending ratification by
the partnering municipalities of the City of Waterloo, Region of Waterloo, Township of
North Dumfries, Township of Wellesley, Township of Wilmot and Township of Woolwich.
Bernardes Wesselink
City of Kitchener
New
Heather Clark Harris
City of Kitchener
New
Tamara Bell
Township of Wellesley
New
Mamie Sealey -Baker
City of Kitchener
New
Paula Saunders
City of Kitchener
New
Carrie Speers
City of Kitchener
New
BACKGROUND:
Under the requirements of the Accessibility for Ontarians with Disabilities Act, 2005 (AODA), all
municipalities with a population of 10,000 or greater are required to establish an Accessibility
Advisory Committee to advise Council on the prevention, identification and removal of barriers
for persons with disabilities. The Grand River Accessibility Advisory Committee (GRAAC) is a
joint committee of the Cities of Kitchener and Waterloo, the Region of Waterloo and the
Townships of North Dumfries, Wellesley, Wilmot and Woolwich and is appointed the task of
advising the participating municipalities on accessibility planning.
REPORT:
The GRAAC Terms of Reference specify that the Committee will consist of 11-15 members of
which a majority must be persons with a disability. Recruitment for GRAAC is conducted in the
fall with members beginning their 4 -year term in January.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
2-1
GRAAC membership currently consists of 10 members. A selection committee of staff
representing the participating municipalities reviewed the applications. Recommendations for
membership are based on consideration of the Terms of Reference as well as equitable
representation from various disability groups.
Pending ratification by each of the participating municipalities, staff is recommending that the
persons noted above be appointed by the City of Kitchener. The proposed 2020 committee will
have a total of 15 members.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Caring Community
• This committee provides persons with disabilities the opportunity to discuss, define and
address their shared concerns in regards to the identification, removal and prevention of
barriers in City facilities, programs and services
• Consulting with persons with disabilities in an advisory role increases the capacity of the
City to ensure a greater degree of equity and inclusion in the community.
FINANCIAL IMPLICATIONS:
NA
COMMUNITY ENGAGEMENT:
The community was informed of the application process for the Grand River Accessibility
Advisory Committee (GRAAC) through postings on all participating Municipalities' websites and
social media feeds.
ACKNOWLEDGED BY: Michael May, Deputy CAO, Community Services
2-2
Staff Repoil
Development Services Department
KuR: EVER
www. kitch ever. ca
REPORT TO:
Community & Infrastructure Services Committee
DATE OF MEETING:
January 13, 2020
SUBMITTED BY:
Della Ross, Interim Director of Planning, 519-741-2200 x7327
PREPARED BY:
Katie Anderl, Senior Planner, 519-741-2200 ext. 7987
WARD(S) INVOLVED:
Ward 5
DATE OF REPORT:
December 9, 2019
REPORT NO.:
DSD -20-003
SUBJECT:
NAMING OF A PRIVATE STREET
BLOCK 1, 58M-632
SCHLEGEL URBAN DEVELOPMENTS CORP. (Fusion Homes
Inc.)
RECOMMENDATION:
A. That the City of Kitchener acknowledge that Schlegel Urban Developments Corp
(on behalf of Fusion Homes Inc.) proposes to name a private street within a
multiple residential development located on Block 1, 58M-632; and further,
B. That the City's Legal Services be directed to proceed with the required
advertising, preparation and registration of the necessary By-law for the naming
of "Wheat Lane".
REPORT:
Fusion Homes Inc. is seeking Council approval to name a private street within a multiple
residential development located on Block 1, 58M-632 (John Wallace Drive). The multiple
residential development received Site Plan Approval in Principle for a 54 unit stacked
townhouse development in September 2019. The subject development will be designed to
front onto the public street, however all vehicular access will be from the named private lane.
Staff anticipates that additional multiple developments on Block 2, 58M-632 and Blocks 186
and 187 on plan 58M-631 will be designed in a similar fashion and will seek street names for
private lanes in the future. The applicant has indicated that names for future blocks have also
been reserved for this purpose by the Region of Waterloo.
Private Street Naming Request
The applicant is proposing to name the private street shown on the plan below "Wheat Lane".
The naming of the private streets will eliminate the need for a Multiple Unit Identification Sign
at the entrance to the site, and offers improved site navigation for emergency services,
residents and visitors.
The proposal has been circulated to a number of internal departments and no concerns were
raised. The dwellings will be addressed in accordance with the City's Street Naming and
Addressing Policy. The Region has approved the proposed street name. Staff are satisfied
that the proposed private street name is appropriate and support the street naming request.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
3-1
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the city's strategic vision
through the delivery of core service.
FINANCIAL IMPLICATIONS:
All costs associated with the registration of the reference plan, advertising of the intent to
name the street and street signage and/or any agreements deemed necessary by the City
Solicitor to implement the street naming are to be entirely borne by the applicant.
COMMUNITY ENGAGEMENT:
Should staff's recommendation be approved, notice of the intention to pass a private street
naming by-law would be advertised in The Record. This communication corresponds to the
"inform" theme of the Community Engagement Strategy.
REVIEWED BY: Della Ross, Interim Director of Planning
ACKNOWLEDGED BY: Justin Readman, General Manager (Development Services)
Attachments:
Appendix A — Site Plan — Block 1, 58M-632
Appendix B — Applicant Request/City and Agency Comments
3-2
Appendix A — Site Plan — Block 1, 58M-632 (John Wallace DO SP19/086/J/KA
Proposed Private Street Name: Wheat Lane
3-3
fusi'�On
November 22, 2019
KatieAnded
Development Services Department, Planning Division
200 King S1VV
6th Floor
P.O.Box 1118
Kitchener, ON
N2G4G7
Dear Ms Anderl;
Re: Private Street Name Request —VVaUaoetonStacked Tpm/mhonmes Block
Fusion Homes is pleased to submit the enclosed items in support of a private street name request:
• A cheque, in the amount of $532 to cover the Planning fee for considering a private street name;
~ A cheque, in the amount of $2,500 to cover the Legal fee for administration, advertising costs
and registry costs;
° Three (]) copies of draft reference plan identifying the street as Part 2; and
* Confirmation from Region ofWaterloo Staff that the selected street name (Wheat Lane).
Please note that other street names (Oat Lane, Soybean Lane, Alfalfa Lane) have been reserved for other
blocks in the Wallaceton community, to be the subject of future Site Plan Approval applications.
We are requesting the private street name to allow future homeowners to have a simpler and more
unique address, and provide improved emergency access while avoiding the need for an MUI sign.
Please consider the attached, and we request that this matter be considered at the next available Council
Shoul6you have any questions, or require any additional information, please feel free to contact us.
Sincerely,
BenJones
Land Acquisition 8LDevelopment Manager
Fusion Homes
�� � ^�
*� ��
Katie Anderl
From: Brian Lumondin <BLamondin@regionofwaiedoo.ca>
Sent: Tuesday, November 262O191[L14AM
To: KatieAnder|; Greg Reitze|;Leslie Collins; Dave Seller, james.beoe@canadaposLca
Cc: Barb Fairbairn;Lenore Ross; Christine Konnpter
Subject: RE: Private Street Naming Request 'VVa||ocetunStacked Towns (Block 1, 58K4-632)
It is acceptable and has been reserved with the Region
From: Katie^Anded@kitchener.ca[maUto:Katie.Amder@Nbdhenerca]
Sent: Friday, November 22, 2019 4:01 9M
To: Greg. Reitze|@kitchener.ca; Les|ie.[oUins@kitchener.ca; Dave. Seler@Ntohmnerca;james.bere@canadapostza; Brian
Lamondin
Cc: Barb. Fairbainn@kitchenar.ca; Lenore. Rosa@Ntchenerca;Christine. Konlpter@kitchene:su
Subject: Private Street Naming Request - Wallaceton Stacked Towns (Block 1, 58M-632)
Hello,
Attached, please find the formal request from Fusion Homes Inc. seeking a Private Street Naming Request for the
development of 54 stacked townhouse units on John Wallace Drive (Block 1, 58M-632). The applicant isrequesting
"Wheat Lane" as the private street name. This request is being made in support of Site Plan Application SP19/076/J/KA.
Please advise if you have any comments orissues with the request.
Comments are requested by November 29, 2019.
Katie Anderl
Senior Planner | Planning Division I City of Kitchener
519-741-2200 x7987 ITTY 1-866'969-99941 kate.onded@kitchener.ca
�� � N�
��
��
Katie Anderl
From: Dave Seller
Sent: Friday, November 22,2O194l8PK4
To: KatieAnded
Subject: RE: Private Street Naming Request - Wallaceton Stacked Towns (Block 1, 58M-632)
Traffic has no concerns with the proposed street name.
Dave Seller, C.E.T.
Traffic Planning Analyst | Transportation Services | City of Kitchener
519-741-2200 ext. 7369 1 TTY 1-866-969-9994 1 clave. SeU8r@Ntchener.oa
From: Katie Anderl <Katie.Anderl@kitchener.ca>
Sent: Friday, November 22,2O19/kO1PM
To: Greg Reitze|«Breg.Reitze|@Ntchenecca>;Leslie Collins <Les|ie.[o||ins@kitohenecca>;Dave Seller
<DaveSe||er@kiTchener.ca»;jannes.bene@canadapost.ca;'Brian Lannondin'<BLannondin@neQionohmater|oo.ca>
Cc: Barb Fairbairn <Barb.Fairbairn@kitchener.ca>; Lenore Ross <Lenore. Ross@ kitchener.ca>; Christine Kompter
<[hristne.Kompter@kitchenecca>
Subject: Private Street Naming Request - Wallaceton Stacked Towns (Block 1, 58M-632)
Hello,
Attached, please find the formal request from Fusion Homes Inc. seeking a Private Street Naming Request for the
development of 54 stacked townhouse units on John Wallace Drive (Block 1, 58M-632). The applicant isrequesting
"Wheat Lane" as the private street name. This request is being made in support of Site Plan Application SP19/076/J/KA.
Please advise if you have any comments orissues with the request.
Comments are requested by November 29, 2019.
Katie Anderl
Senior Planner IPlanning Division ICity nfKitchener
519-741-2200 x7987 I TTY 1-866-969-9994 1 katie.anderl@kitchener.ca
SON
�� � ��
��
��
Katie Anderl
To: Greg Reitzel
Subject: RE: Private Street Naming Request - Wallaceton Stacked Towns (Block 1, 58M-632)
From: Greg Reitzel <Greg. Reitzel @kitchener.ca>
Sent: Tuesday, December 10, 2019 8:52 AM
To: Katie Anderl <Katie.Anderl@kitchener.ca>
Subject: RE: Private Street Naming Request - Wallaceton Stacked Towns (Block 1, 58M-632)
Hello Katie,
I have no concerns with the name Wheat lane.
Greg
From: Katie Anderl
Sent: Friday, November 22, 2019 4:01 PM
To: Greg Reitzel <Gree.Reitzel@kitchener.ca>; Leslie Collins <Leslie.Collins@kitchener.ca>; Dave Seller
<Dave.Seller@kitchener.ca>; james.bere@canadapost.ca;'Brian Lamondin' <BLamondin@regionofwaterloo.ca>
Cc: Barb Fairbairn < Barb. Fairbairn@kitchener.ca>; Lenore Ross <Lenore.Ross@kitchener.ca>; Christine Kompter
<Christine.Kompter@kitchener.ca>
Subject: Private Street Naming Request - Wallaceton Stacked Towns (Block 1, 58M-632)
Hello,
Attached, please find the formal request from Fusion Homes Inc. seeking a Private Street Naming Request for the
development of 54 stacked townhouse units on John Wallace Drive (Block 1, 58M-632). The applicant is requesting
"Wheat Lane" as the private street name. This request is being made in support of Site Plan Application SP19/076/J/KA.
Please advise if you have any comments or issues with the request.
Comments are requested by November 29, 2019.
Thanks,
Katie
Katie Anderl
Senior Planner I Planning Division I City of Kitchener
519-741-2200 x7987 ( TTY 1-866-969-9994 1 katie.anderl@kitchener.ca
TWX
3-7
Staff Repoil
Development Services Department
1
KuR: EVER
www. kitch ever. ca
REPORT TO: Community & Infrastructure Services Committee
DATE OF MEETING: January 13, 2020
SUBMITTED BY: Della Ross, Interim Director of Planning, 519-741-2200
ext. 7327
PREPARED BY: Tim Seyler, Planner, 519-741-2200 ext. 7860
WARD(S) INVOLVED: Ward 5
DATE OF REPORT: December 4, 2019
REPORT NO.: DSD -20-004
SUBJECT: NAMING OF PRIVATE STREETS
15 TARTAN AVENUE
PRIMELAND DEVELOPMENTS (2003) LIMITED
RECOMMENDATION:
A. That the City of Kitchener acknowledge that Primeland Developments (2003)
Limited proposes to name private streets: "Woodedge Circle", "Woodlea
Court", and "Woodmeadow Court" within a vacant land condominium
development located at 15 Tartan Avenue; and further,
B. That the City's Legal Services be directed to proceed with the required
advertising, preparation and registration of the necessary By-law for the naming
of "Woodedge Circle", "Woodlea Court", and "Woodmeadow Court".
REPORT:
Primeland Developments (2003) Limited is seeking Council approval to name three private
streets within the residential development located at 15 Tartan Avenue. In June 2019, the
subject lands received Site Plan Approval for 93 townhouse units on private roadways.
Private Street Naming Request
The applicant is proposing to name the private streets shown on the plan below "Woodedge
Circle", "Woodlea Court", and "Woodmeadow Court".
The naming of the private streets will eliminate the need for a complicated Multiple Unit
Identification Sign at the entrance to the site. Also, site navigation for emergency services,
residents and visitors to the site will be improved.
The proposal has been circulated to a number of internal departments and no concerns were
raised, particularly from Fire and the Region. The dwellings will be addressed in accordance
with the City's Street Naming and Addressing Policy. The Region has approved the proposed
street names.
Staff are satisfied that the proposed private street names are appropriate and support the
street naming requests.
4-1
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the city's strategic vision
through the delivery of core service.
FINANCIAL IMPLICATIONS:
All costs associated with the registration of the reference plan, advertising of the intent to
name the streets and street signage and/or any agreements deemed necessary by the City
Solicitor to implement the street naming are to be entirely borne by the applicant.
COMMUNITY ENGAGEMENT:
Should staff's recommendation be approved, notice of the intention to pass a private street
naming by-law would be advertised in The Record. This communication corresponds to the
"inform" theme of the Community Engagement Strategy.
REVIEWED BY: Della Ross, Interim Director of Planning
ACKNOWLEDGED BY: Justin Readman, General Manager (Development Services)
Attachments:
Appendix A — Site Plan — 15 Tartan Avenue
Appendix B — Applicant Request/City and Agency Comments
4-2
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4-5
November 18, 2019
Ms. Della Ross
Manager of Development Review
Planning Division, City of Kitchener
City Hall — PO Box 1118
Kitchener, ON
Canada, N2G 4G7
Dear Ms. Ross:
KITCHENER
WOODBRIDGE
LONDON
KINGSTON
BARRIE
BURLINGTON
RECEIVE®
NOV 18 ?01q
CM OF KITCHENER
Planning Division
RE: 15 Tartan Avenue (SP18/004/T/CD), Primeland Developments (2003) Limited.
Request for Creation of Private Street
OUR FILE No.: 9422A
On behalf of our client Primeland Developments (2003) Limited, please accept this letter as our
request for the creation of a private street for the condominium development planned at 15
Tartan Avenue, in the City of Kitchener.
We kindly ask that the City consider Woodedge Circle, Woodlea Court, and Woodmeadow Court
as the preferred private street names within the site plan. We have confirmed availability of the
street names with Brian Lamondin of the Region of Waterloo.
The following documents are attached to this submission to support our request:
• A cheque payable to City of Kitchener in the amount of $532.00 representing the 2019
fee for Private Street Naming.
• A cheque payable to City of Kitchener in the amount of $1665.00 representing the legal
fees for processing the Private Street Naming Request.
Municipal Addressing — confirmed with Barb Fairbairn, Addressing Analyst, City of
Kitchener as shown on the approved Fire Route Schedule.
• Reference Plan identifying the limits of the private street (shown as Parts 178, 179, 188,
194, 196, and 198), prepared by Stantec Geomatics Limited.
• Copy of approved Site Plan for 15 Tartan Avenue.
• Correspondence from Regional staff confirming acceptability of street names.
We kindly ask that staff prepare a report, to be presented at the next available Community and
Infrastructure Services Committee, to support approval of the creation of the private street.
Please contact the undersigned with a confirmed Community and Infrastructure Services
Committee date to approve the request.
200-540 BINGEMANS CENTRE DRIVE / KITCHENER / ONTARIO / N2B 3X9 / T 519 576 3650 / F 519 576 0121 /
WWW.MHBCPLAN.COM
4-6
If you require any additional information please contact the undersigned.
Yours truly,
MHBC
A Zz4t�L
Nick Bogaert I Associate Rachel Demmers I Planner
cc. David Freure, Harold Freure - Primeland Developments (2003) Limited
Carol Wiebe - MHBC
4-7
Tim Seyler
From: Brian Lamondin <BLamondin@regionofwaterloo.ca>
Sent: Tuesday, November 26, 2019 9:44 AM
To: Tim Seyler; Greg Reitzel; Leslie Collins; Dave Seller;
james.bere@canadapost.postescanada.ca
Cc: Barb Fairbairn; Michael Palmer
Subject: RE: 15 Tartan Avenue - Private Street Naming Request
All have been reserved with the Region already
From: Tim. Seyler@kitchener.ca [mailto:Tim.Seyler@kitchener.ca]
Sent: Tuesday, November 26, 2019 9:36 AM
To: Greg.Reitzel@kitchener.ca; Leslie.Collins@kitchener.ca; Dave. Seller@kitchener.ca;
james.bere@ca nada post. postesca nada. ca; Brian Lamondin
Cc: Barb. Fairbairn@kitchener.ca; Michael. Palmer@kitchener.ca
Subject: 15 Tartan Avenue - Private Street Naming Request
Good morning,
Attached, please find the formal request from Primeland Developments (2003) Limited, seeking Private Street Naming
Requests for the development (see attached site plan) of 93 townhouse units proposed at 15 Tartan Avenue. The letter
requests: "Woodedge Circle", "Woodlea Court", and "Woodmeadow Court" as the possible private street names for the
City's consideration. This request is being made in support of Site Plan Application SP18/004/T/CD.
Please advise if, you have any comments or issues with the request.
Comments are requested by December 4, 2019.
Thanks,
Tim Seyler, BES
Planner I Planning Division I City of Kitchener
519-741-2200 ext. 7860 1 TTY 1-866-969-9994 1 Tim.Seyler@kitchener.ca
l] (IJl 4 , V
Em
Tim Seyler
From: Dave Seller
Sent: Tuesday, November 26, 2019 9:46 AM
To: Tim Seyler
Subject: RE: 15 Tartan Avenue - Private Street Naming Request
I have no concerns.
Dave Seller, C.E.T.
Traffic Planning Analyst I Transportation Services I City of Kitchener
519-741-2200 ext. 7369 1 TTY 1-866-969-9994 1 clave. seller@kitchen er.ca
0 0 V 0 0 0 G
From: Tim Seyler <Tim.Seyler@kitchener.ca>
Sent: Tuesday, November 26, 2019 9:36 AM
To: Greg Reitzel <Greg.Reitzel@kitchener.ca>; Leslie Collins <Leslie.Collins@kitchener.ca>; Dave Seller
<Dave.Seller@kitchener.ca>; 'james.bere@canadapost.postescanada.ca' <james.bere@canadapost.postescanada.ca>;
'BLamondin@regionofwaterloo.ca' <BLamondin@regionofwaterloo.ca>
Cc: Barb Fairbairn <Barb.Fairbairn @kitchener.ca>; Michael Palmer <Michael.Palmer@kitchener.ca>
Subject: 15 Tartan Avenue - Private Street Naming Request
Good morning,
Attached, please find the formal request from Primeland Developments (2003) Limited, seeking Private Street Naming
Requests for the development (see attached site plan) of 93 townhouse units proposed at 15 Tartan Avenue. The letter
requests: "Woodedge Circle", "Woodlea Court", and "Woodmeadow Court" as the possible private street names for the
City's consideration. This request is being made in support of Site Plan Application 5P18/004/T/CD.
Please advise if you have any comments or issues with the request.
Comments are requested by December 4, 2019.
Thanks,
Tim Seyler, BES
Planner I Planning Division I City of Kitchener
519-741-2200 ext. 7860 1 TTY 1-866-969-9994 1 Tim.Se ler kitchener.ca
4-9
Tim Seyler
From: Barb Fairbairn
Sent: Wednesday, November 27, 2019 10:03 AM
To: Tim Seyler
Subject: RE: 15 Tartan Avenue - Private Street Naming Request
Hi Tim. Thanks for passing the formal request along. I do have civic addressing using the new streets worked out on
this.
Can I just please ask that you bring up something at a future meeting with your peers - when naming streets developers
& staff should be mindful of street suffixes. The Courts on this plan are not courts. One would expect a court to end as
a cul de sac rather than onto a connecting road. I also often find that crescents may not following their true
description. For consistency we should be checking on this. In the future, I'll try to provide comment when I think
there's an issue.
Thanks
Barb
From: Tim Seyler <Tim.Seyler@kitchener.ca>
Sent: Tuesday, November 26, 2019 9:36 AM
To: Greg Reitzel <Greg.Reitzel@kitchener.ca>; Leslie Collins <Leslie.Collins@kitchener.ca>; Dave Seller
<Dave.Seller@kitchener.ca>; 'ja mes. bere@ca nada post. postescanada.ca' <james.bere@ca nada post. postescanada.ca>;
'BLamondin@regionofwaterloo.ca' <BLamondin@regionofwaterloo.ca>
Cc: Barb Fairbairn <Barb.Fairbairn@kitchener.ca>; Michael Palmer <Michael.Palmer@kitchener.ca>
Subject: 15 Tartan Avenue - Private Street Naming Request
Good morning,
Attached, please find the formal request from Primeland Developments (2003) Limited, seeking Private Street Naming
Requests for the development (see attached site plan) of 93 townhouse units proposed at 15 Tartan Avenue. The letter
requests: "Woodedge Circle", "Woodlea Court", and "Woodmeadow Court" as the possible private street names for the
City's consideration. This request is being made in support of Site Plan Application SP18/004/T/CD.
Please advise if you have any comments or issues with the request.
Comments are requested by December 4, 2019.
Thanks,
Tim Seyler, BES
Planner I Planning Division I City of Kitchener
519-741-2200 ext. 7860 1 TTY 1-866-969-9994 1 Tim.Seyler@kitchener.ca
4-10
Staff Report
Development Services Department
K �-FvR
www.kitchen er. c a
REPORT TO:
Community and Infrastructure Services Committee
DATE OF MEETING:
January 13, 2020
SUBMITTED BY:
Barry Cronkite, Director, Transportation Services
519-741-2200 ext. 7738
PREPARED BY:
Eric Bentzen-Bilkvist, Traffic Technologist, (519) 741-2200 x7372
WARD (S) INVOLVED:
Ward 9
DATE OF REPORT:
December 9, 2019
REPORT NO.:
DSD -20-005
SUBJECT:
On -Street Parking Regulations — St George Street
RECOMMENDATIONS:
That accessible on -street parking (by permit only) be permitted on the north side of St
George Street from a point approximately 12 metres west from Benton Street to a point
approximately 41 metres west thereof,
That the Uniform Traffic Bylaw be amended accordingly.
BACKGROUND:
St. George Street, between Benton Street and Queen Street South, is a local roadway located
near the City of Kitchener downtown. Transportation Services received a request from a
parishioner of the Benton Street Baptist Church to review existing parking regulations along St.
George Street in May 2019. The request cited improving parking access for the Benton Street
Baptist Church. City staff have reviewed similar requests on a number of occasions since 1989.
These reviews have resulted in maintaining the current parking restrictions due to concerns with
the narrow six (6) metre road width, limited roadway access and road functionality with vehicles
parked on one side.
Currently, parking is prohibited on both sides of St George Street, as outlined in the City of
Kitchener Uniform Traffic By-law No. 2007-138.
REPORT:
Transportation Services received a request to review the existing on -street parking regulations
on St George Street in May 2019, which was investigated by City of Kitchener staff. Concerns
remain regarding the narrow six (6) metre road width, limited roadway access and road
functionality with vehicles parked on one side.
While concerns regarding the six (6) metre roadway width are still present, Transportation
Services is amenable to making a concession on St George Street to permit accessible parking
by permit only. Along a section of the north side of St George Street; accessible on -street parking
(by permit only) is recommended to provide better access to the Benton Street Baptist Church
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
5-1
for those who are physically limited and have provincial accessible parking permit. This section
of St. George Street is 29 metres long and would provide approximately four (4) accessible
parking spaces.
Transportation Services notes some risk with the approach, however the change will provide
adjacent parking to the church for those most in need. Staff have been in communication with
the church parishioner who continues to seek on -street parking permission (without permit) on
Sundays during typical Church hours. Staff continue to communicate other nearby parking
opportunities that are available including the Charles and Benton Street Parking Garage, which
is located approximately 180 meters from the Benton Street Baptist Church.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the city's strategic vision through
the delivery of core service.
FINANCIAL IMPLICATIONS:
The approximate cost for removing existing `No Parking' signage and installing the `Accessible
Only Parking' signage along St George Street is $600 and will be taken from the existing sign
maintenance budget.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
CONSULT — The parishioner who initially requested parking revisions May 2019 was notified
of the proposed parking regulation change in December 2019.
ACKNOWLEDGED BY: Justin Readman, General Manager
Development Services Department
Attached:
Appendix A — Key Map — St George Street Proposed On -Street Parking Regulations
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
5-2
221
Cmes9ac�a
4
Key Map
St George Street Proposed On -Street Parking Regulations
Legend:
Existing 'No Parking Anytime'
Proposed 'Accessible On -Street Parking'
OProperties Notified
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
0
5-3
i
Staff Repoil Ki'il ii v R
Infrastructure Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: January 13, 2020
SUBMITTED BY: Denise McGoldrick, General Manager, INS, 519 741 2600
PREPARED BY: Niall Lobley, Director, Parks & Cemeteries, 519 741 2600 4513
WARD (S) INVOLVED: All
DATE OF REPORT: December 12, 2019
REPORT NO.: INS 20-001
SUBJECT: Additional Federal Gas Tax — Woodside Park & Sportsfields Allocation
RECOMMENDATION:
That staff be directed to reallocate Federal Gas Tax money (as noted below) from the
Woodside Park project as outlined in Financial Services Department report FIN -19-039
toward spot enhancements to the artificial turf to extend the asset lifespan (Option 2):
and,
That staff be directed to reallocate the residual funds from the Woodside Park project
towards additional enhancements to Woodside Park outlined as Option 3 in Infrastructure
Services Department report INS -20-001; and further,
That staff be directed to reallocate the residual funds from the Woodside Park project
towards Option (3a or 3b) as outlined in report INS -20-001.
BACKGROUND:
In May 2019, Council endorsed allocation of $6.9M of additional Federal Gas Tax income toward
nine infrastructure related projects. One of these projects was Woodside Park with an allocation
of $1.1 M to install a new exit from the parking lot to Highland Road and the replacement of the
artificial turf on the two fields within the park.
The City of Kitchener currently has four outdoor artificial turf fields. Two operational fields at
Woodside Park were installed in 2011 and saw first use in 2012. Two new fields at Schlegel Park
and will see their first operational season in 2020. Artificial turf offers advantages over regular
fields in supporting sports programming, offering extended seasons of use, the ability to support
heavier use and are less impacted by wet weather. This means that artificial turf offers the
greatest amount of programmable time among sports fields inventory.
The fields installed at Woodside have a warranty lifespan of eight years, based on good
management and maintenance practices. 2020 will see the ninth season of use commence.
These fields are heavily used, and exposed to a wide range of weather conditions and staff have
6-1
observed areas of the fields that are showing signs of age. Given the financial impact of a
replacement and understanding the pressure of our Parks and Sports fields capital budget
program, the additional Federal Gas Tax money provided an opportunity to re -invest in this
important infrastructure.
In addition to the improvements at Woodside Park, Council directed that one of the nine projects
under the Federal Gas Program should be investing $1M in improvements to sports facilities
within parks and open spaces across the city as informed by the Leisure Facilities Master Plan.
REPORT:
Following Council direction, staff engaged a consultant for the replacement of the turf at
Woodside. Working with our consultants, a field assessment was completed prior to detailed
design. It became apparent in this assessment that the fields are in overall good condition,
largely due the City's diligent approach to maintenance and management. The consultant
recommends that rather than a full replacement, a series of repairs to areas of wear on the fields
is all that is required in order to extend their lifespan to 2024-2026 (14-16 years).
Staff have also undertaken a comprehensive review of the facilities and amenities at Woodside
Park. In addition to the new entry/exit to Highland Road (identified within the initial project
proposal), staff have identified:
• The existing washrooms while adequate, are aging and are no longer compliant with
building code and accessibility requirements. Consideration should be made to upgrade
these facilities. In considering an upgrade, the City would need to meet current code
requirements, accessibility needs as well as consider including gender neutral facilities to
enhance the welcome to all users at Woodside Park. If the washrooms are not updated
during proposed works, they will need updating within the next 5 years.
• The parking lot is not well configured to maximise parking availability and travel through.
With the new entry/exist envisaged, consideration should be made of a more
comprehensive upgrade to the parking area to maximize use of the space, provide for
accessibility parking bays and improve the flow through the parking lot.
• Woodside Park is intensively programmed through March/April to November. At the end
of each day, the gates and facilities need to be closed and secured. Currently, this is
undertaken by staff who need to ensure that they are onsite. Consideration for automation
of the gates and doors on site to support efficient site and facility opening and closing.
Given the above information, there is opportunity for Council to reconsider how funds within the
Woodside Park project should be allocated.
Deferring replacement has an added advantage. With the installation of artificial turf at RBJ
Schlegel Park, if Woodside was replaced in 2020, the City would likely see all four artificial turf
6-2
fields need replaced in the same future year. Replacement of multiple fields in a single budget
year would be a significant capital pressure (est. $2M - $2.5M in 2019 dollars) and may also lead
to programming pressures. By maximising the lifecycle of Woodside turf, Council would stagger
the replacements to an estimated replacement ($1 M -$1.25M in 2019 dollars) every five to seven
years.
$1.1M was allocated toward Woodside Park to the replacement of turf ($1M) and the
implementation of a new exit/entry to Highland Road ($100,000).
Staff estimate that:
• Spot replacements to the artificial turf to extend lifespan to 2025: $100,000
This would result in approximately $900,000 of the existing budget for Woodside unallocated
($1.1 M less $100,000 for entry/exit, $100,000 for spot replacements).
Staff estimate that enhanced improvements to the parking lot and upgrades to the washroom as
noted above, would be approximately $450,000.
City-wide Sport Field Infrastructure Improvements
Staff have also been working on identifying and developing designs for the sports field projects
supported by the $1M investment program. Staff have identified 29 projects across 15 sites
where improvements should be made to existing sports facilities.
These improvements include:
• Accessibility improvements, such as trails, etc.
• Infrastructure items such as bleachers, dugouts, goals, scoreboards etc.
• Fencing for areas like outfield and backstops, and
• Other sport field enhancements such as drainage and irrigation.
Detailed design and estimating work is being undertaken on all 29 projects and projects have
been prioritised against the needs identified through the Leisure Facilities Master Plan.
The budget required to complete all 29 projects is estimated to be approximately $1.67M, more
than allocated from the Federal Gas Tax Program. Staff have identified three tiers of projects.
Tier one projects include the highest priority projects and are estimated to have a project value
of $1.02M. Tier 2 and 3 projects are also high priority (when assessed against the city-wide
sports fields inventory) but a lower immediate priority. Tier 2 projects have a value of
approximately $330,000. Tier three projects have a project value of approximately $320,000.
Project locations are shown on map enclosed.
DIRECTION SOUGHT:
6-3
Staff are seeking Council direction on how to proceed with realigning the project scope of the
Woodside Park work as identified in FIN -19-039
OPTION 1:
Continue as initially proposed. Invest in a full artificial turf replacement and add an entry/exit to
the parking lot. This would see the turf replaced before its maximum lifespan and may lead to
programming pressures and capital budget pressures as all of the existing outdoor artificial turf
fields will need replacement in the future around the same time.
OPTION 2:
Undertake work as initially planned to the parking lot and undertake spot improvements to the
artificial turf. Defer residual capital (-$900k) to the 2025 capital budget to offset the full
replacement costs estimated at $1 M - $1.25M (2019 dollars). This would extend the lifespan of
the turf to its maximum extent and would provide support for the capital budget in 2025. Works
left incomplete at this time would be deferred to a later budget request.
OPTION 3:
Undertake a revised scope of work at Woodside to include;
• Spot enhancement to turf to extend the asset lifespan ($100,000)
• Add entry/exit as initially planned ($100,000)
• Upgrade existing washrooms ($150,000)
• Enhance parking lot to improve use and flow & implement accessibility improvements and
install new gates ($450,000)
Staff estimate that this work can be delivered for approximately $700,000 leaving a residual
$400,000. By undertaking this work future capital costs would be mitigated, the user experience
would be improved and the site would meet current accessibility needs. Greatest value would
be delivered through efficiency of scale and disruption to programmed use would be minimised.
OPTION 3A
That the residual $400,000 be reallocated to the Sport field Improvement Program. Staff
believe that this would allow for completion of all Tier 2 and may extend to some Tier 3
projects in addition to completing all Tier 1 projects. This would maximise the efficiency
of scale within the Sports fields Improvement work and alleviate future capital pressures.
However, this would mean that the full replacement value of Woodside turf would need
to be identified within a future capital budget.
OPTION 3113
The residual $400,000 to be added to the 10 year capital in 2025 to offset the costs of
the full turf replacement at Woodside. Staff would either identify the remaining capital
6-4
needed from existing approved capital budgets or propose funding through a subsequent
issue paper to be considered by Council in a future budget year. Tier 2 and Tier 3 projects
within the Sports field program would be deferred to future budgets.
Note: Staff have done extensive work on cost estimates for all works proposed at Woodside and
all works within Tiers 1 — 3 of the sports field infrastructure work. However, these projects are
yet to be tendered and prices could vary. Within Options 2 and 313 this would impact the residual
funds to be allocated to a later budget. With Option 3A staff would reduce the number of projects,
deferring Tier 3 improvements initially to meet the budget available.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the city's strategic vision through
the delivery of core service.
FINANCIAL IMPLICATIONS:
The allocation of $6.9M of Federal Gas Tax was in addition to approved budgets and responded
to pressures that would otherwise fall to the tax -supported capital program. The projects at
Woodside and Sportsfields supported by this additional budget are not currently provided for
within the 10 year capital program, but will need to be completed if not achieved under the
Federal Gas Tax program.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
PREVIOUS CONSIDERATION OF THIS MATTER:
This mater was previously considered at Finance and Corporate Services Committee and
Committee of the Whole in May, 2019, report FIN -19-039.
ACKNOWLEDGED BY: Denise McGoldrick, General Manager, INS
Encl.
• PDF Map showing locations of proposed sports fields projects.
6-5
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Staff Repoil
Development Services Department
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www.kitchen er. c a
REPORT TO: Community & Infrastructure Services Committee
DATE OF MEETING: January 13, 2020
SUBMITTED BY: Justin Readman, General Manager, Development Services
519-741-2200 ext. 7646
PREPARED BY: Karen Cooper, Manager, Strategic and Business Planning,
519-741-2200 ext. 7817
Brandon Sloan, Manager, Long Range & Policy Planning,
519-741-2200 ext. 7648
WARD (S) INVOLVED: All
DATE OF REPORT: December 23, 2019
REPORT NO.: DSD -20-006
SUBJECT: Affordable Housing Strategy Phase 2: Housing Needs Assessment
RECOMMENDATION:
THAT Council receive Report DSD -20-006 (Affordable Housing Strategy — Phase 2:
Housing Needs Assessment), and direct staff to proceed to Phase 3: Issues and Options
using the Needs Assessment as part of the basis for stakeholder engagement.
PURPOSE:
This report presents the Housing Needs Assessment prepared by staff with contributions from
the Affordable Housing Strategy Advisory Committee. The Housing Needs Assessment is
included as Appendix B to this report. The Housing Needs Assessment provides:
• A common understanding of Kitchener's housing situation
• Identification of housing needs and gaps in the existing and projected housing supply
• Information to address provincial requirements in assessing the feasibility of inclusionary
policies and zoning to provide affordable housing in development applications
• Information to support the development of an Affordable Housing Strategy for the city.
BACKGROUND:
Over the last several years, the housing situation in Kitchener has significantly changed. The
community and Council have raised concerns over the wide range of housing needs in our
community and are seeking direction on local government actions the City can undertake to help
address the concerns.
Between 2015 and 2017, the City of Kitchener considered municipal planning and financial tools
to support affordable housing and established an ongoing program that provides fee waiver
incentives to non-profit housing providers creating affordable housing.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
7-1
On June 24, 2019 Council approved the 2019-2022 Strategic Plan, including the Caring
Community Goal which focuses in part on helping to make housing affordable and the strategic
action to create an Affordable Housing Strategy by 2020. It is important to Council that the
Strategy be developed in collaboration with the Region of Waterloo, the community and the
development industry. Council also received on June 24, 2019 a 5 phase Work Plan to complete
the strategy, included as Appendix A to this report. Councillors Chapman, Michaud, Schnider
and Singh were appointed as Council representatives to the Advisory Committee providing
advice to staff on developing the Strategy. Funding was provided in the 2019 and 2020 budgets
to support the Strategy development. The Strategy is a 2020 Business Plan project.
REPORT:
Phase 1 of the Work Plan to develop the Strategy is complete. It included:
• Developing the project work plan,
• Drafting the Advisory Committee Terms of Reference,
• Drafting an Engagement Plan,
• Recruiting Advisory Committee members,
• Co -Chairs Karen Coviello and Justin Readman hosting the first meeting of the Advisory
Committee to review the draft terms of reference and the draft engagement plan.
The Housing Needs Assessment attached to this report as Appendix B comprises the Phase 2
deliverable of the Work Plan. It included:
Collecting, compiling and analyzing various aspects of data related to:
o Context: Kitchener's economy, federal, provincial, regional and local policies and
activities,
o People: Housing demand: Population and household projections, Socio-economic
and demographic variables — income, household composition, etcetera
o Housing Supply: age, condition, form, location
o Development Activity: status of meeting growth projections, applications
o Homelessness: shelters, supportive and transitional housing, poverty
o Gaps: data and information not available, and gaps in housing or services
Providing information to help assess the feasibility of Inclusionary Zoning in Kitchener.
Figure 1 illustrates how the Housing Needs Assessment informs the Affordable Housing Strategy.
Figure 1 - Housing Assessment as Input to Affordable Housing Strategy
POPULATION ASSESS HOUSING
PROJECTION SUPPLY
HOUSEHOLD
PROJECTION
STAKEHOLDER
CONSULTATION
ASSESS
HOUSEHOLD
INCOME
ASSESS
OPPORTUNITIES
AND OPTIONS
AFFORDABLE
HOUSING STRATEGY
2
Figure 2 - Housing Continuum
The housing continuum represents the range of housing options available to people. At one end
of the continuum there are people in crisis without housing, in shelters, living with housing
insecurity, or with housing in a poor state of repair. Further along are people living in transitional
and supportive housing or community housing where housing costs are subsidized. In the
middle are affordable rental and ownership housing options that people with moderate incomes
can afford. Until recently most households in Kitchener had a wide range of housing options they
could afford, but this is no longer the case. Now, nearly 80% of ownership housing units are only
affordable for the 35% of Kitchener households that have high incomes. Undertaking a Housing
Assessment helps us understand the forces on the housing continuum that make it more, or
less, suitable for people and more, or less, affordable for people.
Kitchener is a dynamic city experiencing recent growth and development which is expected to
continue in the future. The city attracts a wide diversity of people eager to live and work in the
community. The city is changing with taller buildings and a trend to smaller household sizes.
Over a 25 -year period, Kitchener is expected to grow by approximately 80,000 people, which is
equivalent to about 35,000 new households. This growth brings both benefits and challenges.
The challenge addressed in the Housing Assessment is the impact on housing affordability for
existing and future residents.
Key Findings
1. The current housing delivery and support system is not functioning effectively.
Housing needs are not being met and the existing silo approach by levels of government,
non -profits, institutions and the private sector is not as effective as needed.
2. Housing in recent years has become increasingly unaffordable for an increasingly
larger share of Kitchener's population. Incomes are not keeping pace with rising costs of
rental and ownership housing. Inflation increased by 18%, average rents increased by 35 %
and average housing prices increased by 88% from 2008 to 2018. Most of the increase in
rents and housing prices occurred between 2016 and 2018.
3. Poverty and Core Housing Need is increasing in the City of Kitchener. Food Bank use
is increasing. The most significant increase has been by single people which has nearly
7-3
doubled since 2014, from 25% to 49%. The number and percentage of people in Core
Housing Need is increasing. In 2016, 12,125 households in Kitchener were in core housing
need; making up 13.5% of all households and up from 11.9% of all households in 2011. Most
(94.8%) of the households in core housing need were a result of the housing affordability
standard, spending more than 30% of household income on housing.
4. Visible homelessness is increasing. People experiencing homelessness are diverse.
Youth are a growing part of the homeless population. People experiencing homelessness
with addiction and mental health challenges are a growing part of the homeless population.
Their challenges are also increasingly more complex, requiring higher levels of support to
find and sustain housing and to access treatment.
Existing shelter space is not adequately funded, does not meet best practice standards, does
not meet diverse needs and not enough shelter space is provided in Kitchener to meet needs.
Existing transitional and supportive housing does not meet existing needs in terms of amount
of housing or nature of support. Due to the transient nature of people who are homeless, it
is challenging to estimate the amount of housing needed, however survey data and shelter
use indicate between 250 to 750 supportive housing units are needed to meet existing
demand.
5. Existing community housing in Kitchener is not meeting existing demand. There are
approximately 4,500 units of existing community housing in Kitchener, representing
approximately half of the regional supply. The turnover in community housing
accommodation units across the region is 300 units per year. Waiting list information is not
readily available in a form that can be analyzed to inform Kitchener specific needs,3,750
households on the waiting list for community housing have requested to live in Kitchener —
this means over 3,000 new units of community housing are needed in Kitchener, in
addition to the existing supply
6. Existing rental units in the primary housing market are not meeting demand. Market
rental housing is becoming too expensive for an increasing number of people. Based on the
number of rental households in core need, the amount of new affordable rental housing
needed for people with low to moderate incomes is over 8,000 rental units.
7. Attaining affordable housing is especially challenging for:
• Homeless — especially for people with mental health and addiction challenges
• Students and youth
• Recent immigrants
• Indigenous people
• Single parents
• People earning the minimum wage
7-4
• People with disabilities with low to moderate incomes
• Seniors, especially those in rental housing or requiring care. The population aged 65
years and older increased by 35% from 2006 to 2016 and is expected to almost double
(increase by 94%) by 2041.
8. Housing data specific to the City of Kitchener has been challenging to collect.
Additional work is needed to assess housing for:
• Homeless
• Seniors
• Immigrants
• Students
• Future population
9. Renovictions, where tenants are displaced from their homes to allow major
renovations or redevelopment to proceed, are not tracked or monitored for Kitchener.
Renovictions remove affordable housing and generally result in much higher rents being
charged post -renovation or redevelopment.
10. Housing held for investment is not tracked or monitored for Kitchener. Commodification
of housing, where housing is held on speculation, for investment, or used to generate income
instead of as a place to live is increasing through Airbnbs, rental condos, or other untracked
rental housing types.
11. Kitchener has an experienced non-profit housing sector. The sector is overworked and
under—resourced. Non-profit housing and service providers have plans and ideas that would
be effective in addressing housing challenges.
12.The private sector is interested in developing affordable housing and improving the
development review process and planning context to allow more housing to be built.
13. More collaboration is needed between the City and the Region to identify and address
housing challenges in Kitchener.
Next Steps
Everyone living or working in Kitchener is affected by the housing situation. The Needs
Assessment is a resource document. Throughout the project further work is required on filling
the data gaps and detailed affordability analysis.
An important component of developing the Strategy is consultation on the Housing Needs
Assessment gap analysis and on assessing opportunities and options to address the gaps as
illustrated in Figure 1. Consultation forms the focus of Phase 3 of the Work Plan and will include
people with lived experience.
7-5
The Affordable Housing Strategy Advisory Committee will be meeting over the next few months
to develop problem/opportunity statements and discuss housing issues and option responses. A
Council Strategy session planned for February 24, 2020 will provide Council with opportunities to
provide further input on issues and options. A Phase 3 Issues and Options report will be completed
in Spring 2020 to establish directives for preparing Strategy goals and actions by the end of 2020.
STRATEGIC PLAN:
2019-2022 Strategic Plan — Caring Community theme.
Strategic Plan Goal: Enhance people's sense of belonging and connection by... helping to make
housing affordable.
Strategic Plan Action: Create an Affordable Housing Strategy for Kitchener by 2020 in
collaboration with Waterloo Region, community groups and the development industry.
FINANCIAL IMPLICATIONS:
The project is within the approved budget.
COMMUNITY ENGAGEMENT:
This phase of the project primarily utilized the INFORM and CONSULT aspects of the City's
engagement strategy with some COLLABORATE for some of the data components. A draft of
the Housing Needs Assessment was circulated to the project Advisory Committee for their
review and input. Having diverse representation on the committee provides an opportunity to
consult with a range of interests on this topic.
Development of the Affordable Housing Strategy will have significant engagement components.
An engagement plan is being developed with the Advisory Committee, along with engaging with
the committee themselves as community collaborators. It is expected that in 2020, a number of
tactics to INFORM, CONSULT, COLLABORATE and EMPOWER will be used.
INFORM - This report has been posted to the City's website with the agenda in advance of the
committee/council meeting.
PREVIOUS CONSIDERATION OF THIS MATTER:
DSD -19-134 — Affordable Housing Strategy — Work Program Overview
CAO -19-010 — City of Kitchener 2019-2022 Strategic Plan
CSD -17-034 — Development Incentives for Affordable Housing Implementation
CSD -17-018 — Development Incentives for Affordable Housing — Phase 2
CSD -15-085 — Development Incentives for Affordable Housing Discussion Paper
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services
Attachments
Appendix A: Affordable Housing Strategy Work Program Overview
Appendix B: Housing Needs Assessment (Can be accessed at:
www.kitchener.ca/affordablehousing under Phase 2)
7-6
Phase 1: Project Planning
• Establish Work Program, Resourcing,
Advisory Committee, Engagement Plan
Phase 2: Housing Assessment
• Baseline Data, Demographic Profile, Gap Analysis,
Needs and Demand, Influencing Factors
• Housing Assessment Report (Inclusionary Zoning)
• Deliverable: Standing Committee Report - January
Phase 3: Issues and Options
• Develop Problem/Opportunity Statements, Confirm
Aspects of Focus, Options, Implications, Quick Wins
• Direction for Inclusionary Zoning Amendments
• Deliverable: Standing Committee Report - AprillMay
Phase 4A: Prepare Affordable Housing Strategy
Phase 413: Inclusionary Zoning Amendments
• Goals and Strategic Actions
• Public process & Statutory Public Meeting for Official
Plan/Zoning By-law Amendments for Inclusionary Housing
• Deliverable: Draft Strategy/Amendments - Public Review
Phase 5: Approval
• Final Strategy and Actions
• Decision on Inclusionary Haus
• Deliverable: Final Strategy to
CITY OF KITCHENER
Housing Needs Assessment
January 2020
1
Affordable Housing Strategy KIT *1ENER
7-8
Housing is one of our most fundamental needs. Its impact goes well
beyond a basic requirement for shelter. Our homes shape nearly
every aspect of our lives:
➢ Health and wellbeing,
➢ Educational achievement,
➢ Success in the workplace,
➢ Security of our retirement, and
➢ Dignity in old age
Housing's impact extends to the broader community, too. The
availability of housing choices that meet people's needs mean safer,
more sustainable and more vibrant communities. It enables public
services to be more efficient and effective, and businesses to be
more diverse and prosperous. It helps heal social divisions and
make cities stronger.
7-9
The City of Kitchener Housing Needs Assessment was prepared by a staff working group
consisting of:
Lauren Chlumsky, Economic Development Division
Karen Cooper, Office of the CAO
Sarah Coutu, Planning Division
Tim Donegani, Planning Division
Preet Kohli, Planning Division
Brandon Sloan, Planning Division
Nancy Steinfield, Technology Innovation and Services
We would like to thank the City of Kitchener Affordable Housing Strategy Advisory Committee
for their review and input to this document along with the review and strategy support of Justin
Readman and Kathryn Dever.
The Affordable Housing Strategy Advisory Committee members are:
PW Council =WF
Public '�=
Non -Profit Industry
Debbie Chapman
Kathy Hamilton
Lori Trumper Alex Sumner
Christine Michaud
Linda Terry
Lynn McCaulay Mike Maxwell
Dave Schnider
Martin Asling
Karen Coviello George Bikas
Paul Singh
Margaret Ellis -Young
Dan Driedger Stephen Litt
Karen Taylor -Harrison
Aleksandra Petrovic Graonic Tracey Appleton
Rhonda Wideman
Regan Brusse
Jessica Bondy
or.".".Al
Mills
Joe Mancini - • -
Ryan Pettipierre
Alan Praught
Brian Doucet
Janice Bock
The Housing Needs Assessment is a compilation and synthesis of a significant amount of data
that would not be possible without the provision, availability and support of the following:
Statistics Canada, Canada Mortgage and Housing Corporation, Region of Waterloo, City of
Kitchener, Wellbeing Waterloo Region, Kitchener Waterloo Association of Realtors, Municipal
Property Assessment Corporation, City of Kitchener, The Working Centre and others.
The direction to pursue this assessment of the housing situation in Kitchener came from the
community, Council and staff. With the leadership of Kitchener City Council, this Housing Needs
Assessment provides the foundation for developing an Affordable Housing Strategy as part of
implementing the City's 2019-2022 Strategic Plan.
7-10
EXECUTIVE SUMMARY .......................................................................................................................... 8
KeyFindings ..................................................................................................................................... 9
1.0 Introduction .............................................................................................................................
l2
l.1Background ..............................................................................................................................
13
l.2Kitchener Affordable Housing Strategy ...................................................................................
l4
l3Housing Assessment Purpose ..................................................................................................
l5
l.4Housing Assessment Methodology .........................................................................................
16
l.4.lStudy Area .....................................................................................................................
10
l.4.2Data Sources ..................................................................................................................
17
1.43Data Methods, Limitations, Assumptions and Gaps .......................................................
8
l.4.4Future Updating nfData ................................................................................................
1S
3.0 Kitchener Context ....................................................................................................................
20
2.1Location ...................................................................................................................................
2O
2.2Economy ..................................................................................................................................
31
3.0 Roles, Responsibilities and Policy Context ..............................................................................
23
3.1Federal Housing Policy Context ...............................................................................................
23
3.2Provincial Policy Context .........................................................................................................
26
32lHousing Services Act, 2O11............................................................................................
20
322Community Housing Renewal Strategy ..........................................................................
20
323Provincial Policy Statement (PPS)..................................................................................
28
3.3.4A Place tnGrow: Growth Plan for the Greater Golden Horseshoe (Growth Plan) ...........
27
33Regional Role and Policy Context ............................................................................................
27
3.3.1Regional Corporate Strategic Plan ..................................................................................
27
3.3.3Regional Official Plan .....................................................................................................
28
333Region asService Manager ............................................................................................
28
33.4Region asHousing Provider ...........................................................................................
29
33.5Waterloo Region Housing Master Plan ..........................................................................
3O
3.3.6Regional l0'YearHousing and Homelessness Plan (2Ol4'202/) and 2Ol9update .........
31
337Regional Affordable Housing Strategy ............................................................................
31
3.3.8Regional Housing Programs and Incentives ....................................................................
32
3.4City ofKitchener —Affordable Housing Land Use Planning Policies ........................................
33
3.4.lOfficial Plan ...................................................................................................................
33
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3.4.2 Zoning...........................................................................................................................34
3.4.3 City of Kitchener Affordable Housing Incentives - Current.............................................35
3.4.4 Municipal Tools.............................................................................................................36
3.5 Non -Profit Sector.....................................................................................................................
37
4.0 Housing Demand..........................................................................................................................41
4.1 Population Trends and Projections.........................................................................................
41
4.1.1 Population Age..............................................................................................................45
4.1.2 Immigration and Ethnic Origin.......................................................................................46
4.2 Household Trends and Projections..........................................................................................
47
4.2.1 Household Growth and Size...........................................................................................47
4.2.2 Household Tenure.........................................................................................................47
4.2.3 Age of Primary Household Maintainer...........................................................................50
4.2.4 Household Type.............................................................................................................51
4.3 Household Income...................................................................................................................
52
4.3.1 Median Household Incomes..........................................................................................52
4.3.2 Household Income Deciles.............................................................................................54
4.3.3 Prevalence of Low Income.............................................................................................56
4.3.4 Government Assistance.................................................................................................58
4.3.5 Food Bank Use...............................................................................................................59
4.3.6 Financial Security...........................................................................................................61
4.4 Economic Indicators...........................................................................................................
62
4.4.1 Labour Force..................................................................................................................62
4.4.2 Industry.........................................................................................................................63
4.4.3 Investor Confidence.......................................................................................................66
5.0 Housing Supply........................................................................................................................67
5.1 Existing Housing Supply...........................................................................................................
67
5.1.1 Housing Supply by Mix of Dwelling Types and Tenure....................................................67
5.1.2 Housing Supply by Market.............................................................................................68
5.1.3 Rental Supply.................................................................................................................69
5.1.4 Non -Market Housing.....................................................................................................73
5.1.5 Concurrent Disorder Supportive Housing.......................................................................80
5.1.6 Housing Geared to Students..........................................................................................81
5.1.7 Housing Geared to Seniors............................................................................................81
5.2 Age and Condition of Housing Stock.......................................................................................
84
5.3 Housing Costs...........................................................................................................................
86
7-12
5.3.1 Homeownership............................................................................................................87
5.3.2 Primary Market Rental...................................................................................................88
5.3.3 Secondary Rental — Condominium Apartments..............................................................89
6.0 Housing Development Activity................................................................................................90
6.1 Housing Starts and Completions.............................................................................................
91
6.2 Development Process..............................................................................................................
96
6.3 Housing Outlook......................................................................................................................
97
6.3.1 Potential Land Supply/ Future Capacity for Development.............................................97
6.3.2 Potential Supply / Capacity Compared to Forecasted Growth........................................98
6.3.3 Current Development Applications and Proposals........................................................99
6.4 Development Costs................................................................................................................
101
6.4.1 City of Kitchener Affordable Housing Incentives ..........................................................102
7.0 Homelessness, Supportive and Transitional Housing..........................................................
103
7.1 Shelter Supply........................................................................................................................
103
7.2 Homelessness Prevention: Current Initiatives......................................................................
105
7.3 Homelessness in Kitchener -2019 Survey............................................................................
107
7.4 Transitional Housing..............................................................................................................114
7.5 Supportive Housing................................................................................................................
114
7.6 Housing for Post Incarcerated and Post Hospitalization.......................................................
114
8.0 Housing Affordability Analysis..............................................................................................
115
8.1 Home Ownership Affordability..............................................................................................
116
8.1.1 Affordable Home Ownership Provincial Policy Statement Threshold ...........................116
8.1.2 All Household Income Deciles Adjusted for 2019 .........................................................118
8.1.3 Median Household Income of Various Household Types and Sizes ..............................120
8.2 Rental Housing Affordability.............................................................................................
121
8.2.1 Affordable Rent Provincial Policy Statement Threshold ...............................................121
8.2.2 Renter Household Income Deciles Adjusted for 2018 ..................................................121
8.2.3 Average Asking Rent of Vacant Primary Rental Unit.....................................................122
8.3 Households in Core Housing Need........................................................................................
123
8.3.1 Core Housing Need by Household Income Deciles .......................................................125
8.4 Proportion of Income Spent on Housing...............................................................................
126
8.4.1 Income Spent on Housing by Household Income Deciles .............................................127
9.0 HOUSING GAPS.....................................................................................................................
128
7-13
10.0 CONCLUSIONS...................................................................................................................... 131
APPENDICIES.........................................................................................................................................1
Appendix 1a: Affordable Housing Definition (Provincial Policy Statement, 2014) ......................... 2
Appendix 1b: Glossary of Key Terms............................................................................................... 3
Appendix 2: Provincial Inclusionary Housing Information Requirements ....................................... 8
Appendix 3: City of Kitchener Official Plan Policies References...................................................... 9
Appendix4: Detailed Tables.......................................................................................................... 18
Appendix5: References................................................................................................................. 25
List of Figures
Figure 1: Housing Continuum.............................................................................................................. 8
Figure 2: Kitchener Households in Core Housing Need......................................................................
9
Figure 3: Overall Affordable Housing Strategy Work Program.........................................................
14
Figure 4: Estimating Housing Need...................................................................................................
15
Figure 5: Housing Needs Assessment Components..........................................................................
16
Figure 6: Manufacturing Sector in Kitchener....................................................................................
22
Figure 7: Typical Municipal Tools......................................................................................................
36
Figure 8: Population Distribution in Waterloo Region (2016)..........................................................
41
Figure 9: Kitchener Population and Households in 2011 and 2016 and Projected to 2041 .............
41
Figure 10: Population Growth Levels, 2006 to 2018.........................................................................
42
Figure 11: Inter and Intra -provincial Migrants, Kitchener -Waterloo -Cambridge CMA, 2016-2017.43
Figure 12: Net Interprovincial, Intra -provincial Migrants and Non -Permanent Residents, 25 to
34
Years Old, Kitchener -Waterloo -Cambridge CMA, 2006 to 2018 .......................................................
44
Figure 13: Population Growth, Kitchener: 2006 to 2041..................................................................
44
Figure 14: Age Distribution (#), 2006 to 2041...................................................................................
45
Figure 15: Age Proportion (%), 2006 to 2041....................................................................................
46
Figure 16: Ethnic Origin of Kitchener's Population, 2016.................................................................
46
Figure 17: Household Size, 2001 to 2016..........................................................................................
47
Figure 18: Household Tenure: Kitchener, Waterloo Region and Ontario (2016) .............................
48
Figure 19: Household Size by Tenure, 2016......................................................................................
48
Figure 20: Primary Household Maintainer by Age Group, 2016 .......................................................
50
Figure 21: Age of Primary Household Maintainer by Housing Tenure, 2016 ...................................
51
Figure 22: Households by Household Type and Tenure...................................................................
52
Figure 23: Median Household Income by Tenure.............................................................................
52
Figure 24: Kitchener Households vs Waterloo Region Household Income Deciles, 2015 ................
54
Figure 25: Household Tenure by Household Income Deciles, 2015 .................................................
55
Figure 26: Household Types in Low Income, 2015............................................................................
55
iv
7-14
Figure 27: Households with Low Income Based on Low -Income Cut -Offs After Tax, 2016 ..............
56
Figure 28: Residents Receiving Government Assistance, 2017 ........................................................
58
Figure 29: Ontario Works Monthly Allowance based on Household Size ........................................
58
Figure 30: Ontario Disability Support Program Monthly Allowance based on Household Size .......
59
Figure 31: Communities in Ontario with the highest food bank usage, 2018 ..................................
59
Figure 32: Age of Recipients of Food Assistance in Waterloo Region, 2018 ....................................
60
Figure 33: Household Composition of Recipients of Food Assistance in Waterloo Region, 2018....
60
Figure 34: Source of Income of Emergency Food Hamper Recipients in Waterloo Region, 2018 ...
61
Figure 35: Financial Insecurity, Comparing Kitchener with Regional averages (2017-2018) ...........
62
Figure 36: Employment Rates in Kitchener -Cambridge -Waterloo CMA ...........................................
63
Figure 37: Comparison of Kitchener, Waterloo Region and Ontario Labour Force 2002-20016 .....
63
Figure 38: Employment by Major Industry Sectors: Kitchener -Cambridge -Waterloo CMA .............
64
Figure 39: Percentage of Employment by Industry: Kitchener -Cambridge -Waterloo CMA .............
64
Figure 40: 5 Year Change in Employment By Industry: Kitchener -Cambridge -Waterloo CMA ........
65
Figure 41: Median Employment Income by Industry: Kitchener -Cambridge -Waterloo CMA..........
65
Figure 42: Construction Values in Downtown Neighbourhoods.......................................................
66
Figure 43: Construction Values in Kitchener.....................................................................................
66
Figure44: Dwelling Types..................................................................................................................
67
Figure 45: Dwelling Types by Tenure................................................................................................
68
Figure 46: Households by Market.....................................................................................................
68
Figure 47: Primary Market Rental Supply by Type and Size, 2018 ....................................................
69
Figure 48: Primary Rental Supply by Size Compared to Renter Household by Size ..........................
70
Figure 49: Vacancy Rate of Primary Rental Units — 1990 to 2018 ....................................................
71
Figure 50: Vacancy Rate by Apartment Unit Size, 2018....................................................................
71
Figure 51: Estimated Change in Primary Rental and Secondary Rental Supply ................................
72
Figure 52: Existing Non -Market Housing Units by Type and Size .....................................................
73
Figure 53: Kitchener's Share of Existing Community Housing in the Region ....................................
73
Figure 54: Community Housing Waiting List Applications for Kitchener by Household Type ..........
75
Figure 55: Households on Waitlist vs Households Housed Region of Waterloo ..............................
75
Figure 56: Community Housing Waitlist Applications and Households Housed 2008-2018 for Region
ofWaterloo.......................................................................................................................................
76
Figure 57: Average Wait Times for Community Housing, Waterloo Region 2011-2017 ..................
76
Figure 58: List of Other Non -Profit Providers in Kitchener...............................................................
78
Figure 59: Existing Affordable Housing for Indigenous People.........................................................
79
Figure 60: List of Seniors Affordable RGI Housing.............................................................................
80
Figure 61: Seniors' Proportion (%) of Standard Spaces by Rent Range, Kitchener - Cambridge
-
WaterlooCMA, 2019.........................................................................................................................
83
Figure 62: Housing Stock by Construction Period.............................................................................
84
v
7-15
Figure 63: Overall Condition of Housing Stock in 2016..................................................................... 84
Figure 64: Condition of Housing Stock by Construction Period........................................................
86
Figure 65: Change in Average Rent and Average House Price vs Inflation from 2008 to 2018........
86
Figure 66: Percentage Change in Average Re -Sale House Price Year to Year in Kitchener ..............
87
Figure 67: Average Re -Sale Price of Houses and Income Required to Own, 2019 ...........................
87
Figure 68: Percentage Change in Average Market Rent Year to Year in Kitchener ..........................
88
Figure 69: Primary Market Rent Costs, 2018....................................................................................
88
Figure 70: Rent Prices for Occupied Units and Vacant Units — 2014 to 2018 ...................................
89
Figure 71: Rents in the Primary and Secondary Rental (Condo) Market in 2018 .............................
89
Figure 72: New Housing Under Construction....................................................................................
90
Figure 73: Number of Housing Starts by Dwelling Type, 2000 to October 2019 ..............................
91
Figure 74: Percentage of Housing Starts by Dwelling Type, 2000 to October 2019 ........................
92
Figure 75: Housing Starts and Completions, 2000 to October 2019 ................................................
93
Figure 76: Number of Residential Units Created by Type.................................................................
94
Figure 77: Number of Housing Starts by Intended Tenure, 2000 to October 2019 ..........................
95
Figure 78: Percentage of Housing Starts by Intended Tenure, 2000 to October 2019 ....................
95
Figure 79: Potential Capacity and Supply of Land for Development ................................................
97
Figure 80: Existing Housing Supply and Estimated Capacity vs Forecast ..........................................
99
Figure 81: General Proforma Cost Categories for Land Development ...........................................
101
Figure 82: Applications for Development Incentives in Kitchener ..................................................
102
Figure 83: Shelters in Kitchener (2019)...........................................................................................
103
Figure 84: Housing and Homelessness Statistics, Region of Waterloo: 2015-2018 .......................
105
Figure 85: Summary of Indicators Related to Housing Loss Prevention .........................................
106
Figure 86: Summary of Indicators Related to Supports for People Experiencing Homelessness...
107
Figure 87: Survey Respondents.......................................................................................................
109
Figure 88: Housing Status of Respondents.....................................................................................
109
Figure 89: Supportive Housing Providers in Kitchener...................................................................
114
Figure 90: Provincial Policy Statement Definitions.........................................................................
115
Figure 91: House Sales from 2018: Price, Number and Type of Dwelling ......................................
116
Figure 92: House Sales: Above and Below Affordable Threshold by Type of Dwelling ..................
116
Figure 93: Absorbed New Construction Units by Price and Structure Type, 2018 .........................
117
Figure 94: Average Resale House Prices Compared to Affordable House Prices based on Household
Income Deciles and Dwelling Type (2019)......................................................................................
118
Figure 95: Housing Supply by Household Income Deciles..............................................................
119
Figure 96: Housing Supply by Dwelling Type by Household Income Deciles ..................................
119
Figure 97: Median Household Income of Various Household Types and Sizes vs Income Required
to
Own Average Priced Dwelling by Type............................................................................................
120
Figure 98: Primary Rental Units above and below Affordable Rent Threshold, 2018 ....................
121
vi
7-16
Figure 99: Average Market Rents in the Primary Rental Market Compared to Affordable Rents based
on Rental Household Income Deciles (2018).................................................................................. 122
Figure 100: Average Asking Rent of Vacant Primary Rental Unit vs What Households Can Afford,
2018................................................................................................................................................. 123
Figure 101: Households in Core Housing Need by Tenure.............................................................. 124
Figure 102: Households in Core Housing Need by Tenure and Household Type ........................... 124
Figure 103: Households with Low Incomes in Core Need, 2016 ..................................................... 126
Figure 104: Households with Moderate Incomes in Core Need, 2016 ........................................... 126
Figure 105: Households Spending 30%+ of Income on Housing by Tenure and Household Type . 127
Figure 106: Proportion of Income Spent on Housing by Tenure and Household Type .................. 127
Figure 107: Rental Housing Gap...................................................................................................... 130
vii
7-17
The City of Kitchener is preparing a Housing Needs Assessment to help inform the creation of an
Affordable Housing Strategy and as part of the background study required for assessing the
feasibility of inclusionary zoning. The Housing Needs Assessment reviews current and emerging
housing needs against the existing and projected housing supply in Kitchener. Gaps between the
forms of housing needed and what exists or is planned are identified, along with key trends and
their implications. With this information, a strategy can be prepared to address the gaps.
This is the first time in several decades that Kitchener is undertaking a comprehensive study of
affordability across the housing continuum - from homelessness to community housing to
affordable and market rental and ownership housing as illustrated in Figure 1. This approach
recognizes that affordable housing is critical to the City's long-term prosperity, as attracting and
retaining residents of all ages requires housing options that serve all income levels and
household types. The Needs Assessment will provide the basis for the Affordable Housing
Strategy to help Kitchener maximize the use of senior government programs and private sector
incentives to increase the supply of affordable housing.
Figure 1: Housing Continuum
Source: CMHC
Kitchener is a dynamic city experiencing recent growth and development which is expected to
continue in the future. Over a 25 -year period, Kitchener is expected to grow by approximately
80,000 people, which is equivalent to about 35,000 new households (Region of Waterloo, 2017).
The city is attracting a wide diversity of people eager to live and work in the community. The
city is changing with taller buildings and a trend to smaller household sizes. This growth brings
both benefits and challenges. The challenge addressed in this report is the impact on housing
affordability for existing and future residents.
All levels of government, the private sector and the non-profit sector have roles to play in
addressing housing need in a community. Within our area, the Region of Waterloo performs
the following significant roles in relation to affordable housing:
1. Provides policy and strategic direction, including target setting for affordable housing;
2. Designated by the Province as the Service Manager for housing and homelessness;
3. Provides housing and support programs; and
4. Is the largest community housing provider in the region.
8
7-18
Part of the reason for undertaking this assessment and developing a strategy was to explore
what local roles the City of Kitchener should play that are complementary to the responsibilities
and work of the Region, the non-profit sector and the private sector to help ensure affordable
housing is provided in the city that meets the needs of existing and future residents.
Key Findings
The need for affordable housing impacts many Kitchener residents, whether they are homeless,
a first time home buyer, a student looking for affordable rent, a single parent needing to find
adequate housing, a senior citizen on a fixed income, a recent immigrant looking for affordable
accommodation, a person no longer able to work due to a disability or unforeseen circumstance,
or simply those with modest incomes. The results of the assessment demonstrate there are gaps
between what housing is needed and what is available or planned. Key findings include:
1. The current housing delivery and support system is not functioning effectively.
• Housing needs are not being met and the existing silo approach by levels of
government, non -profits, institutions and the private sector is not as effective as
needed.
2. Housing in recent years has become increasingly unaffordable for an increasingly larger
share of Kitchener's population.
• Incomes are not keeping pace with rising costs of rental and ownership housing.
Inflation increased by 18%, average rents increased by 35 % and average housing
prices increased by 88% from 2008 to 2018. Most of the increase in rents and
housing prices occurred between 2016 and 2018.
3. Poverty and Core Housing Need is increasing in the City of Kitchener.
• Food Bank use is increasing. The most significant increase has been by single people
which has nearly doubled since 2014, from 25% to 49%.
• The number and percentage of people in Core Housing Need is increasing.
CMHC defines a household as being in Core Housing Need if its housing costs more than
30% of the household income to pay the median rent, and/or the housing requires major
repairs and/or if there is overcrowding in the housing.
Figure 2: Kitchener Households in Core Housing Need
Source: Statistics Canada, Census Profile
City of Kitchener Housing Needs Assessment (2020) 9
7-19
4. Visible homelessness is increasing.
• People experiencing homelessness are diverse. Youth are a growing part of the
homeless population.
• People experiencing homelessness with addiction and mental health challenges are
a growing part of the homeless population. Their challenges are also increasingly
more complex, requiring higher levels of support to find and sustain housing and to
access treatment.
• Existing shelter space is not adequately funded, does not meet best practice
standards, does not meet diverse needs and not enough shelter space is provided
in Kitchener to meet needs.
• Existing transitional and supportive housing does not meet existing needs in terms
of amount of housing or nature of support.
• Due to the transient nature of people who are homeless, it is challenging to estimate
the amount of housing needed, however survey data and shelter use indicate
between 250 to 750 supportive housing units are needed to meet existing
demand.
5. Existing community housing in Kitchener is not meeting existing demand.
• There are approximately 4,500 units of existing community housing in Kitchener,
representing approximately half of the regional supply. The turnover in community
housing accommodation units across the region is 300 units per year. 3,750
households on the waiting list for community housing have requested to live in
Kitchener —this means over 3,000 new units of community housing are needed in
Kitchener, in addition to the existing supply
• Waiting list information is not readily available in a form that can be analyzed to
inform Kitchener specific needs.
6. Existing rental units in the primary housing market are not meeting demand.
• Market rental housing is becoming too expensive for an increasing number of people.
• Based on the number of rental households in core need, the amount of new
affordable rental housing needed for people with low to moderate incomes is over
8,000 rental units.
7. Attaining affordable housing is especially challenging for:
• Homeless — especially for people with mental health and addiction challenges
• Students and youth
• Recent immigrants
• Indigenous people
• Single parents
• People earning the minimum wage
• People with disabilities with low to moderate incomes
City of Kitchener Housing hueeds Assessment (2UZU) 10
7-20
• Seniors, especially those in rental housing or requiring care. The population aged
65 years and older increased by 35% from 2006 to 2016 and is expected to almost
double (increase by 94%) by 2041.
8. Housing data specific to the City of Kitchener has been challenging to collect.
Additional work is needed to assess housing for:
• Homeless
• Seniors
• Immigrants
• Students
• Future population
9. Renovictions, where tenants are displaced from their homes to allow major renovations
or redevelopment to proceed, are not tracked or monitored for Kitchener.
• Renovictions remove affordable housing and generally result in much higher rents
being charged post renovation or redevelopment.
10. Housing held for investment is not tracked or monitored for Kitchener.
• Commodification of housing, where housing is held on speculation, for investment, or
used to generate income instead of as a place to live is increasing through Airbnbs,
rental condos, or other untracked rental housing types.
11. Kitchener has an experienced non-profit housing sector.
• The sector is overworked and under—resourced.
• Non-profit housing and service providers have plans and ideas that would be
effective in addressing housing challenges.
12. The private sector is interested in developing affordable housing and improving the
development review process and planning context to allow more housing to be built.
13. More collaboration is needed between the City and the Region to identify and address
housing challenges in Kitchener.
City of Kitchener Housing Needs Assessment (2020)
11
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The median home price within the Kitchener market area has increased over 50% over the last
four years and the average apartment rent has increased approximately 20%, both of which are
above the of rate inflation (CMHC, 2018d, 2019). These housing cost increases coincide with a
significant amount of new development in Kitchener. The success of new and expanding
businesses are attracting employees who increase the demand for housing in Kitchener. More
people are moving here from the Greater Toronto Area to achieve "affordable" housing. These
pressures on housing supply are driving prices up, and all forms of housing are becoming
unattainable for many. Existing residents are feeling displaced or "left out". The Kitchener
housing market has changed.
1.1 Background
Up until the 1990s, the City of Kitchener had responsibility for assessing housing within the
municipality and provided plans and strategies for the provision of housing, including affordable
housing. During the 1990s, the housing portfolio was consolidated and responsibilities were
transferred to the Region of Waterloo, who established a housing services program.
From 2015-2017, the City of Kitchener conducted research into what tools are available at the
local level to further support and incentivise affordable housing development. This included a
number of background reports and discussion papers and culminated in the establishment of an
initial incentive program via new Council policies. The reports and background information
complement and are further expanded by this assessment.
In the 2018 City -led Environics Survey, residents self -identified affordable housing as one of the
top issues facing Kitchener. Compass Kitchener's online survey and community engagement
results, staff and Council all reaffirmed the importance of taking action, including at the local
level to address Kitchener's housing issues. As part of the 2019-2022 Strategic Plan, Council
approved the following goal and strategic action:
rd I I
Goal: Enhance people's sense of belonging and connection by providing welcoming community
spaces and programs, better engaging, serving and supporting our diverse populations and
helping to make housing affordable.
Strategic Action: Create an Affordable Housing Strategy for Kitchener by 2020 in collaboration
with the Region of Waterloo, community groups and the development industry.
City of Kitchener Housing Needs Assessment (2020)
12
7-22
What the Public Told Us
"The current cost of housing and the rate it is increasing is simply not sustainable. -
With such high percentages of household incomes tied up in mortgages and rent the
overall economy will be impacted. Band-aids and quick fixes will not suffice, it is time
to make radical changes to zoning to permit for more development. We don't need to
be downtown Manhattan, but parts of the city do need to be like Paris. Cots of 4
storey, multi -unit dwellings, especially around transit."
L
"With how fast and high rents have
gone, it is almost impossible for
young people just starting out to
afford to live on their own without a
job that pays better than minimum
wage without taking on roommates
or living with their family. "
"I applaud the city for
trying to advance
progressive policies on
affordable housing and
addiction services, even
though they have a more
limited mandate in these
".Now we treat our most
vulnerable reflects on
who we are asa
peopl%ommunity. f
have high hopes for this
goal." J
"Affordable housing has to look at the middle
class too, not just low income or people on
support. Kitchener is becoming a city that
people who hove devoted their entire life to
supporting and improving, can no longer afford
to live here. Something has to be done with new
developments being bought up by investors
and non-residents therefore having housing in,
the region at a ridiculous price. City has to look=
at what other major centres have done to m
the market slow down and be realistic. " IN
Phase 1: Project Planning
• Establish Work Program, Resourcing,
Advisory Committee, Engagement Plan
Phase 2: Housing Assessment
• Baseline Data, Demographic Profile, Gap Analysis,
Needs and Demand, Influencing Factors
• Housing Assessment Report (Inclusionary Zoning)
• Deliverable: Standing Committee Report - January
Phase 3: Issues and Options
• Develop Problem/Opportunity Statements, Confirm
Aspects of Focus, Options, Implications, Quick Wins
• Direction for Inclusionary Zoning Amendments
• Deliverable: Standing Committee Report - April
Phase 4A: Prepare Affordable Housing Strategy
Phase 413: Inclusionary Zoning Amendments
• Goals and Strategic Actions
• Public process & Statutory Public Meeting for Official
Plan/Zoning By-law Amendments for Inclusionary Housing
• Deliverable: Draft Strategy/Amendments - Public Review
Phase 5: Approval
• Final Strategy and Actions
• Decision on Inclusionary Housing Amendments
• Deliverable: Final Strategy to Council - December
1.3 Housing Assessment Purpose
The purpose of this housing needs assessment is to document and review the housing situation
in Kitchener and gain a common understanding of the need and demand for housing and the
limitations of the existing and projected supply of housing along the housing continuum. This
assessment will form the background and rationale for developing an affordable housing
strategy to address housing challenges in the community.
This assessment has also been prepared to help satisfy, in part, the requirements of Ontario
Regulation 232/18 enacted under the Ontario Planning Act to enable municipalities to
implement inclusionary zoning for affordable housing. The regulation requires that prior to
adopting inclusionary zoning policies; municipalities develop an assessment report that supports
the development of official plan policies and the financial viability related to inclusionary
housing. Appendix 2 contains additional detail on the regulatory requirements. A separate study
on inclusionary housing is being undertaken as a companion to this assessment.
Figure 4 summarizes the process of analysis used to estimate housing need in this report and
that will be used to help inform preparation of the Affordable Housing Strategy.
POPULATION
PROJECTION
HOUSEHOLD
PROJECTION
e -
ASSESS HOUSEHOLD
INCOME
Figure 4: Estimating Housing Need
ASSESS HOUSING ASSESS
NM* 1111111111111100
OPPORTUNITIES AND
SUPPLY
OPTIONS
City of Kitchener Housing Needs Assessment (2020) 15
7-25
1.4 Housing Assessment Methodology
The methodology employed in completing this Housing Assessment was informed by the Guide
and Data Template for Preparing Housing Needs and Assessment (Ontario Municipal Social
Services Association, 2013), the Housing Need and Demand Study Template(BC Housing, 2010)
and the Province's Growth Plan requirements. Error! Reference source not found., shows how t
he housing needs assessment is comprised of four components, each guided by an analysis
question.
Figure 5: Housing Needs Assessment Components
What is the housing need
and demand situation?
• Population and household
trends and growth
• Housing Size, T,,^a Tom, .—
EconomicContf
• Household Inco
What is the housir
affordability situai
• Income Spent o
Housing
• Core Housing Need
• Rental Affordability
• Ownership Affordability
What is the housing supply
situation?
Overall Housing Supply
Type, Tenure, Completions,
Age, Condition
rket Housing Supply
n -Market Housing Supply
t are current and
re housing gaps along
lousing continuum?
• Who is in need?
• What housingis required
to fill gaps?
The Housing Needs Assessment presents most data through graphs and infographics to highlight
key findings. Appendix 4 contains the detailed data tables for reference.
1.4.1 Study Area
Kitchener is a local municipality in the Region of Waterloo and has the largest population
amongst the area municipalities. The primary study area for the housing needs assessment is
the City of Kitchener as part of the Region of Waterloo as shown in the following Map 1.
City of Kitchener Housing Needs Assessment (2020) 16
7-26
The assessment therefore, also looks at the housing situation in the Region as a whole where it
provides context for the analysis undertaken for the City of Kitchener.
Map 1: Housing Assessment Study Area
1.4.2 Data Sources
This Needs Assessment uses data from the most current, reliable and relevant sources available.
Sources of data and information include Statistics Canada Census Profiles, and custom
tabulation data for 2001, 2006, 2011 and 2016 from the Census as well as the National
Household Survey (2011). Other sources include data and information from Canada Mortgage
and Housing Corporation (CMHC), Kitchener Waterloo Association of Realtors (KWAR),
Municipal Property Assessment Corporation (MPAC), the Region of Waterloo, City of Kitchener
and the Working Centre. Source citations are provided for data and information throughout the
report.
City of Kitchener Housing Needs Assessment (202U)
17
7-27
1.4.3 Data Methods, Limitations, Assumptions and Gaps
Data has predominantly been presented for the Kitchener Census Subdivision (CSD) which aligns
with the boundary for the City of Kitchener. In some instances, data was only available for the
Kitchener -Cambridge -Waterloo CMA (Census Metropolitan Area) or the Region of Waterloo.
The figures and tables cite where data represents the Kitchener -Cambridge -Waterloo CMA or
the Region of Waterloo. Where Kitchener is stated alone, the data is for the Kitchener CSD (City
of Kitchener).
Household counts reported in this assessment are the universe of households with incomes
greater than zero in non-farm, non -reserve private dwellings. There may be some discrepancy
in household and population counts due to rounding and the use of data from the mandatory
portion of the Census and data from the 25% sample. Also, data in figures and tables may not
add up to 100% or to the total number of households or population in all instances due to the
suppression of data by Statistics Canada and CMHC.
Household Incomes
The 2016 Census information is dated so estimates for 2018 and 2019 household incomes have
been based on the rate of change in the Canadian consumer price index (CPI) from 2015 to allow
a comparison to 2018 rent prices and 2019 house purchase prices. When calculating the
household income that would be required for an affordable house purchase, it is assumed that
no more than 30% of the household income would spent on housing costs, a 5% down payment,
25 years of amortization, property tax of 0.125% of purchase cost of house per month; 4%
mortgage insurance and 5.27% mortgage rate (average Bank of Canada 5 -year conventional
mortgage rate for 2018). When calculating the household income that would be required for an
affordable rent, it is assumed that no more than 30% of monthly household income would be
spent on rent payment.
Growth Capacity
Calculations pertaining to capacity for growth and potential for additional dwelling units and
residents are based on the assumptions in the Kitchener Growth Management Background
Study: Current Baseline Report.
Market Value
Municipal Property Assessment Corporation (MPAC) house assessment values and Assessment
to Sale Price Ratios (ASRs) has been used in determiningthe current supply of ownership housing
affordable for each household income decile based on market value. The Assessment to Sale
Price Ratio is calculated by MPAC by dividing the assessed value of a property by the sale price.
The average Assessment to Sale Price Ratio (ASR) of all house resales in Kitchener from 2016 to
September 2019 is 0.75. This average ASR has been used to estimate the market value of all
ownership housing in Kitchener based on MPAC house assessment values.
City of Kitchener Housing Needs Assessment (2020)
18
7-2V
Household Deciles
Income distribution metrics are used to measure the distribution of income in a population. The
population's household incomes are divided into ten groups each representing 10% of the
households and are termed deciles. Household income deciles are presented in the assessment
report by showing the upper range of each income decile except for the tenth household income
decile as this information has been suppressed for confidentiality purposes. The tenth income
decile represents all household incomes which are one dollar or more than the upper range of
the ninth income decile.
Jenks Natural Breaks Optimization
The Jenks natural breaks optimization method has been utilized when mapping to determine
the numeric class ranges to show data spatially. With this method, classes are based on natural
groupings inherent in the data. Class breaks are identified that best group similar values and
that maximize the differences between classes.
1.4.4 Future Updating of Data
The Region is responsible for allocating population and housing projections for local
municipalities. The population and household projections contained in this assessment are
based on the Region's "moderate" forecast to 2041. Through 2020, the Region of Waterloo will
be conducting a Regional Official Plan review process that will involve updating population and
employment projections and allocations, land supply, housing and other targets.
At the time of preparing this report, rental information has been based on information
contained in the CMHC Rental Market Survey for 2018. In is anticipated that information for
2019 will be available in 2020.
Throughout this report are references to the need to obtain additional information or to
complete more analysis. A recalibration of some of the data in this assessment may be required
in the future, along with updates based on additional information that becomes available.
City of Kitchener Housing Needs Assessment (2020) 19
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2.1 Location
Kitchener is one of seven municipalities within the Region of Waterloo. Kitchener is located
approximately 100 km (62 mi) west of Toronto in Southwestern Ontario, in the Saint Lawrence
Lowlands, as illustrated in the following Map 2. Kitchener has the largest population within
the Grand River watershed, and within the Haldimand Tract. The geographic area of the city
includes 136.86 square kilometres.
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City of Kitchener Housing Needs Assessment (2020)
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2.2 Economy
Kitchener has its economic roots as a manufacturing center. In the post-war decades of the 20th
century, suburban sprawl led to the decentralization of the downtown. Modern manufacturing
facilities in close proximity to major highways were favoured over aging urban industrial
buildings. This pattern of growth prevailed until the effect of globalization and a rising Canadian
dollartook its toll on the manufacturing base. In the year 2000, 31.1% of our labourforce worked
in manufacturing, and by 2011 that dropped to 18.2% (Government of Canada, 2014).
With a downtown and manufacturing sector in decline, a change was needed. Kitchener adapted
and acted upon new opportunities, and maintained one of the best employment rates in the
country as it continued to grow. In 2003, the City of Kitchener began rallying its community
around two bold ideas — revitalizing the downtown and building out a new knowledge-based
economy, focused initially on technology and life sciences. A $110 million economic
development investment fund (EDIF) was created to focus on catalytic, urban focused capital
projects over 10 years. Early initiatives included the University of Waterloo School of Pharmacy,
Wilfrid Laurier Faculty of Social Work, Communitech Hub Startup Incubator, the reconstruction
of King Street to a flexible, people -friendly streetscape design (awarded an International
Community Places Award in 2010), and the Kitchener Public Library addition.
What started with key partnerships and investments, has grown to become a true community -
built success story. The community is now the second fastest growing metropolitan area in
Canada (Government of Canada, 2018) and is undergoing a significant development boom with
14 residential towers under construction in the core and $8.3 billion in total construction since
the inception of EDIF. Over 2,700 new residential units will be built downtown over the next few
years more than doubling the downtown core population (Kitchener, 2019). The cost of land
downtown has grown from $1 million to $6.7 million per acre in the past 10 years.
Manufacturing remains a significant contributor to the local economy at 17.8% of total
employment (Government of Canada, 2014) having adapted to integrate advanced technology,
artificial intelligence, automation, and machine learning through innovation. The community
has seen significant strength in finance and insurance, information technology and digital media,
and growth of emerging industries like health technology and creative industries.
Such strong local economic success, industry diversification and international recognition and
investment, has also contributed to the rising cost of housing. This community is also
experiencing challenges with issues such as income stagnation, homelessness, mental health,
substance abuse, climate emergencies and an increasing cost of living.
It is important to reflect on Kitchener's greatest asset: its people. People determine a city's
success, they drive new product creation, new processes, and new experiences from pursuing
creative ideas, and harnessing new skills and insights. This capacity to imagine and create is
made possible when basic human needs are fulfilled, like having a safe, secure and affordable
place to call home. In order to attract the best talent to drive innovation, Kitchener wants to
City of Kitchener Housing Needs Assessment (2020) 21
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remain a competitive city — including having suitable, affordable housing across the economic
spectrum and a focus on social innovation.
Kitchener's economic development team is concurrently working to mobilize stakeholders and
create the city's next economic development strategy in 2020, informing key investments and
actions that would move the community forward and lead to multigenerational, transformative
change. The economic development team is also reviewing the city's land holdings to determine
how to lever and make use of these assets to implement strategic plan goals, including
affordable housing.
The changing housing market and increased housing costs are consistently among the top
concerns the community has expressed regarding the challenges it continues to face. Given the
value the community places on this issue, and the strong desire for immediate action, it's critical
that city strategic initiatives align and work to ensure we build a city for everyone, where no one
is left behind.
Figure 6 — Manufacturing Sector in Kitchener
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Countries have unique housing systems — a means to build enough housing, a housing allocation
system, and maintenance of the housing stock. Government plays the central role in creating,
sustaining and changing this system. It establishes and enforces the system through legislation
defining everything from banking and mortgage lending practices to tax and regulatory
measures affecting building, professional practices (e.g., real estate transactions), subsidy
programs, and incentives. (Hulchanski, 2003)
This section of the report summarizes the role each level of government serves in the housing
system. In Canada, it is the federal and municipal levels of government that have played the
larger roles in shaping how Canadians are housed. The federal government shaped how
Canada's housing stock is financed and allocated. With the rise of land use planning regulations
by the mid -twentieth century, municipal governments have played the major role in shaping the
form and density of residential developments that Canadians live in. Housing is a complex
system where every level of government has a role to play.
This section of the report also provides a summary of the profit sector role and input from the
Kitchener non-profit housing and service providers.
In understanding the dynamics of Canada's housing system a better understanding of why and
how some groups of people benefit more than others is needed. For some'housing policy' raises
images of public housing, government subsidies for low-income households, and programs
aimed at helping Canada's homeless, however housing policy has also supported the historical
prevalence of ownership housing provided by the private market.
"The private market provides 95% of Canadian households with their housing.
Approximately 65% of all households own their own home and half of these
owners have paid off their mortgage. About 33% of all renters at any time are
passing through the rental market on their way to becoming homeowner. Only 5%
of Canada's households live in non -market community housing (public housing,
non-profit housing and non-profit co-operatives), the smallest social housing
sector of any Western nation except for the United States." (Hulchanski, 2003)
The Canadian context is consistent with Kitchener's - existing housing stock includes
approximately 4.8% as non -market community housing.
3.1 Federal Housing Policy Context
Over a 60+ year period, the Canada Mortgage and Housing Corporation (CMHC) focused public
funds primarily on the ownership sector, on making an amortized mortgage market work and
helping ensure there was enough serviced residential land available. (Hulchanski, 2003)
Most first time homebuyers are able to obtain a mortgage due to the federal Mortgage
Insurance Fund (MIF), introduced in 1954 to encourage banks to enter the risky mortgage
City of Kitchener Housing Needs Assessment (2020) 23
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lending market. Managing the MIF remains today as one of the major functions of CMHC. Since
the early 1970s, a steady stream of federal home ownership assistance programs have been
necessary to help moderately increase Canada's home ownership rate' at just under two-thirds
(Hulchanski, 2003).
Federal homeownership assistance programs included: the Assisted Home Ownership Program,
the Canadian Homeownership Stimulation Plan, the Registered Homeownership Savings Plan,
and the Mortgage Rate Protection Program, and the First Home Loan Insurance Program
(Government of Canada & CMHC, 2019).
Owner occupied houses are exempt from capital gains tax. The Department of Finance estimates
that this federal subsidy cost $1.5 billion annually, about the same as the annual subsidy bill for
all federally subsidized social housing units ever built (Canada, Department of Finance, 2000)
(Hulchanski, 2003).
Historically, the Federal Government has played a significant role in housing. In 1995, however,
the Federal government withdrew from directly developing and managing subsidized non -
market housing. Beginning in 2003, the Federal government became re -involved by introducing
the Canada -Ontario Affordable Housing Program with Provincial partnership to provide a
funding program of development grants/loans.
National Housing Strategy (NHS)
In November 2017, the National Housing Strategy (NHS)
was released. The NHS is a 10 -year plan intended to
create more affordable homes through public, private
and non-profit partnerships. The National Housing
Strategy provides potential financing options to assist
with future development initiatives. Objectives include:
• Create New Housing Supply
CNATIONAL
HOUSING
STRATEGY
A 10 -year, $55+ billion plan creating a
new generation of housing in Canada
giving more Canadians a place to call
home.
• Provide Resources for Community Housing Providers
• Modernize Existing Housing
• Promote Innovation and Research
According to the Government of Canada website and documentation, the NHS is a $55+ billion,
10 -year plan has the goal to ensure Canadians across the country have access to housing that
meets their needs and is affordable. NHS priority areas for action include:
• Housing for those in greatest need - the vulnerable populations.
From 60% in 1971 to 68% in 2016 (Statistics Canada)
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• Social housing sustainability
• Indigenous housing
• Northern housing
• Sustainable housing and communities
• A balanced supply of housing
The NHS set ambitious targets to ensure that federal investments and new programming deliver
results. This includes:
• cutting chronic homelessness by 50%
• removing 530,000 families from housing need
• renovating and modernizing 300,000 homes
• building 125,000 new homes
The NHS prioritizes the most vulnerable Canadians, including:
• women and children fleeing domestic violence
• seniors
• Indigenous peoples
• homeless people
• people with disabilities
• those dealing with mental health and addiction issues
• veterans
• young adults
• racialized groups
• newcomers
Following the release of the NHS, multi -lateral agreements were signed in April 2018 by the
Federal, Provincial and Regional governments to secure the commitments and move ahead with
implementation. In May of 2018, the Federal government announced the National Housing Co -
investment Fund (NHCF), which provides funding through low-cost loans and capital
contributions for the maintenance and construction of affordable housing units in communities
across Canada. This fund has been designed to support partnerships between governments,
non -profits and the private sector to respond to a broad range of housing needs. A bi-lateral
agreement between the Federal and Ontario government was signed, providing an opportunity
to align Federal funds with Ontario's Community Housing Renewal Strategy, and announced in
April 2019. CMHC has been mandated to administer the different funding programs for the NHS.
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3.2 Provincial Policy Context
The Province has the role of "housing system steward", and sets the housing policy framework
through the Housing Services Act (2011), and other associated legislation such as Bill 108: More
Homes, More Choice Act, the Community Housing Renewal Strategy and the Growth Plan for
the Greater Golden Horseshoe. The descriptions below are general outlines provided through
the Ontario Ministry of Municipal Affairs and Housing. (MMAH, 2019)
3.2.1 Housing Services Act, 2011
The Housing Services Act (2011) is a key piece of legislation governing most aspects of affordable
housing in the Province. Its purpose is to allow for community-based planning and provision of
housing and homelessness services with provincial oversight and policy direction. It gives Service
Managers some degree of flexibility while maintaining RGI requirements, and other aspects of
community housing and homelessness programs and mandates subsidy calculations for
community housing.
3.2.2 Community Housing Renewal Strategy
The Community Housing Renewal Strategy is a multi-year plan to sustain and expand Ontario's
community housing system through repair, new construction, supports and improved system
efficiency. The Strategy is focused on affordable housing for low and moderate -income
households and community-based housing provided by the non-profit, co-operative and
municipal housing sectors. It is also intended to build a better community housing system
through the implementation of new funding programs, improving waitlists, simplifying rent
geared -to -income rules and creation of additional incentives for community housing providers.
The overall goal of this Strategy is to increase the supply of affordable and adequate housing,
improve access to affordable housing and support individual needs to achieve housing stability,
as well as ensure an efficient community housing system with long-term sustainability.
3.2.3 Provincial Policy Statement (PPS)
The Provincial Policy Statement (PPS) is a land use vision for how the Province of Ontario
manages land and resources over the long-term, with the overall goal of achieving liveable and
resilient communities. The PPS provides policy direction on matters of provincial interest, setting
the foundation for development and use of land. The PPS includes policies related to housing,
and requires municipalities to provide for an appropriate range and mix of housing types and
set affordable housing targets that will accommodate the projected population of current and
future residents with low and moderate incomes.
As part of Ontario's Housing Supply Action Plan, policy changes proposed in 2019 to the
Provincial Policy Statement affecting housing supply include:
• Encourage the development of an increased mix and supply of housing
• Reduce barriers and costs for development and provide greater predictability
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3.2.4 A Place to Grow: Growth Plan for the Greater Golden Horseshoe (Growth Plan)
The Growth Plan, a framework for implementing Ontario's vision for building stronger
communities by better managing growth, is intended to promote economic growth, increase
housing supply, create more jobs and build communities that make life easier, healthier and
more affordable for people of all ages.
The Growth Plan provides direction to plan for a range and mix of housing options that can
accommodate households of different sizes and incomes in locations that provide
transportation options and access to jobs and other amenities. The Growth Plan's policy
directions designed to make better use of land, and in particular the density and intensification
targets, necessitate a shift in how housing is planned. It requires moving away from traditional
concepts that certain structure types are more appropriate for certain household sizes.
3.3 Regional Role and Policy Context
The Region of Waterloo is guided by Federal policies and bound by Provincial legislation in
creating and implementing specific policies, programs or initiatives in response to regional
housing related issues. The Region of Waterloo has various policy documents in place to foster
affordable housing options and to improve tenant quality of life.
The Region performs several significant roles in relation to affordable housing:
1. Providing policy and strategic direction, including target setting for the provision of
affordable housing.
2. The Region is designated by the Province as the Service Manager for housing and
homelessness.
3. The provision of incentive programs.
4. It is the largest community housing provider in the region.
3.3.1 Regional Corporate Strategic Plan
The Region's Strategic Plan provides a common focus for Regional Council and staff by helping
to guide priorities, and ensure programs and services efficiently addresses the needs of the
community. The Region is undertaking an update of its Strategic Plan. The five focus areas that
carry over from the previous Strategic Plan are:
• Thriving Economy
• Sustainable Transportation
• Environmental and Sustainable Growth
• Healthy, Safe and Inclusive Communities
• Responsive and Engaging Government Services
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Concerning affordability, the updated Strategic Plan has a strong focus in providing outcomes
related to affordable housing under Healthy, Safe and Inclusive Communities. Similar to the
previous Strategic Plan, the objectives under this section aims to provide quality services and
programs to improve access to the supports that contribute to a healthy, safe and inclusive
community. This includes improving housing affordability in the Region.
3.3.2 Regional Official Plan
Chapter 3 of the Regional Official Plan emphasizes the importance of housing as a basic
necessity, stating that a liveable community is one that provides a full range of housing types
that is safe, affordable and accessible. The intent of the Official Plan policies are to protect
affordable housing within the community and promote intensification through an appropriate
mix of housing in terms of form, tenure, density and affordability to satisfy the various physical,
social, economic and personal support needs of residents.
Chapter 3 includes requirements on affordable housing, setting out criteria for condominium
conversions, provisions for multi -unit development and encourages opportunities to offer
incentives in providing affordable housing such as density bonuses or property tax exemptions.
The Official Plan also regulates community housing with respect to the special needs required
by some populations who require accessibility conversions, as well as Regional community
housing and emergency shelters.
3.3.3 Region as Service Manager
The Housing Services Act (2011) establishes the Region as the Service Manager. More
specifically, in this role, the Region is responsible for the following:
• Housing system planning, including needs and demand analyses, reviewing data and
trending in the areas of housing and homelessness and developing the 10 -Year Housing
and Homelessness Plan and the Housing Action Plan;
• Administering the Region's allocation of capital funding and other housing related grants
or incentives from senior levels of government (e.g. Social Infrastructure Funding,
Ontario Renovates);
• Assisting in the development of new affordable rental units through the private and non-
profit housing development sector;
• Administration and funding for the non-profit and co-operative social housing providers
from the 1980s and 1990s;
• Administration of rent supplement subsidies for tenants in many private sector rental
and community housing providers and,
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• Ensuring that the minimum number of Rent Geared -to -Income (RGI) units, the Service
Level Standard, as identified by the Province, is available to low and moderate income
households.
The Region works to ensure regionally funded housing and homelessness programs work
together to prevent housing loss and support households experiencing homelessness to find
and secure housing. Access to these programs is coordinated to help ensure that households
are offered the right resources, at the right time, based on their needs and preferences. In recent
years, the number of households that are seeking to access programs has exceeded the available
resources. Similar capacity pressures are experienced by many municipalities across the
province and country and are a result of complex factors including increasing costs of housing
and rent, increasing complexity of need, and funding limitations to expand services and develop
new affordable units.
As a Service Manager the Region is required to ensure that subsidized units are provided within
the region. As part of this requirement funding is provided for all programs associated with these
types of units. The Region has oversight for other non -market units that receive funding through
the Region on behalf of federal and provincial governments, as well as directly providing funding
itself. In addition to this, the Region works with community stakeholders to develop short and
long term plans to address housing and homelessness issues. An important responsibility as a
Service Manager is to operate the Coordinated Housing Access System, which helps facilitate
access to community housing for people.
In 2019, Regional Council endorsed investment and implementation plans for two housing
programs: the Canada -Ontario Community Housing Initiative (COCHI) and the Ontario Priorities
Housing Initiative (OPHI). The goal of COCHI is to protect affordability for households in
community housing, support the repair of existing housing and expand the community housing
supply. The goal of OPHI is to address local housing priorities and repair and build new affordable
units across Ontario. The Region has received funding of $12,364,400 for these two programs
to be used over three years.
3.3.4 Region as Housing Provider
In its other role, as a community housing provider/landlord, the Region operates and manages
its community housing portfolio known as Waterloo Region Housing (WRH). WRH Staff oversee
tenant management and relations as well as the overall operation of 65 housing developments.
The Region established a non-profit corporation in 1986 known as the Waterloo Region Non -
Profit Housing Corporation, a Private Non -Profit (PNP) and developed three mixed -income
housing communities with a total of 132 units (112 Rent -Geared -to -Income and 20 Market Rent
units).
In 2001, the Province transferred responsibility of Local Housing Corporations (LHC) to upper or
single -tier municipalities. The Region then became owner and manager of an additional 2,557
units of older formerly provincially developed housing with most (85%) developed in the late
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1950's to late 1970's. These housing communities had 100 percent Rent -Geared -to -Income
(RGI) housing units.
In 2004 through the transfer of social housing programs from the Province to the Region, the
Region's housing corporation was restructured and reorganized into what is now The Region of
Waterloo Community Housing Inc. (ROWCHI).
The Region continued to add to its affordable housing portfolio in 2003 with two units of infill
development. In 2004, the Region developed a 32 unit mixed -income building for seniors on the
Sunnyside campus (12 RGI & 20 Market Rent). The Region also completed the 30 unit Sunnyside
Supportive Housing apartment in 2010. In 2015, two existing mixed -income housing sites known
as La Capanna 1 and La Capanna 2, which consist of 92 units (29 RGI and 63 Market Rent) were
transferred to ROWCHL Additionally, the Region purchased a vacant school site in Cambridge in
2016 that has potential to be developed for affordable housing.
The current total number of Regionally -owned affordable housing units is 2,814, which includes
92 units held by Region of Waterloo Community Housing Inc.
3.3.5 Waterloo Region Housing Master Plan
Even with the 2,440 new affordable housing units created through the Affordable Housing
Strategy since 2001 by the non-profit and housing sector, the need for more affordable housing
is exponentially growing. The Waterloo Region Housing Master Plan is intended to help address
the disparity in creating a minimum of 600 new community housing units. By doing so, WRH will
continue to maintain a 30% proportional amount of the overall community housing offered by
the Service Manager. The Waterloo Region Housing Master Plan relies on using both Federal
and Provincial funding opportunities and changes to legislation to support redevelopment plans.
Waterloo Region Housing Master Plan Key Recommendation/Goals
1. The Region, through WRH, should continue to strive to maintain approximately 30% of
the overall amount of community housing offered in Waterloo region.
2. With the steady growth in the housing market and the increasing demand for affordable
housing in Waterloo region, Waterloo Region Housing should intensify its own stock by
a minimum of 600 units to keep pace and maintain its 30% portion of the overall
community housing stock by intensifying some of its current 65 sites.
3. That Waterloo Region Housing should not develop housing on new sites beyond the 65
it currently owns because there are more cost-effective ways to achieve this that have
and can be achieved by others. It advises that the Region as Service Manager should
facilitate the non-profit, co-operative and private sector to continue to develop
affordable housing on new sites.
4. Ensure the long-term sustainability both from a financial, environmental and physical
perspective for all of the WRH community housing portfolio.
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5. Establish a divestment decision-making strategy that could create opportunities for
possible savings and/or revenue as well as potential service partnerships.
6. Meet the enumerated goals and objectives of the Region of Waterloo's Strategic Plan,
and the Service Manager's 10 -Year Housing and Homelessness Plan.
3.3.6 Regional 10 -Year Housing and Homelessness Plan (2014-2024) and 2019 update
The 10 -Year Housing and Homelessness Plan sets out how the Region manages affordable
housing and facilitates ending homelessness. It maps out how the Region provides housing
affordability, coordination of homelessness and related support services, the prevention of
homelessness and ending chronic homelessness. A five-year review of the 10 -Year Housing and
Homelessness Plan was submitted to Regional Council on November 5, 2019.
Previously, the Region presented housing and homelessness data at a program level via the
annual Housing Stability Data Summary (Region of Waterloo, 2018). This approach described
program trends, but did not describe the ways the programs worked together as a system. In
2018/2019, these housing and homelessness programs began using a shared database that
allows for shared service planning and case management across programs, real-time data
collection, and evidence -informed service planning. This system -wide approach focuses on the
interconnectedness between programs and illustrates the efforts to prevent housing loss and
support those who are experiencing homelessness to secure housing.
The 10 Year Plan directly addresses this need for additional and alternate programs. The plan
lists five strategic directions that focus on creating new and maintaining existing affordable
units, expanding supports, and improving the effectiveness of a person -centred housing and
homelessness system. The Region will continue to track housing outcomes to identify ways to
enhance services and inform implementation of the 10 Year Plan.
As part of the updated 10 -Year Housing and Homelessness Plan a target is being established that
30% of new housing over the next 10-20 years should be affordable (primarily aimed at rental).
Redevelopment of regional community housing sites will contribute to achieving the annual
affordable housing targets. The premise is that the existing amount of affordable housing should
be retained. Should any be lost or agreements expire and higher rents occur, this would require
an even further percentage of new development to be affordable.
The 2019 annual funding allocation for the Housing Services Service Area is $41.6M comprised
of Federal, Provincial, and Regional levy funding. This annual funding supports the 10 Year Plan.
3.3.7 Regional Affordable Housing Strategy
The Region's Affordable Housing Strategy initiated in 2001, set a goal of creating a minimum of
1,000 new affordable units, including new rental units, rent supplement units and affordable
home ownership. The goal was later increased to 1,500 new units. In 2014, a new goal of
addressing 700 low and moderate -income households through the creation of 350 new
affordable housing units and the preservation of 350 existing units was initiated.
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While the goals were achieved, the overall population growth of the Region and subsequent
increase in property values has rendered the goals of the Strategy insufficient in addressing the
growing gap in affordability. Even with the 2,440 new affordable housing units created through
the Affordable Housing Strategy since 2001 by the non-profit and housing sector, the need for
more affordable housing is growing faster than the creation of new affordable housing.
3.3.8 Regional Housing Programs and Incentives
Through the Region of Waterloo's Housing Services, a number of programs and incentives are
offered to help support and implement the various Regional plans and strategies. This ranges
from emergency shelter and homelessness programs to supportive housing and ownership
support. Some of the primary incentives to create affordable housing offered through the
Region currently includes:
➢ Capital Grants — application based grant program through a Request for Proposal system
when funds are available. The grant would help cover capital and associated costs with
developing new affordable and supportive housing units.
➢ Secondary Suites — continual application based funding administered through the
Ontario Renovates program. The funding helps pay for the cost of creating an additional
dwelling rental unit within a house subject to certain qualifying criteria.
➢ Funding for home repairs (including installation of accessibility features) is also offered
through the Ontario Renovates Program.
➢ Rent Supplement — a program for landlords or rental units to make dwelling units
available to individuals on the community housing wait list. If qualified, the Region enters
into an agreement and covers the difference between the typical rental amount and how
much the tenant is able to afford.
➢ Regional Development Charge Grants — for those projects that receive Capital Grants
they may be eligible for a grant to offset the payment of the Regional portion of
development charges which is typically at the building permit stage.
➢ Affordable Home Ownership Program — eligible applicants are provided with a loan for
the down payment on the purchase of a new or resale home. This program is operated
on behalf of the Federal and Provincial governments.
➢ Others include: lower tax ratio for new apartment units, brownfield incentive program,
and connection with CMHC programs and funding.
The Region also offers a Renter's Toolkit, assistance in finding a home and a number of support
programs and further research. Additional information is available through the Region of
Waterloo housing website.
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3.4 City of Kitchener — Affordable Housing Land Use Planning Policies
Local municipalities have a land use planning responsibility and can play a role in the support
and provision of affordable housing. Some of this role includes:
• Use housing assessments, housing and homelessness plans, and affordable housing
strategies to guide development of municipal planning policies and approaches.
• Identify range of planning and financial tools that are available and create enabling
frameworks for their use
• Develop and implement official plan policies and zoning to direct development and
promote the availability of a full range of housing types to meet range of identified
needs. This includes implementing policies to permit additional units, as well as enabling
policies needed to use planning and financial tools. Inclusionary Zoning is a new tool that
municipalities can explore the utilization of through specific studies and the adoption of
policies and incorporating into the Zoning By-law.
3.4.1 Official Plan
Kitchener's Official Plan provides a roadmap to follow in managing future growth, land uses, and
environmental protection. The plan contains objectives and policies to assist in coordinating our
future planning and development, to ensure the specific needs of the community are met.
Although the Official Plan is concerned mainly with land use and physical development of the
city, it also aims to balance the social, economic and environmental interests of the community.
The policies of the Official Plan support the provision of suitable, affordable and attractive living
accommodations for all its residents as housing is a basic necessity and determinant of quality
of life. The policies seek to address the characteristics and types of housing that may be required
to support Kitchener's residents' needs as well as the appropriateness and quality of the
community settings in which the housing is located to support a complete and healthy
community.
Appendix 3 contains a more detailed list of official plan policies related to housing.
Official Plan Objectives
• To provide for an appropriate range, variety and mix of housing types and styles,
densities, tenure and affordability to satisfy the varying housing needs of the community
through all stages of life.
• To ensure the city's housing supply is consistent with our needs and in accordance with
the Kitchener Growth Management Program.
• To ensure that new residential areas and the redevelopment of lands for residential uses
and residential infill projects reflect a high standard of urban design.
City of Kitchener Housing Needs Assessment (2020) 33
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• To locate and integrate housing opportunities with local stores and services that are
accessible by active transportation and public transit.
• To encourage and support the retention and rehabilitation of older housing or the
reconstruction of existing housing to maintain the housing stock and the stability and
community character of established residential neighbourhoods.
• To encourage and support live/work units and home occupations at appropriate
locations throughout the city.
3.4.2 Zoning
A municipal zoning by-law plays a key role in the location and type of housing that is permitted.
Throughout Kitchener, duplexing (e.g. establishing a basement apartment or second unit within
a house either through a conversion or via new construction) is permitted as of right (e.g. with
no additional regulations compared to a single detached dwelling) since 1994. In addition,
Kitchener has a long standing zoning practice that permits blended residential and commercial
residential (mixed use) zones. This means that a range of dwelling types (single detached, semi-
detached, townhouses, multiple dwellings -apartments) are permitted in a wide variety of areas
of the city and often within the same zone.
The City adopted a comprehensive new zoning by-law in 2019. Provision of housing, and
affordable housing, was a key theme. Key amendments were made to assist in providing
affordable housing include:
• Allowing an additional "third" dwelling unit within residential zones throughout the city.
This would be permitted within an existing dwelling/building or in the rear yard, thus
allowing for laneway housing, "tiny houses", "granny suite/flat";
• Significantly reducing parking regulations for many land uses and zones;
• Enhancing mixed use and commercial zones regarding the permission of dwelling units;
• Recommendation regarding the review of lodging houses.
In adopting the new zoning bylaw, the issue of regulation of lodging houses in the Official Plan
and Zoning By-law was referred to the Affordable Housing Strategy Advisory Committee for
further consideration. This came about as the result of the request by the Waterloo Region Yes
In My Backyard organization (WRYIMB) to allow lodging houses throughout all residential
neighbourhoods in Kitchener. WRYIMB noted that the Ontario Human Rights Commission has
called for elimination of minimum separation distances for lodging houses on the grounds that
they constitute discriminatory people zoning.
City of Kitchener Housing Needs Assessment (2020) 34
3.4.3 City of Kitchener Affordable Housing Incentives - Current
The provision of affordable housing is a priority in Kitchener. Often, one of the barriers to
building affordable housing units is financial. In 2017, two Council Policies were established to
encourage the development of new affordable rental housing units:
• Council Policy FIN -GRA -2007 - Development Application Fees and Building Permit Fees
for Affordable Rental Housing
Eligible affordable rental housing development applications are exempted from the
following fees:
i. Pre -submission Consultation requests
ii. Committee of Adjustment;
iii. Official Plan Amendment;
iv. Zone Change;
v. Site Plan (Full, Stamp Plan A, Stamp Plan B);
vi. Plan of Subdivision or Plan of Condominium;
vii. Demolition Control; and,
viii. Building Permit
• Council Policy FIN -GRA -2006 - Development Charges Payment for Affordable Rental
Housing — eligible affordable rental housing providers may pay the City portion of
Development Charges priorto occupancy, ratherthan atthe issuance of a Building Permit.
• Eligibility criteria for both policies includes that proponents must be a Not -For -Profit
Corporation, a minimum of 20 percent of residential units must be set at or below 80
percent of average market rent for the regional area, and projects are located within 450
metres from transit corridors across the city.
A summary of the applications received to date with respect to the Council Policy for
development incentives related to affordable housing is provided in Section 6 of this report.
City of Kitchener Housing Needs Assessment (2020)
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3.4.4 Municipal Tools
Local municipalities have a number of strategies and tools they can use to help address
affordable housing challenges. These can be categorized as follows:
Figure 7 - Typical Municipal Tools
14
Approval FinancialDirect
Process and Land Provision
Some of the planning strategies to support the provision of affordable and appropriate housing
include: mixing land uses, intensification, transit -supportive and transit -oriented housing,
inclusionary zoning, secondary or additional dwelling units, reduced parking requirements, and
alternative development standards.
Kitchener had planned to use section 37 of the Planning Act ("bonusing") to encourage and
achieve affordable housing as a community amenity. The introduction of new provincial
legislation (Bill 108) eliminated the City's ability to do so. The City now needs to prepare a
Community Benefit Charge study to understand the implications of the legislation.
An efficient and timely approval process also assists with reducing costs and helping deliver
needed housing in a timely manner. From a financial standpoint, municipalities can consider
waiving or deferring various fees, charges and taxes related to the development of affordable
housing. Municipalities can establish funds or incentive programs and can strategically use
municipal land to support affordable housing.
Municipalities can conduct monitoring and reporting on housing information and trends, along
with researching the practices in other municipalities. Further tools include educational
opportunities, knowledge exchange with the housing and financing industry and sharing the
socio-economic benefits for affordable housing development and programs.
Another key role that municipalities can play is partnerships and collaboration with other groups
both in the for- or non-profit housing sector and with other support services. Direct provision is
an option. In Kitchener, a separate entity, Kitchener Housing Inc., was established by the City to
develop and maintain affordable housing units. It operates as a municipal non-profit housing
corporation, generally at arms length from the city administration, through a board of directors.
Advocating and working with other levels of government on funding or other opportunities to
advance the provision of affordable housing in the community is another key role.
City of Kitchener Housing Needs Assessment (2020)
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3.5 Non -Profit Sector
The non-profit housing sector is community based with the role to provide housing and supports
for everyone - families, seniors, people with disabilities, survivors of violence, and many others
not served by private rental housing. Funding goes to keeping housing affordable for the long
term. Rents are based on real costs and not what the market will bear. Non -profits create
inclusive communities, help people who need supports and help provide the "missing middle"
housing. (ONPHA, Affordable Today, Affordable Tomorrow)
On September 27, 2020 non-profit housing and service providers were invited to a KW
Community Foundation Initiative, "On the Table Discussion", hosted by the city and
Lutherwood/Allin202O to discuss homelessness and affordable housing. This section of the
Needs Assessment summarizes the session's discussion on the following questions:
1. What is your organization's view on the need for housing in our community?
2. What is your organization's future vision for itself — what is your dream and what does
your organization want to do to help address homelessness and affordable housing in
Kitchener?
3. How can the City of Kitchener help your organization address homelessness and affordable
housing challenges in Kitchener?
Views on Need for Housing
Housing System
• Local level needs to determine where synergies exist
• Why can't we require developers to do more to step up to the plate?
• Housing spectrum - the needs are across the board and need to be addressed together -
the puzzle is that they're all interrelated
• Funding system is dictated at the provincial level and focuses on certain elements of
housing spectrum - working under these constraints needs to change
• Looking for general supports to find housing
• Lack of access to housing is obvious
• People are losing housing because rent is going up. They are unable to access new housing
• People are staying in rooming houses longer because there's nowhere else for them to go
• Families are often precariously housed, on the edge of eviction, etc.
• System's response to families is better than adults - for example: single males
• Families who are homeless - moving in with other families creates another pressure
• Supportive housing - referral to long-term care - difficulty moving between options
Aging in place in community housing
• Aging in place is a huge concern - lots of requests for accommodations - from automatic
door openers to bathroom supports
• Often times they can't afford to move to alternative accommodations
• How can we adjust and modify the units - maintain in a way that supports these needs?
City of Kitchener Housing Needs Assessment (2020) 37
�Ad='A IN
• Older adults going into long-term care may have other needs that aren't being met -
medical, addiction, etc.
Need for housing for new immigrants
Shelter Use
• Numbers are climbing - people that are continuing to come to community kitchen
because they are dealing with housing concerns and can't afford other necessities like
food and hygiene
• It is more than housing, people need other supports too
• Call attention to the need for portable subsidies
• A lot of new people and new faces coming in for supports
• Older and younger people seeking resources
• A lot more younger people
• Some may not be welcomed - mental health, addictions, etc.
• Really challenging - shelter system - until more affordable and supportive housing
becomes available they feel the disparity the hardest
• We need something immediately in the meantime - they are desperate and unwell
• We need to do more to support this population
• They need to be a part of this big plan - need to understand and identify
• People matter and deserve something meaningful
Mental health and addictions
• Dual diagnosis often times
• Break from their current environment - it's not ever just homelessness - always a matter
of other factors as well
• Structured housing options don't fit people with very complex needs
• Can't have such a rigid system - needs the flexibility to support these needs best
• Need to be more responsive
• Acquiring more housing is difficult as an independent organization
• Requires partnerships to keep going
• Mental illness - contributes to quicker aging presentation. May have greater needs -
impacts of this needs to be considered
Older adults
• Housing is unaffordable - spouse passing on, etc.
• Units are not accessible
• Whole spectrum - no specific age one or the other
• People are waiting in inappropriate accommodations - medical conditions, etc.
Housing
• Wellesley Institute identified lack of housing as one of the greatest medical concerns.
• A lot of people in this region now can't make the leap to homeownership
City of Kitchener Housing hueeds Assessment (2020) 38
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Gentrification
• Creates pressure to remove social services from downtown Kitchener
• Social services needed in the downtown- need to be accessible to people in the
downtown core
• People need to feel respected and that they belong and have a place here
Future Vision
• Systems allows for greater flexibility in how people move through the system.
• People need a place to call home - money and other supports need
o This changes and their needs change over time — need flexibility
o There are so many other factors that relate into this work. Everything is
interconnected
• Competition for funding dollars turns to collaboration
• Connections made between the medical and the prison system to appropriate housing
o Once someone gets well - they need supports to stay healthy
o Need to be housing ready
• Consider that what is currently being spent to not solve the problem and find ways to
use funding to solve the problems
How the City of Kitchener Could Help
More proactive property standards
• Tennant has to call to report a negligent landlord. Becomes obvious to the landlord
who called and makes tenant vulnerable
o Make a routine bylaw inspection to identify buildings that need some oversight
o Landlords make small incremental changes that aren't enough - low income
people with no opportunity to move anywhere else - more proactive
investigation into bylaw standards
o Add work done on properties to tax bill
o Rental bylaw in Waterloo - gave more agency to city
Percentage, payout or penalty for new buildings that do not support affordable housing in the
city if they do not accommodate
• Very little opportunities historically to be able to put these types of sanctions on
developers
• Need to think more outside of the box for inclusionary zoning
Can we repurpose buildings for housing or homelessness use? Use space better in these places
What is the city fully prepared to do
• Could be part of the property tax assessment
• What if affordable housing became a tax? Or a wellness tax?
City of Kitchener Housing Imeeds Assessment (2020) 39
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Is there city land that can be used or partnerships that can happen for affordable housing and
for a living and learning environment that are not just for students
Can we prioritize different developments that are not just the developments we typically
generate eg, tiny homes but won't become slums
City can address parking
• Parking requirements drive up the cost of housing - reduced parking requirements
throughout the whole city
• Share parking - under PO - zoning bylaw
City can better use its huge communications platform to address social issues
• To continue the conversation that everyone matters - we need to keep going with this
message
• It's not just for those who are touched by this - everyone needs to know they matter
and this needs to be relayed to the public
• As we're figuring this out - we need to keep pushing out this piece - that everyone
matters and deserves to feel they belong
• And when it gets messy and when that happens - this is a call to buckle down and
recommit instead of change course
• Ensuring who is "everyone" - that this definition is reflective of the broader community
City can keep educating the community
• People think homelessness is the person panhandling on the highway
• Homelessness comes in different forms - there's a whole spectrum
• Does it mean affordable for people who are most vulnerable or people who are on two
incomes?
• People need to fully understand the stories - the reasons why things need to change
• Screening - place people in homes - co -housing so people can stay in the same home,
and open their doors to people who can use the space alongside them
City Practices
• Hire people who suit different needs versus specifically expertise
• Mixing staff and designing buildings to create more welcoming spaces
• Welcoming public spaces are key
The session confirmed that Kitchener has an experienced non-profit housing sector that is
overworked and under—resourced. Kitchener housing and service providers also have plans
and ideas that would be effective in addressing housing challenges.
City of Kitchener Housing Needs Assessment (2020) 40
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This section of the assessment report presents the demographic and socio-economic trends and
characteristics in Kitchener. Reviewing both past trends and future projections helps us to
understand the current and future housing demands and needs.
4.1 Population Trends and Projections
Kitchener had a population of 233,222 at the time of the 2016 Census. The Region of Waterloo's
estimates 2018 year-end population for Kitchener to be 255,070. As shown in Figure 8, Kitchener
constitutes 43% of the total population of Waterloo Region.
Figure 8: Population Distribution in Waterloo Region (2016)
2% 2% 4% 5%
24%
20%
Source: Statistics Canada Community Profiles
■ Kitchener
Waterloo
Cambridge
Wellesley
North Dumfries
■ Wilmot
■ Woolwich
The Region has forecasted that by 2041, Kitchener will have a population of 310,000 residents
and 127,587 households as shown in Figure 9.
Figure 9: Kitchener Population and Households in 2011 and 2016 and Projected to 2041
219,153
6.6%
.ON .
86,374
8.1%
233,222
6.0%
92,217
6.3%
0 249,450
6.5%
100,100
7.9
0 264,400
5.7%
107,197
6.6%
0 279,500
5.4%
114,366
6.3%
0 294,850
5.2%
121,246
5.7%
310,000
4.9%
127,587
5.0%
Source: Region of Waterloo
Kitchener is growing. Census data collected every 5 years for Kitchener indicates that the City's
population increased by 14.0% from just fewer than 205,000 in 2006 to approximately 233,000
City of Kitchener Housing Needs Assessment (2020)
41
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in 2016. Kitchener saw a higher rate of population increase compared to Ontario as a whole
(10.6%) in the same time period.
In additional to reporting population census data, Statistics Canada prepares demographic
estimates annually for Census metropolitan areas (CMA). Within the Kitchener -Waterloo -
Cambridge CMA, the year over year population growth rate has consistently been between 0.5%
and 1.0% from 2006 to 2015. However, in 2016 through 2018, the year over year growth rate
has increased to over 2%. The growth rate in 2018 was 2.6%, making Kitchener -Waterloo -
Cambridge CMA the second fastest growth CMA in Canada. In terms of absolute numbers, on
average the CMA grew by 4,650 people per year from 2006 through to 2015, but has seen an
average increase in 12,500 people from 2016 to 2018.
Figure 10: Population Growth Levels, 2006 to 2018
15,000
3 12,000
0
9,000
0
..4-
6,000
�6,000
Q10
0 IS_
�
— 3,000
ra
Q 0 "P IT
9 ,0
f_ KCW CMA # KCW CMA % — Ontario %
Source: Statistics Canada 17-10-0135-01
3.0%
2.5%
2.0%
1.5%
1.0%
0.5%
0.0%
Some of the main contributors to the recent population growth are intra -provincial migration
and non -permanent residents. As shown in the Figure below, 42% of interprovincial and intra -
provincial migrants to Kitchener -Cambridge -Waterloo are from Toronto and 15% are from
Guelph and Hamilton.
City of Kitchener Housing Needs Assessment (2020)
11YA
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O\ O� OJ
I�� ^ A"J I�1J� ^_J IAV ^ \ ^�
Z
^V ^V ^V
Y
11 Y IV Y Y 11 Y IV Y 11 Y IV Y IV Y
'T 'T
O/ V OA 1V OA' V O1 � V �O V �- 'V "V ^'V �-'V �' 'V �V �A �V
C.1 IJ� ,�, L
�O-\ �O� �O
VO
�O �0 �O, �O,i� IV
f_ KCW CMA # KCW CMA % — Ontario %
Source: Statistics Canada 17-10-0135-01
3.0%
2.5%
2.0%
1.5%
1.0%
0.5%
0.0%
Some of the main contributors to the recent population growth are intra -provincial migration
and non -permanent residents. As shown in the Figure below, 42% of interprovincial and intra -
provincial migrants to Kitchener -Cambridge -Waterloo are from Toronto and 15% are from
Guelph and Hamilton.
City of Kitchener Housing Needs Assessment (2020)
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Figure 11: Inter and Intra -provincial Migrants, Kitchener -Waterloo -Cambridge CMA, 2016-2017
Western Canada
CA, Ontario, 7% CMAs, 4%
Other,
8%
Non-CMA/CA, Toronto (CMA),
Ontario, 10% 42%
Other
CMAs,
Ontario, Guelph &
14% Hamilton
(CMAs), 15%
Source: Statistics Canada Table 17-10-0141-01
Part of the attraction to relocate in Kitchener -Cambridge -Waterloo is due to employment
opportunities. Comparatively cheaper house prices, especially compared to the Toronto area is
also an attraction. This pressures on housing supply has driven both house prices and rents up.
Another trend that has been observed is the influx of migrants aged 25 to 34 years old as
indicated in Figure 12.
Historically, this age group tended to migrate away from Kitchener -Waterloo -Cambridge. Since
2015 there has been a net increase in this age group as a result of migration and non -permanent
residents. It is assumed that the strong economy and employment opportunities have
influenced decisions for this age cohort to remain in this area or to migrate to this area. This age
group is significant in starting households and in starting families. Their impact on the housing
market is on the rental and first time buyers market.
City of Kitchener Housing Needs Assessment (2020)
43
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Figure 12: Net Interprovincial, Intra -provincial Migrants and Non -Permanent Residents, 25 to
34 Years Old, Kitchener -Waterloo -Cambridge CMA, 2006 to 2018
1500
1000
500
0
-500
-64 -92 _178
-338 -298
1150 1244
-491
-1000
r- 00 M O
O O O -1
ri N
r -I -1
ro
-1
r I
Ln
-1
l.0 r-
-1 r -I
00
-1
O O O O
N N N N
O O
N N
O
N
O
N
O
N
O O
N N
O
N
\ \ \ \
Q0 r- 00 M
\ \
O r -I
\
N
\
ro
\
lzt
\ \
Ln l0
\
r -
O O O O
O O O O
r -I r I
O O
-1
O
r 1
O
r i
O
-1 r-1
O O
r -I
O
N N N N
N N
N
N
N
N N
N
Source: Statistics Canada Table 17-10-0136-01
Kitchener is expected to continue to grow. The
Region
of Waterloo
has projected
that the
population will grow by 33% from 2016 to 2041 to
a total population
of
310,000, as indicated in
the following Figure 13.
Figure 13: Population Growth, Kitchener: 2006 to 2041
Source: Statistics Canada Community Profiles, Region of Waterloo Population Forecast Data
City of Kitchener Housing Needs Assessment (2020)
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4.1.1 Population Age
All population groups in Kitchener have seen an increase in actual numbers from 2006 to 2016
and are expected to continue to grow through to 2041. However, the population aged 65+ years
is seeing a significantly higher rate of increase compared to the rest of the population. The
population aged 65 years and older increased by 35% from 2006 to 2016 and is expected to
almost double (increase by 94%) by 2041. In 2016, the population aged 65+ years made up 14%
of the total population and is forecasted to make up 20% of the population by 2041.
Growth in the senior share of population has significant implications for housing as most
people desire smaller sized accommodation and are interested in proximity to services by
transit as they age. There are also increased pressures to provide housing with supports and
health care amenities and for housing to be affordable for seniors on fixed incomes.
120,000
100,000
60,000
40,000
20,000
0
Figure 14: Age Distribution (#), 2006 to 2041
2006 2011 2016 2021 2026 2031 2036 2041
■ 0-19
■ 20-44
■ 45-64
■ 65+
Source: Statistics Canada Community Profiles, Region of Waterloo Population Forecast Data
The number of youth (aged 19 or younger), had a growth rate of about 5% from 2006 to 2016
and is only expected to increase by 21% to 2041. In 2016, the population aged 19 or younger
made up 23% of the total population and is forecasted to make up 21% of the population by
2041. The proportion of those aged 20-44 and those in the 45-64 range are expected to steadily
climb at a higher rate than the youngest age group and fairly significantly. The most significant
leap is from just over 20,000 in 2006 to just over 60,000 in 2041 for the seniors age 65+ group.
City of Kitchener Housing Needs Assessment (2020)
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Source: Statistics Canada Community Profiles, Region of Waterloo Population Forecast Data
4.1.2 Immigration and Ethnic Origin
Kitchener has a higher proportion of immigrants (26%) than Canada as a whole (22%). There are
also over 200 different ethnicities represented in Kitchener, making the City a diverse
community. Historically, Kitchener had a strong German immigration influence that gave way
to broader European immigration trends and now immigration comes from around the world.
Unlike other cities, Kitchener generally does not have neighbourhoods or areas of the city with
a specific focus on one ethnic group.
Given the diverse ethnic composition of Kitchener, housing options also need to be diverse to
meet cultural needs of Kitchener residents. This could include for example, inter -generational
housing and more dense housing forms.
Figure 16: Ethnic Origin of Kitchener's Population, 2016
2.26% 0.07%
2.21%
1.45 / 9.82%
0.30%,'
8.36%
8.89%
1.05%
5.88%
City of Kitchener Housing Needs Assessment (2020)
1.98%
Z5470
■ North American
Aboriginal
■ British Isles origins
■ French origins
■ Western European
■ Northern European
■ Eastern European
Southern European
Other European
46
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Figure 15: Age Proportion (%), 2006 to 2041
100
80%
■ 65+
60%
'
■ 45-64
40%
■ 20-44
20%
■ 0-19
2006
2011 2016 2021 2026 2031 2036 2041
Source: Statistics Canada Community Profiles, Region of Waterloo Population Forecast Data
4.1.2 Immigration and Ethnic Origin
Kitchener has a higher proportion of immigrants (26%) than Canada as a whole (22%). There are
also over 200 different ethnicities represented in Kitchener, making the City a diverse
community. Historically, Kitchener had a strong German immigration influence that gave way
to broader European immigration trends and now immigration comes from around the world.
Unlike other cities, Kitchener generally does not have neighbourhoods or areas of the city with
a specific focus on one ethnic group.
Given the diverse ethnic composition of Kitchener, housing options also need to be diverse to
meet cultural needs of Kitchener residents. This could include for example, inter -generational
housing and more dense housing forms.
Figure 16: Ethnic Origin of Kitchener's Population, 2016
2.26% 0.07%
2.21%
1.45 / 9.82%
0.30%,'
8.36%
8.89%
1.05%
5.88%
City of Kitchener Housing Needs Assessment (2020)
1.98%
Z5470
■ North American
Aboriginal
■ British Isles origins
■ French origins
■ Western European
■ Northern European
■ Eastern European
Southern European
Other European
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4.2 Household Trends and Projections
Characteristics of households are directly related to determining the kind of housing needed.
Trends in household growth and size, tenure, age of household maintainers and type of
households will direct the varying kinds of housing needed.
4.2.1 Household Growth and Size
The total number of households is projected to be almost 128,000 by 2041. The forecasted 38%
increase in households is projected to outpace population growth (33%), because of an expected
continuing decrease in the average size of households. The average household size is expected
to decrease from 2.6 people in 2006 to 2.4 people by 2041. This change is due to an increase in
the number of one person households and two person households.
Two -person households make up the largest proportion of households in Kitchener, comprising
of a third of all households. One person households make up the second largest portion of
households at 27%. Since 2001, these two household categories have accounted for an
increasingly larger proportion of households in Kitchener.
2016
2011
2006
2001
Figure 17: Household Size, 2001 to 2016
0% 20% 40%
4.2.2 Household Tenure
60% 80% 100%
Source: Statistics Canada Community Profiles
■ 1 person
2 persons
3 persons
D 4 persons
5 or more persons
The proportion of households that are owners in Kitchener decreased from 64.3% in 2006 to
62.1% in 2016. However, in terms of actual numbers, the number of owner households in
Kitchener increased by 6,095 (11.9%) from 2006 to 2016. In comparison, the number of renter
households during the same time period increased by 6,630 (23.3%) and the proportion of
households that are renters increased from 35.7% to 37.9%. The trend for a greater portion of
households to rent will increase the demand for rental housing supply.
City of Kitchener Housing Needs Assessment (2020) 47
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Kitchener has a smaller percentage of homeowners compared to the Region and Ontario. In
2016, 62.1% of all households in Kitchener were homeowners compared to 68.2% in the Region
of Waterloo and 69.8% in Ontario.
Figure 18: Household Tenure: Kitchener, Waterloo Region and Ontario (2016)
Ontario
Region of Waterloo
Kitchener
■ Owner Households %
Source: Statistics Canada Community Profile
30.2%
31.8%
37.9%
Renter Households %
One-person renter households made up the largest proportion of all renter households at 41.2%
(14,420 households) in 2016 followed by two -person households at 31.5% (11,020 households).
The trend in smaller household size indicates a need for smaller housing, particularly for rental
units, although there is still a need for larger sized rental housing units for households with
children.
Two -person owner households made up the largest proportion of all owner households at 34.1%
(19,525 households) in 2016. One person, 3 person and 4 person households each had nearly a
20% share of ownership housing.
Figure 19: Household Size by Tenure, 2016
50.0% 41.2%
40.0% 34.1% 31.5%
30.0
20.0/o
0 18.5% 18.3% 19.0% ■ Owner
0
013.0/ 8.1% 10.2% o
10.0% 6.2/o Renter
0.0%
1 person 2 persons 3 persons 4 persons 5 or more
persons
Source: Statistics Canada, 2016 Custom Tabulation
City of Kitchener Housing Needs Assessment (2020) 48
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As shown on the following Map 3, renters are more prevalent older areas of Kitchener, in
proximity to the Central Transit Corridor along the new ION light rail transit route and main
express bus lines. There is also a moderate amount closer to Conestoga College and near
community scale commercial areas on the east and west sides of the City.
Map 3: Number of Renter Households in Census Tracts
Percentage of Renter Households
By Census Tract
11` ,
525°iu
Source: City of Kitchener
City of Kitchener Housing Needs Assessment (2020)
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4.2.3 Age of Primary Household Maintainer
Households led by adults aged 45 to 64 years made up the largest share of households in
Kitchener in 2016 at 40% of all households. Households led by young adults aged 24 years and
younger made up the smallest share at 3% of all households. Households led by seniors aged 65
years and older made up approximately one fifth (21%) of all households in 2016. These shares
of primary household maintainer by age group are shown in the following Figure 20.
Figure 20: Primary Household Maintainer by Age Group, 2016
3%
21%
36%
15 to 24 years
25 to 44 years
45 to 64 years
40% 65+
Source: Statistics Canada, 2016 Custom Tabulation
Senior -led households saw the highest rate of increase; increasing by 33.2% from 14,475
households in 2006 to 19,295 households in 2016.
Youth -led households decreased 7.8% from 3,270 households in 2006 to 3,015 households in
2016. In 2006, 86% of households led by young adults aged 15 to 24 year olds rented their homes
compared to 81% in 2016.
The decrease in the number of households led by young adults aged 15 to 24 year olds could
be an indication of this age group facing affordability challenges entering into both the rental
or owner housing market and continuing to reside at home longer with their parents.
As indicated in the following Figure 21, the proportion of homeownership generally increases
with the age of the maintainer up to age 65 and then decreases for senior led households.
Some senior households choose to downsize, selling their homes and moving to the private
rental market. However, the portion of senior led households that are owners is up from
63.3% in 2006 to 67.3% in 2016, suggesting a growing trend for seniors to age in place, or to
buy a smaller home. This indicates the need for forms of housing which enable seniors to age
in place.
City of Kitchener Housing Needs Assessment (2020)
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Figure 21: Age of Primary Household Maintainer by Housing Tenure, 2016
65+ years
55 to 64 years
45 to 54 years
35 to 44 years
25 to 34 years
15 to 24 years
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Owner Renter
Source: Statistics Canada, 2016 Custom Tabulation
4.2.4 Household Type
Among all household types, couples with children made up the largest portion of households in
Kitchener in 2016 (28.1%), followed by one person households (27.1%). Owner households are
predominantly made up of couples with or without children, accounting for almost 65% of
owner households. One person households are the primary type of renter households (41.2%),
followed by couples without children (17.5%). Housing options suited to family -sized
households (couples with children, Ione parent households and multiple households) are still
needed in Kitchener as these households made up 44.4% of all households and 51.5% of owner
households in 2016.
1.8% of all households are led by recent immigrants, with more recent immigrant households
renting (1,320) than owning (355).
Households with a person with a disability made up 32.4% of all households. 11.2% of the
population have physical activity limitations and 11.2% have cognitive activity limitations. There
is a need for housing options suitable for persons with disabilities. These may include housing
with design features to enhance accessibility or housing with support services.
The following Figure 22 indicates the distribution of households by household type and tenure.
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Figure 22: Households by Household Type and Tenure
Totals do not add up to 100% because household types can be counted under more than one category (i.e. couples
with children households may also be categorized as a recent immigrant household)
Source: Statistics Canada, 2016 Custom Tabulation
4.3 Household Income
Income trends are important factors in the consideration of housing affordability for owners and
renters.
4.3.1 Median Household Incomes
Median household incomes for renters and owners differ considerably. In 2015, the median
income for renter households ($45,965) was less than half the median income for owner
households ($93,559) as shown in the following Figure 23.
Figure 23: Median Household Income by Tenure
Source: Community Profiles, Statistics Canada, Consumer Price Indexes for Canada, monthly (V41690973 Series.)* Estimated
based on Consumer Price Index
The increase in median household income from 2005 to 2015 for all households is generally
consistent with the rate of inflation (consumer price index) over the same time period.
Accordingly, the median household income for 2019 has been estimated to be around $76,000
based on inflation.
City of Kitchener Housing Needs Assessment (2020) 52
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As shown in the following Map 4, the median income varies considerably across the City by
census tracts. The older parts of the city and the downtown area have households with lower
median incomes compared to more recently developed areas of the city. This may change in
future years as the effect of condo development ownership is felt in the downtown.
Median Ii
By Censu
e
Map 4: Median total income of households within Census Tracts, 2015
Source: Statistics Canada, Census Profile
City of Kitchener Housing Needs Assessment (2020) 53
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4.3.2 Household Income Deciles
Household income deciles distribute all households into ten equal portions based on income.
There is one tenth (or 10%) of all households in each income decile. Household income deciles
for Waterloo Region are used as the region is considered the regional market area in the
provincial definition of affordable housing.
Figure 24 shows the proportion of Kitchener households based on Waterloo Region income
deciles. While there are 10% of Waterloo Region households in each decile, the data shows that
there are slightly greater shares of Kitchener households in the first six lower income deciles
(and particularly in the first three) and fewer in the upper income deciles. This indicates a greater
share of households in low income and moderate incomes in Kitchener than in Waterloo Region
as whole.
Of the 30,695 households who had low incomes in 2015, one third had incomes less than
$23,000, on third had incomes between $23,000 and $37,000 and one third had incomes
between $37,000 and just under $50,000 as shown in Figure 24.
Figure 24: Kitchener Households vs Waterloo Region Household Income Deciles, 2015
Decile 1
Decile 2
Decile 3
•
!_$23,313
. .
10%
10.9%
W10000
$23,314 to $37,266
10% 11.3%
10,450
$37,267 to $49,932
10% 11.1%
10,245
- . Decile 4
$49,933 to $63,263
10%
10.8%
9,980
• • - Decile 5
$63,264 to $77,566
10%
10.7%
9,830
• Decile 6
$77,567 to $93,266
10%
10.2%
9,440
• - • Decile 7
Decile 8
• Decile 9
Decile 10
$93,267 to $111,735
10%
10.0%
9,180
$111,736 to $136,609
10% 9.1%
8,365
$136,610 to 177,016
10% 8.6%
7,915
$177,017+
10% 7.3%
6,735
Source: Statistics Canada, 2016 Custom Tabulation
It should be noted that historically and in the provincial definition, the 60th income decile was
considered to represent moderate incomes. However with a range of $77,567 to $93,266, most
people would not consider these in reality to be moderate household incomes.
The following Figure 25 shows owner and renter status by low, moderate and high income
deciles in 2015. Over 18% of households with incomes below approximately $50,000 owned
their home. This group would likely include households who purchased homes some time ago,
were mortgage free and were seniors with fixed incomes. Only 11% of households with high
incomes over $93,000 rent, while nearly 50% of household with high incomes own their
City of Kitchener Housing Needs Assessment (2020)
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housing. Given the 50% increase in housing costs in the last few years since 2015, it is
expected that more households are currently renting than this data suggests.
Figure 25: Household Tenure by Household Income Deciles, 2015
80.0%
57.4%
60.0%
49.5%
40.0% 31.9% 31.6% ■ Owner
18.6%
20.0% ■ 11.0% Renter
0.0%
Low Income Moderate Income High Income
(:5$49,932) ($49,933 to $93,266) ($93,267+)
Source: Statistics Canada, 2016 Custom Tabulation
As indicated earlier, approximately one third of all households in 2015 had low incomes. The
following Figure 26 highlights what types of households had low incomes. One person
households have the highest incidence of low incomes. Youth and seniors also have high
incidence of low income, as do recent immigrants, and Ione parent households.
Figure 26: Household Types in Low Income, 2015
Household TypeHousehold
Non -census -family one person household
in
Low Income
66.5%
# of Households
in Low Income
16,585
15 to 24 years
66.5%
2,005
65+
50.8%
9,795
Recent immigrant (2011 - 2016)
48.8%
3,870
Lone -parents
46.4%
4,080
Aboriginal identity
41.8%
675
Non -census -family household with two or more persons
37.1%
1,535
Visible minority
35.8%
5,255
Couples without children
22.7%
5,030
Couples with children
11.0%
2,850
Other/multiple-family households
9.5%
595
ALL HOUSEHOLDS
33.3%
30,695
Data in columns do not add up to Totals of all households because household types can be counted under more
than one category. Le couples with children households may also be categorized as a recent immigrant household
Source: Statistics Canada, 2016 Custom Tabulation
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4.3.3 Prevalence of Low Income
The prevalence of low income in a community is an indicator of the need for affordable housing.
The incidence of low income in a community is measured using Statistics Canada's Low Income
Cut -Offs — After Tax (LICO-AT). These are income thresholds below which a family will likely
devote a larger share of its income on necessities such as food and shelter compared to the
average family in the area. The approach estimates an income threshold at which families are
expected to spend 20% more than the average family on food, shelter and clothing. Housing
costs are usually the greatest contributor to household costs.
As part of the Kitchener Waterloo Cambridge CMA, a large urban population centre the family
income cut off varies by size of family from $20,386 for a one person household to $38,544 for
a 4 person household up to $53,460 for a 7 person household (Government of Canada, 2017b).
The following Figure 27 outlines that in 2015, 18,560 households (8.1% of all households) in
Kitchener met the LICO-AT cut offs. Kitchener has a higher incidence of households that meet
the low income cut off compared to the region. Kitchener has nearly half of the households in
the region who meet the low-income cut off.
Figure 27: Households with Low Income Based on Low -Income Cut -Offs After Tax, 2016
Source: Statistics Canada, Census Profiles
As shown on the following Map 5, households with lower incomes are more prevalent in older
areas of Kitchener, in proximity to the Central Transit Corridor along the new ION light rail transit
route and main express bus lines. This is also the case for renter households as renter
households also have more incidence of low income than owner households.
Property in proximity to the ION light rail transit route is also more likely to redevelop given
recent zoning changes. Work is underway to map rental housing by building age and to assess
affordability of the rental housing stock. This is important to determine as it is believed that
older affordable rental buildings are more likely to be redeveloped. Concern has also been
expressed that where redevelopment is anticipated property owners do not maintain the rental
buildings. This could result in existing tenants being displaced and unable to afford new
accommodation. Renovictions remove affordable housing and generally result in much higher
rents being charged post renovation or redevelopment. Renovictions, where tenants are
displaced from their homes to allow major renovations or redevelopment to proceed, are not
tracked or monitored for Kitchener.
City of Kitchener Housing Needs Assessment (2020) 56
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W Kitchener'Wegion
of
Waterloo
0 to 17 years
• :' .
• .
:' .
18 to 64 years
•' .
' .
65 years and over
TOTAL Population in Low Income
•�
'.
'.
Source: Statistics Canada, Census Profiles
As shown on the following Map 5, households with lower incomes are more prevalent in older
areas of Kitchener, in proximity to the Central Transit Corridor along the new ION light rail transit
route and main express bus lines. This is also the case for renter households as renter
households also have more incidence of low income than owner households.
Property in proximity to the ION light rail transit route is also more likely to redevelop given
recent zoning changes. Work is underway to map rental housing by building age and to assess
affordability of the rental housing stock. This is important to determine as it is believed that
older affordable rental buildings are more likely to be redeveloped. Concern has also been
expressed that where redevelopment is anticipated property owners do not maintain the rental
buildings. This could result in existing tenants being displaced and unable to afford new
accommodation. Renovictions remove affordable housing and generally result in much higher
rents being charged post renovation or redevelopment. Renovictions, where tenants are
displaced from their homes to allow major renovations or redevelopment to proceed, are not
tracked or monitored for Kitchener.
City of Kitchener Housing Needs Assessment (2020) 56
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Map 5: Percentage of Low Income Households By Census Tract
Percentage of Low Income Households
(After Tax Low Income Measure) By Census Tract
<8%
< 12%
Source: Statistics Canada, 2016 Custom Tabulation
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4.3.4 Government Assistance
Currently, there is limited data available in regards to the distribution and composition of
individuals or households receiving financial assistance or benefit. There is limited data available
to assess the change over time, or other comparison or trend analysis.
The figures below provide some initial information one those that are receiving financial
assistance or benefit through government programs.
Figure 28: Residents Receiving Government Assistance, 2017
Source: Statistics Canada - Economic dependency profile of individuals, 2017, Web Table 11-10-0033-01
Figure 29: Ontario Works Monthly Allowance based on Household Size
Single
0
0
$393
$390
$733
Couple
0
0
$494
$642
$1,136
Couple + 1
1
0
$494
$697
$1,191
Couple + 1
0
1
$652
$697
$1,349
Couple + 2
2
0
$494
$756
$1,250
Couple + 2
1
1
$652
$756
$1,408
Couple + 2
0
2
$826
$756
$1,580
Couple + 3
3
0
$494
$815
$1,309
Couple + 3
2
1
$652
$815
$1,467
Couple + 3
1
2
$826
$815
$1,641
Couple + 3
0
3
$1,001
$815
$1,816
Couple + 4
4
0
$494
$844
$1,338
Source: Region of Waterloo (Employment & Income Support) and Waterloo Region Immigration Partnership
City of Kitchener Housing Needs Assessment (2020) 58
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Figure 30: Ontario Disability Support Program Monthly Allowance based on Household Size
Basic Allowance
:5 17 year
0
Basic Allowance
0
-9
$672
MOM
$497
Total Monthly
$1,169
0
0
$969
$781
$1,750
1
0
$969
$846
$1,815
0
1
$1,157
$846
$2,003
2
0
$969
$918
$1,887
1
1
$1,157
$918
$2,075
0
2
$1,367
$918
$2,285
3
0
$969
$991
$1,960
2
1
$1,157
$991
$2,148
1
2
$1,367
$991
$2,358
0
3
$1,578
$991
$2,569
4
0
$969
$1,026
$1,995
Source: Region of Waterloo (Employment & Income Support) and Waterloo Region Immigration Partnership
4.3.5 Food Bank Use
In 2018, 14,469 households (5%) within Waterloo Region accessed food assistance and there
was a 28% increase in the number of households accessing food assistance for the first time
(Food Bank, 2019). In 2018, Kitchener Centre had the 4th highest food bank usage of all
communities in Ontario as shown in the following Figure 31.
Figure 31: Communities in Ontario with the highest food bank usage, 2018
1. Ottawa -Vanier (15 in 100)
2. Hamilton Centre (12 in 100)
3. Thunder Bay-Atikokan (11 in 100)
4. Kitchener Centre (10 in 00
5. Ottawa South (9 in 100)
6. Windsor West (9 in 100)
7. London-Fanshawe (8 in 100)
8. Windsor -Tecumseh (8 in 100)
9. Ottawa West-Nepean (8 in 100)
10. London North Centre (7 in 100)
Source: Feed Ontario
Food insecurity is not isolated to a particular demographic or circumstance and there are many
factors that may contribute to why one is in need of food assistance.
In 2018, 35% of food assistance recipients were under the age of 18. Costs associated with
raising children, including child care costs, combined with the costs of basics like food and rent,
put much pressure on households with children, leaving them vulnerable to poverty and hunger
City of Kitchener Housing hueeds Assessment (2UZU) 59
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(Food Banks Canada, 2019). Seniors aged 65+ represented only 4% of people receiving food
assistance, but are one of the fastest growing age groups accessing food assistance.
Figure 32: Age of Recipients of Food Assistance in Waterloo Region, 2018
4%
■ 0-11 yrs
19% 211 ■ 12-17 yrs
■ 18-30 yrs
■ 31-44 yrs
10%
20% ■ 45-64 yrs
■ 65+ yrs
22%
Source: The Foodbank of Waterloo Region
Almost half of those who received food assistance in 2018 were single as shown in the Following
Figure 33. While there are tax benefits that can increase incomes for households with children,
single person households do not have the same range of benefits, and often have to rely solely
on limited social assistance income if they are unemployed.
Figure 33: Household Composition of Recipients of Food Assistance in Waterloo Region, 2018
■ Single Person
■ Lone Parent
■ Couple with Children
■ Couple without
Children
■ Other
Source: The Foodbank of Waterloo Region
Those receiving social assistance as their main source of income are 11 times more likely to
experience severe food insecurity than the general population (Tarasuk, Mitchell, & Dachner,
2014). In Waterloo region in 2018, almost 60% of recipients were receiving social assistance.
City of Kitchener Housing Needs Assessment (2020)
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Over the past three years there has been a 27 per cent increase in Ontario in the proportion of
people with employment income who need help from food banks (Feed Ontario, 2019). In
Waterloo region in 2018, 16% of those that accessed food banks were employed.
Figure 34: Source of Income of Emergency Food Hamper Recipients in Waterloo Region, 2018
19
1%
3%
■ Ontario Works (OW)
Ontario Disability Support Program (OSDP)
Employment Insurance
* Employment Income
Student Loan
■ Old Age Pension
■ Private Disability
■ Other
■ No Income
Source: The Foodbank of Waterloo Region
The increasing cost of housing and the lack of rent geared to income units are considered factors
that have been driving the demand for food banks. In Waterloo Region, almost 80% of food
assistance recipients lived in rental housing (Food Bank of Waterloo Region, 2019).
4.3.6 Financial Security
Waterloo Region's Community Wellbeing Survey conducted in 2018 is an important resource
that provides a comprehensive picture of the wellbeing of those who live in the Region as a
whole and within the specific local municipalities (Region of Waterloo, 2019). Over 1,500
Kitchener residents responded to the survey. The 2018 survey results indicated that Kitchener
ranks 5th in the Region for housing security with 40.9% of Kitchener residents spending more
than 30% of their income on housing, compared to the 2016 census which reported 23.4%.
The survey also showed that Kitchener residents tend to have more economic security than the
Regional average. Many Kitchener residents are able to reliably afford food, housing, and basic
needs. However, when the focus is shifted from those who have never experienced economic
insecurity to those who have, the rates are not insignificant. For instance, approximately 20%
experienced an inability to pay their bills on time or to afford their basic needs. Additionally,
17% experienced food insecurity due to not being able to afford, or gain access to, enough food.
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The following Figure 35 shows the distribution of residents who have experienced financial
insecurity, comparing Kitchener with Regional averages.
Figure 35: Financial Insecurity, Comparing Kitchener with Regional averages (2017-2018)
Source: Waterloo Region's Community Wellbeing Survey 2018
4.4 Economic Indicators
Economic indicators are discussed in this section of the report. Economic indicators, including
employment, labour force, industry, income by industry and investor confidence indicate the
direction of the economy. Analysts use them to predict the possibility of investing in the
future.
4.4.1 Labour Force
The labour force is the number of people working age (15+) that are employed or unemployed.
The remainder of the population, those not offering their labour services (e.g. students, parents
caring for young children and retired people), are not in the labour force. The percentage of the
population choosing to be part of the labour force determines the participation rate. The
employment rate is the percentage of the population age 15+ that is employed, whereas the
unemployment rate is the percentage of the labour force that is unemployed.
The Kitchener -Cambridge -Waterloo CMA consistently has among the highest employment rates
in the country, as shown in the following Figure 36.
City of Kitchener Housing Needs Assessment (2020) 62
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12.6%o
I could not pay my bills on
Kitchener
81.0%
8.0%
4.5%
3.8%
time (e.g., water, hydro,
Region
77.6%
8.1%
5.5%
5.4%
3.5%
phone, credit card)
could not pay my
Kitchener
93.9%
2.6%
1.3%
1.2%
1.0%
mortgage or rent on time
Region
91.2%
3.4%
2.2%
1.9%
1.2%
1 ate less because there was
Kitchener
83.0%
4.4%
3.6%
5.0%
4.1%
not enough food or money
Region
80.9%
4.4%
4.4%
4.5%
5.8%
for food
I could not afford to pay for
Kitchener
88.9%
4.5%
2.6%
2.0%
2.0%
transportation to get to
Region
86.3%
4.2%
2.9%
2.9%
3.7%
where I needed to go
1 did not have enough
Kitchener
78.0%
6.8%
5.9%
3.9%
5.3%
money to buy the things I
Region
74.5%
7.1%
6.1%
4.9%
7.3%
needed
Note: "past year" was 2017-2018
Source: Waterloo Region's Community Wellbeing Survey 2018
4.4 Economic Indicators
Economic indicators are discussed in this section of the report. Economic indicators, including
employment, labour force, industry, income by industry and investor confidence indicate the
direction of the economy. Analysts use them to predict the possibility of investing in the
future.
4.4.1 Labour Force
The labour force is the number of people working age (15+) that are employed or unemployed.
The remainder of the population, those not offering their labour services (e.g. students, parents
caring for young children and retired people), are not in the labour force. The percentage of the
population choosing to be part of the labour force determines the participation rate. The
employment rate is the percentage of the population age 15+ that is employed, whereas the
unemployment rate is the percentage of the labour force that is unemployed.
The Kitchener -Cambridge -Waterloo CMA consistently has among the highest employment rates
in the country, as shown in the following Figure 36.
City of Kitchener Housing Needs Assessment (2020) 62
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Figure 36: Employment Rates in Kitchener -Cambridge -Waterloo CMA
Total Employed Employment Rate Unemployment Rate Participation Rate
304,100 67.5% 5.4% 71.3
4,700 YR/YR - 5.5% higher than - 0.1% lower than - 5.6% higher than
Change Canada Canada Canada
Total Employed Employment Rate Unemployment Rate
292,200 66.4% 5.1
4,400 Annual - 4.8% higher than - lowest in 29 years
Change Canada
Source: Statistics Canada, Labour Force Survey
Participation Rate
70.0%
4.6% higher than
Canada
Figure 37: Comparison of Kitchener, Waterloo Region and Ontario Labour Force 2002-20016
Source: Statistics Canada Community Profiles
4.4.2 Industry
Long-term employment trends show a shift from manufacturing toward employment in the
knowledge economy around the time of the 2008/2009 recession and stronger advancements
in those sectors continuing through the following decade. Manufacturing continues to be the
largest local industry at 17.8% of total employment.
City of Kitchener Housing Needs Assessment (2020) 63
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A".
ililL
2006
2016
2006
2016
2006
2016
• ' • • 164,275
189,220
380,990
432,125
9,819,420
11,038,440
• • 116,820
130,080
272,530
296,480
6,587,580
7,141,675
• 110,150
121,190
257,655
277,785
6,164,245
6,612,150
• 6,665
8,885
14,875
18,695
423,335
529,525
• • • 47,455
59,140
108,455
135,645
3,231,840
3,896,765
• . 71.1%
68.7%
71.5%
68.6%
67.1%
64.7%
• 67.1%
64%
67.6%
64.3%
62.8%
59.9%
• 5.7%
6.8%
5.5%
6.3%
6.4%
7.4%
Source: Statistics Canada Community Profiles
4.4.2 Industry
Long-term employment trends show a shift from manufacturing toward employment in the
knowledge economy around the time of the 2008/2009 recession and stronger advancements
in those sectors continuing through the following decade. Manufacturing continues to be the
largest local industry at 17.8% of total employment.
City of Kitchener Housing Needs Assessment (2020) 63
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Figure 38: Employment by Major Industry Sectors: Kitchener -Cambridge -Waterloo CMA
80
>. 60
0
CL
E
a�
c
40
0
t
20
1997 1999 2001 2003 2005 2007 2010 2012 2014 2016 2018
Manufacturing Professional services, business, finance, information, culture
Source: Statistics Canada, Labour Force Survey
Figure 39: Percentage of Employment by Industry: Kitchener -Cambridge -Waterloo CMA
Agriculture 1.1%
Construction
Manufacturing
Trade
Transport 5.35/c
Finance, insurance, real estate
Scientific & technical
Business - 3.9%
Education
Health care & social assistance
Information, culture & rec 4.1%
Accommodation & food services 5.2°%
Other services - 3.7%
Public administration - 2.4%
9.2%
7.7%
18.4%
8.1%
M 9.3%
Source: Statistics Canada, Labour Force Survey
13.3%
17.8%
moct-19
The following Figure 40 shows the changes in employment by type of industry between 2013
and 2018. For example, construction, scientific and technical, and finance and insurance
industries have seen considerable employment growth over the past five years
City of Kitchener Housing Needs Assessment (2020)
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Figure 40: 5 Year Change in Employment By Industry: Kitchener -Cambridge -Waterloo CMA
Much of the employment growth in the metropolitan area in recent years has been in high -
paying industries as shown in the following Figure 41.An increase in the number of people able
and willing to pay more for housing contributes to the rising pressure in the housing market in
recent years. Industries with the lowest median employment income include service, arts,
entertainment and agricultural industries, generally at or below $20,000 individual income.
Figure 41: Median Employment Income by Industry: Kitchener -Cambridge -Waterloo CMA
Construction -
Retail Trade
$19,792
$20,679
$44,671
$48,825
$39,969
Information & Culture $59,107
$54,961
Real Estate
Business
Health care & social assistance
- $11,886
Accommodation & food services $11,885
$35,044
$37,752
$50,975
- $56,190
$47,240
$28,201
Public administration $63,986
$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000
Source: Statistics Canada, 2016 Census of population, Statistics Canada Catalogue no. 98-400-X2016381
Housing is increasingly unaffordable to new graduates and entry level employees. With a median
household income of $36,132 for those aged 20-24, and $49,548 for those aged 25-29, 2
bedroom and 3 bedroom rental units are out of reach, and for many under 30 years of age, all
City of Kitchener Housing Needs Assessment (2020)
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change in persons employed
Agriculture
1200
Construction
3300
Manufacturing
2300
Trade
1000
Trans. & warehousing
100
Finance, insurance, real estate
2400
Professional, science & tech.
1 2800
Business, building & other -500
Education -1700
Health care & social assistance
1500
Information, culture & rec
2100
Accommodation & food services -900
Other services
1600
Public administration -700 C
M2013-2018
Source: Statistics Canada, Labour Force Survey
Much of the employment growth in the metropolitan area in recent years has been in high -
paying industries as shown in the following Figure 41.An increase in the number of people able
and willing to pay more for housing contributes to the rising pressure in the housing market in
recent years. Industries with the lowest median employment income include service, arts,
entertainment and agricultural industries, generally at or below $20,000 individual income.
Figure 41: Median Employment Income by Industry: Kitchener -Cambridge -Waterloo CMA
Construction -
Retail Trade
$19,792
$20,679
$44,671
$48,825
$39,969
Information & Culture $59,107
$54,961
Real Estate
Business
Health care & social assistance
- $11,886
Accommodation & food services $11,885
$35,044
$37,752
$50,975
- $56,190
$47,240
$28,201
Public administration $63,986
$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000
Source: Statistics Canada, 2016 Census of population, Statistics Canada Catalogue no. 98-400-X2016381
Housing is increasingly unaffordable to new graduates and entry level employees. With a median
household income of $36,132 for those aged 20-24, and $49,548 for those aged 25-29, 2
bedroom and 3 bedroom rental units are out of reach, and for many under 30 years of age, all
City of Kitchener Housing Needs Assessment (2020)
I:1
7-75
types of vacant rental units are out of reach. This means that young households have to spend
more than 30% of their income on a rental unit that suits their needs (reducing their ability to
save money to own a home in the future), rent smaller units, or consider looking to other
communities for housing and/or work. Added pressure in the housing market thus has
considerable implications for industry and business growth as talent attraction becomes
increasingly difficult for companies, particularly for entry level positions.
4.4.3 Investor Confidence
Kitchener has seen significant construction activity as a result of major investments such as EDIF
— Economic Development Investment Fund and the ION light rail transit system. As shown in
Figure 41 the construction value of building permits in the downtown and immediately
surrounding neighbourhoods has accumulated to $1.45 billion since 2014 to the end of 2018. As
of October 2019, total year-to-date construction investment in the downtown reached an all-
time annual high of $505.8 million, due in part to this being the last year for developers to
receive incentives to develop in downtown neighbourhoods.
Figure 42: Construction Values in Downtown Neighbourhoods
$600
$505.8
°a $400 ,
cc $265.4
E
c $200 $145.
4$105.135. $
154.7
104.4
$36.2$41.4$78.0 $90.1$58.7 $48.3 $5 $84.0 $57.7o
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
YTD
Source: City of Kitchener, Building Permits
As shown in the following Figure 43, construction values have also been very strong across the
City since 2014.
Figure 43: Construction Values in Kitchener
$1,200 $1,022
- $800 $665 $740
S _ $432 $410 $377 $435 $340 $366 $496 $ $574 $565 $505 $585
'
° i $400 417 $336
.o $0
E 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
YTD
Source: City of Kitchener, Building Permits
City of Kitchener Housing Needs Assessment (2020) 66
7-76
Housing supply is a measure of the available housing options in a community. An important
aspect of assessing housing supply is to compare the existing housing supply as well as recent
development applications to housing need. The extent to which housing supply does not match
housing need helps identify gaps in the current housing supply. This section of the assessment
report examines the current housing supply and considers the future supply along the housing
continuum.
5.1 Existing Housing Supply
The existing housing supply is important because housing lasts for well over 60 years if well
maintained. It represents the majority of the housing stock, with new housing development
generally providing incremental change over time.
5.1.1 Housing Supply by Mix of Dwelling Types and Tenure
There were 92,135 occupied dwellings in Kitchener in 2016. Almost half of these dwellings
(48.6%) were single detached dwellings. While single detached dwellings homes are well suited
for many households, particularly for families with children, they may not be the most suitable
dwelling type for other households. Single detached dwellings are generally less accessible due
to the presence of stairs and the need for more indoor and outdoor maintenance. Single
detached homes are also, in general, the least affordable house type. As such, having a housing
supply comprised predominantly of single detached homes limits options for households with
lower incomes or those who would find it challenging to maintain a single detached home.
Higher density forms of housing, such as apartments, are inherently more affordable as they
tend to be smaller in square footage, and require less land and make efficient use infrastructure
when compared to low density single and semi-detached dwellings.
Figure 44: Dwelling Types
Source: Statistics Canada, 2016 Custom Tabulation
City of Kitchener Housing Needs Assessment (2020)
7-77
Renters tend to live in apartments, whereas homeowners tend to reside in single detached
homes. This is correlated with differences in household size and household income of renters
and owners.
Figure 45: Dwelling Types by Tenure
73%
Single Detached Semi Detached
74%
11% 14% 8% ■ Owner
IM Renter
Townhouse Apartment and Other
Source: Statistics Canada, 2016 Custom Tabulation
The percentage of owner households occupying single and semi-detached units decreased from
82.7% in 2006 to 80.6% in 2016 as more condominium apartments and townhouses are being
built.
5.1.2 Housing Supply by Market
Almost 95% of households reside in market housing with 62.1% in owned units and 33.5% in
rented units. 4.5% of households reside in non -market units that are subsidized. Subsidized
housing includes rent geared to income, social housing, public housing, government -assisted
housing, non-profit housing, rent supplements and housing allowances.
4.5% 33.5%
Figure 46: Households by Market
62.1%
1
Source: Statistics Canada, 2016 Custom Tabulation
■ Subsidized Renter
■ None subsidized renter
■ Owner
City of Kitchener Housing Needs Assessment (2020) 68
7-78
5.1.3 Rental Supply
Rental housing is divided into two categories: primary and secondary. The primary rental market
consists of structures that contain at least three rental units, including both townhouse and
apartment units that are not held in condominium ownership.
The secondary rental market includes all rented units other than those in the primary rental
market. The secondary rental market consists of self-contained units that were not built
specifically as rental housing but are currently being rented out. These units include rented
single -detached, semi-detached, townhouses, duplexes (second units), rented condominium
units, and one or two apartments which are part of a commercial or other type of operation.
Primary Market Rental Units
As of October 2018, there were approximately 21,500 primary rental housing units in Kitchener
as shown in the following Figure 47. As The majority of primary rental units are in apartment
form. Of the 1,435 rental townhouse units, approximately half have 3 or more bedrooms. Of
the 20,000 rental apartment units, just under 1,000 units have 3 or more bedrooms.
Figure 47: Primary Market Rental Supply by Type and Size, 2018
Source: CMHC Rental Market Survey, 2018
City of Kitchener Housing Needs Assessment (2020) 69
7-79
The current composition of the purpose-built rental market does not align with the current
household sizes of renters. As shown in Figure 48, 58% of units are 2 bedrooms whereas only
13% of renter households have 3 people.
Figure 48: Primary Rental Supply by Size Compared to Renter Household by Size
3%
31% ■ Bachelor
1 Bedroom 13
2 Bedroom
■ 3 Bedroom +
■ 1 person
2 persons
3 persons
4 persons
Primary Rental Unit Supply Renter Households
Source: CMHC Rental Market Survey, 2018 and Statistics Canada, 2016 Custom Tabulation
The National Occupancy Standard (NOS) defines the number of bedrooms that a household
requires given its size and composition. For example, a one person household requires as a
minimum a bachelor unit (zero bedrooms), a couple requires as a minimum a one bedroom unit,
a couple or Ione parent with one child requires as a minimum a two bedroom unit etc. Many
households prefer to rent/own a unit with more bedrooms than the NOS. Households with low
and moderate incomes generally do not have the financial means to afford a unit with more
bedrooms than the minimum required. It is therefore important that a sufficient supply of
smaller sized units exists, as well as units with 3 bedrooms for larger family households.
Vacancy Rate for Primary Rental Units
A vacancy rate of 3.0% is generally accepted as a healthy vacancy rate, indicating a balance
between the supply of rental housing and the need for rental housing. In a tight rental market
there is strong competition for rental units of all types, resulting in limited choice and high rents
for units that do become available. Therefore, renter households with lower incomes are more
likely to stay in units unsuitable and inadequate because they have been priced out of more
suitable units. Tight rental market conditions were alleviated in 2018 as indicated bythe increase
in the overall vacancy rate from 1.9% in 2017 to 3.4 in 2018, as shown in the following Figure
49. Conditions became less tight due to the increase in supply with the addition of 428 units.
City of Kitchener Housing Needs Assessment (2020) 70
7-80
Figure 49: Vacancy Rate of Primary Rental Units —1990 to 2018
7.0%
c
6.0%
5.0%
—
4.0%
N
/0000��
3. 0%
2.0%
I
1.0%
0.0%
00 0-1 (N1 Om1 * Ln 0.1 r, W M 0 O O m O O O O
O m qO �
rq .m -I � Ln `�D r, x
rn rn rn rn rn rn M rn rn rn o 0 0 0 0 0 0 0
—A —A —A —A —1 —A —A —A —A —A N N N N N N N N
0 0 0 0
N N N N
0 0 0 0 0 0 0
N N N N N N N
Vacancy Rate Balanced & Healthy Supply
Source: CMHC Rental Market Survey
While the vacancy rate for all primary rental units combined in 2018 was 3.4% and above the
3% healthy vacancy rate, the vacancy rate for bachelor and 3+ bedroom apartment units were
below 3%, indicating tighter market conditions for these size of units as shown in the Following
Figure 50.
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
Figure S0: Vacancy Rate by Apartment Unit Size, 2018
Bachelor
3.90%
3.20%
1 Bedroom 2 Bedroom
Source: CMHC Rental Market Survey
City of Kitchener Housing Needs Assessment (2020)
1.50%
3 Bedroom +
71
7-81
Secondary Market Rental Units
At the time of the 2016 census, there were 34,975 renter households. There were 20,703
primary market rental units in 2016. Accordingly, it is assumed that approximately 60% of the
rental housing supply in Kitchener are primary rental units and 40% (14,272 units) are secondary
market rentals. As shown in the following Figure 51, the ratio of primary rental units to renter
households has been decreasing since 2006, indicating that a greater proportion of renter
households are residing in secondary rental market than in the past.
While the secondary rental market is a good source of rental units and provides a more diverse
range of rental housing as some of these units are single and semi-detached dwellings, it does
not have the same levels of stability as the primary rental market as it is possible for landlords
to remove these units from the market.
Figure 51: Estimated Change in Primary Rental and Secondary Rental Supply
40,000
35,000
30,000
25,000
20,000 +�
15,000
10,000
5,000
0
2001 2006 2011
0.69
0.67
0.65
0.63
0.61
0.59
0.57
0.55
2016
� Renter Households 28,460 28,345 30,250 34,975
� Primary Rental Units 17,816 18,921 19,455 20,703
Ratio of Primary Rental Units
0.63 0.67 0.64 0.59
to Renter Households
Source: Statistics Canada Census Profile 2016, CMHC Rental Market Survey
City of Kitchener Housing Needs Assessment (2020)
72
7-V2
5.1.4 Non -Market Housing
Non -market housing is housing that is provided to meet people's needs that the private market
does not provide. Usually some form of government subsidy is required to make it affordable
for people with low incomes. Approximately 4,500 units of non -market housing currently exist
in Kitchener and are well distributed across the city as shown in Map 6. The following Figure 52
summarizes the supply of non -market housing by unit size in Kitchener.
Figure 52: Existing Non -Market Housing Units by Type and Size
Source: Region of Waterloo, Housing Services *The Region has agreements with some housing providers to provide apartments
that they rent at a rate below the Average Market Rent for Waterloo Region in return for capital funding provided during
construction.
Altogether, community housing represent approximately 4.4 percent of all occupied dwelling
units in Waterloo Region and 4.9 percent in Kitchener as shown in the following Figure 53.
Kitchener contains just over 50% of the community housing supply in the region.
Figure 53: Kitchener's Share of Existing Community Housing in the Region
Source: Region of Waterloo, Statistics Canada
City of Kitchener Housing Needs Assessment (2020) 73
7-83
Below
Community
Housing
is
Private Rent
Average
Market Rent
Waterloo Region
Non -Profit &11
Supplement
Agreements*
Housing
Co-op
Tota
Bachelor
. •
1 -Bedroom
�•
.�•
•
2 -Bedroom
3 -Bedroom
4 -Bedroom
5 -bedroom
•
Kitchener
Total
Regional
Total
Source: Region of Waterloo, Housing Services *The Region has agreements with some housing providers to provide apartments
that they rent at a rate below the Average Market Rent for Waterloo Region in return for capital funding provided during
construction.
Altogether, community housing represent approximately 4.4 percent of all occupied dwelling
units in Waterloo Region and 4.9 percent in Kitchener as shown in the following Figure 53.
Kitchener contains just over 50% of the community housing supply in the region.
Figure 53: Kitchener's Share of Existing Community Housing in the Region
Source: Region of Waterloo, Statistics Canada
City of Kitchener Housing Needs Assessment (2020) 73
7-83
Map 6: Distribution of Non -Market Housing Locations in Kitchener
Type of Non Market Housing
4 Below Average Market Rent Agreements
Q Co-op
• Nan -Profit
O Rent Supplement
O Waterloo Region Housing
By Range of unit Numbers
�. 44 a
0 80
120
r-.
ry�
ION Light Rail
Stop
Route
Major Roads
Existing
Planned
OFIN - AP"l-
IM&-valloAlaq
Source: Region of Waterloo, 2019
City of Kitchener Housing Needs Assessment (2020) 74
7-84
Community Housing Waiting List
As of September 30, 2019, there were 4,798 households on the region -wide community housing
waiting list. Additionally, there were 209 pending applications that were under assessment for
eligibility and 2,033 applications awaiting assessment. The total number of households that
were seeking community housing was 7,031. Between July 1, 2019 and September 30, 2019 a
total of 115 households moved into community housing.
The waiting list includes identification of preferred municipality for housing. There are 3,738*
households that have indicated Kitchener as a preferred location as summarized in Figure 54
below. This means over 3,000 new units of community housing are needed in Kitchener, in
addition to the existing supply
Figure 54: Community Housing Waiting List Applications for Kitchener by Household Type
Bachelor
Singles & Couples
Families
(with Dependents)
Tota
1 -Bedroom
2 -Bedroom
3 -Bedroom
4 -Bedroom
5 -bedroom
6 -Bedroom
Total
:�
.•
Source: Region of Waterloo, Housing Services *Totals exceed the current total waitlist number as applicants may be
double counted based on indicating a preference for more than one unit type.
As indicated in Figure 55 below, fewer units are turning over as people stay in community
housing longer and cannot find affordable housing in the private market. The turnover in
community housing accommodation units across the region was 300 units per year in 2018
compared to 1000 units in 2008.
5,000
4,000
3,000
2,000
1,000
0
Figure 55: Households on Waitlist vs Households Housed Region of Waterloo
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Active Households on Waiting List Total Households housed
Source: Region of Waterloo, Housing Services
City of Kitchener Housing Needs Assessment (2020) 75
7-85
Figure 56: Community Housing Waitlist Applications and Households Housed 2008-2018 for
Region of Waterloo
or
Active Applications _mVINumber
of New Applications
Total Households Housed
2008
2009
2010
�•
::�
2011
2012
.
2013
.�•
2014
•.
2015
2016
••�
•.�
.�.
2017
20
Source: Region of Waterloo, Housing Services
Non -senior households requiring a one -bedroom unit have historically had and continue to have
the longest wait times. As shown in Figure 57, the wait time for seniors housing has increased
by the greatest percentage since 2011 (127%).
Figure 57: Average Wait Times for Community Housing, Waterloo Region 2011-2017
• 1.3 years 3 years 127%
• 3.8 years 7.9 years 110%
• 1.8 years 2.8 years 52%
• 2.1 years 3.5 years 68%
Source: Region of Waterloo Housing Services
Waterloo Region Housing
The Region of Waterloo through Waterloo
Region Housing directly manages 2,722 units
of mainly former public housing developed by
the Ontario Housing Corporation at 65
locations across the region. There are 1,415
Waterloo Region Housing units located in
Kitchener.
Strasburg Road (Built 1974)
City of Kitchener Housing Needs Assessment (2020) 76
7-86
Kitchener Housing Inc.
Kitchener Housing Inc. was originally sponsored by the City of
Kitchener with the objectives to purchase, construct, hold,
renovate, manage, provide and maintain housing for low and
moderate income individuals and families in the City of
Kitchener. It is part of the non-profit component of non -
market housing in the city. Kitchener Housing owns and
operates 764 units of apartments, townhouses at 18
locations across the city. It operates both market and rent
geared to income units.
Menno Homes
Al
Penelope Drive (Built 1993)
MennoHomes Inc. is a non-profit charitable organization founded in 2001, with a mission to
create homes for people in need of affordable housing and develop housing that is economically
and environmentally sustainable and includes supportive services.
MennoHomes has 105 rental housing units within Waterloo Region. These are a mix of single
unit apartments for seniors, family duplexes, and multi -bedroom housing.
MennoHomes has built 2 affordable projects in Kitchener:
• 16 three-bedroom duplexes on Village Rd
• 50 unit six -story apartment building for seniors with 38 one -bedroom units and 12 two-
bedroom units on King Street East.
MennoHomes also has a proposed project n Kitchener planned at Bridgeport and Lancaster.
Village Road Built — 2004
King Street East Built - 2007
City of Kitchener Housing Needs Assessment (2020) 77
7-87
Other Non Profit Housing Providers
Throughout Kitchener's history, community based non-profit organizations and religious
institutions have provided a range of housing supports from emergency shelter to permanent,
affordable rental or ownership housing as outlined in the following list
Figure 58 - List of Other Non -Profit Providers in Kitchener
Better Canada Homes
Cypriot Homes of K -W
Greenfield Ave
Country Hill Dr
50
102
Cypriot Homes of K -W
Holborn Dr
66
Eby Village
Eby St S
56
Hellenic Community of K -W
Greenfield Ave
91
Hislacan Homes Non Profit
Overlea Dr
Kitchener Alliance Community Homes
Monte Carlo St
29
Kitchener Alliance Community Homes
200 Chandler Dr
30
Kitchener Alliance Community Homes
Connaught St
38
Kitchener Alliance Community Homes
Greenfield Ave
63
Kitchener Alliance Community Homes
Westmount Rd W
33
KW MultiGroup Homes Inc.
Century Hill Dr
60
Portuguese Centre of K -W Inc.
Courtland Ave E
43
Shehrazad Non -Profit
Oprington Dr
117
Slavonia -Croatian Non -Profit
Westwood Dr
90
Village Lifestyles Non -Profit
Tuerr Dr
50
Village Lifestyles Non -Profit
Paulander Dr
50
Total 968
Source: Region of Waterloo
Co-operative Housing
Housing co-ops provide at -cost housing for their members. They are controlled by members
who have a vote in decisions. There is no outside landlord. In Canada, most housing co-ops are
rental projects developed during the 1970s and '80s under government social housing
programs targeted to people with low to moderate incomes. (Co-op Housing Federation of
Canada) The following co-operative housing developments are located in Kitchener.
• Asgard Green Co-operative Homes Cherry Street
• Aventine Co-operative Homes, Homer Watsons and Bleams Rd
• Bread and Roses Co-operative HomesQueen St. S and Courtland Ave.
• Top of Form
• Bottom of Form
• Changemakers Co-op
• Country Hills Housing Co-operative, Doon Village Rd
City of Kitchener Housing hueeds Assessment (2UZU) 78
• Emanuel Housing Co-operative Howe Dr
• New Generation Co-operative Homes Doon Village Road
• Sand Hills Co-operative Homes Chandler Dr
• Shalom Community Co-operative Elmridge Dr
• Simon Bolivar Housing Cooperative Inc The Country Way
• Sprucewoods Co-operative Housing Inc Benesfort Dr
• Willowside Housing Co-operative Inc., Victoria Street
Indigenous Housing (K -W Urban Native Wigwam Project)
The K -W Urban Native Wigwam Project (KWUNWP) is a
non-profit organization that has served Indigenous
people residing within Waterloo Region for over 30
years. KWUNWP provides "safe, secure, and affordable
rent geared -to -income housing for people and their
families that have low or moderate incomes.
KWUNWP provides tenant support to:
"... assist in decreasing hardships and to lead to self-sufficiency of individuals
and families. This will give Native people of this community a chance to grow
and prosper, while maintaining a dignified and safe living environment for
their families. KWUNWP gives their tenants the opportunity to care for a home
at an affordable rate, which in turn can create an opportunity to eventually
purchase their own home." (https://kwunwp.weebly.com/)
Figure 59 - Existing Affordable Housing for Indigenous People illustrates the current known
housing by type of dwelling units geared to the indigenous population.
Figure 59 - Existing Affordable Housing for Indigenous People
Single Detached
Units
Semi -Detached
Units
Townhouse
Units
Apartment
Units
Total
12
16
7
6
41
Source: K -W Urban Native Wigwam Project
Seniors Affordable RGI Housing
Non-profit housing providers, Waterloo Region Housing and Kitchener Housing Inc. provide
some dedicated housing for seniors aged 60 years and over and who have low incomes. Rent is
based on a limited income up. The common type of housing form is one bedroom apartment,
although some two-bedroom units for seniors are also available. The listing below is a
representation of known affordable seniors housing locations and may not complete.
City of Kitchener Housing Needs Assessment (2020)
79
7-89
Figure 60 - List of Seniors Affordable RGI Housing
Church Street
NumberProject
61
.
Region
College Street
73
Region
Franklin Street
119
Region
Lorraine Avenue
35
Region
Overlea Drive
60
Region
Sunnyside Seniors
32
Region
Wilson Avenue
72
Region
Subtotal
452
Cedar Court
72
NP
Senioren Haus
60
NP
Slavonia Village
40
NP
St Joseph's Place
43
NP
Thaler Retirement Manor
50
NP
Villa Concordia
52
NP
Su btota 1
317
Carwood Green
Linden Manor
Subtotal
27
32
59
KHI
KHI
Source: Region of Waterloo* not complete
Affordable Ownership Housing
Habitat for Humanity — Founded in 1988, Habitat for Humanity Waterloo Region is a charitable
organization with the mission of, "working toward a world where everyone has a decent place
to live". Founded in 1988, Habitat for Humanity Waterloo Region is a charitable organization
that over the last 30 years, has been able to help 143 families in the region build their affordable
ownership home. Under the Habitat model, families provide a minimum of 500 hours of volunteer
time, some of which is spent building their own home. Habitat's most recent project underway is a
45 -unit townhouse project on Kehl Street in Kitchener.
5.1.5 Concurrent Disorder Supportive Housing
A small number of Regional housing units (56) are dedicated to supportive housing through the
Concurrent Disorders Supportive Housing Program. These units provide on-site support services
for those with mental illness and addictions. There is currently a waitlist of approximately 65
people for this housing type.
City of Kitchener Housing Needs Assessment (2020) 80
7-90
5.1.6 Housing Geared to Students
In the City of Kitchener there are a number of post -secondary education establishments or
campuses. This includes the Health Sciences Campus - University of Waterloo School of
Pharmacy and McMaster School of Medicine along with the Wilfrid Laurier University Masters
of Social Work program; both of which are located within Downtown Kitchener. The current
estimate of full-time students in the downtown is approximately 750.
The main Conestoga College polytechnic campus is located in the south portion of Kitchener
near Highway401. At the time of this report preparation, Conestoga College announced its plans
to establish a downtown location for an International School of Business for 1,000 students.
There is an expectation that this will grow to about 3,200 students within several years.
Kitchener is also home to a number of private educational institutions. Kitchener is also within
transit or driving distance to a number of other major post -secondary establishments in the
cities of Waterloo, Cambridge and Guelph.
There is an existing and growing need for housing accommodations geared to students. In 2000,
the City of Kitchener established a Student Housing Task Force that resulted in a report in 2001.
The study identified the need for strategies for accommodating housing geared to students in
the Conestoga College area. A Lower Doon Student Housing Study was prepared in 2002. Since
that time, there have not been any specific local municipal studies aimed at the student specific
segment of the housing market.
In 2020, the City is studying the area around the Lower Doon Conestoga College campus and
what the preferred future plan is for the surrounding area — which will include an investigation
into needed accommodation for students as the College continues to significant grow through
additional international students and other programs
Although students may not be classified as permanent residents with the census information for
Kitchener, the Region of Waterloo does include some measure and information regarding the
estimated students. Additional information and analysis is required to further investigate not
only the existing proportion but also the estimated projected growth of the student
population and what the housing needs may be.
5.1.7 Housing Geared to Seniors
Within the City of Kitchener there is a range of housing options for people aged 65 and over. A
large segment of the housing supply is within the regular range of dwelling types provided by
the private market — single detached to townhouses to apartments, either in rental, freehold or
condominium tenure available to everyone.
There are also number of sites within the City that offer life lease units, specifically for seniors.
Life lease units are often offered as part of an integrated site that includes townhouse dwellings
with an apartment building and/or residential care facility. This allows for potential movement
and additional level of care options across a continuum of housing options in the same location.
City of Kitchener Housing hueeds Assessment (2UZU) 81
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Another segment of the housing supply for seniors is within a residential care facility or
apartment building that offers some level of care and shared facilities (i.e. retirement home).
The total number of existing beds/units for this form of housing is approximately 2,400.
The known locations that are aimed at providing seniors housing that include some aspect of
care or shared facilities are indicated in Map 7 below. The total number of existing beds/units
for this form of housing is approximately 2,400.
Map 7: Senior Care Facilities in Kitchener
Senior Care Facility
N
City of Kitchener Housing Needs Assessment (2020) 82
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Some of the community housing provided by non-profit housing organizations is dedicated to
people aged 55+ and the rent charged is geared to income, making it an affordable option. A
senior in this form of housing must be able to take care of their daily needs and be generally
independent as limited supports are provided. As indicated earlier the waiting list to access this
housing is becoming longer and longer indicating strong demand and insufficient supply of this
housing type.
As seniors age they often develop health issues and independent living is not a suitable option
to meet their needs.
Care homes, retirement homes and assisted living are forms of housing available to seniors who
require supports for daily living. Standard space is space where a senior resident receives less
than 1.5 hours of care per day or is not required to pay an extra amount to receive high-level
care. The following Figure 61 illustrates that a significant amount — almost 90% - for rental
housing with supports is at a monthly rent range of $2,500 and above.
Figure 61: Seniors' Proportion (%) of Standard Spaces by Rent Range, Kitchener - Cambridge -
Waterloo CMA, 2019
88%
1% 2% 9%
Source: CMHC Seniors' Housing Survey
■ Less Than $1,500
■ $1,500 - $1,999
■ $2,000 - $2,499
m$2,500+
While the demographics of Kitchener has a fairly robust number within with younger age cohorts
compared to many Ontario municipalities, there is a large "bulge" of growing senior age groups
which will continue to grow through the next 10-20 years. There are a number of seniors housing
providers and developments that could include housing suitable for seniors. Typically this form
of housing occurs through market demand; however, there is a need and gap for more
information and data. The increase in rental prices will have an impact on cohorts that rely on a
set or declining income. It is recommended that further research and analysis is required of this
housing type and need.
City of Kitchener Housing Needs Assessment (2020) 83
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5.2 Age and Condition of Housing Stock
Two thirds of dwellings in Kitchener were built before 1991 and only 6.4% were built in the
period from 2011 to 2016 as indicated in the following Figure 73.
Figure 62: Housing Stock by Construction Period
20,000
16,040
14,72
15,000 13,210
11,785 12,650
,080
10,000= 0 1�
5,885
5,000 3,855 3,995
0 ■ ■
1920 or 1921 to 1946 to 1961 to 1971 to 1981 to 1991 to 2001 to 2011 to
before 1945 1960 1970 1980 1990 2000 2010 2016
Source: Statistics Canada, 2016 Custom Tabulation
The majority of Kitchener's Housing Stock was constructed in the post-war period and nearly
half is less than 35 years old. The 1970s and 2000s were the decades of greatest residential
growth. Given the rapid pace of housing construction since 2016, the average age of housing
stock will decrease in the coming years.
The condition of the housing stock in Kitchener is good with 95% of dwellings only requiring
regular maintenance or minor repairs as indicated in the following Figure 74.
Figure 63 — Overall Condition of Housing Stock in 2016
5%
24%
Regular maintenance needed
Minor repairs needed
Major repairs needed
71%
Source: Statistics Canada
City of Kitchener Housing Needs Assessment (2020) 84
7-94
The following map shows a pattern of concentric outward residential growth in Kitchener.
Dwellings older than 65 years predominate in the central neighbourhoods with some recent
infill housing development. Housing 36-64 years olds predominates within the inner suburban
neighbourhoods immediately east and west of the central Neighbourhoods. Housing that is
35 years old or newer is generally located in the suburban neighbourhoods of the City towards
the edge of the urban area.
Map 8: Age of Housing Stock in Kitchener
Residential Housing Stock
Age of Building
d-35 yrs N
36-64 yrs
X65 yrs
E.• t'
i
-i'' i ,�
IDN Light Rail
:6 Stop
f
Route I
Major Roads
Existing
I
Planned
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As expected, the older the housing stock, the greater the need for major repairs as shown in the
following Figure 64. However, the majority of older housing stock is in good condition with more
than 85% only requiring regular maintenance or minor repair. Housing from the 1980's to 2016
are in very good condition, with 95% only requiring regular maintenance or minor repairs.
100%
95%
90%
85%
80%
75%
Figure 64: Condition of Housing Stock by Construction Period
1920 or 1921 to 1946 to 1961 to 1971 to 1981 to 1991 to 1996 to 2001 to 2006 to 2011 to
before 1945 1960 1970 1980 1990 1995 2000 2005 2010 2016
■ Regular maintenance or minor repairs needed Major repairs needed
Source: Statistics Canada, 2016 Custom Tabulation
5.3 Housing Costs
There has been an 88% increase in the average price of a house since 2008 and a 35% increase
in the average market rent and most of the increase has been recent since 2016. In contrast,
housing incomes have generally only increased at the rate of inflation by 18% over the same
period.
Figure 65: Change in Average Rent and Average House Price vs Inflation from 2008 to 2018
88%
% Change from
2008 to 2018
35%
18%
&F AMP
of ation Average Rent Average House Price
Source: CMHC Annual Rental Market Reports, Kitchener -Waterloo Association of Realtors, Bank of Canada
City of Kitchener Housing Needs Assessment (2020) 86
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5.3.1 Homeownership
Housing prices have generally been increasing over the last 10 years at rates above inflation.
Notably, they increased by an unprecedented 12.0% in 2016 and 20.3% in 2017, as shown in
Figure 66 below.
Figure 66: Percentage Change in Average Re -Sale House Price Year to Year in Kitchener
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
Rate of Change
Inflation
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Source: Kitchener -Waterloo Association of Realtors 2019, House Priced based on Average MLS Sale Price
As of October 2019, the average price of a home has reached almost $490,000 and would
require an income of just over $138,000 to purchase with a 5% down payment and 25 -year
mortgage and paying no more than 30% of income on mortgage costs (mortgage interest,
insurance and payment) and property taxes.
Figure 67: Average Re -Sale Price of Houses and Income Required to Own, 2019
* Single Detached
Semi Detached
J Townhouse
C11` Condo Apartment
Total
Average House Price (Oct Household Income
2019) Required
$572,314 $161,518
$429,320 $121,163
$394,617 $111,369
$294,231 $83,038
$489,862 $138,249
Source: Kitchener -Waterloo Association of Realtors 2019, House Priced based on Average MLS Sale Price (*Rolling 12 months
average price as of October 2019)
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5.3.2 Primary Market Rental
Rental housing is normally more affordable than ownership housing due to not requiring a down
payment, property taxes, maintenance, and other costs associated with home ownership.
However, rents in Kitchener have been increasing at rates above inflation and the rates of
increase have been higher in recent years as shown in Figure 7968.
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
Figure 68: Percentage Change in Average Market Rent Year to Year in Kitchener
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Rate of Change
Inflation
Source: CMHC Primary Rental Market Survey
Rental apartment average market rents (AMRs) in 2018 were $774 for a bachelor unit, $940 for
a one -bedroom unit, $1,132 for a two-bedroom unit, and $1,300 for a three -plus bedroom unit
as shown in Figure 69.
Figure 69: Primary Market Rent Costs, 2018
Source: CMHC Custom Run Data
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Landlords have the ability to raise the rent of vacated units. Among all bedroom types, average
asking rent of vacant units were at significantly higher rents than occupied units. A higher
turnover rate indicates that landlords could raise the rent of vacated units more frequently. As
shown in Figure 70, in 2018 the difference between the rent of an occupied unit and asking rent
of vacant unit was approximately $250.
Figure 70: Rent Prices for Occupied Units and Vacant Units — 2014 to 2018
$1,500 $1,149$1,302
$1,000 $897 $907 $920 $937 $968
$1,008 $1,096 $1,051
$500
$0
2014 2015 2016 2017 2018
■ Occupied Units Vacant Units
Source: CMHC Custom Run Data
5.3.3 Secondary Rental — Condominium Apartments
The total average market rent of rental condominium apartments in Kitchener - Cambridge —
Waterloo CMA in 2018 was $1,542. One -bedroom units had an average rent of $1,382, two
bedroom units had rents at $1,614 and three bedrooms and more had average rent at $1,594.
These are significantly higher than the average rents for units in the primary rental market in
Kitchener - Cambridge — Waterloo CMA.
Figure 71: Rents in the Primary and Secondary Rental (Condo) Market in 2018
Source: CMHC Secondary Rental Market Survey, CMHC Rental Market Report - Kitchener -Cambridge -Waterloo CMA (2018).
City of Kitchener Housing Needs Assessment (2020) 89
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At the time of this report, Kitchener is experiencing some of the highest development and
growth rates in its history. Kitchener is reported to be the second fastest growing community in
Canada). The following section provides an overview of new residential development in
Kitchener over that past twenty years. Dwelling units created by type of housing (i.e. single
detached, townhouse, apartment, etc.) and by tenure (i.e. freehold, rental or condominium) are
highlighted. Past development trends are part of understanding housing demand and needs
within a community.
An estimate of the approximate number of new residential dwelling units within approved (but
unbuilt) plans of subdivision, plans in circulation, potential future subdivision supply and
designated land is provided in this section. The capacity of Kitchener intensification areas to
accommodate future growth based on existing zoning and infrastructure is also estimated. Most
of this data is extracted from and complementary to the City's ongoing Growth Management
Monitoring reporting.
Site plan activity is also at a record high and the number of new dwelling units anticipated within
approved (but unbuilt) plans, along with plans in circulation is estimated. Throughout the city,
there are a number of land use amendments currently under consideration that may involve the
potential to create more residential units. Also, there is a large quantity of sites that are in the
development proposal stage (no active development application). As part of the housing
outlook, a high level estimation is included of how much residential development is in the future
development "pipeline".
The process and costs associated with development are also important factors in the delivery of
new housing, and impact the affordability of housing, especially for non-profit providers. A high
level outline of some of the process and cost factors is provided within this section.
Figure 72 - New Housing Under Construction
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6.1 Housing Starts and Completions
New development in Kitchener represents a relatively high proportion of growth within the
Region of Waterloo. Over time, the number of total new housing starts is averaging close to
1500 new units per year when considering a 20 -year average. The past 10 -year period from
2010-2019 has more variability than the prior ten years from 2000-2009.
2500
2000
1500
1000
500
0
Figure 73: Number of Housing Starts by Dwelling Type, 2000 to October 2019
1
00 Oy O`L O'' O� O� OHO 01 04> O°� y0 �y y'l' y5 yo y� do til y4' ti<)
,ti0 ,y0 ,LO ,LO ,ti0 ,ti0 ,ti0 ,y0 ,y0 ,y0 ,y0 ,y0 ,ti0 ,ti0 ,ti0 ,ti0 ,ti0 ,ti0 ,y0 ,LO
■ Single Semi -Detached Row 91 Apartment
Source: CMHC Starts and Completions Survey (*incomplete 2019 as only year start to October)
While the number of apartment units under construction has been noticeable and fairly strong
historically (early 2000s along with back through the 1980s and earlier), there is a significant
increase in the total number and the proportion of apartments in the overall dwelling mix. In
2000 apartment forms of housing accounted for approximately 40% of starts, declining to under
20% over the next 10 years and then increasing to 80% in October 2019.
The percent and quantity of single and semi-detached types of housing have gradually
decreased. In 2000 detached forms of housing was at slightly over 40% of housing starts,
increasing to 60% until 2010 and then steadily decreasing to approximately 10% by October
2019. Currently, a modest amount of the new housing supply being built is in detached housing
forms.
City of Kitchener Housing Needs Assessment (2020) 91
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The percentage of housing starts by dwelling type from 2000 to October 2019 is shown in the
following Figure. Currently there are more apartments than single detached houses being built.
Figure 74: Percentage of Housing Starts by Dwelling Type, 2000 to October 2019
100.0% .-
80.0
60.0%
40.0%
20.0%
U.U%
00 Oy & O3 O� O� O'O 01 O'b O°, N �y y1 ,,3 N' y� 'y�° N N'
ti0 LO ,LO y0 y0 -P ,LO ,LO ,y0 ,LO -P -0 ,y0 y0 ,y0 LO ,LO ,y0,' ,y0 T
—Single Semi -Detached Row Apartment
Source: CMHC Starts and Completions Survey
The following figure illustrates the relationship of housing completions closely following housing
starts indicating a robust market demand for new housing construction. The years 2014, 2017
and 2019 had high incidences of housing starts. It is anticipated that the city will see a large
amount of completions very shortly given over 2,500 of starts between January to October 2019.
This is the highest amount of starts occurring in the past 20 years.
City of Kitchener Housing Needs Assessment (2020) 92
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3000
2500
2000
1500
1000
500
0
Figure 75: Housing Starts and Completions, 2000 to October 2019
O cI N ro Ln to n 00 M O -1 N ro Ln to r, 00 01
O O O O O O O O O O c -I c -I c -I c -I c -I c -I c -I c -I c -I ci
O O O O O O O O O O O O O O O O O O O O
N N N N N N N N N N N N N N N N N N N N
Starts Completions
Source: CMHC Starts and Completions Survey
The number of residential units created by year of building permit issuance is shown in the
following figure. This data is closely related to CMHC's starts data in the earlier figures; however
it includes more detailed information. The number of residential permits was strong from 2000
through to 2008 and then slowed with the 2008 economic downturn. Since 2014 starts have
been strong with 2019 year to date seeing more residential starts than any time in the city's
history. The increase in the last several years has been primarily in the form of apartments while
single detached dwelling starts over the past three years have been at an all time low.
Much of the 2019 boom in apartments can be attributed to strong developer interest in securing
financial incentives for residential development in Downtown Kitchener before they expired in
2019. Apartment completions should be strong over the coming years as these units come
online, but starts are expected to reduce somewhat in the near term.
Missing middle housing forms including townhouses, stacked townhouses, duplexes, triplexes
and quadruplexes have seen recent growth as well. Duplexes (many in the form of basement
apartments) have grown from an average of 17 units per year in 1997-2014 up to 122 units per
year in the last four years.
City of Kitchener Housing Needs Assessment (2020) 93
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Figure 76 - Number of Residential Units Created by Type
4000
3500
3000
2500
2000
1500 '
1000 , ■ ,
500
0 ,
rn rn rn o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o z
c -I ci ci N N N N N N N N N N N N N N N N N N N 0
O1
ci
0
N
Source: City of Kitchener Building Division
■ Apartment
■ Cluster Townhouses
■ Street Townhouses
Quadruplexes
■ Triplex
■ Duplex
■ Semi-detached
■ Single Detached
Compared to many cities across Canada, Kitchener has seen relatively robust rental apartment
construction over the last 20 years, with rental apartments making up 18% of new units.
However, this rate of new rental construction is not keeping pace with the demand for new
rental housing. Renters are therefore turning to the secondary rental market, either in
condominiums or freehold units.
Condominium development has increased significantly since 2007 representing one quarter of
housing starts over the period. The dwelling type of condominium units is changing. From 2000
to 2013, 58% of condominium units were in townhouses with the rest in apartments. Since 2013,
80% of condominium units have been in apartment form with only 20% in townhouses.
The share of new freehold unit starts is decreasing alongside the decrease in single detached
dwelling construction - although more freehold, street fronting townhouses are being built.
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100.0
80.0%
60.0%
40.0%
20.0%
0.0
2500
2000
1500
1000
500
Figure 77: Number of Housing Starts by Intended Tenure, 2000 to October 2019
.ItIrE .I
0 — — — — —
o°
o�'
o
■ Rental w Condominium ®Freehold
Source: CMHC Starts and Completions Survey
Figure 78: Percentage of Housing Starts by Intended Tenure, 2000 to October 2019
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Rental Condominium Freehold
Source: CMHC Starts and Completions Survey
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6.2 Development Process
New housing is created through a variety of planning and building processes. This ranges from
plans of subdivision and land use amendments to establish residential permitted uses to a type
of building permit to convert a portion of a dwelling into an additional unit. The length of time
and potential number of new dwellings becomes more immediate and certain as the
development moves from the land use and pre -subdivision application stage to registration of
lots/blocks of land and final site plan approval stage.
When preparing land for development of housing, the potential planning processes that may be
encountered (depending upon the circumstances) includes Official Plan Amendment/Secondary
Plan, Zoning By-law Amendment, Draft Plan of Subdivision, Draft Plan of Condominium, Part Lot
Control, Consent, Minor Variance (or other section 45 Planning Act application), and/or Site
Plan. Once the approvals are in place for the land, a building permit is required for construction
of buildings or structures as stipulated under the Ontario Building Code Act).
Typically, the length of time for the development applications types listed above various
depending upon how far or close away it may be to the building permit stage. There are also a
significant number of variables that could impact timing such as complexity of the site, issues,
technical studies, public engagement, achievement of review authority objectives and
requirements, developer/landowner motivations or financial considerations, completion of
conditions, and decision maker (Council, staff, Committee of Adjustment, Local Planning Appeal
Tribunal, etc.) Generally, a draft plan of subdivision from submission stage to registration takes
multiple years. Official Plan Amendment and Zoning By-law Amendments can range from 6
months to multiple years. Site plans are typically a short timeframe around one month to a
potential decision in principle with final approval taking several months to over a year depending
upon various factors including the developer's completion of conditions. Consents and minor
variance applications are considered within one month but often have conditions that can take
up to a year to fulfill.
Provincial legislative changes to The Planning Act have significantly reduced the prescribed
timelines for some of the above application types compared to previous years with the goal of
helping to streamline development approvals to bring more housing to the market sooner.
While there are a large amount of variables and considerations involved in the timing of
development applications and getting to building permit, the City of Kitchener is undertaking a
service review in 2019-20 of some of its development review functions —with emphasis on
creating further efficiencies in the site plan process.
There is also the potential for converting existing buildings to residential dwelling units or to
covert/add additional dwelling units with an existing residential building. This may involve
processes from Official Plan/Zoning By-law Amendment to City Council to an application(s) to
the Committee of Adjustment to simply just a type of building permit.
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In many instances, the provision of affordable housing is reliant upon funding and utilizing an
existing parcel of land (which may or may not already have development on it) with the intent
to move the housing development forward to building permit stage as quickly and efficiently as
possible. Financial margins are tight for developments that provide housing less than market
rent or price; and that is often pursued by non-profit housing providers.
6.3 Housing Outlook
The housing needs of a growing community cannot be met without land and development
opportunities to provide for new housing construction. One of the most important City roles in
planning for housing is to ensure there is sufficient land available, both within Greenfield areas,
and through infill and redevelopment opportunities, to accommodate the new units required to
for forecasted residential growth. The City's Growth Management program, including the
Kitchener Growth Management Strategy, Kitchener Growth Management Plan and Annual
Monitoring Report, constantly tracks development capacity and activity to ensure that the
supply of available lands are not a barrier to the construction of the new homes we need.
6.3.1 Potential Land Supply / Future Capacity for Development
Figure 79 breaks down the supply into two categories of unit type and the status of the units in
the planning process.
Figure 79: Potential Capacity and Supply of Land for Development
Source: City of Kitchener Planning Division
Of the 35,795 units in the long term housing supply, 62% are multiple residential, cluster
townhouse, or quad units. These unit types tend to be smaller, less expensive and more likely
to be rental housing than the 38% of units in the long term land supply that are in single
detached, semi-detached and street townhouse units. Although the new unit forecast is not
broken down by unit type, there is long term supply available to provide for the full range and
mix of housing types. Forecasting new units by unit type would assist in planning for affordable
City of Kitchener Housing hueeds Assessment (2UZU) 97
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housing and should be considered through the review of the Regional Official Plan and/or the
review of the Kitchener Growth Management Strategy.
• Registered (Vacant Land Inventory) represent the number of units left within registered
plans of subdivision. These are considered to be shovel ready and can be developed in a
short timeframe.
• Draft Approved units have conditional approval, but conditions must be satisfied prior
to final approval and registration, at which time these units would move into the
"Registered" category.
• In Circulation units represent units where a formal application has been made for a plan
of subdivision. Once the plan of subdivision has been conditionally approved by council,
it moves into the "Draft Approved" category
• Intensification Areas represents areas within the built up part of the city where growth
is planned to be directed, for example Downtown, around ION station stops or near
major intersections. The City typically prioritises these lands in development review to
ensure that can come online quickly.
• Other Designated Lands represents greenfield area that are slated for urban
development, but where there is no active application for a plan of subdivision. These
lands require fairly significant work prior to being ready for development and may be
more of a mid-term portion of the supply.
• Unplanned City Urban Area includes lands that are require a determination of a land use
designation within the City's Official Plan but are located within the Urban Area as
identified through the Region (and City) Official Plan. These lands require the preparation
of a Secondary Plan and associated comprehensive technical studies in order to help
determine the land use. Following that process, they would then move to the Other
Designated Lands category and with subsequent plans of subdivision to the In Circulation
and other stages of the development process. These lands are not ready in the
immediate or short term but are expected to develop within the planning horizon (by
2031).
There is a good mix of unit types throughout the various level of planning approvals within the
potential land supply for residential housing. Much of this can be brought online in the short
term, and more could occur throughout the next 20 years. The amount of housing in the
housing supply, in itself, is not a barrier to meeting the forecasted housing needs for Kitchener.
6.3.2 Potential Supply / Capacity Compared to Forecasted Growth
The first column in the Figure below shows the existing number of units (each housing one
household) and population in the city. The second shows, how many more units can be
accommodated based on the current planning permissions and assumptions. These two
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columns when added together can be compared to the population and household forecasts over
the next planning horizon. While a total about 128,000 households is expected, at least 135,962
units can be accommodated based on current planning permissions and there is a considerable
amount more that are in the planning stages (i.e. future Secondary Plans). The capacity for
additional housing units, (the "long term" housing supply, or the land supply) is sufficient to
provide the required number of units to meet future population and household forecasts.
Figure 80: Existing Housing Supply and Estimated Capacity vs Forecast2
Existing
Units/
Households
wde,9_091166
Additional
Capacity
Source: City of Kitchener Planning Division, Region of Waterloo
6.3.3 Current Development Applications and Proposals
As described in Section 6.2, a series of land use approvals may be required prior to building new
units. Development applications are currently underway that would increase the number of
units in the City. Furthermore, applications are an indication of the development industry's
interest in building new units.
Site Plan approval is required to permit the development of most types of housing including
apartments, townhouses and in mixed use buildings. It is not usually required to build single
detached, semi-detached or duplex units. Currently, there are approximately 7,000 residential
units either being considered for site plan approval, or that have been approved but have not
yet received a building permit. These site plan applications are predominantly for apartments
and mixed use buildings and represent uptake of units described in the total land supply outlined
in Figure 79.
A zoning by-law amendment application is required to build something different or above what
is currently permitted in the zoning by-law. If approved, zoning by-law amendments would
2 Numbers are estimates based on information provided in applications. Estimates are more accurate further along in the
development approval stage. *This is the updated Regional allocated forecast under review that is rounded off.
City of Kitchener Housing Needs Assessment (2020) 99
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increase the land supply shown in Figure 79. Currently there are approximately 4,500 units
under review. The majority of these are for multiple dwellings.
The City holds pre -submission meetings with developers prior to their submitting a zoning by-
law amendment or site plan application. The potential supply in these is less certain than formal
site plan or zoning by-law amendment applications, and while some will not materialize into
formal applications, they are an indicator of development interest. In 2019 alone, the City
received pre -submission applications for approximately 11,000 units (not including those that
became formal applications). Being a mixture of site plan and zoning by-law amendment
applications, these represent both an uptake of, and an increase in, the land supply in Figure 79.
Factoring in the potential number of dwelling units in registered or draft approved subdivision
applications (about 1,500 and 4,300 respectively) along with the subdivision applications that
are in circulation (approximately 7,000 more potential dwelling units), there is a substantial
amount of new development that is currently under consideration and could be achieved in the
short to medium term.
The culmination of total number of estimated new dwelling units within site plan, zoning by-
law amendment and subdivision applications is approximately more than 24,000. Considering
there are about 11,000 additional units in new proposals just in 2019, current development
activity indicates a significantly strong developer interest in the construction of new units,
particularity in the form of multiple dwellings. This does not include other applications such as
through the Committee of Adjustment, Part Lot Control or duplexing through building permit.
Considering the updated 10- and 5 -year average number of new units created through building
permits in Kitchener is now just over 1,700 and 2,100 respectively; there is a considerable
amount of years supply potentially available.
Overall, there is significant interest in developing new homes to meet the growing needs of the
City, especially in the form of multiple dwellings and townhouses. However, the tenure, number
of bedrooms, or the intended price of these potential new units is not well understood.
City of Kitchener Housing Needs Assessment (2020) 100
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6.4 Development Costs
There are a number of costs that can be key factors in the delivery of development that includes
affordable housing (for either non-profit or for-profit). This typically includes the main
categorise of land, construction and fees as summarized in the following Figure:
Figure 81 - General Proforma Cost Categories for Land Development
M11
•Purchase
•Commission
•Other
•Off-site works
•On-site works
•Design & consulting
• Legal
•Municipal
•Financing
•Management & marketing
•Taxes & Interest
The cost and revenue drivers of residential building projects vary significantly depending upon
the nature of the development and construction. Municipal costs include development or
permit application fees and charges along with development charges. Depending upon the
nature of the site and development, there could be parkland dedication requirements and a
wide variation in infrastructure servicing and utility costs.
Payment of development charges is often cited as one of the relatively large municipal costs per
dwelling unit and as impeding affordable housing development. These payments are made at
the building permit stage and include Regional, City and School Boards charge towards growth -
related infrastructure and projects. The amount varies based on the type of dwelling unit (with
single and semi-detached being the highest, townhouses the second highest, followed by
multiples/apartments and then lodging houses as the lowest rate). In Kitchener, there are two
geographic areas for development charges with the central neighbourhoods being lower rates
for each of the dwelling types compared with the suburban area being higher.
For example, in 2019 the City -only charge for a new apartment in the central neighbourhoods is
$6,418/dwelling unit compared to a new apartment in the suburban area at $9,582. Factoring
in Region and School Board charges equates to $24,280 and $27,644 respectively. Further
information about the rates/costs of development charges is available from the city's website.
Additional information regarding the financial impact/proforma of development, specifically
within the Major Transit Station Areas of Kitchener and Waterloo Region and in the context of
potential affordable housing requirements, is being conducted as a companion analysis to this
assessment. That financial impact analysis, combined with this Housing Needs Assessment, will
help satisfy the provincial regulatory requirements regarding the necessary background studies
as part of the Inclusionary Zoning consideration process.
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6.4.1 City of Kitchener Affordable Housing Incentives
The City's development incentive program was outlined in Section 3 of this document. For an
applicable affordable housing project, the development application and building permit fees can
be waived. This can amount to approximate savings between $1,000 to $100,000. Eligibility
criteria includes that proponents must be a Not -For -Profit Corporation, a minimum of 20
percent of residential units must be set at or below 80 percent of average market rent for the
regional area, and projects are located within 450 metres from transit corridors across the city.
Through the City's incentive program, eligible development projects can also take advantage of
a deferral in payment of development charges from the time of building permit to the time of
occupancy. This assists with financing, particularly for non-profit affordable housing projects.
In the two years since inception, six eligible affordable housing development proposals have
applied to the program and received the waiver of application fees and/or deferral of
development charges. This included 205 affordable rental units out of approximately 244 total
rental units. Of those, 31 units are built or under construction with 104 in the development
review stage. The following Figure summarizes the status of incentive applications to date.
Figure 82 — Applications for Development Incentives in Kitchener
Application
Dwelling Units
Status
ARH 17-1 KW Habilitation Services- 108 Sydney
22 (100% affordable)
Built
Fully accessible
Includes:
4 -storey apartment building
14 (1-bdrm)
8 (2-bdrm)
ARH 18-1 Kitchener Housing Inc. - Ward 7
52 (100% affordable)
Proposal
Stacked townhouse building and a 4 -storey apartment
building and retaining existing affordable units on site.
ARH 18-2 Lutheran Homes - Ward 9
52 (100% affordable)
Proposal
5 -storey mixed-use building. Ground floor accommodates
Includes:
offices and community service space. Four storeys above
30 (bachelor)
provide supportive housing with independent living for
22 (1-bdrm)
those who have experienced homelessness.
ARH 18-3 The Working Centre - 115 Water St N
9 (100% affordable)
Site Plan
Additional bedrooms of interim housing, plus access to
Includes:
approved.
harm reduction, primary care, mental health & addiction
9 (bachelor)
Under
supports for people who use drugs.
construction.
ARH 19-1 Thresholds Housing and Supports
23 (100% affordable)
Zoning Bylaw
290 Sheldon Ave N
and 5 residential care
Application
3 -storey supportive rental building for clients.
units
under review
ARH 19-2 St. Pauls and Menno Homes
81 (52% or 42 units as
Zoning Bylaw
544 Bridgeport Rd
affordable)
Application and
Two mixed-use, 4 -storey buildings in two phases with
Includes:
Site Plan under
commercial space on main floor.
42 (1-bdrm) affordable
review
27 (1-bdrm) market
12 (2-bdrm) market
City of Kitchener Housing Needs Assessment (2020)
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Homelessness is a result of the lack of affordable, available housing. Because of the cost of
housing and inadequate incomes, even a temporary financial or life crisis — such as losing a job,
the end of a relationship, death of a partner, or health emergency — can result in a loss of
housing and homelessness. Most people are homeless for a relatively short time before
reconnecting to housing. A relatively small number of people who are homeless have chronic
mental illness, substance abuse, or other disabling conditions which when not addressed can
lead to long term homelessness. Chronic homelessness has increased since 2015. Supportive
and transitional housing is needed to help people stay housed.
A number of organizations provide support to people who are homeless including: Kitchener -
Waterloo Out of the Cold (program has changed over the years), Trinity United Church, Ray of
Hope Community Centre, St. Matthew's Lutheran, Bethany Evangelical Missionary Church,
Working Center, YWCA.
7.1 Shelter Supply
Shelter Space is provided by non-profit providers for women, men, youth and families in
Kitchener as indicated on the following Figure and shown on Map 9.
Figure 83: Shelters in Kitchener (2019)
Source: Guide to Kitchener Waterloo
A connected system of programs functions most efficiently when people are able to access the
right programs at the right time, based on their needs and preferences. During increased
capacity challenges, however, this often cannot happen, and people are left waiting until
resources become available. This is illustrated by the demand for supportive housing (via the
PATHS waiting list) and for community housing (via community housing waiting list). Due to the
lack of vacancies in affordable and supportive housing, many households on the waiting lists use
alternative options, such as emergency shelter and less stable housing (e.g., couch surfing,
camping, more expensive rental units that require higher proportions of income to be spent on
rent).
City of Kitchener Housing Needs Assessment (2020) 103
7-113
•
• YWCA -Mary's
• House of Friendship
• YWCA - Mary's • Anselma House • Lutherwood Safe
Place
Charles St. Men's
Place • Saint Monica Haven (12-15)
84 Frederick St
Hostel
84 Frederick St House - 41 Weber St. W.
63 Charles St. E
Maternity Only • oneRoof, 242
Queen St S
Source: Guide to Kitchener Waterloo
A connected system of programs functions most efficiently when people are able to access the
right programs at the right time, based on their needs and preferences. During increased
capacity challenges, however, this often cannot happen, and people are left waiting until
resources become available. This is illustrated by the demand for supportive housing (via the
PATHS waiting list) and for community housing (via community housing waiting list). Due to the
lack of vacancies in affordable and supportive housing, many households on the waiting lists use
alternative options, such as emergency shelter and less stable housing (e.g., couch surfing,
camping, more expensive rental units that require higher proportions of income to be spent on
rent).
City of Kitchener Housing Needs Assessment (2020) 103
7-113
Map 9: Emergency Shelters in Kitchener
Emergency Shelter
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Major Roads
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Figure 84 shows the increased use of shelter space in the region, however the number of people
using the space has declined. People are generally staying longer in shelter space, but length of
stay for families has declined. Chronic homelessness has increased since 2015.
City of Kitchener Housing Needs Assessment (2020) 104
7-114
Figure 84: Housing and Homelessness Statistics, Region of Waterloo: 2015-2018
�h
M
2015/ 2016
2016/ 2017
2017/ 2018
Beds nights
78,678
78,787
88,511
People who stayed
2,878
2,726
2,652
Daily bed occupancy (avg.)
215
215
242
Youth shelters occupied (avg.)
78%
56%
60%
Adult shelters occupied (avg.)
88%
96%
95%
Men
66%
69%
71%
Women
33%
31%
28%
Other gender identity
0.50%
1%
0.80%
Families
108
130
114
Dependents ages 0-15
220
204
186
All dependents
262
246
217
Unaccompanied youth (16-24)1
776
607
656
Adults (ages 25-64)
1,722
1,682
1,684
Older adults (ages 65+)
45
60
59
First Nations/Metis/Inuit
299
303
293
Immigrants/Permanent Res.
146
108
63
Refugees
6
9
8
Refugee claimants
18
45
3
Veterans
30
27
28
First time in emergency shelter
49%
49%
47%
homelessness
178
186
175
JEpisodic
Chronic homelessness
61
67
94
Singles' length of stay (avg.)
33 days
34 days
42 days
Families' length of stay (avg.)
40 days
35 days
29 days
Source: Region of Waterloo Housing Stability Data Summary
7.2 Homelessness Prevention: Current Initiatives
In 2018, Waterloo Region Housing and the Local Health Integration Network piloted a program
to support Waterloo Region Housing tenants who were facing multiple challenges and were at
risk of eviction. The program delivered on-site mental health and addiction support, resulting in
successful eviction prevention for all 16 participants.
The Region also supports housing resource centres in Cambridge and Kitchener that are drop-in
sites offering free housing help, such as the online renter's toolkit, education (e.g., budgeting,
tenant rights), support with applications for community housing, referral to other programs, and
application for rental supports.
Between July 1, 2019 and September 30, 2019, housing advisors at the housing resource centres
supported 1,674 people.
City of Kitchener Housing Needs Assessment (2020) 105
7-115
The housing helplines also support people to prevent housing loss and, where that is no longer
possible, find appropriate alternatives to the emergency shelters. This ensures shelter beds are
used as a last resort and that all other appropriate options are explored.
Between July 1, 2019 and September 30, 2019, 48 per cent of people seeking shelter space were
diverted to alternative housing options.
Figure 85: Summary of Indicators Related to Housing Loss Prevention
Source: Region of Waterloo Nov 2019
There are a number of programs dedicated to supporting people who are experiencing
homelessness to find and secure housing. Many of these programs also provide supports while
participants search for housing (e.g. basic needs). The street outreach program provides mobile
supports for households experiencing homelessness, including problem solving and connections
to services.
Between July 1, 2019 and September 30, 2019, street outreach workers supported 737 people.
The emergency shelter program provides a temporary place for households experiencing
homelessness. There are 245 spaces in the seven Region -funded shelters across Cambridge and
Kitchener, plus overflow responses when shelters are full.
Between July 1, 2019 and September 30, 2019, the emergency shelter program supported a
total of 790 unique people over 21,756 bed nights (bed nights measure the total number of beds
used per night across all shelters in Waterloo region).
During that same time period, the average duration of episodes of emergency shelter use was
45 days. An episode of shelter use starts at a person's first book -in date and ends on their date
of book -out, prior to not returning for a minimum of 30 consecutive days. The Prioritized Access
to Housing Supports (PATHS) process coordinates access to housing support programs for
people experiencing homelessness using one waiting list (the PATHS list).
As of September 30, 2019, there were 234 households on the PATHS list that were experiencing
chronic homelessness. These service providers work together with households experiencing
homelessness on housing plans, which include 10 steps to finding and securing housing.
Generally, shelter participants begin to work on housing plans in their third week of shelter stay.
City of Kitchener Housing Needs Assessment (2020) 106
7-116
The number of people supported by housing advisors at the
Jul. 1— Sept. 30, 2019
1,674
housing resource centres
The percent of people who accessed the housing helplines
Jul. 1— Sept. 30, 2019
48%
who were diverted from emergency shelter
The number of evictions prevented for Waterloo Region
Jul. 1— Sept. 30, 2019
15
Housing tenants through the 2018 pilot program
Source: Region of Waterloo Nov 2019
There are a number of programs dedicated to supporting people who are experiencing
homelessness to find and secure housing. Many of these programs also provide supports while
participants search for housing (e.g. basic needs). The street outreach program provides mobile
supports for households experiencing homelessness, including problem solving and connections
to services.
Between July 1, 2019 and September 30, 2019, street outreach workers supported 737 people.
The emergency shelter program provides a temporary place for households experiencing
homelessness. There are 245 spaces in the seven Region -funded shelters across Cambridge and
Kitchener, plus overflow responses when shelters are full.
Between July 1, 2019 and September 30, 2019, the emergency shelter program supported a
total of 790 unique people over 21,756 bed nights (bed nights measure the total number of beds
used per night across all shelters in Waterloo region).
During that same time period, the average duration of episodes of emergency shelter use was
45 days. An episode of shelter use starts at a person's first book -in date and ends on their date
of book -out, prior to not returning for a minimum of 30 consecutive days. The Prioritized Access
to Housing Supports (PATHS) process coordinates access to housing support programs for
people experiencing homelessness using one waiting list (the PATHS list).
As of September 30, 2019, there were 234 households on the PATHS list that were experiencing
chronic homelessness. These service providers work together with households experiencing
homelessness on housing plans, which include 10 steps to finding and securing housing.
Generally, shelter participants begin to work on housing plans in their third week of shelter stay.
City of Kitchener Housing Needs Assessment (2020) 106
7-116
As of October 10, 2019, 81 per cent of shelter participants who have been in the shelter for more
than two weeks have an active housing plan.
Figure 86: Summary of Indicators Related to Supports for People Experiencing Homelessness
Source: Region of Waterloo, Nov. 2019
7.3 Homelessness in Kitchener — 2019 Survey
Downtown
The Environics Survey (2018) conducted to inform the preparation of Kitchener's Strategic Plan
and the Waterloo Wellbeing Survey (2018) reported public concern about homelessness and
visible homelessness in the downtown. The business community in the downtown has also
noted increasing homelessness. There is notable support for a safe and welcoming downtown
and there have been increased requests to address the housing and support needs of people
experiencing homelessness, especially in the downtown.
Survey'
The Working Centre conducted a comprehensive survey of people who are homeless/at risk of
homeless and street involved in downtown Kitchener, during a three-week period in September
2019.
The downtown serves as a place of community for many people who live and work in the
downtown; including the people surveyed. People identified through the survey frequent the
downtown as neighbours, as they visit their friends and are present in the downtown. They
identify the downtown as their community, as the place they come to meet friends, and to get
out of their small, often isolating housing situations. They find community and connections in
the downtown.
It is important to consider the results of the downtown Kitchener survey within the larger
context of homelessness in the Region. It is estimated that there are 450 to 500 people across
3 The Working Centre, October 2019
City of Kitchener Housing Needs Assessment (2020) 107
7-117
Households supported by street outreach
Jul. 1— Sept. 30, 2019
737
Unique people supported by an emergency shelters
Jul. 1— Sept. 30, 2019
790
Average duration of episodes of emergency shelter use,
across all shelters
Jul. 1— Sept. 30, 2019
45 days
Households experiencing chronic homelessness on the PATHS
list
As of Sept. 30, 2019
234
Emergency shelter participants who stayed in the shelter for
more than two weeks with an active housing plan
As of Oct. 10, 2019
81%
Households obtained housing through the PATHS process
I Jul. 1— Sept. 30, 2019
1 41
Source: Region of Waterloo, Nov. 2019
7.3 Homelessness in Kitchener — 2019 Survey
Downtown
The Environics Survey (2018) conducted to inform the preparation of Kitchener's Strategic Plan
and the Waterloo Wellbeing Survey (2018) reported public concern about homelessness and
visible homelessness in the downtown. The business community in the downtown has also
noted increasing homelessness. There is notable support for a safe and welcoming downtown
and there have been increased requests to address the housing and support needs of people
experiencing homelessness, especially in the downtown.
Survey'
The Working Centre conducted a comprehensive survey of people who are homeless/at risk of
homeless and street involved in downtown Kitchener, during a three-week period in September
2019.
The downtown serves as a place of community for many people who live and work in the
downtown; including the people surveyed. People identified through the survey frequent the
downtown as neighbours, as they visit their friends and are present in the downtown. They
identify the downtown as their community, as the place they come to meet friends, and to get
out of their small, often isolating housing situations. They find community and connections in
the downtown.
It is important to consider the results of the downtown Kitchener survey within the larger
context of homelessness in the Region. It is estimated that there are 450 to 500 people across
3 The Working Centre, October 2019
City of Kitchener Housing Needs Assessment (2020) 107
7-117
Kitchener -Waterloo and Cambridge who are homeless. People who are homeless are from the
community, have lived in the community, and are seeking shelter/housing in the community.
The Working Centre's Street Outreach has also worked with By -Law and Police to visit people
who are camping (outside downtown Kitchener) to ensure they are connected and aware of
community resources. This summer the group focused efforts to make sure that they know most
of the people camping, and that people are connected to housing wait lists as they await
potential housing options.
In completing the downtown survey the following groups were consulted:
• Street Outreach Workers, hosted by The Working Centre
• Specialized Outreach Services (Concurrent mental health and addiction supports),
hosted by The Working Centre
• St. John's Clinic, supported by The Working Centre
• Downtown Police Engagement Team (Brad Hickey and Lee Elliott), WRPS
• Discovery Team hosted by the BIA and operated by The Working Centre
• PATHS list (Prioritized Access to Housing Support), hosted by the Region, support by
Lutherwood
Areas of Interest in the Downtown
There are a number of high interest areas in the downtown which receive extra focus/attention
from Outreach teams, and Waterloo Region Police Services. These places tend to change
regularly as they emerge as a focus area, draw attention of supports, and then recede as a focus
area. The reality is that people are just moved on from one location to another.
Number of People Surveyed - 263 People
Within the relationship -based supports hosted by The Working Centre, 263 people were
identified who frequent the downtown core, including King Street, Halls Lane, and streets within
about a one -block radius of King Street. This does not include a number of people who come to
St. John's Kitchen, stay in shelters, or who are tenting but do not frequent the Kitchener
downtown core. The survey emphasized connecting with all the people spending time in the
downtown core, and providing supports to those who are increasingly finding themselves with
minimal shelter options.
City of Kitchener Housing Needs Assessment (2020) 108
7-118
Sex
Figure 87: Survey Respondents
■ Male
Female
73%
Age
8%
19%
Figure 88 - Housing Status of Respondents
Housing Status
Unknown, 3%
Emergency
Shelter, 18% A PVO\
Housed, 31%
nsheitered, 48%
City of Kitchener Housing Needs Assessment (2020)
■ < 20 years
20-30 years
30+ years
Market
Rent, 11%
Cornmuinity
Housing, 8%
Supporting
Housing, 12%
109
7-119
Emergency Shelter
The survey identified 181 people who either stayed in shelter or were unhoused.
Based on bed capacity at the shelters, it is estimated that at least 89 additional people are
unhoused but were not part of the survey. The number of shelter beds available in Kitchener is
134. This leaves about 136 people who do not currently have an emergency shelter option in
Kitchener and Water loo4. This is reflected in the fact that the House of Friendship did not have
capacity to accommodate 191 different people who were looking for shelter in September 2019.
Service restrictions in shelters were noted as a growing concern. People are being service
restricted based on behaviours, but then they are left on the street without access to shelter. It
was noted that the issues are not behavioural but rather the result of trauma and the impact of
unsafe/erratic drug supply. The survey report identified the need to develop a strategy for
keeping people safe and housed, in an alternative shelter system, when they can no longer live
in congregate housing situations.
Concurrent Disorders —154 people
The Working Centre identified that psychosis related to drug use is high. Increasingly, psychoses
that are drug induced and that are complicating existing mental health issues for people are
being observed. The current hospital approach is often to separate psychosis as it relates to drug
use, from psychosis as it relates to mental health issues. The Working Centre noted that building
a strategy of treating psychosis as psychosis (or treating the symptoms of psychosis) whether
they are drug related or from mental health issues, would enable responding more to the
challenges as people are presenting in community.
The Specialized Outreach Services (SOS) project of The Working Centre is an interdisciplinary
team of Nurses, Social Workers and a Peer Addiction Worker that supports those who have both
mental health and addiction challenges. The SOS team actively works with 300 people per year
—154 were people included in this downtown survey.
The SOS team follows people in and out of shelter, supports people into housing, follows
legal/court issues, supports them in and out of emergency/hospital/psychiatric ward, police,
and links with their primary care team (often based out of St. John's Clinic or with the IPC team
of KDCHC). The Connectivity Table and Service Resolution Table are forums used to problem -
solve when people are Service Restricted in Shelters, and when people are at risk of eviction.
This is the most intensive and flexible support team available. The SOS team works with other
intensive support teams include ACT and FACT teams, and with the CMHA/WRPS Impact Team.
'This does not include Cambridge, and only includes those who tend to frequent the Kitchener downtown core.
City of Kitchener Housing Needs Assessment (2020) 110
7-120
Staff Report
Chief Administrator: Office
I R
wwwkitchener.ca
REPORT TO:
Community & Infrastructure Services Committee
DATE OF MEETING:
January 13, 2020
SUBMITTED BY:
Kathryn Dever, Director, Strategy & Corporate Performance,
(519) 741-2200 ext. 7370
PREPARED BY:
Karen Cooper, Manager, Strategic & Business Planning,
(519) 741-2200 ext. 7817
WARD (S) INVOLVED:
All Ward(s)
DATE OF REPORT:
December 19, 2019
REPORT NO.:
CAO -19-018
SUBJECT:
2019 Business Plan Year End Report
RECOMMENDATION:
For Information
EXECUTIVE SUMMARY:
2019 was a year of many achievements for the City of Kitchener, including the completion of 28
projects in the 2019 Business Plan. 2019 marked a transition in the business planning process from
legacy projects implementing the 2015-2018 Strategic Plan to projects implementing the new 2019-
2022 Strategic Plan.
BACKGROUND:
Each year Council approves a list of priority projects to be undertaken by staff that implement the strategic
plan and that are significant to Council and the community. Staff use this list to prepare the annual
Business Plan, and report to Council and the public three times during the year on the status of projects.
Based on recommendations from Compass Kitchener, staff streamlined the 2019 Business Plan project
list and identified projects that reflected a transition between the 2015-2018 Strategic Plan and the 2019-
2022 Strategic Plan. The 2019 Business Plan included 57 projects and 18 ongoing programs as approved
by Council.
This report provides Council and the public with an overview of what was accomplished in the Business
Plan over the course of 2019. Appendix A provides a summary of projects completed in 2019. Appendix
B provides the complete list of the 57 projects and their year-end status, as well as the progress made
on each of the 18 ongoing initiatives.
REPORT:
Overall Status of 2019 Business Plan Implementation
Of the 57 projects in the 2019 Business Plan, 40 were scheduled to be completed in 2019. As of
December 31, 28 projects have been completed, and another 13 are on track to be completed by their
planned end date. 12 projects are delayed, 2 projects are on hold, and one has not been started yet. The
delays are primarily caused by shifts in internal technology, more time needed for involvement of
stakeholders and/or lack of dedicated resources. One project—the Parkland Dedication Policy—was
cancelled due to changes in provincial legislation.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
IF1 - 1
At the end of December 2019, the City will have achieved an overall completion rate of 70% with 28
projects. In 2018, the City achieved an overall completion rate of 19% with 10 projects.
Figure 1 depicts the current status of all projects in the 2019 Business Plan. Figure 2 depicts the
completion rate of projects intended to be completed in 2019.
Figure 1: Year -End Status of All
Projects in the 2019 Business Plan
2019 Project Completions
Of the 28 completed projects,
These projects are:
■ Completed
19 On Track
Delayed
Other
Figure 2: Year -End Status of Projects
Scheduled for Completion in 2019
■ Completed
Delayed
13 projects have been completed since the August reporting period.
• Complete Streets Policy
• Long Term Financial Plan
• Business Plan Alignment
• Comprehensive Zoning By -Law Review
• Direct Detect Business Case Analysis
• Heritage Best Practices Implementation
• Review of the Make It Kitchener Strategy
• Municipal Response to the Truth and Reconciliation Commission
Calls to Action
• Doon Pioneer Park Community Centre Expansion —
Design & Construction
• Incentives for Design /Architectural Innovation and Excellence
• Intergovernmental Relations — Municipal Infrastructure Funding
• Intergovernmental Relations — Passenger Rail
• Neighbourhood Use of Schools and Faith Based Facilities
Appendix A contains the complete list of all 28 business plan projects completed in 2019 and their
accomplishments. Highlights from 2019 include:
• 2019-2022 Strategic Plan — The Strategic Plan is ambitious, including five goals and 25
measurable action statements reflecting the shared aspirations of the community, council and
staff. Implementing the Strategic Plan over this term of Council help to achieve the vision of
Kitchener being an innovative, caring and vibrant city.
• Long Term Financial Plan — The Long Term Financial Plan builds on the city's current financial
strength to ensure that the city is well positioned now and in the future to meet the needs of a
growing community.
IF1 - 2
• Sustainable Urban Forest Strategy — Kitchener's first sustainable urban forest strategy was
developed after extensive community engagement, and provides a community vision as well as
a framework for the actions required to achieve a sustainable urban forest.
• Urban Design Manual — A comprehensive update resulted in an Urban Design Manual that
reflects evolving expectations for the design of buildings and public spaces, making it a
convenient resource for the development community and other stakeholders.
• Complete Streets — The City's Complete Streets guidelines include three goals to be prioritized
in every road reconstruction: design for safety, improve transportation choice, and advance
sustainability.
• Leisure Facilities Master Plan — Based on research, consultations and careful analysis, the new
Leisure Facilities Mater Plan guides recreation priorities over the next 10 years.
• Administrative Monetary Penalties System (AMPS) — Staff have implemented a new process
that makes it easier and faster for residents to resolve parking tickets without having to go through
a provincial court.
• Replacement of Fire Department Dispatch System —An Intergraph Computer Aided Dispatch
(CAD) system has been implemented across the City and Waterloo Regional Police Services to
enhance interoperability between the two public safety agencies.
• Municipal Roadway Speed Limit Review -- In fall of 2019, three neighbourhoods had their
speed limits reduced to 40 km per hour and 30 km per hour in school zones for a one-year pilot.
A report on the results will be brought to Council in 2020.
• Winter Maintenance Pilots — Sidewalks and Trails — Recognizing the importance of providing
year-round safe and accessible sidewalk conditions, staff conducted three pilot programs for
winter sidewalk maintenance in 2019, and will be evaluating nine more in the 2020 winter season.
2019 Projects on Track to Meet Scheduled Completion Date
Of the 29 projects on the 2019 Business Plan that have yet to be completed, the following 13 projects
are on track to be completed by their scheduled end date.
• Rehabilitation of City Hall Outdoor Spaces
• Digital Kitchener Strategy Implementation
• Mayor's Task Force on Equity, Diversity & Inclusion
• Huron Brigadoon Area School/Community Centre
• Mill Courtland Community Centre Expansion Business Case
• Reduce Municipal Barriers — Review Permitted Uses in Parks
• Affordable Housing Strategy
• Comprehensive Grants Review
• Development Services Review
• Civic Innovation Lab at Communitech
• Electronic Agenda Management
• Online Customer Service Portal
• Cycling and Trails Master Plan Update
Ongoing Initiatives
Appendix B outlines the recent progress of the 18 ongoing initiatives. As part of the Corporate
Sustainability Program, the Corporate Climate Action Plan was a significant achievement, with projects
completed in all of the plan's focus areas: buildings, fleet, waste, and outdoor lighting.
Status of 2019-2022 Strategic Plan Implementation
Council approved the 2019-2022 Strategic Plan in June 2019. The Strategic Plan contains 5 Goals and
each Goal has 5 action statements, with 25 action statements in total. Progress is already being made in
implementing the new Strategic Plan. Three of the 25 Strategic Plan action statements were completed
in 2019 and another 10 are in progress. The completed action statements are:
• Urban Design Manual • Corporate Climate Action Plan 0 Complete Streets
IF1 - 3
Figure 3 shows the status of the 2019-2022 Strategic Plan action statements at the end of 2019.
Figure 3: Year -End Status of 2019-2022 Strategic Plan Implementation
■ Completed in 2019
IN In Progress
■ Starting in 2020
■ Starting in 2021
Looking Ahead to 2020
Staff have implemented the recommendations Compass Kitchener made to Council in April 2019 in the
development of the 2020 Business Plan. The Council approved 2020 project list includes a streamlined
list of 45 projects, compared to 57 in 2019 and 92 in 2018. Staff are increasing coordination across
departments and with a new focus on projects with concrete deliverables, staff are confident that we will
see stronger completion rates in 2020 with the Strategic Plan, budget and business planning processes
now aligned.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the city's strategic vision to build an
innovative, caring and vibrant Kitchener.
FINANCIAL IMPLICATIONS:
None
COMMUNITY ENGAGEMENT:
CONSULT — In 2018, the community was consulted on developing priorities for the 2019-2022 Strategic
Plan, which informed the 2019 Business Plan project list.
INFORM — This report has been posted to the City's website with the agenda in advance of the council /
committee meeting.
ACKNOWLEDGED BY: Dan Chapman, Chief Administrative Officer
Appendix A: Completed 2019 Business Plan Projects
Appendix B: Business Plan Status Update — December 2019
IF1 - 4
APPENDIX A: 2019 Business Plan Completions
1. 2019-2022 Strategic Plan*
On June 24, 2019 Council endorsed a new 2019-2022 Strategic Plan
for the City of Kitchener which reflects the shared aspirations of the S"TRATE GIC PLAN
community, council and staff. This plan includes five themes and°,. -x°•
specific goals. Implementation of the plan's 25 measurable action
statements will help Kitchener achieve its vision of an innovative,
caring and vibrant city. The plan will also be used to inform annual , W_rr
budgets and business plans.
kikchencr.ca/purplan hi i=�•.i 1t.
2. Long Term Financial Plan*
Council endorsed the 2020-2029 Long Term Financial Plan in
September 2019. This plan highlights the city's strong financial
position, and identifies emerging challenges and trends. It provides ..
insight into the city's financial governance framework, highlighting `
policies and practices. With a strong reputation for financial
mss;
stability, Kitchener will strive to be financially responsible, flexible A
and sustainable. Guided by these principles, the Long -Term - -
Financial Plan will continue to build on the city's current financial
strength and ensure that the city is well positioned both now and in ZOZO-Z� OurrCity,Chry,Lnn-Term Financial Plan
Our Plan, Our Future
the future to meet the needs of a growing community
3. Urban Design Manual* 11
The City of Kitchener undertook a comprehensive update of the Urban F
Design Manual to reflect evolving expectations for the design of
buildings and public spaces. The urban design manual is a Urban
convenient, resource for the development community, as well as - O Desi
residents, special-interest groups, city council and staff who are
looking for information on our City's urban design guidelines and
standards. The manual and associated staff report were approved by*I
Council in September 2019.
1E i ]0.t9
4. Complete Streets Policy*
A comprehensive Complete Streets approach uses every roadway
(re)construction project as an opportunity to improve the design and
functionality of a street for all users. The city's Complete Streets
design guidelines were considered and approved by Council in
October 2019. To achieve the vision, the city has three design goals
for every street to prioritize: design for safety, improve transportation d
choice and advance sustainability.
*These projects were labelled as "strategic" in the 2019 Business Plan, which included strategic items
from both the 2015-2018 and 2019-2022 Strategic Plans.
IF1 - 5
5. Sustainable Urban Forest Strategy*
Council approved Kitchener's first sustainable urban forest strategy
and implementation plan in April 2019 after an extensive community
engagement and planning process including feedback from more
than 1,800 citizens. The strategy views the city's trees as a key part
of its infrastructure, just like roads and sewer pipes. The plan
provides a community vision for a sustainable urban forest as well
as a framework for the actions required to achieve a sustainable
urban forest.
6. Sustainable Development Feasibility Study*
Kitchener's
Sustainable
Urban Forest
Strategy
2019-2039
In March 2019, Council endorsed the FCM/GMF Feasibility Study staff report. Through continuous
improvement, the City will refine its development review process to allow for ease of implementation of
net -zero energy development. The results of the "FCM/GMF Feasibility Study: Municipal Tools for
Catalyzing NetZero Energy Development" will be used to conduct specific business cases, establish
targets and engage with landowners for one or more pilot projects.
7. Municipal Response to the Truth and Reconciliation
Commission Calls to Action*
In June 2019, Council approved the recommendations of a report
on the Municipal Response to the Truth and Reconciliation
Commission Calls to Action including a land acknowledgement
practice and Indigenous cultural competency training for staff and
Council. In September, Council began delivering a land
acknowledgement as part of Council meetings. Staff have started
scoping out training programs and will integrate this work into
corporate learning and development programming.
8. Participatory Budgeting*
In the City's first venture into participatory budgeting, residents had input in
all stages of two park redesign processes and chose specific elements to
be included in their neighbourhood park. This process produced a final
product that reflected the desires of the community in a way that traditional
consultation would not have. Staff are making recommendations to Council
through the 2020 budgeting process to support committing future resources
to enhance people's sense of belonging and citizen engagement in creating
a caring community.
Truth and Reconciliation
Commission of Canada:
Cails toAction
/Ai 0
i
*These projects were labelled as "strategic" in the 2019 Business Plan, which included strategic items
from both the 2015-2018 and 2019-2022 Strategic Plans.
IF1 - 6
9. Business Plan Alignment
The 2019-2022 Strategic Plan contains measurable, specific
actions and a timeline for completion. Our long-term financial plan,
budgets and annual business plans have now been aligned to
implement the Strategic Plan. Through the annual business plan,
staff will measure and report on progress made in the
implementation of the Strategic Plan to Council and the public
three times per year.
10. Administrative Monetary Penalties System (AMPS)
The review to remove the parking ticket process from the Regional
Court House and implement an internal process that could be shared
with the City of Waterloo has been approved by Council and went live
on June 3, 2019. The new process makes it easier and faster for
residents to resolve parking tickets. The AMPS system will replace
parking tickets with penalty notices, giving the municipality discretion
to resolve parking penalties through a review by a screening officer or
a hearing, without having to go through a provincial court.
11. Municipal Roadway Speed Limit Review
4 City of Kitchener
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The staff report reviewing municipal speed limits was approved by
Committee on August 12, 2019. In fall of 2019, three neighborhoods - Huron,
Doon and Idlewood - had their speed limits reduced from 50 km/h to 40 km/h
and reduced to 30km/h in school zones. The pilot will run for a year, with the
city's transportation team monitoring all three neighbourhoods for the
duration of the pilot. A report with the findings is to be presented to Council
in 2020.
12. Winter Maintenance Pilots — Sidewalks and Trails
In May 2019, results and recommendations were reported to Council on the
evaluation of three pilot programs for winter sidewalk maintenance: Proactive
Inspection, Assisted Services for Sidewalks and Windrow Clearing and
Neighbourhood Shared Snow Blower. Recognizing the importance of
providing year-round safe and accessible sidewalk conditions to support
active transportation and environmental objectives, Council further directed
staff to evaluate nine winter sidewalk maintenance programs in the
2019/2020 winter season.
13. Leisure Facilities Master Plan
After ten months of research, consultations, and careful analysis, staff
developed the new Leisure Facilities Master plan. The plan was approved by
Council in April 2019. This is an important document that will guide recreation
priorities for the next 10 years.
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IF1 - 7
14. Comprehensive Zoning By -Law Review
In 2019, planning conducted a multi -phase, comprehensive
review of the City's Zoning Bylaw 85-1 to implement the new
Official Plan and other required changes. Following
consultations, staff presented a report to Council in October
for Stage 2 of the new bylaw, and the recommendations were
approved. Staff will proceed with assigning new residential
zones that are outside of neighbourhoods currently under
planning reviews via ward -by -ward engagement as part of
core service beginning in 2020.
15. Replacement of Fire Department Dispatch System
An Intergraph Computer Aided Dispatch (CAD) system has been implemented with the City of Kitchener
and Waterloo Regional Police Services to enhance interoperability between the two public safety
agencies.
16. Direct Detect Business Case Analysis
Direct Detect is a monitoring system that detects fire, smoke and
carbon monoxide, and is connected directly to Kitchener Fire.
When there is a threat, the system contacts Kitchener Fire and
ensures that an emergency response team is dispatched
immediately. In 2019, staff conducted a business analysis to
allow the fire department to reassess current business practices,
analyze technology systems, determine future needs, and
implement necessary steps to improve the direct detect program.
17. Doon Pioneer Park Community Centre Expansion — Design & Construction
The DPPCC expansion reflects the city's ongoing commitment
to providing high quality programming through facilities that are
safe and accessible. Once complete, an expanded community
centre will provide additional meeting spaces and program
rooms, as well as new amenities including a gymnasium and
spray ground to continue to enhance the visitor experience.
Staff expect to get occupancy in December 2019, with a soft
opening to the public expected in January 2020.
18. Neighbourhood Use of Schools and Faith Based Facilities
In 2019, a survey on community space availability within
Kitchener was distributed to local schools and churches.
Through this survey, respondents were encouraged to list their
space as an available rental on the SpaceFinder Waterloo
Region website. With this tool, venues can market rental
space by creating a listing and uploading a digital calendar,
while creatives can discover space based on location, price,
amenities, up-to-date availability and more. Staff will continue
to promote SpaceFinder to community groups seeking creative
space for neighbourhood gatherings and events through
LoveMyHood.ca.
IF1 - 8
19. Review of the Make It Kitchener Strategy
Public consultation culminated in October and included stakeholder round
tables, a public digital survey and a large community symposium event. Initial
findings and emerging themes were presented to Council, CLT, and the
Economic Development, Arts and Culture, and Downtown Action Advisory
Committees. Staff will engage other departments' senior management teams as
well as key community partners to gain feedback and identify potential
partnership opportunities. In 2020, a new Make It Kitchener 2.0 strategy will be
developed with the Economic Development Advisory Committee.
20. Heritage Best Practices Implementation
Report CSD -15-08 recommended the development of a variety
of best practices regarding the conservation of cultural heritage
resources. Additional discussions with internal staff and
Heritage Kitchener have taken place on the remaining item for
this initiative - updates to delegated approval authority. The
report and draft by-law were presented for consideration by
Heritage Kitchener and Council in December 2019. Following a
Council decision, any remaining or long-term enhancements to
heritage practices and processes will be conducted through
continuous improvement initiatives as part of core service.
21. Development of Public Internet Access Standard
MAKE IT
KITEHENEH
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Appropriate Heritage Conservation
A Public Access to Technology (PAT) measurement standard has been
developed and is pending review and approval from Council in June
2019. The standard sets benchmarks for service and defines metrics
that will be used to measure our impact and improvements over time.
22. Hidden Valley Land Use Study
The Hidden Valley Land Use Master Plan was approved by Council on
June 24, 2019. The work completed as part of the Land Use Master Plan
process has helped forge a path forward through the challenging issues
within the Hidden Valley area. A further consultative process, study and
technical review, as part of core service work, will ensure that any future
development in the area will have positive impacts on the city's social,
environmental, economic and cultural objectives.
23. Incentives for Design/Architectural Innovation and Excellence
In 2019, staff evaluated potential incentives for the development of
landmark building design and architecture at strategic locations
within the City. The new Urban Design Manual, approved by Council
in September, outlines the city's expectations for design excellence
and architectural innovation. The Kitchener Great Places Awards
program was held on November 19, 2019 to honour design
excellence and innovation in the areas of urban design,
sustainability and heritage conservation.
AdKITIC HEN ER'S
GREAT
PLACES
AWARDS 2019
IFI - 9
A
Delegated
Approval
Authority
iTT
A Public Access to Technology (PAT) measurement standard has been
developed and is pending review and approval from Council in June
2019. The standard sets benchmarks for service and defines metrics
that will be used to measure our impact and improvements over time.
22. Hidden Valley Land Use Study
The Hidden Valley Land Use Master Plan was approved by Council on
June 24, 2019. The work completed as part of the Land Use Master Plan
process has helped forge a path forward through the challenging issues
within the Hidden Valley area. A further consultative process, study and
technical review, as part of core service work, will ensure that any future
development in the area will have positive impacts on the city's social,
environmental, economic and cultural objectives.
23. Incentives for Design/Architectural Innovation and Excellence
In 2019, staff evaluated potential incentives for the development of
landmark building design and architecture at strategic locations
within the City. The new Urban Design Manual, approved by Council
in September, outlines the city's expectations for design excellence
and architectural innovation. The Kitchener Great Places Awards
program was held on November 19, 2019 to honour design
excellence and innovation in the areas of urban design,
sustainability and heritage conservation.
AdKITIC HEN ER'S
GREAT
PLACES
AWARDS 2019
IFI - 9
24. Development of a Water Leak Policy
A Water Leak Adjustment policy was approved by Council in March 2019,
allowing Kitchener Utility residential customers' limited financial relief for
high water consumption due to leaks. This policy also supports water
conservation as it encourages customers to fix leaks due to plumbing
failures.
25. Development Charges Background Study
The Development Charges Act and its associated regulation allow
municipalities to collect development charges to pay for growth -related
capital costs to service new development. Under the terms of the Act,
municipalities must prepare a development charge background study
and pass a bylaw to determine the development charges. Kitchener's
DC bylaw expired in July 2019, and as a result, the City worked with
an external consultant to complete the required background study and
associated engagement to help inform the new bylaw. This has been
completed and a new bylaw was approved by Council in June.
DEN'ELOPMENT CHARGES
BACKGROUND STUDY
26. Utility Meter Mobile Workforce Management System (MWMS)
In 2017, the City partnered with Clevest to design and implement a mobile
solution, tightly integrated with SAP, for work order management. The team
collaborated on detailed blueprinting and wireframing of the end-to-end
experience for water, gas and rental water heater services. The solution has
been refined through multiple testing cycles and staff trained up on both the
solution and their new mobile devices. As of December 2019, both the water
and gas meter implementation are now underway, streamlining work order
management in the field and eliminating paper-based processes.
27. Intergovernmental Relations - Passenger Rail
On November 12, 2019, the Minister of Transportation announced the
creation of a Business Advisory Council to support Two Way All Day _--.1--
GO (TWADGO) rail service on the Kitchener Line. Also in November, ;T AEAEEEEE�
a Metrolinx committee for the Kitchener Line released their report and
recommendations for TWADGO. City staff will continue to work with
Connect the Corridor partners and the newly established Business
Advisory Council to advocate for Two -Way All -Day GO (TWADGO) --- ----°
rail service along the Kitchener Line, and support Metrolinx's
November report and recommendations.
28. Intergovernmental Relations - Municipal Infrastructure Funding
In October 2019, the Provincial government announced the
opening of the application intake process for the Green
Infrastructure Fund. However, nothing has yet been announced
for municipalities with populations over 100,000. The Provincial 0
commitment was to commence all funding streams by the end
of 2019, and staff await the portion of the Green Fund for ex
municipalities with populations greater than 100,000. Ongoing advocacy will continue.
IF1 - 10
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DEN'ELOPMENT CHARGES
BACKGROUND STUDY
26. Utility Meter Mobile Workforce Management System (MWMS)
In 2017, the City partnered with Clevest to design and implement a mobile
solution, tightly integrated with SAP, for work order management. The team
collaborated on detailed blueprinting and wireframing of the end-to-end
experience for water, gas and rental water heater services. The solution has
been refined through multiple testing cycles and staff trained up on both the
solution and their new mobile devices. As of December 2019, both the water
and gas meter implementation are now underway, streamlining work order
management in the field and eliminating paper-based processes.
27. Intergovernmental Relations - Passenger Rail
On November 12, 2019, the Minister of Transportation announced the
creation of a Business Advisory Council to support Two Way All Day _--.1--
GO (TWADGO) rail service on the Kitchener Line. Also in November, ;T AEAEEEEE�
a Metrolinx committee for the Kitchener Line released their report and
recommendations for TWADGO. City staff will continue to work with
Connect the Corridor partners and the newly established Business
Advisory Council to advocate for Two -Way All -Day GO (TWADGO) --- ----°
rail service along the Kitchener Line, and support Metrolinx's
November report and recommendations.
28. Intergovernmental Relations - Municipal Infrastructure Funding
In October 2019, the Provincial government announced the
opening of the application intake process for the Green
Infrastructure Fund. However, nothing has yet been announced
for municipalities with populations over 100,000. The Provincial 0
commitment was to commence all funding streams by the end
of 2019, and staff await the portion of the Green Fund for ex
municipalities with populations greater than 100,000. Ongoing advocacy will continue.
IF1 - 10
Appendix B
Business Plan Status Update - December 2019
2020-2029 Long Term Financial Plan
Our City, Our Plan, Our Future
KITCHEN
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Contents
OFFICEOF THE CAO........................................................................................................................................................ 3
Strategy and Corporate Performance.........................................................................................................................3
COMMUNITY SERVICES DEPARTMENT...........................................................................................................................4
Administration........................................................ ........................................................................................................
4
By -Law Enforcement...................................................................................................................................................5
CorporateCustomer Service.......................................................................................................................................6
Fire..............................................................................................................................................................................7
Neighbourhood Programs & Services.........................................................................................................................7
CORPORATE SERVICES DEPARTMENT...........................................................................................................................
10
Corporate Communications & Marketing.................................................................................................................11
LegislatedServices....................................................................................................................................................12
Technology Innovation & Services............................................................................................................................13
DEVELOPMENT SERVICES DEPARTMENT......................................................................................................................
14
Administration..........................................................................................................................................................14
EconomicDevelopment............................................................................................................................................16
Planning.....................................................................................................................................................................16
Transportation..........................................................................................................................................................18
FINANCIAL SERVICES DEPARTMENT.............................................................................................................................
21
Administration..........................................................................................................................................................21
Accounting................................................................................................................................................................22
AssetManagement...................................................................................................................................................22
FinancialPlanning.....................................................................................................................................................23
Revenue....................................................................................................................................................................24
Procurement.............................................................................................................................................................
24
INFRASTRUCTURE SERVICES DEPARTMENT..................................................................................................................
25
Administration..........................................................................................................................................................25
FacilitiesManagement..............................................................................................................................................25
Parks& Cemeteries...................................................................................................................................................26
Sanitary and Stormwater Utilities.............................................................................................................................29
Utilities......................................................................................................................................................................29
2
IF1 - 12
OG27 2019-2022 Strategic Plan
Aug -2019
Description
Develop clear, measurable goals and actions in collaboration with Council, the community and staff for the 2019-
2022 term of Council that are valued by the community, relevant to Council and achievable by the organization. The
plan will be used to guide resource allocations, business plans and performance targets.
Recent Progress
The project is complete.
CS75 Business Plan Alignment
Status as of Dec 31s' 2019: COMPLETED
Dec -2019
Description
Align the planning, priority setting and decision making of the strategic planning, budget preparation and business
planning processes for the preparation of the 2020 business plan, ensuring clear connections between allthree.
Recent Progress
The strategic plan informed the preparation of the 2020 business plan and budget, and will inform the reporting
process of both going forward. The strategic plan, business plan and budget processes are now aligned.
CS43 Core Service Management Framework
Ongoing Program
Description
Design and implement a framework, structure, processes, tools and decision points for core service performance
management. The framework will drive core service performance excellence based on continuous improvement,
contribute to building a high-performance organization and ensure the City delivers on its strategic priorities and
commitments.
Recent Progress
Core services will not be expected to report on 2020 performance data using the metrics of previous years.
Next Steps
Staff will work with the Corporate Leadership Team to develop a framework for managing the performance of core
services to ensure they provide what citizens want in the most reliable, convenient and cost-efficient way, including
regular monitoring and review of results to understand trends and make adjustments.
IF1 - 13
CS47 Internal Audit & Service Reviews
Ongoing Program
Description
Oversee development and internal support for an annual corporate -wide service improvement work plan. Help
protect the City's assets and interests through evaluating the effectiveness of governance, risk management
processes, efficiency, controls and compliance.
Recent Progress
17 staff from all departments have completed Lean Green Belt training and are implementing various service and
process improvements through the pursuit of Green Belt designations. Two new Lean resources were launched to
support staff in continuous improvement: a K -Hub (staff Intranet) resource and tools page, and online on -demand
White Belt (introductory) training. In addition, Internal Audit staff have completed or begun 5 of 6 planned assurance
audits; one audit has been postponed pending the recruitment of the Director of Human Resources.
Next Steps
A process improvement intake process is being developed to gather input from a number of sources, including
customer experience, to help prioritize and resource services for review across the organization, twice per year.
CS73 Corporate Project Management Needs Assessment
Status as of Dec 31s' 2019: NOT STARTED
Expected Completion: Dec -2020
Description
Conduct a needs assessment and develop recommendations on how the City can benefit from using project
management corporately to effectively deliver on its priorities.
Next Steps
This project will be undertaken and completed in 2020.
NB63 Mayor's Task Force on Equity, Diversity and Inclusion
Expected Completion: Dec -2020
Description
The Mayor's Task Force on Equity, Diversity and Inclusion will create an Equity, Diversity and Inclusion Strategy for the
City of Kitchener focused on better engaging and serving marginalized and under -represented people, as well as
creating a more inclusive City workplace.
Recent Progress
Phase I of the task force (Sept - Dec 2019) launched, with a total of 54 people on board. Introductory workshops were
held with all task force members, followed by the beginning of the monthly meetings. The focus of the first few task
force meetings: developing a terms of reference and vision statement for the task force, priority -setting, relationship -
building, story sharing and formulating a set of guidelines for community engagement as the work of the task force
continues. A corporate employee engagement strategy throughout the organization has simultaneously begun,
starting with presentations about the task force to the Corporate Leadership Team and the five Senior Management
Teams.
Next Steps
Further dialogue and updates about the work will be presented within departments and divisions on an ongoing
basis.
r
IF1 - 14
NB64 Comprehensive Grants Review
Status as of Dec 315' 2019: ON TRACK
Expected Completion: Aug -2020
Description
Review the City's current grants program to identify opportunities for improvements.
Recent Progress
Preliminary engagement of targeted group of grant recipients and other stakeholders has been completed.
Next Steps
Staff are analyzing the input received in preliminary engagement in preparation for a report to Community
Infrastructure Services Committee in 2020.
CS56 Administrative Monetary Penalties System (AMPS)
Status as of Dec 31St 2019: COMPLETED
Aug -2019
Description
Research and develop removal of the parking ticket process from the Regional Court House and implement an
internal process that could be shared with Waterloo, resulting in a more efficient and customer -focused process.
Recent Progress
The project is complete.
CS03 Research Best Practices on Cat Management
Status as of Dec 315' 2019: DELAYED
New Completion: Aug -2020
Description
Research a variety of options and best practices to better control the cat population and encourage responsible cat
ownership.
Recent Progress
Staff have contacted several municipalities regarding best practices. Staff have been working with the Humane
Society on their position as it relates to the management of the city's cat population.
Next Steps
Staff are scheduled to take a report to Committee in the first half of 2020 with information on best practices.
5
IF1 - 15
Corporate Customer11
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OG19 Development of the Online Customer Service Portal (Strategic Item) Status as of Dec 31s' 2019: ON TRACK
Expected Completion: Dec -2020
Description
Develop and launch a centralized online service portal where citizens can access their e -services in one place
through a personalized, single sign on account.
Recent Progress
Vendor has begun work on priority integrations related to the first -phase functionality of the portal. Development of
the "proof of concept" to test the single sign -on capability has begun. Development of high-resolution
wireframes/early prototype of the portal are complete and ready for user experience testing in the New Year.
Next Steps
Promotion of upcoming (early 2020) UX (user experience) testing sessions with the public (citizens testing the
functionality of an early prototype of the portal) and opportunity to provide their feedback about how the portal
works. Changes will be made to its functionality based on UX testing outcomes.
OG23 Close the Loop with Citizens
Status as of Dec 31St 2019: DELAYED
New Completion: Apr -2020
Description
Expand the 2018 auto -notification (Close the Loop) pilot to enable citizens to receive email notifications forall
parking complaints.
Recent Progress
A technology provider has been secured. Staff have mapped key project milestones. End date has been moved to
April 2020.
Next Steps
Development and sign off on scope of work with the technology provider. Development of business processes and
scripting continues in preparation for implementation of the technology.
CS61 Replacement of Fire Department Dispatch System
Status as of Dec 31St 2019:
Aug -2019
Description
Implement the Intergraph Computer Aided Dispatch (CAD) system with Waterloo Regional Police Services to
enhance interoperability between the two public safety agencies. The current CAD system is approaching the end of
its life cycle and must be replaced.
Recent Progress
The project is complete.
CS67 Direct Detect Business Case Analysis
Status as of Dec 31St 2019: COMPLETED
Dec -2019
Description
Conduct a business analysis to reassess current business practices, analyze technology systems, determinefuture
needs and implement the necessary steps to improve the direct detect program.
Recent Progress
The project is complete.
IF1 - 16
Jon Rehill (519)741-2200 ext. 5500
CS45 Implementation of Emergency Management and Business Continuity Program Ongoing Program
Description
Develop and implement a corporate wide resiliency plan to enhance our emergency management capabilities and
continuity of operations.
Recent Progress
In September 2019 we completed a third round of the IMS200 training with key COK Staff and Support Staff that have
a key roles/responsibilities in the COK Emergency Response Plan and within the EOC. We also updated the KOF
Primary EOC with new technology that helps to enhance the Common Operating Picture (C.O.P.). This includes the
updated GeoHub application that provides GIS (ESRI) Mapping of our COK critical infrastructure. The technology
updates completed in the Incident Command room (i.e. Goodrich Room) have been tested in the October 24th 2019
Regional Exercise 'Hazy Day'. The initial stages of implementation of the new public notification system called Alert
Waterloo Region (AWR) have begun and include creation of incident templates, data sources and training of key
personnel in Kitchener Fire Dispatch on how to use the sytem. The City of Kitchener AWR Working Group was
established along with identification of the AWR system administrators and super -users. The AWR will help to notify
the community, Kitchener staff and Direct Detect clients of large scale emergencies. Recently this included ability to
contact Fire Departments during a failure of the EDACS by implementing a full failover to the BearCom system.
Next Steps
In 2020, The Business Continuity worksheets (i.e. mini -plans) template will continue to be created along with
conducting mini -workshops on how to complete these worksheets. The KFD Business Units began their Worksheets in
2019 and will be completed by Q1 of 2020. Training for using the AlertWR system will be ongoing and integration of
the City's "critical staff" employee data will also be finalized once new COK staff have been dedicated to the
PeopleSoft system. The IMS200 will also continue with the next round of training slated for April/May of 2020. The
launch of the Regional Flood Planning initiative will see 10 workshops with various community and internal
stakeholders involved on moving the community to the new Zone 1-8 as created by the GRCA. The Secondary EOC at
City Hall will also be completed in 2020.
NB42 Doon Pioneer Park Community Centre Expansion -Design & Construction
Status as of Dec 31s' 2019: COMPMED
Dec -2019
Description
Commence the design and construction of expanded space at the Doon Pioneer Park Community Centre, includinga
gymnasium and other program and partner spaces to meet the needs of the growing community.
Recent Progress
All aspects of construction continues to move forward to meet December 2019 occupancy. Inside detail work being
completed. Splashpad is installed.
Next Steps
Staff expect to get occupancy December 2019 at which point staff will move to install IT/Security and move in. Soft
opening to the public expected in January 2019. Completion of remaining outside site work will continue into January
2019.
IF1 - 17
NB29 Business Case for Mill Courtland Community Centre Expansion (Strategic Item)
Status as of Dec 31s' 2019: ON TRACK
Expected Completion: Dec -2020
Description
Engage community residents/stakeholders in a needs assessment and business case to determine the requirements
for an addition to the community centre.
Recent Progress
Internal staff team continues to discuss project limitations and scope.
Next Steps
Business case discussions will begin Q1 of 2020.
NB59 Huron Brigadoon Area School / Community Centre Construction (Strategic Item)
Status as of Dec 31" 2019: ON TRACK
Expected Completion: Dec -2021
Description
Partner with the Waterloo Region District School Board (WRDSB) in the construction of a joint school/community
centre in the Huron Brigadoon area.
Recent Progress
Project team working on details of facility design phase. Staff moving towards completion of a construction
agreement with the WRDSB.
Next Steps
Project team continues with final details of facility design phase. Construction cost estimates to be completed next at
80% design. Construction agreement to be finalized and the operational agreement with the WRDSB to begin.
NB57 Age Friendly Kitchener Implementation
Ongoing Program
Description
Implement recommendations in the action plan priority areas of accessible and affordable neighbourhoods, access to
information, belonging and connectedness and well-being, with the vision of a community in which we can live well
and age well.
Recent Progress
We have achieved actionable steps in moving towards an "Age Friendly Kitchener" through the development and
implementation of training, inclusive programs, partnerships and planning: successful implementation of two "age
friendly" programs: GoIf4Life and Sharing Dance; Dementia Friendly Training delivered to I<FD suppression staff in
partnerships with the Alzheimer's Society; expansion of the Senior Day program to include extended day hours; two
"Ride -A -Bus" workshops; and development of an older adult landing page on the website.
Next Steps
Expanding on the success of the GoIf4Life program, further exploration into the development of supportive and
inclusive programs to support the participation of older adults in direct programs. Planning, development and
implementation is expected to begin for the following action items: Age Friendly Planning, Neighbourhood Links,
Community Ambassador Program, Inclusive Volunteering and the business recognition program.
IF1 - 18
NB60 Implementation of LoveMyHood Initiatives
Ongoing Program
Description
This action comes from the City's LoveMyHood strategy recommendations for 2018-2019 including:
• Neighbourhood Places Program (greening, seating, resident led public art, neighbourhood signage, cul-de-sac
enhancements)
• Block Connector Program
• Neighbourhood Leadership Program
• Event -in -a -Trailer
• Research into best practices for multi -residential community space
Recent Progress
In 2019, we accomplished a number of LoveMyHood action items and supported many resident -led grant projects
funded through the Neighbourhood Matching Grant, Placemaking Challenge and Community Garden Grant. In April
2019, the Wildflowers Neighbourhood Action Plan was delivered to Council. In April 2019, the Neighbourhood Places
Program including greening, seating and art was brought forward and approved by Council in June 2019.
Next Steps
In 2020, the Neighbourhood Development Office will continue to support and implement ongoing programs and
initiatives, continue to fund neighbourhood projects through grants, and complete the remaining action items such as
the Event in a Trailer and Neighbourhood Leadership Program.
NB58 Review of Community Centre Use of Space and the Neighbourhood Association Affiliation Policy
Status as of Dec 31s' 2019: DELAYED
New Completion: Aug -2020
Description
This action comes from the Community Centre Audit and as an action of the LoveMyHood strategy. There is a desire
in the community to review and consider expanding the existing policy on community use of space at our community
centres. Also connected to this is the Neighbourhood Association Affiliation Policy. There isa recommendation to
develop a clearer and comprehensive affiliation policy including well defined expectations, roles and responsibilities
for the City and our Neighbourhood Associations.
Recent Progress
Potential actions to support the objectives of the project have been shared with a working group of Neighbourhood
Associations. These were also shared with council at a strategy session. Feedback has been received from both
groups and will be incorporated into the next phase of revisions.
Next Steps
Draft policies will be shared with stakeholders for their feedback. A workshop including multiple stakeholders will be
held to discuss opportunities for collaboration and advancing the vision of our community centres as neighbourhood
hubs where there is something for everyone and all are welcome and included. A report to council with
recommendations will be prepared. End date has been moved to June 2020.
IF1 - 19
Kim Kugler (519)741-2200 ext. 7544
NB55 Neighbourhood Use of Schools and Faith Based Facilities Status as of Dec 31s' 2019: COMPLETED
Dec -2019
Description
This action is a recommendation from the City's LoveMyHood strategy and supports positive change in
neighbourhoods through exploring and starting conversations with school boards and faith based facilitiesfor
greater access to their indoor and outdoor facilities.
Recent Progress
The project is complete.
CS66 Leisure Facilities Master Plan
Status as of Dec 31" 2019: COMPLETED
Apr -2019
Description
Complete the Leisure Facilities Master Plan (LFMP) to provide the foundation for investment in existing leisure and
recreation facilities and services and determine future facilities and services within the City of Kitchener. The plan
will provide recommendations on new facilities to be incorporated into the development charges by-law.
Recent Progress
The project is complete.
OG25 Intergovernmental Relations —Advocacy Ongoing Program
Description
Develop annual advocacy strategies to effectively communicate City priorities among other levels of government.
Recent Progress
In 2019, advocacy focused on two projects: Municipal Infrastructure Funding and Passenger Rail. Detailed descriptions
of recent progress and next steps for each can be found in the following two sections.
SE15 Intergovernmental Relations - Municipal Infrastructure Funding Status as of Dec 31" 2019: COMPLETIA
Dec -2019
Description
Advocate for greater infrastructure funding for municipalities from the federal and provincial governments.
Recent Progress
In late October 2019, the Provincial government announced that it is opening the application intake process for the
fourth or four funding streams, the Green Infrastructure Fund. However, it is only partly open as it is for municipalities
with populations less than 100,000. Nothing has yet been announced for municipalities with populations over
100,000.
Next Steps
The remaining funding stream (Green Infrastructure Fund) has been partly opened, for municipalities with populations
less than 100,000. The Provincial commitment was to commence all funding streams by the end of 2019, so we await
the remaining portion of the Green Fund for municipalities with populations greater than 100,000. Ongoing advocacy
will continue.
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EC11 Intergovernmental Relations - Passenger Rail Status as of Dec 31St 2019: CO
Dec -2019
Description
Work in collaboration with partners in the Toronto/Waterloo Region corridor to advocate for improved GO
passenger rail service including high speed rail as a priority infrastructure investment for the provincial government.
Recent Progress
The Southwestern Ontario Transportation Plan is expected to be released before the end of the year. We await this
report and a chance to comment. The Province has tempered expectations for High Speed Rail, but supports High
Frequency Rail and other transportation infrastructure. On November 12, 2019, the Minister of Transportation
announced the creation of a Business Advisory Council to support Two Way All Day GO (TWADGO) rail service on the
Kitchener Line. This Business Advisory Council is comprised of community and business leaders from across the
Innovation Corridor, and will work with Minister Mulroney, the Ministry of Transportation and Metrolinx to deliver a
set of recommendations to continue moving TWADGO forward. Also in November 2019, a Metrolinx committee for
the Kitchener Line released their report and recommendations for TWADGO. Pending Metorlinx Board approval, it will
then go to the Provincial government for approval and funding. Connect The Corridor members (which includes
Kitchener) support the recommendations.
Next Steps
City staff will continue to work with Connect the Corridor partners and the newly established Business Advisory
Council to advocate for Two -Way All -Day GO (TWADGO) rail service along the Kitchener Line, and support Metrolinx's
recently released (November 2019) report and recommendations. Connect the Corridor is advocating for High
Frequency Rail service west of Toronto.
OG24 Municipal Response to the Truth and Reconciliation Commission Calls to Action
Status as of Dec 31St 2019: COMPLETED
Dec -2019
Description
This project will result in a potential municipal response for Council consideration to the 2015 Truth and
Reconciliation Commission's Final Report, including its Calls to Action, and identify and make recommendations for
other ways the City can support Indigenous peoples in Kitchener. Deliverables will include a staff report detailing the
full scope of work and a report with recommendations on our approach to key issues defined through the initial
project scope.
Recent Progress
Council approved the recommendations in report COR -19-021 including a land acknowledgement practice and
Indigenous cultural competency training for staff and council. In September 2019 Council began delivering a land
acknowledgement as part of Council meetings.
Next Steps
The project is complete. Staff have started scoping out training programs and will integrate this work into corporate
learning and development programming.
11
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OG20 Parks, Playgrounds and Trails Community Engagement Review Status as of Dec 31s' 2019: DELAYED
New Completion: Aug -2020
Description
This action is a recommendation from the City's LoveMyHood strategy and supports the implementation of
improvements to public spaces in the city by prioritizing the way the City engages with residents in the development
or redevelopment of neighbourhood parks, playgrounds and trails. There will be a focus on serving the specific
needs of residents in terms of ages, interests, abilities and cultural backgrounds.
Recent Progress
Staff from various internal divisions have met to discuss the review and developed a project charter and timelines.
Best practice research, review preparations and community engagement activities planned for 2020 are underway.
Next Steps
A report to Council is expected in 2020 indicating the findings and recommendations of the Parks, Playgrounds and
Trails Community Engagement Review. The anticipated date for the completion of this review has shifted to the first
half of 2020 to provide more time for the review process and opportunities for community engagement activities.
CS18 Electronic Agenda Management
Status as of Dec 31s' 2019: ON TRACK
Expected Completion: Dec -2020
Description
Create, prepare, approve and publish meeting agendas in a more efficient, collaborative, streamlined manner.
Recent Progress
Received budget approval of $50,000 for implementation and capital costs associated with a third -party
agenda/meeting management software.
Next Steps
Preparing a project charter and estimated timeline for the procurement of a third -party vendor, and arranging for
vendor presentations as part of the selection.
CS37 Online Business Licensing
Status as of Dec 31St 2019: ON HOLD
Expected Completion: TBD
Description
Implement the first phase of online business licensing (e.g. pilot with business license renewals).
Recent Progress
No further progress has been made since the last update as it is still pending the implementation of AMANDA 7 and an
online payment platform.
Next Steps
Legislated services staff have completed the folders required for implementation. Further work cannot take place until
the AMANDA 7 upgrade has taken place as well as the implementation of an online payment system.
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Legislated Services MAIWd-M, I
CS68 Electronic Records Management Strategy
Status as of Dec 31" 2019: DELAYED
New Completion: Apr -2020
Description
Implement the necessary and appropriate strategies, tools, processes and skills to systematically control the
creation, distribution, use and disposition of the City's electronic records/information maintained as evidence of
business activities and transactions.
Recent Progress
Identified approaches for applying records and information practices to social media, database, and web -based
electronic records. Developed an implementation plan for managing social media, web, and database records.
Completed the 1st draft of the implementation strategy (whitepaper) and a PowerPoint presentation. Gathered
information from the Region of Waterloo regarding their experience using archiving tools to manage their social media
and web -based records. Attended an initial demo for two (2) automated capturing tools for social media and web -
based records.
Next Steps
Develop a matrix of functionality requirements comparing the functionality each archiving tool can offer. Collaborate
with stakeholders to obtain their preference for the approaches identified and gather their feedback for the
implementation plan. Organize a full demo of the archiving tools with internal stakeholders present to develop a
better understanding of the tools. Revise the implementation strategy to reflect feedback from stakeholders.
CS62 Development of Public Internet Access Standard
Status as of Dec 31St 2019: COMPLETED
Apr -2019
Description
Digital Kitchener outlined the development of a Public Internet Access Standard as part of the Inclusive theme. This
project will include working with community partners to define what attributes would constitute public access and
then using that definition, developing a minimum standard of free public Internet access to be adopted by the City.
This minimum standard can then be used to direct future investments for public access terminals or free Wi-Fi in
future projects.
Recent Progress
The project is complete.
CS65 Implementation of the Digital Kitchener Strategy
Status as of Dec 31" 2019: ON TRACK
Expected Completion: Dec -2021
Description
Digital Kitchener, a four year digital strategy approved by Council in 2017, is a vision to make Kitchener more
Connected, Innovative, On -Demand and Inclusive. The annual work plan includes initiatives that fulfill the actions
outlined in Digital Kitchener and help realize the vision. Staff reportsto Council annually on progress.
Recent Progress
Opportunities for 2020 are being identified and will be presented to Council in early 2020 as in previous years.
Next Steps
Opportunities for the 2020 are being identified and will be presented to Council in early 2020 as in previous years. An
update on 5G opportunities and broadband investment will also be forthcoming.
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CS64 Civic Innovation Lab at Communitech
Status as of Dec 31" 2019: ON TRACK
Expected Completion: Dec -2020
Description
The establishment of a Civic Innovation Lab is a significant initiative in support of the Digital Kitchener strategy. The
lab is fully operational and is half way through a pilot project which concludes after 3 years. The focus is on
developing innovative solutions where Internet of Things (IoT) can help solve municipal challenges, workcontinues
on IoT projects in 2019.
Next Steps
Work on topics areas such as smart parking, stormwater monitoring and automated meter reading will continue into
2020. We are also looking at areas of the new strategic plan that the work of the lab can enhance such as Customer
Service, Environment, Caring Community and People Friendly Transportation.
EC07 Broadband & Fibre Optic Infrastructure
Status as of Dec 31St 2019: DELAYED
New Completion: Apr -2020
Description
Work collaboratively with stakeholders to explore options to either encourage third party fibre optic investment in
Kitchener or partner with others to provide improved high-speed broadband infrastructure for Kitchener. High
speed internet access is increasingly viewed as essential infrastructure for a globally competitive economy.
Recent Progress
Discussions with the 3 major providers on small cell and 5G opportunities are still underway. With the Rogers 5G lab at
Communitech opening, further opportunities to work closely with them have been presented.
Next Steps
An update report outlining recommendations and opportunities to prepare the City for enhanced broadband including
both small cell and macro cell sites and fibre will be provided for council consideration in early 2020.
CS74 Development Services Review Status as of Dec 31St 2019: ON TRACK
Expected Completion: Aug -2020
Description
Kitchener is going through an extraordinary transformation that can be seen happening all around us. To ensure we
are in the best position possible to respond to exciting changes to the community we serve, the City is reviewing our
development services to bring greater focus, coordination and accountability to our development functions.
Recent Progress
In an effort to improve two service areas: (1) the site plan review / approval process and (ii) public engagement
processes, fourteen problem statements, and associated root causes, were identified by stakeholders, prioritized, and
presented at two "solutions generation" workshops in October 2019. Over 80 participants, including staff, the
development community, and public participants, generated hundreds of potential solutions. Each idea was reviewed,
grouped into themes where possible, and sorted based on impact and effort. Of the solutions generated and sorted,
nine pilot improvement events were held in November to build momentum by delivering on high -impact / low effort
solutions (i.e. quick wins).
Next Steps
In early 2020, additional work will be required to fully implement and monitor the improvements from the November
pilot projects. A continuous improvement implementation plan will be developed and approved by the project
Steering Committee. New improvement events will continue to be held by multi -disciplinary teams throughout 2020.
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SE28 Corporate Sustainability Program (Strategic Item)
Ongoing Program
Description
Create a program around corporate sustainability at the City of Kitchener. The focus for 2019 will be the Corporate
Climate Action Plan and creating a revolving energy efficiency fund.
Recent Progress
The Corporate Climate Action Plan (CorCAP) is now in the implementation stage, with projects completed in all of the
plan's focus areas: buildings, fleet, waste, and outdoor lighting. The City has been selected as a 'Showcase City' in
FCM's new pilot program, which will help guide the climate action process and provide resources and recognition.
Specific to the energy reserve fund, projects included installation of variable frequency drives at City Hall (pumps and
fans) and a major LED lighting retrofit at the Aud. Corporate Sustainability has also been working to establish a tracking
and communications process for utility consumption across facilities.
Next Steps
A number of capital energy reducing projects are planned for 2020; for many of them, the savings will be captured and
reinvested through the energy reserve fund. The 2020 energy reserve fund project will be a LED retrofit at the KOF.
Corporate Sustainability will continue participation in FCM's Showcase City's Pilot and will be expanding the
programing of the waste diversion station at City run events. The Community climate action plan and community
adaptation plan will be finalized in 2020.
CS55 AMANDA 7 and Public Portal Review
Status as of Dec 31St 2019: DELAYED
New Completion: Apr -2020
Description
The AMANDA software system requires a significant upgrade to AMANDA 7. Prior to implementation, testing of
scripts and set-up of security groups and reporting tools is necessary. The existing public portal is integral to the
core business. The project will include reviewing the existing public portal and other software options.
Recent Progress
This project has been delayed due to the release of new AMANDA software.
Next Steps
The new release of AMANDA software has delayed the migration of the Public Portal II. The vendor is providing a
patch to fix the problems. Once the patch is implemented and tested staff will continue with the migration of Public
Portal II. Technology, Innovation & Services (TIS) will complete a security scan prior to full implementation. The
anticipated completion of the project is April 2020.
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Economic Development
EC29 Review of the Make It Kitchener Strategy
Description
Conduct a review of the Make It Kitchener strategy.
Recent Progress
• • 11 ext. 7065
Status as of Dec 31St 2019: COMPLETED
Dec -2019
Public consultation culminated in October which included wrapping up stakeholder round tables, a public digital
survey on engage and a large community symposium event. Since then, the consultation data, opinions, and ideas that
were collected have been reviewed. Initial findings and emerging themes were presented to Council, CLT, and the
Economic Development, Arts and Culture and Downtown Action Advisory Committees in late October and early
November.
Next Steps
Staff will be engaging other departments' senior management teams, as well as key community partners, to gain
feedback and identify potential partnership opportunities. The review is now complete and in 2020 a New Make It
Kitchener 2.0 strategy will be developed. Staff will work with the Economic Development Advisory Committee on the
development of a draft strategy, and will consult with other advisory committees as appropriate.
EC27 Implementation of the Make It Kitchener Strategy
Ongoing Program
Description
This program covers all projects related to implementing the Make It Kitchener strategy including: Make It Start —
Creative Hub at 44 Gaukel Street, Make It Vibrant — Special Events and Urban Experience Strategy, Make It Start —
Digital raining for Entrepreneurs, Make It start —Advanced Manufacturing Incubator, Make It Urban — Rockway
Centre Partnership Development, Make It Grow — Music and Film Industry Office, Make It Urban — Upper Level
Market Transformation, Make It Spark— Federal and Provincial Funding for the Arts.
Planning
JW
NB26 Urban Design Manual (Strategic Item)
Delia '• /1 ext. 7327
Status as of Dec 31St 2019: COMPLETED
Aug -2019
Description
Create a new urban design manual to implement the new Official Plan, make the document more efficient and
effective, complement specific design briefs and provide guidance on City building and design expectations to
ensure vibrant new development in Kitchener.
Recent Progress
The project is complete.
NB13 Sustainable Development Feasibility Study
Status as of Dec 31ST 2019: COMPLETED
Apr -2019
Description
Working with partner organizations, under the Federation of Canadian Municipalities (FCM) Green Municipal Funds
program, undertake a feasibility study to help inform sustainable development practices at a site or neighbourhood
scale. The emphasis is to be on energy sustainability.
Recent Progress
The project is complete.
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NB21 Hidden Valley Land Use Study
Aug -2019
Description
Develop a master/community plan for the Hidden Valley area. This project will identify any public interest in the
Hidden Valley lands including opportunities to protect and/or acquire natural features and sensitive lands.
Implementation will be through Official Plan and Zoning Bylaw amendments.
Recent Progress
The project is complete.
NB43 Heritage Best Practices Implementation
Status as of Dec 31ST 2019: COMPLETED
Dec -2019
Description
In follow up to Report CSD -15-08 which recommended the development of a variety of best practices regardingthe
conservation of cultural heritage resources. The focus for 2019 will be on updates to delegated approval authority
and requirements for proposed demolition of listed properties.
Recent Progress
Additional discussions with internal staff and Heritage Kitchener have taken place on the remaining item for this
initiative - updates to delegated approval authority. The report and draft by-law were presented for consideration by
Heritage Kitchener and Council in December 2019.
Next Steps
Following a Council decision, any remaining or long-term enhancements to heritage practices and processes will be
conducted through continuous improvement initiatives as part of core service.
NB11 Comprehensive Zoning By-law Review
Status as of Dec 31" 2019: COMPLETED
Dec -2019
Description
Undertake a multi -phase, comprehensive review of Zoning By-law 85-1 to implement the new Official Plan. The
2019 focus is to complete Stage 1 of the new Zoning By-law (Non- Residential) and work on Stage 2 (Residential).
Recent Progress
Consultations concluded and a report, by-law, supporting Official Plan Amendment, and accompanying material for
Stage 2 of the new zoning by-law were prepared and presented to October 7th Planning & Strategic Initiatives
Committee. With the exception of one regulation being deferred until December for further consideration, the
recommendations were approved by Council and staff. Staff will proceed with assigning new Residential zones that are
outside of neighbourhoods currently under planning reviews via Ward -by -Ward engagement in 2020 as part of core
service.
NB36 Incentives for Design/Architectural Innovation and Excellence Status as of Dec 31St 2019: COMPLETED
Dec -2019
Description
Evaluate potential incentives for the development of landmark building design and architecture atstrategic
locations within the City.
Recent Progress
The City's new Urban Design Manual was approved in September 2019 and outlines the City's expectations for design
excellence and architectural innovation. The Kitchener Great Places Awards program was held on November 19, 2019.
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low
NB65 Affordable Housing Strategy (Strategic Item)
Status as of Dec 315' 2019: ON TRACK
Expected Completion: Dec -2020
Description
Create an affordable housing strategy for Kitchener in collaboration with the Region of Waterloo, communitygroups
and the development industry.
Recent Progress
There has been significant progress on acquisition and analyses of housing and socio -demographic data within our
region and specific to Kitchener. A comprehensive Municipal Housing Assessment report has been drafted, which will
provide and summarize baseline information, form important background for the next ph aces of work, satisfy the
provincial legislative study requirements related to Inclusionary Zoning and provide part of the basis for future
partnership and funding opportunities. A broad and collaborative Advisory Committee including non -profits, support
services, housing industry, members of the public, interest groups, councillors and staff has been developed. A
committee meeting took place in November 2019 and actions have been taken on the creation of an engagement
plan.
Next Steps
The Housing Assessment background report will be presented to Committee and Council in January 2020. Staff will
continue to work with the Advisory Committee, undertake stakeholder meetings/interviews, and identify quick wins
and longer term options and opportunities for all aspects of the housing spectrum. The next phase of the project
(January -April 2020) will focus on identifying issues/risks and options.
NB38 Implementation of the Growth Management Strategy
Ongoing Program
Description
Continue to manage and operate this program which coordinates land development decisions with decisions on the
capital forecast and development charges in order to better manage growth in the City of Kitchener. This program
also creates opportunities for broad ranges of housing and transportation choices, maximizing existing
infrastructure and technologies.
Recent Progress
Annual Monitoring Report for September 2019 Committee/Council, bi-annual Kitchener Growth Management Plan
Sept 2019 - Sept 2021 for September 2019 Committee/Council, analysis and commenting on numerous provincial
legislative, policy or regulatory changes, input and review of Region Official Plan/Municipal Comprehensive Review
topics.
Next Steps
Annual Monitoring Report, input and review of Region Official Plan/Municipal Comprehensive Review topics and
documentation, additional city -specific growth management data and system updates.
NB61 Review Municipal Roadway Speed Limit
Status as of Dec 315' 2019: COMPLETED
Description
Review and/or establish a new uniform posted speed limit for municipal roadways.
Recent Progress
The project is complete.
Aug -2019
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Transportation
NB18 Complete Streets Policy (Strategic Item)
:. • 11 ext. 7738
oft
Status as of Dec 31st 2019: OMPLETED
Dec -2019
Description
The City of Kitchener has a number of policies and practices that promote complete streets. The development of
complete street policy would review best practices and combine elements into a coordinated policy documentthat
ensures planning, design and implementation of an element of the City's transportation network considers and aims
to meet the needs of all users regardless of age, ability and travel choice.
Recent Progress
The Complete Streets Design Guidelines were approved by Council in October 2019. The project is complete.
SE12 Cycling and Trails Master Plan Update (Strategic Item)
Status as of Dec 31St 2019: ON TRACK
Expected Completion: Apr -2020
Description
Consider options to revise the mandate of an existing advisory committee to create a co-operative partnership
between City staff, community groups and other agencies that seek to enhance traffic and pedestrian safety in
Kitchener. The committee will provide input and feedback on traffic safety issues such as school zoneconcerns, traffic
calming requests and traffic -related education initiatives.
Recent Progress
Phase 2 of community engagement has begun. This phase of engagement will focus on the network map as well as
establishing a vision, mission, goals, strategies, and actions.
Next Steps
A draft of the Cycling and Trails Master Plan is expected to be complete by the end of January 2020.
NB39 Implementation of the Traffic Calming Program Ongoing Program
Description
The City of Kitchener endorses traffic calming as a means to reduce speeding, through traffic and collisions in
residential neighbourhoods, thereby improving safety and quality of life for residents. Traffic calming projects will be
rated and prioritized annually by staff and approved by Council based on criteria and the allocated annual budget.
Recent Progress
Council approved initiating reviews in 2019 for three locations: Deer Ridge Drive, Holborn Drive and Robert Ferrie
Drive. Also in 2019, traffic calming plans were approved and implemented along four roadways: Patricia Avenue, Old
Chicopee Drive, Caryndale Drive and Woodhaven Avenue. Additionally, multiple pedestrian crossings were
implemented. Seasonal traffic calming was implemented on app. 80 roadways throughout the City. Decorative
Crosswalks were installed on Duke Street East and a mural was painted in front of the Market on Eby Street.
Next Steps
New proposed locations for traffic calming will be presented to Council early in 2020. Ongoing reviews will
continue. Seasonal traffic calming will be implemented on app. 100 streets. Additionally, Transportation Services
will continue to support resident led traffic calming measures and recommend the implementation of the Complete
Streets guidelines where possible.
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SE13 Implementation of the Cycling Master Plan Ongoing Program
Description
Installing/implementing the recommended infrastructure/programming as outlined in the Cycling Master Plan.
Recognizing the social, health, environmental and economic benefits of cycling, the City of Kitchener Cycling Master
Plan enhances the choice to cycle as a viable means of transportation and recreation through the provision of safe,
comfortable, and connected bikeway network on city streets and quality multi -use trails.
Recent Progress
A separated bike lane pilot was designed and installed on Queen's Boulevard, Belmont Avenue and Water Street
which is 5km in length (10 linear KM). Baseline data collection was completed and on-going evaluation is underway.
Painted bike lanes were installed on portions of Franklin Street, Duke Street (contraflow), and Young Street
(contraflow, with bike signal). Eight events, totaling 137 event hours of service, were provided by Kitchener Bikecheck
and 13 volunteers in 2019. A total of 1675 bikes were parked at these events, an increase of 212 bikes from the
previous high (in 2017). This included a new event: Link Picnic Festival.
Next Steps
A new Cycling and Trails Master Plan will be presented to Council in April 2020. New cycling facilities to be installed
in 2020 include the Dutch -inspired roundabout, painted bike lanes on a portion of Stirling Avenue and Vanier Drive,
boulevard multi -use trail on Wilson Avenue, and secure bike parking at Kitchener Market and Duke Ontario parking
garage.
SE14 Implementation of the Sidewalk Infill Program
Ongoing Program
Description
Sidewalk infrastructure is a key component of the urban environment that encourages and facilitates walking and
active transportation, supports community health, vitality and safety. Sidewalks contribute significantly to a
sustainable community and a pedestrian friendly environment.
Recent Progress
In 2019, approximately 820 meters of new sidewalk was installed along Rock Avenue, Vanier Drive, Connaught Street,
and Lancaster Street, and an additional 550 meters within the Centreville Neighbourhood. In addition a new multi-
use trail connection was installed between Huron Road and Huron Heights Secondary School, and between
Conestoga College and Fischer -Hallman Road.
Next Steps
App. 2km of sidewalk will be installed in the lower Doon neighbourhood.
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NB34 Community Traffic Safety Advisory Committee
Status as of Dec 31ST 2019: DELAYED
New Completion: Apr -2020
Description
Consider options to revise the mandate of an existing advisory committee to create a co-operative partnership
between City staff, community groups and other agencies that seek to enhance traffic and pedestrian safety in
Kitchener. The committee will provide input and feedback on traffic safety issues such as school zoneconcerns,
traffic calming requests and traffic -related education initiatives.
Recent Progress
Options are being investigated and a staff report and new terms of reference will be written that recommends
changing the existing cycling and trails advisory committee to a complete streets and trails advisory committee that
includes all aspects of transportation and trail safety. This falls in line with the recently approved complete streets
guidelines and highlights overall street safety as a concern. An update will be presented to the Cycling and Trails
Advisory Committee in December.
Next Steps
A report to council will be brought forth in April 2020.
NB46 Automated Speed Camera Program for Traffic Calming
Status as of Dec 31s' 2019: DELAYED
Expected Completion: Dec -2019
Description
Subject to the passing of new Provincial legislation related to speed cameras, staff will investigate the potential use
of this technology to address speeding concerns in school zones.
Recent Progress
The Region is currently preparing a report to Council with a recommended, region -wide strategy.
Next Steps
An update report will be prepared in January 2020. It will be presented to Regional Council followed by our local
Council. Completion of this project is anticipated to be August 2020.
CS09 Long Term Financial Plan
Dec -2019
Description
Prepare a consolidated long term financial plan that will be the financial framework for the City going forward. The
framework will incorporate policy work pertaining to reserves, debt, and enterprise investments.
Recent Progress
Council endorsed the Long Term Financial Plan in September 2019. The recommended actions included in the plan will
be implemented starting in 2020. The project is complete.
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CS69 Automation of Payment Processing
Status as of Dec 31St 2019: DELAYED
New Completion: Apr -2020
Description
Multi -phase project including investigation and automation of corporate credit card processing, online travel and
expense claims, and electronic storage in SAP of payment documentation such as invoices and cheque remittances
in an effort to reduce paper and streamline processes.
Recent Progress
Met with Legislated Services on electronic storage of accounts payable documents and received a demo on SAP
invoice software. Met with SAP team, aligned budget for Concur implementation for 2020 implementation for
employee expenses, (credit card, travel and other expense).
Next Steps
The investigation phase are nearing completion and next steps are to being implementation in March 2020 for
employee expense components.
SE17 Development of Asset Data Systems
Ongoing Program
Description
Further develop the City's data management systems to include all asset groups, taking into account Council
priorities and legislated requirements.
Recent Progress
The Business Solutions — Work Management team has continued to enhance and introduce new business process
functionality in support of collecting, reporting and analyzing work activities and asset management related data. In
addition, several inspection programs and real-time dashboard tools were also implemented. This assisted in the
creation of more detailed information necessary to make proactive operational decisions based on a data -driven
approach.
Next Steps
Enhanced integration between enterprise systems is becoming a priority to ensure the effective and efficient flow of
information. Focus will be taken in 2020 to implement a strategy to improve the data flow between CityWorks, SAP,
PeopleSoft and FLINT. As well, a key focus will be to mobilize the use of work management tools to increase
efficiencies and productivity throughout the cycle of work management activities (e.g. mobile time entry). In addition,
on-going effort to mobilize solutions to assist in getting the right information to the right staff at the right time with
CityWorks and ESRI solutions will continue.
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SE18 Development of Detailed Asset Management Plans
Ongoing Program
Description
Develop framework and work towards the development of detailed asset management plans/processes for all
asset groups to support data -driven decisions and optimize the total cost of ownership for the city's assets based
on defined levels of service for each asset class. The focus for 2019 will be developing asset management plans for
the Gas Utility and Pumping Stations.
Recent Progress
In this past year, the team has focused on completing an updated asset management plan for our sanitary asset
category, while beginning a more comprehensive analysis and asset management plan for the city's' pumping
stations. As well, a phase 1 asset management plan has been completed for our parking assets both enterprise and
community lots & structures. Further progress has been completed on developing a framework for levels of service
across asset categories. A gas utility asset management plan has also begun leveraging external expertise to support
a comprehensive approach.
Next Steps
Further updates of asset management plans will continue with the development of phase 2 plans for our stormwater
utility and water utility. As well, further development of levels of service and leveraging the information to better
align budgetary resources to the ability to provide services balanced with the health of the infrastructure.
The investigation phase are nearing completion and next steps are to being implementation in March 2020 for
employee expense components.
OG10 Participatory Budgeting
Status as of Dec 31" 2019: COMPLETED
Aug -2019
Description
Report on pilot project that enables community members to directly decide how to spend part of the City's budget,
allowing them to make budget decisions that affect their lives.
Recent Progress
The project is complete.
CS41 Development Charges Background Study (2019)
Status as of Dec 31s' 2019: COMPLETED
Description
5 -year update to the City's Development Charges Background Study and By-law as required by legislation.
Recent Progress
The project is complete.
Aug -2019
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Procurement AM
OG08 E -Tendering
Status as of Dec 31St 2019: ON HOLD
Expected Completion: TBD
Description
Implement an e -tendering module to enable vendors to self -identify for interested commodities, access bid
documents and drawings and submit tenders, proposals and quotations electronically.
Recent Progress
Due to a lack of internal resources for this project, no further work will occur in 2019. The project will be moved to
2020 and be done upon completion of the new procedures, protocols and procurement templates as well as by-law
review.
Next Steps
The final stage of receiving vendor proposals (RFP documents) and using on-line evaluations on bids and tenders
system will be implemented once the procurement project with the consultant has been completed.
CS71 Purchasing Procedures to Support New By-law
Status as of Dec 31s' 2019: DELAYED
Expected Completion: Dec -2019
Description
Develop purchasing procedures that support by-law and complete an analysis of current Procurementtem plates
Recent Progress
Working with the consultant and internal legal representative on policies, procedures, protocols and updated
solicitation document templates as well as by-law. Staff have completed a first draft of all documents with consultant
and will be moving to second draft in 2020 when new management staff are in place.
Next Steps
Summary of consultant's findings, recommendations, procedures/protocols and by-law review to be examined by
staff including new management team in 2020. Expect to present summary findings to CLT, training and roll out to
the rest of Procurement and then the rest of the organization.
OG26 Development of a Water Leak Policy
Apr -2019
Description
The purpose of this policy is to provide customers defined relief from water leaks that occur as a result of
malfunctioning toilets, water softeners, leaking taps inside or outside, reverse osmosis units, irrigation systemsand
ruptured pipes on the customer's side of the water meter.
Recent Progress
The project is complete.
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SE16 Management of the Water Infrastructure Program Ongoing Program
Description
Champion the annual monitoring and minor rate adjustments for stormwater, sanitary and water utilities to ensure
the pro -active and preventative maintenance and capital replacement aligns with Council's direction established
through the September 25, 2017
Recent Progress
In 2019, initiatives to ensure high quality and safe drinking water were undertaken, including over 2000 samples for
bacterial analysis, 3400 chlorine residuals, and over 250 lead analyses. Approximately 24% of the city's valves were
operated to ensure reliability. Ongoing maintenance of water, sanitary and stormwater infrastructure in 2019 saw
approximately 100 km of watermains cleaned and over 600 catch basins cleaned, removing over 320 metric tons of
sediment from the city's catch basins. Over 180 km of sanitary sewers were maintained through the flushing
program, with more than half of these accomplished as part of preventative maintenance. Additionally,
approximately 6 km of reconstruction projects were undertaken, replacing aging underground water, sanitary and
stormwater infrastructure.
Next Steps
Next year water, sanitary and stormwater utilities will continue with their ongoing and preventative maintenance
programs. The water utility will continue to test and replace valves and will introduce a new mobile valve
inspection program in 2020. They will also look to streamline their cross -connection program, progress with
another 100+ km of watermain cleaning, and address customer water quality complaints. Sanitary and stormwater
initiatives for 2020 will focus on sediment management through catch basin cleaning as well as maintenance of
stormwater ponds. Storm main repairs and sanitary repairs will also comprise part of the 2020 work plan.
Approximately 6km of reconstruction projects are planned for 2020, which will further replace aging underground
water, sanitary and stormwater infrastructure.
Facilities Management .• • 611 ext. 4424
EC28 Rehabilitation of City Hall Outdoor Spaces Status as of Dec 31s'2019: ON TRACK
Expected Completion: Apr -2020
Description
Final design of City Hall outdoor critical infrastructure.
Recent Progress
Pre -qualification of General Contractors and sub -trades has been completed. Tender documents were posted
November 1st and the evaluation of bids was completed in December.
Next Steps
The tender award will be recommended to Council in January 2020. Once a contract is fully executed, and winter
programming ends, the general contractor will have access to the site in March 2020. Phase 1 involves work on Carl
Zehr Square and College St.
25
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SE06 Sustainable Urban Forest Strategy
Status as of Dec 31ST 2019: COMPLETED
Apr -2019
Description
This project will include the delivery of a Sustainable Urban Forest Strategy which will set the course of action fora
socially desirable urban forest that can be achieved and maintained based on the true capacity of the Cityto
manage resources. Work will also include recommendations regarding how the City can create a citywide public-
private program which is a recommendation from the City's 'lovemyhood'strategy.
Recent Progress
The project is complete.
SE29 Complete Winter Maintenance Pilots — Sidewalks and Trails Status as of Dec 31" 2019: COMPLETED
Aug -2019
Description
This work includes completing two pilot projects for the winter sidewalk maintenance (proactive by-law; assisted
services; neighbourhood snowblower initiative) and the year-round maintenance of trails in school zones.
Recent Progress
The project is complete.
NB56 Reduce Municipal Barriers — Review Permitted Uses in Parks Status as of Dec 31s' 2019: ON TRACK
Expected Completion: Apr -2020
Description
This action is a recommendation from the city's LoveMyHood strategy and supports positive change in
neighbourhoods through a review of permitted uses in parks to provide clarity on a range of uses thatare
acceptable and outline a streamlined process to review requests for park use. This review will be done in
collaboration with the City's Neighbourhood Development Office and By-law Enforcement.
Recent Progress
One of the most requested uses in parks from the initial neighbourhood strategy engagement was public BBQs. A
BBQ design is complete and new units are being fabricated to be installed in Ward 6.
Next Steps
Engagement on the Open Space Strategy will be initiated by end of 2019. Through 2020, engagement in the strategy
will guide a review of permitted uses. A draft will be delivered in 2020, to be approved with the strategy in 2021.
26
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SE30 Implementation of Sustainable Urban Forestry Program
Ongoing Program
Description
This program will consist of implementing the Sustainable Urban Forest Strategy including developing a 10 year
implementation plan with initial focus on enhancing the tree planting program, improving customer service and
developing an inspection program.
Recent Progress
Staff have focused efforts on enhancing the tree planting program. This began in fall 2019 and will be continuing
through to 2021 where 1000 trees per year will be planting which is more than 3 times the normal planting target in
order to eliminate the tree planting backlog. There was also extensive collaboration and internal engagement to
map out the current process related to tree inquiries so that proposed changes can be made which will focus on
customer service, risk and asset management and field based operations. This will lead to early implementation of a
tree inspection program in 2020/2021. In 2019, pilots in community participation in the Urban Forest have been
successfully engaged; while community planting in parks (LoveMyHood) saw slightly lower uptake than expected,
the subsidized tree planting program with REEP was over subscribed.
Next Steps
Staff will be undertaking a full inventory and inspection of all City owned tree assets which will span two years.
The intent is to then develop a more robust proactive risk management program in 2021. The tree planting
backlog will continue to be tackled. Furthermore, analysis on the 2019 canopy cover will be completed in 2020 and
a target for the City will be established. Pending budget approval, it is hoped that a pilot tree pruning program can
be engaged to start to realistically map and cost a service level and need for proactive tree pruning programs.
SE31 Implementation of Trails Master Plan Projects
Ongoing Program
Description
This work includes all planning, design and capital construction associated with the implementation of the Trails
Master Plan. The focus in 2019 will be on completing:
• The north/south sections of the Iron Horse trail,
• Adding lighting,
• Replacing the Trestle bridge
Recent Progress
In 2019, there was construction work on the Iron Horse Trail which is expected to be completed in 2020. Over 1km
of multi -use trail was constructed on Courtland Avenue between Mill St and Hayward as part of the
extension/connection to the Iron Horse Trail. The replacement of the trestle bridge near Victoria Park was
undertaken. Staff also oversaw an additional 1km of trail upgrades and improvements. There was also continuing
work on the Cycling and Trails Master Plan including extensive community engagement.
Next Steps
In 2020, it is expected that the Cycling and Trails Master Plan will be completed which will provide future direction
and guide trail development both for recreation and transportation purposes. Following the completion of the plan
and endorsement by Council, staff will further develop an implementation strategy and plan for 2021 onwards
budget considerations. Major reconstruction and development of the Wilson Ave - Courtland/Vanier Drive trail
corridor will be undertaken and approximately 1.5km of informal granular trail will be reconstructed to full multi -use
trail corridor with connections to the new crossing of the iON tracks to Fairway and links to the community pending
budget approval.
27
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SE31 Implementation of Parks Master Plan Projects
Ongoing Program
Description
This work includes all planning, design and capital construction associated with the implementation of the Parks
Master Plan. The focus in 2019 will be on the following three projects:
• RBJ Schlegel Park Phase 1 construction,
• Construction of the Doon Pioneer Skate Park,
• Developing a guiding vision for the Grand River Park (GRP).
Recent Progress
Construction work on RBJ Schlegel Park continued with a focus on sportsfields development as well as playground
and splashpad installation. Work also included the completion of the Sandhills Park rehability and redefining the
needs of Elmsdale Park as part of the Participatory Budget projects. As well, a number of projects were undertaken
such as improvements at Uniroyal Goodrich park, Kiwanis Park, as well as providing direction on new parks through
the subdivision planning process. A program of replacing sand playground surfaces (less accessible) with Engineered
Wood Fibre (more accessible) has been started.
Next Steps
Work will begin on the development of the Open Space Strategy which will replace the Parks Strategic Plan. A
number of projects will be undertaken and/or completed including various park redevelopments (Uniroyal Goodrich,
skatepark at Upper Canada, etc.). Staff will also continue to provide guidance and input on the subdivision park
development program. Staff will also explore opportunities at Huron Natural Area for partnerships related to First
Nation and Indigenous cultures.
CS59 Parkland Dedication Policy Update Status as of Dec 31s' 2019: CANCELLED
Description
Comprehensive review and update of the current Parkland Dedication Policy related to acquiring parkland (or
cash- in -lieu payment) through development applications.
Recent Progress
Bill 108 was announced in early summer 2019 and within Bill 108 there appear to be significant changes to both
where and how, and how much, can be collected in respect to parkland dedication, up to the point that it is unclear if
dedication will remain a tool for municipalities in the future. Regulations under the act are pending and it is not
considered productive to invest work in this business plan project until greater clarity around Bill 108 is established.
Work will then likely be delivered through subsequent discussion on Community Benefit Charges (the potential
successor to Development Charges under Bill 108) and/or as part of the Parks Open Spaces Strategy in starting in
2020.
Next Steps
No activity is scheduled on this update at this time, due to Bill 108. Future work will be embedded within the
Community Benefits Charge discussions and Parks & Open Spaces Strategy.
W
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SE05 Low Impact Development Design Guidelines - Stormwater Utility Status as of Dec 31St 2019: DELAYED
New Completion: Apr -2019
Description
Low Impact Development (LID) is an approach to storm water management that mimics a site's natural hydrology
as the landscape is developed. Using the Low Impact Development approach, storm water is managed on-site and
the rate and volume of storm water reaching receiving waters is unchanged from predevelopment levels. LID
guidelines will be integrated into the existing Development Manual.
Recent Progress
46 proposed street cross sections have been developed in draft form by the consultant. These cross sections are
currently being vetted by various city divisions to address any utility design conflicts, and once finalized, they will be
incorporated into the Development Manual.
Next Steps
A report to Council is expected in May of 2020 outlining the newly updated Development Manual, including updated
cross sections for how LID will be incorporated in the municipal right of way.
Greg St. • •11 ext. 4538
CS60 Utility Meter Mobile Workforce Management System (MWMS) Status as of Dec 31St 2019:
Completed: Apr -2019
Description
Source a highly configurable and flexible mobile workforce management solution to facilitate in field management
of a variety of gas and water related legislated activities. The proposed solution will replace the current paper
based systems, integrate through SAP service orders and Cityworks work orders allowing dispatchers to input into a
queue of work plans delivered to staff by mobile devices through the MWMS.
Recent Progress
The project is complete.
29
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Staff Report KnR
Chief Administrator's Office wwwkitchener.ca
REPORT TO:
Community and Infrastructure Services Committee
DATE OF MEETING:
January 13, 2020
SUBMITTED BY:
Corina Tasker, Internal Auditor, (519)741-2200, ext. 7361
PREPARED BY:
Corina Tasker, Internal Auditor, (519)741-2200, ext. 7361
WARD (S) INVOLVED:
All
DATE OF REPORT:
December 20, 2019
REPORT NO.:
CAO -19-019
SUBJECT:
Audit and Accountability Fund
RECOMMENDATION:
For information only.
BACKGROUND:
Through the Audit and Accountability Fund, the Ontario government offered large municipalities
an opportunity to benefit from provincial funding to conduct service delivery and administrative
expenditure reviews with the goal of finding efficiencies while protecting important front-line
services. Funding recipients were required to use the funding to hire an independent third -party
reviewer to review municipal service delivery expenditures in order to find efficiencies. The third -
party reviewer was required to submit a final report which outlined analysis, findings and
actionable recommendations.
The City of Kitchener was fortunate to receive $220,000 in funding from the Province of Ontario
as part of this initiative. This funding was used to complete two separate reviews which would
not have otherwise been possible due to lack of resources. These included a review of fleet
downtime and a review of City facility energy usage.
The third -party reports were posted on the City's website prior to the December 31St, 2019
deadline as per the funding requirements. This staff report provides a summary and a copy of
those reports.
Note that the views expressed within the accompanying third -party reports (Attachments A and
B) are the views of the third -party and do not represent the views of either the Province of Ontario
or the City of Kitchener.
REPORT:
Project Purpose
The purpose of this project was to take advantage of a provincial funding opportunity through
the Audit and Accountability fund to conduct third -party service delivery, modernization and
expenditure reviews of the City's fleet repair and maintenance processes and City facility utility
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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costs. This review helps the City become more efficient and modernizes our service delivery,
while protecting front line jobs.
Project Justification
The fleet repair and maintenance process was chosen for a number of reasons. First, fleet
vehicle and equipment downtime is a recurring complaint from internal user areas which directly
affects the efficiency of front line service delivery to the public. Second, Fleet staff already have
a culture of continuous improvement and welcome this type of review. Third, Fleet tracks a large
amount of data which is important to this review.
The City facility utility cost review was chosen because this was work that was planned and
important but for which no current budget exists to conduct the audits. Considerable financial
savings can be realized through reduction to operating costs and this comprehensive study
allows the City to strategically prioritize modernization projects based on return on investment,
which would be built into capital planning and renewals.
Fleet Downtime
Service Background
Several divisions rely on the City's fleet of vehicles and equipment in order to perform their daily
work, including Roads and Traffic, Parks and Cemeteries, Gas and Water, Sanitary and
Stormwater and Facilities Management as the primary users. If a vehicle or piece of equipment
is out of service for repair or maintenance it impacts the efficiency of service delivery in these
areas. Fleet downtime has been a recurring complaint from users.
Review Objective
The objective of the fleet review was to examine the Fleet division repair and maintenance
processes, the impacts of operational utilization/planning, materials supply through the
Procurement division, administrative processes and facility requirements. All of these factors
impact downtime and prioritization of fleet response. The goal is to minimize the time vehicles
or equipment are out of service, leading to more efficient front line services and added staff
capacity in Fleet.
Summary of Estimated Benefits
Leading Edge Group was contracted to conduct a Lean process review of Fleet maintenance
and repair processes. Their report is included in Attachment A.
The American Public Works Association (APWA) identifies fleet availability and uptime as a key
measure of the success of a fleet management program with a generally accepted benchmark
of 95% or better. The City of Kitchener's current state uptime is an average availability of 96.46%,
resulting in an average downtime of 3.54%. With a current purchase value of the City fleet of
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$53,727,610 this downtime results in $1,901,950 in fleet asset value being out of service at any
given time.
If the recommendations within Attachment A are implemented it is estimated that there would be
a 10% improvement in downtime which translates into an increase in fleet asset value availability
of $190,195 daily and annual fleet operator productivity savings of 3,792 hours. Increased fleet
availability and operator productivity means that more front line service is delivered.
Next Steps:
Numerous recommendations are already being worked on as referenced in Appendix 3 of the
third -party report. The remaining recommendations will be prioritized by management for longer
term implementation. Many of these tie into larger communication themes, require support from
areas such as Technology Information Services, and will take time and effort from multiple areas.
Some of the recommendations may also include further process and policy reviews that would
also require significant effort to implement.
City Facility Utility Costs
Service Background
The City of Kitchener is an energy intensive operation. In 2018, the city spent $9.4M in energy
consumption costs on electricity, natural gas, diesel, gasoline, propane, water and sanitary.
The City of Kitchener has a combined footprint of 1,832,788 square feet of facilities. The City
has both traditional and innovative heating, venting and cooling (HVAC) and water systems,
including geothermal, solar, and rainwater harvesting. The scale of operations presents
significant opportunity to reduce municipal operating expenses and carbon emissions through
replacements, retrofits, and upgrades that promote conservation, efficiency and innovation.
Review Objective
The objective of the City facility utility costs review was to provide a comprehensive, in-depth
American Society of Heating, Refrigerating and Air -Conditioning Engineers (ASHRAE) level II
audit across 35 main (existing) buildings, including both administrative and community-based
facilities, to reduce energy costs and greenhouse gas emissions through conservation, efficiency
and innovation measures with a focus on projects that have less than a 10 year payback.
Summary of Estimated Benefits
WalterFedy was contracted to complete ASHRAE level II Energy Audits at 35 City of Kitchener
facilities. Their report is included in Attachment B.
If the recommendations within Attachment B are implemented at a total capital cost of $22.9M it
is estimated that the following savings could be achieved:
• Annual Electricity Savings [kWh] 10,792,593
• Annual Natural Gas Savings [m3] 1,394,076
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• Annual Water Savings [m3] 62,426
• Utility Cost Savings [$] 2,385,688
• eCO2 Savings [tonnes] 3,186
Next Steps:
Staff will review the recommendations, including the "top project" list which highlights a subset
of the recommendations which meet at least two of the following criteria:
• The simple payback is less than 12 years
• The utility savings are greater than $1,000
• The GHG (green house gas) reduction is greater than 5 tonnes
An implementation plan will then be created which is dependent on the level of Corporate
Climate Action Plan (CORCap) and/or facilities management funding that is approved by Council
during budget deliberations.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
This report supports the achievement of the city's strategic vision through the delivery of core
service.
FINANCIAL IMPLICATIONS:
There are no financial implications related to this report.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the city's website with the agenda in advance of the
council / committee meeting.
ACKNOWLEDGED BY: Dan Chapman, CAO
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City of Kitchener
Fleet Downtime
Lean Review
City of Kitchener
Prepared by Leading Edge Group
12/18/2019
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Table of Contents
LEADINGEDGF
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Tableof Contents................................................................................. 1
1. Executive Summary...................................................................... 2
2. Client Requirements..................................................................... 3
3. Sources of Information................................................................. 4
4. Introducing Lean and Process Improvement Methodology........... 5
S. Background and Context.............................................................. 7
6. Approach Taken......................................................................... 10
7. Challenges Encountered............................................................. 24
8. Analysis and Recommendations................................................. 25
9. Future Challenges and Opportunities ......................................... 31
10. Appendices.................................................................................32
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1. Executive Summary
Leading Edge Group (LEG) was engaged by the City of Kitchener ("the City") to conduct
a Lean service delivery review of the Fleet vehicle and equipment repair and
maintenance processes. The review focused on examining how key processes are
currently operating with a view to ensuring that processes can be efficient and
effective as well as enhance internal and external customer satisfaction.
Methods of analysis included interviews with individuals and teams, walk throughs of
work areas, analysis of existing Fleet Downtime data and the Lean process
improvement technique of value stream mapping (VSM).
Findings included a lack of proper accountability for scheduling preventative
maintenance and limited systematic visibility to the parts acquisition cycle, have led
to these areas becoming key drivers of downtime. There are also significant gaps in
communication between the various stakeholders including Fleet Mechanical, User
Groups and Parts Supply.
The system for delivering and managing fleet maintenance and repairs is largely
paper-based and supported by IT systems that do not have the functionality required
to ensure comprehensive fleet management.
Recommendations include reducing the delays through maintaining an up-to-date list
of appropriate contact individuals for each vehicle, automating notifications of status
change during the vehicle repair/maintenance cycle and delivering training to
enhance user accountability for proactively scheduling maintenance.
Technology needs to be leveraged to provide parts and components information to
Fleet technicians, supervisors and stockroom attendants in an efficient and user-
friendly manner. This would replace the fragmented way in which data is currently
captured in Excel, Flint (fleet management system) and SAP.
Service level agreements between the fleet mechanical division and fleet users need
to be recommunicated, as information shared is being inconsistently relayed to user
group supervisors and their frontline staff.
A formal mechanism for monitoring the performance of external vendors needs to be
implemented including corrective action when there are deficiencies in either quality
or delivery.
Processes undertaken by the fleet mechanical and parts supply teams with respect to
identifying and sourcing the appropriate parts or accessories rely heavily on user
experience and institutional knowledge. There needs to be adequate documentation
to support the volume and variety of parts being managed. An improved system will
enable the fleet mechanical and parts divisions to continue to deliver valuable service
in a more streamlined and efficient manner with improved customer satisfaction.
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2. Client Requirements
Fleet management within the scope of this engagement covers a range of services
including performing scheduled preventative maintenance, outfitting vehicles for
changes in seasonal activities and doing repairs. The acquisition of new vehicles was
not within this scope.
A robust fleet management system allows the organization to maintain the fleet
efficiently and effectively, thereby reducing costs, minimizing risks and ensuring
compliance with regulatory obligations.
The City of Kitchener commissioned Leading Edge Group to undertake a review of the
current processes and functions carried out by the fleet management division with a
view to identify opportunities for improving and streamlining current processes. The
review process examined the key services offered to customers by the fleet
management team so as to allow for a more transparent view of the current state.
If a vehicle or piece of equipment is out of service for repair or maintenance, it impacts
service delivery for the specific area. Fleet downtime has been a recurring complaint
from users. This review has focused on the repairs and maintenance processes that
impact the various user groups.
The Lean technique of Value Stream Mapping was deployed to review current
processes used between the fleet management team and its internal customers and
allows all parties to see the end-to-end processes that are currently used to manage
fleet across the City of Kitchener.
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3. Sources of Information
The process was informed by some of the key staff at the City of Kitchener including
the Director of Fleet, Manager of Fleet Mechanical, Manager of Fleet Planning,
Director of Procurement, Manager of Service Coordination & Improvement and
Supervisor of Materials Management.
In addition to this input, process information was received from managers and
supervisors among the following user groups: Infrastructure Services -Fleet, Financial
Services -Procurement, Community Services -Sport, Infrastructure Services -Roads &
Traffic, Infrastructure Services — Gas and Water Utilities, Infrastructure Services -Parks
& Cemeteries, Infrastructure Services — Sanitary & Stormwater Utility, Infrastructure
Services— Facilities Management. Frontline staff from the stockroom, fleet mechanical
and users of the pieces of equipment and vehicles from the previously mentioned
areas were involved in the Lean Value Stream Mapping events.
Data for analysis of the downtime and stock purchase activity was provided by the
Fleet Planning and Materials Management (Stores) divisions respectively.
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4. Introducing Lean and Process Improvement
Methodology
Lean is a systematic approach to identifying and eliminating wasteful activities in a
process through continuous improvement. The key focus of Lean Thinking is
identifying the value of any given process by distinguishing value-added steps from
non -value-added steps and eliminating waste so that, eventually, every step adds
value to that process. This is achieved by enabling the flow of a product or service at
the pull of the customer, so that the service can be responsive to the customer's
needs.
The term 'Lean' is applied to a process because a Lean process utilizes:
• Less operational space
• Fewer financial resources
• Fewer materials and services
• Less time to deliver a service to its customers
Lean Thinking is not a manufacturing strategy or a cost -reduction program, but a
philosophy that can be applied to a variety of organizations. This is because it is
focused on processes. All organizations are made up of a series of processes, sets of
activities or steps intended to create value for people who are dependent on them,
namely customers and colleagues.
Lean Thinking is based around the application of a number of tools and strategies
aimed at streamlining all aspects of a process. These tools are intended to reduce
unnecessary labour, space, capital, materials, equipment and time involved in the
delivery of appropriate services to customers.
Using the principles and tools associated with Lean Thinking to reduce and eliminate
waste enables organizations to increase their quality of service and become more
competitive. It enables them to:
• Operate more quickly and efficiently at lower costs
• Become more responsive to the needs of customers
• Focus on quality
• Increase service levels
This helps organizations to ensure their employees experience increased job
satisfaction and their customers receive the best possible service.
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During a Lean review, all processes can be examined with a view to finding waste
across eight common sources.
Defects
These are process outputs that need
to be corrected through rework.
Over -production Producing more information than the
customer needs in order to manage
the next step in the process or
producing something before it is
actually required.
Waiting Wasted time waiting for the next step
in the process to occur.
Non -utilized skills Staff performing functions that are
better suited to other grades of staff.
Transportation Unnecessary movement of inventory,
materials, equipment, supplies and
products.
Inventory Keeping excessive inventory and
products that are not being
processed which ties up money and
reduces available space.
Movement Unnecessary movement of staff
members in order to complete their
daily work activities.
Excessive processing Excessive processing work that is not
required by the customer and adds
no value but consumes resources.
Table 1: The eight wastes
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5. Background and Context
Several divisions rely on the City's fleet of vehicles and equipment in order to perform
their daily work, including Roads & Traffic, Parks & Cemeteries, Gas & Water, Sanitary
& Stormwater and Facilities Management as the primary users. A wide range of
vehicles and equipment used by these divisions are routinely serviced and repaired by
the fleet mechanical team. The number of days that vehicles are out of service for
repairs has been an ongoing concern for the various user groups.
Aug. Days Out of Service by Montt
s.s
2.5
2
0
1.5
1
OS
0 .._
Januar; °EJ-ru ^r March rr' h.1 a° :.!I -,c Alr1!2 Ug 5'ep_
Figure 1: Average days vehicle/equipment is out of service January to September 20191
('Downtime calculations at the City of Kitchener do not include work that is completed during
off seasons which has no impact on users' ability to provide services.)
The vehicles and equipment used vary greatly in size and complexity. They range from
handheld pieces of equipment all the way up to crew cab pickups, dump trucks, Vactor
trucks for sewer cleaning or specialized equipment for maintaining the ice in the
arena. This variability in what needs to be serviced or repaired creates the need for
mechanical staff to have a broad range of expertise. The operating model is for service
and repairs to be done by an in-house team with outsourcing being done on an
exception basis where the internal team does not have the capacity or expertise to
handle a particular job.
Some divisions have a seasonal component and are busiest at certain times of the year
— for example, snow plows in winter. Yet other services are busiest in terms of fleet
use at other times of the year such as the summer months —for example, road repairs.
The fleet division supported by the parts team operates a 24/5 schedule in order to
support the users. The variety of vehicles coupled with the multiple manufactures who
supply them, creates a situation with a proliferation of parts required to keep the fleet
operational.
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The parts team has had a new manager since the start of this year. During his tenure
he has been faced with ongoing challenges in maintaining a full staff complement due
to turnover as well as leaves of absence. The team has been hampered by IT systems
that are incapable of providing some of the fundamental reports required for good
parts inventory management.
On the fleet mechanical side, there have also been staffing issues created by recent
retirements. Concerns have also been raised about the ability to attract top talent at
the current pay rates. There have also been ongoing issues with the ability to schedule
preventative maintenance for some user groups. This has been a challenge as in some
instances failure to do so in a timely manner would render a vehicle inoperable as it
would be out of compliance with Ministry of Transportation regulations.
Most service and repairs are turned around within 2.4 days. The highest contributor
is overdue maintenance, Preventative Maintenance (PM)/ Periodic Mandatory
Commercial Vehicle Inspection (PMCVI) i.e. PM/PMCI averaging over 3 days. Parts
unavailability is the secondary driver of downtime.
Avg. Days Out of Service by Reason
}
❑ S
2
1
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January February March April May June July Aug= September
Figure 2: Average days out of service by month January - September 2019 by reason code
Reason
..............
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Figure 3: Average Days Out of Service January to September 2019 by reason code
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6. Approach Taken
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In order to understand the current state of fleet services, it was necessary to
understand that the function of this division is to serve the fleet users and enable them
to carry out their duties safely and efficiently. Understanding the processes that are
common to the fleet management team and the fleet users would be beneficial to
understanding how the fleet mechanical service currently operates.
From information provided by the fleet management team prior to the process
review, it was apparent that there are multiple stakeholders involved in the delivery
of service to the users. Because of their working relationship with the fleet
management team and their heavy reliance on fleet for their operations, a number of
divisions were selected.
Initially, phone interviews were conducted with the managers and/or supervisors of
each division. Key fleet processes were discussed through a series of structured
questions and process concerns were noted.
i., ,-
Materials Management (Parts)
tem-iiiai5�.��i�a:(�rCz�.•iIF°i:
August 28, 2019
Procurement
September 9, 2019
Infrastructure Services
September 9, 2019
Roads & Traffic
September 16, 2019
Sanitary & Stormwater
September 17, 2019
Fleet Mechanical
Gas & Water
September 18, 2019
September 19, 2019
Table 2: Initial interview schedule
After the initial interviews it became apparent that, although the services offered by
the fleet management team were consistent across the user groups, the perceptions
varied with the main concerns arising around the actual vehicle downtime and the
level of communication during the interactions throughout the process.
Internal Perspective/ Parts — Fleet Mechanical Interaction
When a technician requires a part in order to complete a job, the technician would
walk over to the parts counter to make a request. In some instances, the technician
has to wait for a stock attendant to become available after the attendant has attended
to other duties. Both the technician and the parts stores attendant would then spend
time together at the computer to identify the correct part needed.
Very often the same part could be described by technicians or stores attendants using
different terminology. The same part could be represented in the system in multiple
ways. This results in difficulty in verifying what is actually needed.
IF2 - 15
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This lack of consistent data also impacts the ability to manage the parts inventory.
Without consistent data it becomes difficult to determine which parts should be
routinely stocked versus those that should remain as special order items. In addition,
setting the min -max in order to determine appropriate reorder points for stocked
items also becomes challenging.
There has been an ongoing concern about the amount of time being spent at the
stools between the parts attendants and the mechanics. This interaction has been
primarily around a computer screen as both parties attempt to determine exactly
what part or component is required. There has been the perception that while
legitimate work is being done, there is also a risk of undue socializing occurring. It had
been proposed that in order to reduce the amount of non -value-added time, the
stools be removed. However, due to increased staff dissatisfaction they have been left
in place.
There has been inconsistency in adding service level expectations to supplier
contracts. This has made it challenging to manage supplier performance, resulting in
difficulty getting the right parts with the right quality at the right time. In addition,
there is little guidance to the stores attendants on appropriate pricing for parts. In an
effort to be as cost effective for the city as possible, stores attendants will spend time
calling multiple suppliers comparison shopping weighing price versus delivery time.
In exceptional cases, the stores attendants will possess a solid grasp of technical
aspects of fleet, usually they have limited prior experience in this area. This coupled
with limited formal systems documentation, results in it taking an estimated minimum
of 2 years for a newly hired parts attendant to become comfortable in their role and
even longer to gain true mastery and proficiency. Training for the stores staff has been
traditionally "by osmosis" via on-the-job observation.
Historically there has a been a lack of role clarity in terms of finding the right part
needed. Some technicians would simply leave a request for parts while others would
stay with the stores attendants and be fully involved in the research. This lack of clarity
and consistency has in some instances led to strained relations between stores and
fleet mechanical. While communication between Stores and Fleet leadership has got
better there is still room for improvement. Typically, communication has been
reactive and an appropriate forum to move into a proactive mode has yet to be
established.
Vendors have in many instances provided limited insight into the status of ordered
parts. Furthermore, the delivery process is not formalized, so there is no trigger for
follow up on parts on order. This results in parts attendants having to chase vendors
for updates in order to respond to queries from the technicians.
IF2 - 16
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R
User Group Perspective
Communication breakdowns and lack of understanding of the financial allocation
process has contributed to strained relations between Fleet Mechanical and user
groups. When vehicles are acquired there are standard charges applied based on the
estimated usage of the vehicle. When actual usage does not align with the forecast,
some users are left with the impression that they have been overcharged by Fleet.
In some instances, it was felt that services were being charged back to users well in
excess of prevailing market prices.
Although a lot of data on the performance of the Fleet team is captured, it is not
equally leveraged by all stakeholders. There is an established monthly Fleet -User
Group meeting which is currently being underutilized as a forum for gaining clarity and
improving mutual understanding. From a Fleet perspective there is a lack of
engagement from users. Users in turn raise the concern that engagement is difficult
as the agenda does not address their felt needs.
There are often cross purposes in terms of priorities and accountabilities. Issues such
as reducing idling, improving vehicle handling to reduce unnecessary repairs and
proactively scheduling preventative maintenance have not had the required level of
oversight. Despite large quantities of data, there has been limited traction in getting
corresponding action on issues highlighted. Lack of cleanliness of the vehicles brought
on for service by some users has also contributed to strained relations. In extreme
instances the only remedy has been for the technicians to refuse to service the vehicle.
From the users' perspective, the length of vehicle downtime has been an ongoing
point of dissatisfaction. The contrasting priorities have resulted in an atmosphere of
blaming in some instances.
Seasonal changeovers, although not formally within the scope of downtime, can
impact the capacity of the Fleet team to deliver service to their user groups. It is
challenging when activities such as mowing and leaf collection overlap with snow
removal. This creates an additional demand on limited resources, as Fleet is tasked
with switching over equipment while also doing regular maintenance and repairs.
Vehicle selection is out of scope for this engagement. However, some users expressed
concerns about the level of input they have in the selection process and decision-
making criteria, as they are the ones who ultimately pay for the acquired vehicles.
Repair/Maintenance Activities
Each operator does a daily pre -trip vehicle inspection and documents any defects
observed on the Daily Vehicle Inspection Report (DVIR) which is completed in
duplicate. Issues arising during operation are noted at the end of the shift. There is
also a formal post trip inspection, although this is not always consistently done. One
copy of the form is provided to the supervisor and then passed onto the Fleet team to
initiate repairs.
IF2 - 17
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LEADINGFDOF`
G€tOUP
There is a general lack of consensus on the Service Level Agreements (SLA) between
Fleet and users. There are often conflicting views on whether or not the terms are
being adhered to. In many instances, users are not aware of the actual terms and
conditions outlined.
Service delays due to unavailability of parts is an ongoing source of frustration. Some
users feel that for more routinely used parts, they could actually source them faster
themselves than the time it takes following the formal process. Delays are often
perceived by user groups as Fleet not having a sense of urgency, lacking in
accountability or lack of a customer service mindset. While there is general consensus
amongst users that Fleet performs well a high percentage of the time, the exceptional
cases where there is poor performance tend to colour the overall perception of
performance.
Lack of proactive and timely updates on the status of long -outstanding parts serves to
heighten the tensions. In addition, alterations or modifications to vehicles carried out
by the Fleet without consultation with the users have created issues for certain
groups.
There has been an ongoing concern about the timing of preventative maintenance
versus repairs. In some instances, no sooner than a repair is completed, the vehicle is
taken in for scheduled maintenance. From a user perspective it would be beneficial if
both activities could have been done at the time of the repairs. From a Fleet
perspective, the maintenance was not yet due as it is triggered by mileage or elapsed
time. Their goal is to optimize the flow through of all jobs currently underway.
Routine service including oil changes work quite smoothly in this context. However,
repairs do pose a challenge. When a specialized vehicle is down for repairs then an
entire crew is unable to work. On occasions, vehicles are with Fleet Mechanical for the
initial 1-2 days before the determination is made that the repairs cannot be done in-
house. Turnarounds for vehicles could range from a week to a month in some
i nsta nces.
There is no dialogue around the need for a replacement vehicle at the time of vehicle
intake. Arrangements for a replacement sometimes get initiated after a crew has been
down for several days. In addition, when repairs are outsourced, the Fleet team loses
control over the process as well as visibility to status. There is user frustration over
lack of updates on the ETA and the fact that they need to call Fleet, who in turn calls
the service provider in order to ascertain status.
The intake process also presents the concern where a user indicates that there is an
issue with a vehicle and the Fleet says that it is not significant and the vehicle is still
operable. This heightens tensions as users feel their input is not valued. There are also
reports of vehicles being taken in on more than one occasion in order for a particular
issue to be resolved.
Specialized vehicles
IF2 - 18
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0,L,OUPEADINGEDGE
It can be difficult to schedule regular maintenance for unique high use equipment due
to busy schedules. Rental of an alternate vehicle could take weeks in some instances.
It is costly and time consuming to take these vehicles to a third -party shop to have
repairs done. There is concern about whose responsibility it is to take the vehicle to
and from the outside location.
Average Total Downtime in Days by Class Jan -Nov 2019
za _ ■ ■ ■ ■ ■ 1 1 1 ■ 1 1 I I I I I I I I I
Io
do '?s
Figure 4: Average downtime by vehicle class January to November 2019
Fleet Mechanical
The overall mandate for the Fleet Mechanical team is to maintain vehicles and
equipment so that they are safe and dependable.
Repairs
The repairs process is initiated when a user completes and submits a DVIR report. Fleet
then makes an assessment as to whether or not the defect is major or minor and
initiates next steps. This includes arranging for the vehicle to be brought in, orfor third
party towing. A priority is then assigned and the vehicle entered in their queue.
Once priority is assigned then a technician is assigned either based on next available
or someone pulled off a current job if the incoming vehicle is deemed to be a higher
priority. A priority matrix is in place across divisions which takes into account the
critical need for the equipment as well as seasonality. Workflow is managed across
shifts as needed.
Key challenges with the intake process include (a) a lack of clear description from the
user to inform a proper diagnosis of the issue, (b) prioritizing work across various
divisions needs without adequate information on specific events e.g. a full plow, and
(c) balancing staffing issues such as managing vacancies and overtime.
There are service agreements in place between Fleet Mechanical and all divisions,
however, they do not specify downtime. These agreements do address readiness for
each season, such as salters in the winter or backhoes for the summer. Generally, user
IF2 - 19
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feedback to the division is positive, however downtime as it relates to parts is an
ongoing user concern.
Scheduled Maintenance
Regular maintenance is scheduled through the Flint system. Notifications go out a
month prior to the due date for Ministry of Transportation required maintenance
(PMCVI). Each Monday a report is sent out stating all vehicles due for preventative
maintenance. The data is kept up-to-date to the extent that mileage is accurately
logged each time a vehicle gets fuel. The notification is sent to the designated
recipients in each division, typically supervisors who have vehicle users as direct
reports. It is then up to the supervisor to notify the user and book the maintenance.
In some instances, the email goes to an administrative assistant who then relays the
information.
Some individuals who are the sole users of the vehicles will book the maintenance
themselves. On occasion there is a breakdown in communication so that notification
gets to the user with very little time left to schedule maintenance. There are also
challenges in scheduling repairs and maintenance for vehicles that are taken home by
employees, as these vehicles are the users' primary transportation to and from work
sites and the Fleet garage. These vehicles are therefore unavailable for repair or
maintenance during evening and night shifts. The fact that these vehicles are often
only made available for repairs or maintenance during regular scheduled hours of
operation, results in increased downtime.
Vehicles that are parked in the yard are sometimes taken in and maintenance is done
overnight, so as to minimize disruption for the user. When significant defects are
discovered during routine maintenance that need to be repaired, this sometimes
lengthens the downtime, with the user being caught unprepared.
Status of vehicles currently out of service can be obtained in K -Hub. However, this is
reactive after the vehicle has already been out of service and also many users are
unaware of this functionality. While statuses can be checked in the system, there are
no automatic updates sent out. While some user groups are quite collaborative,
others are quite difficult to schedule as they feel they are too busy to bring their
vehicles in.
Ongoing challenges for service delivery by Fleet include increase wait times for parts
as lack of dialogue with user groups despite the existence of the standing Fleet -User
meetings.
Vehicle Operation
Utilization patterns have a significant impact on overall operating costs and directly
correlate to the frequency and cost of repair and maintenance activities. Out of route
trips and unnecessary travel result in unnecessary downtime and operating costs.
IF2 - 20
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Preventable collision and damage repairs have a direct impact on downtime and
resulted in $254,646.18 or 3.5% of total repair and maintenance costs in 2018.
Downtime for these incidents goes beyond the repair and maintenance related
downtime as there is downtime associated with investigation and reporting activities.
Although significant improvement has been made with respect to driving behaviours
in recent years, aggressive driving behaviours and unnecessary idling result in
increased repair and maintenance requirements which directly relate to downtime.
For example, one hour of idling is equivalent to 53 KM of driving.
Parts (Materials Management)
The stockroom for parts has faced challenges for most of this year due to staff
vacancies which have now recently been filled. The SAP module that they are currently
using is quite limited in terms of the reporting capability and metrics that are needed
to manage the parts inventory. Reports such as fill rates are unavailable as well as
reporting on supplier delivery times from order to fulfilment. The team also manages
a utilities counter managing stocked items such as gloves or salt as well as a receiving
counter. Staff resources have to be managed to cover various stakeholders including
the larger customer base serviced by the utilities counter.
Staff expectations are in some instances loosely defined with lack of clarity on the
handoffs between parts stores and Fleet Mechanical. The priority system for
determining how urgently a particular item is needed is not being consistently used.
Parts that might be ordered but needed for the following season change are not
identified as such. On other occasions after a rush is placed on a part, the user finds
an alternative and what was a priority is no longer deemed as such. However, there
are communication gaps around the change of status. The process for determining the
correct part needed fora particular job has been a time-consuming process involving
both Fleet and stockroom staff. The boundary for the respective roles and
responsibilities has yet to be clearly defined.
Lack of system documentation on the parts leaves subjectivity in determining which is
the correct part. The same part can be entered multiple times in the system with
differing descriptions based on who entered it. The situation is compounded when
vendors make changes to their part numbers without any notification. The stockroom
attendant has to make calls to suppliers in search of the right part. On occasion the
wrong part is ordered which then adds to the delay in the repairs being done. This
occurs approximately 4% - 8% of the time. The difficulty in determining which is the
correct part needed is the most significant challenge facing the stockroom team. For
each item this task can take anywhere from 5 to 45 minutes. This task involves
dialogue with the technician, looking up vehicle repair histories in Flint. It takes a long
time to get a new hire up to speed in the stockroom as a lot of information transfer
relies on memory.
Although special order parts represent only 11% of the value of parts on hand, they
generate 51% of the purchasing activity.
IF2-21
Staff Report 11� l JR
Corporate ServicesDepartment wwwkitchener.ca
REPORT TO: Community & Infrastructure Services Committee
DATE OF MEETING: January 13, 2020
SUBMITTED BY: Victoria Raab, General Manager, Corporate Services, 519-741-2200,
x7935
PREPARED BY: A. Drumond, Executive Assistant, 519-741-2200, x7591
WARD (S) INVOLVED: All
DATE OF REPORT: December 19, 2019
REPORT NO.: COR -19-045
SUBJECT: Inventory of Existing Agreements and Contracts
RECOMMENDATION:
For Information
BACKGROUND:
Council Policy ADM -AGR -180 (Agreements & Contracts - Extension, Renewal of or Amendment
to) allows staff to negotiate enhancements, extensions and renewals of existing agreements and
contracts in identified situations. This Policy specifies that an updated listing of agreements and
contracts be provided as information once every term of Council with the understanding that staff
would ensure a regular review of all contracts and agreements.
REPORT:
The attached spreadsheet is an inventory of agreements and contracts currently in effect. Policy
ADM -AGR -180 references the types of contracts that are not included in this list.
The information is presented in a standardized format segregated by Department with coding
for each division in brackets "( )" after the "Type of Agreement".
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the city's strategic vision through
the delivery of core service.
FINANCIAL IMPLICATIONS:
As outlined in the attached spreadsheet.
COMMUNITY ENGAGEMENT:
IF3 - 1
INFORM — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
ACKNOWLEDGED BY: Victoria Raab, General Manager, Corporate Services
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IF3-21
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OrderType
Special order
Stocked Items
TOTAL
Purchasing Activity by Stocking Category
d 2,750
2,618
5,367
Table 3: Fleet purchase orders created year to date October 2019
Inventory Value by Stocking Category
Non -stock (special order) $ 47,268.59
Stocked Items $ 383,234.65
TOTAL $ 430,503.24
Table 4: Inventory on hand as of October 2019
LEADINGFDOF`
,L'ouP
The process for finding the correct part is quite time consuming. It involves looking up
repair histories in Flint, checking their parts' books as well as doing research online.
This is then followed up with phone calls to suppliers. The 70% to 80% of regularly
stocked items are relatively easy to identify the remaining items which are special
order consume the bulk of their time. The situation with parts is compounded by the
fact that despite the time and effort required to obtain non -stock parts, upon receipt
many are not consumed in a timely fashion. Two thirds of the special -order inventory
has been in stock for more than 3 months.
Fleet "Special Order" Inventory —Aging Report
MONTHS
SINCE # OF
ARRIVAL PARTS VALUE OF PARTS
0.5
18
$ 1,938.64
1
15
$ 8,106.53
1-3
22
$ 5,277.26
3-6
30
$ 10,705.60
6-9
16
$ 6,918.30
9-12
9
$ 2,892.73
OVER 1 YEAR
28
$ 11,429.53
138 $ 47,268.59
IF2 - 22
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Table 5: Aging of special -order inventory on hand as of October 2019
LEADINGEI�GF`
,L'OUP
Having a licensed technician now on the team has to some extent alleviated the
situation. Internal handoffs between stockroom attendants on various shifts is also a
challenge. This knowledge transfer occurs primarily via email. The timelines get
extended as night shift, usually staffed by one individual, has to hand over to one of
two colleagues on the day shift as suppliers are unavailable overnight.
Sometimes the appropriate technician is not informed that the ordered part has
arrived, leading to further delays. Stockroom attendants will call multiple sources in
order to get the best price for a part. The procurement policy requires at least three
quotes for purchases over $15,000. However, the stores attendants do struggle with
finding the right balance between the value of their time, the value of the part and
the amount of effort expended to find a lower price.
Monthly meetings between parts and Fleet do not lead to issue resolution as there is
no alignment on relevant KPIs. While there is reporting on stock turns and inventory
dollars, fill rates are currently unavailable.
Value stream mapping (VSM) workshops
Two value stream mapping (VSM) workshops were convened in order to validate the
input from key process experts and to share learnings across the wider group as to the
challenges currently faced by fleet management.
A value stream is a list of activities in a process that outlines the flow from the
beginning to the end, from the initiation of the service delivery to the final delivery to
the customer (internal or external). A value stream map follows a service or item from
beginning to end, identifies and quantifies value -adding and non -value -adding
activities within the value stream and links all associated material and information
flows.
The VSM process is based on the following:
1. Developing a current state ('as is') value stream map of a pre-identified/pre-
selected processes/services to fully understand how things currently operate.
2. Conducting a Lean analysis of the current state to identify opportunities for
improvement.
3. Establishing a desired future state ('to be') value stream map through
stakeholder consensus for a more streamlined process or service where
value -adding activities are increased and non -value -adding or wasteful
activities are minimized, while process steps and procedures are standardized
as is practical.
IF2 - 23
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0GLROUPEADINGEDGF
4. Developing priorities that will allow for a transition from current to future
state and realize and sustain improvement opportunities.
A VSM workshop should involve the people who understand the process best (those
who work with it every day). The team uses paper and pen (flip chart, sticky notes,
markers, brown craft paper, etc.) to map out the process, develop their own current
and future state maps and agree on a plan to realize improvement opportunities.
As well as providing the platform for identifying improvement opportunities, VSM
workshops enable a common language and standard for process improvement, while
participants gain new perspectives and a deeper appreciation of flow issues across
functions and functional areas.
On October 29, 2019 a VSM workshop was conducted involving fleet mechanical and
user groups. A second session was held on November 5, 2019 including the fleet
mechanical and parts team.
In preparation for these sessions, a project orientation and an initial training session
was conducted on October 22, 2019. This was done to provide the participants with a
fuller context for the initiative. They were also provided with an introduction to some
of the fundamental principles of Lean in order to equip them to better participate in
their respective VSM sessions. Following the training, an initial working session with
the parts team only was also conducted. This was done to capitalize on their
availability as well as focus in depth on their specific processes and challenges.
The teams together identified numerous challenges and bottlenecks within the
existing processes as well as opportunities for improvement. Below is a list of
identified issues and solutions proposed by the team that could serve as inspiration
for continuous improvement activities.
VSM 1 Output- Fleet & User Working Group
1 Staff does not get notified of status
changes or service completion.
2 Lack of awareness of online status
checks.
3 Preventative maintenance (PM)
schedule gives due dates but not
actual dates for service.
✓ Update existing database
with supervisor/users
assigned to vehicles.
✓ Create automatic notification
emails.
✓ Develop a user phone app.
✓ Add ETA to Flint
✓ Communication and training
on KHUB in Flint.
✓ Select designated supervisors
who will follow up on
maintenance for their group.
IF2-24
IFS -25
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4,LOUPEADINGEDGE
4
Some users have difficulty
✓
Have point person above
scheduling ahead for PM.
contact Fleet to schedule.
5
Replacement vehicles often
✓
Create a fleet pool of vehicles
unavailable.
as spares for "some classes"
of vehicles
maintenance/repairs with
check in and out policy like
car rentals.
6
Unreported defects are
✓
Reinforce duty to report.
accumulated and discovered
during maintenance resulting in
longer downtimes.
7
Unrealistic user expectations for
✓
Notify users of number of
when all of a particular group can
days required for each class
have maintenance done.
of vehicle or equipment
setting expectations.
8
Maintenance notifications are
✓
Send notification to
delayed in delivery resulting in
supervisors or users not
short lead times for the work to be
admins.
done e.g. < 24 hrs.
✓
Select designated supervisors
who will follow up on
maintenance for their group.
9
Vehicles are taken by Fleet for
✓
Give third party providers
maintenance and users are
better guidance on which
unaware.
vehicles in the yard are to be
taken for maintenance.
✓
Online look up screen near
board with keys — in case
fleet has the vehicle.
✓
Flag vehicles in system as to
which area owns it.
10
Supervisors are unaware of issues
✓
Provide refresher to users on
known to the users.
their reporting
responsibilities.
11
Lack of clarity around when to
✓
Provide refresher to techs on
repair vs replace small ticket items.
policy.
12
Repairs reported in bulk at the
✓
Instruct operators to drop off
start of day and not at end of day.
DVIR or call in to supervisor
real time.
13
Delay between when a defect is
✓
Instruct operators to drop off
noticed and when it is reported.
DVIR or call in to supervisor
real time.
14
Difficult for users to deliver vehicle
✓
Borrow other operations staff
to offsite shop for repairs.
for vehicle shuttling.
IFS -25
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EADINGEDGE
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15
Lack of understanding of budget /
✓
Book training session.
�16
operational cost recovery.
Users unable to access the fluid
✓
Review process for tire
distribution system for washer
pressure and fluids/user
fluids (air in tires).
access to system.
17
Lack of weekend coverage for
✓
Develop process for snow
snow events and fleet unaware of
loading.
special needs ahead of time.
✓
Notification for snow events
for fleet and parts staff
✓
Review of Fleet winter shifts
when operators working
24/7.
18
Complexity of special vehicles.
✓
Standardization of fleet
equipment where possible.
19
Unnecessary repairs due to misuse
✓
Have supervisors/managers
of vehicles and damage.
revisit policies with users.
20
Lack of cleanliness of vehicles — no
✓
Have supervisors/mangers
set expectations.
revisit policies with users.
21
Fleet is burdened with vehicle
✓
Have users put on and take
preparation that users did
off accessories themselves
historically.
instead of Fleet.
22
Vehicles/ equipment have been
✓
Create a report of jobs done
repaired but not collected.
and not collected or no longer
need to be done.
23
Difficulty in finding status on
✓
Greater search functionality
specific vehicles.
in KHUB.
Table 6: Issue and solutions developed in by the User — Fleet Working Group.
VSM 2 Output- Fleet & Parts Groups
1 Inconsistent part names —
Vendor/Fleet/Stores.
✓ Institute PDI (Pre -Delivery
Inspection); IR (Inventory
Request) Form update to
parts division.
✓ Create a new vehicle IR
Form.
✓ Create forms to be used to
notify stockroom when
vehicle no longer in use.
✓ Use parts numbers where
possible.
IF2-26
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LEADINGEDGE
GROUP
2 Vehicle info missing/incorrect in ✓ Clean up of system info.
system. ✓ Tech provide part number
where possible.
3 PDI info not updated for new ✓ Assign a specific
4
5
vehicles.
responsibility for ongoing
updates of PDI information.
✓
Clean up exiting Flint data.
Techs spend too much time at ✓
Tech brings actual part,
parts counter.
pictures.
✓
Regular maintenance - Tech
places request, then go to
start the job, bring a list.
✓
User training on Flint parts
request function for both
parts and fleet staff.
✓
Add online chat App.
✓
Pre -pick special order parts;
fleet brings over tickets in
advance.
✓
Phone headsets for parts
Techs not receptive to suggestions
for comr)lementary parts.
6 Min/Max not updated based on
usage.
7 Manual paper-based ETA updates.
8 Manual checks for status of
ordered parts —done
inconsistently.
team.
✓ Techs pick up their own non -
stock parts based on their
tickets — leave paperwork
with parts team.
✓ Updating meetings with
fleet/parts frontline staff.
✓ Updating meetings with
_ fleet/parts frontline staff.
✓ Investigate systems solution
e.g., a data pull from SAP,
Flint.
✓ Implement a dedicated
inventory management
system.
✓ Parts would update from
default 1 -day.
✓ White board or TV Screens
to update ETA's.
✓
Longterm, investigate
integrated system
functionality.
9 Manual parts receiving process. ✓ Automated parts receiving.
(IT Svstems)
10 Physical number of parts on the ✓ Techs pick up their own non -
shelf doesn't match the system. stock parts based on their
IF2-27
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Table 7: Issue and solutions developed in by the Fleet — Parts Working Group.
IF2-28
tickets — leave paperwork
with parts team.
11
Items not scanned out.
✓
Training to reinforce use of
gun when picking.
✓
More regular cycle counts.
✓
Correct inventory at time
when last item is taken.
12
Difficult to pull systems data - SAP,
✓
Inventory management/
Flint, KPI, fill rates.
Reporting System.
13
Chasing Users because PM not
✓
Planning/Communication
scheduled.
with users to provide
visibility to parts team.
14
Lack of user accountability for PM.
✓
Planning/Communication
with users.
15
Gaps in proactive communication
✓
Status updates to user with
on critical vehicles.
ETA's.
✓
Add Tech time to parts ETA.
✓
Prioritize 5-10% critical
items.
✓
Add to Flint/K HUB.
16
Contracts create quality issue from
✓
Include Fleet & stock with
cheapest suppliers.
contracting process.
✓
Formalize component
warranty process.
Table 7: Issue and solutions developed in by the Fleet — Parts Working Group.
IF2-28
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7. Challenges Encountered
Any engagement such as this will encounter challenges along the way. Some of the
specific challenges encountered included the following:
• Difficulty in quantifying the relative impact of various root causes within the
parts management cycle due to lack of system reporting capability.
Systems limitations included lack of information on fill rates and order
fulfilment cycle times.
IFS -29
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Ki CHF]\ER
8. Analysis and Recommendations
While the Fleet team does provide a valued service to the various user groups, there
are opportunities to enhance both the actual level of service delivered as well as
overall customer satisfaction. The key areas of focus to achieve these improvements
centre around improving parts delivery, scheduling maintenance and stakeholder
communication and engagement.
With vehicles being out of service for preventative maintenance being the leading
driver of downtime, there are opportunities for greater communication and dialogue
between Fleet and users to bridge this gap. Improved data quality in the system will
also be an enabler in this respect. Assigning appropriate responsibility for the vehicles
as well as emailing the appropriate individuals will reduce the delays in notifications
getting to the correct individual.
While fleet users may have operational constraints that may hinder their ability to
comply with preventative maintenance scheduling at times, the lack of a formal
system of communication and notifications on status changes creates difficulty for all
concerned. In addition, the paper-based system and over -processing results in poor
communication and frustration for both fleet users and fleet management.
Automated updates and proactive status change notifications would be very helpful
in improving compliance and improving cross -functional collaboration.
While email is often the default mode of communication, there are opportunities to
leverage broader communication strategies to enhance user engagement. These
could involve developing shared metrics with user groups' input to ensure that
information presented at Fleet -User meetings is mutually beneficial for both broad
stakeholder groups at the table. This could also extend to collaboration on the actual
agendas to ensure that relevant issues from both sides are tabled. The Fleet team has
a solid track record of delivering service from a technical perspective, however
providing soft skills training could complement their expertise and lead to broader
stakeholder satisfaction across the user groups.
The stockroom team, while quite conscientious and caring about the value they bring
to the organization, needs to be refocused on the priority of improving parts delivery
times. This involves providing them with a robust IT system with well documented
parts information in order to reduce reliance on memory. This system will also need
to incorporate the tools and reporting required to drive good inventory management
including monitoring vendor performance.
The ability to monitor fill rates and PO turnaround times will be vital for good
inventory management. In addition to systems enhancements, there needs to be
added collaboration with Fleet Mechanical to more quickly identify the correct parts,
including providing pictures orthe actual part aswell as part numbers where available.
This will enhance efficiency as well as reduce instances of incorrectly ordered parts.
IF2-30
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LEADINGFDOF`
,L'OUP
Fleet's input will also be vital in an ongoing manner to aid stocking decisions and
updating items no longer needed.
Also, clearer guidelines on purchasing decisions need to be provided to the stockroom
to minimize the time spent calling around to place orders. Time freed up from placing
special orders can then be reinvested in updating system parameters such as min -max
including seasonality. This will make the system's recommendations for order
quantities more reliable and further reduce the time taken for placing orders.
In addition to the broader themes for improvement identified, a number of specific
areas of process wastes are outlined below:
V Jill
Defects
✓
Incorrect part being ordered.
✓
Insufficient information given to
accurately diagnose a repair issue.
Over -production
✓
Multiple pieces of paper being
handed off throughout the repair
cycle.
Waiting
✓
Waiting for DVIR reports to be
turned in.
✓
Waiting for ordered parts to
arrive.
Non -utilized skills
✓
Technicians spending time away
from service tasks in order to help
identify parts.
Transportation
✓
Fleet tracking down vehicles for
PM as they have not been turned
in on time.
Inventory
✓
Items ordered into stock and then
sitting unused for extended
periods of time.
Movement
✓
Technicians and stockroom
attendants walking between each
other's work areas in the process
of identifying parts.
Excessive processing
✓
Time spent shopping around for
multiple vendors before placing
parts order.
✓
Multiple handoffs between staff
when PM schedule published.
Table 8: Fleet repair/maintenance process waste examples
IF2-31
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Summary of Recommendations
LEADINGEDO
,L'ouP
Parts Stockroom
✓ Fully described parts with associated part numbers in Flint would enable the
technician to place orders ahead of time and arrive at the parts counter to
retrieve them with minimal wait time.
✓ There are opportunities to better leverage the system functionality to place
orders. This would involve validating the min -max settings so that SAP
recommended orders could be placed with minimal manual intervention. This
process would also involve checks and balances for seasonality as parts
consumption in many instances varies widely based on winter and summer
activities.
✓ Fully completed documentation for parts requested by Fleet in the short term
would also help speed the process of obtaining parts.
✓ Formal training for onboarding new parts stores attendants would be
beneficial in enhancing the overall process efficiency.
✓ Pre -ordering items for preventative maintenance would also speed up the
process as these are items that are more routinely used and would be stocked
items rather than special orders. This would allow the technician to retrieve
their parts with minimal waiting.
✓ Implementing vendor scoring with requirements for vendors to proactively
provide status updates on ordered parts would benefit the entire process.
✓ It could be beneficial to institute a formal apprenticeship and certification
program for stockroom attendants, such as the Ontario College of Trades
program or the Red Seal Program offered by the Canadian Council of Directors
of Apprenticeship.
✓ Providing Stores with downtime data by reason code could be very helpful in
order to perform analysis as to which specific parts are leading to additional
downtime.
Fleet - Users
✓ Review weekly maintenance communication (PM & PMCVI Report) that is
emailed to users to ensure accuracy in scheduling and investigate options for
improving content to assist users in planning/scheduling maintenance of
vehicles/equipment with Fleet for required maintenance activities.
✓ Creating an agenda on the standing Fleet -User Group meetings for addressing
concerns from each team's perspective will go a long way to improve dialogue
and enhance communication and issue resolution.
IFS -32
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'L'OUP
✓ Piloting of changes to vehicles in consultation with user groups will not only
improve the successful outcomes but also engage key stakeholders and
enhance dialogue and communication.
✓ The large volume of data being captured by the Fleet Planning team could be
distilled into a specific set of key metrics mutually agreed upon with users. This
could become a tool for enhancing engagement and participation in the
monthly update meetings.
✓ Formalize the intake process including an assessment of the need for a
replacement vehicle at the time of initial assessment as well as timelines for
periodic status updates.
✓ Standardizing process for users to schedule maintenance ahead of time.
✓ Conducting a review of the current Fleet staff complement, including winter
shift coverage, as well as pay structures would be helpful in addressing staffing
issues.
Policies & Practices
In addition to the specific activities listed above, it would be beneficial to review the
current policies and processes in a number of areas. These include:
✓ A review of vehicles taken home should be undertaken to ensure on-call
requirements and operational efficiencies are being realized and downtime
minimized.
✓ Conducting an assessment of route planning and general utilization would be
beneficial to minimizing excess travel and thereby reduce repair and
maintenance requirements.
✓ Continued efforts in driver training and other measures to improve driver
behaviours would help to reduce preventable collision and damage repairs
which negatively impact downtime.
Long-term Recommendations
The current IT systems are fragmented and rely heavily on manual intervention with
information being passed along by paper. Updating databases with supervisor/users
assigned to vehicles would also be a key enabler for improved notifications. In the
longer term, it will be important to invest in systems enhancement and integration to
eliminate most, if not all of the need for paper-based activities. This includes the ability
to initiate repairs and maintenance as well as provide proactive status reports. This
automation would extend to parts ordering, receiving and inventory reporting and
management. A robust integrated system would also be designed to address the
IFS -33
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LEADINGEDGE
'L,OUP
current unmet data needs as well deliver value-added reporting including relevant
KPIs.
While vehicle acquisition was out of scope for this initiative, there is also an
opportunity to evaluate incorporating stockroom, Fleet Mechanical and user feedback
in the procurement decisions. While the immediate cost of vehicle acquisition is a key
parameter, there may be opportunities to contrast this with the cost of complexity
associated with managing a wide range of suppliers and vehicle makes and models.
Managing seasonal changeovers is another out of scope area that could be the subject
of a future initiative.
Short-term Recommendations
✓ Institute PDI (Pre -Delivery Inspection) and IR (Inventory Request) Form update
to parts division.
✓ Assign a specific responsibility for ongoing updates of PDI information.
✓ Implement user training on Flint parts request function for both stockroom
and Fleet staff.
✓ Institute ongoing updating meetings with Fleet/Parts frontline staff.
✓ Initiate KPIs that can be supported by current manual processes with the aid
of spreadsheets.
✓ Deliver communication and training on KHUB in Flint.
✓ Select designated supervisors who will follow up on maintenance for their
group.
✓ Reinstate the priority system for parts orders, including whether the vehicle is
operable or not as well as user needs and priority.
✓ Alignment on metrics for Fleet and stockroom
✓ Standard descriptions for parts
✓ Eliminate obsolete items
✓ Increased cycle counts
✓ Reinforce process to scan items taken from the shelf
✓ Periodic reviews of stocked parts with Fleet input
✓ Create alerts in Flint from technician to begin parts search
✓ Fleet Dicks Darts themselves from a designated area for non stock
its
IFS -34
l
KiR
0'L'OupEADINGEDGE
✓ Set flags for off season ordering, so that items do not sit for extended
periods
✓ Set expectations around dealer or aftermarket parts.
Table 9: Opportunities to enhance the Stockroom operations
BENEFIT CALCULATIONS
I. Reducing Time at Parts Counter - Technician Productivity Savings
Category
Amount
Time spent daily by Technicians at parts counter
60 min /day
Productivity savings at 25%
15 min/day
Billable Technician days per year
181 days
Annual productivity savings per Technician
45.25 hrs
Number of Technician, Body Repair, and Welders
28
Annual Efficiency Gains
1,267 hrs
Fully Burdened Hourly Labour Rate
$136.00
Annual Productivity Savings
$172,312
II. Downtime Reduction - Operator Productivity
No. of Vehicles with service delays Jan. to Sep. 2019
1,580
Annualized no. of vehicles with delays
2,107
Average no. of days out of service
2.28 days
Reduction in downtime by 10%
0.228days
Increased vehicle availability per 8 -hour day
1.8 hours
Annual productivity savings
3,792 hours
Fully Burdened Hourly Labour Rate
$50.002
Annual Productivity Savings
$189,600
C Actual pay rates may be higher or lower than this estimated rate based on different
pay rates in various operating areas as well as overhead cost recovery practices.)
III. Downtime Reduction —Asset Utilization
Fleet Uptime
96.46%
Fleet Downtime
3.54%
Purchase Value of Fleet Assets
$53,727,610
Fleet assets out of service at any given time
$1,901,950
Reduction in downtime by
10%
Increase in daily Fleet asset availability
$190,195
IF -2 - 35
l
4,LOUPEADINGEDGE
Kip CHF]\ F R
9. Future Challenges and Opportunities
Specific process issues and challenges were identified through interviews and from
Value Stream Mapping participants. Many of these have been associated with specific
countermeasures to mitigate or eliminate the associated challenges. In order to
implement positive changes and maintain the gains, disciplined project management
best practices will have to be adopted, supported by ongoing monitoring and
oversight from designated process owners.
In addition, there has been a recurring theme centred on the softer issues of culture,
communication and engagement. It has been said that "the hard stuff is easy and the
soft stuff is hard". That said, changes to culture can be quite challenging at best and
require commitment and cooperation from all involved. However, the investment of
time and effort required to create a more collaborative and cooperative culture, will
not only reduce the barriers created by functional silos but will also enhance tangible
operational metrics such as downtime.
There is good reason for optimism that the improvement efforts will pay off as there
is a renewed sense of cooperation between the various stakeholder groups. This is
exemplified by a recognition by users that they can do more to help Fleet in order to
help themselves and their willingness to become more actively engaged in the
process.
IF -2-36
l
KiR
10. Appendices
OGLI�OupEADINGEDGF
Appendix 1: Fleet Repairs & Maintenance Intake Current State Maps
Major
Immediate
Prioritization
DVIs
MiM1or
Scheduled
Service Techni�lan History is Unit is
Assigned lags on joh checked for broughtln
requirements shop
REPAIRS
Send
Technician
Review staff
& change
schedule
Crrrununl.ota
with
company
Wert. Assess Repair
deliver Go to Parts
Today
Assign staff
Nott PM (or
repair
IF2-37
l
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LEADINGEDGE
'L,OUP
Appendix 2: Stockroom Stock & Non -stock Parts Current State Maps
Tech
comes to Tell us Look up FVnd
counter what the applicable
with PM Er�d vahlcle pan e.g
sheet
Look In FLINT
[o detchm ne it
pan is stocked
If non -stock.,,.
d
` SAP
ro csg
II
o,derd re -
If not
pmvi IY Call numerous Check with Determine Make up POq,
ordered, look .endo,, to find Fleet about vend., and provide. to
In parts' book v part quicker. ETA aider part vendor
r online parts
took
It hot stocked
t vendor Ifadding to Once Filled
ask
If wk stocked, st.ck.get out, make p uFeet if Drder Part for Part arrives
thag want to appropriate stock number stack Add to shelf
add It to rto-ck. P.Perwork (IR and location.
form) tided out Add to stock
Order Part
pick part to Receive
off shelf if h Parts
st.;,
Complete
papal,
Give to Tech
Fill out Tech's Once pan
Joh sheet with Take over to Wtrre down m,
PQp; PNR; ETA neer office part P in Fleet rec vegpan,
&$Amount hinder NI out whke
ticket
IF-2-38
l
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LEADINGEDGE
'L,OUP
Appendix 3: Activities undertaken after the Working Group meetings:
A methodology for measuring accurate parts lead-times is currently under
development. Some additional steps to be taken include:
a. Creating a report to make this data easily extractable
b. Breaking down the data by supplier, setting targets, measuring
against them and providing feedback and/or need for corrective
actions to our suppliers.
c. Setting expectations across the supplier base.
A new non -stock ("special order") inventory tool is in the late stages of
development based on ideas that were raised during this project.
a. The programming has been completed
b. Testing and procedure creation have started with a goal to go live the
week of December 18tH
c. This new tool will move the manual paper-based process for special
order parts into an electronic tracking tool that provides several
benefits:
i. Allows fleet staff (any fleet member with a computer) to see a
live listing showing the ETA / delivery date of each non -
inventory part they have ordered
ii. "Macro buttons" are at the top of the page to allow quick
filtering to only show desired information
iii. Removes the need for stores staff to provide / maintain
inventory tickets with fleet counter
iv. Allows stores staff to easily identify when identical special -
order parts are being ordered multiple times (potentially
leading to stocking decisions)
v. Allows stores staff to update listing from any computer
vi. Allows notes to be added that are specific to supplier part
numbers and easily searchable
vii. Allows automatic flag to identify if an ETA has passed without
part receipt
viii. Provides opportunities for metrics based on special order
activities
3. Full PDI information has been provided for two new vehicles since meetings
took place and these provided the information that Stores was looking
for. Additional work is needed to ensure that this process is repeatable for all
new vehicles as gaps still exist.
4. Headsets for stores attendants to allow more efficient multi -tasking are in
testing with positive initial feedback. (Additional equipment can be ordered
quickly for installation prior to year-end.)
IF2-39
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IF2-41
ASHRAE LEVEL II ENERGY AUDIT
THE CITY OF KITCHENER
ENERGY AUDIT SUMMARY
WF Project No.: 2019-0052-11
December 16, 2019
WALTERFEDY
IF2 - 42
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit
INTRODUCTION
Illy
Illy
Objectives
WalterFedy was hired by The City of Kitchener to complete ASHRAE level II Energy Audits at 35 of their
facilities located within Kitchener, ON. The purpose of this portfolio energy audit program is to review how energy
and water is currently being consumed within each facility, gain an understanding of how the facility is being
operated, and provide specific and actionable recommendations for cost savings and improved efficiencies.
Each report identified and explains potential energy and water conservation measures and provides economic
analyses in order to estimate utility savings, greenhouse gas reductions, budget implementation costs, and
simple payback periods.
The goal of the audits is to recognize EWCMs with high financial and greenhouse gas savings along with rea-
sonable payback periods. An analysis of historical energy and water use provides insight into the consumption
patterns of the facilities.
It is The City of Kitcheners intent to pair the results of this portfolio energy audit program with their multi-year
capital planning strategy.
Contact information
Client: Consultant:
The City of Kitchener
Claire Bennett, MA, OPPI Cand
Corporate Sustainability Officer
519-741-2200 ext. 7322
Claire. Ben nett@kitchener.ca
200 King Street West
Kitchener N2G 4G7
WalterFedy
Josh Gibbins, P.Eng.
Senior Energy Engineer
519.576.2150 x480
jgibbins@walterfedy.com
675 Queen Street South, Suite 111
Kitchener, ON N2M 1A1
WALT RF- D i December 16, 2019
IF2-43
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit
RECOMMENDATIONS
Recommendations - Low/no cost projects
Numerous low/no cost opportunities were reported within the energy audits. These opportunities focused on
adjustments to existing building control systems (ie. equipment schedules, setpoint adjustments) or low cost
equipment replacements (faucet aerators). It is understood that the City's own forces would be available to
complete these projects. A summary of these opportunities are found within the table below (refer to Table 4 for
a complete list of EWCMs).
Table 1: Recommendations - No/Low Cost EWCMs
Facility
ECM description
Savings ($)
eCO2 savings (tonnes)
Bridgeport community centre
Temperature setpoint optimization
484.72
0.19
Centreville chicopee community centre
Faucet aerator upgrade
248.35
0.23
Chandler mowat community centre
Faucet aerator upgrade
313.04
0.29
Country hills comuunity centre
HVAC schedule optimization (gym)
2,217.65
7.91
Faucet aerator upgrade
338.54
0.32
Downtown Community Centre/WCDSB Administration
Faucet aerator upgrade
582.91
0.55
Fire station #5 Forest heights community centre
Faucet aerator upgrade
761.43
0.72
Mill countland community centre
Faucet aerator upgrade
310.72
0.29
Rockway community centre
Faucet aerator upgrade
647.35
0.60
Breithuapt Centre and Park
Pool evaporation optimization
6,752.93
33.30
Cameron Heights Collegiate Pool
Pool evaporation optimization
5,264.96
29.53
Forest Heights Swimming Pool and Library
Faucet aerator upgrade
634.85
0.54
Pool evaporation optimization
6,275.78
29.53
Grand River Recreation Complex
Pool evaporation optimization
6,333.46
29.53
Wilson pool
Faucet aerator upgrade
216.72
0.18
Idlewood Pool
Faucet aerator upgrade
529.79
0.44
Activa Group Sportsplex
HVAC schedule optimization
18,054.96
72.29
General energy awareness
50,386.56
41.27
Ice thickness and temperature optimization
19,490.57
5.93
Faucet aerator upgrade
7,460.71
5.96
Grand River Arena
Faucet aerator upgrade
1,569.32
1.49
Booster pump removal
77.31
0.02
Lions Arena
Faucet aerator upgrade
1,658.43
1.57
Kitchener Memorial Auditorium Complex
Electricity peak demand management
50,137.82
0.03
General energy awareness
92,488.18
102.08
Ice thickness and temperature optimization
31,904.23
11.87
Faucet aerator upgrade
24,614.96
23.38
Kitchener City Hall
HVAC schedule optimization
15,847.75
31.17
General energy awareness
85,945.34
76.62
Lighting schedule optimization
8,840.50
2.72
Pump schedule optimization
7,086.30
2.18
Kitchener Market
General energy awareness
23,681.40
26.85
HVAC schedule optimization
13,921.62
38.98
Air -side free -cooling
8,124.47
2.23
Faucet aerator upgrade
4,307.70
1.04
Kitchener Operations Facility
HVAC schedule optimization
71,013.24
183.88
HVAC control optimization
10,578.15
34.96
Discharge pressure setpoint optimization
4,447.67
1.36
Irrigation water use optimization
22,380.61
0.18
RO water treatment optimization
29,840.81
0.23
Fire Headquarters Station #1
Faucet aerator upgrade
1,497.79
1.26
Fire Station #2
Faucet aerator upgrade
44.35
0.04
Fire Station #3
Faucet aerator upgrade
378.57
0.32
Total
637,692.52
804.06
WALT - R F - D i December 16, 2019
IF2-44
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit
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IF2-45
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit
Recommendations - Complete list of EWCMs
The following table provides summary metrics from all 35 energy audits combined. The figures on the following
pages provide a site level comparison for the each of the categories listed in the table below.
Table 3: ASHRAE level II energy audits - 35 site summary totals
Annual Electricity Savings
[kWh]
10,792,593
Annual Natural Gas Savings
[m3]
1,394,076
Annual Water Savings
[m3]
62,426
Utility Cost Savings
[$]
2,385,688
eCO2 Savings
[tonnes]
3,186
Total Capital Costs
[$]
22,897,083
Total Incentives
[$]
454,690
WALT RF- Di December 16, 2019
IF2-46
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit
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I F2 - 47
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ASHRAE Level II Energy Audit
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WALT — R F — Di December 16, 2019
IF2-48
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit
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WALT — R F — Di December 16, 2019
IF2-49
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit
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WALT — R F — Di December 16, 2019
I F2 - 50
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit
O) V MtO tDMo 00000 v ry ..000OG
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WALT — R F — Di December 16, 2019
IF2 - 51
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit
(D V O n 0 M
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WALT — R F — Di December 16, 2019
IF2 - 52
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WALT — R F — Di December 16, 2019
IF2 - 52
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit
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WALT — R F — Di December 16, 2019
IF2 - 53
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit
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WALT — R F — Di December 16, 2019
IF2 - 54
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WALT — R F — Di December 16, 2019
IF2 - 54
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit
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WALT — R F — Di December 16, 2019
IF2 - 55
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The City of Kitchener, Energy Audit Summary
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WALT -RF -DY December 16,m»
I F 2- 59
The City of Kitchener, Energy Audit Summary
ASHRAE Level II Energy Audit 18
WALTERFEDY - COMPANY PROFILE
Overview
WalterFedy is a dynamic, integrated design firm delivering creative solutions and practical built environments.
Since our inception in 1951, we have continued to learn, adapt, and evolve to best serve our clients. In 1970,
we became one of Canada's first integrated design firms in order to deliver a level of coordination and team
commitment not served by the traditional project model.
Today, our expertise includes energy management; architecture; mechanical, electrical, structural, and civil
engineering; asset and facilities management; project management; and construction management through
our sister company, AEC Developments. The value of our integrated nature shines through our modern team
structure, which allows us to share lessons learned and discuss project challenges organically.
We view each project to be an opportunity to build a relationship. We value the creative process, and spend the
time to work with you to understand your objectives. Our collaborative spirit is furthered by our ability to quickly
solicit feedback. Going beyond scheduled meetings with specific agendas, this continuous state of collaboration
enables designers to seek discipline -specific input on a moment's notice. These impromptu meetings provide
our designers with a variety of perspectives, and allow us to offer all-inclusive and comprehensive solutions to
meet our customers' needs.
We have developed our team to envision the project as a whole. Coordination is facilitated from design through
construction, as project leaders have quick and easy access to all design disciplines, and team members interact
continuously. This is the benefit of being in an integrated practice: we routinely think about how each design
element impacts all aspects of the project.
Energy Management
In the Energy Management Solutions (EMS) team, we base project success on the value and experience our
clients have obtained through the project journey. We understand the impact we can have on our clients and
global community is long term, and we take that sincerely. Taking our core value of environmental sustainability
to heart, we are passionate about the opportunities we uncover, and are always proud to see each of our projects
implemented. EMS was founded on the principals of understanding our clients, developing practical solutions
to achieve desired energy and greenhouse gas outcomes, and supporting through implementation. We see
ourselves as primary drivers to supporting the parallel global climate goal initiatives and economic growth.
WALT RF- DY December 16, 2019
IF2 - 60
The Working Centre is actively working to help people to stabilize with a combination of mental
health supports, long-acting anti -psychotic injections, consistent primary care, improved access
to food/nutrition, and by working to help people to access housing where -ever possible.
Currently, there are not good housing options for people who require intensive supports, who
are often service -restricted from shelters, and who are being evicted from supportive housing
units. Often motels have been used to help stabilize people to manage the effects of
homelessness, substance use, and mental health issues. The Water Street house, currently in
construction and to accommodate 8 people, will help to provide interim housing and healthcare
options for this group of people.
The Working Centre reports increasing pressure in SOS work, as they help people to be as well
as they can be, held in trusting relationships. The SOS team is supporting 154 people identified
in the Kitchener Downtown survey, which is 59% of the people present in the downtown. This
is significant. The limited downtown core is hosting about half of the people with concurrent
disorders in the community. This group of people are experiencing intense challenges, but are
not connected with ongoing and stabilizing supports. The complexity of the work has grown, but
the resources have not increased.
Youth — at least 70 people aged 30 or under are currently homeless
A growing impact of drugs on young people was observed. Drug related psychosis is significantly
impacting this group. 50 people are under the age of 30, and an additional 20 people are under
20 years of age. The Working Centre identified 10 more youth that they are working to build a
relationship with. Most of these youth are homeless. This means that 39% of the people on the
streets in downtown Kitchener are under the age of 30, facing intense mental health and
addiction issues. This number continues to grow at a significant rate. OneRoof currently provides
shelter for 17 youth.
The Working Centre identified that more attention needs to be paid to young people who have
been trapped by substance use at an early age. The Working Centre identified that strategies
that include safe supply and long-acting anti -psychotics might help this group to stabilize, and
that supported housing that helps youth to stabilize is needed.
Three issues require attention to address homelessness:
1. The priority for now is to make sure people have shelter - increasing complaints about
tenters, are occurring, however this will only be alleviated if there are viable shelter
options available to people.
2. Once the shelter needs are addressed, the next issue becomes housing. Assuming
conservatively that 500 people are homeless in Waterloo Region then how can the right
kind of housing be built or provided to suit the variety of needs, including:
• Market rent affordable units
City of Kitchener Housing Needs Assessment (2020) 111
7-121
• Supportive housing units
• More intensive concurrent supportive housing options (not currently available,
except in a small number of supportive housing units locally).
3. In response to the increasing number of people becoming homeless with more complex
health and support needs, the Inner City Health Alliance, is an initiative developing a
deep collaboration among agencies providing health care to those facing
homelessness/substance use. This work is very positive and is strengthened by the
collaborative efforts between existing partners, including:
• The Working Centre, House of Friendship, Ray of Hope, Centre for Family Medicine,
Sanguen, Sanctuary, Kitchener Downtown Community Health Centre
Partnerships are actively being built with:
• Canadian Mental Health Association, Grand River Hospital, St. Mary's Hospital,
Thresholds, and others.
The Alliance is working together in order to build a model that moves beyond episodic care
based on the following values that will guide the work:
• No one is turned away and agencies work together to maintain shelter or housing
even in extremely challenging circumstances.
• Walk alongside people, meeting them where they are at, letting them know, "We
are here - how can we help?"
• Those we serve teach us how best to help. Services are designed to respond to what
is meaningful and impactful to those served.
• Risks do not get in the way of doing what is needed and right for the person served.
Risks are appropriately managed.
• Improve the Health System by busting barriers creatively to help people, one
person at a time.
Conclusions from the Survey
The following conclusions were drawn from the survey results:
• An estimated 500 people are homeless in Waterloo Region
• 181 people are homeless and/or unsheltered in downtown Kitchener
City of Kitchener Housing Needs Assessment (2020) 112
7-122
o Need for additional affordable housing and increasing need for supported
housing.
o Need for additional shelter space while responding to the need for additional
housing.
o Overflow shelter space should be available commencing annually in September
• 154 people have concurrent disorders
o Need to develop a strategy for keeping people safe and housed, in an alternative
shelter system, when they cannot live in congregate housing situations.
o Need for more resources and a strategy to support people with concurrent
disorders in regards to psychosis. In addition to the relationship -based supports
that are currently being provided; the addition of a local Forensic Team would be
helpful, along with increased capacity in FACT and ACT teams.
• 136 people were not accessing shelter beds
• 70 people are under the age of 30
o Specialized need for affordable housing and supports for youth dealing with
addiction and trauma
• House of Friendship Shelter could not accommodate 191 different individuals in
September
o Need for additional shelter space and affordable housing for people who are not
frequenting the downtown core
• People who are homeless currently use the library, City Hall, and are present on
downtown streets, but are constantly moved on from where they are.
o Rather than moving people on, places of welcome and bathroom facilities are
needed while building more housing is addressed.
City of Kitchener Housing Needs Assessment (2020) 113
7-123
7.4 Transitional Housing
Transitional housing is a supportive but temporary accommodation meant to bridge the gap
from homelessness to permanent housing by offering structure, supervision, support (for
addictions and mental health, for instance), life skills, and in some cases, education and
training. Transitional housing is "meant to provide a safe, supportive environment where
residents can overcome trauma, begin to address the issues that led to homelessness or kept
them homeless, and begin to rebuild their support network." (Homeless Hub)
Given the increase in visible street related homelessness and tent camps and the length of time
people spend shelters in Kitchener it appears that there is a need for additional transitional
housing in the city.
7.5 Supportive Housing
Supportive housing is long-term housing, paired with supports (e.g., assistance with
independent living, rent assistance, strategies to maintain housing, and referrals to supports
(e.g., mental health, crisis, medical). As of September 30, 2019, there were 320 tenants in the
supportive housing program. Of those, 253 tenants (79 per cent) had been housed for 12 months
or longer.
The following Figure lists the providers and units of fixed site supportive housing— housing which
is subsidized and for which clients receive support.
Figure 89: Supportive Housing Providers in Kitchener
Provider
Kaljas Homes
Millwood Manor
Trinity Village Studios
Working Centre for the Unemployed
House of Friendship Supportive Housing
YW Supportive Housing
Total
Source: Region of Waterloo
7.6 Housing for Post Incarcerated and Post Hospitalization
Non-profit and serviced providers have noted that homeless people leaving jail or hospital are
often in better shape and are more ready to access affordable housing, but the lack of available
housing causes a downward spiral where people resort to crime, drug use and become ill again.
This cycle is expensive for society and devastating for the individuals. The cycle can be broken
with provision of transitional, supportive and affordable housing.
City of Kitchener Housing Needs Assessment (2020) 114
7-124
The provincial definitions for affordable housing and low- and moderate -income households are
outlined in Figure 90. These definitions are used to determine the threshold for affordable
ownership and affordable rental housing. Affordable home ownership is considered to be all
dwellings that are affordable to households in the sixth income decile or below. For Kitchener,
this was $350,200 in 2018. The affordability threshold for affordable rental housing in the Region
was $1,259, or the average market rent in 2018.
Figure 90: Provincial Policy Statement Definitions
Ownership the least expensive of:
Households with
Housing
1. housing for which the purchase price
incomes in the
results in annual accommodation costs
lowest 60 percent of
1. $350,200
which do not exceed 30 percent of gross
the income
annual household income for low and
distribution for the
moderate income households; or
regional market
2. housing for which the purchase price is
area
2.$435,000
at least 10 percent below the average
purchase price of a resale unit in the
regional market area
Rental
the least expensive of:
Households with
Housing
1. a unit for which the rent does not
incomes in the
1.$1,390
exceed 30 percent of gross annual
lowest 60 percent of
household income for low and moderate
the income
income households; or
distribution for
2. a unit for which the rent is at or below
renter households
2.$1,138
the average market rent of a unit in the
for the regional
regional market area.
market area
Regional
The upper or single -tier municipality, or planning
_
Region of
Market
area, will normally serve as the regional market
Waterloo
Area
area. However, where a regional market area
extends significantly beyond these boundaries,
then the regional market area may be based on
the larger market area.
Source: Provincial
Policy Statement (PPS), Supplementary PPS Tables 1-4 2018 provided by Ministry of Municipal
Affairs and Housing
For the purposes of this study and based on the provincial definition of affordable housing, low
income households refers to households with incomes in the 1st to 3rd household income
deciles, moderate income households refers to households in the 4th to 6th income deciles, and
high income households refers to households in the 7th to 10th income deciles.
City of Kitchener Housing Needs Assessment (2020) 115
7-125
8.1 Home Ownership Affordability
8.1.1 Affordable Home Ownership Provincial Policy Statement Threshold
The threshold for affordable home ownership was $350,200 for Kitchener in 2018 based on the
Provincial Policy Statement as illustrated in Figure 91.
Figure 91: House Sales from 2018: Price, Number and Type of Dwelling
800 Affordable House Threshold ($350,200)
(u 600
400
200
o —
■ _ _ ■
91
91
91
° Q3 (Zi
� P
°° (�°° °° (�°° °° (�°° °° (�°° °° (�°° °° (�°° °° (�°° °°
° 1 ' J ° l 'J ° 1 ' J , 0z"
'J 1 ° 1 _ J l ° l 'J ° _\11P1
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■ Appt Town Semi 'Single
Source: MPAC
Figure 92: House Sales: Above and Below Affordable Threshold by Type of Dwelling
3500
3000
2500
2000
1500
1000
500 OL
0
Below Above
■ Appt Town —Semi ■ Single
Source: MPAC
In 2018 and 2017 (not shown) the new homeownership construction market has served high
income households relatively well. With 58% and 49% respectively being priced less than
$350,000, which is the maximum house price that a household with a 60th percentile income of
$98,000 can afford.
City of Kitchener Housing Needs Assessment (2020)
loll
7-126
Figure 93: Absorbed New Construction Units by Price and Structure Type, 2018
■ Row ■ Apartment and other ■ Single
Source: CMHC Starts and Completions Survey. Note: Price data on the semi detached dwelling sale is suppressed.
The new units in 2018 that cost less than $350,000 were all row houses (31%) and condominium
apartments (69%). Trends were similar in 2017.
The 30th income percentile household that represents the top end of the Low Income household
bracket earns $52,900 per year and can afford an ownership unit costing $187,500. Less than
1% of the new ownership units in 2018 where priced this low.
Overall the homeownership construction industry is moving towards more apartments and
condominium forms that are relatively affordable to moderate income households as described
in Section 6.1. Low income household needs are not served by new homeownership
construction.
Through the Housing and Homelessness Plan (2019), the Region set a target that 30% of new
units be affordable. Although no determination has been made as to how this target will be
allocated among the area municipalities, for 2017 and 2018 Kitchener would likely exceed the
target on the basis of new ownership construction alone (assuming no new market rental
housing meets the PPS definition of affordable). The moderate income households, especially
those thin the 6th income decile, can afford much of the new ownership housing that has been
constructed in recent years. However, it is almost entirely unaffordable to those with lower
incomes. Achieving the Regions' overall 30% affordable housing target is necessary but not
sufficient to meet the needs of Kitchener residents - a more granular approach is required.
City of Kitchener Housing Needs Assessment (2020)
117
7-127
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Source: CMHC Starts and Completions Survey. Note: Price data on the semi detached dwelling sale is suppressed.
The new units in 2018 that cost less than $350,000 were all row houses (31%) and condominium
apartments (69%). Trends were similar in 2017.
The 30th income percentile household that represents the top end of the Low Income household
bracket earns $52,900 per year and can afford an ownership unit costing $187,500. Less than
1% of the new ownership units in 2018 where priced this low.
Overall the homeownership construction industry is moving towards more apartments and
condominium forms that are relatively affordable to moderate income households as described
in Section 6.1. Low income household needs are not served by new homeownership
construction.
Through the Housing and Homelessness Plan (2019), the Region set a target that 30% of new
units be affordable. Although no determination has been made as to how this target will be
allocated among the area municipalities, for 2017 and 2018 Kitchener would likely exceed the
target on the basis of new ownership construction alone (assuming no new market rental
housing meets the PPS definition of affordable). The moderate income households, especially
those thin the 6th income decile, can afford much of the new ownership housing that has been
constructed in recent years. However, it is almost entirely unaffordable to those with lower
incomes. Achieving the Regions' overall 30% affordable housing target is necessary but not
sufficient to meet the needs of Kitchener residents - a more granular approach is required.
City of Kitchener Housing Needs Assessment (2020)
117
7-127
8.1.2 All Household Income Deciles Adjusted for 2019
In 2019, households with incomes in the 70th percentile or below could not afford an average
priced resale home sold at $490,000 as shown in Figure 974.
• Households with incomes in the 80th percentile or below could not afford an average
priced single detached homes,
• Households with incomes in the 70th percentile or below could not afford an average
priced semi-detached,
• Households with incomes in the 60th percentile or below could not afford an average
priced townhouse
• Households with incomes in the 40th percentile or below could not afford an average
priced condo apartment.
Figure 94: Average Resale House Prices Compared to Affordable House Prices based on
Household Income Deciles and Dwelling Type (2019)
IncomeHousehold
Percentile
Household
Income
adjusted)
Maximum
affordable
price
Average MLS
*Rolling 12
Resale Price
months average
price as of October
Deficit/Surplus
2019
I
Total
$489,862
Single
$572,314
Semi
$429,320
Town
$394,617
Condo Apt
$294,231
10th
$25,036
$88,710
-$401,152
-$483,604
-$340,610
-$305,907
-$205,521
20th
$40,020
$141,804
-$348,058
-$430,510
-$287,516
-$252,813
-$152,427
30th
$53,622
$190,001
-$299,861
-$382,313
-$239,319
-$204,616
-$104,230
40th
$67,938
$240,728
-$249,134
-$331,586
-$188,592
-$153,889
-$53,503
50th
$83,298
$295,153
-$194,709
-$277,161
-$134,167
-$99,464
$922
60th
$100,158
$354,895
-$134,967
-$217,419
-$74,425
-$39,722
$60,664
70th
$119,992
$425,173
-$64,689
-$147,141
-$4,147
$30,556
$130,942
80th
$146,704
$519,823
$29,961
-$52,491
$90,503
$125,206
$225,592
90th
$190,097
$673,579
$183,717
$101,265
$244,259
$278,962
$379,348
Source: Statistics Canada, 2016 Custom Tabulation, Kitchener -Waterloo Association of Realtors 2019
Unless the household spends more than 30% of their income on housing costs or have a down
payment greater than 5%, most units (79.1%) in Kitchener are only affordable to households
with high incomes, who make up 34.9% of all households. Households with moderate incomes,
who make up 31.7% of all households, can only afford 19.5% of the current supply of ownership
housing. Households with low incomes, making up 33.3% of all households, can only afford 1.4%
of the current supply of ownership housing.
City of Kitchener Housing Needs Assessment (2020) 118
7-128
Figure 95: Housing Supply by Household Income Deciles
79.2%
33.3% 31.7% 34.9% ■ %Supply
19.5% ■ % of households
1.4 % ■
Low Income Moderate Income High Income
Source: MPAC Tax Assessment Data, Statistics Canada Custom Tabulations
All but 2 of the 813 units which are affordable to households with low incomes are condominium
apartments. A total of 11,556 owned units are affordable to households with moderate incomes,
half of which are condominium apartments.
50,000
40,000
30,000
20,000
10,000
❑C
Figure 96: Housing Supply by Dwelling Type by Household Income Deciles
■ Single Detached
■ Semi -Detached
■ Condo Apartment
■ Townhouse
"2,2=57
2,200
1 510
Low Income Moderate Income High Income
Source: MPAC Tax Assessment Data, Statistics Canada Custom Tabulations
City of Kitchener Housing Needs Assessment (2020)
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8.1.3 Median Household Income of Various Household Types and Sizes
As demonstrated in Figure 97, with the median income a household could not afford to purchase
an average priced housing of any type. Home ownership is even further out of reach for the
following households: 1 person households; households where the primary maintainer is
aboriginal, a recent immigrant, a visible minority, or, 25 years of age or under; households with
a member with a disability; or Ione parent households.
Figure 97: Median Household Income of Various Household Types and Sizes vs Income
Required to Own Average Priced Dwelling by Type
$180,000
$150,000
$120,000
— — — — — — — — — — — — — -- — — — — —
CIR)
— — — — — — — — — — — — — — — — — — — — — —0
$90,000----------------------�
$60,000
$30,000
3,832 F4,321 $58,972
$0
Zcl
� a
�r
�o
Median Household Income of Various Household Types and Sizes
Median Income all households ($76,004)
Income Required to Own Single (S161,518)
Income Required to Own Semi ($121,163)
Income Required to Own Townhouse ($111,369)
Income Required to Own Condo Aparment ($83,038)
Source: Statistics Canada, 2016 Custom Tabulation, Kitchener -Waterloo Association of Realtors 2019. House Priced
based on Average MLS Sale Price (*Rolling 12 months average price as of October 2019)
City of Kitchener Housing Needs Assessment (2020)
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8.2 Rental Housing Affordability
8.2.1 Affordable Rent Provincial Policy Statement Threshold
The threshold for affordable rental housing was $1,138 for Kitchener in 2018 based on the
Provincial Policy Statement. The provincial policy statement ties affordability to rents being
charged in the market. In times of high rent increases it is not an appropriate measure as new
supply charges higher rents but people's incomes have not increased so people continue to be
unable to afford rent. On paper it may look like "affordable" rental projects are being created
because they fall under the provincial threshold but in reality most people cannot afford the
rents charged.
Figure 98, based on the provincial policy statement thresholds, 502 (35.4%) of primary
townhouse rental units were affordable and 13,688 (68.9%) of primary apartment rental units
were affordable in 2018. The provincial policy statement ties affordability to rents being
charged in the market. In times of high rent increases it is not an appropriate measure as new
supply charges higher rents but people's incomes have not increased so people continue to be
unable to afford rent. On paper it may look like "affordable" rental projects are being created
because they fall under the provincial threshold but in reality most people cannot afford the
rents charged.
Figure 98: Primary Rental Units above and below Affordable Rent Threshold, 2018
Source: CMHC Custom Run Data
8.2.2 Renter Household Income Deciles Adjusted for 2018
Figure 99 shows the top range of each renter household income decile and what monthly rent
is affordable for each income decile assuming 30% of income is spent on rent costs. A person
earning minimum wage ($14/hour) for 40 hours per week could not afford the average market
rent for a bachelor unit. Households with incomes in the in the 30th percentile cannot afford the
average rent of any primary rental unit type. Renters would have to be earning incomes in the
4th renter income decile to be able to afford a bachelor unit or 1 bedroom unit. They would
have to be earning incomes within the 5th renter income decile to be able to afford the primary
market average market rent and 9` renter income decile to be able to afford the secondary
market condominium average market rent. If a household was larger and required a minimum
of three bedrooms, this household would have to be earning incomes in the 6th renter income
decile.
City of Kitchener Housing Needs Assessment (2020) 121
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These findings demonstrate why such a large share (42%) of renter households are facing
spending more than 30% of income on housing costs and facing housing affordability issues (See
Section 8). These findings show a need for more affordable rental housing.
Figure 99: Average Market Rents in the Primary Rental Market Compared to Affordable
Rents based on Rental Household Income Deciles (2018)
Household Average Market Rent (2018)
Income of Secondar
affordableHousehold Renters Maximum Bachelor I Bdrm 2 Bdrm 3+ Bdrm Primary y Condo
Income (2018 •4 00 AMR AMR
Percentile adjusted) _ rent Deficit/Surplus
10th $14,851 $371 -$403
-$569
-$761
-$929
-$700
-$1,869
20th $22,392 $560 -$214
-$380
-$572
-$740
-$511
-$1,680
30th $30,095 $752 -$22
-$188
-$380
-$548
-$319
-$1,488
40th $37,947 $949 $175
$9
-$183
-$351
-$122
-$1,291
50th $46,208 $1,155 $381
$215
$23
-$145
$84
-$1,085
60th $55,276 $1,382 $608
$442
$250
$82
$311
-$858
70th $66,333 $1,658 $884
$718
$526
$358
$587
-$582
80th $80,834 $2,021 $1,247
$1,081
$889
$721
$950
-$219
90th $103,002 $2,575 $1,801
$1,635
$1,443
$1,275
$1,504
$335
10th $103,002+ $2,575+ $1,801+
$1,635+
$1,443+
$1,275+
$1,504+
$335+
Min Wages $29,120 $728 -$46
-$212
-$404
-$572
-$343
-$1,512
Hours Required @Min Wage to Afford 43
52
62
71
59
85
Source: Statistics Canada, 2016 Custom Tabulation, PPS Housing Tables 2018, CMHC Rental Market Survey 2018
8.2.3 Average Asking Rent of Vacant Primary Rental Unit
As noted in Section 5.3.2 Primary Market Rental, the cost to rent a vacant unit is significant
higher than average rents of occupied units. Figure 100 shows that households with median
income earnings and households with 1 minimum wage income earner with or without monthly
shelter allowance from Ontario Works could not afford a bachelor unit or 1 bedroom unit.
5 Working 40 hours per week and 52 weeks per year
City of Kitchener Housing Needs Assessment (2020) 122
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Figure 100: Average Asking Rent of Vacant Primary Rental Unit vs What Households Can
Afford, 2018
$1,600
$1,400
$1,200
$1,000
$800
$600
$400
$200
$0
Bachelor 1 bedroom 2 Bedroom 3+ Bedroom
Average Asking Rent by
Rental Unit Size
Median Renter Income
($46,208)
Minimum Wage Earner, 1
person ($29,120)
Minimum Wage Earner, 1
person ($29,120) plus
$390/month Ontario Works
Source: Statistics Canada Census Profile 2016, CMHC Custom Run Data. Median Renter Income adjusted for 2018
based on 2016 Census Data, assumes 30% of income spent on rent.
8.3 Households in Core Housing Need
A common industry standard measure of the need for affordable housing is to look at the
number or percentage of households core housing need. CMHC defines a household as in core
housing need if its housing does not meet one or more housing standards of affordability (costs
are less than 30% of income), adequacy (does not require major repairs) and suitability
(appropriate size) and if it would have to spend 30% or more of its income to pay the median
rent of alternative local market housing6. Put another way, it filters out households who choose
to spend more than 30% of income on housing, but could afford a different suitable, adequate
unit locally. This measure is useful in identifying households living in unaffordable or unsuitable
conditions due to limited means, and therefore are in precarious housing circumstances.
In 2016, 12,125 households in Kitchener were in core housing need; making up 13.5% of all
households and up from 11.9% of all households in 2011. Most (94.8%) of the households in
core housing need were a result of the housing affordability standard.
As demonstrated in this assessment poverty is increasing in the City of Kitchener. Food Bank
usage has increased. The number of households receiving income supports has increased. The
share of households in core housing need has increased. The waiting lists for community
housing that provides rent geared to income has an increasing number of applicants. Visible
homelessness has increased. Underlying these increases is the cost of housing.
6 Regardless of their circumstances, non -family households led by maintainers 15 to 29 years of age attending school full-time
are considered to be in a transitional stage of life and therefore not in core housing need.
City of Kitchener Housing Needs Assessment (2020) 123
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The following figure shows that that among all owners in 2016, 5.0% (2,825 households) were
in core need compared to 28.1% (9,300 households) of all renters. In 2011, 4.8% of all owners
and 25.6% of all renters were in core need.
Figure 101: Households in Core Housing Need by Tenure
Source: Statistics Canada, 2016 Custom Tabulation
Broken down by household type, almost 40% (2,100 households) of Ione -parent family renter
households and 36.4% (4,875 households) of one person renter households were in core
housing need in 2016. On the ownership side, just over 10% (500 households) of Ione -parent
family owner households and 12.8% (1,300 households) of one person owner households were
in core housing need in 2016.
Figure 102: Households in Core Housing Need by Tenure and Household Type
Source: Statistics Canada, 2016 Custom Tabulation
The percentage of households in core housing needs varies across the city as shown in the Map
below. Generally, the prevalence of core housing need among households is greater in areas
near the city's core and in proximity to the ION corridor.
City of Kitchener Housing Needs Assessment (2020) 124
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Pe
In
Map 10: Percentage of all households in Core Housing Need within Census Tracts, 2016
Source: Statistics Canada, 2016 Custom Tabulation
8.3.1 Core Housing Need by Household Income Deciles
Among households with low incomes in Kitchener, 42.1% (11,810 households) were in core
housing need in 2016. The majority of these households (95.7%) were living in housing that did
not meet the affordability standard, 8.5% did not meet the suitability standard, and 10.5% did
not meet the adequacy standard. This confirms that the affordability of housing is the primary
issue for households with low incomes.
City of Kitchener Housing Needs Assessment (2020) 125
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Figure 103: Households with Low Incomes in Core Need, 2016
42.1
In Core Housing Need
(11,810 households)
Below Affordability
Standard
8.5
Below Suitability
Standard
WO
10.5%
Below Adequacy
Standard
Source: Statistics Canada Custom Tabulations 2016. Total proportions of all standards is greater than 100% as a
household can fall below more than one standard
1.1% (315 households) were in core housing need among households with moderate incomes
in 2016. 58.7% of these households lived in housing below the affordability standard, 68.3% did
not meet the suitability standard and 15.9% did not meet the adequacy standard.
Figure 104: Households with Moderate Incomes in Core Need, 2016
In Core Housing Need
(315 households)
;58.7
W*
68.3% 15.9%
Below Affordability Below Suitability
Standard Standard
Below Adequacy
Standard
Source: Statistics Canada Custom Tabulations 2016. Total proportions of all standards is greater than 100% as a
household can fall below more than one standard
8.4 Proportion of Income Spent on Housing
In 2016, 25.7% (23,685 households) of all households in Kitchener were spending 30% or more
of their income on housing costs. Among homeowners, 15.8% were spending 30% or more of
their income on housing costs while 41.9% of renters were spending 30% or more of their
income on housing costs.
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Figure 105: Households Spending 30%+ of Income on Housing by Tenure and Household Type
Source: Statistics Canada, 2016 Custom Tabulation
8.4.1 Income Spent on Housing by Household Income Deciles
In 2016, 53.6% (16,440 households) of all households with low incomes in Kitchener were facing
housing affordability issues (spending 30% or more of income on housing) and 28.5% (8,760
households) were facing severe housing affordability issues (spending 50% or more of income
on housing). 13.4% (3,905 households) of households with moderate incomes were facing
housing affordability issues and 0.7% (210 households) were facing severe housing affordability
issues. Only a small proportion of households with high incomes faced housing affordability
issues (1.4%). However, it should be noted that in many cases, households with high incomes
would still have sufficient income left over for other basic needs even if they spend more than
30% of their income on housing costs whereas households with low incomes would not.
Figure 106: Proportion of Income Spent on Housing by Tenure and Household Type
Source: Statistics Canada, 2016 Custom Tabulation
City of Kitchener Housing Needs Assessment (2020) 127
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The current need analysis identifies households in the community that currently lack their own
housing or live in inadequate housing and cannot afford the housing they need in the local
housing market without some assistance. The current need analysis identifies who in the
community needs affordable housing immediately.
The supply analysis determines the ability of the community to meet its current and future
affordable housing needs by examining the existing housing stock and anticipated additions.
By comparing the need analyses against the supply situation, insight into the gaps in the housing
system in the community can be estimated. The scale and form of housing are also considered
in determining gaps. Housing suitability in terms of unit size and number of bedrooms are
considered as well. Historic demand for specific structure types, is balanced against emerging
trends to estimate how the population would best be housed in the future.
The total quantity of housing required to accommodate forecasted population has been
determined by the Region for Kitchener and the Region has also established some targets to be
met across the Region. This needs assessment provides further information on Kitchener
specific needs and provides the basis for being more specific regarding mix of housing by
structure type (e.g. single -detached, row house and apartment), by affordability and by special
needs.
Additional information regarding the financial impact/proforma of development, specifically
within the Major Transit Station Areas of Kitchener and Waterloo Region and in the context of
potential affordable housing requirements, is being conducted as a companion analysis that is
separate but related to this assessment. The financial impact analysis, combined with this
Housing Needs Assessment, will help satisfy the provincial regulatory requirements regarding
the necessary background studies as part of the Inclusionary Zoning consideration process.
This section compares information from the need/demand and supply analyses to identify the
differences or gaps between need and supply.
This analysis produces evidence of the existence of one or more of the following four housing
outlooks for the community:
1. The current need for housing exceeds current supply;
2. The current need for housing falls short of current supply;
3. The future supply of housing will exceed the community's need; and
4. The future supply of housing will fall short of the community's need.
This section of the analysis examines the supply of affordable housing in the community. The
analysis estimates of the number of occupied social housing units, vacant units, units under
construction, and units to be demolished or otherwise taken out of management.
City of Kitchener Housing Imeeds Assessment (2UZU) 128
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Annual supply of affordable social housing
Between 2002 and the present, the Region as the Service Manager, has through its Affordable
Housing Strategy, enabled 1,594 new affordable units to be built, which is an average of 100
units per year. The majority of this new affordable housing has been constructed by the non-
profit, co-operative and private sectors using funding through a variety of sources including
Federal/Provincial capital funding and incentives from the Region and area municipalities.
During the same period of time, the Region itself constructed 62 new units (an average of 4 units
per year) in two separate developments on the Sunnyside Campus in Kitchener. Although
provincially funded development grants/loans were available, the Region, for various reasons,
chose not to avail themselves of this funding to build additional affordable units.
Some of the Region's housing communities are located in strategic areas within or close to the
Central Transit Corridor (CTC) and/or other major transportation nodes. As such, these sites
have the potential for infill or redevelopment/intensification. Replacing or adding units allows
for energy efficiency improvements and opportunities to create mixed income housing
communities.
The Region continues to support the development of new affordable housing units. Three
projects are underway to create an additional 92 new affordable units in 2020 through
partnerships with private and non-profit agencies. Additionally, 58 new affordable units are
scheduled to be developed in 2021/2022.
There are new Federal and Provincial investment opportunities in housing, and changes in
policies to create more flexibility for existing housing funding models and operations. At the
same time, there is a growing need for affordable housing in Waterloo region. There are non-
profit and private sector proponents that have expressed interest and capacity to develop new
affordable housing (public-private partnership opportunities). However, they often face barriers
around finding appropriate land, providing equity contributions or building to the scale that is
currently required.
Mixed -income communities are the preferred housing type, as it results in greater inclusiveness,
and improves tenant engagement and quality of life. It also encourages the integration of
various services in close proximity to residents so that residents and the surrounding neighbours
feel a greater sense of safety and cohesion. Additional services are valuable when more complex
needs such as mental health challenges and/or substance abuse are experienced in a
community.
City of Kitchener Housing Needs Assessment (2020) 129
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Affordable Rental Housing Gap'
One way the demand for affordable rental housing can be determined is to look at the number
of renter households that are not in subsidized housing and are living with an income that
requires a certain rent range to be affordable (Waterloo Region, 2019).
For example, a household with an income of $20,000 to $30,000 would require a unit with a
rent between $500 and $750 (30% of income on rent) to be considered affordable. The number
of non -subsidized renter households in that income range then represents the demand for
rental units in that price range. Similarly, the supply of affordable units in that rent range can be
determined by the number of non -subsidized renter households that have units in that rental
range, no matter what their income may be.
The rental gap is then the difference between the demand and supply of units. The Figure below
shows the rental housing gap for households with incomes at the low end. There are 8,490
households in Waterloo region living with an income that requires a unit in the < $500 rent range
and there are 2,380 units available.
There are 7,195 households living with an income that requires a unit in the $500-$750 range
and there are 5,290 units available. The total gap in the supply of units for households at the
lower end of income is 8,015 units.
16000 -
14000 a
12000
10000 v
8000
6000 - -
4000 v
2000
Figure 107 - Rental Housing Gap
0 j - I - -�
Less than $400 to $600 to $800 to $1,000 to $1,200 to $1,500 to
$400 $599 $799 $999 $1,199 $1,499 $1,999
Source: Statistics Canada Census of Population 2016
Waterloo Region Housing Master Plan, Region of Waterloo, November 2019, p. 34
Supply
Demand
City of Kitchener Housing Needs Assessment (2020) 130
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The results of the assessment demonstrate that housing in recent years has become increasingly
unaffordable for a large share of Kitchener's population. The results of the assessment
demonstrate there are gaps between what housing is needed and what is available or planned.
In conclusion:
1. The current housing delivery and support system is not functioning effectively.
• Housing needs are not being met and the existing silo approach by levels of government,
non -profits, institutions and the private sector is not as effective as needed.
2. Housing in recent years has become increasingly unaffordable for an increasingly larger
share of Kitchener's population.
• Incomes are not keeping pace with rising costs of rental and ownership housing.
Inflation increased by 18%, average rents increased by 35 % and average housing prices
increased by 88% from 2008 to 2018. Most of the increase in rents and housing prices
occurred between 2016 and 2018.
3. Poverty and Core Housing Need is increasing in the City of Kitchener.
• Food Bank use is increasing. The most significant increase has been by single people
which has nearly doubled since 2014, from 25% to 49%.
• The number and percentage of people in Core Housing Need is increasing. In 2016,
12,125 households in Kitchener were in core housing need; making up 13.5% of all
households and up from 11.9% of all households in 2011. Most (94.8%) of the
households in core housing need were a result of the housing affordability standard,
spending more than 30% of household income on housing.
4. Visible homelessness is increasing.
• People experiencing homelessness are diverse. Youth are a growing part of the
homeless population.
• People experiencing homelessness with addiction and mental health challenges are a
growing part of the homeless population. Their challenges are also increasingly more
complex, requiring higher levels of support to find and sustain housing and to access
treatment.
• Existing shelter space is not adequately funded, does not meet best practice standards,
does not meet diverse needs and not enough shelter space is provided in Kitchener to
meet needs.
• Existing transitional and supportive housing does not meet existing needs in terms of
amount of housing or nature of support.
City of Kitchener Housing Needs Assessment (2020)
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�"1EIA �I
• Due to the transient nature of people who are homeless, it is challenging to estimate
the amount of housing needed, however survey data and shelter use indicate between
250 to 750 supportive housing units are needed to meet existing demand.
5. Existing community housing in Kitchener is not meeting existing demand.
• There are approximately 4,500 units of existing community housing in Kitchener,
representing approximately half of the regional supply. The turnover in community
housing accommodation units across the region is 300 units per year. 3,750 households
on the waiting list for community housing have requested to live in Kitchener — this
means over 3,000 new units of community housing are needed in Kitchener, in
addition to the existing supply
• Waiting list information is not readily available in a form that can be analyzed to inform
Kitchener specific needs.
6. Existing rental units in the primary housing market are not meeting demand.
• Market rental housing is becoming too expensive for an increasing number of people.
• Based on the number of rental households in core need, the amount of new affordable
rental housing needed for people with low to moderate incomes is over 8,000 rental
units.
7. Attaining affordable housing is especially challenging for:
• Homeless — especially for people with mental health and addiction challenges
• Students and youth
• Recent immigrants
• Indigenous people
• Single parents
• People earning the minimum wage
• People with disabilities with low to moderate incomes
• Seniors, especially those in rental housing or requiring care. The population aged 65
years and older increased by 35% from 2006 to 2016 and is expected to almost double
(increase by 94%) by 2041.
8. Housing data specific to the City of Kitchener has been challenging to collect. Additional
work is needed to assess housing for:
• Homeless
• Seniors
• Immigrants
• Students
• Future population
City of Kitchener Housing Needs Assessment (2020) A-132
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9. Renovictions, where tenants are displaced from their homes to allow major renovations
or redevelopment to proceed, are not tracked or monitored for Kitchener.
• Renovictions remove affordable housing and generally result in much higher rents being
charged post renovation or redevelopment.
10. Housing held for investment is not tracked or monitored for Kitchener.
• Commodification of housing, where housing is held on speculation, for investment, or
used to generate income instead of as a place to live is increasing through Airbnbs, rental
condos, or other untracked rental housing types.
11. Kitchener has an experienced non-profit housing sector.
• The sector is overworked and under—resourced.
• Non-profit housing and service providers have plans and ideas that would be effective
in addressing housing challenges.
12. The private sector is interested in developing affordable housing and improving the
development review process and planning context to allow more housing to be built.
13. More collaboration is needed between the City and the Region to identify and address
housing challenges in Kitchener.
City of Kitchener Housing Needs Assessment (2020)
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City of Kitchener Housing Needs Assessment (2020)
FA= EIA L!
Appendix 1a: Affordable Housing Definition (Provincial Policy Statement, 2014)
Rental Housing
the least expensive of:
3. housing for which the purchase price
results in annual accommodation
costs which do not exceed 30 percent
of gross annual household income for
low and moderate income
households; or
4. housing for which the purchase price
is at least 10 percent below the
average purchase price of a resale
unit in the regional market area
the least expensive of:
3. a unit for which the rent does not
exceed 30 percent of gross annual
household income for low and
moderate income households; or
4. a unit for which the rent is at or
below the average market rent of a
unit in the regional market area.
Households with incomes in the
lowest 60 percent of the income
distribution for the regional
market area
Households with incomes in the
lowest 60 percent of the income
distribution for renter
households for the regional
market area
City of Kitchener Housing Needs Assessment (2020) 2
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Appendix 1b: Glossary of Key Terms
Aboriginal Housing — Non-profit housing provider with a focus on the Indigenous community (Ontario
Aboriginal Housing Services).
Acceptable housing—Acceptable housing refers to housing that is adequate in condition, suitable in size,
and affordable (CMHC).
Activity Limitations - Activity limitations is a measure that identifies respondents who experienced
activity limitations imposed by a condition or by long-term physical and/or mental health problem that
lasted or is expected to last more than six months. The measure is not specific to a single condition and
does not identify whether multiple conditions are present (Statistics Canada, 2016).
Adequate Housing - Adequate housing does not require any major repairs, according to residents
(Government of Canada, 2017d).
Affordable housing (Rent or Own) - Affordable housing costs less than 30% of before -tax household
income. Shelter costs include the following:
• For renters: rent and any payments for electricity, fuel, water and other municipal services;
• For owners: mortgage payments (principal and interest), property taxes, and any
condominium fees, along with payments for electricity, fuel, water and other municipal
services. (CMHC)
Average Shelter Cost - Average shelter cost refers to the total monthly shelter cost paid by the household
for their dwelling. Shelter costs include the following:
• For renters: rent and any payments for electricity, fuel, water and other municipal services;
• For owners: mortgage payments (principal and interest), property taxes, and any
condominium fees, along with payments for electricity, fuel, water and other municipal
services. (CMHC)
Average Shelter -Cost -to -Income Ratio (STIR) - Average shelter -cost -to -income ratio (STIR) refers to the
proportion of total before -tax household income spent on shelter. The shelter -cost -to -income ratio is
calculated for each household individually by dividing its total annual shelter cost by its total annual
income. The average STIR is then computed by taking the average of the individual households' STIRS
(CMHC).
Census metropolitan area (CMA) and Census agglomeration (CA) — Area consisting of one or more
neighbouring municipalities situated around a core. A census metropolitan area must have a total
population of at least 100,000 of which 50,000 or more live in the core. A census agglomeration must
have a core population of at least 10,000 (Statistics Canada, 2018).
Census tract (CT) - Census tracts (CTs) are small, relatively stable geographic areas that usually have a
population between 2,500 and 8,000 persons. They are located in census metropolitan areas and in
census agglomerations that had a core population of 50,000 or more in the previous census.
https://wwwl2.statcan.gc.ca/census-recensement/2011/ref/dict/geo013-eng.cfm
City of Kitchener Housing Needs Assessment (2020) 3
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Community Housing - See Social Housing
Condominium — A building with several units (such as houses, townhouses or apartments), where each
unit is privately owned. Condominium ownership comes with joint ownership of common elements (such
as indoor parking, landscaped areas, common gym, elevators) with other owners. Shared ownership of
common elements means sharing repair and maintenance associated costs (Canada & CMHC, 2009;
Condominium Authority of Ontario, n.d.).
Co-operative Housing — Co-operative housing are democratic communities and are governed by their
members. The tenants sign an occupancy agreement and make decisions on how the co-operative
operates (CMHC, 2018b).
Core Housing Need Status or Housing below standards — A household that falls short of at least one of
the standards such as adequacy, affordability and suitability comes under category of Core Housing Need
Status or Housing below standards. It also include spending 30% or more of its total before -tax income
to pay the median rent of alternative local acceptable housing (CMHC, n.d.).
Decile —splitting the data into 10% groups. Income deciles divide the population into 10 equal -sized
groups according to the rank of the total income (Government of Canada, 2017a).
Density — Density is residents and jobs per hectare (Kitchener, 2014).
Development Charges - Development charges are the costs levied on new developments to cover
maintain the infrastructure needed to accommodate the new development, including roads, water and
sewer infrastructure, community centres and fire protection. Development charges help cover these
costs to help ensure minimal burden is put on the taxpayer (Kitchener, 2019).
Emergency shelters — Facilities that provide temporary, short-term accommodation for homeless
individuals and families. This may or may not include other services such as food, clothing or counselling
(E. and S. D. Canada, 2019).
Homelessness — Homelessness is the situation of someone who is without stable, permanent and
appropriate housing. Along the continuum there are four main categories of homeless: unsheltered,
emergency sheltered, provisionally accommodated and at risk of homelessness (CMHA, 2012).
Ownership — Privately owned housing, a home that is owned by a person or company (Canada & CMHC,
2009).
Family household — Family household refers to a household that contains at least one census family, that
is, a married couple with or without children, or a couple living common-law with or without children, or
a Ione parent living with one or more children (Ione -parent family) (Statistics Canada, 2015a).
One -family household — One -family household refers to a single census family (with or without other
persons) that occupies a private dwelling (Statistics Canada, 2015a).
Multiple -family household — Multiple -family household refers to a household in which two or more
census families (with or without additional persons) occupy the same private dwelling. Family
City of Kitchener Housing Needs Assessment (2020) 4
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households may also be divided based on the presence of persons not in a census family (Statistics
Canada, 2015a).
Non -family household — Non -family household refers to either one person living alone in a private
dwelling or to a group of two or more people who share a private dwelling, but who do not constitute a
census family (Statistics Canada, 2015a).
Low income cut-offs (LICO) — The low income cut-offs are income thresholds below which a family will
likely devote a larger share of its income on the necessities of food, shelter and clothing than the average
family (Statistics Canada, 2015b).
Market housing — Market housing is the purpose built housing for profit by private firms or developers.
House prices are typically dictated by market dynamics or supply and demand.
Market Rent—The rent of a residential unit dictated by market dynamics, location and amenities. Market
rent does not include rent support or subsidies.
National Occupancy Standard (NOS) — The National Occupancy Standard (NOS) is comprised of the
common elements of provincial/territorial occupancy standards. The NOS determines the number of
bedrooms a household requires given its size and composition (CMHC, n.d.).
Non-MarketHousing— Housingthat is financed in part by the government. Includes Shelters, Transitional
Housing, Supportive Housing, Social Housing and Subsidized Rental Housing (CMHC, 2018a).
Percentile — Percentile is exploring the distribution of number sets using various exploratory data analysis
graphs (Robertson, 2004).
Primary household maintainer — The first person in the household identified as someone who pays the
rent, or the mortgage, or the taxes, or the electricity or other services or utilities for the dwelling. When
more than one member of the household contributes to the payments, the first person listed is chosen
as the primary household maintainer. If no person in the household is identified as making any such
payments, the first person listed is selected by default (Government of Canada, 2017c).
Primary Rental Market—The primary rental market, consists of units in privately initiated, purpose-built
rental structures of three units or more (CMHC, 2018c).
Secondary Rental Market (SRM) —The dwellings not covered by the regular purpose built rental market
units. Following dwelling component are considered in SRMS:
• Rented single -detached houses.
• Rented double (semi-detached) houses (i.e.. Two units of approximate equal size and under
one roof that are situated either side-by-side or front -to -back).
• Rented freehold row/town homes.
• Rented duplex apartments (i.e. one -above -other).
• Rented accessory apartments (separate dwelling units that are located within the structure of
another dwelling type).
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• Rented condominiums (can be any dwelling type but are primarily apartments).
• One or two apartments which are part of a commercial or other type of structure. (CMHC,
2019)
Seniors Care Facility — a building or property developed with beds or dwelling units geared to persons
aged 65+ and that also offers some level of medical care or personal assistance. Typically, there is also
shared spaces, such as dining or recreational areas. These may be referred to as Residential Care
Facilities, Nursing Homes or Retirement Homes. Some sites may include a continuum of care or housing
that has a care facility along with other dwelling units on site, such as townhouses or apartment units
that may be more independent but still part of the same overall development.
Shelter -Cost -to -Income Ratio — The proportion or percentage of average total income of households
which is spent on shelter costs (Secretariat, 2016).
Social housing — Social housing units are operated by housing providers, which are not-for-profit
organizations, co-ops, private landlords, or municipal corporations (Office of the Auditor General of
Ontario, 2017, p. 14).
Suitable housing — Suitable housing has enough bedrooms for the size and make-up of resident
households, according to National Occupancy Standard (NOS) requirements. Enough bedrooms based
on NOS requirements means one bedroom for:
• each cohabiting adult couple;
• unattached household member 18 years of age and over;
• same-sex pair of children under age 18;
• and additional boy or girl in the family, unless there are two opposite sex children under 5
years of age, in which case they are expected to share a bedroom.
• A household of one individual can occupy a bachelor unit (i.e. a unit with no bedroom).
(CMHC, n.d.)
Supportive housing — Housing that provides a physical environment that is specifically designed to be
safe, secure, enabling and home -like, with support services such as social services, provision of meals,
housekeeping and social and recreational activities, in order to maximize residents' independence,
privacy and dignity (Canada, 2018).
Transitional housing — Short-term accommodation for those leaving emergency shelters or in need of
housing during a life transition, including people with mental illness and addictions, single mothers and
victims of violence (211 Ontario, n.d.).
VisitAbility—VisitAbility is the concept of designing and building homes with basic accessibility. VisitAble
homes provide easy access on the main level for everyone. VisitAble housing offers a convenient home
for residents and a welcoming environment for visitors of all ages and mobility (Canadian Centre on
Disability Studies, n.d.).
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Working Poor — The working poor are who struggle to make ends meet.
Working poor in Canada are defined as individuals between 18 and 64 years who live independently, are
not students, and earn at least $3 000 a year with an after-tax family income below the low-income
threshold. The working poor Canadians are more likely to have:
• less stable jobs
• unpredictable work hours
• fewer benefits (e.g., drug and dental plans, disability insurance)
• greater health problems
(P. H. A. of Canada, 2019)
City of Kitchener Housing Needs Assessment (2020) 7
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Appendix 2: Provincial Inclusionary Housing Information Requirements
Provincial inclusionary housing assessment information requirements$ and Ontario regulations9
require an inclusionary housing assessment to include:
1. An analysis of demographics and population in the municipality.
2. An analysis of household incomes in the municipality.
3. An analysis of housing supply by housing type currently and planned for in the
municipality.
4. An analysis of housing types and sizes of units that may be needed to meet anticipated
demand for affordable housing.
5. An analysis of the current average market price and the current average market rent for
each housing type, taking into account location in the municipality.
6. An analysis of potential impacts on the housing market and on the financial viability of
development or redevelopment in the municipality from inclusionary zoning by-laws,
including requirements in the by-laws related to the matters in clauses 35.2 (2) (a), (b),
(e) and (g) of the Act, accounting for:
i. value of land,
ii. cost of construction,
iii. market price,
iv. market rent, and
v. housing demand and supply.
7. Provincial policies and plans and Official plan policies.
8. A written opinion on the analysis from a person independent of the municipality and
who, in the opinion of the council of the municipality, is qualified to review the analysis.
The provincial regulations10 require inclusionary housing monitoring reports to include:
1. Number of affordable housing units.
2. Types of affordable housing units.
3. Location of the affordable housing units.
4. Range of household incomes for which the affordable housing units were provided.
5. Number of affordable housing units that were converted to units at market value.
6. Proceeds received by the municipality from affordable housing unit sales.
8 As per Ministry of Municipal Affairs and Housing website: http://www.mah.gov.on.ca/Pagel3790.aspx
9 Ontario Regulation (O. Reg) 232/18
i0 See #26.
City of Kitchener Housing Needs Assessment (2020) 8
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Appendix 3: City of Kitchener Official Plan Policies References
Supply — Development, Redevelopment and Intensification
4.C.1.1. The City will maintain at all times the ability to accommodate residential growth for a
minimum of ten years through residential intensification and redevelopment and, if necessary,
lands which are designated and available for residential development.
4.C.1.2. The City will maintain at all times where new development is to occur, land with
servicing capacity sufficient to provide at least a three year supply of residential units available
through lands suitably zoned to facilitate residential intensification and redevelopment, and
land in draft approved and registered plans.
4.C.1.3. The majority of new residential growth in the Built -Up Area will occur within
Intensification Areas in accordance with Policies 3.C.1.4 through 3.C.1.12 inclusive.
4.C.1.4. The prioritization of new growth in Designated Greenfield Areas will be in accordance
with Kitchener's Growth Management Program and applicable policies in Section 17.E.5.
4.C.1.5. The City will support and assist the Region in the creation and implementation of a
regional housing statement and/or strategy.
4.C.1.6. The City will identify and encourage residential intensification and/or redevelopment,
including adaptive re -use and infill opportunities, including second dwelling units, in order to
respond to changing housing needs and as a cost-effective means to reduce infrastructure and
servicing costs by minimizing land consumption and making better use of existing community
infrastructure.
4.C.1.7. The City may require a site plan, elevation drawings, landscaping plans and any other
appropriate plans and/or studies, to support and demonstrate that a proposed development or
redevelopment is compatible with respect to built form, architectural design, landscaping,
screening and/or buffering. These requirements are intended to address the relationship to
adjacent residential development, to ensure compatibility with the existing built form and the
community character of the established neighbourhood and to minimize adverse impacts.
4.C.1.8. Where a special zoning regulation(s) or minor variance(s) is/are requested, proposed or
required to facilitate residential intensification or a redevelopment of lands, the overall impact
of the special zoning regulation(s) or minor variance(s) will be reviewed, but not limited to the
following to ensure, that:
a) Any new buildings and any additions and/or modifications to existing buildings are
appropriate in massing and scale and are compatible with the built form and the
community character of the established neighbourhood.
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b) Where front yard setback reductions are proposed for new buildings in established
neighbourhoods, the requested front yard setback should be similar to adjacent
properties and supports and maintain the character of the streetscape and the
neighbourhood.
c) New additions and modifications to existing buildings are to be directed to the rear
yard and are to be discouraged in the front yard and side yard abutting a street, except
where it can be demonstrated that the addition and/or modification is compatible in
scale, massing, design and character of adjacent properties and is in keeping with the
character of the streetscape.
d) New buildings, additions, modifications and conversions are sensitive to the exterior
areas of adjacent properties and that the appropriate screening and/or buffering is
provided to mitigate any adverse impacts, particularly with respect to privacy.
e) The lands can function appropriately and not create unacceptable adverse impacts for
adjacent properties by providing both an appropriate number of parking spaces and an
appropriate landscaped/amenity area on the site
f) The impact of each special zoning regulation or variance will be reviewed prior to
formulating a recommendation to ensure that a deficiency in the one zoning
requirement does not compromise the site in achieving objectives of compatible and
appropriate site and neighbourhood design and does not create further zoning
deficiencies.
4.C.1.9. Residential intensification and/or redevelopment within existing neighbourhoods will
be designed to respect existing character. A high degree of sensitivity to surrounding context is
important in considering compatibility.
4.C.1.10. Where appropriate, and without limiting opportunities for intensification, the City will
encourage and support the ongoing maintenance and stability of existing housing stock in the
city by:
a) supporting the reuse and adaption of the housing stock through renovation,
conversion and rehabilitation;
b) supporting community access to funding programs for the rehabilitation and repair of
housing.
4.C.1.11. A demolition control application will be required for any requeststo remove residential
dwelling units from the housing supply in accordance with the Demolition Control Policies in
Section 17.E.25.
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Variety and Integration
4.C.1.12. The City favours a land use pattern which mixes and disperses a full range of housing
types and styles both across the city as a whole and within neighbourhoods.
4.C.1.13. The City will work with the development industry and other community members to
identify and encourage innovative housing types and designs in the city where such innovation
would:
a) be compatible with surrounding land uses;
b) support the development of complete communities;
c) provide live/work and home occupation opportunities;
d) incorporate energy conservation features and the use of alternative energy systems
and/or renewable energy systems;
e) reduce municipal expenditures;
f) protect natural heritage features;
g) provide accessible and affordable housing to residents;
h) conserve and/or enhance our cultural heritage resources;
i) celebrate the cultural diversity of the community;
j) be transit -supportive and/or transit -oriented; or,
k) reflect, add and/or enhance architectural interest and character.
4.C.1.14. The City will have standards/guidelines for non-residential sites which are adjacent to
residential sites, including, but not limited to screening, berming, fencing, or landscaping where
appropriate and in accordance with the Urban Design Policies in Section 11.
4.C.1.15. The City will collaborate and plan to implement the affordable housing targets and
other recommendations established in the Region's Housing Action Plan.
4.C.1.16. Where a development application proposing residential uses is submitted for a site
containing two hectares or more of developable lands, the City will require, wherever
appropriate, a minimum of 30 percent of new residential dwelling units to be planned in forms
other than single detached and semi-detached dwellings, and may include housing forms such
as street or cluster townhouses and multiple residential buildings.
City of Kitchener Housing Needs Assessment (2020) 11
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4.C.1.17. The City may require the allocation of lands for a minimum number of units of
affordable housing when considering applications for new residential development to ensure
that new residential developments satisfy the requirements of the Provincial Policy Statement
relating to the provision of affordable housing. These lands will either be retained and developed
by a developer as affordable housing or made available to a cooperative or non-profit housing
group
4.C.1.18. The City supports the principle that housing assistance be provided to members of the
community who have difficulty accessing safe, suitable and affordable housing. The City, in
cooperation with senior levels of government, the Region, private landlords, builders and
community groups will continue to utilize existing programs and seek improved and cost
effective senior government assistance to provide a range of housing options that address
affordable housing needs across the housing continuum.
4.C.1.19. The City will encourage and support affordable housing to locate in close proximity to
public transit, commercial uses and other compatible non-residential land uses, parks and
community facilities and have convenient access to community, social and health services.
4.C.1.20. The City will support and attempt to accommodate residents who may wish to adapt
their housing to better suit their circumstances and needs that may change over time, provided
these changes to the housing do not significantly impact the nature or community character of
the surrounding residential area.
4.C.1.21. The City will support developments in appropriate locations that allow residents to age
in place.
4.C.1.22. The City will encourage the provision of a range of innovative housing types and
tenures such as rental housing, freehold ownership and condominium ownership including
common element condominium, phased condominium and vacant land condominium, as a
means of increasing housing choice and diversity. Def. No. 13
Second Dwelling Units, Garden Suites and Coach House Dwelling Units"
4.C.1.23. The City will support the addition of a second dwelling unit within a residential unit,
where desirable and appropriate unless otherwise limited by the policies of this Plan, and in
accordance with the City's Zoning By-law, in order to provide another housing option to
Kitchener homeowners and residents.
11 Note: As of the time of this report, the Region of Waterloo had just issued the Notice of Decision to approve an
Official Plan Amendment by the City of Kitchener to amend the policies and wording thereof to allow for "Additional
Dwelling Units". This would aligned with provincial changes to The Planning Act through Bill 108 that allows for
un to 3 dwelling units on a lot. For Kitchener this would be within the main dwelling or with a rear yard unit.
City of Kitchener Housing Needs Assessment (2020) 12
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4.C.1.24. The City, in accordance with Planning Act and other applicable legislation, will permit
stand-alone secondary dwelling units, such as a coach house dwelling or a garden suite as an
ancillary use to all single detached dwellings, subject to a Zoning By-law Amendment and
appropriate zoning regulations being in place.
The following criteria will be considered as the basis for all Zoning By-law Amendments to permit
a coach house dwelling or a garden suite.
a) the use is subordinate to the main dwelling on the lot;
b) the use can be integrated into its surroundings with negligible visual impact to the
streetsca pe;
c) the use is compatible in design and scale with the built form on the lot and the
surrounding residential neighbourhood in terms of massing, height and visual
appearance; and, d) other requirements such as servicing, parking, access, stormwater
management, tree preservation, landscaping and the provision of amenity areas. Coach
houses and garden suites will be subject to site plan control.
Special Needs Housing
4.C.1.25. The City recognizes the need for special needs housing in our community and supports
the integration of these housing types at appropriate locations, subject to any locational criteria.
4.C.1.26. Appropriately scaled special needs housing will be permitted in any land use
designation which permits residential uses.
4.C.1.27. The City will encourage and support the creation and retention of special needs
housing.
4.C.1.28. The City will ensure that new special needs housing or the adaptive reuse of existing
buildings for special needs housing is compatible in terms of use and built form with the
surrounding context.
4.C.1.29. The City will encourage and support special needs housing to locate in close proximity
to public transit, commercial uses and other compatible non-residential land uses, parks and
community facilities and have convenient access to community, social and health services.
Residential Care Facilities
4.C.1.30. Residential care facilities will be permitted in any land use designation which permits
residential uses. The size, scale, types, location and concentration of residential care facilities
may be further regulated in the City's Zoning By-law.
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4.C.1.31. The City will support comprehensively planned and developed residential care facilities
that vary housing forms to allow residents to transition through life stages.
Lodging Houses
4.C.1.32. The City will permit up to 3 lodgers within any dwelling unit in any land use designation
permitting residential uses.
4.C.1.33. Lodging houses with between 4 and 8 residents will only be permitted in zones
permitting multiple dwellings.
4.C.1.34. The City's Zoning By-law will specifically regulate lodging houses and the appropriate
zones in which they may be permitted subject to licensing, and safety regulations and the ability
to integrate such housing forms in an acceptable and appropriate manner.
4.C.1.35. The City will encourage lodging houses to locate within walking distance of public
transit and in close proximity to supportive non-residential uses and parks and recreational
facilities.
4.C.1.36. The City may incorporate minimum distance separation regulations between lodging
houses in the City's Zoning By-law to prevent the undue concentration of lodging houses in
specific areas of the city and to encourage this type of use throughout the city.
Live/Work Units
4.C.1.37. Live/work units will be permitted in any land use designation which permits residential
uses subject to the following:
a) the live/work unit is appropriate in massing and scale and are compatible with the
built form and the character of the neighbourhood;
b) the live/work unit can function appropriately and not create unacceptable adverse
impacts for adjacent properties; and,
c) adequate parking is available.
4.C.1.38. Live/work units are encouraged to locate on major collector and arterial streets and
roads.
4.C.1.39. A live/work unit will have a dwelling component located in the unit and any
appropriate business or work purpose use will be located on the ground floor.
4.C.1.40. The location, scale, types of business or work purpose uses, size of units will be further
regulated in the City's Zoning By-law.
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Home Occupations
4.C.1.41. A home occupation may be permitted as an ancillary use within a dwelling unit subject
to all of the following:
a) the home occupation functions as a subordinate activity to the main residential use;
b) the home occupation does not generate adverse impacts, traffic or parking problems
in the immediate area;
c) the home occupation does not alter the principal character or external appearance of
the dwelling and the property involved;
d) the home occupation is at a scale and nature that is compatible with the surrounding
residential neighbourhood; and,
e) there is no outside storage of goods associated with the home occupation.
The Zoning By-law may provide regulations for home occupations in residential dwelling units.
Condominium Conversions
4.C.1.42. A development application to create a plan of condominium, which would result in the
conversion of rental affordable housing to condominium ownership, may only be permitted
where:
a) the rental vacancy rate for comparable units for the City of Kitchener or the Kitchener
Census Metropolitan area, if not available for the City of Kitchener, has been at or above
3 percent for the preceding three years; or,
b) the conversion will address and result in the creation of affordable housing for
affordable home ownership; or,
c) the conversion will rectify existing health and safety issues through the completion of
building renovations/retrofits, the cost of which would necessitate an increase in rent
levels above the affordability threshold; and,
d) the owner/applicant submits a detailed inspection report on the physical condition of
the property by a qualified architect or engineer to the satisfaction of the City;
e) tenants have the option to continue to lease their units following the approval of the
conversion to condominium in accordance with the provisions of the Residential
Tenancies Act; and,
City of Kitchener Housing Needs Assessment (2020)
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f) the owner enters into an agreement with the City which states that tenants may have
first right to purchase their units or allows them to continue to rent despite the tenure
of the building.
Community Improvement Project Areas
17.E.9.2. Community Improvement Project Areas may be established by Council and designated
by by-law, in accordance with the provisions of the Planning Act, as long as the area satisfies one
or more of the following criteria:
c) the area contains an inappropriate range of housing types and densities including
insufficient affordable housing;
Conditional Zoning
Conditional Zoning is a tool that may be utilized to impose conditions on the use of lands or the
erection of buildings or structures. Conditional Zoning is intended to allow a more flexible zoning
process and provides the City with the authority to secure conditions in agreements that may
be registered on title and enforced against both current and future owners of the lands.
17.E.14.1. When regulations have been enacted by the Province to authorize the use of
Conditional Zoning By-laws in accordance with the Planning Act, the City may, in a Zoning By-
law, permit a use of land or the erection, location or use of buildings or structures subject to one
or more prescribed conditions on the use, erection or location.
17.E.14.2. Prior to the enactment of a Zoning By-law under the Conditional Zoning Policies of
this Plan, the City may require the owner to enter into one or more legal agreements to be
registered on title against the lands to which it applies, dealing with the said conditions and
matters related to implementation.
Bonusing Provisions12
Bonusing is a strategy that is permitted by the Planning Act and may be used by the City to assist
in the development or redevelopment of key areas in the city. It involves increasing the height
and/or density of a development or redevelopment in exchange for community benefits.
7.E.17.1. Regulations may be incorporated into the Zoning By-law to permit increases in the
height and/or density of a development or redevelopment where such development or
12 Note: While at the time of this report, the Bonusing policies of the Kitchener Official Plan are in effect, the passing
of Bill 108 has changed Section 37 of The Planning Act thus altering the implementation of the policies. Following
the provision of regulations regarding the revised section, and as it relates to preparation of Community Benefits
Charges Study and By-law by a specified time period, it is expected that amendments will be required to these and
other related policies of the Official Plan.
City of Kitchener Housing Needs Assessment (2020) 16
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redevelopment would provide community benefits above and beyond what would otherwise be
required in accordance with the Planning Act, and provided the proposed increases would:
a) help implement the vision, goals and objectives of this Plan;
b) constitute good planning and help address any planning issues associated with the
development or redevelopment; and,
c) help implement and be in accordance with the Urban Design Policies in Section 11 and
be compatible with adjacent properties and the surrounding area.
17.E.17.2. Community benefits may include:
1) the provision of affordable, special needs, assisted or subsidized housing;
o) the provision of dwelling units in the Urban Growth Centre (Downtown).
17.E.17.3. The use of the bonusing by-laws will be strongly encouraged to be used within the
Urban Growth Centre (Downtown) and Major Transit Station Areas. The use of bonusing policies
and by-laws may also be considered for use in City Nodes and Community Nodes where specific
policies allowing bonusing are included in the applicable land use designation.
17.E.17.4. Bonusing by-laws will only be considered where there is sufficient infrastructure and
capacity to accommodate the additional height and/ or additional density of the development
or redevelopment and that the development is compatible and meets the other policies of this
Plan.
17.E.17.5. An owner may transfer the increase in height or density achieved through Policy
17.E.17.2 j) from lands on which such community benefit is provided to lands having the same
land use designation or to lands in the Urban Growth Centre (Downtown).
17.E.17.6. Prior to the enactment of a Zoning By-law under the Bonusing Provisions Section of
this Plan, or prior to the transfer of development rights, the City will require the owner to enter
into one or more legal agreements to be registered on title against the lands to which it applies,
dealing with the amount of additional height and/or density and the provision and timing of
community benefits.
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Appendix 4: Detailed Tables
Table 1: Population: Kitchener, Region of Waterloo and Ontario; 2001-2016
Source: Statistics Canada Community Profiles, Region of Waterloo, Ontario Ministry of Finance
Table 2: Population: Region of Waterloo & Area Municipalities, Ontario; 2006-2016
1.1 .
Number of %
People Change
1
Number of
People
%
Change
1
Number of
People
Change
204,668
7.5%
219,153
7.1%
233,222
6.4%
• • 97,475
12.6%
98,780
1.3%
104,986
6.3%
• • • 120,371
9.1%
126,748
5.3%
129,920
2.5%
9,789
4.5%
10,713
9.4%
11,260
5.1%
• 9,063
3.4%
9,334
3.0%
10,215
9.4%
• 17,097
15.0%
19,223
12.4%
20,545
6.9%
• • 19,658
8.0%
23,145
17.7%
25,006
8.0%
• • • 478,121
9.0%
507,096
6.1%
535,154
5.5%
• 12,160,282
6.6%
12,851,821
5.7%
13,448,494
4.6%
Source: Statistics Canada Community Profiles
City of Kitchener Housing Needs Assessment (2020) 18
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Table 3: Kitchener Projected Population, Households & Average Household Size, 2006-2041
219,153
6.6%
86,374
8.1%
2.5
233,222
6.0%
92,217
6.3%
2.5
249,450
6.5%
100,100
7.9%
2.5
264,400
5.7%
107,197
6.6%
2.5
279,500
5.4%
114,366
6.3%
2.4
294,850
5.2%
121,246
5.7%
2.4
310,000
4.9%
127,587
5.0%
2.4
Source: Statistics Canada Community Profiles, Region of Waterloo Population Forecast Data
Table 4: Population Distribution by Age and Sex
Total
Male
Female
Total Male Female
Total Male Female
13,705
7,010
6,700
13,710
6,985
6,725
0.0%
-0.4%
0.4%
12,320
6,270
6,055
14,020
7,165
6,855
13.8%
14.3%
13.2%
12,620
6,485
6,135
13,140
6,715
6,430
4.1%
3.5%
4.8%
14,025
7,205
6,820
13,370
6,825
6,545
-4.7%
-5.3%
-4.0%
15,955
7,980
7,970
16,125
8,270
7,855
1.1%
3.6%
-1.4%
17,620
8,720
8,900
18,560
9,200
9,365
5.3%
5.5%
5.2%
16,395
8,230
8,160
17,970
8,905
9,060
9.6%
8.2%
11.0%
15,500
7,745
7,750
16,375
8,160
8,215
5.6%
5.4%
6.0%
15,850
7,935
7,915
15,565
7,690
7,875
-1.8%
-3.1%
-0.5%
• 17,245
8,535
8,705
15,980
7,940
8,045
-7.3%
-7.0%
-7.6%
16,065
7,900
8,160
17,230
8,515
8,710
7.3%
7.8%
6.7%
13,655
6,570
7,090
15,685
7,710
7,975
14.9%
17.4%
12.5%
• 11,330
5,485
5,845
13,100
6,250
6,850
15.6%
13.9%
17.2%
8,115
3,795
4,325
10,650
5,070
5,575
31.2%
33.6%
28.9%
6,260
2,955
3,305
7,585
3,485
4,100
21.2%
17.9%
24.1%
4,985
2,190
2,800
5,760
2,640
3,120
15.5%
20.5%
11.4%
3,980
1,595
2,390
4,130
1,735
2,390
3.8%
8.8%
0.0%
3,525
1,135
2,390
4,265
1,465
2,805
21.0%
29.1%
17.4%
• 219,155
107,735
111,420
233,220
114,715
118,505
6.4%
6.5%
6.4%
• 37.2
36.3
38.1
39
38
39.9
4.8%
4.7%
4.7%
Source: Statistics Canada Community Profile
City of Kitchener Housing Needs Assessment (2020) 19
7-162
Table 5: People by Age Grouping and Projections
Source: Statistics Canada Community Profiles, Region of Waterloo Population Forecast Data
Table 6: Household Tenure: Kitchener, Waterloo Region and Ontario (2016)
Owner HouseholdsHouseholds..
• 51,615
25.2%
78,380 38.3%
50,665
24.8%
24,005 11.7%
204,665
52,670
24.0%
81,320 37.1%
58,295
26.6%
26,865 12.3%
219,150
54,240
23.3%
84,595 36.3%
61,995
26.6%
32,390 13.9%
233,220
57,468
23.0%
88,910 35.6%
64,057
25.7%
39,015 15.6%
249,450
60,252
22.8%
92,454 35.0%
65,024
24.6%
46,670 17.7%
264,400
61,656
22.1%
96,692 34.6%
66,867
23.9%
54,285 19.4%
279,500
63,598
21.6%
100,245 34.0%
71,358
24.2%
59,649 20.2%
294,850
65,752
21.2%
104,636 33.8%
76,735
24.8%
62,877 20.3%
310,000
Source: Statistics Canada Community Profiles, Region of Waterloo Population Forecast Data
Table 6: Household Tenure: Kitchener, Waterloo Region and Ontario (2016)
Source: Statistics Canada Community Profile
Table 7: Household Tenure, 2006 to 2016
Source: Statistics Canada Community Profiles
Table 8: Age of Primary Household Maintainer by Housing Tenure, 2006 to 2016
Owner HouseholdsHouseholds..
Owner
Renter
Total
57,240
62.1%
34,975 37.9%
92,215
• • • 139,070
68.2%
64,760 31.8%
203,830
• 3,601,825
69.8%
1,559,720 30.2%
5,161,545
Source: Statistics Canada Community Profile
Table 7: Household Tenure, 2006 to 2016
Source: Statistics Canada Community Profiles
Table 8: Age of Primary Household Maintainer by Housing Tenure, 2006 to 2016
Source: Statistics Canada, 2016 Custom Tabulation
City of Kitchener Housing Needs Assessment (2020) 20
7-163
Owner
Renter
Total
Owner
Renter
Total
Owner
Renter
Total
• 615
2,655
3,270
555
2,670
3,225
405
2605
3,015
• 7,340
7,085
14,425
8,350
7,215
15,570
7,270
9,130
16,405
• 11,765
6,425
18,190
11,325
5,830
17,150
11,090
6,010
17,100
• 12,540
4,630
17,165
14,025
5,585
19,605
13,215
6,150
19,365
• 8,745
3,215
11,960
10,855
3,890
14,745
12,265
4,780
17,045
10,145
4,330
14,475
11,015
5,065
16,085
12,995
6,300
19,285
• 51,140
128,345
179,485
156,120
130,250
186,380
157,240
134,975
192.215
Source: Statistics Canada, 2016 Custom Tabulation
City of Kitchener Housing Needs Assessment (2020) 20
7-163
Table 9: Household Size, 2001 to 2016
Source: Statistics Canada Community Profiles
Table 10: Household Size by Tenure, 2016
Source: Statistics Canada, 2016 Custom Tabulation
Table 11: Households by Household Type and Age of Primary Household Maintainer
-
#
%
#
%
#
• 10,580
42.3%
14,420
57.7%
24,995
• 19,525
63.9%
11,030
36.1%
30,560
• 10,450
69.7%
4,535
30.3%
14,985
• 10,875
79.4%
2,830
20.6%
13,705
• 5,810
72.9%
2,160
27.1%
7,970
• 156,400
68.0%
73600
32.0%
230,000
�• . �• 2.7
®
2.1
2.5
Source: Statistics Canada, 2016 Custom Tabulation
Table 11: Households by Household Type and Age of Primary Household Maintainer
-
-34
35-44
45-5
-
'%5i
Couples without children :®�
®�®
•
Couples with children
Lone -parents
Other census family households
•
One person household
®
•
Two+ person household, Non-familyd
�
�
All households • •
®�:
•
Source: Statistics Canada, 2016 Custom Tabulation
City of Kitchener Housing Needs Assessment (2020) 21
7-164
Table 12: Average and Median Household Income by Tenure, 2006 to 2016
Source: Statistics Canada, 2016 Custom Tabulation
Table 13: Average and Median Household Income for Homeowners, 2006 to 2016
Source: Statistics Canada, Census Profiles
Table 14: Number of Owner Households by Income Ranges, 2006 to 2016
off 2,525
4.9%
2,500
Owner
Renter
Total
Owner
Renter
Total
Owner
Renter
Total
• $86,816
$41,395
$70,620
$94,006
$44,790
$76,770
$108,506
$53,943
$85,962
17.2%
10,711
18.7%
of off • 14,600
28.5%
20,095
35.8%
18,705
32.7%
• $74,945
$35,777
$58,920
$81,793
$37,502
$63,709
$93,559
$45,965
$70,774
Source: Statistics Canada, 2016 Custom Tabulation
Table 13: Average and Median Household Income for Homeowners, 2006 to 2016
Source: Statistics Canada, Census Profiles
Table 14: Number of Owner Households by Income Ranges, 2006 to 2016
off 2,525
4.9%
2,500
4.5%
1,600
2.8%
0 off • 6,470
12.7%
6,175
11.0%
6,440
11.3%
1 off • 9,280
18.1%
8,825
15.7%
9,785
17.1%
.0 off • 9,895
19.3%
9,645
17.2%
10,711
18.7%
of off • 14,600
28.5%
20,095
35.8%
18,705
32.7%
• • •- 51,140
100.0%
56,120
100.0%
57,135
100.0%
Source: Statistics Canada, Census Profiles
Table 15: Average and Median Household Income for Renters, 2006 to 2016
Average Household Income Before Taxes •
Median Household Income Before Taxes • •
Source: Statistics Canada, Census Profiles
City of Kitchener Housing Needs Assessment (2020)
22
7-165
Table 16: Housing Stock by Construction Period by Tenure
Source: Statistics Canada, 2016 Custom Tabulation
Table 17: Condition of Housing Stock by Construction Period
1920 or
before
Regular
maintenance
needed
Minor repairs
* needed
Major repairs
needed
Total - Dwelling
condition
1921 to
1945
• •
1946 to
1960
1961 to
1970
.�
�.�
••�
1971 to
1980
• .
1981 to
1990
1991 to
1995
..
1996 to
2000
2001 to
2005
.
2006 to
2010
..
2011 to
2016
•
Total
�.�
•
Source: Statistics Canada, 2016 Custom Tabulation
Table 18: Change in Average Rent and Average Resale House Price vs Inflation, 2008 to 2018
Source: CMHCAnnual Rental Market Reports, Kitchener -Waterloo Association of Realtors Custom Run Data, Bank
of Canada
City of Kitchener Housing Needs Assessment (2020) 23
7-166
Table 19: Average Market Rent By Size: Occupied Units and Vacant Units - 2014 to 2018
Source: CMHC Custom Run Data
Table 20: Seniors' Proportion (%) of Standard Spaces by Rent Range, Kitchener - Cambridge -
Waterloo CMA 2009-2019
I
3.1%
13.1%
III ,..
23.5%
60.3%
3.0%
13.7
Occupied
Units
Vacant
Units
Occupied
Units
Vacant
Units
Occupied
Units
Vacant
Units
Occupied
Units
Vacant
Units
Occupied
Units
Vacant
Units
$672
$717
$812
$789
$948
$960
$1,131
$1,171
$897
$907
$699
$625
$830
$841
$970
$961
$1,144
$1,206
$920
$937
$715
$712
$871
$901
$1,026
$1,244
$1,221
$1,300
$968
$1,149
$701
$794
$890
$900
$1,066
$1,149
$1,232
$1,445
$1,008
$1,096
$771
$883
$930
$1,185
$1,120
$1,398
$1,274
$1,473
$1,051
$1,302
Source: CMHC Custom Run Data
Table 20: Seniors' Proportion (%) of Standard Spaces by Rent Range, Kitchener - Cambridge -
Waterloo CMA 2009-2019
Source: CMHC Seniors' Housing Survey
City of Kitchener Housing Needs Assessment (2020)
24
7-167
I
3.1%
13.1%
III ,..
23.5%
60.3%
3.0%
13.7
15.0%
68.4%
1.9%
9.3
15.5%
73.2%
0
2.4%
9.3%
16.3%
72.0%
0
0.1%
8.6%
14.1%
77.1%
0
1.2%
9.3%
7.7%
81.9%
0
0.2%
5.4%
5.8%
88.6%
0.3%
5.6%
5.2%
89.0%
0.2%
6.5%
4.8%
88.5%
0.3%
7.4%
5.8%
86.5%
0.9%
2.2%
8.7%
88.2%
Source: CMHC Seniors' Housing Survey
City of Kitchener Housing Needs Assessment (2020)
24
7-167
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