The Corporation of the City of St. Catharines GENERAL COMMITTEE AGENDA Regular, Monday, February 8, 2016 Council Chambers, City Hall

His Worship Mayor Walter Sendzik takes the Chair and opens the meeting following Item Number 9 on the Council Agenda Page 1. Call for Reports to be Brought Forward from Consent

2. Motion to Move Reports on Consent

3. Discussion Reports

3 - 8 3.1 Parks, Recreation and Culture Services, Director Niagara Grape and Wine Festival Fee-For-Service Renewal

9 - 12 3.2 Parks, Recreation and Culture Services, Recreation Business Development 2021 Canada Summer Games

13 - 33 3.3 Financial Management Services, Accounting and Payroll Niagara Symphony Association Line of Credit Renewal (Deferred by General Committee, January 25, 2016)

34 - 38 3.4 Fire and Emergency Management Services, Fire Chief Emergency Dispatch Services Working Group (Deferred by General Committee, January 25, 2016)

39 - 40 3.5 Legal and Clerks Services, Legal Services Update to Administrative Monetary Penalty System (AMPS) to include Accessible Parking

4. Consent Reports

41 - 47 4.1 Transportation and Environmental Services, Operations Oakdale Avenue - Westchester Crescent to Merritt Street Operational Review

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48 - 51 4.2 Transportation and Environmental Services, Operations Wilfrid Laurier Neighbourhood – Installation of Parking Prohibitions on Alex Grant Place, Howland Drive, Mackenzie King Avenue, Welland Canals Parkway, and Wilfrid Laurier Crescent

52 - 56 4.3 Parks, Recreation and Culture Services, Programs and Cultural Services Updated Terms of Reference for Welland Canal Fallen Workers Memorial Task Force

57 - 58 4.4 Parks, Recreation and Culture Services, Programs and Cultural Services Task Force Related to Celebrations of Canada’s 150th Anniversary of Confederation

59 - 60 4.5 Parks, Recreation and Culture Services, Enterprise Services 2015 Port Dalhousie Supper Market Review

61 - 66 4.6 Planning and Building Services, Planning Services Bill 73, ‘Smart Growth for Our Communities Act’, Amendments to the Planning Act and Development Charges Act (see General Committee Agenda Item 4.8, Sub-Item 5 for information purposes)

67 - 135 4.7 Legal and Clerks Services, Office of the City Clerk Council Correspondence

5. Report Requests and Directions for Staff

6. In-Camera Session (General Committee) Council will meet In-Camera for the following purposes:  litigation, or potential litigation, including matters before administrative tribunals, affecting the municipality or local board  personal matters about an identifiable individual, including municipal or local board employees  acquisition or disposition of land by the municipality or local board, Realty File No. 15-96

7. Adjournment The Mayor will call for adjournment following the In-Camera session.

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Corporate Report

Report from Parks, Recreation and Culture Services, Director

Date of Report: January 4, 2016 Date of Meeting: February 8, 2016

Report Number: PRCS-023-2016 File: 35.60.20

Subject: Niagara Grape and Wine Festival Fee-For-Service Renewal

Recommendation That Council direct staff to enter into an agreement with the Niagara Grape and Wine Festival for the provision of services associated with the annual Festival at a rate of $50,000 per annum plus in-kind fees as indicated in the Fee-for-Service Agreement to the maximum amount shown therein with the understanding that the Wine Festival is responsible for all City related costs over and above for a period covering the 2016, 2017 and 2018 Festivals; and

That the PRCS be authorized to disburse $50,000 to the Niagara Grape and Wine Festival for the 2016 festival after the said agreement has been executed; and

That current line of credit guarantee be maintained for a one year period ending May 1, 2017, and

That the 2017 and 2018 disbursements, subject to Council review, be conditional upon satisfactory reports back to Council; and

Further, that the City Solicitor be directed to prepare the necessary documents and by- laws. FORTHWITH Background Since 1998, City staff have negotiated and implemented a fee-for-service agreement between the Niagara Grape and Wine Festival (NGWF) and the Corporation of the City of St. Catharines. The current 3 year agreement expired on December 31, 2015. During last years’ festival funding approval, Council directed staff to work with the Niagara Grape and Wine Festival to come up with a timeline to remove the City as the line of credit guarantor.

These agreements have sought to increase the overall economic impact of the NGWF by requiring festival organizers to pursue specific organizational, marketing and event goals in order to receive partnership funding from the City of St. Catharines. Each year, Report Page 1 of 6

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the Corporation of the City of St. Catharines has provided $50,000 in support of the NGWF initiatives. This amount has been included in the 2016 budget prepared by the department. Report The mandate of the Niagara Grape and Wine Festival (NGWF) is to create and promote internationally unique and compelling wine experiences and to leverage opportunities for economic activity and tourism potential of the Niagara Peninsula as a grape growing, wine producing and culinary destination. The NGWF organizers present three popular wine festivals in St. Catharines and Niagara during the year. The Niagara Icewine Festival (Winter), the Niagara New Vintage Festival (Spring) and the Niagara Grape and Wine Festival (Fall), which is the largest of the festivals. Rooted in history and tradition, collectively these events have attracted hundreds of thousands of visitors to our community and region for more than half a century. The Niagara Wine Festival continues to be acknowledged as one of the most well-known and respected celebrations garnering several industry awards including a Top 100 Award from Festival and Events Ontario as well as a Top 100 Event in North America Award from the American Bus Association.

The Festival celebrated 64 years of incredible harvest festivities in Niagara this past fall hosting more than 100 events over three weekends including VQA wine and culinary pairings, seminars and live entertainment in downtown St. Catharines and Niagara’s largest annual homecoming in Montebello Park.

In addition to the annual $50,000 contribution, the city also provides in-kind services recognizing these three events not only contribute to the quality and diversity of community life, but also provide significant opportunities for economic activity and tourism leading to increased employment, tourism visitation and spending, and infrastructure development.

The Fall Festival typically has an associated cost that is charged back to the NGWF for use of Montebello Park and other Parks, Recreation and Culture (PRCS) Services including:

In Kind Services by Department Parks, Recreation & Community Services Montebello Park Rental $2,500 Park Repairs $2,300 (inclusive of labour and materials) Showmobile Rental for Parade $1,500 Bleachers for Mayors Stomp $1,000 (as required)

Total $7,300

The proposed renewal agreement specifies that the charges associated with PRC Services be borne by the Corporation of the City of St. Catharines as part of its

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commitment to the NGWF agreement. It should be noted that the values provided are the maximum amount of in-kind contributions.

Line of Credit A line of credit guarantee was approved by City Council at its meeting held on July 13, 2009. The issuance of a line of credit guarantee is considered to be a financial commitment of the City. However, there is no direct cost to the City for providing this guarantee unless the organization defaults on its obligation at which time the City could withhold an appropriate portion of any City community investment as outlined in the fee- for-service agreement. Since it is necessary for the NGWF to incur upfront expenses in advance of receiving revenues from partner/corporate funding sources, it is being recommended that the City extend the current line of credit guarantee for a one-year period ending May 1, 2017 at which time festival staff will report back on feasibility of achieving financial independence.

Fee-for-Service Agreement Obligations With respect to each programmed event, staff are requesting festival organizers to continue preparing an annual report to staff and Council detailing the following obligations as noted below:

1. To ensure minimum service quality standards the Wine Festival will guarantee that the Parade component receives a minimum of $25,000 funding support.

2. City logo/imagery/promotion to be included in all Marketing collateral (NGWF brochures, signage, web-site communications and links, media packages, press releases, etc.).

3. In the program the NGWF promotes and lists related events held within the City of St. Catharines.

4. The NGWF shall forward tourist requests for St. Catharines/Niagara Region accommodations/site seeing information directly to Tourism Services. The NGWF shall endeavor to respond to all requests about Festival programming and events.

5. The NGWF shall work closely with tour operators, attractions and other tourism businesses in St. Catharines to promote all events under the Wine Festival umbrella. This could include potential trade show participation/collateral in cooperation with Tourism Services and industry partners.

6. The NGWF shall extend invitations to the Mayor and/or members of council and/or staff to attend programmed events throughout the year.

7. The NGWF will continue to promote all 3 Festivals and specifically encourage visitor stays and patronage with local accommodation and tourism partners.

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8. In all media opportunities the NGWF will mention the City and Region and detail activities taking place within the City of St. Catharines.

9. The NGWF shall advertise and promote its events throughout the City, the Niagara region in relevant markets. Wherever possible, opportunities for coordinated and cooperative advertising and marketing with the city departments and industry partners will be pursued.

10. The NGWF will be required to annually prepare and submit a year in review to city staff and present to Council on the festival and contractual obligations, while also outlining future festival plans.

11. The NGWF shall document the following visitor data collection components: visitor inquiries (postal code data), event patronage and registration (postal code data) via ticketing registration, and qualitative surveys.

In addition to these general requirements, the fee-for-service agreement requires the NGWF to carry out a specific program or projects in each fiscal year. These initiatives are identified jointly by City staff and NGWF staff, in order to increase the overall economic or tourism impact of the festival. The existing fee-for-service agreement outlines the following specific obligations between 2016, 2017 and 2018.

2015 Festival Highlights Year in Review: 2015 served as another exciting year for the NGWF organizers. BizBash, the leading resource for the event industry, named the NGWF as one of the Top 100 Events in Canada. The Festival Discovery Pass was again a solid success with the program engaging both the 2015 New Vintage Festival attendees as well as the 2015 Icewine Festival attendees. The Discovery Pass allowed visitors to experience wine and culinary adventures at wineries across St. Catharines and Niagara over three weekends. The 2015 Meridian Grande Parade was themed to reflect the addition of Wine Country Ontario’s famed Wine Route in downtown St. Catharines. The “Harvest Street Party” provided the community and visitors an opportunity to embrace one of the region’s largest harvest celebration as well as Brock University and Niagara College’s homecoming. In partnership with Meridian Credit Union the Grande Parade hosted a pre-show program in front of City Hall and on Ontario and St. Paul Street where Meridian staff and family provided face painting, balloons, popcorn and entertainment. The Meridian Centre also sponsored an appearance by Kurt Browning as the Grande Marshall. Community Cares Annual Harvest Drive along the parade route and the Stomp Out Poverty Grape Stomp generated more than 11,000 lbs. of food and life essentials for the St. Catharines and area community. The festival has again continued to successfully leverage numerous advertising opportunities with multiple stakeholders. The cooperative nature of the advertising efforts has provided joint marketing investments between the City of St. Catharines Tourism division, local accommodation partners and Twenty Valley Tourism.

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Future of the Festival 2016-2108 In 2016 the NGWF will look for opportunities to work with the FirstOntario Performing Arts Centre to enhance cultural programming during the Festivals’. Continued support of the FirstOntario Performing Art Centre will be achieved throughout the festivals by leveraging promotional opportunities including but not limited to on-site marketing and thru the Festival website. Festival staff will continue to work with City partners including the Downtown Association to grow wine and culinary programming aimed at driving increased traffic and patronage to the downtown core.

Organizers will also seek the opportunity to work with the Meridian Centre staff management group to produce a new signature event in the Festival’s programming in 2016 through 2018. The intention is that this will become a regular component of ongoing Niagara Wine Festivals. The Festival will again prior to the Grape Stomp, host the 2nd Annual Niagara Mayor’s “Stomp Out Poverty” in support of Community Care. The Niagara Grape and Wine Festival will undertake an Economic Impact study based on programming for the renewed three year term. Festival staff will engage and measure the significant economic impact it has on the region, enabling hospitality, retail, and tourism businesses to prosper annually.

2017 In 2017 the Niagara Wine Festival’s theme will focus primarily on the Celebration of Canada’s 150th birthday. The Festival will continue to look for ways to partner and promote the FirstOntario Performing Arts Centre and Meridian Centre. The Scottie Tournament of Hearts will be held in St. Catharines in 2017. Festival organizers will promote the significance of that event during the 2017 Icewine Festival. Strategic Planning for 2018-2020 will begin this calendar year including partnership interviews and stakeholder roundtables’.

2018 The Strategic Plan will be presented to and approved by the NGWF Board of Directors inclusive of the festivals founding partners. As in years past, festival staff will closely monitor its strategic plan execution and ensure that joint marketing efforts, including cross-promotions, co-branding, cooperative image enhancement, and other cooperative marketing ventures are consistent with the identified goals and objectives. Ideally, this process will result in extended visitation through experiential tourism opportunities tied to the three festivals. Such efforts will reinforce wine festival experience building on the community’s brand as a destination. Financial Implications The NGWF disbursement of $50,000 as per a renewed Fee-For-Service Agreement has been included in the 2016 departmental budget submission.

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Relationship to Strategic Plan The Niagara Grape and Wine Festival supports the social, environmental and economic sustainability goals through work with the local farmers to support the successful harvest, and regeneration of crops, creating three distinct festivals with events that draw the community together, encourages local engagement, employment and investment as well as attracting new visitors to the community to enjoy, support and grow our local economy.

The recommendations of this report support the following Strategic Plan Goal’s identified by Council; • Economic Sustainability – Develop partnerships to enhance the economic vitality of the community. • Social Sustainability – connects people, places and neighbourhoods • Environmental Sustainability – lead in the protection of our environment for future generations • Cultural Sustainability – Embrace our diversity, and celebrate our heritage and history. Conclusion The NGWF continues to have significant economic and tourism impact, offering significant value to residents in addition to serving as a key travel motivator for visitors to St. Catharines creating positive consumer perceptions of Niagara’s Wine Country. Festival staff works closely with City staff ensuring that strategic goals are recognized and incorporated within the development and execution of the Festival's program of events and marketing initiatives. Having Canada’s oldest and largest wine festival continue to call St. Catharines home helps solidify our community’s reputation as cultural and entertainment hub. The City of St. Catharines remains committed to building a strong diverse local economy and this festival continually helps to move that mandate forward.

Notification It is in order to advise Ms. Kimberly Hundertmark, Executive Director, Niagara Grape and Wine Festival, 8 Church Street, Suite 100, St. Catharines, Ontario, L2R 3B3

Prepared and Submitted by: Brian York, Manager of Economic Development, and Karen Doyle, Tourism Marketing Officer

Approved by: David Oakes, Ec.D., MAES, Director Parks, Recreation and Culture Services

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Corporate Report Report from Parks, Recreation and Culture Services, Recreation Business Development Date of Report: January 12, 2016 Date of Meeting: February 8, 2016

Report Number: PRCS-034-2016 File: 68.32.153

Subject: 2021 Canada Summer Games

Recommendation That Council support the Niagara Sport Commission’s investigation of a regional bid application to host the 2021 Canada Summer Games; and

That Council request the Regional Municipality of Niagara endorse the investigation of a regional bid application to host the 2021 Canada Summer Games. FORTHWITH Summary This report presents a case for the City’s possible involvement in a Region of Niagara bid to host the 2021 Canada Summer Games. Background At its meeting of January 25 2016, Council approved a motion directing staff to report back regarding the application process for hosting the 2021 Canada Summer Games. The City of St. Catharines has proven it is an event City and has benefitted greatly from hosting on a national stage. From the World Rowing Championships on the historic Henley to this past summers’ 2015 Pan/Parapan American Games and most recently the 2016 IIHF Ice HockeyU18 Women’s World Championships our community has a historic and successful track record in successful events.

Ontario is confirmed to host the 2021 Canada Summer Games, the country's foremost national multi-sport competition. The Games will be another chance for Ontario to showcase the knowledge, skills and experience gained from hosting the highly successful 2015 Pan Am and Parapan Am Games. Ontario and Newfoundland and Labrador recently traded spots in the Canada Games hosting rotation, with Newfoundland and Labrador committed now to the 2025 Canada Summer Games. Ontario is no stranger to this competition having hosted the Canada Games twice before -- the 1981 Canada Summer Games in Thunder Bay and the 2001 Canada Summer Games in London. Team Ontario has won the Canada Games flag 20 times since the inception of the Games in 1967. Held every two years, alternating between

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summer and winter, the Canada Games are the largest multi-sport event in Canada and represent the pinnacle of interprovincial/territorial sport competition. Report The Niagara Sport Commission (NSC) - a regional development agency that uses sport as a catalyst for economic (sport tourism) and community (active healthy lifestyle programs) development within the Niagara Region has requested the City of St. Catharines support in principle a ‘Niagara’ bid for the games.

Although the Commission has agreed to serve as the lead in executing and planning the games, the partners would be selected as Host Municipalities and their participation in the Games Organizing Committee (GOC) would establish them as the sponsors of the Games. The GOC would include representation from the NSC, Host Municipalities / Region, Federal and Provincial governments, and the private sector.

Based on the Canada Summer Games current sports, the event offers the potential involvement of 4,600 athletes, coaches and managers. The Games schedule is an 18 day operation with 17 days of public programming. There are 17 summer sports that are scheduled and split between the Games schedule. The last eight Canada Summer Games have aired live coverage and the 2013 Games in Sherbrooke, Quebec City were given 40 hours of live coverage throughout the two week period of the event on TSN, TSN2 and RDS (French language sport channel). Additionally, there was on-demand coverage available on TSN.ca and RDS.ca

The City of St. Catharines involvement in the 2021 Canada Summer Games would afford the opportunity to involve local sport groups, community members, business partners and volunteers in this high profile event. In addition, the City of St. Catharines would benefit from the economic impact of the games.

Benefits of Hosting • The potential economic impact of $85-$100 million • Capital infrastructure investment of facilities • Social and Community Legacy • Volunteer and Community Development • Community Sport Legacy • Sport Hosting Legacy

Potential Facility Infrastructure It is anticipated that hosting the 2021 Games would allow Niagara to build and improve on a variety of facilities, including but not limited to: • Track and athletics training centre • Pool / dive tank • Stadium that meets International requirements • Para-sport Facility Infrastructure • Retrofits and upgrades of existing infrastructure:

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o Indoor multipurpose facilities o Athletes Village at Brock University o Royal Canadian Henley Rowing Course Financial Implications There are no financial obligations at this time, however, if the NSC is successful in developing and submitting a regional bid application for the 2021 Canada Summer Games staff anticipate future financial participation by the municipality.

Staff will be attending the 2021 Canada Games Bid Launch hosted by the Ministry of Tourism, Culture, and Sport and the Canada Games Council on February 10, 2016, at which time bid procedures and hosting guidelines will be announced. A follow-up report to Council will inform this process including financial implications.

Relationship to Strategic Plan The Canada Games 2021 supports the economic, social and cultural sustainability goals through work with Regional partners to support successful collaboration to support the development of our Country’s amateur athletes by creating events that draw the community together, encourages local engagement and investment as well as attracting new visitors to the community to enjoy, support, and grow our local economy.

The recommendations of this report support the following Strategic Plan Goal’s identified by Council: • Economic Sustainability – develop partnerships to enhance the economic vitality of the community. • Social Sustainability – connect people, places and neighbourhoods. • Cultural Sustainability – support cultural festivals and events that build civic pride, encourage local engagements and attract people to the community. Conclusion The City of St. Catharines has witnessed firsthand the power of sport in uniting our community and inspiring youth. The opportunity to participate in the 2021 Canada Summer Games will provide many partnership and community development opportunities that are well-aligned to the City’s Strategic Plan creating positive economic and social benefits for the young athletes and the community at large. Notification It is in order to notify Mr. Bram Cotton, Executive Director, Niagara Sport Commission, 20 Pine Street North, Studio A, Thorold, Ontario, L2V 0A1 and Mr. Ralph Walton, Office of the Regional Clerk, Niagara Region, 1815 Sir Isaac Brock Way, P.O. Box 1042, Thorold, ON L2V 4T7

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Prepared and Submitted by: Jennifer Douglas, Business Development and Sport Supervisor Brian York, Manager Economic Development

Approved by: David Oakes, Ec. D., MAES, Director Parks, Recreation and Culture Services

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AGENDA ITEM 3.3 At the meeting of January 25, 2016, General Committee deferred this report to the meeting of February 8, 2016.

Corporate Report Report from Financial Management Services, Accounting and Payroll

Date of Report: December 10, 2015 Date of Meeting: January 25, 2016

Report Number: FMS-021-2016 File: 68.45.99, 10.57.11

Subject: Niagara Symphony Association Line of Credit Renewal

Recommendation That Council approve the request from the Niagara Symphony Association (“Symphony”) for an extension in the Line of Credit Guarantee from the City of St. Catharines to January 31, 2017, in the amount of $60,000 subject to the following conditions:  Restrictions on the use of the Line of Credit as deemed prudent by the Director of Financial Management Services  Regular reporting of financial status, internal prepared and externally audited financial statements and business plans/budgets  Monthly reports from the applicable financial institution on the amount advanced against the Line of Credit  A member of City Council remain appointed to the Niagara Symphony Association’s Board of Directors for the term of the guarantee  Any request for a temporary or permanent increase in the Line of Credit be approved by the Director of Financial Management Services  A comprehensive business plan outlining steps towards the removal of the City as guarantor for the Symphony’s Line of Credit be included in the next request for an extension to the Line of Credit guarantee; and

That the City Solicitor be directed to prepare the necessary by-law authorizing the execution of the agreements and other related documents. FORTHWITH Summary At the February 22, 2010 City Council meeting, Council provided the Symphony with a guarantee for a working Line of Credit obtained from the Royal Bank of Canada (“RBC”) in the amount of $60,000 for a period not to exceed thirty months. Subsequently, one year extensions were granted by Council with the most recent 16 month extension granted by Council at its meeting on August 11, 2014.

The extension is due to expire on January 31, 2016. The Symphony has requested that the City extend the guarantee for an additional year. Staff recognizes that the Symphony is an important programming component for the FirstOntario Performing Arts

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Centre (“FOPAC”). Section 107(2) of The Municipal Act gives City Council the authority to make a grant which includes the power to guarantee a loan. Background At the February 22, 2010 City Council meeting, Council provided the Symphony with a guarantee for a working Line of Credit obtained from the Royal Bank of Canada in the amount of $60,000 for a period not to exceed thirty months. The following extensions were granted by Council at the Symphony’s request:  One year extension – approved at July 23, 2012 Council meeting  One year extension – approved at July 22, 2013 Council meeting  16 month extension – approved at August 11, 2014 Council Meeting At the August 11, 2014 City Council meeting, Council requested that the extension for the Line of Credit be lengthened to 16 months to accommodate the approval of the Symphony’s audited financial statements so that they could be included in future staff reports as the Symphony’s statements are typically issued in November of each year.

The 16 month extension is due to expire on January 31, 2016, and the Symphony has requested that the City extend the guarantee for the Symphony’s Line of Credit for an additional year. If Council decides to decline the Symphony’s request for an additional year, the City must give RBC 30 days’ notice to terminate the Line of Credit agreement. Note that this guarantee is imposed internally by the City as RBC has not set an expiry date on the Line of Credit.

At the August 11, 2014 Council meeting, Council also directed that staff include a plan for the Symphony to operate independently from the City in the next report to Council. Report Background Information – Niagara Symphony Association Founded in 1948 as the St. Catharines Civic Orchestra, the Symphony is a charitable organization employing a professional orchestra of over 50 musicians with the goal to “serve the residents of Niagara, by providing concerts and educational programs.” The Symphony provides “classical and contemporary orchestral music to more than 12,000 residents of the Niagara Region annually.” Each season, the Symphony presents 16 concerts in three distinct series:  MasterWorks – Showcasing composers such as Beethoven and Bach  POPS! – Tributes to popular artists such as the Beatles and George Gershwin  Classical Family – Catered to families with children of all ages The Symphony is involved in music education, providing in-school concerts and master classes and an annual Summer Music Camp at Ridley College. The Symphony has also developed a Composer in the Classroom Programme (Grades 5-7), the Youth Club (ages 8-14), the Academy (Grades 10-12), and Post-Secondary Student Ticketing which provides affordable access to Symphony programming (University).

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Financial Results – Niagara Symphony Association Net Loss and Forecast The Symphony’s audited financial statements for the year ended July 31, 2015 (see “Appendix 1” attached), show an “Excess of revenue over expenses for the year” (Net income) of $1,741 in 2015 and $170 in 2014.

Liquidity While greatly improved from 2012, liquidity continues to be a significant area of concern for the Symphony. A generally accepted financial ratio used to assess a company’s ability to pay back liabilities due within the year is the Current Ratio which compares the amount of near cash type assets (Current Assets) to the amount of liabilities due within the year (Current Liabilities). Below is a table which outlines the Symphony’s liquidity situation. Current Assets Current Liabilities Current Ratio 2015 $ 91,984 $ 419,605 4.56 2014 $ 73,278 $ 400,611 5.47 2013 $ 80,781 $ 406,656 5.03 2012 $ 36,513 $ 337,180 9.23

As at July 31, 2015, for every $1 in Current Assets, the Symphony has $4.56 in Current Liabilities. This indicates that the Symphony does not have sufficient liquid assets to pay for their immediate liabilities. While this is concerning, it should be noted that the ratio has greatly improved from 2012’s ratio of $1 in Current Assets per $9.23 in Current Liabilities.

The Notes to the Audited Financial Statements note that the “ability to continue as a going concern is dependent upon its ability to attain profitable operations and generate funds therefrom and/or borrowings from third parties sufficient to meet current and future obligations.”

Reliance on Line of Credit In the original request for the City to guarantee the Line of Credit, the Symphony stated that “The Symphony also respectfully requests that this guarantee be provided for a period not to exceed Thirty (30) months, during which time our debt-load will have been eliminated and we will have earned our own unsecured working Line of Credit.” Symphony management has stated to staff that they are working towards securing a Line of Credit without City assistance.

Deferred revenue represents amounts collected for the subsequent performance season. At the end of 2015, the Symphony had collected $176,339 in deferred revenue with a cash balance of $2,614. As the case with prior years, this indicates that the Symphony is continuing to fund current year operations with money collected for future year performances.

Symphony management recognizes the heavy reliance on the Line of Credit for their operations and the need to increase revenues. Symphony management acknowledges the risks regarding their cash flows. A review of the Symphony’s most recent statement (December 2015) Line of Credit statement shows a nil balance.

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At this time, Symphony management is unable to commit to reducing the $60,000 guaranteed by the City as doing so would in their opinion impair the Symphony’s operations.

Future Outlook Fundraising Revenues To capitalize on the excitement generated by the Symphony’s move to the FOPAC, the Symphony launched their “Making Our Move” fundraising campaign focusing on securing multi-year commitments. Donors making multi-year pledges totaling over $1,500 are recognized on a “Donor Wall” located at the FOPAC. Per Symphony management, the campaign has been successful as approximately 70% of the initial fundraising goal has been raised.

Sponsorship Revenues Symphony management also continues to emphasize corporate sponsorships through new branding and marketing initiatives. Per the audited financial statements: Sponsorship Revenue 2015 $ 111,273 2014 $ 67,087 2013 $ 62,284 2012 $ 50,727

Ticket Sales Revenues Symphony management asserts that as at mid-December 2015 approximately 6,500 tickets have been sold versus 4,500 at the same point in the previous performing season. Symphony management is optimistic that providing quality programming in a world class facility will result in increased ticket sales and ultimately long-term financial sustainability. There is an increased focus on transitioning audience members from one- time ticket buyers to subscribers.

Other Considerations The Symphony has been working closely with the City as it is anticipated that they will be a significant partner of the FOPAC. In discussions with Symphony management, they believe that they would be unable to secure a suitable Line of Credit without City assistance and that the Symphony’s operations, at this time, may not be feasible without a Line of Credit.

Section 107(2) of The Municipal Act gives City Council the authority to make a grant which includes the power to guarantee a loan. The City has the ability to make such grants on such terms as to security and otherwise as Council considers appropriate and in the best interest of the municipality. Currently, the City is the guarantor for the Operating Line of credit of the Niagara Grape & Wine Festival in addition to the Symphony. Should either organization default, the City would be responsible to pay the outstanding loan amount. Effectively, this would result in an automatic grant being paid to that organization.

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If Council were to deny the Symphony’s request to extend the Line of Credit for an additional year, there is a risk that RBC would call the Line of Credit. As of November 26, 2015 the Line of Credit has a $5,000 balance. Without a Line of Credit mechanism to manage cash flows, Symphony operations would be impaired due to the inability to satisfy outstanding payables.

Working towards independence from the City At the August 11, 2014 Council meeting, Council directed that staff include a plan for the Symphony to operate independently from the City in the next report to Council.

In discussions with Symphony management, they are very much aware of Council’s desire for the Symphony to achieve financial sustainability and independence however a financial plan cannot yet be completed with a high degree of confidence to its accuracy at this time. Symphony management believes that there is a high level of uncertainty as to expenditures at the FOPAC as well as difficulty in predicting long-term ticket demand and revenues beyond the initial novelty of a new facility. As such, the Symphony wishes to delay preparing a financial projection for presentation to Council until one year’s worth of operations have been completed at the FOPAC to ensure that the plan is accurate and is worthy of being considered by Council.

Symphony management has committed to presenting a multi-year financial plan to their Board of Directors for approval at the October 2016 Annual General Meeting. This plan will address improving cash flow issues, a reduced reliance upon the line of credit and will outline steps towards the removal of City as guarantor. The plan will use the audited financial results from the first year of operations at the FOPAC as a baseline and will use ticket pre-sales from the 2016-2017 season to gauge long-term ticket demand. Financial Implications A loan guarantee has no immediate financial impact for the City, but does result in the potential for an automatic grant in the future should the Symphony encounter further financial difficulties and default on their Line of Credit.

Each year Council provides an allocation in its annual budget to fund municipal grants. In 2015, $15,186 was budgeted for the municipal grants program, of which approximately $8,000 was budgeted for community initiatives leaving an unutilized amount of $7,000 to be allocated at Council’s discretion. Assuming that future operating budgets are similar the unutilized portion of the municipal grants budget would be insufficient to accommodate a potential default by the Symphony. The financial exposure to the City would be restricted to the lesser of the original guarantee of $60,000 or the amount actually advanced against the Line of Credit.

Alignment to Strategic Plan Inspiring the Community through Culture is enhanced through: The Corporate guarantee provided to the Symphony which allows the City to be a leader in cultural sustainability through increased support for the creative sector. The Symphony represents both a significant programming component at the FOPAC as well as providing community outreach and education to students of all ages.

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Conclusion Staff believe that based on the audited financial statements for the Symphony and discussions with Symphony management, the Symphony has improved their operations. However, due to the Symphony’s continued reliance on the Line of Credit for their cash management, guaranteeing the Symphony’s Letter of Credit contains risk to the City. The unallocated portion of the municipal grants budget would not be sufficient to accommodate a potential default by the Symphony.

Given the Symphony’s improving projected financial position and the partnership with the FOPAC, staff recommends that Council approve the request from the Symphony for an extension in the Line of Credit Guarantee from the City of St. Catharines to January 31, 2017 in the amount of $60,000 provided that the following conditions continue:

 Restrictions on the use of the Line of Credit as deemed prudent by the Director of Financial Management Services  Regular reporting of financial status, internal prepared and externally audited financial statements and business plans/budgets  Monthly reports from the applicable financial institution on the amount advanced against the Line of Credit  A member of City Council remain appointed to the Niagara Symphony Association’s Board of Directors for the term of the guarantee  Any request for a temporary or permanent increase in the Line of Credit be approved by the Director of Financial Management Services  A comprehensive business plan outlining steps towards the removal of the City as guarantor for the Symphony’s Line of Credit be included in the next request for an extension to the Line of Credit guarantee

Further, that the City Solicitor be directed to prepare the necessary by-law authorizing the execution of the agreements and other related documents. Notification It is order that Ms. Candice Turner-Smith, Managing Director, Niagara Symphony, 11 Bond Street, Suite 207, St. Catharines ON L2R 4Z4, be advised.

Prepared and Submitted by: Approved by: John Sim, Manager of Accounting & Payroll Kristine Douglas, Director Financial Management Services Financial Management Services

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Financial Management Services, Accounting and Payroll Niaga... Page 33 of 135 AGENDA ITEM 3.4 At the meeting of January 25, 2016, General Committee deferred this report to the meeting of February 8, 2016.

Corporate Report Report from Fire and Emergency Management Services, Fire Chief

Date of Report: January 7, 2016 Date of Meeting: January 25, 2016

Report Number: FEM-026-2016 File: 68.13.99

Subject: Emergency Dispatch Services Working Group

Recommendation That Council support the initiatives of the Niagara 9-1-1 Working Group consisting of representatives from Niagara Regional Police Services, St. Catharines Fire and Emergency Management Services, Niagara Falls Fire Services, and Niagara Emergency Medical Services, which shall include finding cost savings and efficiencies within the current Emergency Dispatch System in Niagara; and

That staff be directed to report on potential investment in the new Niagara Regional Police Services Motorola P25 Public Safety Radio System. FORTHWITH Summary The St. Catharines Fire and Emergency Management Services (SCFEMS) has been contracting fire dispatch services to various fire departments for over 30 years. In 2011, this service expanded to Norfolk County which brought the total number of contracts to 12 municipalities. SCFEMS dispatches every fire service in Niagara with the exception of Niagara Falls Fire Department (NFFD). Certified dedicated fire communicators answer 9-1-1 calls for service and dispatch appropriate apparatus and resources to various emergency incidents daily.

Staff has taken a proactive approach regarding efficiencies and costs savings through partnerships with emergency agencies, including the Niagara Regional Police Services (NRPS), for many years. To this end, staff has identified the potential to migrate to a new P25 two-way radio system being implemented in 2016 by the NRPS.

The IBI Group report in 2012 does not identify any critical deficiencies mandating the necessity to fully integrate dispatch functions in the Niagara Region. At the time of the IBI Report, Fire Chief Mehlenbacher participated in the Working Group and concluded that SCFEMS will continue to monitor possible partnerships and report back to Council on an ongoing basis.

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Background At the meeting of December 14, 2015, Regional Councillor Bob Gale addressed Council regarding merging Emergency Dispatch Services. As a result of this presentation, Council directed staff “to prepare a report with respect to Councillor Gale's presentation and the plans that are currently underway for a steering committee, all-encompassing of the conversation tonight, keeping in mind public safety, and including the financial implications”.

Currently, when a 9-1-1 call is made in Niagara, the call is received by a 9-1-1 operator located at NRPS Headquarters Communications Centre. This is referred to as the Primary Public Service Answering Point (PPSAP). This service is the responsibility of the Region of Niagara and is contracted to the Niagara Regional Police Services. During this process, the call taker asks the caller questions relating to which emergency service is needed and then transfers the caller to the appropriate Secondary Public Service Answering Point (SPSAP).

There are currently five (5) Emergency Services dispatch centres operating in Niagara and include: • Niagara Regional Police Service (NRPS) • Niagara Emergency Medical Service (NEMS) • Niagara Falls Fire Department (NFFD) • Niagara Parks Police (NPP) • St. Catharines Fire and Emergency Management Services (SCFEMS)

In accordance with industry best practices, each emergency service maintains a separate back up facility with the exception of NPP who utilize NRPS. In Niagara, the 9-1-1 call takers and NRPS dispatch operate within the same building. All SPSAPS dispatch out of separate facilities.

When communications equipment becomes inoperable, inefficient or end of life, individual emergency service providers source viable options for the replacement and/or upgrades to their equipment based on technology, life safety application and budgetary considerations. The inability of equipment manufacturers to support life safety equipment, including two-way radio systems, 9-1-1 telephony and technology eventually results in an end of life to the mission critical operations of the communication centre.

The radio console system utilized by SCFEMS has been identified by Motorola as having an end of life in the fall of 2018. Subsequently, Motorola will not be capable of providing support and service to this equipment, leaving our emergency radio system vulnerable.

9-1-1 Services for Haldimand County and Norfolk County are provided through Ontario Provincial Police PSAPS; the two-way radio connection to these municipalities by SCFEMS shall require upgrading in 2018 as well.

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The amalgamation of emergency dispatch centres was previously examined in the Niagara Region in the early 1990’s. In November of 2012, the Region of Niagara funded an in-depth study through the IBI Group with input from all the various emergency services stakeholders to study past, present, and future opportunities related to communications and amalgamated dispatch. Report The IBI study (referenced above) reviewed the emergency communications centres within Niagara and compared them with multiple agencies throughout Canada and the United States. As part of the review, sub-committees were formed in order to visit various sites and consider the following emergency service options:

a) Current Model - a call taker (PPSAP - primary public service answering point) answering the phone and then passing the call onto the appropriate emergency service (fire, police or paramedics) provider. b) Integration of Technology - while their systems are integrated, the agencies continue to deliver their respective dispatch services autonomously from their own facilities using their own staff, support resources, procedures, and back-up solutions. c) Physical Co-Location - some or all agencies are housed in the same location each agency continues to operate under its own autonomy; however, they may share IT support, as well as common radio and telephone systems. d) Integration of Operations - agencies are consolidated into a single dispatch service and operate out of one communications centre - one set of support resources, procedures and back-up solutions. Communicators are cross-trained in multiple dispatch functions.

The report further speaks to the Integration of Operations option to the dispatch Working Group, however, regardless of whether SCFEMS dispatches from our current centre at Fire Station 4 or from the new NRPS headquarters in Niagara Falls, there are negligible cost reductions and questionable benefits. IBI found “Physical co-location does not immediately transfer to improved operations and enhanced service”. The IBI report indicated that there would be $1,000,000 cost savings annually in a fully integrated dispatch model. This would be accomplished primarily through staff reduction in order to create a single agency dispatcher, presumably capable of dispatching three different emergency agencies working under three separate and distinct working policies and procedures during emergency responses.

The operational Working Group, made up of the St. Catharines Fire and Emergency Management Services, Niagara Falls Fire Services, Niagara Regional Police Services, and the Niagara Emergency Medical Services did not and do not support a fully integrated dispatch model for the aforementioned reasons as well as other critical reasons such as vehicle hardware and technology, Incident Management procedures and Emergency Response protocols and procedures.

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Communicators in SCFEMS work under a Collective Agreement that has defined language clauses relating to working conditions. There will be labour related issues that will be cost prohibitive to the City of St. Catharines. The other emergency service providers may encounter similar related issues.

With the installation of a new P25 two-way radio system operated from the new NRPS headquarters facility in Niagara Falls, there is room to accommodate other emergency services into their radio system infrastructure. This form of Technological Integration has been the direction and recommendation of SCFEMS in meeting future radio fleet requirements.

Merging the NRPS and Niagara Fire Services radio systems is the one option available to provide firefighters with the most current and advanced two-way radio communications system, thus improving their own personal safety and that of the public they protect. Financial Implications To accommodate the investment in the NRPS P25 radio system, SCFEMS will capitalize the radio project costs into the 2016 and 2017 budgets and share these costs with our 12 Municipal Fire Service partners. The cost of sharing the P25 radio system with NRPS is estimated at $7,000,000 over a 12 year period.

The advantage of using the same technology and equipment is twofold. First, Fire Services will use a tried and tested system that will have been in use for at least two years (2016-2018), and secondly, there is a savings to the taxpayer of approximately $10,000,000 as there would be no need to engineer, design and implement our own radio system and infrastructure.

Currently, St. Catharines Fire Services dispatches for 13 municipalities including St. Catharines. Through dispatch agreements signed with our Fire Service partners, St. Catharines Fire and Emergency Management Services pays approximately 50% of the overall costs to provide this service. If an amalgamation were to take place, the City of St. Catharines would have to negotiate dispatch services, creating an uncertain environment, operationally, procedurally, technologically, and the potential for an increase in overall costs for providing the service.

Currently, there is no existing dispatch centre that serves as a viable option to support either Physical Co-location or the Integration of Operations model as proposed by the IBI Group. Therefore, Council must take into consideration the substantial costs and financial burden associated with building a new post disaster facility in accordance with best practices of the National Fire Protection Association (NFPA) for emergency Communication Centre design requirements.

Furthermore, the IBI report did not include costs pertaining to staffing numbers and integration plans for the amalgamation of personnel from each of the five emergency service providers.

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Relationship to Strategic Plan Economic Sustainability • Optimize technology integration through a comprehensive review that will provide the most effective, efficient, and affordable dispatch service to the City of St. Catharines and our fire service dispatch partners. • Identify and quantify the city’s technology requirements for the next 15 years for long term savings and to improve service delivery while enhancing customer service. • Implement multi-year budgeting to improve long term financial planning and security. • Develop partnerships to enhance the economic vitality of the community.

Social Sustainability • Develop a plan using innovative new technologies to enhance two-way communications between residents and their city’s service providers for professional customer service.

Environmental Sustainability • Creating partnerships to share radio system infrastructure (radio towers) to limit the amount of spatial areas affected and to sustain our green spaces. Conclusion There could be financial implications to the City of St. Catharines, as the IBI report offers specific cost savings and does not define or qualify efficiency or effectiveness improvements to the physical co-location or fully integrated dispatch model options.

Staff will continue to diligently investigate the feasibility of investing in the NRPS P25 two-way radio system and its safety for fire ground personnel, citizens and cost efficiencies. Staff shall report back to Council upon completion of the radio testing and its suitability to meet the needs of fire communications and the Niagara Region and Haldimand County and Norfolk County stakeholders.

Staff will also report to Council on an ongoing basis any and all cost savings and efficiencies reported by the 9-1-1- Working Group.

Prepared by: Monique Belair, Deputy Fire Chief Larry Jones, Deputy Fire Chief, and Donna Gill, Chief Communications Officer

Submitted by: Approved by: Larry Jones, Deputy Fire Chief Dave Wood, Fire Chief

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Corporate Report Report from Legal and Clerks Services, Legal Services

Date of Report: January 13, 2016 Date of Meeting: February 8, 2016

Report Number: LCS-041-2016 File: 77.34.5

Subject: Update to Administrative Monetary Penalty System (AMPS) to include Accessible Parking

Recommendation That the report from Legal and Clerks Services dated January 13, 2016, regarding the Administrative Monetary Penalty System update to include accessible parking infractions, be referred to City Council for consideration after the public meeting scheduled for February 8, 2016. FORTHWITH

Staff Recommendations That Council approve the proposed amendment to the Administrative Monetary Penalty System by-law to include accessible parking infractions; and

That the City Solicitor be directed to prepare the necessary by-laws. FORTHWITH Background On June 12, 2014, By-law 2014-162 was approved by Council creating the City’s Administrative Monetary Penalty System (AMPS). All of the City’s by-laws regulating parking matters are enforced through the AMPS, with the exception of accessible parking violations because the legislation at the time the by-law was drafted did not allow for accessible parking matters to be included.

When Council directed staff to prepare an AMPS in 2013, Council supported a growing number of other municipalities that objected to the creation of a two-tier parking system by not including accessible parking matters in the AMPS. This legislation has now been amended to remove the restriction regarding accessible parking. Report At the time the City’s AMPS was created, the legislation authorizing municipalities to operate an Administrative Monetary Penalty System (AMPS) specifically prohibited a municipality from including accessible parking. The legislation caped the monetary penalty at $100 where accessible parking fines were typically $300.

It is more customer service friendly and efficient to deal with all parking matters under the same system. Now that this prohibition has been lifted and the monetary limit

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increased, accessible parking matters no longer need to be addressed in the POA court. This provides the City with the opportunity to include these matters in our AMPS.

The AMPS is more efficient and allows for better customer service response time because there is less paperwork required and experience has shown that Screening Officers are able to resolve 99% of all matters. The wait time for screenings in St. Catharines is currently within 1 month of the ticket date, compared to over 5 months for the POA system.

The proposed amendment to the AMPS by-law will include the accessible parking infractions as part of the AMPS, in the same manner as all other parking matters.

Under the AMPS, any person who disputes a ticket is able to do so entirely at City Hall. Staff perform screening functions and hearings under the AMPS will be available in Council Chambers. Financial Implications There is the potential for a small increase in revenue as the AMPS fees and penalties are collected by the City directly, without having to provide any fees to other agencies. However, adding the accessible matters may increase hearing costs and slightly increase wait times for hearings, decreasing the overall revenue increase. It should be noted that there is room to accommodate the additional wait time within the current service levels.

The estimated additional revenue would be approximately $650 annually.

Relationship to Strategic Plan

Social Sustainability Goal: Provide excellent customer service and communication with citizens.

By streamlining all parking matters under one system, City staff will be able to provide better customer service to citizens who dispute their parking tickets. Conclusion The inclusion of accessible parking matters in the AMPS system will provide improved access to the dispute resolution system for these parking matters and provide for a more efficient process. There is also the potential for increased revenue from these matters.

Prepared, submitted and approved by: Nicole Auty, Director Legal and Clerks Services/City Solicitor

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Corporate Report Report from Transportation and Environmental Services, Operations

Date of Report: January 19, 2016 Date of Meeting: February 8, 2016

Report Number: TES-036-2016 File: 77.37.99, 77.34.99

Subject: Oakdale Avenue - Westchester Crescent to Merritt Street Operational Review

Recommendation That Council approve the installation of an all-way stop at the intersection of Oakdale Avenue and Lincoln Avenue in conjunction with the upcoming resurfacing project; and

That Council approve the installation of an all-way stop at the intersection of Oakdale Avenue and Disher Street; and

That the existing 2-hour parking area on the west side of Oakdale Avenue south of Disher Street remain until such time as the City reviews the potential for the installation of bicycle lanes. FORTHWITH Summary Staff reviewed the section of Oakdale Avenue between Westchester Crescent and Merritt Street for the:

• Feasibility of traffic calming; • Potential for a “road diet”; • Potential implementation of all-way stop control at the intersections with Lincoln Avenue and Disher Street; and • Feasibility of introducing parking prohibitions south of Disher Street.

As Oakdale Avenue is classified as an arterial street it is does not qualify for traditional traffic calming measures as outlined in the City’s Traffic Calming Policy. However, Oakdale Avenue is slated for resurfacing in 2016 and therefore presents an excellent opportunity to review the potential for a “road diet” and the implementation of on-road bicycle facilities.

Staff reviewed the above noted intersections for the potential for the implementation of all-way stop control. While neither intersection met the justification based solely on traffic volume or collisions, staff believe that other considerations, including pedestrian connections to the Merritt Trail, St. Catharines Transit stops and limited sightlines, provide merit for the implementation of additional traffic control at these locations.

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The feasibility of implementing a parking prohibition on Oakdale Avenue south of Disher Street was also reviewed. The resident survey results indicated that the majority of respondents do not support the prohibition; therefore, staff would recommend no action at this time. However, staff may review this area again in connection with the potential for implementing on-street bicycle lanes. Background At the March 23, 2015 meeting of Council, Councillor Haywood requested a report from staff on the feasibility of implementing traffic calming measures on Oakdale Avenue from Disher Street to Merritt Street.

At the October 5, 2015 meeting of Council, Councillor Haywood requested a report from staff on the feasibility of implementing a no parking zone on the west side of Oakdale Avenue between Disher Street and the old recycling plant (55 Oakdale Avenue), which is located between Disher Street and Hickory Street.

In addition to these requests, staff has been proactively reviewing Oakdale Avenue for the potential implementation of all-way stop control at the intersections of Oakdale Avenue and Lincoln Avenue and Oakdale Avenue and Disher Street, as well as examining the potential for a re-organization of traffic lanes on Oakdale Avenue between Westchester Crescent and Lincoln Avenue for removal of the centre left-turn lane and the implementation of on-street bicycle lanes.

As the Council requests and staff’s internal reviews all concentrated on the same section of Oakdale Avenue, staff determined that it would be most effective and efficient to include each of the items in one comprehensive operational review report. Report Oakdale Avenue is a key north/south connecting route within the central portion of the City running between Queenston Street and Merritt Street. As such, it classified within the City’s road network as an arterial roadway. A review of the 2013 Average Daily Traffic (ADT) on Oakdale Avenue indicated volumes of approximately 13,500 vehicles per day (vpd) between Westchester Crescent and Lincoln Avenue and approximately 4,500 vpd between Lincoln Avenue and Merritt Street. Staff’s review, and consequently this report, includes the section of Oakdale Avenue between Westchester Crescent and Merritt Street.

Within the northern half of the subject section, the east side of Oakdale Avenue provides access to a small number of medium and low density residential uses but primarily consists of rear frontage, while the west side runs parallel with the old canal and has no development but does provide multiple access points to the Merritt Trail. South of Disher Street, the roadway character changes to a more narrow roadway with a higher density of residential access points on both the east and west side, with the exception of the area around 55 Oakdale Avenue. St. Catharines Transit operates

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Route #4 along Oakdale Avenue with 30 minute headways, Monday to Friday during the daytime.

Feasibility of Traffic Calming The City’s Council approved Traffic Calming Policy states that, “This policy applies to local and collector urban roads within primarily residential neighbourhoods under the City of St Catharines’ jurisdiction. The policy does not apply to arterial roadways.” Accordingly, Oakdale Avenue does not qualify for the traditional traffic calming measures envisioned under the Policy, and therefore it is not feasible for staff to implement them. This limitation is consistent with industry standard practice in Ontario and elsewhere in Canada and is not unique to our Policy. For example, the Transportation Association of Canada (TAC) / Institute of Transportation Engineers (ITE) Canadian Guide to Neighbourhood Traffic Calming states that, “…there are fewer situations in which traffic calming measures would be appropriate and effective on arterial streets…”

With that being said, there are opportunities to help mitigate speed on arterial roadways that can also benefit other road users. One such option is the reduction in the portion of the roadway dedicated to motor vehicle travel in favour of on-street bicycle lanes, sometimes called a “road diet”.

Potential for “Road Diet” and Bicycle Lanes Oakdale Avenue currently has a three-lane cross-section (one northbound, one southbound and one centre turn lane) with intermittent raised concrete islands between Westchester Crescent and Lincoln Avenue and a pavement width of approximately 11.5 metres. South of Lincoln Avenue to Merritt Street, Lincoln Avenue has a two-lane cross- section (no centre left-turn lane) and a pavement width of approximately 9.5 metres to 10.0 metres.

As noted, the west side of Oakdale Avenue provides access points to the Merritt Trail, and because Oakdale Avenue represents a key connecting link in the central part of the City, promoting multi-modal travel along it is in keeping with the City’s Official Plan and our Cycling Policy. Oakdale Avenue is currently scheduled for resurfacing in 2016. The resurfacing project is an ideal opportunity to remove the raised medians and revise pavement markings in order to implement bicycle lanes; therefore, staff is currently reviewing the opportunity for this road diet as part of the resurfacing project. A further update regarding the potential bicycle lanes will be provided to Council in the near future once a more detailed examination has been completed by staff.

All-Way Stop – Lincoln Avenue Lincoln Avenue is an east/west collector road linking Oakdale Avenue with Hartzel Road. As an outcome of staff’s continuous proactive review of the City’s roadway system, the intersection of Oakdale Avenue and Lincoln Avenue was reviewed for the potential for the implementation of all-way stop control. Currently the T-intersection is controlled by a stop sign on the Lincoln Avenue approach. A St. Catharines Transit stop

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is in place on the southwest corner of the intersection, and a connection to the Merritt Trail makes up the west leg.

As part of the review, a Turning Movement Count (TMC) and a site visit was completed. In order to assess if an all-way stop is justified, staff applied the Council approved All- way Stop Warrant. In applying the warrant, staff assessed vehicular and pedestrian volume at the intersection, the collision history and sightlines.

A review of the collision history shows one reported collision in the last two years (2013 to present) that was potentially correctable by an all-way stop. There has been a historical issue with southbound left-turning vehicles from Oakdale Avenue attempting to make the turn on Lincoln Avenue at a high rate of speed resulting in vehicles mounting the curb. In order to help mitigate this situation a concrete barrier was installed on the south side of Lincoln Avenue.

The TMC indicated that the traffic volumes on Lincoln Avenue satisfied the warrant requirements for all eight hourly periods, and that five of the eight hourly periods were met for the total intersection traffic volume requirements.

Sightlines were reviewed for vehicles attempting to make a left- or right-turn from Lincoln Avenue. It was found that the horizontal alignment of Oakdale Avenue, on either side of the intersection, imposes some limitation to sight distance, although sightlines were measured to be satisfactory based on 50 km/h and 60 km/h travel speeds. That being said, it has been noted that there are a substantial number of vehicles travelling in excess of 60 km/h on Oakdale Avenue which may result in sightlines falling below the ideal.

While the intersection does not fully meet the requirements set out in the all-way stop warrant, staff is of the opinion that an all-way stop has merit at this location (see Appendix 1). The sightlines from Lincoln Avenue may not be ideal for the higher end of the observed operating speeds, and the implementation of traffic control on Oakdale Avenue would allow for the introduction of crosswalks to the St. Catharines Transit stop and Merritt Trail. However, the southbound approach to the intersection currently has a three-lane cross-section, including a southbound left-turn lane. Multi-lane approaches to all-way stop controlled intersections are discouraged due to the higher potential for driver and pedestrian confusion. Therefore, staff would recommend that the implementation of the all-way stop be in conjunction with a potential “road diet” as outlined later in this report.

All-way Stop – Disher Street Disher Street is a short east/west collector road that provides the only link to Moffatt Street and the neighbourhood on the west side of the old canal. Similar to Lincoln Avenue, a Turning Movement Count (TMC) and a site visit was completed and staff applied the Council approved All-way Stop Warrant.

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A review of the collision history shows one reported collision in the last two years (2013 to present) that was potentially correctable by an all-way stop. The TMC indicated that the traffic volumes do not satisfy the warrant requirements.

Sightlines were reviewed from both the east and west approaches for vehicles attempting to make a left- or right-turn from Disher Street or to cross the intersection. For vehicles on the east approach of the intersection it was found that sightlines to the north and to the south are limited. For vehicles on the west approach, sightlines to the south were found to be satisfactory, however sightlines to the north were found to be limited.

While the intersection does not fully meet the requirements set out in the all-way stop warrant, staff is of the opinion that an all-way stop has merit at this location (see Appendix 1). The sightlines from Disher Street may not be ideal for the higher end of the observed operating speeds, and the implementation of traffic control on Disher Street would allow for the introduction of crosswalks to the St. Catharines Transit stop and the Merritt Trail.

Parking Prohibition – Disher Street to 55 Oakdale Avenue Within this section of Oakdale Avenue parking is permitted on the west side of the road for 2-hours; parking on the east side is prohibited. In order to determine the feasibility of implementing a parking prohibition on the west side, staff followed normal procedure meaning that a survey was sent to affected residents and the returned surveys were reviewed by staff to determine the level of support.

A total of 36 surveys were sent out; of those, 18 (50%) were returned to staff with 7 (39%) in favour and 11 (61%) opposed. Based on the results of the resident survey, staff would recommend that a parking prohibition not be implemented in this section at this time.

However, if the implementation of bicycle lanes were to proceed within this section of Oakdale Avenue, staff would seek to have parking prohibited in order to allow for the lanes to be installed. Financial Implications The cost to install the all-way stops is approximately $1,600. These costs will be funded by the Annual Operating Budget. Conclusion Oakdale Avenue does not qualify for traditional traffic calming measures; however, the road is slated for resurfacing in 2016 and therefore presents an excellent opportunity to review the potential for a “road diet” and the implementation of on-road bicycle facilities.

The potential for all-way stop control at the intersection of Oakdale Avenue with Lincoln Avenue and Disher Street was undertaken, and staff is recommending that all-way stop control be installed at these locations.

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Finally, the feasibility of implementing a parking prohibition on Oakdale Avenue south of Disher Street was also reviewed and survey results indicated that the majority of respondents do not support the prohibition; therefore, staff would recommend no action at this time.

Prepared and Submitted by: Brian Applebee, C.E.T., TOPS Manager of Transportation Services

Approved by: Dan Dillon, P.Eng. Director of Transportation and Environmental Services

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Corporate Report Report from Transportation and Environmental Services, Operations

Date of Report: January 20, 2016 Date of Meeting: February 8, 2016

Report Number: TES-042-2016 File: 77.34.99

Subject: Wilfrid Laurier Neighbourhood – Installation of Parking Prohibitions on Alex Grant Place, Howland Drive, Mackenzie King Avenue, Welland Canals Parkway, and Wilfrid Laurier Crescent

Recommendation That Council approve the prohibition of parking on Wilfrid Laurier Crescent outlined as follows:

• on the north side from Welland Canals Parkway to a point 80 metres west • on the north side from Mackenzie King Avenue to a point 110 metres west • on the south side from Welland Canals Parkway to Mackenzie King Avenue • on the west side from a point 205 metres west of Welland Canals Parkway to a point 175 metres south • on the east side from a point 65 metres west of Welland Canals Parkway to a point 165 metres south • on the south side from a point 90 metres south of Alex Grant Place to a point 185 metres west; and

That Council approve the prohibition of parking on the east side of Mackenzie King Avenue from Wilfrid Laurier Crescent to Howland Drive; and

That Council approve the prohibition of parking on the north side of Howland Drive from Welland Canals Parkway to the westerly limit of Howland Drive; and

That Council approve the prohibition of parking on the north side of Alex Grant Place to the westerly limit; and

Further, that the City Solicitor be directed to prepare the necessary by-laws. FORTHWITH Background At the October 5, 2015 Council meeting, Councilor Haywood asked for a report on the feasibility of no parking on the west side of Mackenzie King Avenue.

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Additionally, as part of the research undertaken for Snow Clearing Event Parking report, staff identified various streets/neighbourhoods that have proven to be problematic with respect to on-street parking interfering with snow removal activities. The Wilfrid Laurier neighbourhood, for which these streets are a part of, was one of the areas identified.

Given the Council request and the issues experienced during winter control, staff moved forward with examining the potential to remove parking from one side of all the streets within the neighbourhood. Report The Wilfrid Laurier neighbourhood consists of four residential streets – Wilfrid Laurier Crescent, Alex Grant Place, Mackenzie King Avenue and Howland Drive. The streets are all 8.5 metres wide, which is an appropriate width for dual side parking in residential areas. However, the location and number of driveways limits the availability of on-street parking. Additionally, due to the driveway alignment, vehicles parked on the street are more likely to be adjacent to each other as opposed to being staggered. This can create pinch points along the roadway which can both reduce driver comfort and make it difficult to perform winter control activities. Resident concerns related to maneuverability, specifically for larger vehicles (i.e. Fire Services, Niagara Region waste collection) were also identified as an issue.

Given that the streets in the neighbourhood were identified as being problematic, staff determined that the potential for parking to be removed from one side of every street in the neighbourhood should be examined to aid in winter control activities as well as address resident concerns. A plan showing the proposed parking plan can be found in Appendix 1.

Prior to sending the report to Council, staff sent surveys to the affected residents to gauge their support for the parking prohibition proposal. Approximately 130 surveys were distributed and staff received 76 responses. Of these, 54 residents were in support and 22 were opposed.

The breakdown by street is as follows:

• Wilfrid Laurier Crescent – 33 in favour, 14 opposed; • Alex Grant Place – 3 in favour, 4 opposed; • Mackenzie King (townhome section) – 7 in favour, 4 opposed; • Mackenzie King (section under construction) – 10 in favour, 0 opposed; and • Howland Drive – 1 in favour, 0 opposed.

Overall, there was a clear majority in favour of the proposed parking plan. On the two primary streets, Wilfrid Laurier Crescent and Mackenzie King, almost 75% percent of the respondents were in favour of the proposal. The results for Alex Grant Place were essentially split and there are a limited number of occupied residences on Howland Drive, which limited the number of potential responses.

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One of the primary concerns identified by those in opposition to the plan was the proposal to retain parking along the inside of the curves on Wilfrid Laurier Crescent. Residents questioned whether it would be more appropriate to “flip” the prohibition to the outside. Staff notes that the location of the prohibitions were selected to maximize the availability of on-street parking. In order to address potential issues with parking through the curves, staff may install corner prohibitions in these areas; this aspect will assessed in the field.

Given the issues identified by residents, those related to winter control operations and the overall support from the residents, staff is recommending that parking be prohibited from one side of every street in the Wilfrid Laurier neighbourhood as outlined in the attached plan. Financial Implications The proposed parking prohibitions will require the installation of No Parking signs at a cost of approximately $2,000 and will be covered by the Annual Operating Budget (Traffic Safety Devices).

Prepared by: Steve Bittner Transportation Technologist

Submitted by: Brian Applebee, C.E.T., TOPS Manager, Transportation Services

Approved by: Dan Dillon, P. Eng. Director, Transportation and Environmental Services

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Corporate Report Report from Parks, Recreation and Culture Services, Programs and Cultural Services Date of Report: January 21, 2016 Date of Meeting: February 8, 2016

Report Number: PRCS-027-2016 File: 35.65.92

Subject: Updated Terms of Reference for Welland Canal Fallen Workers Memorial Task Force

Recommendation That Council approve the updated Terms of Reference for the Welland Canal Fallen Workers Memorial Task Force, attached as Appendix 1. FORTHWITH Summary This report presents updated Terms of Reference for City Council’s approval for the Welland Canal Fallen Workers Memorial Task Force (Task Force) to include additional members and permit meetings by teleconference. Background On May 13, 2013, City Council approved a motion to “endorse the creation of a task force to investigate and work to create a fitting memorial for the workers who lost their lives during the construction of the fourth Welland Canal”. Political representatives from across Niagara responded to a series of articles in The St. Catharines Standard by subsequently forming the Welland Canal Fallen Workers Memorial Task Force. At its first meeting on May 28, 2013, the Task Force agreed to develop plans to create a suitable memorial that would recognize the 137 men who lost their lives between 1914 and 1932 while building the Welland Ship Canal. The Task Force includes representatives from Niagara’s four canal communities, three levels of government, several unions, community members, and City and political staff.

On November 18, 2013, City Council approved the submission of an application to the Department of Canadian Heritage for funding towards the project. At that time Council directed staff to work with the Task Force to finalize a site and select a designer for the project utilizing a Design Selection Panel approved through the Public Art Advisory Committee.

On April 14, 2014, City Council approved a site directly north of the site of the St. Catharines Museum and Welland Canals Site.

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In July 2014, City Council received a project update with a revised schedule for construction and installation in spring to summer of 2017.

On June 8, 2015, Council approved the design team of Dereck Revington Studio Inc. to be contracted for the design and detailed costing of the selected memorial design (Phase 1). Council directed the Task Force to report back on fundraising results prior to commencing Phase 2 of the project (final design drawings and memorial fabrication). A full fundraising report is forthcoming, at the completion of Phase 1 (Q1 2016).

On August 6, 2015, it was announced that a grant application to the Department of Canadian Heritage was successful in the amount of $150,000. The selected design for the memorial was also revealed to the community at a fundraising kick-off event where the fundraising campaign was started with the appointment of Greg Wight as Fundraising Chair by the Task Force. Report The Task Force is working to finance, design, build and install a memorial to recognize 137 workers who died while building the Welland Canal. Members of the Task Force include representatives from all Welland Canal communities, Niagara Regional Council, the federal government, the marine industry, local historians, the labour community and community partners with administrative and project support provided by the City of St. Catharines.

The Terms of Reference for the Task Force has been updated to reflect new membership and to permit meetings by teleconference. Revisions to the original Terms of Reference are indicated in italics in Appendix 1.

As the Task Force is a hybrid organization that includes representation from across the region and Members of Parliament who are regularly in Ottawa, the Task Force does not follow the City of St. Catharines Simplified Rules of Procedures for advisory bodies as it is appropriate and necessary for the Task Force to be able to meet and take votes by teleconference. The Task Force conducts its meetings in accordance with its own rules and procedures as established by the Chair and members of the Task Force.

It is also recommended that the Mayors and the council representatives be made ‘ex- officio’ members with voting rights, so that quorum is not negatively affected and the Task Force can continue to conduct business when full quorum (50 % plus 1) is not present for regular meetings.

City of St. Catharines staff from Cultural Services and the St. Catharines Museum have also been identified as voting members of the Task Force.

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Financial Implications There are no financial implications from the approval of this report and updated terms of reference.

The Task Force estimated project budget is currently $750,000 ($450,000 for the memorial, $250,000 for parkland development; and $50,000 for project expenses and contingency).

To date the Task Force, led by the Fundraising Chair, has raised approximately $250,000 in corporate sponsorships and received $150,000 for the Department of Canadian Heritage. Additional donations are expected to be fundraised from the labour community including commitments made by the Niagara Regional Labour Council and UNIFOR Local 4211. Community contributions will be welcomed in a forthcoming public fundraising campaign through 2016-2017. A full fundraising report is forthcoming at the completion of Phase 1 (Q1 2016). Conclusion The Welland Canal Fallen Workers Memorial is bringing together many stakeholders from industry, labour, government and across Niagara’s canal communities to complete this important community memorial. The project continues to receive positive support from the marine industry, labour and local community. Updates to the Terms of Reference are important to help the Task Force move forward to next phases of the project.

Prepared by: Rebecca Cann Cultural Planning Supervisor

Submitted by: Phil Cristi, Manager Programs & Cultural Services

Approved by: David Oakes, Ec.D., MAES, Director Parks, Recreation and Culture Services

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CITY OF ST. CATHARINES

P.O. Box 3012 Phone: 905-688-5600 50 Church Street Fax: 905-682-3631 St. Catharines, ON L2R 7C2 TTY: 905-688-4TTY (4889)

1

TERMS OF REFERENCE Welland Canal Fallen Workers Memorial Task Force

Purpose: The Welland Canal Fallen Workers Memorial Task Force has been established to develop and implement a strategy to finance, design, build and install a suitable memorial to recognize workers who were killed while building the Welland Ship Canal between 1914 and 1932. The Task Force will make recommendations to St. Catharines City Council with regard to site and design selection, and will undertake project-related activities for the purposes of historic research, community outreach and fundraising across Niagara.

Composition: The Committee will have the following representation:

Political Representation (ex officio) • City of St. Catharines (Mayor and Councillor) • City of Port Colborne (Mayor) • City of Welland (Mayor) • Town of Thorold (Mayor) • Region of Niagara (Regional Councillor) • Member of Parliament, St. Catharines Riding (1) • Member of Parliament, Welland Riding (1)

Community Representation: The St. Lawrence Seaway Seafarer’s International Union (1) UNIFOR Local 4211 (1) IBEW Local 303 (1) Niagara Folk Arts Council (1) Niagara Regional Labour Council (1) The Welland Canal Foundation (1) St. Catharines Museum and Welland Canals Centre (1) St. Catharines Cultural Services (1) Canadian Canal Society (1) And up to a maximum of 6 members from the community at large (including Campaign Fundraising Chair)

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The Committee will be supported by City of St. Catharines Mayor’s Office. Project support will be provided by St. Catharines Cultural Services and Museum staff.

Term of Appointments: The Task Force will operate until the project has been completed.

Reporting Structure: The Task Force will operate with a Chair or Co-Chairs, as selected by the Task Force. Subcommittees will be established to undertake the following functions: Communications, Site Selection, Research, and Fundraising. The Task Force will work with the St. Catharines Public Art Advisory Committee to establish a Design Selection Panel. All Subcommittees will report back to the Task Force through their respective Chairs.

Schedule of Meetings: Meetings will take place monthly unless otherwise determined by the Task Force Chair. Meetings can be held by teleconference.

Other This Task Force shall conduct its meetings in accordance with its own rules of proceedings and is not required to comply with the City of St. Catharines Simplified Meeting Procedures for advisory bodies.

2

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Corporate Report Report from Parks, Recreation and Culture Services, Programs and Cultural Services Date of Report: January 20, 2016 Date of Meeting: February 8, 2016

Report Number: PRCS-035-2016 File: 35.65.95

Subject: Task Force Related to Celebrations of Canada’s 150th Anniversary of Confederation

Recommendation That Council approve the following applicants to the Canada’s 150th Task Force: Karen Sabzali, David R. Warren, David Waddington, Brandon Houtby, Mary Stanko, Maria Luisa Tiro, Edwin Wand, Grace Cirocco, Sandie Timco, Rick Vanderkuip; and

That this Task Force report through the Cultural Sustainability Committee; and

That Council appoint Councillor Sorrento to the Task Force. FORTHWITH Background At the General Council meeting of September 28, 2015, Councillor Sorrento moved the following motion:

“That a Canada’s 150th Task Force be established; and

That the current membership of the already established working group become the membership of the Canada’s 150th Task Force; and

That staff be directed to advertise for community members to participate in the Task Force; and

That a Council representative report directly to Council and not through the Cultural Sustainability Committee; and

Further that the Task Force Terms of Reference (Appendix 1) be approved. FORTHWITH” Report A call for applications has gone out to the community, and nine applications were received. The Terms of Reference for this Task Force, which were approved by Council at the meeting of September 28, 2015, provide for up to twelve members to the Task

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Force. Staff are recommending that all current applicants be appointed to the Task Force:

Karen Sabzali David R. Warren David Waddington Brandon Houtby Mary Stanko Maria Luisa Tiro Edwin Wand Grace Cirocco Sandie Timco Rick Vanderkuip

Further, staff are asking Council to appoint one representative to this Task Force. Councillor Sorrento expressed interest in sitting on the Task Force. Conclusion The recommendations of this reports will facilitate the Canada’s 150th Task Force in beginning its work of looking at ways the community can celebrate this significant milestone in our country’s history. Notification It is in order to notify the applicants noted in this report.

Prepared by: Kathleen Powell, Supervisor Historical Services / Curator

Submitted by: Phil Cristi, Manager of Programs and Cultural Services

Approved by: David Oakes, Ec.D., MAES, Director Parks, Recreation and Culture Services

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Corporate Report Report from Parks, Recreation and Culture Services, Enterprise Services

Date of Report: January 7, 2016 Date of Meeting: January 25, 2016

Report Number: PRCS-024-2016 File: 68.31.114

Subject: 2015 Port Dalhousie Supper Market Review

Recommendation That Council receive the report for information purposes. FORTHWITH Summary The purpose of this report is to provide Council with an overview of the completed Port Dalhousie Supper Market operation analysis.

To date there has been no interest forthcoming for the operation of a Farmers Market in Port Dalhousie; however, the organizers of the 2015 Supper Market have requested the use of Lakeside Park starting Tuesday June 7 – August 30 for operation of the 2016 Supper Market. Background At its meeting on April 13, 2015, Council authorized staff to pursue interest from community stakeholders in establishing a Farmers’ Market or Neighbourhood Run / Community Partnership Market at Lakeside Park for the 2015 season and directed staff to monitor the 2015 Port Dalhousie market operations, community receptiveness and impact on Lakeside Park and Market Square in order to determine the feasibility of an annual seasonal market in Port Dalhousie beyond 2015. Report The Port Dalhousie Supper Market operated on Tuesday evenings from July 7 to August 25, 2015. One event was cancelled due to inclement weather. The remaining seven (7) events were well attended.

The public was very receptive to the Supper Market concept enjoying the sense of community and the opportunity to mingle with friends and meet new people. The atmosphere of Lakeside Park was well received by patrons and vendors alike.

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Thirty-seven (37) surveys were completed on-line during the eight (8) week time frame to gain feedback about the pilot program. In addition, the organizers held a vendor meeting to gain feedback on the pilot project.

Key findings included: • 28 of the respondents were female, nine (9) of the respondents were male • The largest draws were from the L2N (18) and L2R (5) postal code areas • 26 respondents indicated they visited nearby shops and restaurants before or after attending the Supper Market • 24 of respondents currently shop at the St. Catharines Farmers Market • 26 of respondents would like to see the addition of a Farmers Market in Port Dalhousie

Parking was brought to attention of the organizers throughout the season with only four (4) comments for parking or lack of noted on the survey feedback.

The organizers also noted that Goose and Seagull attendance was a major nuisance on most Tuesdays. The survey noted four (4) comments in respect to bird droppings. Financial Implications Not Applicable. Conclusion The operation of the Port Dalhousie Supper Market did not have an impact on current Farmers Market operations.

To date there has been no interest forthcoming for the operation of a Farmers Market in Port Dalhousie; however, the organizers of the 2015 Supper Market have requested the use of Lakeside Park starting Tuesday, June 7 – August 30 for operation of the 2016 Supper Market.

The results of the survey along with vendor feed-back will serve as a valuable resource for a longer season in 2016.

Areas where the Supper Market can enhance its role include: • Increase seating capacity by adding more picnic tables; • Expand the operation of the Supper Market from eight (8) weeks to twelve (12) weeks.

Prepared by: Submitted by: Approved by: Jan Bechard Sandra Neil David Oakes, Ec.D., MAES Markets and Manager Director, PRCS Events Coordinator Recreation Business Development

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Corporate Report Report from Planning and Building Services, Planning Services

Date of Report: January 21, 2015 Date of Meeting: February 8, 2016

Report Number: PBS-018-2016 File: 35.31.94

Subject: Bill 73, ‘Smart Growth for Our Communities Act’, Amendments to the Planning Act and Development Charges Act

Recommendation That Council receive the report for information purposes FORTHWITH. Summary The Province of Ontario, through the Ministry of Municipal Affairs and Housing has recently amended parts of the Planning Act RSO 1990, Chapter P.13., and Development Charges Act, 1997 through Bill 73 ‘Smart Growth for Our Communities Act’ (The Act). These amendments are intended to:

- Improve the way municipalities make planning decisions, - Protect and promote green spaces, - Allow residents greater say in how their communities grow, - Make planning and the appeals process more predictable, - Give municipalities more independence in resolving disputes - Make the development charge system more predictable, transparent and accountable, and - Help municipalities fund growth. Background On March 5, 2015, the Ministry of Municipal Affairs and Housing introduced, through First Reading, Bill 73 ‘Smart Growth for our Communities Act’. The Act proposed reforms to Ontario’s Planning and Development Charge Acts. Although minor changes to the original Bill have been made through the legislative review process, the final version of Bill 73 remains in general keeping with the original First Reading version.

On December 3, 2015, Bill 73 ‘Smart Growth for our Communities Act’ received Third and Final Reading, as well as Royal Ascent. While the ‘Development Charges’ section of The Act came into force and effect on January 1, 2016, the majority of the ‘Planning Act’ section is not anticipated to come into force and effect until July 1, 2016, or later.

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Report Bill 73, the ‘Smart Growth for our Communities Act’ (The Act) received Royal Ascent on December 3rd, 2015, and once in force and effect will amend the Planning Act R.S.O. 1990, Chapter 13, and the Development Charges Act, 1997.

The focus of Bill 73 ‘Smart Growth for Our Communities Act’ are improvements to:

1) Public input 2) Certainty and stability in Planning 3) Resolving planning disputes 4) Municipal accountability of finances 5) Development Charges, and 6) Parkland dedication (and cash-in-lieu)

Key applicable changes in the new legislation (that take effect upon The Act coming into force) include:

• The use of technology for improved public engagement and public notice and having locally designed public consultation policies.

• The lengthening of time the Ministry has to update the Provincial Policy Statements. The intervals of required updates will be increased from the current five (5) years, to a new ten (10) year interval.

• Through the Provincial Policy Statement, expanding provincial interests through the introduction of ‘Urban Design’ that promotes built form that is well designed, encourages a sense of place and provides for public spaces that are of high quality, safe, accessible, attractive, and vibrant.

• Prohibition of all appeals of a ‘NEW’ Official Plan (in its entirety) or applicable parts of the plan related to vulnerable areas under the Clean Water Act, the Greenbelt Act, and forecasted population and employment growth, but only those ‘NEW’ Official Plans approved after The Act comes into force.

• Limiting requests for amendments to a ‘NEW’ Official Plan and a ‘Comprehensive’ Zoning By-law for a period of two (2) years after approval, but only ‘NEW’ Official Plans and ‘Comprehensive’ Zoning By-laws approved after The Act comes into force unless Council authorizes the application to proceed.

• Removing the ability for a minor variance for a period of two (2) years for properties that have been subject to a site specific rezoning, but only for properties whose rezoning was approved after The Act comes into force unless Council authorizes the application to proceed.

• The requirement of Council/Committee of Adjustment, when providing notice of adoption of a planning application, to provide a brief explanation of the effect, if

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any, that written and oral submissions (received prior to the Council/Committee decision) had on their decision.

• The requirement for a municipality to identify in its Parks Plan (i.e. Parks Policy Plan), the locations where parkland dedication will be taken as a condition of development. In addition, policies regarding the taking of identified parkland, or the collection of cash-in-lieu of parkland where parkland is not identified, must be described within the City’s Official Plan.

• The reduced rate of cash-in-lieu of parkland dedication when the subject property is not identified as future parkland within the City’s Parks Policy Plan. In addition to the current cash-in-lieu of parkland dedication rate of 5% of the value of the land, an alternative collection rate of 1 hectare per 500 units density (to a maximum cap of 5%) is also permitted to incent the municipal acquisition of physical parkland.

• The requirement for municipalities to, at a minimum, consult with school boards during the preparation of the Parks Policy Plan, and make that Plan available to the public before adopting parkland policies within the City’s Official Plan.

• New options on how a municipality may handle planning appeals, and undertake alternative dispute resolution to resolve an appeal prior to its submission to the Ontario Municipal Board. Policies regarding alternative dispute resolution must be described within the City’s Official Plan.

• Note: Bill 73 does not amend any of the Planning Act’s processes or requirements related to site plan approval; as such the City’s site plan process is not impacted by the Bill.

Some of the legislated changes reflect policies or practices that the City already has in place. Other changes may trigger minor amendments to administrative practices, the Parks Policy Plan and the Garden City Plan to ensure compliance with the new legislation.

A summary of the applicable legislative changes from Bill 73 have been included in Appendix 1 for Council’s information.

For Council’s information, a hyperlink to Bill 73 ‘Smart Growth for our Communities Act’ is provided.

The identified amendments should improve the planning process and increase municipal transparency and accountability. Financial Implications Bill 73 ‘Smart Growth for our Communities Act’ has financial implications for the City. The Bill directs how the corporation calculates, collects, justifies and uses monies

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collected as development charges, bonus density, and cash-in-lieu of parkland dedication.

Although the City does not currently collect local development charges (by policy) or bonus density (by practice), any consideration of these financial tools must first consider the impacts resulting from Bill 73.

Bill 73 will also have indirect impact on the cost of planning approvals, through an increased allocation of staff time for potential negotiations to resolve matters submitted as appeals to the Ontario Municipal Board.

Relationship to Strategic Plan The amendments to Bill 73, complement the goals and actions of the City of St. Catharines Strategic Plan, and more specifically will:

a) Support local business, b) Allow for improved customer service and communication with citizens, c) Offer the City options to further embrace our diversity. Conclusion Bill 73 ‘Smart Growth for our Communities Act’ received Third Reading and Royal Ascent on December 3rd 2015. The ‘Development Charges’ section of The Act came into force and effect on January 1st 2016, while the majority of the ‘Planning Act’ section is not anticipated to come into force and effect until July 1st, 2016 or later.

The purpose of The Act is to amend portions of the Planning Act and Development Charges Act. The focus of the amendments are to improve public engagement, provide increased certainty and stability in planning, provide tools to help resolve planning disputes, and improve the accountability and collection of parkland, cash-in-lieu of parkland, and development charges.

It is staff’s opinion that the amendments resulting from Bill 73 ‘Smart Growth for our Communities Act’ should improve the planning process and increase municipal transparency and accountability.

Prepared by: Submitted by: Terrance Glover, MCIP, RPP, CPT Judy Pihach, MCIP, RPP Planner II Manager of Planning Services

Approved by: James Riddell, M.PL., MCIP, RPP Director of Planning and Building Services

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AGENDA1 ITEM 4.6 Bill 73, 'Smart Growth for Our Communities Act' Summary of Applicable Legislative Changes (Effective date: TBA) PURPOSE BILL 73 - AMENDMENT EXPLANATION Public Engagement in the Planning Process: Municipalities now have more options on how to conduct public City may utilize open-houses, webinar's, on-line Public Input ~ consultation on planning matters. If employed, new options must be meetings, etc. providing the Garden City Plan included within the Official Plan includes policies. Require the approval authority (i.e. Council, Committee of Council /Committee decisions must specifically Decisions ~ Adjustment) to explain what impact public input had on their address the impact of any public input planning decision Municipalities now have more options for the "giving of notice" of Notice of decisions may utilize current technology Decisions ~ Council decisions (e.g. email, etc.) Increasing use of, and ensuring citizen membership on Regional A resident member must be included on all Regional Region ~ Planning Advisory Committees planning advisory committees

Bill 73, 'Smart Growth for Our Communities Act' Summary of Applicable Legislative Changes (Effective date: TBA) PURPOSE BILL 73 - AMENDMENT EXPLANATION Certainty and Stability in Planning: A 'NEW' Official Plan can no longer be appealed in its entirety, but specific sections/parts may be Prohibit the ability to appeal an 'entire' Official Plan Official Plan ~ appealed as long as they do not relate to provincial policy. Remove ability to appeal Official Plan policies related to Vulnerable Provincial matters relayed through the Areas under the Clean Water Act, the Greenbelt Area or Protected Region's/City's Official Plan can not be appealed Countryside as per the Greenbelt Act, the Lake Simcoe watershed when in conformity with the parent policies. Official Plan ~ under the Lake Simcoe Protection Act, the Oak Ridges Moraine Conservation Plan Area as per the Oak Ridges Moraine Conservation Act, and forecasted population and employment growth as per the Places to Grow Act. Urban Design through the promotion of built form that is well- designed, encourages a sense of place and provides for public Provincial Interests ~ spaces that are high quality, safe, accessible, attractive and vibrant, has now been included as a Provincial interest A 'NEW' Official Plan cannot be amended (via Prohibit privately-initiated amendments to a 'NEW' Official Plan for planning application) for two (2) years from the date two (2) years from the date of Council adoption, unless Council Official Plan ~ of its adoption, unless Council authorize through approves otherwise. resolution the ability to do so. An application for Zoning By-law Amendment cannot Prohibit privately-initiated amendments to a 'comprehensive' Zoning be made for a period of two (2) years after a Zoning By-law ~ By-law for 2 years from the date of Council adoption, unless Council 'comprehensive' Zoning By-law is adopted, unless approves otherwise. Council authorize through resolution the ability to do so. An application for minor variance cannot be made for a period of two (2) years after a site specific Zoning Prohibit minor variance applications for a property for two (2) years By-law Amendment has been adopted, unless Minor Variance ~ after a site specific rezoning, unless Council approves otherwise. allowed by Council resolution via specific application or class of applications For the purpose of the two (2) year moratorium on applications, the The two (2) year moratorium on applications begins Official Plan / Zoning By-law ~ 'NEW' Official Plan / Comprehensive Zoning By-law is deemed to the day the New Official Plan or New Zoning By-law have come into effect on the date of adoption, regardless of appeals is adopted Allow ten (10) years for mandatory Official Plan updates following Prior to Bill 73, the City was required to update its Official Plan ~ adoption of a "NEW" Official Plan. Official Plan every five (5) years. In addition to the current cash-in-lieu of parkland dedication rate of The alternative cash-in-lieu of parkland rate is now 5% of the value of the land, an alternative collection rate of 1 reduced from the current 1ha/300 units to the new Cash-in-lieu of parkland ~ hectare per 500 units density (to a maximum cap of 5%) is also 1ha/500 units permitted to incent the municipal acquisition of physical parkland A Parks Plan will now be required to show existing City must prepare a Parks Plan to identify lands that are to be taken and future parks, and park expansions. The City will for park purposes (with public input), so as to maintain the ability to Parkland ~ only be permitted to collect parkland as it is require/collect parkland dedication identified in the Parks Plan. Requires the City to consult with the school boards prior to adopting School boards will have input into the City's Parks Parkland ~ a Parks Plan Plan (for coordination purposes) Procedures for collecting parkland and cash-in-lieu Requires the process of parkland dedication and cash-in-lieu of of parkland dedication (as it relates to the Parks Parkland / Official Plan ~ parkland dedication to be stated in the Official Plan Plan) must be stated within the City's Official Plan.

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Bill 73, 'Smart Growth for Our Communities Act' Summary of Resulting Legislative Changes (Effective date: January 1, 2016) AMENDMENTS NEW EXPLANATION Resolving Planning Disputes: The City may add a 90-day 'time-out' period prior to Allocates additional time to planning decision timelines to help processing an appeal of and Official Plan OMB Appeals ~ resolve disputes prior to appeals being submitted Amendment for "non-decision" by Council The City may now employ alternative dispute resolution techniques (e.g. mediation, arbitration, Provide enhanced opportunities for alternative dispute resolution, negotiation, etc.) for up to 75 days if policies OMB Appeals ~ via updated wording in the City's Official Plan included in the Official Plan, in an attempt to resolve a planning appeal. Note: Participation is voluntary. Appellants will now have to explicitly identify issues OMB Appeals ~ Require clearer reasons for appeals and the reasoning of an appeal to the Ontario Municipal Board

Bill 73, 'Smart Growth for Our Communities Act' Summary of Applicable Legislative Changes (Effective date: TBA) PURPOSE BILL 73 - AMENDMENT EXPLANATION Miscellaneous (Planning Act): Council may, through updated wording in the Official Provide Council the authority to establish additional criteria for Plan, include additional criteria that the Committee Minor Variance ~ considering minor variance applications by the Committee of of Adjustment must consider when making a Adjustment decision. (e.g. neighbourhood character, urban design, conformity to City's Strategic Plan, etc.) Require detailed reporting for municipal collection of monies The City must keep detailed records of money that is Finance ~ collected from 'density bonusing' and 'cash-in-lieu' of parkland collected, where it is deposited, and how it is spent - dedication all subject to Minister investigation Funds collected under the provision of ‘Bonus Density’, must be held All funds collected and used under 'Bonus Density' in a separate account and only spent on facilities, services, matters provision of the Official Plan must be kept separate Finance ~ specified by a density by-law. These funds may also be invested by from all other municipal funds for accounting and the municipality in the interim of use accountability purposes Provide authority for Minister/approval authority to require The Minister may require the City to establish a Development Permit System ~ establishment of development permit system by local municipalities development permit system for such matters as for prescribed purposes. identified by the Lieutenant Governor in Council NOTE: The City does not currently utilize 'density bonusing'

Bill 73, 'Smart Growth for Our Communities Act' Summary of Applicable Legislative Changes (Effective date: TBA) PURPOSE BILL 73 - AMENDMENT EXPLANATION Development Charges Act: The municipal cost for providing transit to new Development Charges may now include the cost of providing transit development areas may now be included in the Development Charges ~ services calculation for Development Charges Assets to be included in the calculation of Development Charges All assets to be included in the Development Charge Development Charges ~ must now be included and tracked in an 'Asset Management Plan' calculation must be tracked and monitored Development charges for all units within a Development Charges are now payable upon 1st Building Permit development phase are due upon 1st Building Development Charges ~ application; however development may be phased Permit application of that phase. Minister may investigate and audit municipal development charge The Minister will hold municipalities accountable Finance ~ calculation, collection, funding and spending when collecting development charges Municipalities may not collect development charges for goods/services (e.g. park equipment, cultural Municipalities may not double charge Finance ~ facilities) if applicant is charged elsewhere for the same good/service NOTE: Although the City does not currently collect local development charges, future consideration of development charges may be impacted by Bill 73.

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Corporate Report Report from Legal and Clerks Services, Office of the City Clerk Date of Report: January 29, 2016 Date of Meeting: February 8, 2016 Report Number: LCS-048-2016 File: 10.12.1

Subject: Council Correspondence Recommendation That Council receive and file the items listed within the report; and That Council receive and file additional correspondence distributed for the meeting held

February 8, 2016, which is available upon request. FORTHWITH Report The Office of the City Clerk is submitting, for the approval of Council, correspondence received during the period of January 15, 2016 to January 29, 2016. Grants to Offset Fees for Use of Municipal Facilities and Services 1. Rebecca MacPherson; Re: Request for Sponsorship and Financial Support to represent Canada at the World Ultimate and Guts Championships in London, UK from June 18-25, 2016 2. Nicholas Walsh; Re: Request for Financial Support to offset costs for transportation for students to attend the Southern Ontario Youth Theatre on May 26-29, 2016.

Resolutions 3. City of Thorold; Re: Federal Government Grant Funding Opportunities

General Correspondence 4. Jim Riddell; Re: Email to Mayor and Council updating the status of the apartment development at 16 Wood Street 5. Ministry of Municipal Affairs and Housing; Re: The Smart Growth for Our Communities Act, 2015 (see General Committee Agenda, Item 4.7) 6. St. Catharines Downtown Association; Re: 43rd Annual General Meeting on February 23, 2016 7. Green Advisory Committee; Re: Seeking recommendations for greening projects and funding partners Niagara Region 8. Appointment of Risk Management Official and Risk Management Inspector 9. Illegal Dumping Working Group Terms of Reference and Crime Stoppers 10. Implementing the Growth Plan: Regional Planning Commissioners, Regional Public Works Commissioners and Single Tier Treasurers on the Provincial Growth Plan

Report Page 1 of 2 Legal and Clerks Services, Office of the City Clerk Council ... Page 67 of 135 AGENDA ITEM 4.7

11. Media Release: Volunteers needed to conduct Niagara’s first coordinated point-in-time homeless count 12. Project Initiation Report: Niagara’s New Urban Structure 13. State of Aggregate Resources Report, PDS 40-2015

Reports Requested by Council 14. Outstanding Reports List – updated January 28, 2016

Prepared by: Submitted by: Approved by: Rebecca Alfieri / Deanna Haine Bonnie Nistico-Dunk Nicole Auty Council & Committee Coordinators City Clerk Director/City Solicitor

Legal and ClerksReport Services, Page Office2 of 2 of the City Clerk Council ... Page 68 of 135

AGENDA ITEM 4.7 Sub-Item 1 From: Rebecca MacPherson Sent: Friday, January 22, 2016 4:27 PM To: Mayor & Council Subject: Sponsorship Proposal

Dear Mayor Walter Sendzik,

I live in your riding and I would like to bring your attention to a sporting event in which I will be participating this summer. I currently play competitive ultimate and I have been selected to represent Canada at the World Ultimate and Guts Championships in London, UK in 2016. Our team of 27 players will compete in the women’s masters division (30+ years old) against teams from other countries including Japan, Finland, Italy, Germany, Columbia and the USA.

The tournament, which will run from June 18 to 25, 2016, showcases the best talent from around the globe, as each country participating in the event sends only one team per division. Ultimate, a fast-growing sport that values spirited fair play at all levels from recreational to elite, was granted full recognition by the International Olympic Committee in 2015. The sport is played in more than 80 countries around the world in elementary and high schools, in college, in recreational leagues, by competitive club teams and in two professional leagues in North America.

To represent Canada to the best of our abilities, my team is seeking sponsorship and financial support to help us achieve our goal of winning the tournament. The core of our team (which is based in Montreal) won gold while representing Canada in 2014 at the World Championships and we are excited to have the opportunity to do it again.

Your participation in our fundraising campaign will help cover some of the costs inherent in undertaking this adventure, including player fees, tournament and travel costs, field rental for practices, etc. With your help, we will be able to proudly represent Canada at the World Ultimate and Guts Championships.

Please see the attached document for further details about sponsorship opportunities. We are also open to any other proposals you may have.

If you have further questions, or require further information about our team or the sport of ultimate, please do not hesitate to contact me. I am including links to our social media platforms below.

I would like to thank you in advance for your generosity.

Sincerely, Rebecca MacPherson

Website: http://www.vintageultimate.com Facebook: https://www.facebook.com/tcwm2016/ Instagram: TCWM_2016 Twitter: @TCWM2016 Ultimate Canada: https://uc.usetopscore.com/ World Championships website: http://www.wugc2016.com/

Legal and Clerks Services, Office of the City Clerk Council ... Page 69 of 135 AGENDA ITEM 4.7 SPONSORSHIP

PLAN

On the road to the World Ultimate & Guts Championships 2016 in London, UK

First place at the World Championships in Lecco, Italy in 2014

Legal and Clerks Services, Office of the City Clerk Council ... Page 70 of 135 AGENDA ITEM 4.7

Legal and Clerks Services, Office of the City Clerk Council ... Page 71 of 135 AGENDA ITEM 4.7

SPONSORSHIP PLAN – On the road to the World Ultimate & Guts Championships 2016

ULTIMATE FRISBEE™ - A FAST-PACED, FAST-GROWING SPORT

Ultimate was invented in the United States in 1967. It is currently played in over 80 countries by more than 7 million people. Canada is currently ranked second in the World Flying Disc Federation’s World Ultimate Country Ranking List, which measures the performance and depth of elite Ultimate programs1. In Quebec, there are more than 5100 members of the Fédération québécoise d’ultimate (FQU)2 and within Montreal, the Montreal Ultimate Association (AUM)3 has more than 3000 members.

Ultimate is a team sport, played on a field that is 110 yards long by 40 yards wide, including two 20- yard endzones. Ultimate is accessible to players of all ages and abilities, requiring only eight cones and a disc. At the elite level, the sport demands a high level of athleticism, skill and an excellent understanding of strategies and tactics. Spirit of the Game is a fundamental principle of ultimate, incorporating respect, integrity and fair play into the rules of the game. Ultimate is self-officiated even at the international level, which makes it unique among team sports.

In 2015, the International Olympic Committee granted full recognition to ultimate, paving the way for the sport to eventually be included in the Summer Olympic Games4.

VINTAGE BECOMES TEAM CANADA

Vintage is a women’s ultimate team based in Montreal that competes in the masters division (players aged 30 years and older) at tournaments in North America. The team won the Canadian Ultimate Championships (CUC) in August 2015 and as a result, Vintage earned the right to represent Canada at the World Ultimate & Guts Championships (WUGC) in London, UK in June 2016. Approximately 2000 athletes from 35 countries will participate in five divisions at this international tournament.

IMPORTANT FACTS  Vintage won first place and the spirit award at CUC in 2013 and again in 2015  Vintage won a gold medal at the World Ultimate Club Championships in Lecco, Italy in 2014 and the team is the reigning World Champion in the women’s masters division  Vintage is the first ultimate team from Quebec (in any division) to win a World Championship title

1 http://www.wfdf.org/news-media/news/press/2-official-communication/657-wfdf-releases-first-ever-world- ultimate-country-ranking-list 2 http://fqu.ca/ 3 http://www.montrealultimate.ca/ 4 http://www.wfdf.org/news-media/news/press/2-official-communication/697-international-olympic-committee- grants-full-recognition-to-the-world-flying-disc-federation-wfdf

1

Legal and Clerks Services, Office of the City Clerk Council ... Page 72 of 135 AGENDA ITEM 4.7

SPONSORSHIP PLAN – On the road to the World Ultimate & Guts Championships 2016

 Vintage players are active in the ultimate community, volunteering their time as coaches, captains, mentors, organizers and committee members at the local, provincial and national levels.

Ultimate Goal:

Win GOLD at the World Championships in 2016

WE NEED YOUR HELP

In preparation for the World Championships, the 27 players that make up Team Canada Women’s Masters will participate in hundreds of hours of practice, training sessions and tournaments. Each athlete can expect to pay approximately $5000 to cover the cost of the 2016 season. These costs include tournament fees, flights, uniforms, hotels, food, field rental, gym memberships and training programs, among other expenses.

As a sponsor, in addition to supporting the performance of elite female athletes on an international stage, you will have the opportunity to promote your business on our website and various social media platforms (Facebook, Twitter and Instagram). The team will be organizing various fundraising activities (e.g. clinics and tournaments) during the year where sponsors can gain visibility or be invited to participate (e.g. information booths).

2

Legal and Clerks Services, Office of the City Clerk Council ... Page 73 of 135 AGENDA ITEM 4.7

SPONSORSHIP PLAN – On the road to the World Ultimate & Guts Championships 2016

SPONSORSHIP OPPORTUNITIES

VISIBILITY FOR YOUR GOLD SILVER BRONZE FAN BUSINESS: $1500 + $1000 $500 $100

PARTICIPATION IN ACTIVITIES  VISIBILITY DURING ACTIVITIES  UNIFORM (warm-up gear)  

WEBSITE   

FACEBOOK    

TWITTER    

INSTAGRAM    

By supporting Team Canada Women’s Masters, your business will be associated with a talented, hard-working elite-level sports team that is engaged in the ultimate community and is motivated to achieve its goals. This partnership will provide your business with visibility among young professionals and athletes within Canada and around the world.

We are open to discussing all sponsorship opportunities. Please contact us for further details about working together and how it can benefit your business. We would like to thank you in advance for your generous contribution.

Sincerely,

Contact information: Sponsorship coordinator: Julie Landry

Email: [email protected]

Phone: 514-808-7354

3

Legal and Clerks Services, Office of the City Clerk Council ... Page 74 of 135 AGENDA ITEM 4.7 Sub-Item 2

From: [email protected]] On Behalf Of Nicholas Walsh Sent: Monday, January 18, 2016 10:39 AM To: Mayor's Administration Subject: Youth Theatre Festival - St. Catharines Hi, Walter – My name is Nicholas Walsh. I am the artistic director of the Southern Ontario Youth Theatre (SOYTF). This coming May 26-29, St. Catharines Collegiate will be hosting our 4th annual festival. The festival is an annual celebration of creative performance, and devoted to providing students the unique ability to tell their own stories and audiences the opportunity to ask their own questions – about themselves, the way they live, what moves them and why. It is similar to the Sears Ontario Drama Festival; however, SOYTF is non-competitive. Last year, it was held at Walkerville Collegiate in Windsor, and the year prior at the Conrad Centre in Kitchener. This year in St. Catharines, we anticipate an attendance of 700 high-school students from across the province. For accommodations, they are staying at the Niagara College residences in Welland and NOTL, and commuting to St. Catharines for the festival each day. The festival gives these students an opportunity to live on the campus, and become familiar with it, prior to thinking about post-secondary schools to apply to in the coming years. We are seeking financial assistance to help cover the costs of shuttles to and from the school and residences for the duration of the festival. As we are looking to feature the City of St. Catharines and the region of Niagara, I am coming to you to see what you might be able to provide. We are trying to make it as affordable as possible for all students to participate. Any help would be wonderfully appreciated! You may also speak at your leisure at the Opening Ceremonies. And we can offer you 10 complimentary tickets to each show at the festival. I look forward to hearing from you! In the meantime, please feel free to visit our website: w | www.soytf.com f | www.facebook.com/soytf

With respect and gratitude for your work, Nick

Nicholas Walsh Artistic Director Ontario School of Devised and Physical Theatre ------Origin: http://www.stcatharines.ca/en/governin/mayor-walter-sendzik.asp. This email was sent to you by Nicholas Walsh through http://www.stcatharines.ca/.

Legal and Clerks Services, Office of the City Clerk Council ... Page 75 of 135 ThoroldAGENDA ITEM 4.7 Sub-Item 3

January 21, 2016

The Right Honourable Justin Trudeau Prime Minister of Canada Office of the Prime Minister 80 Wellington Street Ottawa, ON K1A OA2

[email protected]

Dear Prime Minister Trudeau:

Re: Federal Government Grant Funding Opportunities

Please be advised Thorold City Council, at its January 19, 2016 meeting, adopted the following resolution:

WHEREAS the Provincial and Federal levels of government offer grant opportunities periodically to municipalities with a population of 100, 000 orless or northern communities;

AND WHEREAS infrastructure grant applications are screened based on the current economic status of a municipality not based on a long term economic outlook or forecasted infrastructure deficits;

AND WHEREAS provincially mandated capital asset management forecasts are not considered during the screening process;

AND WHEREAS municipalities that have demonstrated disciplined financial management by wise infrastructure investments, maintaining affordable tax rates and providing quality services are penalized;

AND WHEREAS the Federal and Provincial governments do not consider funding recreational, cultural projects;

AND WHEREAS the health, safety and quality of life of residents is not a primary consideration when screening grant applications.

. .. 2 City of Tlmrolli Schmon Parkway, Thm•old, Ontario 1211 IIA7 www.tllorold.c1Jm T®I: 905·227·Glml Legal and Clerks Services, Office of the City Clerk Council ... Page 76 of 135 AGENDA ITEM 4.7

Page 2 Federal Government Grant Funding Opportunities

NOW THEREFORE BE IT RESOLVED that Council of The Corporation of the City of Thorold:

1. THAT the Provincial and Federal governments eliminate economic status as criteria for determining grant eligibility.

2. THAT the Provincial and Federal governments expand the eligibility criteria of infrastructure funding to include recreational and cultural investments.

3. THAT the Provincial and Federal governments not penalize municipalities that have exercised financial discipline and wise infrastructure investments, by excluding them from consideration for grant funding.

4. THAT a copy of the resolution be submitted to the Government of Canada, the Province of Ontario, Local Area Municipalities, Local M.P.'s and M.P.P.'S and the Regional Municipality of Niagara.

CARRIED

Yours truly,

·-"J_)CL-.,>.J,: Donna Delvecchio, AMCT Deputy City Clerk

DD:cd

ec: F. Fabiano, Chief Administrative Officer S. Daniels, City Clerk D. Delvecchio, Deputy City Clerk

Hon. K. Wynne, Premier of Ontario V. Badaway, MP, Niagara Centre C. Forster, MPP, Welland Riding R. Walton, Clerk, Regional Municipality of Niagara Local Area Municipalities

Legal and Clerks Services, Office of the City Clerk Council ... Page 77 of 135 AGENDA ITEM 4.7 Sub-Item 4

From: Riddell, Jim Sent: Monday, January 18, 2016 4:40 PM To: Mayor & Council Cc: Carnegie, Dan ; Haine, Deanna ; Alfieri, Rebecca ; Nistico-Dunk, Bonnie Subject: 16 Wood Street, St. Catharines - Status of Apartment development

Good afternoon: In answer to the question from Councillor Britton on the status of the apartment building at 16 Wood Street, I am pleased to inform you that the site plan has been approved and the builder is very close to receiving approval of the building permit. In talking to the builder (Renzo Giancaterino) at the end of last week he informs me that, all things going well, that they will commence site servicing the first week of February with a start date for actual construction of the 5 storey, 27 unit apartment building in early March.

I hope this information updates you on the status of the project. If you have any further questions please call. Regards Jim

Jim Riddell M.PL., M.C.I.P., R.P.P. Director of Planning & Building Services Email: [email protected] Tel: 905.688.5601 x1713

Legal and Clerks Services, Office of the City Clerk Council ... Page 78 of 135 Sub-ItemAGENDA ITEM 5 4.7 Ministry of Ministère des Municipal Affairs Affaires municipales and Housing et du Logement

Local Government and Planning Policy Division Division des administrations locales et des politiques d’aménagement 777 Bay Street, 13th Floor 777, Rue Bay, 13e étage Toronto ON M5G 2E5 Toronto ON M5G 2E5 Note from the Office of the City Clerk: Phone: (416) 585-6320 Téléphone: (416) 585-6320 A copy of this correspondence was Fax: (416) 585-6463 Télécopieur: (416) 585-6463 forwarded to Planning and Building Services and Financial Management December 18, 2015 Services for their review.

Dear: Municipal Clerk, Municipal Treasurer, Municipal Planning Official

RE: The Smart Growth for Our Communities Act, 2015

The Smart Growth for Our Communities Act, 2015, which makes a number of changes to the Development Charges Act, 1997, and the Planning Act, passed in the Ontario legislature and received Royal Assent on December 3, 2015.

The majority of changes to both the Development Charges Act, 1997, and the Planning Act will come into force on a day to be named by proclamation. However, the following provisions relating to the Planning Act have already come into force through Royal Assent.

 Subsection 1(2) of the Planning Act has been amended to restrict the ability of ministries other than the Ministry of Municipal Affairs and Housing to be added as a party to an Ontario Municipal Board appeal.  Subsection 3(10) of the Planning Act has been amended to extend the review cycle of the Provincial Policy Statement from 5 to 10 years.  Subsections 4(1) and 4(2) of the Planning Act have been amended to remove the references to “referral”, as the Minister does not have delegation powers for site plan.  Subsection 22.1 has been added to the Planning Act to provide certainty that when new policies or laws come into effect, applications for official plan amendments are subject to the previous policies or laws only if the required supporting material (i.e. complete application) has been submitted prior to the transition date.

This legislation provides for enhanced tools and processes for communities and residents to determine how their neighbourhoods grow, and to plan and pay for growth. The legislation aims to help municipalities recover more costs for growth- related infrastructure, give residents more say in how their communities grow, protect and promote greenspaces, enhance transparency and accountability, set clearer rules for land use planning, give municipalities more independence to make local decisions and make it easier to resolve disputes.

Legal and Clerks Services, Office of the City Clerk Council ... Page 79 of 135 AGENDA ITEM 4.7 Some examples of important improvements to the development charges and planning systems introduced by the new Act include:

Increasing Funding for Growth-Related Infrastructure by:  removing the mandatory 10 per cent discount required when levying a charge for transit services  creating an authority to identify services for which a planned service level calculation would replace the historic 10 year average service level  creating an authority to identify ineligible services exclusively through regulation (a commitment to bring forward regulatory changes to make waste diversion as a service for which development charges can be collected has already been announced)

Enhancing Municipal Transparency by:  requiring detailed reporting for municipal collection of density bonusing and parkland fees  changing the alternative parkland dedication rate for cash-in-lieu payments to incent the acquisition of physical parkland  requiring some municipalities, in consultation with school boards and the public, to prepare parks plans to help plan for parkland, greenspace, and park facilities  requiring municipalities to reflect capital projects funded through development charges in a detailed report  strengthening the language in relation to ‘voluntary payments’, not permitted under the Development Charges Act

Increasing Predictability and Accountability by:  linking development charge background studies to municipal asset management planning  requiring development charges for individual buildings to be set as of the date an initial building permit is issued, and for development charges to be payable on that date (there is an exception for multi-phase developments)

Enhancing Citizen Engagement by:  requiring explanation of how public input affected a municipal planning decision  ensuring consideration of public input at the municipal level by approval authorities and the Ontario Municipal Board  requiring locally designed public consultation policies  facilitating the modernization of the giving of notice through additional methods (e.g. email)  increasing use and ensuring citizen membership on planning advisory committees

Increasing Certainty, Stability and Reducing Costs by:  limiting requests for amendments to new official plans and/or new comprehensive zoning by-laws for 2 years after documents are approved, unless council authorizes the application(s) to proceed  providing regulation-making authority to limit requests for amendments to the renamed community planning permit system policy (official plan) and by-law for

Legal and Clerks Services, Office of the City Clerk Council ... Page 80 of 135 AGENDA ITEM 4.7 5 years after documents are approved, unless council authorizes the application(s) to proceed  removing the ability to apply for a minor variance for 2 years after a site specific rezoning, unless council authorize the application(s) to proceed  limiting approvals and appeals of lower-tier official plans, unless in conformity with upper-tier plans  removing requirements to review employment land policies

Resolving Disputes, Improving Local Decision-Making and Accountability by:  allowing time to be added to planning decision timelines to resolve disputes prior to appeals (90-day “timeout”)  restricting appeals of specific provincially-approved matters (e.g. Ministry of the Environment and Climate Change approved source water protection boundaries)  removing appeal of second unit residential policies at official plan updates  requiring clearer reasons for appeals  removing the ability to appeal entire new official plans  providing enhanced opportunities for alternative dispute resolution

A copy of the Smart Growth for Our Communities Act, 2015 can be viewed online at: http://www.ontla.on.ca/web/bills/bills_detail.do?BillID=3176.

Please visit the Ministry of Municipal Affairs and Housing’s website periodically for further updates: ontario.ca/municipalaffairsandhousing.

If you have any questions related to the Planning Act, please contact Luke Fraser at (416) 585-6088 or send an e-mail to [email protected].

If you have any questions related to the Development Charges Act, 1997, please contact John Ballantine at (416) 585-6348 or send an e-mail to [email protected].

I would also like to take this opportunity to thank municipalities for your efforts, input and advice in helping us to reform the land use planning system.

Sincerely,

Kate Manson-Smith Assistant Deputy Minister

Legal and Clerks Services, Office of the City Clerk Council ... Page 81 of 135 DOWNTOWN AGENDA ITEM 4.7 5 80 King St., (main floor) St. Catharines, ON L2R 7Gl • T. 905.685.8424 • F. 905.685.7771 St tiflt.ru'ute St. Cat harines Downtown Association • www.mydowntown.ca Sub-Item 6

l~ECEIV

CITY CLERl('S OFFICE January 25, 2016 :., l. L,,dJ.l\'111:tS, ONlit!.10

Mayor and City Council City of St. Catharines City Hall 50 Church Street St. Catharines, ON

Dear Mayor Sendzik and members of City Council:

The St. Catharines Downtown Association would like to extend an invitation for you and City of St. Catharines Councillors to attend the 43rd Annual General Meeting of the St. Catharines Downtown Association on Tuesday February 23, 2016.

The St. Catharines Downtown Association hosts our Annual General Meeting to report to our membership on the events ofthe past year and the plans for the upcoming fiscal year. The meeting will include the Associations 2015 audited financial statements, the 2016 budget as well as updates on Downtown St. Catharines developments and projects.

The meeting is scheduled for Tuesday February 23 at 5:30 at the new FirstOntario Performing Arts Centre, 250 St. Paul Street. We are very pleased to be able to showcase this wonderful facility to our membership and those that may not have had an opportunity to yet visit the facility.

Please RSVP at your earliest convenience to confirm your attendance.

Yours truly, DISTRIBUTION Or~ \nal to: ..,,..~ L (fV» C4 Js- l!o.~ Copy sent to: Mayor: - - ~-­ Tisha Polocko Executive Director CAO : St. Catharines Downtown Association Department:

Legal and Clerks Services, Office of the City Clerk Council ... Page 82 of 135 AGENDA ITEM 4.7 Sub-Item 7 January 18, 2016

City of St Catharines 50 Church Street Received in the Office of the City Clerk and PO Box 3012 forwarded to the Mayor and Members of Council St Catharines, Ontario L2R 7C2 via email on January 28, 2016

Dear Mayor Sendzik and Council,

Re: Possible Greening Projects

The City of St Catharines Green Advisory Committee is committed to making St Catharines a better place to live, work, and play. Over the past several years, former Green Committees have completed projects including Sir Casimir Gzowski Parkette, Port Dalhousie Cenotaph, Hannelore Headley Parkette and the flower pot program.

We write this letter to seek your advice on possible projects within your section of the City. We are asking each of you to nominate up to two greening projects. We hope to draw from this list to steer future Green Advisory Committee projects.

Our ability to accomplish greening initiatives also depends upon the support of community funding partners. These partners contribute to initial project costs and ongoing project maintenance when other budget avenues are unable to meet funding demands. The Green Advisory Committee seeks your advice and recommendations for potential community funding partners to contribute to the greening, beautification and naturalization of our City.

We look forward to hearing your recommendations for projects and community funding partners by email ([email protected]). In order to make plans for the coming year, we would appreciate your responses by February 29, 2016.

Thank you for your continuing support as we work together in stewardship of “The Garden City”.

Yours truly,

Peter Thompstone, Chair and Peter Howes, Vice-Chair

City of St Catharines Green Advisory Committee

Cc: M Anderson, Parks Recreation and Cultural Services

Legal and Clerks Services, Office of the City Clerk Council ... Page 83 of 135 AGENDA ITEM 4.7

Administration NO §—`| Office of the Regional Clerk Sub-Item 8 'agara eglon l8l5 sw Isaac Brock Way, PO Box I042, Thamld, om Lzv 4T7 Telephone: 905-685-4225 Toll-free: I-800-263-72|5 Fax: 905-687-4977 www.niagararegion.ca

January 18, 2016 CL 1-2016, January 14, 2016 PWC 1-2016, January 5, 2016 ‘ Report PW 1-2016

LOCAL AREA MUNICIPALITIES

SENT ELECTRONICALLY

Appointment of Risk Management Official and Risk Management Inspector under Part IV Of the Clean Water Act, 2006 I PW 1-2016

Regional Council, at its meeting of January 14, 2016, approved the following recommendation of its Public Works Committee:

That Report PW 1-2016, dated January 5, 2016, respecting Appointment of Risk Management Official and Risk Management Inspector under Part IV of the Clean Water Act, 2006, BE RECEIVED and the following recommendations BE APPROVED:

to _ 1. That the Commissioner of Public Works BE DELEGATED the authority appoint the Risk Management Official and the Risk Management Inspector under subsection 47(6) of the "Clean Water Act, 2006";

2. That the Regional Clerk BE DIRECTED to issue a Certificate of Appointment to the Risk Management Official and Risk Management Inspector under subsection 47(7) of the "Clean Water Act, 2006"; and

3. That the Regional Clerk BE DIRECTED to circulate this report to Clerks of

‘ Local Area Municipalities, Source Protection Authority, Chair of Niagara Peninsula Source Protection Committee and Director of Source Protection, Ministry of Environment and Climate Change.

A copy of Report PW 1-2016 ls enclosed for your information.

...2/ Legal and Clerks Services, Office of the City Clerk Council ... Page 84 of 135 AGENDA ITEM 4.7

Yours truly,

l2 MLWalton Ralph Regional Clerk iamn

cc: D. Barrow, Manager of Quality and Compliance, Water R. Tripp, Commissioner, Public Works N. Coffer, Executive Assistant to the Commissioner, Public Works

Legal and Clerks Services, Office of the City Clerk Council ... Page 85 of 135 AGENDA ITEM 4.7 PW 1-2016 January 5, 2016 Page 1

REPORT TO: Public Works Committee

MEETING DATE: Tuesday, January 05, 2016

SUBJECT: Appointment of Risk Management Official and Risk Management Inspector under Part IV of the Clean Water Act, 2006

RECOMMENDATIONS

1. That the Commissioner of Public Works BE DELEGATED the authority to appoint the Risk Management Official and the Risk Management Inspector under subsection 47(6) of the “Clean Water Act, 2006”. 2. That the Regional Clerk BE DIRECTED to issue a Certificate of Appointment to the Risk Management Official and Risk Management Inspector under subsection 47(7) of the “Clean Water Act, 2006”. 3. That the Regional Clerk BE DIRECTED to circulate this report to Clerks of Local Area Municipalities; Source Protection Authority: Chair of Niagara Peninsula Source Protection Committee; and Director of Source Protection, Ministry of Environment and Climate Change.

KEY FACTS

• The Source Protection Plan (SPP) was submitted by the Source Protection Authority to the Ministry of the Environment and Climate Change (MOECC) in October 2013. After reviewing the documents, the MOECC approved the SPP on December 17, 2013 and it legally took effect on October 1, 2014.

• Under Part IV of the Clean Water Act, regulation of Drinking Water Threats requires the appointment of a Risk Management Official (RMO) and Risk Management Inspector (RMI) to implement policies included in the SPP that rely on Part IV tools such as Risk Management Plans, and to report on their implementation as per the policies.

• The Water and Wastewater Division has had staff previously appointed by Council to the dual role of RMO/RMI; however, due staff changes the role is currently vacant. The appointment of the RMO/RMI can be delegated by Council to facilitate ease of administration; particularly should staff changes occur in the future.

Legal and Clerks Services, Office of the City Clerk Council ... Page 86 of 135 AGENDA ITEM 4.7 PW 1-2016 January 5, 2015 Page 2

CONSIDERATIONS

Financial There are no financial implications to the current budget as all direct and indirect costs associated with the delivery of services related to the administration and enforcement of the Clean Water Act, 2006 are included in the budget.

Corporate

The appointment of the RMO/RMI does not require new staff. Existing staff levels will be maintained; however, existing roles and responsibilities may shift to ensure compliance with the requirements of the Clean Water Act, 2006.

Governmental Partners

The RMO/RMI works closely with staff from the Planning and Development Services Department, local municipal planning staff and the Niagara Peninsula Conservation Authority on the implementation of the Source Protection Plan. The RMO/RMI is integrated into the planning and building permit processes to ensure that applicable Part IV requirements are addressed.

In preparation of this report, staff consulted with the Niagara Peninsula Source Protection Committee. The SPC Chair has responded and has no objection to the recommendations of report PW 1-2016 for the delegated authority to appoint the RMO/ RMI under Part IV of Clean Water Act, 2006.

Public and/or Service Users

The RMO/RMI works closely with property owners to negotiate and monitor Risk Management Plans (RMPs). Public Outreach and Education on Source Protection is a key responsibility of the RMO/RMI to both property owners and the public in general.

ANALYSIS

Under Part IV of the Clean Water Act, municipalities responsible for the water production, treatment and storage are required to enforce policies related to significant threats in the Source Protection Plans. Section 52 of the Act also specifies the requirements for appointment of RMOs and RMIs to enforce and monitor the Plan. The RMO and RMI have the powers to enforce the Act and are responsible for implementing Section 57 – Prohibition, Section 58 – Regulated Activities including Risk Management Plans (RMPs) and Section 59 – Restricted Land Uses.

Legal and Clerks Services, Office of the City Clerk Council ... Page 87 of 135 AGENDA ITEM 4.7 PW 1-2016 January 5, 2015 Page 3

In 2013 Council appointed the Compliance Official to the dual role of RMO/RMI and again in the 2014 as a result of staff changes. The scope of work for the RMO/RMI includes, but is not limited to:

• Negotiating Risk Management Plans (RMPs) • Conducting inspections to ensure compliance with RMPs • Interacting with area municipalities to review Source Protection requirements related to building permit applications. • Attending Source Protection Committee meetings as a staff resource. • Annually reporting to the Source Protection Authority • Issuing orders and notices as required • Providing education and outreach related to significant threats and Source Protection

ALTERNATIVES REVIEWED

There are no alternatives in regard to the appointment of the RMO/RMI as the Act requires Niagara Region to make such appointments. Council however can decide to retain the appointment powers rather than delegating them to the Commissioner of Public Works. However, as noted earlier in this report, it is recommended that such a delegation be made to facilitate the administration of such appointments, particularly in the future when staff change positions, vacancies occur.

ORIGIN OF REPORT

Part IV of the Clean Water Act legislates the appointment of the RMO/RMI by Niagara Region.

OTHER PERTINENT REPORTS

• PW 48 2014, Public Works Committee, April 1, 2014 • PW 92-2012, Public Works Committee, July 2, 2013 • ICP 93-2011, Integrated Community Planning, November 9, 2011 • PWP 11-2011, Public Works Committee, April 26, 2011 • PWP 01-2010, Integrated Community Planning & Public Works Committee, January 13, 2010

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SUBMITTED & SIGNED BY: APPROVED & SIGNED BY: Ron Tripp, P.Eng., Commissioner Harry Schlange Public Works Department Chief Administrative Officer

This report was prepared by Deanna Barrow, Manager of Quality and Compliance, Water and reviewed by Heather Sim, Associate Director Water Operations & Staff Development (Acting).

Legal and Clerks Services, Office of the City Clerk Council ... Page 89 of 135 AGENDA ITEM 4.7 Administration • • Office of the Regional Clerk Sub-Item 9 NIa'gara‘| Reglon |8I5 Sir Isaac Brock Way, PO Box IO42, Thorold, ON LZV 4T7 Telephone: 905-685-4225 Toll-free: I-800-263-72|5 Fax: 905-687-4977 www.niagararegion.ca

January 18, 2016 CL 1-2016, January 14, 2016 PWC 1-2016, January 5, 2016 Report PW 3-2016

LOCAL AREA MUNICIPALITIES

SENT ELECTRONICALLY

Illegal Dumping Working Group Terms of Reference And Crime Stoppers PW 3-2016

Regional Council, at its meeting of January 14, 2016, approved the following recommendation of its Public Works Committee:

That Report PW 3-2016, dated January 5, 2016, respecting Illegal Dumping Working Group Terms of Reference and Crime Stoppers, BE RECEIVED and the following recommendations BE APPROVED:

. . 1. That the Illegal Dumping Working Group Termsof Reference BE AMENDED to reflect a semi—annual meeting schedule;

2. That Staff BE AUTHORIZED to pursue a partnership with Crime Stoppers of Niagara to establish an alternative public reporting mechanism for anonymous illegal dumping tips, subject to approval by all local area municipalities;

3. Staff BE AUTHORIZED to execute a Memorandum of Understanding with Crime Stoppers satisfactory with Legal and Court Services and subject to approval by all local area municipalities; and

4. That this report BE CIRCULATED to local area municipalities for information or approval by their Council, as required.

A copy of Report PW 3-2016 is enclosed for your information.

...2/ Legal and Clerks Services, Office of the City Clerk Council ... Page 90 of 135 AGENDA ITEM 4.7

Yours truly, *QCmw Ralph Walton Regional Clerk Iam!}

cc: B. Vanyo, Contract Supervisor, Waste Management Services R. Tripp, Commissioner, Public Works N. Cotter, Executive Assistant to the Commissioner, Public Works

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REPORT TO: Public Works Committee

MEETING DATE: Tuesday, January 05, 2016

SUBJECT: Illegal Dumping Working Group Terms of Reference and Crime Stoppers

RECOMMENDATIONS

1. That the Illegal Dumping Working Group Terms of Reference BE AMENDED to reflect a semi-annual meeting schedule;

2. That Staff BE AUTHORIZED to pursue a partnership with Crime Stoppers of Niagara to establish an alternative public reporting mechanism for anonymous illegal dumping tips, subject to approval by all local area municipalities;

3. Staff BE AUTHORIZED to execute a Memorandum of Understanding with Crime Stoppers satisfactory with Legal and Court Services and subject to approval by all local area municipalities; and

4. That this report BE CIRCULATED to local area municipalities for information or approval by their Council, as required.

KEY FACTS

• The Illegal Dumping Working Group (IDWG) has been conducting quarterly meetings over the past two years. At the last meeting on March 24, 2015, it was determined by the members that semi-annual meetings are sufficient to meet the Terms of Reference. • Public Works Committee received a request from Crime Stoppers of Niagara to consider using their anonymous tipster reporting system to enhance the existing Illegal Dumping reporting tools. • Staff supports the partnership with Crime Stoppers of Niagara as it is anticipated the program will increase the number of illegal dumping reports and allow staff to react to dumping issues with minimal impact to cost or operations.

CONSIDERATIONS

Financial There is no cost implication by changing the IDWG Terms of Reference from quarterly to semi-annual meetings.

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Under the current model approved by Regional Council and agreed upon by the local area municipalities, Niagara Region and applicable municipality pay $200 and $50 for reports received directly from the public that lead to a successful conviction or compliance, respectively. The proposed partnership with Crime Stoppers would result in an additional one hundred dollar ($100) cost for conviction and twenty-five dollar ($25) cost for compliance associated with reports received through the Crime Stoppers program. However, staff anticipate minimal increase in payouts, and therefore the associated costs with this partnership could be managed within the approved waste management operating budget.

Corporate There is no anticipated impact on staffing as a result of these recommendations. It is expected existing staff will be able to handle any additional illegal dumping calls.

Governmental Partners The proposed program is in partnership with an external party that will allow anonymous tips related to illegal dumping to be reported and investigated. Crime Stoppers indicates they normally maintain partnerships with law enforcement agencies. This partnership would be the first of its kind for Crime Stoppers.

Staff has consulted with the members of the IDWG. All the IDWG members support the partnership with Crime Stoppers. However, two municipalities have indicated they will take this report to their respective Council for approval.

Public and/or Service Users There is no impact on the public by altering the IDWG Terms of Reference to semi- annual meetings.

Although the public was previously able to report through existing mechanisms anonymously, the partnership with Crime Stoppers of Niagara will allow another option for reporting and improve public service. The public may feel more secure with anonymous reporting through the Crime Stoppers organization. Crime Stoppers has an existing mechanism to pay rewards for successful conviction or compliance related to anonymous tips.

ANALYSIS

The IDWG has been meeting since October 2012 on a regular basis. The IDWG has maintained consistent participation from the group members and made progress in the fight against illegal dumping since that time. At the last meeting on March 24, 2015 it was determined that quarterly meetings were no longer required. As such, the IDWG recommended adjusting the Terms of Reference to semi-annual meetings. Semi-annual meetings are sufficient to maintain the required level of participation as well as to avoid

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the potential loss of interest that may result with conducting meetings with repetitive agendas. The IDWG members support the transition to semi-annual meetings.

Per Public Works Committee request “That staff examine how illegal dumping initiative could be incorporated as part of Crime Stoppers in cooperation with the Illegal Dumping Working Group”. The IDWG reviewed the request during the March 24, 2015 meeting and requested further information from Crime Stoppers about the program and financial commitment. Region staff has investigated a potential partnership with Crime Stoppers for illegal dumping activities. Staff met with Crime Stoppers about receiving anonymous calls from the public for illegal dumping in Niagara. Crime Stoppers also submitted a proposal for consideration. The following summarizes the offer from Crime Stoppers:

• Crime Stoppers would like to receive anonymous tips related to illegal dumping in Niagara and will forward the information to Waste Management Services Division to investigate using established procedures. • The Region will post the Crime Stoppers logo with a link to their anonymous reporting system on the on-line Illegal Dumping reporting page. This would allow the public to have the option to choose to use Crime Stoppers for anonymous reporting. • Crime Stoppers is not asking for any other changes to existing illegal dumping signs or communication methods. • Any rewards paid to the public through Crime Stoppers would be the same as the current reward system of $200 and $50 for successful conviction and compliance respectively. The Region and applicable municipality would share the payments as per the current practice. Crime Stoppers has an existing system for anonymous payment. • Crime Stoppers is asking for a 150% reimbursement on reports originating through Crime Stoppers and approved (i.e., the Niagara Region and applicable municipality would share payment of $300 to Crime Stoppers of Niagara for any $200 conviction reward or $75 to Crime Stoppers for any $50 compliance reward that is approved). • The extra amount paid to Crime Stoppers is used to support their programs. • There would be a Memorandum of Understanding to ensure a smooth and timely transition of any “tipster” information from Crime Stoppers to the appropriate party. • The Region would confirm with Crime Stoppers if the information provided through their tipster line was “good” and led to conviction or compliance. If so, a reward would be approved. • All reports from Crime Stoppers would be 100% anonymous.

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Positive aspects of partnering with Crime Stoppers are:

• The potential to receive more reports of illegal dumping, as individuals may be more comfortable to report under the anonymity of the Crime Stoppers organization. • Crime Stoppers would aid in the promotion of the Illegal Dumping Campaign/program on their social media platforms. • The efforts and progress to date surrounding the appearance and function of Illegal Dumping Campaign/program would not require alterations. All current reporting options (calls to the Waste Information Line, smart phone application, the on-line Reporting Tool) would co-exist with this additional means of receiving reports through Crime Stoppers.

Although the reimbursement to Crime Stoppers for approved rewards has the potential to be a greater cost for the Niagara Region and the municipalities, based on data from our reward system to date, the risk of this becoming a budget issue is minimal. Illegal dumping reports from the public have led to two $50 compliance rewards being paid out to date. Staff believes this is a good partnership for continued improvement to promote Illegal Dumping awareness in Niagara.

At its December 7, 2015 meeting, the Waste Management Planning Steering Committee supported the recommendations in this report.

ALTERNATIVES REVIEWED

The alternate reviewed was to leave the IDWG meetings at quarterly. As the IDWG has matured and the issues have been covered, it was determined to be appropriate to reduce the meeting frequency as not to make the meetings redundant and lose potential future participation.

The alternative was not to partner with Crime Stoppers of Niagara. Given the minimal impact to the existing program, the opportunity to partner with an external group and the potential to receive more illegal dumping reports, staff believe it was important to expand the mechanisms to receive illegal dumping reports.

ORIGIN OF REPORT

This report has been brought forward by staff to respond to Public Works Committee request to consider partnership with Crime Stoppers for illegal dumping. The change in to the Terms of Reference is being brought forward by the Illegal Dumping Working Group.

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OTHER PERTINENT REPORTS

WMPSC-C 32-2015: Illegal Dumping Working Group Update

SUBMITTED & SIGNED BY: APPROVED & SIGNED BY: Ron Tripp, P.Eng, Commissioner Harry Schlange Public Works Department Chief Administrative Officer

This report was prepared by Bob Vanyo, Contract Supervisor, Waste Management Services and reviewed by Cathy DeLuca, Program Financial Analyst, Corporate Services, Allison Tyldesley, Associate Director, Waste Management Services and Catherine Habermebl, Director, Waste Management Services

APPENDICES

N/A

Legal and Clerks Services, Office of the City Clerk Council ... Page 96 of 135 AGENDA ITEM 4.7

A Administration • • Office of the Regional Clerk Sub-Item 10 Nlagaraw Reglon l8|5 Sir Isaac Brock Way, PO Box IO42, Thorold, ON L2V 4T7 Telephone: 905-685-4225 Toll-free: I-800-263-72|5 Fax: 905-687-4977 WWW.I1l3g2.I‘al"€gl0I"I.C3

January 18, 2016 CL 1-2016, January 14, 2016 PDC 1-2016, January 6, 2016 ‘ ‘ ‘ Report PDS 1-2016

DISTRIBUTION LIST

SENT ELEC TRONICALLY

Implementing the Growth Plan: Regional Planning Commissioners, Regional Public Works Commissioners and Single Tier Treasurers on the Provincial Growth Plan PDS 1-2016

Regional Council, at its meeting of January 14, 2016, approved the following

recommendation of its Planning and Development Committee: .

That Report PDS 1-2016, dated January 6, 2016, respecting Implementing the Growth Plan: Regional Planning Commissioners, Regional Public Works Commissioners and Regional Single Tier Treasurers on the Provincial Growth

Plan, BE RECEIVED and the following recommendations BE APPROVED: .

1. That Regional Council ENDORSE the recommendations contained within the executive summary ofthe report entitled “lmplementing the Growth Plan: Seeking Provincial and Municipal Alignment to Support a Prosperous Ontario"; and

2. That a copy of this report BE FORWARDED to all Local Municipalities, the Ministry of Municipal Affairs and Housing and Ontario Growth Secretariat.

A copy of Report PDS 1-2016 is enclosed for your information.

Yours truly,

Ralph Walton Regional Clerk iamn

cc; Local Area Municipalities M. Christie, Ministry of Municipal Affairs and Housing L. Clay, Assistant Deputy Minister, Ontario Growth Secretariat B. Dick, Senior Planner, Growth Management, Planning and Development Services D. Morreale, Manager, Community Planning N. Smagata, Administrative Assistant N. Oakes, Executive Assistant to the Commissioner, Planning & Development Services

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REPORT TO: Planning and Development Services Committee

MEETING DATE: Wednesday, January 06, 2016

SUBJECT: Implementing the Growth Plan: Regional Planning Commissioners, Regional Public Works Commissioners and Regional Single Tier Treasurers on the Provincial Growth Plan

RECOMMENDATIONS

1. That Regional Council ENDORSE the recommendations contained within the executive summary of the report entitled “Implementing the Growth Plan: Seeking Provincial and Municipal Alignment to Support a Prosperous Ontario”; and,

2. That a copy of this report BE FORWARDED to all Local Municipalities, the Ministry of Municipal Affairs and Housing and Ontario Growth Secretariat.

KEY FACTS

• A report was prepared by the Regional Planning Commissioners of Ontario (RPCO), the Regional Public Works Commissioners of Ontario (RPWCO) and the Ontario Regional and Single Tier Treasurers (ORSTT) that outlines the challenges and opportunities of implementing the Growth Plan from the perspective of the three disciplines of planning, public works and finance.

• Fifteen recommendations were agreed to by RPCO, RPWCO and ORSTT to address the concerns with the successful implementation of the Growth Plan and the strain of financing growth.

• This report recommends that Regional Council endorse the findings and recommendations contained in the executive summary of the RPCO/RPWCO/ORSTT report in order to improve the implementation of the Growth Plan.

CONSIDERATIONS

Financial

This report is related to the ongoing Municipal Comprehensive Review (MCR) and the Niagara 2041 Growth Strategy, which have approved funding. This report only recommends endorsing the recommendations provided in the RPCO, RPWCO and

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ORSTT authored report, therefore there are no direct financial considerations or implications at this time.

Most of the recommendations in the attached executive summary (see Appendix I) would at minimum have indirect financial impacts if enacted. The recommendations that would have the most obvious and direct financial considerations if enacted would be:

Recommendation 2: Request a long term commitment from the Federal government for transit funding.

Recommendation 7: Amend the Development Charges Act to ensure that growth pays for growth through the removal of mandatory discounts, service level caps, service exemptions, and mandatory exemptions (50% industrial expansion exemption).

Changes to the Federal Government’s commitment to transit funding including details of any funding program changes will be brought forward to Council, along with insight on how the funding could assist in achieving Council’s strategic priorities.

If the recommendations to the Development Charges Act are enacted, they would increase the amount of development charges that could potentially be collected from developments. Council will have the opportunity to consider the impacts of any changes to the Development Charges Act and determine any changes to Regional policies that may be deemed necessary during the next development charges background study and by-law.

Corporate

The Niagara 2041 Growth Strategy with its key mandatory components: Municipal Comprehensive Review, Transportation Master Plan and Water and Wastewater Master Servicing Plan is the Region’s response to Amendment 2 to the Growth Plan. Amendment 2 extends Niagara’s population and employment forecasts from 2031 to 2036 and 2041. These initiatives will work together to implement and support Niagara’s forecasted growth.

Governmental Partners

Niagara Region will continue to work with the Province and support the objectives of the Growth Plan and its importance in ensuring properly managed growth. Nonetheless, Niagara Region along with other Regional municipalities will continue to strongly recommend amendments to the Growth Plan to improve its implementation and effectiveness in creating complete communities that are financially sustainable, use infrastructure efficiently and contribute to an economically prosperous Niagara and Ontario.

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The Region and the local municipalities are required to implement the Provincial Growth Plan. Any modifications to the Plan that would improve its implementation and achieve its goals would be of significant benefit to them in time and resources.

Public and/or Service Users

Niagara Region is working with other Planning departments in Ontario by identifying key challenges and opportunities facing municipalities in implementing the Growth Plan. The identification of these challenges presents a complete picture of the landscape municipalities are navigating as they manage growth in the Greater Golden Horseshoe.

ANALYSIS

Background

Introduced in 2006, the Growth Plan for the Greater Golden Horseshoe (Places to Grow) forecasts population and employment growth for upper tier municipalities within the Greater Golden Horseshoe. In support of the Province’s planned comprehensive review of the Growth Plan in 2016, the Regional Planning Commissioners of Ontario, the Regional Public Works Commissioners of Ontario (RPWC) and the Ontario Regional and Single Tier Treasurers (ORSTT) came together to undertake a joint review of the Growth Plan’s first 10 years.

The Executive Summary of this joint review is appended to this report as Appendix I. Staff have identified and summarized key Growth Plan implementation issues that are important to Niagara Region and ongoing work with our Niagara 2041 Growth initiative.

Growth Plan Projections and Targets

In 2006, the Provincial Growth Plan was issued containing population and employment forecasts to the year 2031. These figures formed the basis for the Region’s growth management strategy Niagara 2031 and were implemented through Regional Policy Plan Amendment 2-2009. In 2013, Growth Plan forecasts were updated, and the time horizon extended to the years 2036 and 2041. The Provincial Growth Plan requires municipalities to plan to these forecasts. Accordingly, Niagara 2041 will be based on the new forecasts as outlined in report PDS 43-2015.

The longer term forecasts may prove to be fairly accurate. However, short term fluctuations in growth can contribute to a misalignment in the location and timing of population and job growth that can create an imbalance in municipal financing, and result in a risk of overbuilding or underbuilding of growth related infrastructure. The joint report calls for greater flexibility in meeting projections and Growth Plan targets (i.e. the definition of employment with respect to greenfield lands) that if enacted upon could help municipalities avoid significant infrastructure costs.

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There are two related issues to the Growth Plan forecasts. The first relates to the planning and appeals process, where official plans have been significantly amended to implement Places to Grow. As previously illustrated in PDS 43-2015, there is a significant lag time between when an upper tier municipal official plan is adopted by council and when it is finally approved and put into force and effect. This lag time is primarily caused by numerous and lengthy Ontario Municipal Board (OMB) appeals. The second issue pertains to land budgeting, an exercise to determine whether sufficient land exists to support the anticipated growth in people and jobs. At the present time, there is no uniform methodology for land budget work, leaving municipalities and appellants to devise and present their own methodologies, which have been highly variable. The corresponding decisions of the OMB on land budget methodologies have been highly variable as well.

Insufficient Development Charge Revenue to Finance Growth

The joint report concludes that growth is not paying for growth therefore leaving it to property tax and user rate payers to make up the funding shortfall. In general, development charge revenues are inadequate. Municipalities are at financial risk as they pay in advance for large scale capital infrastructure projects but then experience a lag time in payback for these investments. Transit systems to support intensification are proving to be the greatest financial burden for municipalities and difficult to finance under current Development Charges Act limitations. Municipal responses to this situation have included debt financing, the deferral of capital projects and front-ending agreements.

Further, the lack of a federal transit investment strategy puts municipalities at great risk and financial exposure when introducing or expanding transit. The announcement in the 2015 Federal Budget of a permanent transit fund (at a relatively low investment level) is a step in the right direction, but more investment in transit is needed.

Better Integration of Land Use and Infrastructure Decisions

The report indicates that land use planning and infrastructure decisions need to be better integrated. This includes more efficient Environmental Assessment and Planning Act processes and approvals as well as reforms to the OMB. OMB decisions often go against municipal approved Official Plans and contribute to additional infrastructure costs.

On this point, the Niagara 2041 Growth Strategy is improving integration between planning and infrastructure by ensuring that the ongoing Municipal Comprehensive Review, Transportation Master Plan and Water and Wastewater Master Servicing Plans work together in a coordinated manner to implement and support Niagara’s forecasted growth.

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Employment Lands Protection

Municipalities are under pressure to convert employment lands to other uses. Provincial policy does not provide enough support at OMB hearings, especially for strategic employment lands located along Provincial highways that are essential to moving people and goods. Employment lands are broadly defined in provincial documents from power retail centres which provide significant part time employment to uses that provide more full time employment with benefits for “higher value added” such as manufacturing and high tech. Accordingly, a strengthened policy framework and a more refined definition of employment lands is required.

In order to address the inter-related challenges highlighted above, RPCA, RPWCO and ORSTT agreed upon 15 recommendations that have been forwarded to the Province. These 15 recommendations are included in Appendix I. The following 9 recommendations are of importance to Niagara Region and would result in a more successful implementation of the Growth Plan thereby assisting in our own growth management work.

• A long term Provincial Infrastructure Plan that conforms to the Growth Plan. • A long term commitment by the Federal Government for transit funding. • Greater flexibility in applying growth forecasts. • A uniform framework or methodology for land budget work. • Limits to appeals of official plans and amendments that implement the Growth Plan. • Ontario Municipal Board reform. • Amendments to the Development Charges Act to ensure growth pays for growth and to expand the entitlement for municipal collection for transit infrastructure. • The introduction of reasonable fixed time lines for provincial decision points in the Environmental Assessment process. • Further strengthening the abilities of municipalities to designate and protect strategic employment lands.

ALTERNATIVES REVIEWED

Regional Council can decide not to endorse the findings and recommendations contained in the RPCO/RPWCO/ORSTT authored report. Failure to support the request to improve the Growth Plan may weaken RPCO/RPWCO/ORSTT‘s position to effect change with the Province and can hamper the Region and local municipalities’ own ability to successfully implement the Plan going forward.

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ORIGIN OF REPORT

This report was brought forward by staff to provide Regional Council with information on challenges and opportunities of implementing the Provincial Growth Plan from the perspective of the three disciplines of planning, public works and finance.

OTHER PERTINENT REPORTS

• PDS 43-2015 Implementation of Amendment 2 to the Growth Plan for the Greater Golden Horseshoe, November 12, 2015.

SUBMITTED & SIGNED BY: APPROVED & SIGNED BY: Rino Mostacci, MCIP, RPP Harry Schlange Commissioner Chief Administrative Officer Planning and Development Services

This report was prepared by Brian Dick, MCIP, RPP, Senior Planner, Growth Management, Planning and Development Services and reviewed by Diana Morreale, MCIP, RPP, Manager, Community Planning.

APPENDICES

Appendix I Implementing the Growth Plan: Seeking Provincial and Municipal Alignment to Support a Prosperous Ontario Executive Summary Page 6

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MEDIA RELEASE

On April 5, Niagara Counts Volunteers needed to conduct Niagara’s first coordinated point-in-time homeless count

NIAGARA REGION, January 26, 2016 – Niagara is taking part in a coordinated effort to measure homelessness across Canada.

On April 5, 2016, a partnership of community agencies and Niagara Region will conduct Niagara’s first ever point-in-time homeless count.

Organizers are calling the initiative “Niagara Counts” and have launched a volunteer recruitment drive to carry out the count. Over a 24-hour period, trained volunteers will count and survey individuals who are staying in shelters, short- term housing and sleeping rough (without shelter). Niagara Counts will provide a “snapshot” of homelessness in the region.

It will indicate the minimum number of people experiencing homelessness in our community. Other forms of homelessness, such as people staying temporarily with friends, are not typically included in a point-in-time count.

Niagara Counts will improve our understanding of the needs and circumstances of the people who are affected by homelessness in our community. The survey will provide us with key data on gender, age, ethnicity, veteran status and more.

Results from the count will be made publicly available and we will use the results of the count to improve our response to homelessness. In the future, successive counts will allow us to measure progress towards our ultimate goal: ending homelessness in Niagara.

Niagara Counts has received support from Government of Canada’s Homelessness Partnering Strategy (Employment and Social Development Canada). By the end of April, individuals experiencing homelessness will be enumerated in 30 communities across the country. The coordinated effort will help us to create a picture of homelessness in communities across Canada.

Volunteers can register at http://niagararegion.ca/niagaracounts

(more)

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Page 2

Quotes

"I am pleased to announce that our community has decided to join the movement towards ending homelessness by participating in the first national Point-in-Time Count. As we have seen across Canada, there has been a monumental shift in how we think about homelessness. Most importantly, there has been recognition that homelessness of any amount is unacceptable. By counting the minimum number of homeless individuals and families we have in our community, we will be able to both understand their needs and take the next step towards ending homelessness.”

- Alan Caslin, Regional Chair

“As a service provider, it is important that we understand not just the extent of homelessness but who is experiencing homelessness. Niagara Counts will help us plan effectively and improve our response to those in need.”

- Michael Lethby, Executive Director, The RAFT, and member of the Niagara Counts organizing committee

“The success of Niagara Counts depends largely on volunteers and we are excited by the response of the community to participate in this important initiative. The results of the count will be useful in the region-wide effort to address homelessness and realize our vision of ‘a home for all.’”

- Katie Macoretta, Manager, Homelessness, Housing and Hostels, Niagara Region

For more information: Homelessness Partnering Strategy Point-in-Time Count The Canadian Observatory Point-in-Time Count Toolkit Canadian Definition of Homelessness

Contact: Jason Tamming Darrell Neufeld Office of the Regional Chair Niagara Region 905 980-6000 ext. 3371 905-980-6000 ext. 3813

MR2016-A-007 Join us on Facebook, Twitter and YouTube

Legal and Clerks Services, Office of the City Clerk Council ... Page 111 of 135 AGENDA ITEM 4.7 Administration Office of the Regional Clerk Sub-Item 12 Niagara R€g|0n isis sir imc Brock way, PO Bax 1042, Tiwmid, ON Lzv 4T7 Telephone: 905-685-4225 Toll-free: I-800-263-72I5 Fax: 905-687-4977 www.niagararegion.ca

January 18, 2016 CL 1-2016, January 14, 2016 PDC 1-2016, January 6, 2016 Report PDS 2-2016

DISTRIBUTION LIST

SENT ELECTRONICALLY

Proiect Initiation Report: Niagara’s New Urban Structure PDS 2-2016

Regional Council, at its meeting of January 14, 2016, approved the following recommendation of its Planning and Development Committee:

That Report PDS 2-2016, dated January 6, 2016, respecting Project Initiation Report: Niagara’s New Urban Structure BE RECEIVED and BE CIRCULATED to the local area municipalities, the Niagara Peninsula Conservation Authority, and the Ministry of Municipal Affairs and Housing.

A copy of Report PDS 2-2016 is enclosed for your information. . I

Yours truly,

Ralph Walton Regional Clerk Zamn

cc: Local Area Municipalities C. D’AngeIo, Niagara Peninsula Conservation Authority M. Christie, Ministry of Municipal Affairs and Housing K. Vaughan, Senior Planner D. Morreale, Manager, Community Planning N. Smagata, Administrative Assistant N. Oakes, Executive Assistant to the Commissioner, Planning & Development Services

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REPORT TO: Planning and Development Committee

MEETING DATE: Wednesday, January 06, 2016

SUBJECT: Project Initiation Report: Niagara’s new Urban Structure

RECOMMENDATIONS

1. That this report BE RECEIVED for information; and

2. That a copy of this report BE CIRCULATED to the local area municipalities, the Niagara Peninsula Conservation Authority and the Ministry of Municipal Affairs and Housing.

KEY FACTS

• Niagara Region’s policies and approach to growth and development were first set out in the 1970’s. This approach was very successful, and served the Region well in terms of protecting agricultural and natural heritage resources while focusing growth and infrastructure on existing urban communities.

• More recently, in response to the “Places to Grow”, Niagara’s Sustainable Community Policies - “Niagara 2031” (RPPA 2-2009) were created to guide how growth and development should occur throughout Niagara. This Amendment was appealed by the Province due to concerns with the population and employment forecasts, the sub-Regional housing market area and settlement boundaries.

• As part of a settlement with the Province on Niagara 2031, the Region is required to update Sections 2, 3 and 4 of the Regional Official Plan to conform to the Growth Plan and the Provincial Policy Statement. The new Urban Structure forms a component of the settlement agreement.

• The Region has initiated the process to develop a new “Urban Structure”, based on an analysis of Niagara’s existing urban condition and assessing emerging opportunities for Regional scale growth and economic development. The intent is to focus on priority urban areas that represent strong opportunities for intensive growth in the short and medium term to boost the Region’s competitiveness within the Greater Golden Horseshoe and to foster economic prosperity. This work may modify the existing Regional Phasing policies to clarify the timing of development opportunities within urban areas. The structure will also recognize how some urban areas have a more localized role.

• The Urban Structure and the implementing Regional Official Plan Amendment will form a central component of Niagara 2041 and the new Regional Official Plan.

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CONSIDERATIONS

Financial

There are no direct financial implications arising from this report as the Urban Structure will be developed by Regional staff, with specialized support from consultants. This work is included within the operating budget of the department for 2016.

The new Urban Structure will be an input to the Transportation Master Plan (TMP) and the Water Wastewater Master Servicing Plan (WWMSP) and the infrastructure investments resulting from these Plans.

Ultimately however, the new Urban Structure is intended to have a significant positive influence on future financial condition of the Region.

Corporate

Staff from Planning and Development Services is responsible for managing the development of the Urban Structure. In addition, staff from Water/Wastewater, Transportation Services, Economic Development, Organizational Performance and Financial Management and Planning will be consulted throughout the project to ensure coordination of a number of interrelated projects being undertaken across Niagara Region as part of the overall Niagara 2041 Strategy.

Governmental Partners

Regional staff have been working collaboratively with Provincial staff and the planning directors of the local area municipalities. Further consultation and input from governmental partners will be received throughout the development of the new Urban Structure and subsequent Regional Official Plan Amendment.

Public and/or Service Users

The Urban Structure will benefit the public and other stakeholder groups by positioning Niagara’s strengths to enhance its competitiveness within the Greater Golden Horseshoe. This will identify opportunities for employment, transportation and housing to facilitate private sector investment.

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ANALYSIS

Relationship to Niagara 2041 Growth Strategy

The new Urban Structure forms a component of the Niagara 2041 Growth Strategy alongside the Municipal Comprehensive Review (MCR), the Transportation Master Plan (TMP) and the Water Wastewater Master Servicing Plan (WWMSP). The MCR, the TMP and the WWMSP are all being developed with a timeline projection to 2041. On November 12, 2015 Council endorsed a report with new forecasted numbers to 2041 (PDS 43-2015). All of these projects will work in tandem to develop outcomes that will influence the new Regional Official Plan.

As part of the Niagara 2041 Growth Strategy, consideration is being given to the formation of an Advisory Panel to provide subject matter expertise and experience.

Background

The Region’s current policy framework for urban settlement in Niagara was first conceived in the 1970’s, at a time when the Region’s manufacturing-based economy was robust, to protect specialty crop lands from urban sprawl while facilitating cross- border trade and supporting industry in Niagara’s southern communities1.

Over the last several decades however, Niagara has experienced a decline in manufacturing industry as part of the broader transition of the economies in developed countries. In an attempt to off-set the decline and effect of this transition on impacted communities, a number of programs and projects have been established in the past decade, including:

• Land use policies and associated funding for projects within the Niagara Gateway Economic Zone and Centre Community Improvement Plan; • Southern extension of Highway 406 and support for the Niagara to Greater Toronto Area (NGTA) corridor; • Significant infrastructure investment for water and waste/water improvements in Fort Erie to service residential and employment lands; and, • Significant infrastructure investment and planning approvals for Port Robinson West, Rolling Meadows and East Fonthill.

1 1Regional Official Plan Objective 4.G.4.2 (p. 4-17)

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The most recent Municipal Comprehensive Review undertaken by the Region resulted in a growth management strategy known as Niagara 2031. Amendment 2-2009 implemented Niagara 2031 but was appealed by the Province for non-compliance to Provincial Policy related to population and employment forecasts, the sub-Regional housing market area and settlement boundaries.

As part of the settlement on 2-2009, the Niagara Region is required to undertake a Five Year Review of its Official Plan, which was mandatory under Section 26 of the Planning Act. On October 10, 2013 a special meeting of Council was held to initiate the Five Year Review and it is currently underway. In addition, the Region was required to complete Official Plan Policies related to:

• Hamlet policies - completed; • Regional Phasing - completed; • Updates to Sections 2, 3 and 4, - the Regional Urban Structure and the subject of this report.

Niagara’s Urban Structure

Unfortunately, the Region has been underperforming in relation to other GGHS jurisdictions. Staff is of the view that this is a result of the Region not having a holistic and pro-active growth strategy that is reflective of contemporary economic conditions, along with the recognition that manufacturing will continue to be vulnerable. Planning for growth and development over the next twenty-five years should better reflect current and projected market conditions and growth patterns in the GGHS.

The Urban Structure will provide an explicit physical vision of where we should direct growth and how it can be supported through planning policy and programs. The development of the Urban Structure will be based on a significant, evidence-based research effort relative to urban competitiveness. Through the Urban Structure, additional changes may be made to existing Regional Official Plan policies such as enhancing the Regional Phasing policies.

Niagara Region has 27 individual urban areas, all of which have unique characteristics, amenities, services and prosperity for growth. While the Growth Plan recognized the downtown of the City of St. Catharines as the Regional Urban Growth Centre, there is no other differentiation between the urban areas in the Regional Official Plan, although they function and contribute very different to their local communities and regionally.

The Urban Structure will recognize and categorize the urban areas and corridors based on regional and local significance to help theme and focus growth and investment in a way that support Niagara holistically. The classifications may espouse intended long- term function and requirements for built form/density, transportation, public realm/urban

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design. These classifications will be developed in consultation with local communities and stakeholders.

Also, the Urban Structure will utilize a District Planning model for defined areas that have a specific regional-scale growth characteristics and economic significance.

By developing an Urban Structure, Niagara Region is focusing on a pro-active approach that will:

• Respond to Niagara’s changing context; • Capture the potential of key regional assets and opportunities; • Promote innovation, investment, and economic development; • Contribute to Niagara’s economic competitiveness within the Greater Golden Horseshoe; and • Promote complete, transit-supportive communities with attractive places to live, work and visit, while protecting the valuable natural features and agricultural lands that Niagara is known for.

Commissioners Comments

In their new report Moving Niagara towards a Knowledge Economy (2015), Dueck and Conteh argue that Niagara has been hard hit by the decline of manufacturing and should work on growing a regional knowledge economy. This will entail “placing a premium on the creation of new knowledge and innovation as drivers of economic revitalization.”

Retaining and attracting population are strongly linked to the transition of Niagara’s urban economy. The Region’s past approach to growth is not holistic and therefore does not adequately respond to all of the factors which contribute to population growth.

A key component to developing prosperous, complete communities is a realistic physical vision and pro-active planning programs. Niagara 2031 is derivative in nature and does not effectively re-position the Region urban agenda – one of the reasons it was not approved by the Province. In addition much has changed since 2009 - hence the need for Niagara 2041 to be more forward looking and specific. This will likely entail land use and development strategies that are a departure from the current approach, including modifying phasing policies to clarify the timing of development opportunities within urban areas.

Next Steps

The approval of an amendment to the Regional Official Plan will be required to implement the Urban Structure. The anticipated process is as follows:

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• A Discussion Paper will be shared with Local Area Planning Directors in Q1 2016. • Once input has been received from them, it will be brought forward to Regional Council in the Q2 of 2016 for consideration. • Subsequently it will be circulated to Local Municipalities for consideration and comment. • Upon receipt of comments and revision it will be brought back to Regional Council together with implementing Official Plan Policies to initiate the formal approval process. This requires circulation and public input pursuant to the requirements of the Planning Act. • Once input has been received and incorporated/addressed the draft final documents will be brought to Council for adoption. • Regional Council adoption will trigger the final approval and appeal process.

The Urban Structure is an important component of Niagara 2041 and will be integrated with a number of projects that the Region is undertaking, including:

• Coordinated Provincial Plan Review - due to the timing of undertaking this work, the Urban Structure will take advantage of the newest requirements of the Province with respect to updates to the Growth Plan • Municipal Comprehensive Review • Employment Lands Study • Hub & Transit Station Study • Transportation Master Plan • Water and Waste Water Master Servicing Plan • Development Charges By-law update

The Project Managers for these projects have been working collaboratively to ensure that they are coordinating the projects and creating efficiencies wherever possible.

ALTERNATIVES REVIEWED

The development of the Urban Structure is a requirement of an OMB settlement with the Province. No alternatives were reviewed.

ORIGIN OF REPORT

This report is being brought forward by staff to begin the legislated requirements under the Planning Act.

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OTHER PERTINENT REPORTS

• PDS 43-2015 Implementation of Amendment 2 to the Growth Plan for the Greater Golden Horseshoe, 2041 Growth Targets • PDS 34-2015 Establishing a Growth Strategy • ICP 27-2014 Project Initiation Report: Regional Official Plan Amendment 4 (ROPA 4) Growing the Economy, March 5, 2014 • ICP 9-2014 Imagine Niagara- Update on Project Engagement, February 6, 2014 • ICP 102-2013 Statutory Public Meeting for the Five Year Review of the Regional Official Plan, October 10, 2013 • ICP 69-2012, Matters of Litigation Involving the Municipality and Solicitor—Client Advice (RPPA 2-2009), July 5, 2012

SUBMITTED & SIGNED BY: APPROVED & SIGNED BY: Rino Mostacci, MCIP, RPP Harry Schlange Commissioner Chief Administrative Officer Planning and Development Services

This report was prepared by Katelyn Vaughan, Senior Planner with input from Kailen Goerz, Planner and reviewed by Diana Morreale, MCIP RPP, Manager, Community Planning and Terri Donia, MCIP RPP Senior Planner.

Legal and Clerks Services, Office of the City Clerk Council ... Page 119 of 135 AGENDA ITEM 4.7 U Administration n • · Office of the Regional Clerk Sub-Item 13 NIa'ga`ra‘| Reglon |8|5 Sir Isaac Brock Way, PO Box lO42, Thorold, ON L2V 4T7 Telephone; 905-685-4225 Toll-free: l-800-263-72|5 Fax: 905-687-4977 www.niagararegion.ca

January 18, 2016 CL 1-2016, January 14, 2016 PDC 1-2016, January 6, 2016 ‘ff‘Report PDS 40-2015 i DISTRIBUTION LIST

SENT ELEC TRONICALLY

State of Aggregate Resources Regort PDS 40-2015

Regional Council, at its meeting of January 14, 2016, approved the following recommendation of its Planning and Development Committee:

That Report PDS 40-2015, dated November 25, 2015, respecting State of Aggregate Resources Report, BE RECEIVED and BE FORWARDED to Local Municipalities, the Niagara Peninsula Conservation Authority (NPCA), the Ontario Stone, Sand & Gravel Association (OSSGA) and local aggregate producers as background information to the forthcoming Regional Official Plan

. Amendment 8 (ROPA 8). . . .

‘ A copy of Report PDS 40-2015 is enclosed for your information.

Yours truly,

Ralph Walton Regional Clerk iamn

cc: Local Area Municipalities

° C. D’Angelo, Niagara Peninsula Conservation Authority Ontario Stone, Sand & Gravel Association Local Aggregate Producers

A K. Goerz, Planner N. Smagata, Administrative Assistant N. Oakes, Executive Assistant to the Commissioner, Planning & Development Services

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REPORT TO: Planning and Development Committee

MEETING DATE: Wednesday, November 25, 2015

SUBJECT: State of Aggregate Resources Report

RECOMMENDATION

1. That Report PDS 40-2015 BE RECEIVED for information; and

2. That this report together with the “State of Aggregate Resources in Niagara Region Background Report” and the “Community Consultation Session Documentation” BE FORWARDED to Local Municipalities, the Niagara Peninsula Conservation Authority (NPCA), the Ontario Stone, Sand & Gravel Association (OSSGA) and local aggregate producers as background information to the forthcoming ROPA 8.

KEY FACTS

• The State of Aggregate Resources in Niagara Background Report (Appendix I) provides the background to Regional Official Plan Amendment 8 to update the Aggregate Resource Policies by providing recommendations for policy areas to be addressed in the update.

• Regional Official Plan Amendment 8 will form a component of the required 5 year review of the Regional Official Plan.

• Consultation was undertaken with local area municipalities, Regional staff, Provincial staff, the Niagara Peninsula Conservation Authority, members of the public and industry representatives in the development of the background report.

CONSIDERATIONS

Financial

This report provides information on the background research that has been undertaken related to the current state of aggregate resources in Niagara. The work was completed by Dillon Consulting using approved funding in the Planning and Development Services budget. The report does not request any new funding.

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Corporate

The development of the State of Aggregate Resources in Niagara Background Report (aggregate background report) is required under the 5 year review of the Regional Official Plan. The timing to undertake this project has been in response to a request at a special meeting of Council on October 10, 2013 to proceed beginning in 2014 through Imagine Niagara.

The project is being led by Planning and Development Services. Input has also been provided from the Transportation and Waste Management divisions of Public Works.

Governmental Partners

Regional staff developed a Technical Advisory Group (TAG) that met twice throughout the development of the aggregate background report. The local municipal participants include: Town of Fort Erie, Town of Pelham, City of Niagara Falls, City of Port Colborne, Township of Wainfleet and Township of West Lincoln, the Niagara Peninsula Conservation Authority. Provincial staff from the Niagara Escarpment Commission, the Ministry of Municipal Affairs and Ministry of Natural Resources and Forestry has also participated throughout.

Work with governmental partners will continue through the remainder of this project as aggregates are of interest at the Provincial, Regional and local levels of government.

Public and/or Service Users

Consultation was undertaken to gather feedback from the public and industry representatives via a variety of methods. Two public consultation workshops were held in December 2014, prior to the aggregate background report being written. The workshops presented two scenarios for participants to determine considerations and concerns related to extraction and also to discuss strengths and challenges associated with rehabilitation. The summary notes from these workshops are included in Appendix II.

Separate interviews were also conducted with industry representatives to gather their feedback on the existing conditions in Niagara and to provide suggestions to help improve the policies based on experiences from other jurisdictions in Ontario. A representative of the Ontario Stone Sand and Gravel Association (OSSGA) is a participant on the TAG. Regional staff gave a presentation to OSSGA Niagara members and consultants for members upon their request to inform them of the work that was being untaken.

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The feedback gathered throughout the various consultation components have assisted in the development of the aggregate background report. Additional input will be obtained through the statutory amendment process in early Q1 of 2016.

ANALYSIS

Aggregates are non-renewable natural resources such as stone, sand and gravel that are used in buildings, infrastructure and many household products. Management of these resources for present and future use is critical to ensure that growth and development can continue in an economical way. It is important to ensure that the resources and existing operations are protected from incompatible uses, and to ensure that extraction from new or expanding operations is undertaken in a manner that respects the natural environment and agricultural land along with having regard for social impacts. In response to this need, the Region is undertaking work to develop new aggregate policies. This work is being completed in two phases: the first phase is the development of the aggregate background report, which is the subject of this report and the second phase is the development of new aggregate resource policies for the Regional Official Plan.

The aggregate background report (Appendix I) has been developed by Dillon Consulting Ltd to provide a comprehensive background and analysis related to aggregates in Niagara Region. The report provides recommendations for updates to the policies in the Regional Official Plan, which will be undertaken as phase two of this project. The purpose of the report is to provide information and knowledge necessary to develop new aggregate policies that conform to Provincial Plans and provide a framework for best management practices. The current aggregate resource policies in the Regional Official Plan have been updated to conform to the Greenbelt Plan, but have not been updated in response to the 2014 Provincial Policy Statement which provides detailed policies as they relate to aggregate protection and extraction. Many of the local area Official Plans have been updated in recent years and have policies that are better aligned to provincial plans than what is provided in the Regional Official Plan. The Schedules in the Regional Official Plan are also out of date and will be updated as part of the amendment.

The aggregate background report (Appendix I) provides information related to roles at each level of government, what currently exists in Niagara Region in terms of policies, mapping and existing operations and further explores a number of topics that are important considerations when new or expanding operations are proposed and as such would require some policy consideration. These topics include: Natural Heritage; Water Resources; Transportation; Cultural Heritage; Agriculture; Compatibility; Recycling; Rehabilitation and After Use; and Implementation Tools. The recommendations are summarized in Section 5 of the aggregate background report.

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Regional staff has worked closely with Dillon Consulting throughout the development of the report and will aim to respond to the recommendations through the policy development component (phase 2). The report has been reviewed and commented on by the Technical Advisory Group members which consists of staff from the above noted government agencies and a representative from the OSSGA.

The Ministry of Natural Resources and Forestry has prepared a discussion paper (A Blueprint for Change) related to updates to the Aggregate Resources Act (ARA). Staff is currently reviewing the discussion paper at the time of writing the report. Council will be provided with staff’s response in early 2016 and informed of any major impacts on policy development or timing for this project. The review of the ARA is still in the preliminary stages and so there are no changes to the ARA and associated documents at this time. When such recommendations are made staff will make the appropriate changes through the amendment process.

Regional staff is working towards a draft of the aggregate policies which will be reviewed by the TAG and the subject of a statutory public meeting aimed for Q2 of 2016.

ALTERNATIVES REVIEWED

Council may choose not to receive this report, which may hinder the amendment process moving forward.

ORIGIN OF REPORT

This report has been brought forward to Council in response to Imagine Niagara which highlights the needed updates to the Regional Official Plan as part of the 5 year review. Council had previously requested the staff work to expedite the timeline of the review for the aggregate policies.

OTHER PERTINENT REPORTS

• PDS 3-2014 Project Initiation Report: Regional Official Plan Amendment (ROPA 8) to update the Aggregate Resources Policies, April 10, 2014

SUBMITTED & SIGNED BY: APPROVED & SIGNED BY: Rino Mostacci, MCIP, RPP Harry Schlange Commissioner Chief Administrative Officer Planning and Development Services

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This report was prepared by Kailen Goerz, Planner and reviewed by Danielle De Fields, Manager, Customer Service and Long Range Planning.

APPENDICES

Appendix I State of Aggregate Resources in Niagara Region Report Page 5 Appendix II Community Consultation Session - Documentation Page 96

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Updated January 27, 2016 Sub-Item 14

Expected Council Approved Corporate # Date Requested Councillor Details Reporting Dept. Sustainability Pillar Due Date Due Date Priority

MASTER PLAN: That Staff be directed to prepare a report on the creation of a Transportation Master Plan for the City of St Catharines including parameters of such a plan, its relationship to the Official Plan, its scope, cost estimates, cost sharing with the Region, Province, and Federal Government, funding alternatives and timelines; and that in order that this 1 October 1, 2007 Elliott TES 2/8/2016 project might be included in the 2008 budget, that the report be prepared before the Christmas break. (Put back on list at the request of Clr Elliott - meeting of Sept 09/13...That staff be directed to include on the ORL previously requested reports regarding the Old Court House end use study, and the Transportation Master Plan.) Report on the implications of regulating the sale of cats and dogs in pet Yes - 2 September 26, 2011 Siscoe LCS 7/11/2016 Social stores (pending new contract with LCHS) (w/CSS) Partnerships Comparison report on by-law for regulating keeping of dogs evaluating the Yes- 3 October 3, 2011 Siscoe LCS 7/11/2016 Social section relating to restraint. (pending new contract w/LCHS) (w/CSS) Partnerships JANUARY 2014: Report on the initiatives of other lower tier municipalities, inside and outside the Region, (does not need to be just like size 4 February 13, 2012 Siscoe municipalities), to support community organizations. (Note: Scheduled to FMS 2/22/2016 Cultural No go to Budget Committee in October or November and will be part of 2016 budget presentation to Council which includes grants / KD 10/4/15) STUDY: Clr Elliott stated Court House end use study not mentioned on ORL and requested it be added back on. (Clr Secord's motion, f/a for 5 September 9, 2013 Elliott direction to staff Clr Elliott, Apr 30/12, respecting Farmers Market TES TBA Operation Review report: That an end use study for the old court house be included in the 2013 budget) (with TES) Report regarding the recent changes to the animal control by-law to see if it can be made less restrictive while maintaining the spirit of what was 6 December 16, 2013 Siscoe LCS 1/25/2016 passed; and That Council direct Legal Services to contact the presenters Social No regarding their concerns related to the by-law. (Legal) Report on the possibility of providing in-house legal counsel to advise and 7 January 13, 2014 Secord LCS 1/25/2016 act on behalf of the Niagara District Airport Commission (Legal) Economic No Request from Public Meeting for Downtown Entertainment District: Report

on mechanisms for enforcement of the initiatives and accomplishments of AGENDA ITEM 4.7

Page 126 of 135 8 June 23, 2014 Siscoe PBS 3/21/2016 the DDRC and the DLEC in the downtown (combine with request from July Economic / Social No 8, 2013)

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Expected Council Approved Corporate # Date Requested Councillor Details Reporting Dept. Sustainability Pillar Due Date Due Date Priority That Council direct staff to prepare a report on a long-term plan for promoting the works of local artists within the City, exploring the option of a Yes - 9 August 11, 2014 Elliott PRCS 12/19/2016 Cultural Civic Gallery, perhaps to be part of the end use study for the Old Court Partnerships House (with TES) In addition to Clr Kushner's motion: That Council direct staff to include in Yes - 10 August 11, 2014 Harris the next report, a plan for the Niagara Symphony Association to operate FMS 1/25/2016 Cultural / Social independently from the City Partnerships Prepare a report, upon completion of staff's plan, regarding options for the Environmental / 11 November 3, 2014 Siscoe upkeep and maintenance of Johnson Park on Erion Road (to be included PRCS 3/21/2016 No as part of horticulture management report) Social

12 January 26, 2015 Elliott Report regarding a policy for Councillors attending conferences LCS 1/11/2016 Economic No

Request staff to review fees for all organizations using office space in arenas (direction to staff) and bring forward a report (w/PRCS) (Note: Yes - 13 January 26, 2015 Harris FMS 2/22/2016 Economic scheduled to go to Budget Committee in October or November and will be Partnerships part of 2016 Rates and Fees report to Council. / KD 10/4/15) : Main Street Pedestrian Signal Request - refer to September 14 January 26, 2015 Williamson REFERRAL TES 2/22/2016 2015 to allow residents to have more time with the realigned area Social No Report on the feasibility of traffic calming measures on Oakdale Avenue from Disher Street to Merritt Street - (report will be lumped with Oct 5-15 Clr. Haywood request: the feasibility of no parking on west side of Oakdale 15 March 23, 2015 Haywood Avenue near the old recycling plant up to Disher Street request from) TES 2/8/2016 on GA for Feb 8/16 Social No

TES's report on West Park New Washroom Facility - come 16 March 23, 2015 Siscoe DEFERRAL: TES 1/25/2016 back to Council for reconsideration when there is a full body of Council Social No Report on the implications if Fire and Emergency Management Services No

were to remove one fire truck from service and if Fire and Emergency AGENDA ITEM 4.7

Page 127 of 135 (Dept. Work 17 March 30, 2015 Haywood Management Services were allowed to hire three additional fire prevention FEM Jan-19 Economic officers at a total cost of $300,000 (Tie into FEM Master Plan - to start Mid Plan - Fire October) (due date TBA till new committee meets) Audit)

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Expected Council Approved Corporate # Date Requested Councillor Details Reporting Dept. Sustainability Pillar Due Date Due Date Priority

Report on the feasibility of a left hand dedicated light for the Vine Street / 18 April 13, 2015 Britton TES 2/22/2016 Niagara Street / Facer Street area Social No

Report on "smart" lights, including potential revenue generation and 19 April 13, 2015 Britton TES 1/25/2016 Economic / Yes - Asset converting decorative lighting to LED lights Environmental Management Report on traffic calming measures on Dorothy Street, including the types 20 April 27, 2015 Garcia TES available and associated costs Social No Report on traffic calming measures based on Council’s approved Traffic Calming Policy, complete with costs (see Item 3.1, TES's Henley Island 21 April 27, 2015 Harris TES 2/8/2016 Drive Sidewalk Project No. P14-041, Multi-use Alternative and Early Social No Budget Approval) (amendment to Clr Garcia's motion) Staff to include in the Urban Forestry Report the mortality rates of trees Yes - Asset 22 May 11, 2015 Haywood PRCS 2/8/2016 Environmental being planted and how we can save them rather that replace them Management That staff prepare and present appropriate regulations and by-laws if necessary to regulate if not prohibit vapour lounges, comparing them to other municipalities, and that this report come back to Council as soon as possible; and That the Regional smoking by-laws in commercial buildings 23 May 11, 2015 Stevens PBS 3/21/2016 and the sign by law as to how the establishments advertise this product, Social No and zoning by laws due to having edibles; and That Council prepare and send a letter to the Minister of Health, the local MP and MPP explaining Council's concerns with vapour lounges in the City. That staff report on the feasibility of creating a parking area for Cushman 24 May 25, 2015 Britton TES 2/8/2016 Park Social No

Report on feasibility of a crosswalk on the south side of the Lake and 25 May 25, 2015 Siscoe TES 2/22/2016 Ontario Streets intersection Social No AGENDA ITEM 4.7 Page 128 of 135

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Expected Council Approved Corporate # Date Requested Councillor Details Reporting Dept. Sustainability Pillar Due Date Due Date Priority

Report on the expansion of the pop up patio program to possibly include No boardwalks and serviceable areas and other possible improvements to the program to allow greater walkability/utility and that the ward Councillors be (Downtown 26 May 25, 2015 Siscoe PBS 3/21/2016 included in the discussions; and to hold a meeting with ward Councillors Economic revitalization, post haste in regards to review St. Paul St. street scape plan concerns in workplans, (enlarge sidewalks & remove prkg to allow for permanent patios on street) yes)

Report on the recommendations that were contained in the presentation by 27 June 8, 2015 Siscoe TES 1/25/2016 Katrina Kroese, Niagara Sustainability Initiative re: Carbon Project Environmental No Report on the concept of modular washrooms as presented by the Rotary Club of St. Catharines at the Council meeting of June 8, 2015, including 28 June 22, 2015 Kushner TES 1/25/2016 whether or not these washrooms can accommodate approximately 500 Social No people per day That staff be directed to report on the feasibility of utilizing the greenhouses within 360 Niagara Street so local community groups and non- profit organizations can grow fruits and vegetables for community gardens within the city or to help, through workshops provided by community groups / non-profit organizations, to teach residents how to grow fruit 29 July 6, 2015 Haywood CO 2/22/2016 Environmental / Yes - and/or vegetables on their properties within the city; and That the report Social partnerships include the feasibility of having public space at 360 Niagara Street renovated with the goal of having community and/or non-profit organizations being able to utilize said space for the betterment of the local environment within St. Catharines. Review the process for the naming rights of parks and buildings in the 30 July 6, 2015 Stevens community and report back to Council (different request from report prev PRCS 4/4/2016 Cultural / Social No done 05-25-15 by PRCS-Procedure for naming parks/arenas) That staff be directed, in cooperation with our heritage committees, to resubmit a letter to Parks Canada for reconsideration of the two 07/11/2016 or 31 July 6, 2015 Williamson PBS lighthouses in Port Dalhousie for inclusion on the list of designated 07/25/2016 Cultural Yes lighthouses and report back to Council. (Status report only) Report on how the City will address trees that are on private property that are dying, dead, or ones posing a danger to people or property (ie: ash

Elliott / trees, affected by the Emerald Ash Borer), and look at ways to make it AGENDA ITEM 4.7 33 August 24, 2015 PRCS 2/8/2016 Page 129 of 135 Phillips easier and/or economical for residents to have the trees removed (Note: Per Dave O on 9/25/15, will be included in Urban Forestry report in December)

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Expected Council Approved Corporate # Date Requested Councillor Details Reporting Dept. Sustainability Pillar Due Date Due Date Priority Prepare a by-law outlining expectations for the keeping of cats and licensing of such within the by-law and that a portion of the licensing fee be 34 August 24, 2015 Phillips LCS 7/11/2016 directed to a local organization to be put towards their spay/neuter program (re: Regulating Keeping of Cats report) Report back with recommendations regarding a policy to address requests from commercial businesses for temporary road closures for special 35 August 24, 2015 Siscoe TES 2/8/2016 events (before patio season begins in 2016) (re: Special Event License with Gord's Place in former Civic Square area) Report on potential changes to driveway at 9 Prince Henry Court (with PBS 36 August 24, 2015 Williamson TES 1/25/2016 and FMS) Motion re Code of Conduct: That City Council reaffirm the principle that all persons ...; and That City Council undertake a review of its Code of Conduct to ensure that it includes the enforcement tools needed to uphold the integrity of the Council; and That Legal and Clerks services provide a 37 August 24, 2015 Britton LCS 2/8/2016 staff report on the review of existing enforcement and discipline options in the Code of Conduct and make recommendations to strengthen enforcement of the Code of Conduct including consideration of additional responsibilities to the City’s Integrity Commissioner Prepare a report on alternatives for adding parking spaces in front of Dalhousie House (52 Lakeport) while minimizing encroachment on the 38 September 28, 2015 Garcia park and, on the feasibility of incorporating public washrooms in part of the CO 2/22/2016 building by the December 14, 2015 Council meeting. (to include the information requested at the Jan 11th Council meeting) Prepare a report on documenting a plan on Wayfinding Signage directing 39 September 28, 2015 Phillips people to facilities in the Downtown, specifically the Meridian and TES / CAO 2/22/2016 FirstOntario Performing Arts Centre. (TES with EcDev) REFERRAL: That Council refer the report from PBS regarding Zoning 40 September 28, 2015 Stevens Regulations applicable to Residential Front Yard Parking to the Parking PBS 10/24/2016 and Property Standards By-law Enforcement Review Task Force.

Report on the feasibility of no parking on the west side of Mackenzie King 42 October 5, 2015 Haywood TES 2/8/2016 on GA for Feb 8/16 Avenue (between where you enter and where fire access is) AGENDA ITEM 4.7 Page 130 of 135

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Expected Council Approved Corporate # Date Requested Councillor Details Reporting Dept. Sustainability Pillar Due Date Due Date Priority

Report on the feasibility of no parking on west side of Oakdale Avenue near the old recycling plant up to Disher Street (Report will be lumped with 43 October 5, 2015 Haywood TES 2/8/2016 Mar 23-15 Clr. Haywood request: Report on the feasibility of traffic calming measures on Oakdale Avenue from Disher Street to Merritt Street)

Look at what the speed limit should be on residential streets and report 44 November 2, 2015 Williamson back to Council (Clr Siscoe: include possibility of lowering the speed limit in TES 4/18/2016 the downtown to 30 km/hr) Report (Firefighters Recruitment Process) on costing related to creating a mentoring program for pre-application firefighting candidates; and That preferred requirements by Fire Services applicants include firefighting college, training and the successful completion of any other applicable 45 November 16, 2015 Stevens skills training; and That staff prepare guidelines which include looking at CSS 2/22/2016 Niag. Falls' processes and their minimum/preferred requirements which would ensure fairness in hiring practices and that these guidelines be available in time for consideration by the Fire Master Plan Committee (with FEM) Prepare a report (City-wide winter storm event temporary on street parking prohibition) outlining the areas to be excluded from the parking prohibition, 46 November 16, 2015 Elliott TES 7/11/2016 and with an alternative system for those areas to come back to Council after phase two That Council defer the decision to allow staff to review the DEFERRAL: TES / PBS costs of restoration presented by the contractor; and That staff be directed 47 November 16, 2015 Kushner (PRCS for input 4/4/2016 to present a comprehensive plan for Lakeside Park (re: proposed only) demolition of the pavilion) Mayors Motion: That Council request a staff report including recommendations on how to implement the Compact of Mayors’ targets as 48 November 30, 2015 Siscoe PBS TBA identified in Council’s Strategic Plan and makes reference to the City’s Sustainability Policy (PBS with all other depts) AGENDA ITEM 4.7 Page 131 of 135

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Expected Council Approved Corporate # Date Requested Councillor Details Reporting Dept. Sustainability Pillar Due Date Due Date Priority

Mayors Motion: That St. Catharines City Council direct staff to prepare a report that outlines the budget implications and process to implement elimination of property tax collection for all Niagara Regional Housing properties located in the City of St. Catharines and direct uncollected property tax funds to NRH Capital budget to invest in creating additional Haywood/ affordable housing units within St. Catharines for consideration in the 2017 Kushner/ 49 November 30, 2015 budget; and That the report include a staff recommendation; and to add the FMS TBA Stevens / number of units that are privately owned and how this would affect owners Elliott/Garcia of apt buildings who have a portion of their units to be rented & subsidized by NRH and projected financial loss to the City; and to define how many of the subsidized units are actually market rent units & how these will be dealt with in this proposal; and to include what action is being taken by other municipalities (FMS w/LS) Report back to Council within the month of completion of the Operations 50 November 30, 2015 Siscoe TES 2017 / 2018 Facility Consolidation to declare Geneva St as surplus Prepare a detailed report on Seymour-Hannah sports complex, which will include: 1) A brief history of the pre qualification and the tendering process for the initial build; 2) History of mechanical deficiencies upon commission; 3) Service history of all mechanical equipment including capital replacements; 4) History of glycol leaks including initial date (documentation provided by service provider); 5) Who authorized the decommissioning of the glycol loop; 6) Environmental issues resulting from 51 November 30, 2015 Harris the glycol leak; 7) Formation of a construction committee to include PRCS TBA councillors to oversee the repairs and award the tender; 8) investigate possibility of engaging a construction manager to help oversee (pricing/schedule); 9) History of the communication between staff and council documenting issues with the fourpad; 10) Include deficiency report of pads 1 & 2 in arena and forecast this in report; and 11) How site was selected, any deficiencies reported during process Report regarding the feasibility of Council creating a low-income transit subsidy program, including best practices in other communities; and That 52 November 30, 2015 Siscoe FMS TBA staff liaise with the Niagara Region Poverty Network (NRPN) on this issue (FMS w/Transit) AGENDA ITEM 4.7 Page 132 of 135

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Expected Council Approved Corporate # Date Requested Councillor Details Reporting Dept. Sustainability Pillar Due Date Due Date Priority

That staff collect one year of data as to how one less ice surface in the city is accommodated in order to see if it is feasible to keep one less ice surface within the city even after all issues with Seymour-Hanna four-pad 53 November 30, 2015 Haywood arena are rectified; and That the one ice surface to be considered for PRCS TBA removal be the Rex Stimers Arena - which would be converted into a dry facility; and That, if the above is deemed feasible, the Haig Bowl Arena be declared surplus (w/FMS) Report regarding the rear lands pertaining to St. Paul Street (Realty File 54 November 30, 2015 Britton No. 15-86), including why this happened and what actually happened TES TBA procedurally That the increase in planning fees by 30% for 2016 be used towards a full Staff cost recovery study to investigate measures to achieve a full cost recovery 55 December 14, 2015 Recommen- 7/25/2016 model, subject to a report to the BSC on the direct costs in the summer of dation 2016 (from 2016 Rates and Fees report) Staff That a further staff report to the BSC on full cost recovery of planning fees 56 December 14, 2015 Recommen- by September 2017 with the goal of the implementation be for the 2018 9/1/2017 dation Rates and Fees (from 2016 Rates and Fees report) Staff That staff proceed with review and refining the comparators of the rates 57 December 14, 2015 Recommen- and fees with a report to the BSC by September 2016 for 2017 Budget 9/26/2016 dation (from 2016 Rates and Fees report) DEFERRAL: to February 8/16 Report regarding NRPS Board Chair Gale's presentation on merging dispatch services of EMS, Fire Services was on General and NRP, including the plans that are currently underway for a steering 58 December 14, 2015 Siscoe FEM 2/8/2016 Agenda for Jan committee, all-encompassing of the conversation at the meeting of 25/16 December 14; and (Clr Britton) include the financial implications; and (Clr Williamson) keep in mind public safety (come back to Council Jan 11/16) That Council refer the presentation by the Cultural Funding Task Force regarding the Cultural Funding Review – Summary of Evaluation and Recommendations to the Budget Standing Committee (Clr Kushner f/a to approve the review in principle); and that staff report back in a year’s time as to how inflation affects the grant requests; and that the Budget Standing 59 December 14, 2015 Elliott FMS 2/8/2016 2/8/2016 Committee consider the rate of inflation if establishing three year budgets; and (Clr Siscoe) that staff be directed to prepare a report with respect to a AGENDA ITEM 4.7

Page 133 of 135 means on implementing the recommendations in the Task Force’s report so Council has a full picture from FMS as to the financial implications (see also “Direction to Staff”) (report back by Feb 8, 2016)

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Expected Council Approved Corporate # Date Requested Councillor Details Reporting Dept. Sustainability Pillar Due Date Due Date Priority Staff to monitor rental rates for the not-for-profit organizations who are 60 December 14, 2015 Kushner using the PAC to see what impact the increases had on the organizations FMS 1/9/2017 and report back after year one (regarding Rates and Fees increases) (regarding Strategic Plan Implementation-2016 & Future Priorities Report) That Council direct staff to report and incorporate all action items Garcia/ requested in correspondence, including quartlery timelines, and costing 61 January 11, 2016 CO 2/22/2016 Kushner estimates for items identified in 2016; and That staff meet regularly (meaning a quarterly basis) with owners of all properties listed in item 1.3 of list, and to report regularly to Council on these properties. REFERRAL: (regarding 52 Lakeport Rd), That Council refer this report to staff for more information including, the feasibility of declaring this property surplus; and Clr. Garcia: To include the pending report on Parking and Washrooms and costs requested in the motion of September 28, 2015; and That the report also include an evaluation of how part of the seniors 62 January 11, 2016 Stevens centre on Brock Street could be used for the Friends of the Carousel, while FMS 3/21/2016 still accommodating the seniors; all estimated costs for housing the Friends of the Carousel at either location; and all available details on the other two expressions of interest; and to include the financials of Friends of the Carousel; and That this report be ready for the February 8, 2016 Council meeting. That Council direct FEM to over every recommendation item found in the Fire Marshalls Report and give an update to Council on those items by the 63 January 11, 2016 Haywood FEM 6/13/2016 2nd quarter of 2016. (understanding that the Establishing Regulating By- law will not be included in this) That staff work with the Region to reduce traffic issues with Williamson/ southbound traffic on Geneva St. under QEW at Carlton Street and to 64 January 11, 2016 TES 3/21/2016 Britton report back to Council by end of March. Clr. Britton: and to include the feasibility of blocking off Dunlop Dr. DEFERRAL: Financial Management Services, Accounting and Payroll Re: 65 January 25, 2016 Elliott Niagara Symphony Association Line of Credit Renewal (to allow for Clr. 2/8/2016 On GA for Feb 8/16 Kushner to be present at meeting) DEFERRAL: Fire and Emergency Management Services, Fire Chief Re:

66 January 25, 2016 Stevens Emergency Dispatch Services Working Group (night is late would like time 2/8/2016 On GA for Feb 8/16 AGENDA ITEM 4.7

Page 134 of 135 for discussion)

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Expected Council Approved Corporate # Date Requested Councillor Details Reporting Dept. Sustainability Pillar Due Date Due Date Priority That the follow up report on the Pavilion for the end of March include a clear comparison of the costs of restoration/renovation, including the improvements proposed in the Versluis Brothers quote submitted to Council on November 16, 2015, vs. the costs of demolishing and building a 67 January 25, 2016 Garcia new structure; and That a summary of all costs incurred to date for PBS consultants, architects, radar studies, etc.; and That copies of the report that led to the closure of the Pavilion be shared with Council right away and I also asked why the Ward Councillors had not been notified in advance. That staff report back to Council regarding the application process for hosting the 2021 Canada Games in regards to expectations of cost to the 71 January 25, 2016 Phillips PRCS 2/8/2016 On GA for Feb 8/16 city and venue expectations. (to come to Council following the February 8th meeting) That staff prepare a report to compare to other cities in the Niagara Region regarding the By-law passed by Council on January 11, 2016 to regulate 72 January 25, 2016 Stevens FEM/Legal the sale and setting off of fireworks and pyrotechnics in City of St. Catharines of fireworks out of trailer as opposed to a cube van. (54 MacKenzie King Ave Planning Meeting Decision Report) Siscoe: That staff contact the Federal Authority (include in PBS report coming back February 22nd) regarding whether we can allow an access on to the Siscoe/ Parkway, as well as any other issues that might impact on Federal land 73 January 25, 2016 Stevens / regarding sidewalks, etc.; and Stevens: That staff investigate having the PBS 2/22/2016 Phillips exit onto MacKenzie King off the Welland Canals Parkway be one for pedestrian traffic only (non-vehicular); and Phillips: That staff include Traffic Calming measures as part of Plan of Subdivision (54 MacKenzie King Ave) in the report coming on February 22, 2016. That staff report back of feasibility of holding Council meetings (excluding 74 January 25, 2016 Stevens holidays) weekly from bi-weekly for 2017. (2016 meeting schedule already LCS 9/26/2016 passed – would have to be reconsideration AGENDA ITEM 4.7 Page 135 of

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