The Corporation of the City of St. Catharines GENERAL COMMITTEE AGENDA Regular, Monday, May 2, 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 - 4 3.1 Transportation and Environmental Services, Engineering and Construction Seymour Hannah Sports and Entertainment Centre – Ice Pad Replacement and Associated Mechanical Modifications - Phase 1 Award (Deferred by General Committee, April 18, 2016, Item 3.2)
4. Consent Reports
5 - 11 4.1 Corporate Support Services, Human Resources Firefighters Recruitment Process – Additional Information
12 - 22 4.2 Parks, Recreation and Culture Services, Programs and Cultural Services Festival and Events Program Funding Recommendations
23 - 24 4.3 Transportation and Environmental Services, Engineering and Construction Project P13-180, New Administration Building for the Victoria Lawn Cemetery – Award of Design and Contract Administration Services
Page 1 of 105 General Agenda May 2, 2016 Page
25 - 33 4.4 Financial Management Services, Accounting 2016 Tax Rates
34 - 51 4.5 Parks, Recreation and Culture Services, Programs and Cultural Services Cultural Funding Policy Revisions [Addenda]
52 - 105 4.6 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: a proposed or pending acquisition or disposition of land by the municipality or local board (Realty File No. 06-15)
7. Adjournment
Page 2 of 105 AGENDA ITEM 3.1 At the meeting of April 18, 2016, General Committee deferred this report to the meeting of May 2, 2016.
Corporate Report Report from Transportation and Environmental Services, Engineering and Construction Date of Report: April 5, 2016 Date of Meeting: April 18, 2016
Report Number: TES-105-2016 File: 18.20.203
Subject: Seymour Hannah Sports and Entertainment Centre – Ice Pad Replacement and Associated Mechanical Modifications – Phase 1 Award
Recommendation That Council award the tender for Project P16-164, Seymour Hannah Sports and Entertainment Centre – Ice Pad Replacement and Associated Mechanical Modifications – Phase 1 to the lowest acceptable bidder, Schilthuis Construction Inc. in the amount of $1,548,000 plus HST; and That the City Solicitor be directed to prepare the necessary by-law. FORTHWITH Background On November 30, 2015, Council approved the initiation of the rehabilitation works for the ice pad replacement and associated mechanical modifications for ice pad 4 at the Seymour Hannah Sports and Entertainment Centre. The associated 2016 Capital Budget of $2,000,000 was also approved on this date. In accordance with the City’s procurement policy, staff issued a Request for Proposal (RFP) for design and contract administration services for the associated works. The engineering firm of Kalos Engineering was awarded the work and have been working with the City team on the design for the associated repairs. During the design process, the City also issued a request for prequalification for General, Refrigeration, Dasher Board and Concrete Finishing contractors in order to ensure that only qualified contractors with the specialized experience required to complete the work would be eligible to submit a bid on the project. The competition resulted in the prequalification of 7 General Contractors, 2 Refrigeration Contractors and 2 Dasher Board Contractors. No concrete finishing contractors submitted prequalifications, however, the requirement of demonstrating experience was incorporated into the tender. Design was complete on March 16, 2016 and the project was issued for tender to the prequalified contractors. The work that was tendered includes, but is not limited to: 1) The replacement of the ice pad 4 and modification to the underfloor heating and refrigeration system and piping. 2) Rerouting of the supply lines for the underfloor heating and refrigeration for ice pad 1 to provide better isolation, future maintenance and repair opportunities. 3) A repair attempt for the leak to the underfloor heating for in ice pad 1.
Report Page 1 of 2 Transportation and Environmental Services, Engineering and C... Page 3 of 105 AGENDA ITEM 3.1
4) The implementation of heat recovery to existing equipment for the ice melt pit, in order to improve energy efficiency. Report Tenders were called for the ice pad replacement and associated mechanical modifications at Seymour Hannah Sport and Entertainment Centre. The tenders closed on April 4, 2016.
All qualifications, extensions and the total for each tender have been checked and no errors were found. The tender prices are listed below. The lowest bid at tender opening has been found to be non-compliant as a result of the omission of specific documents that were required to be submitted with the tender, as specified in the tender documents. All bidders were required to submit a copy of all signed addendums and supporting documentation illustrating the concrete finishing subcontractors experience and ability with ice slabs. As a result, staff and our consultant recommend proceeding with the second low tender.
Tender Price Tender Price Tender Price Tender Submitted By Submitted (Including 1.76% (Including 13% H.S.T.) HST) Norlon Builders London Limited $1,533,538.00 Non-Compliant Schilthuis Construction Inc. $1,548,000.00 $1,575,244.80 $1,749,240.00 Bestco Construction (2006) Ltd. $1,622,466.00 $1,651,021.40 $1,833,386.58 Rankin Construction Inc. $1,710,319.00 $1,740,420.61 $1,932,660.47 Integrated Building & Design $1,804,000.00 $1,835,750.40 $2,038,520.00 Corporation Ball Construction Ltd. $2,557,747.00 Non-Compliant
Staff recommends the tender be awarded to the revised low bid submitted by Schilthuis Construction Inc., in the amount of $1,548,000.00, H.S.T. excluded. This project has an aggressive schedule to ensure that the work is completed and that the ice pads are operational by the beginning of September of 2016. Financial Implications The 2016 Capital Budget includes $2,000,000 of funding for the ice pad replacement and associated mechanical modifications at Seymour Hannah Sport and Entertainment Centre. On November 30, 2015, Council Granted early budget approval of these funds.
The City Treasurer confirms there are sufficient funds in the project account to fund the recommended tender award.
Prepared by: Submitted by: Anthony Martuccio, P.Eng. Christine Adams, P.Eng. Design and Construction Engineer. Manager of Engineering and Construction
Approved by: Dan Dillon, P.Eng. Director, Transportation and Environmental Services
TransportationReport and Environmental Page 2 of 2 Services, Engineering and C... Page 4 of 105
AGENDA ITEM 4.1
Corporate Report Report from Corporate Support Services, Human Resources
Date of Report: April 18, 2016 Date of Meeting: May 2, 2016
Report Number: CSS-070-2016 File: 10.10.99
Subject: Firefighters Recruitment Process – Additional Information
Recommendation That Council receive the additional report regarding the St. Catharines Firefighter Recruitment Process for information purposes. FORTHWITH Summary This report responds to a Motion made by Councillor Stevens regarding additional information regarding the St. Catharines Fire Services recruitment process in relation to the Firefighter Recruitment Process Report Number CSS-273-2015, attached as Appendix 1. Background At the November 16, 2015, meeting of City Council, Councillor Stevens asked staff to report back to Council on the costing related to creating a mentoring program for pre- application firefighting candidates; that staff include firefighting college, training and successful completion of any other applicable skills training as preferred requirements and that staff look at the Niagara Falls processes for fire fighter recruitment. Report Changing the Preferred Requirements for Fire Fighter Candidates The minimum qualifications for a fire fighter are based on the minimum requirement that would be needed for an individual to be able to perform the duties of the fire fighter position. The City receives a very large number of applications for every recruitment and as a result all aspects of a candidate’s resume including education, training, experience and certifications are reviewed and evaluated throughout the process.
When candidates participate in an applicant screening process conducted by a third party, such as Firefighter Services of Ontario (FSO), the City receives a clear and impartial indication of how well they will perform on the job (which is defensible under Human Rights and other applicable legislation). Other qualifications such as firefighting education, diplomas and technical training are considered as part of the review of the candidates’ resumes.
Report Page 1 of 3 Corporate Support Services, Human Resources Firefighters Rec... Page 5 of 105
AGENDA ITEM 4.1
Giving preference to applicants with firefighting college, training and successful completion of any other applicable skills training would limit the selection of applicants and would restrict applicants who may not possess a college diploma but are otherwise found to be exceptional candidates based on their experience or other technical training (skilled trades etc.) that translates well to the fire ground.
Mentoring Program for Pre-application Firefighting Candidates The City has always been supportive of City of St. Catharines residents applicants interested in a career with the Fire Services and they have always encouraged and accommodated applicants wishing to visit the Fire Hall to ask questions and learn about the positions.
In an effort to assist local residents with their pursuit of a career in Fire Services, the City would develop a Community Mentoring Outreach Program as well as a Career Outreach Program geared to high school students. This would involve education and mentoring to assist individuals in understanding the requirements as well as the various paths to take when considering a career with the Fire Services.
There are several job and career fairs held in Niagara throughout the year designed to create an interactive recruiting experience for both employers and job seekers. These events are organized by various organizations in Niagara including Niagara Folk Arts, CERF Niagara, Job Gym, Business Education Council, Brock University and Niagara College. The City is currently looking into the possibility of participating with these organizations to help to educate the public on the path to becoming a firefighter or to be employed in other positions within a fire services environment.
Alternatives to the City’s recruitment process Human Resources staff regularly network with Human Resources staff from other municipalities to review their recruitment process and identify new and different ways to facilitate the recruitment of fire fighters. Much of the recruitment practices are similar to that of St. Catharines however many other municipalities, such as Niagara Falls have composite departments comprised of both full time and volunteer fire fighters necessitating different recruitment needs. As such, those processes are often not applicable to a department like St. Catharines composed only of full time fire fighters with different recruitment needs.
Staff will review its recruitment process prior to the next firefighter recruitment campaign to ensure continued fairness, ethnic diversity and efficiency, and to consider alternative pre-screening and testing services as well as other changes to the applicant and recruitment processes to determine the best options for both the City and applicants. Financial Implications There are potential financial implications regarding the cost of conducting community outreach sessions. These outreach sessions would include one or two full day sessions held on a Saturday in each year. These sessions will be conducted in the spring or fall of each year (dependent on the next scheduled hiring process), with the participation of
Corporate SupportReport Services, Page 2 Human of 3 Resources Firefighters Rec... Page 6 of 105
AGENDA ITEM 4.1
the Deputies for delivery of the training which would have no financial implications. An evaluation will be conducted after this session to assess whether there is sufficient interest from the community to determine the viability of conducting a second session and whether there is a need to involve the Divisional Chiefs in the fall session. Should there be an involvement of the Divisional Chiefs, there is a potential financial impact of $3,900. An evaluation will also be conducted as to the interest in these sessions in the future.
Relationship to Strategic Plan Social Sustainability To create a dynamic community for everyone, by ensuring open communications with an inclusive process for all citizens, cultural organizations and new comers with diverse backgrounds to be considered for employment opportunities.
Cultural Sustainability To continue and find new ways to improve our commitment to embracing diversity and civic pride within our community, our work force, and to strengthen our relationships with our community partners to encourage local engagement for career opportunities. Conclusion Efforts will be made in 2016 to develop and deliver mentoring programs and career information sessions regarding employment with the St. Catharines Fire Services. Prior to the commencement of a new recruitment, staff will review current practices to ensure that our recruitment process is accessible, fair, equitable, and continues to be conscious of ethnic diversity. Staff will remain open to new and different recruitment practices.
Prepared by: Victoria Woolridge Human Resources Consultant
Dave Wood Fire Chief, Director of Fire and Emergency Management Services
Submitted by: Jeanette Pillitteri Director Corporate Support Services
Approved by: Shelley Chemnitz, CPA, CA Commissioner Corporate Services/City Treasurer
Corporate SupportReport Services, Page 3 Human of 3 Resources Firefighters Rec... Page 7 of 105
At the meeting of October 5, 2015, AGENDA ITEM 4.1 General Committee deferred this report to the meeting of October 20, 2015 1
Corporate Report Report from Corporate Support Services, Human Resources
Date of Report: September 17, 2015 Date of Meeting: October 5, 2015
Report Number: CSS-273-2015 File: 10.10.99
Subject: Firefighters Recruitment Process
Recommendation That Council receive the report ‘Firefighter Recruitment Process’ for information purposes. FORTHWITH Summary This report responds to a request from a citizen to the City of St. Catharines in relation to the recruitment and hiring practices followed by the City of St. Catharines Fire Services. Background At the November 3, 2014 meeting of City Council, Councillor Harris asked staff to report back to Council on the firefighter recruitment process. Report Individuals interested in becoming a firefighter with the City of St. Catharines must meet the minimum qualifications, which include possession of a valid DZ licence, a Grade 12 diploma, and current first aid and CPR certificates to be eligible to participate in a mandatory pre-screening process designed to identify those best qualified to take on the role. This pre-screening has been part of the hiring process in St. Catharines for 15 years.
Pre-screening vital in identifying candidate able to perform duties Pre-screening involves a Candidate Physical Ability Test (CPAT), which is an occupational assessment to determine the candidate’s ability to perform the duties related to the position of the firefighter. In addition, candidates must participate in a medical assessment,Appendix aptitude examination, and acrophobia and tread water tests. Once the testing is complete, each applicant is given a ranking which is used to determine who will progress to the interview phase of the hiring process. Rankings are listed by candidate number, not by name, to ensure impartiality in the selection process. Results of the testing are valid from six months to one year depending the test and may be used by the candidate when they are applying to other fire departments in Ontario.
Report Page 1 of 4 Corporate Support Services, Human Resources Firefighters Rec... Page 8 of 105 AGENDA ITEM 4.1
Given the specialized nature of the testing, City staff does not have the expertise nor the resources to conduct them in house. Like most municipalities across Ontario, St. Catharines uses a third-party to provide this impartial pre-screening process.
Previously, the City used the services of York University, followed by Brock University for this process. In 2013, Brock University stopped offering this service, and the individuals employed in this area started a separate company independent of the university. This company is called Firefighter Services of Ontario (FSO), and it is the current provider of pre-screening services for St. Catharines. In addition to the testing, FSO also ensures all candidates meet the minimum requirements to become a firefighter.
Due to the high level of interest in becoming a firefighter, the costs to pre-screen all applicants would be onerous for the City. In addition, the certificates received are generic and candidates can use these same certificates when applying to other municipalities thus justifying the candidate’s responsibility for the cost. To address this, candidates pay their own pre-screening fees directly to FSO. This requirement is explained in the City’s recruitment guide, which is posted on the City’s website along with a notice when applicants are being accepted. The guide also outlines other aspects of the application process including submission of an online application and detailed resume.
Pre-screening allows for consideration of a diverse candidate pool Without pre-screening, the hiring practice would have to rely solely on review of resumes focusing on, consideration primarily on, fire-related education and previous firefighting experience. This could result in a significantly smaller pool of candidates. Pre-screening allows the City to consider people who may not have hands-on firefighting experience but who possess the competencies, aptitude and physical abilities that make exceptional firefighters. It provides the opportunity for candidates with other work experience to be considered.
Highest ranking pre-screened candidate get interviewed The pre-screening provides a clear and impartial indication of the best candidates in terms of how well they will perform on the job, which is defensible under Human Rights and other applicable legislation. The interview panel is not privy to the names of the candidates prior to first interview to ensure that candidates are moved forward solely based on competency as identified through the pre-screen process. As such, pre- screening is an integral part of the recruitment process, but it does not represent the entire process. Appendix Following this step, those applicants that rank successfully are invited for first interview with the panel comprised of Human Resources staff and Officers of Fire Services to confirm qualifications and experience outlined in submitted resumes. The candidate’s success in the first interview determines their opportunity to move forward in the recruitment process.
Corporate SupportReport Services, Page 2 Human of 4 Resources Firefighters Rec... Page 9 of 105
AGENDA ITEM 4.1
Candidates successful in the first interview are invited to a second meeting. This interview panel, which includes the Fire Chief, assesses the candidates in terms of competency and fit within St. Catharines Fire Services.
Successful candidates will receive an offer of employment conditional upon satisfactory reference checks, submission documents which verifying their educational qualifications, a satisfactory drivers’ abstract, medical clearance from a third-party physician, and a satisfactory police check including vulnerable sector screening. Once these conditions are met, candidates are offered employment with the City of St. Catharines.
Almost half of applicants invited for first interview in 2014 In 2014, there were 191 applicants that met minimum qualifications and tested successfully with FSO. Of those, the top 80 candidates as ranked by FSO were invited to participate in a first interview.
First interviews were conducted with the top 80 candidates identified through the screening process. First interviews involved review of each candidate’s resume to identify relevant qualifications and experience. Candidates were also required to answer behaviour-based questions to ensure they possess the attributes, attitudes and competencies required to be successful in the firefighter role.
First interviews are scored using a consistent impartial scoring mechanism, and the top candidates were invited for second interviews. These interviews included behaviour- based questions and a review of any qualifications or other areas requiring further clarification as a result of the first interview.
Offers were then made to the top candidates based on recruitment needs / vacancies, and an eligibility list was created of successful candidates to provide a pool to select from for future vacancies. This eligibility list will expire January 2017.
Alternatives to the City’s recruitment process In early 2014, a new pre-screening process was introduced by the Ontario Association of Fire Chiefs called Candidate Testing Services (CTS). CTS is located in Toronto and was intended to standardize candidate testing for full-time fire services across the province.
The City gave serious consideration to using CTS upon its introduction; however, there were concerns with the new process. These included the fact that very few municipalitiesAppendix had signed up with CTS, and that CTS would not recognize pre-screening certificates received from any other organization. This meant candidates who paid to conduct pre-screening with a different organization could not use the certificate received when applying to St. Catharines. Candidates would need to pay again for certification with CTS. Staff worried this would reduce the number of candidates interested in applying to St. Catharines. Additionally, staff felt requiring candidates to travel to
Corporate SupportReport Services, Page 3 Human of 4 Resources Firefighters Rec... Page 10 of 105
AGENDA ITEM 4.1
Toronto to do the testing placed a greater financial burden on candidates. Since its introduction, CTS has gained some additional interest from other municipalities.
As a result, staff will review its recruitment process prior to the next firefighter recruitment campaign to ensure continued fairness and efficiency and to consider alternative pre-screening and testing services to determine the best options for both the City and applicants. Financial Implications Not applicable. Conclusion In conclusion, staff is confident that the City of St. Catharines follows an excellent and fair recruitment process in relation to firefighters. The present procedure is impartial, accessible and is comparable to other Ontario municipalities.
Prepared by: Victoria Woolridge Human Resources Consultant
Submitted by: Jeanette Pillitteri Director Corporate Support Services
Approved by: Shelley Chemnitz, CPA, CA Commissioner Corporate Services/City Treasurer
Appendix
Corporate SupportReport Services, Page 4 Human of 4 Resources Firefighters Rec... Page 11 of 105
AGENDA ITEM 4.2
Corporate Report Report from Parks, Recreation and Culture Services, Programs and Cultural Services Date of Report: April 7, 2016 Date of Meeting: May 2, 2016
Report Number: PRCS-107-2016 File: 36.65.12
Subject: Festival and Events Program Funding Recommendations
Recommendation That Council approve the recommendations of the Festivals and Events Review Committee for funding of the following 2016 Festivals:
In the Soil Festival Niagara Integrated Film Festival Niagara Jazz Festival Niagara VegFest
That staff be directed to make the necessary notifications. FORTHWITH Summary This report summarizes the purpose of the Festival and Events Program (F & E) and provides recommendations for festival investment. Council is asked to approve $31,000 of investment into four local festivals taking place in 2016. Background On July 9, 2012, City Council approved the Festival and Events Policy (see Appendix 1), which is designed to invest in local festivals and events that contribute positive economic impact and contribute to the cultural diversity and vitality of St. Catharines. The F & E Policy provides guidance on investment purpose, eligibility and evaluation criteria. The program is intended to financially support festivals and one-day events that:
• generate significant economic impact • attract a regional or wider audience and increase visitation to the City and/or demonstrate that an external audience exists • deliver unique continuous programming that is entertaining and creates public animation within the City of St. Catharines • create real opportunities for local artists, performers and businesses • are professionally managed
Report Page 1 of 4 Parks, Recreation and Culture Services, Programs and Cultura... Page 12 of 105
AGENDA ITEM 4.2
Report The deadline for applications for the 2016 festival season was February 5, 2016. Five applications were received, however, one was determined to be ineligible. The Chicken Wing Festival is a fundraising event for Community Care, and fundraisers for non- cultural causes are ineligible for F & E funding.
A Review Committee made up of two Culture Committee members, two tourism industry representatives and one City Tourism staff member reviewed the four eligible applications and utilized policy-based evaluation criteria to recommend the following investments:
Event Applicant Request Recommendation
In the Soil Festival Suitcase in Point $15,000 $10,000 Niagara Integrated (NIFF) $20,000 $ 6,000 Film Festival Niagara Jazz Festival (NJF) $10,000 $ 7,500 Niagara VegFest (NVF) $ 8,000 $ 7,500
Totals $53,000 $31,000
All of the above festivals are growing their activities and support, and building partnerships, activity levels and operations. City funding will foster their continued growth by supporting festival programming, event staff and marketing costs. Each festival markets to attract visitors from beyond St. Catharines and Niagara and actively partners with local businesses and artists. Return on Investment In 2015, for every City dollar invested in a festival through the F & E program, $32 was leveraged from other sources. In addition, jobs, contracts and volunteerism grew from the previous year, and more than 25,000 residents and tourists experienced a rich array of arts, food, drink and retail experiences. Below is a summary of financial and statistical information comparing past two years of F & E clients. 2014 does not include the Niagara Jazz Festival but does include Strutt: Niagara’s Wearable Art Show.
Measurement 2014 2015
# of activities within festivals: 349 453 Total # of artists hired: 570 857 Total # of other contractors: 49 62 Total # of staff (not FTEs): 32 38 Total attendance 17,892 25,571 Total revenues (cash): $855,832 $928,755
Parks, RecreationReport and Page Culture 2 of Services, 4 Programs and Cultura... Page 13 of 105
AGENDA ITEM 4.2
Transition Year for Program In the course of their research, the Cultural Funding Task Force confirmed that past investments made into St. Catharines-based festivals through the F & E Program are low, particularly when the high cost of tourism marketing is considered. As well, festivals have been hampered by the lateness of funding approvals. The local festival season begins in April and may be even earlier in future as the festival community grows, which is likely due to the FirstOntario Performing Arts Centre.
In the past, festival applications have been received before budget approval, which is not ideal. With Council’s increase of the 2016 SCCIP budget there is an opportunity to change the application schedule for the festival community. After discussions with stakeholders and the Arts & Culture Advisory Committee, staff are proposing that this year’s budget fund both the 2016 and 2017 festival seasons. The Festival Funding Review Committee determined that $31,000 was a suitable investment for 2016 festivals given this transition requirement.
The Committee’s strategy is aligned with Council’s direction to grow investment in the cultural sector to ensure it thrives. Growth in local festivals has begun: in 2015, the average investment was $5,780, whereas this year’s program averages $7,750. Financial Implications F & E funding will be accommodated within the 2016 approved budget for the St. Catharines Cultural Investment Program (SCCIP). Additional investment recommendations through SCCIP will be presented to Council later this year.
Relationship to Strategic Plan Festivals contribute to the livability of the city, and support all four pillars of sustainability, directly and indirectly:
• Economic – Festivals attract both public and private sector investment and build partnerships with a wide range of businesses and agencies. They attract visitors to the community, and add appeal for potential new residents and businesses.
• Social – Festivals contribute to the quality of life of residents, and invite people to come together in a variety of venues, parks and streets to experience the neighbourhoods of St. Catharines in new ways. Themed festivals can appeal to youth or special-interest groups, such as people seeking a plant-based lifestyle. Most festivals offer some form of free experience which encourages interaction and eliminates barriers for residents.
• Environmental – Festivals often host programming that explores issues of environment and future concerns for the earth. For example, Niagara VegFest actively engages visitors with farmers, vendors and food providers committed to organic and sustainable food practices.
Parks, RecreationReport and Page Culture 3 of Services, 4 Programs and Cultura... Page 14 of 105
AGENDA ITEM 4.2
• Cultural – All three cultural goals within the Strategic Plan are supported through F & E investment: diversity is embraced and celebrated; the creative sector and cultural festivals are strengthened; and the festivals themselves build civic pride, local engagement and contribute to making St. Catharines an attractive community for newcomers.
Conclusion The diversity of St. Catharines’ festival scene is enriched by the four applicants recommended for investment. The festivals in this year’s program are relatively new. In the Soil is the oldest, with 2016 marking its eighth year. City investment is a cornerstone to the growth and success of these festivals, contributing to their resource base so they can access public and private sector support from a wide range of partners. Major cities around the world recognize the role festivals play in fostering a sense of community, attracting tourists and enlivening public spaces. Notification It is in order for Parks, Recreation and Culture Services staff to contact all applicants to inform them of Council’s decisions with regard to the Festival and Events Program.
Prepared by: Rebecca Cann, Cultural Services Supervisor
Submitted and Approved by: Phil Cristi, Manager of Programs and Cultural Services Acting Director of Parks, Recreation and Culture Services
Parks, RecreationReport and Page Culture 4 of Services, 4 Programs and Cultura... Page 15 of 105
AGENDA ITEM 4.2 1
Parks, Recreation and Culture Services, Programs and Cultura... Page 16 of 105 AGENDA ITEM 4.2
Parks, Recreation and Culture Services, Programs and Cultura... Page 17 of 105 AGENDA ITEM 4.2
Parks, Recreation and Culture Services, Programs and Cultura... Page 18 of 105 AGENDA ITEM 4.2
Parks, Recreation and Culture Services, Programs and Cultura... Page 19 of 105 AGENDA ITEM 4.2
Parks, Recreation and Culture Services, Programs and Cultura... Page 20 of 105 AGENDA ITEM 4.2
Parks, Recreation and Culture Services, Programs and Cultura... Page 21 of 105 AGENDA ITEM 4.2
Parks, Recreation and Culture Services, Programs and Cultura... Page 22 of 105
AGENDA ITEM 4.3
Corporate Report Report from Transportation and Environmental Services, Engineering and Construction Date of Report: April 15, 2016 Date of Meeting: May 2, 2016
Report Number: TES-118-2016 File: 68.31.100, 18.20.200
Subject: Project P13-180, New Administration Building for the Victoria Lawn Cemetery – Award of Design and Contract Administration Services
Recommendation That Council direct staff to engage the architectural firm of Raimondo + Associates Architects Inc. for the design and contract administration services for the New Administration Building for the Victoria Lawn Cemetery, Project Number P13-180 at a total estimated cost of $96,560 excluding HST; and
That the City Solicitor be directed to prepare the necessary by-law and agreement. FORTHWITH Background The existing administration building of the Victoria Lawn Cemetery, located at 480 Queenston Street, is nearing the end of its serviceable life, due to significant building envelope repairs, accessibility and life safety deficiencies and lack of sufficient space for staff and public amenities.
Previously approved capital budgets will be used for the design and construction of a new administration building located at 431 Queenston Street, the current site of the former Fire Station.
The new administration building will incorporate a reception and waiting room, administration space for City staff, including offices for managers and supervisors, two public meeting rooms to accommodate ten people each, a retail room, public and staff washrooms, vehicular and equipment bays as well as miscellaneous storage and services spaces. The building will be designed to meet the Facility Accessibility Design Standards (FADS) as adopted by the City. Report In accordance with the approved procedures for engaging consultants for City projects, staff issued a Request for Proposal (RFP) in April of 2016, resulting in five (5) submissions being received.
Report Page 1 of 2 Transportation and Environmental Services, Engineering and C... Page 23 of 105
AGENDA ITEM 4.3
Proposals were received from the following firms:
Ausenco Engineering Canada Inc. Macdonald Zuberec Ensslen Architects Inc. Venerino V.P. Panici Architect Inc. Quartek Group Inc. Raimondo + Associates Architects Inc.
A selection committee, consisting of staff from the Transportation and Environmental Services Department and the Parks, Recreation and Culture Services Department was established to review the proposals. Prior to the evaluation process, an evaluation matrix was developed based on the evaluation criteria defined in the Request for Proposal, which include categories such as Understanding of the Project, Demonstrated ability of the Proponent, Quality and Innovation and Cost.
The request for proposal (RFP) for design and contract administration outlined that the new administration building would include the development of the site located at 431 Queenston Street, including twelve (12) parking stalls and access to the existing cemetery, as well as requesting a separate price for improvements to the adjacent Hydro One land for additional parking. The new administration building would include the various amenities mentioned above to accommodate the needs of PRCS staff and better serve the public, within a fully FADS compliant design. Architectural designs will be sensitive the cemetery environment and complement its heritage characteristics.
The selection committee evaluated the proposals on April 14, 2016, and based on the pre-determined categories and marking structure, the firm that ranked highest was Raimondo + Associates Architects Inc. Therefore, it is the recommendation of the selection committee that the firm of Raimondo + Associates Architects Inc. be engaged to provide the design and contract administration services for the New Administration Building for the Victoria Lawn Cemetery at a total cost of $96,560 (including the additional parking on the adjacent Hydro One land) plus HST.
The tentative schedule, as outlined in Raimondo + Associates Architects Inc.’s proposal, for this project is as follows:
Preliminary and Detailed Design: May 2016 – September 2016 Tender: October 2016 – December 2016 Construction Start: March 2017 Financial Implications Council approved a total of $1,350,000 in the 2010, 2013 and 2014 Capital Budgets for the design and construction of the new administration building.
Prepared by: Submitted by: Approved by: Vincent Covatta Christine Adams, P.Eng Dan Dillon, P.Eng., Director Project Supervisor Manager of Engineering Transportation & Environmental & Construction Services
TransportationReport and Environmental Page 2 of 2 Services, Engineering and C... Page 24 of 105
AGENDA ITEM 4.4
Corporate Report
Report from Financial Management Services, Accounting
Date of Report: March 16, 2016 Date of Meeting: May 2, 2016
Report Number: FMS-087-2016 File: 10.57.12
Subject: 2016 Tax Rates
Recommendation That Council approve the property tax rates as detailed in Appendix 1; and
That the City Solicitor be directed to prepare the necessary by-law(s). FORTHWITH Summary The Regional Municipality of Niagara approved the 2016 Tax Ratios at its meeting of February 25, 2016, and passed the appropriate by-laws. The City is now in a position to finalize the City’s 2016 Tax Rates. Background The total property bill is comprised of levies from the City of St. Catharines, Regional Municipality of Niagara and the School Boards. Property taxes are calculated by multiplying the current value assessment (CVA) by the tax rate for that class of property. The CVA is established by the Municipal Property Assessment Corporation (MPAC). MPAC is a not for profit corporation with every municipality in Ontario being a member, which is governed by a Board of Directors comprised of taxpayer, municipal and provincial representatives. MPAC’s main responsibility is to classify and value all properties in Ontario for taxation purposes according to the legislation and regulations set by the Provincial Government. Report A tax rate is established for each class of property by dividing the tax levy requirement by the weighted assessment. The assessment is weighted by the tax ratios.
There are seven major property classes:
Class 1 Residential Class 2 Multi-residential Class 3 Commercial Class 4 Industrial
Page 1 of 5 Financial Management Services, Accounting 2016 Tax Rates Page 25 of 105
AGENDA ITEM 4.4
Class 5 Pipeline Class 6 Farm Class 7 Managed Forests
In addition to these major classes, the Region has the following:
Class 8 New Multi-residential Class 9 New Commercial Class 10 Office Building Class 11 Shopping Centre Class 12 Parking Lots and Vacant Land Class 13 Large Industrial Class 14 New Industrial Class 15 New Large Industrial
The tax ratio reflects how a property class’s tax rate compares with the residential tax rate. The residential tax ratio is equal to “one.”
A. Business Improvement Area (BIA) Levies The City has established two Business Improvement Areas (BIA). The purpose of these BIA’s is the improvement, beautification and maintenance of municipally-owned land and to promote the area as a business or shopping area. The BIA levy is raised from the commercial properties in the BIA area.
The City has two Business Improvement Areas:
1) The St. Catharines Downtown Association which was established in 1973 pursuant to the Ontario Municipal Act, operates to revitalize and promote the downtown core of St. Catharines.
2) The Port Dalhousie BIA which was established in 1986 pursuant to the Ontario Municipal Act, operates to revitalize and promote the Port Dalhousie Business Improvement Area.
The St. Catharines Downtown Association, at their General Membership meeting held February 23, 2016, approved its 2016 Budget in the amount of $384,431 (2015 levy of $384,431).
The Port Dalhousie BIA, at their General Membership meeting held March 23, 2016, approved its 2016 Budget in the amount of $10,000. (2015 levy of $10,000).
B. Regional General Tax Rate The Region approved its general tax rates on February 25, 2016. These rates are detailed on Appendix 1.
Financial ManagementReport Page Services, 2 of 5Accounting 2016 Tax Rates Page 26 of 105
AGENDA ITEM 4.4
C. Education Rates The education rates for 2016 are included on Appendix 1.
The Province of Ontario announced the 2016 uniform residential education tax rate would be reduced from the 2015 rate. The 2016 uniform residential education tax rate is set at 0.188 per cent. (0.195 per cent in 2015).
D. Regional Waste Management The Region has two primary authorities to raise its waste management costs:
1) An upper tier levy - special (Section 311 (4) of the Municipal Act 2001.
2) Fees and Charges (Section 390 of the Municipal Act 2001).
The Region has decided to levy its waste management cost by a special levy tax rate for 2016. This is consistent with prior years.
E. Tax Ratios Under Provincial Legislation, responsibility for taxation policy (including establishing tax ratios) rests with the Region. The Region at its February 25, 2016 meeting, established the following tax ratios:
Property Class 2016 Ratio 2015 Ratio
Residential and Farm 1.0000 1.0000
Multi-residential 2.0440 2.0440
Multi-residential - New 1.0000 1.0000
Commercial 1.7586 1.7586
Industrial - Residual 2.6300 2.6300
Large Industrial 2.6300 2.6300
Pipelines 1.7021 1.7021
Farmlands 0.2500 0.2500
Farmland Awaiting Development I 0.7500 0.7500
Farmland Awaiting Development II 1.0000 1.0000
F. City Tax Rates The City approved its 2016 Operating Budget at its March 8, 2016 meeting.
G. Niagara Health System Funding Pre Levy City Council, at the May 26, 2008 meeting, approved that a separate tax rate be levied for hospital purposes beginning in 2008 in the amount of $2,029,605. This levy is intended to accumulate funds to meet the City’s commitment with regard to the new
Financial ManagementReport Page Services, 3 of 5Accounting 2016 Tax Rates Page 27 of 105
AGENDA ITEM 4.4
hospital. The approved payment schedule indicates the amount of $2,208,959 be levied in 2016. The hospital pre levy rates are included on Appendix 1.
H. Infrastructure Levy City Council, at the March 8, 2016 meeting, approved that a separate infrastructure tax rate be levied to help address the existing infrastructure deficit. An infrastructure levy is a tool that will help address the infrastructure deficit, demonstrate accountability and transparency to the taxpayers about how funds are allocated and for what purpose. The infrastructure levy rates are included on Appendix 1.
I. 2016 Tax Rates and Associated Schedules In summary, the following included in Appendix 1:
2016 Tax Rates
2016 Current Value Assessment
2016 Tax Levy
Tax Comparison for Median Household
J. Tax Installments for Protected Classes In 1998, the Province imposed mandatory limits on reform related property tax increases for commercial, industrial and multi-residential properties (i.e. Protected Property) of 10% in 1998, 5% in 1999 and 5% in 2000. These limits were implemented under the Fairness for Property Taxpayers Act (FPTA).
The Continued Protection for Property Taxpayers Act 2000 (CPPTA) was passed in December 2000. The CPPTA imposed mandatory limits for 2001, and subsequent years, the limit for reform related property tax increases on the protected property classes is 5% per year.
Implementation of the requirements under FPTA and CPPTA has been accomplished by using the Ontario Property Tax Analysis (OPTA) System. The OPTA system is a computer data base that was created by the Provincial Ministry of Municipal Affairs to implement the FPTA and CPPTA. In a two-tier system like the Niagara Region, the Region is responsible for the co-ordination of the cut-off of data and acts as bankers for transfer between area municipalities. The City is responsible for maintenance of the assessment data which has to be updated for assessment changes (e.g. Assessment Review Board Decisions, etc.). The update of the OPTA system is complete; however, the final information from OPTA is scheduled to arrive in late June, which allows the City to plan the final billing dates for the protected property classes. The billing will be completed by the City in July with dues dates of August 12, 2016 and October 14, 2016.
Financial ManagementReport Page Services, 4 of 5Accounting 2016 Tax Rates Page 28 of 105
AGENDA ITEM 4.4
Financial Implications In order to provide for the Regional, Municipal and Educational funding for 2016, it is necessary to calculate tax rates. These tax rates are then multiplied by the appropriate assessment to calculate the individual homeowner’s 2016 tax levy.
Relationship to Strategic Plan The 2016 Operating Budget report referenced the relationship between the operating budget and the strategic plan. In order to levy funds for the operating budget, tax rates need to be set.
Submitted/Prepared and Approved by: Kristine Douglas, CPA, CMA Director of Financial Management Services
Financial ManagementReport Page Services, 5 of 5Accounting 2016 Tax Rates Page 29 of 105
Financial Management Services, Accounting 2016 Tax Rates
City of St. Catharines 1 2016 Tax Rates
City Infrastructure Region Total Total Class Tax Class General Hospital Urban Levy Total General Waste School General Urban Urban
Residential RT 0.548005% 0.014316% 0.073207% 0.006092% 0.641620% 0.581564% 0.071165% 0.188000% 1.409142% 1.482349% 0.073207%
Multi-Residential MT 1.120122% 0.029262% 0.149635% 0.012453% 1.311472% 1.188717% 0.145461% 0.188000% 2.684015% 2.833650% 0.149635%
New Multi-Residential NT 0.548005% 0.014316% 0.073207% 0.006092% 0.641620% 0.581564% 0.071165% 0.188000% 1.409142% 1.482349% 0.073207%
Commercial Occupied CT,XT,CH 0.963722% 0.025176% 0.128742% 0.010714% 1.128354% 1.022738% 0.125151% 1.180000% 3.327501% 3.456243% 0.128742%
Commercial - Excess Land CU,XU,CK 0.674605% 0.017623% 0.090119% 0.007500% 0.789847% 0.715917% 0.087606% 0.826000% 2.329251% 2.419370% 0.090119%
Commercial Other - Occupied DT,GT,ST,YT,ZT 0.963722% 0.025176% 0.128742% 0.010714% 1.128354% 1.022738% 0.125151% 1.180000% 3.327501% 3.456243% 0.128742%
Commercial Other Excess Land DU,SU,ZU 0.674605% 0.017623% 0.090119% 0.007500% 0.789847% 0.715917% 0.087606% 0.826000% 2.329251% 2.419370% 0.090119%
Commercial Vacant Land CX,CJ 0.674605% 0.017623% 0.090119% 0.007500% 0.789847% 0.715917% 0.087606% 0.826000% 2.329251% 2.419370% 0.090119%
Industrial - Occupied IT,LT,IH 1.441253% 0.037651% 0.192534% 0.016023% 1.687461% 1.529513% 0.187164% 1.500000% 4.711604% 4.904138% 0.192534%
Industrial - Excess Lands IU,LU 0.936815% 0.024473% 0.125147% 0.010415% 1.096850% 0.994184% 0.121657% 0.975000% 3.062543% 3.187690% 0.125147%
Industrial - Vacant Lands IX,IJ 0.936815% 0.024473% 0.125147% 0.010415% 1.096850% 0.994184% 0.121657% 0.975000% 3.062543% 3.187690% 0.125147%
Industrial - New JT,KT 1.441253% 0.037651% 0.192534% 0.016023% 1.687461% 1.529513% 0.187164% 1.180000% 4.391604% 4.584138% 0.192534%
Industrial - New Excess Lands JU,KU 0.936815% 0.024473% 0.125147% 0.010415% 1.096850% 0.994184% 0.121657% 0.767000% 2.854543% 2.979690% 0.125147%
Pipelines PT 0.932759% 0.024367% 0.124606% 0.010370% 1.092102% 0.989880% 0.121130% 1.180000% 3.258506% 3.383112% 0.124606%
Farmlands FT 0.137001% 0.003579% 0.018302% 0.001523% 0.160405% 0.145391% 0.017791% 0.047000% 0.352285% 0.370587% 0.018302%
Farmlands Awaiting Dev I R1,C1 0.411004% 0.010737% 0.054905% 0.004569% 0.481215% 0.436173% 0.053374% 0.141000% 1.056857% 1.111762% 0.054905%
Farmlands Awaiting Dev II R4 0.548005% 0.014316% 0.073207% 0.006092% 0.641620% 0.581564% 0.071165% 0.188000% 1.409142% 1.482349% 0.073207%
Tax Other Rate
Downtown Association - Occupied 0.370811% - Vacant 0.259568%
Port Dalhousie BIA - Occupied 0.064274% - Vacant 0.044991% AGENDA ITEM4.4 Page 30 of105 AGENDA ITEM 4.4
City of St. Catharines
Current Value Assessment - 2016
Change Property Class 2016 2015 $ %
Taxable Assessment
General Tax Rates:
Residential 10,478,469,280 10,238,763,646 239,705,634 2.34% Multi-Residential 674,929,131 642,052,028 32,877,103 5.12% New Multi-Residential 27,047,160 19,113,869 7,933,291 41.51% Commercial Residual - Low Band 1,051,090,816 1,026,472,361 24,618,455 2.40% Commercial - Residual - Excess Land - Low Band 8,785,855 8,600,780 185,075 2.15% Commercial Other (excluding residual) 608,307,477 603,817,615 4,489,862 0.74% Commercial Other (excluding residual) Excess 3,543,430 3,482,725 60,705 1.74% Commercial - Vacant Land 18,634,800 13,835,271 4,799,529 34.69% Industrial - Occupied 175,346,137 170,131,395 5,214,742 3.07% Industrial - New 4,011,700 3,906,105 105,595 2.70% Industrial - Excess Lands 4,674,894 4,228,204 446,690 10.56% Industrial - New Excess Lands 56,000 54,500 1,500 2.75% Industrial - Vacant Land 20,565,000 21,282,657 -717,657 -3.37% Pipelines 28,309,000 27,842,724 466,276 1.67% Farmlands 99,825,600 96,029,286 3,796,314 3.95% $13,203,596,280 $12,879,613,166 323,983,114 2.52%
Urban Service - City
Residential $10,213,844,780 $9,983,812,542 230,032,238 2.30% Multi-Residential 674,929,131 642,052,028 32,877,103 5.12% New Multi-Residential 27,047,160 19,113,869 7,933,291 41.51% Commercial Residual - Low Band 1,038,072,646 1,013,729,697 24,342,949 2.40% Commercial - Residual - Excess Land - Low Band 8,146,115 7,961,290 184,825 2.32% Commercial Other (excluding residual) 608,275,057 603,785,195 4,489,862 0.74% Commercial Other (excluding residual) Excess 3,510,860 3,450,612 60,248 1.75% Commercial - Vacant Land 18,622,500 13,598,796 5,023,704 36.94% Industrial - Occupied 171,903,437 166,760,045 5,143,392 3.08% Industrial - New 4,011,700 3,906,105 105,595 2.70% Industrial - Excess Lands 4,674,894 4,228,204 446,690 10.56% Industrial - New Excess Lands 56,000 54,500 1,500 2.75% Industrial - Vacant Land 20,516,000 21,234,706 -718,706 -3.38% Pipelines 27,213,000 26,746,724 466,276 1.74% Farmlands 5,835,100 5,702,700 132,400 2.32% $12,826,658,380 $12,516,137,013 310,521,367 2.48%
97.15% 97.18%
Total Assessment Taxable Properties $13,203,596,280 $12,879,613,166 323,983,114 2.52% YMCA - Education only 12,028,000 Payment in Lieu 88,566,740 84,490,457 4,076,283 4.82% Exempt Properties 994,816,400 906,952,471 87,863,929 9.69% $14,299,007,420 $13,871,056,094 427,951,326 3.09%
Reassessment in 2013 based on January 1, 2012 valuation day. Phased in over 4 years.
Financial Management Services, Accounting 2016 Tax Rates Page 31 of 105 Financial Management Services, Accounting 2016 Tax Rates
City of St. Catharines 2016 Tax Levy
City Infrastructure Total Tax Levy General Hospital Urban Levy Total General Waste Total School Tax Levy
Residential 57,422,536 1,500,098 7,477,249 638,372 67,038,255 60,939,005 7,457,003 68,396,008 19,722,135 155,156,397
Multi-Residential 7,560,030 197,498 1,009,930 84,046 8,851,503 8,022,997 981,759 9,004,756 1,268,867 19,125,126
New - Multi Residential 148,220 3,872 19,800 1,648 173,540 157,297 19,248 176,545 50,849 400,933
Commercial - Occupied 10,129,593 264,623 1,336,435 112,612 11,843,263 10,749,905 1,315,451 12,065,356 12,402,872 36,311,491
Commercial - Excess Land 59,270 1,548 7,341 659 68,818 62,899 7,697 70,596 72,571 211,986
Commercial Other - Occupied 5,862,393 153,147 783,105 65,173 6,863,819 6,221,392 761,303 6,982,695 7,178,028 21,024,542
Commercial Other- Excess Land 23,904 624 3,164 266 27,958 25,368 3,104 28,472 29,269 85,699
Commercial - Vacant Land 125,711 3,284 16,782 1,398 147,175 133,410 16,325 149,735 153,923 450,834
Industrial Occupied 2,527,181 66,020 330,973 28,095 2,952,269 2,681,942 328,185 3,010,127 2,630,192 8,592,587
Industrial New 57,819 1,510 7,724 643 67,696 61,359 7,508 68,868 47,338 183,902
Industrial - Excess Land 43,795 1,144 5,850 487 51,277 46,477 5,687 52,164 45,580 149,021
Industrial - New Excess Land 525 14 70 6 614 557 68 625 430 1,669
Industrial Vacant Land 192,656 5,033 25,675 2,142 225,506 204,454 25,019 229,473 200,509 655,487
Pipelines 264,055 6,898 33,909 2,936 307,797 280,225 34,291 314,516 334,046 956,359
Farmlands 136,762 3,573 1,068 1,520 142,923 145,137 17,760 162,897 46,918 352,739
Total 84,554,449 2,208,886 11,059,078 940,000 98,762,413 89,732,425 10,980,407 100,712,832 44,183,526 243,658,772
City Infrastructure Total Comparison to 2015 General Hospital Urban Levy Total General Waste Total School Tax Levy
2015 Tax levy 79,958,037 2,208,959 11,236,732 93,403,728 89,330,304 11,095,722 100,426,026 45,118,285 238,948,039
Change - $ 4,596,412 -73 -177,654 940,000 5,358,685 402,121 -115,315 286,806 -934,759 4,710,733
Change - % 5.75% 0.00% -1.58% 5.74% 0.45% -1.04% 0.29% -2.07% 1.97% AGENDA ITEM4.4 Page 32 of105 AGENDA ITEM 4.4
City of St. Catharines Tax Comparison for Median Household Residential
Change 2016 2015 Amount %
Tax Rates:
City - General 0.548005% 0.531566% 0.016439% 3.09% City - Urban 0.073207% 0.076284% -0.003077% -4.03% City - Hospital 0.014316% 0.014685% -0.000369% -2.51% City - Infrastructure Levy 0.006092%
Total City Tax Rate 0.641620% 0.622535% 0.019085% 3.07%
Region - General 0.581564% 0.593873% -0.012309% -2.07% Region - Waste 0.071165% 0.073765% -0.002600% -3.52%
Total Region Tax Rate 0.652729% 0.667638% -0.014909% -2.23%
School 0.188000% 0.195000% -0.007000% -3.59%
Total Tax Rate 1.482349% 1.485173% -0.002824% -0.19%
Taxes (Median with Current Value of $221,000)
City - General 1,211.09 1,153.50 57.59 4.99%
Region - General 1,285.26 1,288.70 -3.44 -0.27%
Region - Waste Management 157.27 160.07 -2.80 -1.75%
Urban - City 161.79 165.54 -3.75 -2.27%
City - Infrastructure Levy 13.46
School 415.48 423.15 -7.67 -1.81%
Total Urban Rate 3,244.35 3,190.96 53.39 1.67%
City - Hospital 31.64 31.87 -0.23 -0.72%
Total Urban Rate with Hospital $3,275.99 $3,222.83 $53.16 1.65%
Financial Management Services, Accounting 2016 Tax Rates Page 33 of 105
AGENDA ITEM 4.5
Corporate Report Report from Parks, Recreation and Culture Services, Programs and Cultural Services Date of Report: March 28, 2016 Date of Meeting: May 2, 2016
Report Number: PRCS-097-2016 File: 35.65.94
Subject: Cultural Funding Policy Revisions
Recommendation That Council approve the revisions to the St. Catharines Cultural Investment Policy; and
That staff be directed to revise the SCCIP program materials and systems accordingly; and
That Council approve the Revised Terms of Reference for the Arts & Culture Advisory Committee, to add the Festival Review Sub-Committee. FORTHWITH Summary In response to recommendations from the Cultural Funding Task Force, staff and the Arts & Culture Advisory Committee have taken the two existing cultural funding policies, merged them into one policy, and updated this policy to respond to current priorities. The new policy now reflects the City’s Strategic Plan as well as Culture Plan 2020. Council’s approval is required to revise application materials for the 2016 SCCIP program implementation. Background At its meeting of December 14, 2015, Council approved in principal the recommendations of the Cultural Funding Task Force (CFTF) as outlined in the Cultural Funding Review – Summary of Evaluation and Recommendations. One of these recommendations directed the Arts & Culture Advisory Committee to:
• Revise the purpose, goals, program streams, priorities and evaluation criteria of the SCCIP policy using Inspire St. Catharines: Culture Plan 2020, in time for the 2016 SCCIP application release; • Develop plans and policy to guide an Individual Artist grant program in 2017.
The City of St. Catharines currently has two cultural funding policies, the St. Catharines Cultural Investment Policy (SCCIP, approved in 2004) and the Festival and Events Grant Program Policy (approved in 2012). Both of these policies and their respective programs were evaluated by the Cultural Funding Task Force.
Report Page 1 of 5 Parks, Recreation and Culture Services, Programs and Cultura... Page 34 of 105
AGENDA ITEM 4.5
Report City staff worked with the Arts & Culture Advisory Committee (ACAC) and its SCCIP Subcommittee to merge the two existing cultural funding policies into one document, the St. Catharines Cultural Funding Policy. All elements of the policy were reviewed, a draft document was circulated amongst current clients in the two cultural funding programs, and members of the cultural sector and general public were invited to two open houses. The draft policy was discussed in all of these forums and feedback from the community was incorporated into the final draft (See Appendix 1).
New Direction in Vision and Priorities In its research, the CFTF confirmed that, in 12 years of City investment, more than 88% of SCCIP clients were arts based groups and projects. The new SCCIP policy responds to the CFTF recommendation “that Council prioritize the arts, including festivals that celebrate the arts, for the City’s cultural investment programs”. In the revised policy, heritage and ethnocultural groups are no longer eligible for all program streams, and language is more specifically geared towards arts organizations and artists.
A new vision statement is provided:
“A vibrant arts and culture scene is important to a livable city. St. Catharines’ creative sector is a foundation for community transformation and sustainability: artists and not-for-profit arts organizations are at the heart of this sector.”
The policy’s purpose and priorities are changed to reflect the strategic direction of Culture Plan 2020 as well as the City’s Strategic Plan. The four pillars of sustainability and the priorities of the Culture Plan are now reflected in the language of the policy. This will allow for streamlined reporting on the success of the program in relation to municipal priorities, and improve understanding of how the creative sector contributes to the broader community.
Program Streams Serve Diversity of Sector Program streams saw the most significant changes in the policy revision, as the SCCIP Subcommittee identified this as the best way to fine-tune program requirements and results, maintain support for established arts organizations and grow opportunities for smaller and emerging arts organizations. The three program streams have several grant programs, with different eligibility and evaluation criteria:
Sustaining Funding – for arts organizations and festivals . Core Program . Midsized Program . Festival Program
Development Funding – for small and emerging organizations and culture- related projects . Arts Development Program
Parks, RecreationReport and Page Culture 2 of Services, 5 Programs and Cultura... Page 35 of 105
AGENDA ITEM 4.5
. Culture Builds Community Program . Culture Days Program
Individual Artists Funding – To be developed.
In the previous policies, there were a total of four funding programs open for application. The new policy has increased this to six, with more to come once the Individual Artist Program is developed. It is the goal of the Arts & Culture Advisory Committee to report back to Council in early 2017 with recommendations for this final program stream.
Eligibility and Evaluation Each program has distinct eligibility requirements. Some exceptions to eligibility exist which are designed to serve the wide-ranging nature of the creative sector. The new eligibility requirements are more strenuous for the Sustaining Programs and more flexible for the development programs in order to accommodate the emerging arts community and cultivate a wider diversity of experiences for residents.
Application evaluation is done by a SCCIP Review Committee, which is a Subcommittee of the Arts & Culture Advisory Committee. Applications are scored with a detailed evaluation tool that uses the following categories to determine funding priorities:
• Community impact • Cultural interest • Activities and services (Sustaining – Core and Festival Programs only) • Organizational competence / project leadership • Marketing and outreach (Festival Program only) • SCCIP Purpose and Priorities
The revisions to the SCCIP policy maintain a separate Review Committee for the Festival Program so as to include expertise of tourism industry representatives for this program. All other applications will be evaluated by the Review Committee which is a subcommittee of the Arts & Culture Advisory Committee. In the interests of diversity, the Committee has proposed that two additional non-Committee members be added to the Subcommittee, with public notice being posted to welcome applicants. These additional Subcommittee members would be appointed by the ACAC. Council approval of the amended Terms of Reference for the ACAC is required to add this second Review Committee (Appendix 2).
A detailed conflict of interest section has been added to the SCCIP policy to address questions that regularly arise from Review Committee members and to provide transparency for applicants to the program.
Application and Reporting Process No changes are proposed for the application and reporting process as this has been fine-tuned over the past 12 years. Each grant program has different application
Parks, RecreationReport and Page Culture 3 of Services, 5 Programs and Cultura... Page 36 of 105
AGENDA ITEM 4.5
materials, including an application form, general guidelines, budget and statistical forms and other program-specific requirements. Applicants sign Terms and Conditions as part of an application and are expected to provide a final report once their project or year of activity is complete. The financial and statistical information that staff receive is used to evaluate the overall success of the program. In the past there has been one SCCIP deadline per year, in May, with a separate deadline for the Festival & Event Grant Program in the fall. Staff are working with the SCCIP Review Committee to establish two deadlines per year for certain program streams, to increase access for emerging organizations, manage client timelines and balance the workload across the calendar year. Financial Implications City Council has approved $321,000 for SCCIP programs in the 2016 budget. Approval of a revised policy will better align investment with current City priorities.
Relationship to Strategic Plan The four pillars of the City’s Strategic Plan are now incorporated into the language of the St. Catharines Cultural Investment Program. The revised policy responds to the Cultural Pillar vision:
“St. Catharines is committed to supporting the creative sector. Our community will continue to celebrate our local talent and encourage growth in arts and culture, which will help to attract new investment and retain young professionals.”
Further, the revised policy will help to further the following two goals within the Strategic Plan: • Be a leader in cultural sustainability through increased support for the creative sector. • Support cultural festivals and events that build civic pride, encourage local engagement and attract people to the community.
Finally, the action to “prioritize and implement recommendations from the City’s Culture Plan” is supported through implementation of three Culture Plan initiatives:
2.1 Review and strengthen the support and development of existing and emerging festivals, celebrations and events, taking into consideration equitable access, transparency and efficiency. 2.2 Further develop opportunities to experience arts and heritage through direct programming, in partnership, and through investment in the cultural sector. 3.1 Build on the success of the St. Catharines Cultural Investment Program to further strengthen organizational capacity, revenue development and market readiness within the local cultural sector.
Parks, RecreationReport and Page Culture 4 of Services, 5 Programs and Cultura... Page 37 of 105
AGENDA ITEM 4.5
Conclusion SCCIP has proven to be a successful program since its start in 2004. The arts community has grown as a result of the City’s strategic investment, and this investment has been effectively targeted through a clear and sector-specific policy. As Council grows investment in the sector a revision of this 12-year old policy is timely. The new policy offers new channels for growth, while strengthening the existing foundation of St. Catharines arts and culture community.
Prepared by: Rebecca Cann, Cultural Services Supervisor
Submitted by: Phil Cristi, Manager of Programs and Cultural Services
Approved by: David Oakes, Director of Parks, Recreation and Culture Services
Parks, RecreationReport and Page Culture 5 of Services, 5 Programs and Cultura... Page 38 of 105
AGENDA ITEM 4.5 1
Parks, Recreation and Culture Services, Programs and Cultura... Page 39 of 105 AGENDA ITEM 4.5
CONTENTS Vision Statement ...... 1 Purpose and Priorities ...... 1 Program Streams ...... 1 Sustaining Funding ...... 2 Core Program ...... 2 Midsized Program ...... 2 Festival Program ...... 2 Development Funding ...... 3 Arts Development Program ...... 3 Culture Builds Community Program ...... 3 Culture Days Activity Program ...... 3 Individual Artists Funding ...... 3 Application Process ...... 4 Reporting ...... 4 Evaluation ...... 4 Evaluation Criteria ...... 4 Evaluation Process ...... 5 St. Catharines Cultural Investment Program Review Committee ...... 5 Festival Program Review Committee ...... 5 Eligibility Requirements ...... 6 General Eligibility ...... 6 Ineligible Activities and Organizations ...... 7 Additional Eligibility per Program Stream ...... 7 Sustaining Funding ...... 7 Development Funding ...... 8
Parks, Recreation and Culture Services, Programs and Cultura... Page 40 of 105 AGENDA ITEM 4.5
VISION STATEMENT A vibrant arts and culture scene is important to a livable city. St. Catharines’ creative sector is a foundation for community transformation and sustainability: artists and not-for-profit arts organizations are at the heart of this sector.
PURPOSE AND PRIORITIES Stable municipal cultural investment in the arts stimulates growth, innovation and cultural vitality. It ensures a wide range of cultural experiences, activities, events, facilities, programs and services that serve all of St. Catharines’ citizens regardless of age, ethnicity or income. The St. Catharines Cultural Investment Policy is designed to strengthen local arts creation, cultural distribution and engagement in order to improve the spirit and quality of life for its residents.
The St. Catharines Cultural Investment Policy aims to serve long term community sustainability by strengthening cultural vitality, economic diversity, environmental awareness and social inclusion with the following investment priorities:
• cultivate the growth and development of a dynamic and robust creative sector; • support original, made-in-Niagara arts creation; • foster a range of cultural experiences for all of St. Catharines residents, including educational, participatory and audience-based programs; • stimulate innovation and creative enterprise; • celebrate and encourage cultural, social and artistic diversity.
PROGRAM STREAMS The program designed to facilitate this policy will be known as SCCIP – the St. Catharines Cultural Investment Program. Within SCCIP are three (3) program streams which each offer more than one (1) grant. These serve distinct segments of the creative sector and thus strengthen the overall cultural ecosystem within St. Catharines. The program streams and grant types are:
• Sustaining Funding – Grants for core and midsized arts organizations, and festival producers. • Development Funding – Grants for small and emerging arts organizations, and culture-related projects. • Individual Artists Funding – To be developed.
Each program stream has different eligibility and evaluation criteria.
1 Parks, Recreation and Culture Services, Programs and Cultura... Page 41 of 105 AGENDA ITEM 4.5
Sustaining Funding Sustaining funding has three (3) grant programs, designed for established organizations that are Core and Midsized as well as Festival producers. Applicants are eligible for multi-year funding for a maximum of three (3) years, at which time a renewal of funding will be considered.
Core Program Intended for St. Catharines-based, established professional non-profit arts organizations with a mission to develop, create, produce, present and disseminate artistic work in any artistic discipline.
The program is for organizations that have a clear and relevant mission guided by long-term goals and strategies. They have been incorporated for at least five (5) years, have well-established programs and services, developed and delivered with consistency. They are artistically strong with proven impact in the community. There is full-time paid professional leadership (artistic and/or administrative), well-developed administrative structures, stable financial resources and planning, and an active Board of Directors with a clear governance role.
Recipients are ineligible for any other SCCIP program stream, with the exception of the Culture Days Activity Program. Capital requirements or festival activities may be considered for additional investment through this program.
Midsized Program Intended for St. Catharines-based, professional non-profit arts organizations that have a mission to develop, create, produce, present and disseminate artistic work in any artistic discipline. They have been incorporated for at least two (2) years, have impactful annual programs or services that are delivered with consistency and are artistically strong. There is paid professional leadership, developing and/or stabilizing administrative structures and financial resources, emerging long-term planning, and an engaged Board of Directors.
Festival Program Intended for professional festivals that generate cultural tourism and/or significant economic impact, and contribute to the cultural vitality and diversity of St. Catharines. The festival has been produced at least two (2) times and offers unique programming which includes a significant component that takes place in St. Catharines. The festival attracts audiences from within and beyond Niagara, and engages local artists and businesses in festival activities. Festival operations are professionally managed with paid staff resources and/or a dedicated volunteer management team. There is evidence of effective marketing and business planning, stabilizing administrative structures and financial resources, grant support from other government sources and an engaged Board of Directors.
2 Parks, Recreation and Culture Services, Programs and Cultura... Page 42 of 105 AGENDA ITEM 4.5
Development Funding Development funding has three (3) grant programs, designed for small and emerging arts organizations and artist ad-hoc groups, non-profit organizations leading culture-related projects and businesses and individuals leading community-engagement activities. Repeat applicants must show evidence of organizational evolution, program innovation, creative partnerships and/or growth in community engagement.
Arts Development Program Intended for emerging arts organizations and artist ad-hoc groups, or arts organizations that work on a project to project basis, as well as for new arts festivals. This program supports a range of cultural activities, art forms, and art practices, with priority given to Niagara-based arts creation and diverse cultural traditions. Applicants will have been active and/or in existence for at least one (1) year. Equipment and small capital costs will be considered under this program if it is demonstrated that this investment will directly serve the priorities of the St. Catharines Cultural Investment Policy.
Culture Builds Community Program Intended to support projects that engage residents through community art experiences, neighbourhood cultural activities and/or experiences that encourage participation, creativity and innovation. The program is open to artists, cultural organizations and other not-for-profit organizations that have the ability to engage residents at a local community level. Projects will culminate in a work of art or a public event. Projects that engage under-served local communities will be given priority.
Culture Days Activity Program Intended for artists, businesses or organizations who wish to run a Culture Days activity in St. Catharines. Activities must respond to the mandate of Culture Days and create public participation in cultural experiences, with the aim of inspiring future involvement in the cultural life of the community. Culture Days is a 3-day national event at the end of September to raise the awareness, accessibility, participation and engagement of Canadians in the arts and cultural life of their communities.
Individual Artists Funding To be developed.
3 Parks, Recreation and Culture Services, Programs and Cultura... Page 43 of 105 AGENDA ITEM 4.5
APPLICATION PROCESS The City of St. Catharines seeks to ensure a transparent and accountable application, selection and reporting process for all eligible applicants. The process shall be relevant to the nature and expectations of the sector, and ensure the City has sufficient information to evaluate applications. All applicants are required to provide completed applications, must sign Terms and Conditions at the time of application, and abide by them if funding is approved.
Cultural Services staff undertake the administration of the program and related communications with SCCIP applicants, clients and Review Committees. Staff are responsible for creating application materials and final report forms and procedures, and have the authority to make changes to program materials at any time, to maximize success of the program. Staff will consult with the Arts and Culture Advisory Committee should changes be deemed of a significant nature.
The City of St. Catharines aims to promote social diversity and inclusiveness in all areas related to SCCIP. This includes providing, to the best of its abilities, barrier-free access to information and services for organizations, ad-hoc groups and collectives applying to SCCIP for funding, and striving to ensure members of the Review Committees reflect the social diversity of the community.
Reporting The City of St. Catharines requires accountability from all organizations and individuals in receipt of public funding. Successful applicants are required to submit a final report in the format provided by the City no more than three (3) months after the completion of their project. Organizations approved for multi-year funding will be required to submit interim reports. Any organization or individual that fails to submit reports within the time allotted will not be eligible for future funding until completed reports are submitted. Where applicable, the 10% of funding held back at time of approval will be forfeited.
EVALUATION
Evaluation Criteria St. Catharines Cultural Investment Program (SCCIP) applicants must demonstrate that they meet the evaluation criteria of the program stream to which they are applying, which fall under the following categories:
• community impact; • cultural interest; • activities and services (Sustaining – Core and Festival Programs only); • organizational competence / project leadership; • marketing and outreach (Festival Program only); • St. Catharines Cultural Investment Policy Purpose and Priorities.
4 Parks, Recreation and Culture Services, Programs and Cultura... Page 44 of 105 AGENDA ITEM 4.5
This criteria will be used by the Review Committees to develop detailed breakdowns of each category, to be approved by the Arts and Culture Advisory Committee, and made publicly available at the time of program application release.
Evaluation Process The City’s Cultural Services staff facilitate the work of the Review Committees, coordinating materials, meetings and minutes. City staff function as liaison between applicants and reviewers. The Review Committees will undertake an evaluation of all applications and work together to make recommendations for funding. These will be presented to the Arts and Culture Advisory Committee for approval, and then presented to City Council for final approval through a Corporate Report from Parks, Recreation and Culture Services.
Members of the Review Committees are subject to the Conflict of Interest section of this policy.
St. Catharines Cultural Investment Program Review Committee The St. Catharines Cultural Investment Program (SCCIP) Review Committee shall be comprised of community members that reflect, as best as possible, a diversity of knowledge, experience and perspective in the areas of arts and culture and, ideally, both professional and community practice. It is a subcommittee of the Arts and Culture Advisory Committee (ACAC), with a minimum of three (3) and a maximum of five (5), ACAC members. To maximize diversity, ACAC may invite up to two (2) additional community members to participate on the Review Committee. The SCCIP Review Committee will evaluate five (5) of the six (6) SCCIP program streams, and make recommendations for funding.
Festival Program Review Committee For the Festival Program only, applications will be reviewed by a Review Committee made up of the following representatives:
• one (1) staff member from the City of St. Catharines’ Tourism Services; • two (2) tourism industry representatives; • two (2) members of the Arts and Culture Advisory Committee.
The Festival Review Committee will make recommendations for funding to City Council through the Arts and Culture Advisory Committee.
Conflict of Interest Review Committee members will abide by Conflict of Interest procedures as outlined herein. As per the Simplified Meeting Procedures for Advisory Committees of Council, all members should disclose any personal financial interest in an application, and should avoid taking part in any discussion of the matter or voting on the related recommendation, if their interest is of a significant and personal nature that could influence their participation.
5 Parks, Recreation and Culture Services, Programs and Cultura... Page 45 of 105 AGENDA ITEM 4.5
A personal financial interest is reasonably assumed significant if the Review Committee member is connected to a SCCIP applicant through:
• board membership; • a contract for services; • rental of facilities or equipment, to or from, an applicant; • a bartering of services/equipment with an applicant; and • if they have occurred within the previous twelve (12) months, or are reasonably anticipated within the next twelve (12) months.
This list is not exhaustive.
It is the responsibility of all Review Committee members to declare their own conflicts of interest. Members will be asked to declare conflicts of interest prior to applications being distributed for review. In the event conflict of interest is declared, a committee member will not review that application, and will remove him/herself from the room during discussion of that application. On return, he or she will refrain from any future discussion related to that applicant or related recommendations.
No Review Committee members will be paid staff of any SCCIP applicant. Should a committee member accept a paid position with any current applicant or active client, he/she will resign from the Review Committee immediately, return all application materials, and respect application information as confidential.
ELIGIBILITY REQUIREMENTS
General Eligibility St. Catharines Cultural Investment Program (SCCIP) funds are available to not-for-profit arts organizations engaged in ongoing creation, production, presentation and dissemination activities related to the performing, visual, literary and media arts.
All applicants must:
• be active in St. Catharines; • provide programming or services that are open to the public and publicized city-wide; • have a diversified revenue base, which can include memberships, significant earned revenue, funding from other levels of government, and support from the private sector through fund-raising activities, donations and sponsorships.
Additional eligibility requirements apply for each grant program. Some programs provide exceptions to General Eligibility.
Arts organizations and artist ad-hoc groups that operate on a not-for-profit basis but are not incorporated, may apply to some programs. First-time applicants that are not incorporated are eligible for a maximum of $3,000 in funding.
6 Parks, Recreation and Culture Services, Programs and Cultura... Page 46 of 105 AGENDA ITEM 4.5
Ineligible Activities and Organizations Some activities are beyond the scope of this program, regardless of their merit. No activities will be funded retroactively.
Grants are not available for:
• civic departments, boards, commissions or advisory committees, City programs or projects (i.e. libraries, community centres); • social service, religious, or sports organizations; • educational institutions (schools, colleges etc.); • club or community centre programs; • conferences, conventions or banquets; • scholarships, prizes and awards; • as donations (including the waiving of fees and charges); • for groups raising funds for non-cultural causes; • for uniforms or personal equipment; • for deficit reduction.
Exceptions Non-cultural organizations that are incorporated and individual artists may be eligible for the Culture Builds Community Program. Businesses and individual artists may be eligible for the Culture Days Activity Program. Projects that are political or religious in nature, or that further related doctrine, are not eligible to apply.
Additional Eligibility per Program Stream
Sustaining Funding
Core Program In addition to the General Eligibility requirements, applicants must:
• be in existence for at least five (5) years, must operate on a year-round basis and be a Federally or Provincially incorporated not-for-profit; • have full-time paid professional artistic, curatorial and/or administrative staff; • have operating revenues of no less than $250,000 per year; • produce a full season of programming as per industry standards; • have significant resources that serve the local arts sector (ie. facility, equipment, and people); • pay principal artistic contributors for their services in accordance with professional industry standards.
7 Parks, Recreation and Culture Services, Programs and Cultura... Page 47 of 105 AGENDA ITEM 4.5
Midsized Program In addition to the General Eligibility requirements, applicants must:
• be in existence for at least two (2) years and be a Federally or Provincially incorporated not-for-profit; • have ongoing paid professional artistic, curatorial and/or administrative staff; • produce a minimum of three (3) public activities per year; • have operating revenues of no less than $30,000 per year; • pay principal artistic contributors for their services in accordance with professional industry standards.
Festival Program In addition to the General Eligibility requirements, applicants must:
• be in existence for a minimum of two (2) years and be a federally or provincially incorporated not-for-profit organization or; a non-incorporated organization that confirms it operates on a not-for-profit basis; • meet the definition of a festival (see Glossary of Terms) and provide programming or services that are continuous, open and or otherwise accessible to the public; • Have paid staff and/or a contracted festival coordinator and/or a dedicated volunteer management team; • have completed two (2) successful festivals prior to application; • pay principal artistic contributors for their services in accordance with professional industry standards; • have a revenue base of no less than $30,000 and be an applicant for festival funding from other government sources such as Niagara Investment in Culture, Celebrate Ontario or the Department of Canadian Heritage Festival Program.
Eligibility Exception to Festival Program Should a club, community centre, social service, religious or sports organization have a significant festival that substantially engages broader audiences and meets all other program eligibility criteria, they may be eligible to apply. The festival cannot be a fundraiser.
Development Funding Arts Development Program In addition to the General Eligibility requirements, applicants must:
• pay principal artistic contributors for their services in accordance with generally accepted industry standards, and according to the applicant’s practices and associations; • have been in existence for a minimum of twelve (12) months, with evidence of public activity.
Repeat applicants must show evidence of organizational evolution, program innovation, creative partnerships and/or growth in community engagement.
8 Parks, Recreation and Culture Services, Programs and Cultura... Page 48 of 105 AGENDA ITEM 4.5
Culture Builds Community Program In addition to the General Eligibility requirements, applicants must:
• engage people from a local community in St. Catharines; • Pay lead artists for their services in accordance with generally accepted professional arts management standards.
All organizational applicants must have been in existence for a minimum of twelve (12) months, with evidence of public activity.
Eligibility Exceptions for Arts Development and Culture Builds Community Programs • Non-cultural organizations that are registered not-for-profits and meet all other program requirements may apply for the Culture Builds Community Program. • Individual artists leading a community art project that engages the broader community and meets all other program requirements may apply to the Culture Builds Community Program stream. • Arts organizations and artist ad-hoc groups that operate on a not-for-profit basis, but are not registered, may apply to the Arts Development and Culture Builds Community Programs. • Subject to prequalification, first-time applicants that have been in existence for less than a year at the time of the application deadline may be permitted to submit an Arts Development grant application outside of normal program deadlines. Prequalification will require that the applicant demonstrate that they are on a 2-year trajectory to be eligible for sustaining programs. Consultation with City staff will be required and the applicant may also be required to present to the Arts & Culture Advisory Committee. All other program eligibility requirements apply. Prequalification must be granted prior to submitting an application and does not guarantee that the application will be successful.
Culture Days Activity Program Applicants to the Culture Days Activity Program are not required to meet all of the General Eligibility Requirements of SCCIP. Activities must:
• take place in St. Catharines during the Culture Days weekend; • be free and open to the public; • engage the public in hands-on, interactive cultural experiences and encourages continued involvement in local culture; • employ (and pay) local artists and cultural workers; • be distinct from normal activities offered by applicant.
Eligibility Exceptions to Culture Days Activity Grant For-profit businesses are eligible for this program when all other eligibility requirements are met. Business applicants are eligible for artist fee costs only.
9 Parks, Recreation and Culture Services, Programs and Cultura... Page 49 of 105 AGENDA ITEM 4.5
Arts & Culture Advisory Committee 2
Terms of Reference
Statement of Purpose The Arts &Culture Advisory Committee (ACAC) is a volunteer committee established to advise City Council and staff on policies, plans and programs related to the arts and cultural sector of St. Catharines. The Committee will act as advocates for culture on behalf of the City within the community, and provide informed perspectives on culture related matters within the municipality.
The Committee will be familiar with and respond to all cultural policies and plans approved by City Council and will:
• Review applications to the St. Catharines Cultural Investment Program and make annual recommendations to Council for investment as per policy guidelines • Assist with event coordination and recipient selection of the annual Arts Awards Participate in the creation or renewal of cultural plans and policies, as required
Composition The Arts &Culture Advisory Committee shall be comprised of up to 11 members as follows:
• 6 citizen members of the cultural community • 4 artists, of any discipline • CEO or designate, St. Catharines Folk Arts Multicultural Centre
In addition, a representative from the Ministry of Culture will be invited to attend as a non-voting, resource person.
The Committee members should include individuals from the cultural community representing a balance of all disciplines, including the visual arts, literary arts, and performing arts with a variety of relevant skill sets, knowledge and experience. Both professional and amateur cultural workers should be part of the Committee's membership representing as many of the following fields or experience as feasible: o Artistic practice (all disciplines)
Arts & Culture Advisory Committee is an Advisory Committee of City Council
Parks, Recreation and Culture Services, Programs and Cultura... Page 50 of 105 AGENDA ITEM 4.5
o Arts and cultural management, promotion and production o Creative entrepreneurship o Ethnocultural community development o Business development, marketing and communications o Grant-writing and/or evaluation expertise o Cultural advocacy
The Committee has 3 standing sub-committees: • St. Catharines Cultural Investment Program (SCCIP) Review Committee. • Festival Review Committee • Arts Award Committee.
All Committee members are expected to participate in at least one sub-committee. Notwithstanding the Simplified Meetings Procedures for advisory bodies, the Arts & Culture Committee may invite non-member participation on its sub-committees at the discretion of the Committee and as per the St. Catharines Cultural Investment Policy.
Term of Appointments Term of Council, or as determined by City Council.
Reporting Structure The Committee reports to Council through the Cultural Sustainability Committee. (Notwithstanding general reporting relationship, SCCIP funding approvals will not require Sustainability Committee approval and will be recommended directly to Council). The Chair of the Arts &Culture Advisory Committee will also be a member of the Cultural Sustainability Committee. Administrative support to the Committee shall be provided by the Parks, Recreation and Culture Services Department, which shall assign a Secretary to the Committee. Additional staff resources as required from time to time will be provided by the department.
Schedule of Meetings The Arts &Culture Advisory Committee meets monthly or at the discretion of the Chair.
Other The Committee shall conduct its meetings in accordance with and otherwise comply with the City of St. Catharines Simplified Meeting Procedures for advisory bodies.
2 of 2 Parks, Recreation and Culture Services, Programs and Cultura... Page 51 of 105
AGENDA ITEM 4.6
Corporate Report Report from Legal and Clerks Services, Office of the City Clerk
Date of Report: April 22, 2016 Date of Meeting: May 2, 2016
Report Number: LCS-112-2016 File: 10.12.1
Subject: Council Correspondence
Recommendation That Council receive and file the items listed within the report; and
That Council refer Sub Item 4 from the Ontario Lacrosse Hall of Fame and Museum regarding a Fee for Service arrangement, to staff for a report; and
That Council receive and file additional correspondence distributed for the meeting held May 2, 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 April 8, 2016 to April 22, 2016.
Resolutions 1. Township of Gillies, Re: Support for Georgian Bay’s Resolution for ‘No Wake’ Zones in Ontario’s Navigable Waters 2. Township of North Frontenac, Re: Independent Electrical System Operator Review of Request for Proposal Process for the Award of Renewable Energy Contracts 3. Township of Warwick, Re: Support for Municipality of Bluewater’s Resolution for Physician Recruitment
General Correspondence 4. Ontario Lacrosse Hall of Fame and Museum, Re: Request for Fee for Service Agreement with St. Catharines Museum (forwarded to staff for review) 5. Minister of Energy, Bob Chiarelli Re: Hydro One Brampton with PowerStream, Enersource and Horizon merger 6. Government of Canada and Federation of Canadian Municipalities (FCM), Re: Investment Announcement 7. Planning and Building Services; Re: Building Activity Statistics for the Month of March 2016
Report Page 1 of 2 Legal and Clerks Services, Office of the City Clerk Council... Page 52 of 105
AGENDA ITEM 4.6
Niagara Region 8. Niagara Regional Housing Q4 (Oct. 1 – Dec. 31) Report Wrap-up and Investment
Reports Requested by Council 9. Outstanding Reports List – updated April 22, 2016.
Prepared by: Submitted by: Approved by: Rebecca Alfieri Bonnie Nistico-Dunk Nicole Auty Council & Committee Coordinators City Clerk Director/City Solicitor
Legal and Clerks Services, Office of the City Clerk Council... Report Page 2 of 2 Page 53 of 105
AGENDA ITEM 4.6
Sub Item 1
Legal and Clerks Services, Office of the City Clerk Council... Page 54 of 105 AGENDA ITEM 4.6
Sub Item 1
Legal and Clerks Services, Office of the City Clerk Council... Page 55 of 105 AGENDA ITEM 4.6 Sub Item 2
Township of orth Fro11tenac 6648 Road 506 P.O. Box 97, Plevna, Ontario KOH 2MO Tel: (613) 479-2231 or 1-800-234-3953, Fax: (613)479-2352 www.northfrontenac.ca
April 13, 2016
All Municipalities Via Email
Attention: All Municipalities within Ontario
Dear Clerks:
Re: Independent Electrical System Operator Review of Request for Proposal Process for the Award of Renewable Energy Contracts
Please be advised the Council of the Corporation of the Township of North Frontenac passed the following Resolution at the March 18, 2016 Council Meeting: Moved by Councillor Good, Seconded by Councillor Inglis #155-16 WHEREAS the Independent Electrical System Operator has requested input on the RFP process used to award renewable energy contracts;
AND WHEREAS the government indicated that new contracts would be directed to willing host communities with the Minister of Energy indicating on March 7 that it would be 'almost impossible' for a contract to be granted under the current process without municipal agreement;
AND WHEREAS three of the five contracts announced on March 10 2016 did not have municipal support for the project;
AND WHEREAS the current process does not meet the government's standards for openness and transparency because municipal Councils are asked to support power projects based on little or no detail and further, the recipient municipalities are unable to determine the basis on which individual contracts were awarded;
AND WHEREAS the province has not demonstrated that renewable energy projects are of sufficient strategic importance in meeting Ontario's electricity generation requirements and/or carbon emission reduction targets to warrant the province taking action to override municipal decisions;
Legal and Clerks Services, Office of the City Clerk Council... Page 56 of 105 AGENDA ITEM 4.6 THEREFORE BE IT RESOLVED THAT the Council of the Township of North Frontenac requests: Sub Item 2 1. That the Municipal Support Resolution become a mandatory requirement in the IESO process; 2. That the rules be amended to require that the resolution related to this support must be considered in an open Council meeting held after the community engagement meeting organized by the proponent; 3. That full details of the project, including siting of project elements and site consideration reports, are required to be made available at the community engagement meeting and to the Council before the resolution is considered; 4. That the terms of any municipal agreement related to the project also need be discussed In open Council and that such agreements cannot contain terms that limit the municipality's ability to exercise Municipal Act powers relative to the project; 5. That the process includes the requirement for the municipality to provide comments on the project directly to the IESO; 6. That any points for Aboriginal participation in a given power project be limited to the First Nation who has a comprehensive claim on the land where the project will be built; 7. That any announcement of the successful bidders includes an explanation of the points awarded to each bid.
AND THAT this Resolution be provided to the President of IESO; Minister of Energy; All Municipalities within the Province; Randy Hillier, MPP; and AMO.
AND THAT the Mayor is authorized to do a press release. Carried
Please provide the Resolution to your Council for consideration of the request for support.
If you have any questions or concerns, please do not hesitate to contact me.
Yours truly,
/w.£L (Y}/LL Tara Mieske Clerk/Planning Manager TM/bh
Legal and Clerks Services, Office of the City Clerk Council... Page 57 of 105 AGENDA ITEM 4.6 TOWNSHIP OF WARWICK “A Community in Action” Sub Item 3 6332 Nauvoo Road, R.R. #8, Watford, ON N0M 2S0
Township Office: (519) 849-3926 / 1-877-849-3926 Works Department: (519) 849-3923 Watford Arena: (519) 876-2808 Fax: (519) 849-6136 Website: www.warwicktownship.ca E-mail: [email protected]
April 14, 2016
Dear Kathleen Wynne, Premier of Ontario VIA E-MAIL
RE: Physician Recruitment
Please be advised that at the regular Council meeting of April 11, 2016, Warwick Township Council approved the following resolution:
WHEREAS Warwick Township Council supports and endorses the Municipality of Bluewater's resolution dated February 16, 2016;
NOW THEREFORE BE IT RESOLVED THAT the Council of the Township of Warwick hereby requests that the Minister of Health and Long Term care reinstate incentives for physicians to practice in rural areas of Ontario, and that the minister return to the table with Ontario's doctors and work together through mediation-arbitration to reach a fair deal that protects the quality, patient-focused care Ontario families deserve;
AND THAT copies of this resolution be sent to the Premier of Ontario, the federal and provincial Ministers of Health, the Ontario College of Physicians and Surgeons and all municipalities in Ontario.
- Carried. . A copy of the resolution approved by the Municipality of Bluewater is enclosed for your reference.
Kindest Regards,
Amanda Gubbels Clerk/Deputy Administrator Township of Warwick
Legal and Clerks Services, Office of the City Clerk Council... Page 58 of 105 AGENDA ITEM 4.6 14 Mill Avenue PO Box 250 ZURICH ON N0M 2T0 519-236-Sub4351 or 519 -Item565-5212 3 Fax: 519-236-4329 www.municipalityofbluewater.ca
February 19, 2016
Kathleen Wynne, Premier of Ontario VIA – Email
Dear Premier Wynne,
Please be advised that the Council of the Municipality of Bluewater passed the following motion at their Council meeting on February 16, 2016:
Moved by Councillor Zimmerman, seconded by Councillor Hill that:
Whereas Ontario's growing and aging population is putting an increasing strain on our publicly-funded health care system;
And Whereas since February 2015, the Ontario government has made an almost 7% unilateral cut to physician services expenditures which cover all the care doctors provide to patients – including cuts to programs which are specifically designed to act as incentives for physicians to practice in rural areas:
And Whereas the decisions Ontario makes today will impact patients’ access to quality care in the years to come and these cuts will threaten access to the quality, patient-focused care Ontarians need and expect:
And Whereas Ontario in experiencing a growing rural population as retirees move to the countryside;
And Whereas many rural municipalities in Ontario have formed physician recruitment and retention committees and strategies to deal with the reality of physician retirements and shortages;
And Whereas rural areas in Ontario are already at a distinct disadvantage in recruiting family physicians due to a number of factors;
Now Therefore Be It Resolved that the Council of the Municipality of Bluewater hereby requests that the Minister of Health and Long Term Care reinstate incentives for physicians to practice in rural areas of Ontario, and that the minister return to the table with Ontario’s doctors and work together through mediation-arbitration to reach a fair deal that protects the quality, patient-focused care Ontario families deserve;
And Be It Further Resolved that copies of this resolution be sent to the Premier of Ontario, the federal and provincial Ministers of Health, the Ontario College of Physicians and Surgeons, and all municipalities in Ontario. Carried.
Legal and Clerks Services, Office of the City Clerk Council... Page 59 of 105 AGENDA ITEM 4.6
If you require any further information, please do not hesitate to contact me. Sub Item 3 Kind Regards,
Charlene Overholt Manager of Corporate Services/Clerk
Legal and Clerks Services, Office of the City Clerk Council... Page 60 of 105 AGENDA ITEM 4.6 Sub Item 4
April 4, 2016
ONTARIO St. Catharines City Council City Hall A HALL OF FAME 50 Church Street PO Box 3012 St Catharines, Ontario L2R 7C2 o ~ ~ Z w ~ Submission —FEE FOR SERVICE D w `~N O am writing on behalf of the Ontario Lacrosse Hall of Fame and Museum, which has a ~ n 20 year partnership with the St. Catharines Museum &Welland Canals v ~ Centre. 3 Q a N n to The Board m m of Directors is anxious to enhance our collaboration with the St. Catharines x Museum &Welland Canals Centre. In assessing our ability to improve the D presentation of the Hall of Fame and coordinate with the Museum staff with respect O
to other mutual initiatives, it is requested that the City consider our request to share ~ T ~ D a resource with St. Catharines Museum. .~ n ^~ .«°1 D At the point the Lacrosse Hall of Fame joined with the St. Catharines Museum,the ~ Z -~. v Hall of Fame had a separate part-time staff member who reported to the Board of Directors. This arrangement provided an initial " c benefit as it allowed the Hall of Fame o cn to focus on opening within the appropriate planned timeframe with a very ~ m presentable product. o' N
V ~ In subsequent years, it was found that having a separate staff resource impacted our n ~ N ~ ability to maximize our ongoing coordination with the St. Catharines Museum. -~ ~ c Several years ago the staff member moved to a permanent role with another ~ ~- organization. This has left avoid in our ability to continue to enhance the Hall. ~~ ~ Qn Q Over the past year members of the Board of Directors have had several productive ~ a meetings and discussions with Kathleen Powell, Supervisor of Historical ~, Services/Curator. The focus has been to determine how the Lacrosse Hall of Fame 00 Z o~ ° can improve and enhance the Hall and optimize our collaboration with the St. 00 0' 0 3 Catharines Museum. a
An opportunity, which has been strongly supported by the Board of Directors, is to share a resource with St. Catharines Museum. This would ensure coordination of effort and provide the Hall with the expertise needed to ensure the Hall of Fame maximizes its presentation potential.
Legal and Clerks Services, Office of the City Clerk Council... Page 61 of 105 AGENDA ITEM 4.6 Sub Item 4
In preliminary discussions to understand the potential, it was noted that the St. Catharines Museum does not have the current capacity to assist within the existing compliment of staff, but could if an existing part-time resource (3 days per week) was ONTARIO upgraded to a full time position. A HALL OF FAME The costing for this potential shared resource has been discussed with the Board of Directors of the Lacrosse Hall of Fame. It was determined that supporting this FEE FOR SERVICE arrangement with the City of St. Catharines was within our current and future budget ability. As noted, the Board of Directors is very supportive of exploring o ~ this arrangement. ~ Z W ~D r ~ ~ O w It is understood that this request will require serious consideration on the part of City N Council. The ~ D Lacrosse Hall of Fame Board of Directors is prepared to provide ~ n whatever information is required to in v ~ assist determining the feasibility of this O request. fl. ~, ^ni m ai 2 am also prepared to attend any meeting or session to discuss this further. D v ~ O
Yours truly, ~ T ~ D ~~~. ~ m ~ ~~~~~ .«01 D ~ Z ~. D Chuck Miller 3 '" c President o to 3 m Ontario Lacrosse Hall of Fame and Museum c 34 Waterloo Avenue o ~ Guelph, ON N V ~ N1H 3H5 n ~ N ~ 519-820-8858 ~ ~ a ~ s ~ ~ an a c ~ ~ 00A zQ 00 ~-F ~ O~ o ~ Q Tni ~/f x = in 0 ~ ~ ~ ~ ~ H A ~ O~ ~ lD ~ N O ~
Legal and Clerks Services, Office of the City Clerk Council... Page 62 of 105 AGENDA ITEM 4.6 Sub Item 5 Ministry of Energy Ministere de I'Energie '~
Office of the Minister Bureau du ministre ~E~~'~~~ MAYOR'S OFFICE ~ 1 4'h Floor, Hearst Block 4a etage, edifice Hearst 900 Bay Street 900, rue Bay ~~~'~~ Toronto ON M7A 2E1 Toronto ON M7A 2E1 Ontario ~ Tel.: 416-327-6758 Tel.: 416 327-6758 A P R 6 2~~6 Fax: 416-327-6754 T~I~c.: 416 327-6754 APR 1 3 ~'~1~ " "" \~~ MC-2015-2610 His Worship Walter Sendzik Mayor RECEIVED City of St. Catharines ,_- MAYOR'S OFFICE 50 Church Street, PO Box 3012 St. Catharines ON L2R 7C2 APR ~ 8 2016/ Dear Mayor S dzik: G~/~2~~~ i It was a pleasure to join you at the March 24, 2016 event in Hamilton to celebrate proaress in the merger of Hydro One Brampton with PowerStream, Enersource and Horizon. As you know, the merger will create the second-largest electricity distributor in Ontario.
appreciate that the City of St. Catharines supported proceeding with the merger. An improved company would be better positioned to serve its customers, by delivering efficiencies and economies of scale while continuing to provide safe, reliable and affordable electricity, which could also lead to increased revenues to fund local priorities. For example, the new company has forecast a downward pressure on electricity rates of $40 per year for an average customer. Ontarians will also benefit from the net revenue gains from the sale which will be dedicated to the Trillium Trust to fund infrastructure projects that create jobs and strengthen the economy.
The merger represents a major step forward in promoting local distribution company consolidation in Ontario, in line with the recommendations of the 2012 Ontario Distribution Sector Review Panel Report.
The Province has now executed a Share Purchase Agreement with the three purchasers. Going forward, the transaction and the creation of the new company are subject to certain closing conditions, including Competition Bureau and Ontario Energy Board approval.
look forward to the value that the new company will bring to consumers while continuing to provide safe, reliable and affordable electricity.
Sincerely,
Bob Chiarelli Minister
c: Dan Carnegie, Chief Administrative Officer, City of St. Catharines
Legal and Clerks Services, Office of the City Clerk Council... Page 63 of 105 AGENDA ITEM 4.6 Sub Item 6
April 22, 2016
NEWS RELEASE
Government of Canada and FCM announce investment of $10.3 million for 11 sustainable municipal projects in the Greater Golden Horseshoe region
Welland, ON — Vance Badawey, Member of Parliament for Niagara Centre, on behalf of the Honourable Jim Carr, Minister of Natural Resources, today joined Clark Somerville, First Vice- President of the Federation of Canadian Municipalities (FCM), to announce a $10.3 million investment through the Green Municipal Fund (GMF) in efforts to address climate change and environmental sustainability in communities throughout Ontario’s Greater Golden Horseshoe region. This funding supports 11 different projects in communities including Caledon, Middlesex Centre, Peterborough, Markham, Waterloo, Kitchener, Hamilton, Niagara, Oshawa and Toronto.
The announcement was made today at Birchwood Place, a social housing facility for seniors in Niagara Region that was designed to achieve LEED® Silver Certification. The 67-unit structure, which incorporates geothermal heating and cooling, as well as energy efficiency and water conservation measures, demonstrates how a community, with the support of the FCM, can improve the quality of life of its citizens by making smart housing investments that reduce energy costs and greenhouse gas emissions. Other projects announced today include a feasibility study for an affordable energy-neutral housing project and fire hall in Middlesex Centre; a field test that could lead to the diversion of 114 tonnes of textiles from municipal landfill in Markham; and an abandoned industrial site in Waterloo that now houses an energy-efficient maintenance facility for buses.
Municipalities play a key role in environmental protection, and the announced investments will lead to greener communities and a better quality of life for Canadians.
The Federation of Canadian Municipalities works in partnership with the federal government to deliver meaningful change in communities across Canada. FCM’s Green Municipal Fund was established through a $550 million endowment from the federal government, and supports plans, studies, field tests and capital projects that address climate protection and sustainability. To date, the Green Municipal Fund has supported over 1,000 initiatives from coast to coast to coast.
QUOTES
“These projects demonstrate the excellent work being undertaken at the municipal level to promote green technology and reduce greenhouse gas emissions. We are proud to support initiatives that can inspire municipalities across the country to help make their communities more sustainable and provide a better quality of life for all Canadians.” – Vance Badawey, Member of Parliament for Niagara Centre
“These projects prove beyond a doubt that collaboration brings positive change for our communities. The financing and knowledge provided by FCM’s Green Municipal Fund lay the foundations to build cities and communities that are more environmentally, socially and economically sustainable.”
Legal and Clerks Services, Office of the City Clerk Council... Page 64 of 105 AGENDA ITEM 4.6 Sub Item 6 – Clark Somerville, FCM First Vice-President
The Government of Canada endowed the Federation of Canadian Municipalities (FCM) with $550 million to establish the Green Municipal Fund™. The Fund supports partnerships and leveraging of both public and private sector funding to reach higher standards of air, water and soil quality, and climate protection.
FCM has been the national voice of municipal governments since 1901. It fosters the development of sustainable communities to improve quality of life by promoting strong, effective, and accountable municipal government.
− 30 –
For more information:
Federation of Canadian Municipalities Maurice Gingues Media Relations Advisor Green Municipal Fund Tel.: 613-907-6399 Fax: 613-244-1515 [email protected] www.fcm.ca/gmf
Natural Resources Canada Media Relations Natural Resources Canada Ottawa Tel.: 343-292-6100
PROJECTS:
Regional Municipality of Waterloo Grand River Transit North Depot Expansion at 250 Strasburg Road, Kitchener Targeted LEED® Silver Capital project GMF grant: $500,000 GMF loan: $7,500,000
To meet the demands of a growing population, the Regional Municipality of Waterloo expanded its existing fleet from 162 to 250 buses. A new facility was built to maintain the larger fleet. The new 110,000-square-foot building incorporates several passive design features and energy-efficiency technologies. It was built with the objective of Leadership in Energy and Environmental Design (LEED) Silver certification and actually achieved LEED Gold designation.
The project’s energy-efficient design and renewable energy production result in energy cost savings of 73.9 per cent when compared to the Model National Energy Code for Buildings (MNECB) reference building.
The expanded transit facility contributes to a reduction in greenhouse gas emissions associated with transportation. In addition, it allows the Municipality to improve its transit
Legal and Clerks Services, Office of the City Clerk Council... Page 65 of 105 AGENDA ITEM 4.6 Sub Item 6 service, helping to meet its objective of a 17 per cent transit modal share by 2031, as identified in its Regional Transportation Master Plan.
QUOTE: “In response to the Regional Council’s significant investments in public transit expansion, ridership on Grand River Transit (GRT) has more than doubled since the Region assumed responsibility for transit in 2000. We needed this new facility at our GRT North Depot to maintain our expanded fleet of 250 buses, and we are very proud of its green design and energy-efficient technologies which achieve the LEED Gold standard.” Ken Seiling, Chair, Region of Waterloo
Niagara Regional Housing Niagara Region’s First Social Housing LEED® Building Capital project — Energy GMF grant: $109,090 GMF loan: $1,090,910 To reduce the carbon footprint of community services, address social needs and generate cost savings, Niagara Regional Housing (NRH) partnered with the Regional Municipality of Niagara to build a new, energy-efficient (LEED Silver) social housing building for seniors. The 67-unit structure incorporates geothermal heating and cooling, as well as energy efficiency and water conservation measures. The building is designed to achieve LEED Silver certification. This project is an excellent demonstration of how municipalities and their partners can address the challenge of a growing need in social housing for seniors, while meeting their environmental goals, illustrated in this case by a 51 per cent energy reduction. Through GMF case studies and other learning vehicles, all municipalities can learn and replicate Niagara’s achievements.
QUOTE “Niagara Regional Housing’s first LEED certified building, Birchwood Place, is an example of how we are striving to improve our environmental footprint. We know that making sustainable development a top priority now will in turn have a lasting, positive impact on both tenants and the community as a whole. We are pleased to have this recognized through the funding received from the Federation of Canadian Municipalities.” Paul Grenier, Board Chair, Niagara Regional Housing
Peterborough Economic Development Greater Peterborough Area Climate Change Plan (CCAP) Plan GMF grant: $175,000
Legal and Clerks Services, Office of the City Clerk Council... Page 66 of 105 AGENDA ITEM 4.6 Sub Item 6 Peterborough Economic Development is preparing a Climate Change Action Plan with Sustainable Peterborough, the informal collaborative that developed the Greater Peterborough Area’s Community Sustainability Plan.
Ten municipalities are participating: the City of Peterborough, the County of Peterborough, Selwyn Township, the Municipality of Trent Lakes, the Township of North Kawartha, the Township of Douro-Dummer, the Township of Asphodel-Norwood, the Township of Cavan Monaghan, the Township of Otonabee-South Monaghan and the Township of Havelock-Belmont-Methuen. The Curve Lake First Nation and the Hiawatha First Nation are also part of the collaborative.
The plan will contain goals, actions and greenhouse gas emissions targets that address the needs of each municipality and First Nation. The overall goal is to: • reduce greenhouse gas emissions; • reduce use of fossil fuels; • reduce energy consumption; and • adapt to Canada’s changing climate. This initiative is an exciting example of how funding from FCM’s Green Municipal Fund can be combined with support from other sources. In this case, Ontario’s Trillium Foundation provided an additional $225,000 to the project.
QUOTES "With a strategic plan that focuses on collaboration and innovation to create sustainable economic development and improve quality of life in the Peterborough region, Peterborough Economic Development is pleased to partner on this initiative for climate change and sustainable living.” Tom Robinson, Vice-Chair, Peterborough Economic Development Board of Directors
"We are delighted to be a part of this timely initiative. Climate change is the most pressing global issue of our time, and we are proud to share in the advancement of an increasingly sustainable future." Daryl Bennett, Mayor, City of Peterborough
“The County of Peterborough is so excited to be a leader in this collaborative approach to a very serious and important issue. The Climate Change Action Plan will lay the path for us to lead our region into the future and implement adaptation strategies to guide us in the right direction.” J. Murray Jones, Warden of the County of Peterborough
City of Oshawa Bruce Street Redevelopment Feasibility Study for the City of Oshawa Feasibility study GMF grant: $155,100
Bruce Street Developments Limited is undertaking a Phase II Environmental Site Assessment (ESA) — an environmental investigation to confirm the concentration and location of contamination on a site — to support the development of a remediation and risk management plan for a 28-acre brownfield site located in the heart of the downtown Oshawa.
Legal and Clerks Services, Office of the City Clerk Council... Page 67 of 105 AGENDA ITEM 4.6 Sub Item 6
Once completed, the measures identified in the ESA will be implemented so that this brownfield site can be developed into a more accessible mixed-use neighbourhood that provides attractive living accommodations and business opportunities. It is estimated that the redeveloped neighbourhood has the potential to provide an increase in property tax revenues from $70,000 to $4,000,000.
Throughout the study, public input will be arranged to inform the population and collect public and stakeholder feedback on the implementation of the risk assessment recommendations and future design of the remediated site.
QUOTE “Oshawa’s downtown revitalization strategy is underpinned by brownfields redevelopment and we have received national recognition for our leadership, innovation and environmental sustainability in brownfields redevelopment. We are extremely pleased that the development on Bruce Street has been successful in receiving funds from the Green Municipal Fund and along with the City’s contribution, the project redevelopment feasibility study will be completed. We are looking forward to having shovels in the ground as the advancement of this development will further support the Canadian Real Estate Wealth Magazine’s ranking that Downtown Oshawa is a Top 100 Neighbourhood.” John Aker, Councillor, City of Oshawa and Region of Durham, Chair, Oshawa Development Services Committee
City of Kitchener The Corporation of City of Kitchener Using Permeable Paving and Bioswales to Protect Wetlands in the Huron Natural Areas Feasibility study and field test GMF grant: $175,000
The City of Kitchener will conduct a feasibility study and field test in a parking lot to evaluate the effectiveness of permeable pavers and bioswales for managing impacts on water quality and quantity. The results of the study and test will be input into the city’s Stormwater Management Master Plan. A successful field test will permit an open-ended approach to managing stormwater using permeable pavement and other innovative techniques. In addition, the feasibility study and field test will help identify constraints on the use of permeable pavement and locations where the technology could be used to enhance the existing storm water system. Due to the warming effect of the ground, less salt will be required to keep the permeable surface ice and snow free in the winter. The study site will also be registered with the Region of Waterloo's Smart About Salt program, to further reduce salt use.
QUOTE “The City of Kitchener has a proven record of innovation when it comes to stormwater. This permeable parking lot will help us understand how effective permeable pavers are for managing impacts to our water quality. We are grateful to the Federation of Canadian
Legal and Clerks Services, Office of the City Clerk Council... Page 68 of 105 AGENDA ITEM 4.6 Sub Item 6 Municipalities for helping us to test this innovation, which will also inform the Stormwater Management Master Plan we are currently developing.” Berry Vrbanovic, Mayor of Kitchener
City of Hamilton Flood and Erosion Control Project on Stoney Creek Mountain Feasibility study GMF grant: $175,000
The City of Hamilton and the Hamilton Conservation Authority (HCA) will study the feasibility of restoring natural watercourses, wetlands and forest features in the Stoney and Battlefield Creek watersheds. The study will identify ways to control, reduce and treat stormwater runoff, and to eliminate site runoff for 90 per cent of 24-hour rainfall events. The new 500-acre conservation area would include detention reservoirs, wetland enhancement and creation, conversion of marginal agricultural lands to forest and naturalization of existing creek channels. This conservation area would improve public health by offering more opportunities for outdoor hiking, biking and exercise.
QUOTE “The East Escarpment Wetland Restoration Project is a major milestone for the Hamilton Conservation Authority, the City of Hamilton and the residents and businesses of our watershed. It not only provides the opportunity to conserve and restore the wetlands and natural heritage features of this area, but also provides the opportunity to address the hydrology of the area by improving both low and high flow conditions in the areas watercourses.” Scott Peck, Hamilton Conservation Authority, Director of Watershed Planning and Engineering
Name of Municipality: City of Toronto Title of Project: Stormwater Management for Exhibition Place Type of Project: Feasibility study GMF Grant: $132,495
Exhibition Place will conduct a feasibility study of ways to control, reduce and treat storm water runoff, and to eliminate site runoff for 90 per centof 24-hour rainfall events. Parking lot runoff contaminated with oil, fuel, lubricant by-products, material from tire wear and de-icing salts is now discharged into Lake Ontario. This damages water quality and aquatic life, and reduces recreation opportunities. Stormwater runoff from one of the parking lots has caused numerous incidents of flooding on Lake Shore Boulevard, a major arterial road in the City of Toronto. The feasibility study will consider ways to stop this flooding, now a considerable cost to the City. The study will evaluate all options based on sustainability, costs and execution time, and will recommend the best three solutions for implementation. Exhibition Place represents
Legal and Clerks Services, Office of the City Clerk Council... Page 69 of 105 AGENDA ITEM 4.6 Sub Item 6 a major public stage for stormwater management, and is an excellent venue for public education on related environmental issues.
QUOTE: “For Exhibition Place, addressing the effects of Climate Change includes addressing stormwater management. Exhibition Place is a 192-acre site next to Lake Ontario, and because of the significant hard surfaces and the increased number of severe rain events in a year, the FCM Study will provide Exhibition Place with information in order to proceed with the best solution to prevent stormwater run-off. ” Dianne Young, CEO, Exhibition Place
City of Markham Markham Textile and Clothing Reuse and Recycle Initiative Field test GMF grant: $67,100
The City of Markham will design and implement a textile and clothing diversion pilot program to reduce the amount of textiles going to landfill. The program will build public awareness of textiles — a small but important segment of the municipal waste stream. The City will place ten residential textile drop-off containers at fire stations across Markham. Bins will be equipped with solar panels to provide lighting for nighttime safety and security, as well as a sensor to signal that the container is three-quarters full and ready for pick-up The pilot reflects the goals of York Region’s Integrated Waste Management Master Plan and the Communities in Action SM4RT Living Plan. Pilot findings will be shared with other York Region municipalities and across Canada and will allow the City to build public awareness of the reuse of residential textiles by way of the tracking of textile deposits. The education component will use social media, brochures and other forms of community messaging to explain the value of diverting clothing from landfills. The textile waste management pilot supports the main goal of Markham’s sustainability “Greenprint” plan (GMF 10002) —to achieve carbon neutrality and net-zero waste by 2050.
QUOTE “The City of Markham has a strong history of developing and implementing innovative and successful environmental programs. The receipt of a Green Municipal Fund grant will enable us to implement our new textile recycling and clothing reuse initiative. This funding from Green Municipal Fund will bring us closer to our goal of zero waste.” Frank Scarpitti, Mayor, City of Markham
Municipality of Middlesex Centre Feasibility Studies for Proposed Net Zero Fire Hall and Affordable Net Zero Energy Housing Feasibility study GMF grant: $90,090
Legal and Clerks Services, Office of the City Clerk Council... Page 70 of 105 AGENDA ITEM 4.6 Sub Item 6 The Municipality of Middlesex Centre will study the feasibility of building a new net zero energy fire hall and a new net zero energy affordable housing project to promote energy conservation and innovation within the municipality and provide affordable housing to residents. The proposed fire hall will reduce municipal energy consumption, helping Middlesex Centre meet the energy reduction target of 1 per cent per annum established in the Conservation Demand and Management Plan for 2014–2019. The feasibility study will quantify the environmental benefits of the proposed net zero housing project.
This project will create jobs and reduce municipal operating costs. It will contribute to local tourism as well as increase the availability of affordable housing.
QUOTE “Middlesex Centre appreciates FCM's support for these sustainable projects. As a smaller municipality with somewhat limited resources, support from FCM is required to ensure we are constructing sustainable buildings that will position us well in the next few years with increasing energy costs. Middlesex Centre wants to do its part to reduce greenhouse gas emissions." Michelle Smibert, CAO, Municipality of Middlesex Centre
City of Hamilton McMaster Innovation Park - District Energy System Expansion, Hamilton Utilities Corporation Feasibility study GMF grant: $175,000 Hamilton Community Energy, a subsidiary of the municipally-owned Hamilton Utilities Corporation, wishes to study the feasibility of expanding the district energy system at McMaster Innovation Park (MIP). Expansion of the MIP will involve new geothermal fields, solar thermal absorption chillers, solar PV electric-driven chillers, upgraded distribution infrastructure and additional conventional backup. The added technologies will enhance the MIP’s district energy system of solar hot water thermal panels, a solar- heated air wall, geothermal wells and conventional backup. If successful, the expansion will supply heating, cooling and electricity for the next phase of the MIP development. The study is directly linked to the City of Hamilton's Vision 2020 Plan, its Strategic Plan and the MIP Master Plan. The initiative will generate estimated annual emissions savings of 1,500 tonnes of carbon dioxide equivalent (CO2e) compared to a conventional energy system. This brightfield district energy system expansion is one of the first of its kind in Canada. As a result, the knowledge gained through the feasibility study and final project execution can be used by other Canadian municipalities to evaluate the viability of various renewable technologies with a district energy system. The feasibility study has been awarded to Doherty Engineering Inc and work began in coordination with MIP in February 2016. The pre-feasibility study evaluating possible technologies and combinations of technologies to meet demands for heating and cooling for this phase of MIP’s Expansion is progressing on schedule.
Legal and Clerks Services, Office of the City Clerk Council... Page 71 of 105 AGENDA ITEM 4.6 Sub Item 6 QUOTE “MIP and Hamilton Utilities Corporation have formed a unique partnership to develop and implement innovative, renewable and cost effective energy solutions to support ongoing expansion of the McMaster Innovation Park.” Zach Douglas, President and CEO of MIP
“HUC is very pleased in growing it’s relationship with MIP and its continued progress with implementing innovative technologies and creative solutions with strategic partners that benefit the communities we work in and the respective stakeholders.” Dean Comand, President and CEO of HUC
Town of Caledon Caledon Pilot SNAP (Sustainable Neighbourhood Retrofit Action Plan) Plan GMF grant: $149,875
The Town of Caledon, Region of Peel, and Toronto and Region Conservation Authority (TRCA) will work in partnership to develop a Sustainable Neighbourhood Retrofit Action Plan (SNAP) in Bolton, Caledon’s urban centre. The SNAP will be an on-the-ground demonstration of the town’s Community Climate Change Action Plan, and will provide a comprehensive work plan for improving sustainability performance of homes, properties, green spaces and infrastructure. The plan will drive sustainable change within the neighbourhood across a number of environmental themes, including natural heritage, stormwater management, water, active transportation, materials management and energy. Ultimately, the Caledon SNAP will show how a small town can do something big in the testing of new approaches to the removal of sustainability barriers in mature neighbourhoods.
QUOTE “We are so thankful for the funding contribution from the Federation of Canadian Municipalities’ Green Municipal Fund. Through this funding, we will be able to support the development of Caledon’s first pilot SNAP (Sustainable Neighbourhood Retrofit Action Plan), which we are working on in collaboration with the Toronto and Region Conservation Authority (TRCA) and the Region of Peel. This SNAP will be designed to achieve measurable environmental improvements and community renewal in a mature neighbourhood in west Bolton.” Allan Thompson, Mayor, Town of Caledon
Legal and Clerks Services, Office of the City Clerk Council... Page 72 of 105 AGENDA ITEM 4.6
Sub Item 7
Legal and Clerks Services, Office of the City Clerk Council... Page 73 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 19, 2016
Sub Item 7 TABLE OF CONTENTS
Q4 (October 1 to December 31, 2015) and 2015 Overview Report to NRH Board of Directors:
NRH's Vision ...... 1 NRH's Mission ...... 1
1. Housing Access Centre & Centralized Waiting List ...... 1 How do applicants get housed? ...... 1 How does NRH make sure the right people are on the list? ...... 2 Who is waiting for affordable housing in Niagara? ...... 2 Segmentation of Centralized Waiting List: ...... 3
2. Local Housing Corporation ...... 4 How does NRH manage the Local Housing Corporation? ...... 4 Day-to-Day Maintenance: ...... 4 Capital Program: ...... 5 Tenant Move Outs: ...... 6 Arrears: ...... 7 Community Resources and Partnerships: ...... 8
3. Social Housing (Non-Profit & Co-operative Housing Providers) ...... 9 How does NRH provide legislative oversight to Social Housing providers? ...... 9
4. Social Housing Programs ...... 11 How do private landlords assist with affordable housing? ...... 11 Rent Supplement Programs: ...... 11
5. Investment in Affordable Housing Program ...... 13 IAH – Niagara Renovates: ...... 13 IAH – Homeownership Program – “Welcome Home Niagara”: ...... 14 IAH – Housing First Project: ...... 14 IAH – Rental Housing (New Development): ...... 14
6. Service Manager Responsibilities ...... 15 Applicant/Tenant Appeals: ...... 15 Investments: ...... 16
APPENDIX A Investment Report
Legal and Clerks Services, Office of the City Clerk Council... Page 74 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 1 of 16 Sub Item 7 NRH's Vision NRH’s vision is that "the Niagara community will provide affordable, accessible and quality housing for all residents".
NRH's Mission NRH’s mission is "to expand opportunities that make affordable housing an integral part of building healthy and sustainable communities in Niagara".
As administrator of affordable housing for Niagara Region, NRH works to fulfill our vision and mission through six main areas of responsibility:
1. Housing Access Centre and Centralized Waiting List 2. Local Housing Corporation 3. Social Housing (Non-Profit and Co-operatives) 4. Social Housing Programs (Rent Supplement Programs) 5. Investment in Affordable Housing (IAH) and Extension Programs (IAH-E) 6. Service Manager Responsibilities (Appeals and Financial Oversight)
1. Housing Access Centre & Centralized Waiting List
Housing Access is the gateway to affordable housing in Niagara. Households in need of a housing subsidy submit an application to the Housing Access Centre for review and eligibility determination. Eligible applicants/households are placed on the Centralized Waiting List according to which communities they choose from across the region. Affordable housing options include accommodation with Non-profit and Co-operative housing providers (Social Housing), NRH owned units (Public Housing and two mixed income communities), or for- profit/private landlord owned buildings (Rent Supplement/Housing Allowance).
The Centralized Waiting List is comprised of almost 200 subsidiary lists of Public Housing, Social Housing and private units through the Rent Supplement program.
How do applicants get housed?
The Centralized Waiting List is maintained on a modified chronological basis. In order to ensure that applicants are treated fairly, units are offered based on the date of application (chronological). The needs of particularly at-risk populations are addressed through three Priority Status groups that are offered units before other applicants on the Centralized Waiting List:
1. Special Provincial Priority Status is the only legislated priority and is intended to help victims of violence separate permanently from their abuser 2. Urgent Status is intended for applicants with (1) Mobility Barriers (ie. physical limitations that require barrier-free units) and/or (2) Extreme Hardship (ie. where
Legal and Clerks Services, Office of the City Clerk Council... Page 75 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 2 of 16
the applicants’ current accommodations puts them at extreme risk Suband/or causes Item 7 hardship and relocation would reduce the risks and/or alleviate the hardship 3. Homeless Status provides an increased opportunity for placement to households that are homeless
How does NRH make sure the right people are on the list?
The Housing Services Act, 2011 (HSA) requires that the Centralized Waiting List is reviewed on an ongoing basis. Applicants are asked to confirm their continued interest and to update information (# of household members, total household income) so that NRH can verify ongoing eligibility for housing subsidy. If a household is no longer interested or is deemed ineligible the application is cancelled and removed from the list.
In 2015, 1,511 households were removed from the Centralized Waiting List because they were no longer eligible, they found alternate housing or NRH was unable to make contact.
Households Removed From Centralized Waiting List 2015 2014 # of Applications Received & Processed 2,178 2,084 # of Applications Cancelled 1,424 1,673 # of Ineligible Applications 87 70 # of Eligible Applications 2,091 2,014 # of Applicants Housed 634 663
Even with over 1,500 removed from the Centralized Waiting List in 2015, more than 4,000 eligible households continued to wait for housing in Niagara.
Who is waiting for affordable housing in Niagara?
The Centralized Waiting List includes various types of households (ie. families, seniors and singles/adults without dependents) from both within and outside Niagara, the priority groups mentioned above, RGI and Market applicants and existing tenants who are overhoused (have more bedrooms than they need). More than 2,600 of these applicants are children, who are waiting to be appropriately housed with their families.
By knowing who our applicants are, NRH can be a more effective administrator and more responsive landlord, as well as plan effectively for the future of affordable housing in Niagara.
Legal and Clerks Services, Office of the City Clerk Council... Page 76 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 3 of 16
Segmentation of Centralized Waiting List: Sub Item 7
Dec 31, 2014 Dec 31, 2015 % # of # of / A Rent-Geared-to-Income (RGI) Waiting List Households Households Niagara Residents RGI Waiting List 4,471 4,061 9% Applicants from Outside of Niagara N/A 575 N/A
TOTAL RGI Waiting List: 4,471 4,636 4%
A1 RGI Waiting List Demographics: Seniors 1,537 1,722 12% Adults no Dependents 1,456 1,578 8% Adults with Dependents 1,478 1,336 10% A2 The RGI List is further segmented as follows (numbers are included in A & A1): SPP – Special Provincial Priority (Ministry priority: 115 84 27% Victims of Domestic Violence) URG – Urgent (Local Priority) 129 116 10% HML – Homeless (Local Priority) 607 622 2% SUP – Supportive/Transitional 61 44 28% B In addition, NRH must manage the following: Overhoused: households who are living in subsidized accommodation with more bedrooms than they are 111 126 14% eligible for Transfer: households who are currently living in subsidized accommodation and have requested a 589 503 15% transfer to another provider Total RGI Households on Waiting List Managed by NRH 5,171 5,265 2%
C NRH maintains a Waiting List for Market Rent Units within the Social Housing provider portfolio (NRH provides this service to all 66 providers) Market: applicants who have applied for a Market Rent Unit in a housing provider portfolio 601 633 5%
Total Households on Waiting List Managed by NRH 5,772 5,898 2%
# of People Represented by the Total Waiting List Managed by NRH 10,199 (including 2,625 children)
Legal and Clerks Services, Office of the City Clerk Council... Page 77 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 4 of 16
Centralized Waiting List – 2014/2015 Comparison Sub Item 7
2015 2014 4,850 4,795 4,800 4,750 4,772 4,705 4,700 4,650 4,663 4,636 4,600 4,550 4,526 4,500 4,490 4,471 4,450 4,400 Q1 Q2 Q3 Q4
2014 average = 4,675 2015 average = 4,589
2. Local Housing Corporation
Niagara Regional Housing owns and manages the Local Housing Corporation portfolio which consists of both the Public Housing stock downloaded from the province in 2001 (Rent-Geared- to-Income or RGI) and two new affordable housing complexes (mix RGI, market and affordable rents) built in 2013 and 2014. Together this portfolio consists of 2,758 units of high-rise and low-rise apartment buildings, townhouses and detached houses. Over 6,500 tenants (families, single adults and seniors) live in Local Housing Corporation units across Niagara.
How does NRH manage the Local Housing Corporation?
NRH manages the Local Housing Corporation through: Day-to-Day Maintenance Capital Program Tenant Move Outs Arrears Insurance Community Resources and Partnerships
Day-to-Day Maintenance: NRH Housing Operations ensures that our buildings and individual units are well-maintained to protect our asset and to ensure a safe home for our tenants. Most work orders are issued for general repairs followed by plumbing and electrical and then pest control. In order to keep our communities in good condition, NRH processed more than 10,000 work orders for repairs and
Legal and Clerks Services, Office of the City Clerk Council... Page 78 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 5 of 16
maintenance representing 4.6 million dollars in 2015. $161,989 was charged backSub to tenants Item 7 who were held responsible for damages.
Work Orders Variance 2014 2015 # % Q4 Work Orders 2,957 2,749 (208) (7.0%) AVERAGE Quarterly Work Orders 2,679 2,522 (157) (5.9%) TOTAL Work Orders 10,751 10,087 (664) (6.2%)
Maintenance (Work Orders) – 2014/2015 Comparison 3200 3,119 3000 2,957 2800 2,749 2,675 2600 2,464 2,644 2400 2015 2,439 2014 2200
2000
1800 1,755 1600 Q1 Q2 Q3 Q4
Capital Program: The Capital Program is responsible for maintaining the Local Housing Corporation asset and planning for future sustainability. In the 2015, the Capital Program was responsible for 23 capital jobs valued at $2,487.293, including: Design and preparation of tenders for three mechanical upgrades are ongoing Design and tender for two life safety generators are pending permits Three roof design tenders being prepared Structural assessments booked at two sites Structural tender approval given to engineer for Warden/Waters Masonry and Foundations Three window tenders were prepared to be issued in early January
In 2015-Q4, 76 contract orders were issued and 6 public tenders closed
Legal and Clerks Services, Office of the City Clerk Council... Page 79 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 6 of 16
The Capital Program continues to investigate and implement innovations to driveSub energy Item 7 efficiency. The following 2015 initiatives/projects are examples of this: 1. A Request for Proposal was conducted to hire an engineering firm to conduct an energy study to assess the efficiency outcomes at the Broadoak and Fitch projects. Results of this study will drive decisions for systems in future developments. 2. An Electronic Heat Control system was approved for 4900 Buckley and will start in mid-January.
With the electricity rates in Ontario averaging a 9% annual increase over the past 3 years, the Capital Division is constantly working to reduce the demand of our buildings by replacing systems with more energy efficient components to offset the rising operating costs. The principle issue is that buildings are overheating in fall, winter and spring. As a result, tenants compensate by opening windows and patio doors (and some even running A/C units) causing massive energy losses.
In order to reduce the utilities consumption throughout the portfolio, NRH is addressing the efficiency of installed heating equipment by installing appropriate operational heat control management systems. 3. Four microFIT solar projects were given ‘consent to connect’ by power companies and were tendered with Niagara Region in January (4 or 5 approved).
The microFIT Program provides eligible participants with the opportunity to develop a small or “micro” renewable electricity generation project (10 kilowatts (kW) or less in size) on their property. Under this program, participants are paid a guaranteed price over a 20-year term for all the electricity produced and delivered to the province’s electricity grid.
Additional solar and heat control sites are being reviewed and selected for 2016.
Tenant Move Outs: Each time a household vacates a Local Housing Corporation unit, staff must prepare the unit for the next tenants. The level of work involved and costs associated with unit turnover depends on the length of time the household lived in the unit and the level of care invested by the tenants. Tracking the reasons that households leave Local Housing Corporation units helps NRH to gauge current performance and plan for the future.
The number of move outs increased this quarter over the same quarter in 2014: NRH Unit Turnover (Public Housing & NRH Affordable Units) 2014 2015 Variance # % Q4 Tenant Move Outs 96 103 7 6.8% TOTAL Tenant Move Outs 336 355 19 5.4%
Legal and Clerks Services, Office of the City Clerk Council... Page 80 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 7 of 16
2015 Tenant Move Outs by Reason Sub Item 7 Health 16 NRH Transfer 60 Long Term Care Facility 29 Moved to Coop or Non-Profit 11 Deceased 71 Bought a Home 4 Private Rental 24 Left Without Notice 4 Voluntarily Left Under Notice 22 None Given 29 Eviction – Tribunal* 20 No Longer Eligible for Subsidy 8 Other 57 TOTAL 355 *In this Quarter, there were 4 eviction orders granted under Ontario Landlord Tenant Board (LTB). None of the evictions were enforced by the Sherriff. Illegal Act (drugs & weapons), Illegal Act (harassment of another tenant, charges laid) Illegal Act (drug trafficking) Cease to Qualify, No Longer Eligible for Subsidy for failure to reside in the unit for more than 60 days. NRH Community Resource Unit offered support as required.
Tenant Move Outs – 2014/2015 Comparison 110 105 103 100 96 95 88 90 90 85 89 2015 84 80 2014 74 75 70 65 67 60 Q1 Q2 Q3 Q4
Arrears: NRH collected more than $13 million in rent from Public Housing tenants in 2015. As of December 31, 2015 there was $44,329.17 in accumulated rental arrears which NRH Housing Operations actively works to collect.
Arrears Dec 2015 Sept 2015 Dec 2014 Rent charges for the month $1,074,794.97 $1,091,837.51 $1,072,512.77
Accumulated arrears at month end $44,329.17 $20,816.38 $32,247.44
Arrears % 4.12% 1.91% 3.01%
Rent arrears are typically higher in December but had been reduced to 3.36% by February 29, 2016. To assist with arrears collection, tenants are provided the option of entering into a repayment agreement with NRH but are still expected to pay full rent on time. NRH staff work with tenants to ensure they have access to supports to help them fulfill this obligation. The
Legal and Clerks Services, Office of the City Clerk Council... Page 81 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 8 of 16
rent arrears amount includes NRH repayment agreements and Landlord TenantSub Board mediated Item 7 agreements. NRH attempts to collect these arrears as quickly as possible but it can take up to 6 months for some households to pay their arrears through an agreement while still maintaining their current rent payments.
A more challenging type of arrears is the collection of tenant charges for maintenance and/or damages, which were $45,420.78 at December 31, 2015. This number represents the accumulated maintenance/damages arrears for current tenants. A full analysis report detailing arrears challenges and proposed solutions will be forthcoming in Q2-2016.
Arrears – 2014/2015 Comparison
4.00% 4.12% 3.50%
3.00% 2.72% 3.01% 2.44% 2.45% 2015 2.50% 2014 2.00% 1.92% 2.25% 1.91% 1.50%
1.00% Q1 Q2 Q3 Q4
Community Resources and Partnerships: Public Housing communities are populated with a disproportionate percentage of vulnerable tenants. Mental health issues, cognitive decline, addiction, family breakdown and the basic struggles of poverty contribute to the need for assistance for Public Housing tenants to live healthy, independent lives. In 2015, an average of 1/3 of Public Housing tenants needed intensive support in the form of multiple staff visits and connection to support agencies.
NRH recognizes that, without help, complicated household issues can spillover into the broader community in the form of social problems, increased crime and decreased value of neighbourhood property. Furthermore, NRH recognizes that tenants evicted from Public Housing will end up in the community with fewer supports and at a high risk of homelessness.
Homelessness is expensive. The cost of emergency shelters, social services, health care and corrections has been shown to cost taxpayers billions of dollars annually. By providing supports to help tenants stay in their homes, NRH hopes to reduce the long term cost of homelessness and make more efficient and effective use of public resources. To do this, NRH’s Community Resource Unit works with community agencies to identify tenant needs and connect them with a range of supports and services to keep them successfully housed in our communities. These include addiction, mental health, parenting, and dementia resources.
Legal and Clerks Services, Office of the City Clerk Council... Page 82 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 9 of 16
Community partners also offer events, presentations, activities and programs toSub help mitigate Item 7 the effects of poverty by building community pride, offering life skills training and enhancing the lives of the tenants. While NRH does not deliver these services directly to tenants, NRH’s Community Resource Unit facilitates partnerships by identifying ever-evolving community and tenant needs, connecting with appropriate programs and supporting their ongoing success.
Q4 Community Partnerships by the Numbers NRH has partnerships with 42 community agencies across Niagara. As a result of these partnerships, during Q4, 239 support and enrichment activities were offered to tenants at NRH sites. Each partnership contributes to tenant lives and, in turn, the success of the Public Housing community as a whole.
Q4 Community Partnership HIGHLIGHT – Brock University’s Through Their Eyes Program For the past three years, Brock’s Health Sciences Developing Healthy Communities’ students have assessed the age-friendliness of the neighbourhood surrounding a NRH Public Housing senior community in their Through Their Eyes project. This intergenerational study, which matches students with seniors, has multiple benefits: Students develop an appreciation for the challenges of age, especially for low-income seniors Tenants welcome the opportunity to spend time with students, share their insights and make a valuable contribution to higher education NRH benefits from the recommendations in the final reports and the undeniable positive energy that students bring to the community
The next Through Their Eyes project is taking place with St. Catharines’ Gale Street seniors.
Physically and mentally healthy individuals = more successful communities
3. Social Housing (Non-Profit & Co-operative Housing Providers)
As administrator of affordable housing for Niagara Region, NRH provides legislative oversight for 66 Non-Profit and Co-operative housing providers who own and manage a portfolio of over 3,900 Rent-Geared-to-Income (RGI) and market units across Niagara. In Social Housing, 75% of households pay Rent-Geared-to-Income, while the remaining 25% pay market rent.
How does NRH provide legislative oversight to Social Housing providers?
In accordance with the Housing Services Act, and in order to ensure that Social Housing providers are in compliance with legislation, NRH Housing Programs staff conduct Operational Reviews. During an Operational Review, NRH investigates the overall health of the provider by analyzing many factors, such as finances, arrears, vacancy losses, governance issues, adherence to legislation (Housing Services Act, Co-operative Housing Act, safety, etc…), condition of the facility and/or ability to meet monthly obligations. Reviews take place on a 4-
Legal and Clerks Services, Office of the City Clerk Council... Page 83 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 10 of 16
year cycle, depending on the provider’s overall performance rating. Providers thatSub are rated Item as a 7 potential risk are reviewed more frequently (i.e. annually), while providers that are in full compliance are reviewed on the 4-year cycle, which allows staff to work closely with providers who need the additional assistance to bring them into compliance.
Housing Provider Status Variance Status 2014-Q4 2015-Q4 # % Healthy 39 43 4 10.3% Routine Monitoring 20 18 (2) (10%) Intensive Monitoring 4 3 (1) (25%) Pre-PID (Project in Difficulty) 3 1 (2) (66.7%) PID (Project in Difficulty) 0 1 1 100% TOTAL 66 66 -- --
Following an Operational Review, NRH prepares a report for the Social Housing provider detailing concerns and directives as a result of the review. With the assistance and guidance of a Housing Administrator, providers work toward resolving the identified issues. Once issues are resolved, providers move up the chart with the goal of eventually being deemed “healthy”.
Housing Provider Status – 2015 Summary 45
40 Healthy
35 Routine 30 Monitoring
25 Intensive Monitoring 20 Pre-PID 15
10 PID
5
0 Q1 Q2 Q3 Q4
During 2015, NRH Housing Administrators worked externally with 4 Housing Provider Boards that were experiencing difficulty managing their co-operative or non- profit. Community volunteers were recruited and placed on select Boards to increase skills and knowledge.
Legal and Clerks Services, Office of the City Clerk Council... Page 84 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 11 of 16
4. Social Housing Programs Sub Item 7
How do private landlords assist with affordable housing?
Rent Supplement Programs: NRH Housing Program staff also administer Rent Supplement programs with private market landlords. In the Rent Supplement Program’s purest form, tenants pay 30% of their gross monthly income directly to the private landlord and NRH subsidizes the difference up to the agreed market rent for the unit.
The Housing Allowance Program is a variation of the Rent Supplement Program and provides a set allowance of up to $300 per month to private landlords to assist tenants who are on the Centralized Waiting List.
Through the Housing First Program, NRH partners with Niagara Region Community Services and community agencies to provide Rent Supplement to landlords to help homeless households find and keep housing.
1,010 units of Rent-Geared-to-Income housing are available across Niagara through these Rent Supplement programs:
Rent Supplement Units by Program Variance Program Dec 2014 Dec 2015 # % Regular Commercial 418 408 (10) (2.4%) NRH Rent Supplement (RAFT) 8 7 (1) (12.5%) Strong Communities Rent Supplement – 161 162 1 .6% Regular Strong Communities Rent Supplement – 73 68 (5) (6.9%) Supportive Housing First 78 118 40 51.3% Housing Allowance/Rent Supplement (IAH) 235 247 12 5.1% TOTAL 973 1,010 37 3.8%
Note: Variances noted in the chart are due to the addition or deletion of participating landlord/units.
Legal and Clerks Services, Office of the City Clerk Council... Page 85 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 12 of 16 Sub Item 7 Rent Supplement Units By Municipality Variance Municipality Dec 2014 Dec 2015 # % Fort Erie 23 25 2 8.7% Grimsby 24 31 7 29% Lincoln (Beamsville) 2 2 0 0% Niagara Falls 181 177 (4) (2.2%) Niagara-on-the-Lake ------Pelham ------Port Colborne 38 39 1 2.6% St. Catharines 503 526 23 4.6% Thorold 16 16 0 0% Welland 171 179 8 4.7% West Lincoln 15 15 -- -- TOTAL 973 1,010 37 3.8%
Note: Variances in units reflect the general management of the rent supplement program and required take-up/deletion of units, due to expiring agreements, move out of tenants, and/or new units/landlords.
Rent Supplement – 2014/2015 Comparison 1010 1,010 1005
1000
995 989 990 991 988 985 2015 979 980 2014 978 975 974 973 970
965
960 Q1 Q2 Q3 Q4
Legal and Clerks Services, Office of the City Clerk Council... Page 86 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 13 of 16 Sub Item 7 5. Investment in Affordable Housing Program
The Investment in Affordable Housing (IAH) program is designed to improve access to affordable housing that is safe and suitable, while assisting local economies through job creation generated by new development and home repairs/modifications. For every $1 million invested in new development, it is estimated that 10-12 jobs are created. These jobs are most often local (in the area where the unit is built).
In Niagara, more than $21 million in IAH funds have been allocated through: 1. Niagara Renovates 2. Homeownership (Welcome Home Niagara) 3. Rent Supplement 4. Rental Housing (New Development)
IAH – Niagara Renovates: The Niagara Renovates program provides assistance to low-to-moderate income homeowners for home repairs, accessibility modifications and the creation of secondary suites in single family homes. Assistance is provided in the form of a forgivable loan, written off over a 10-year period, as long as the homeowner continues to live in the home.
Eligibility criteria for the program include household income and value of the home. The repair work required must also meet program eligibility criteria.
The program was expanded in 2014-2015 to include emergency repairs for shelters that assist victims of family violence.
In 2015, 60 homeowners received assistance through Niagara Renovates, in some cases delaying early admission to long-term care and extending citizens' ability to live independently.
In addition, Niagara Renovates funding supports local trades and businesses that are hired to complete the home repairs and modifications for recipient homeowners.
Allocation Est. # Fiscal Period IAH Funding Homeowner Secondary Units Shelters Repairs Suites April 2012-March 2013 $600,000 24 33 1 0 April 2013-March 2014 $1,204,000 50 80 0 0 April 2014-March 2015 $1,125,440 70 51 0 2 April 2015-March 2016 $920,000 43 54 1 5 TOTAL $3,849,440 187 218 2 7
Legal and Clerks Services, Office of the City Clerk Council... Page 87 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 14 of 16
IAH – Homeownership Program – “Welcome Home Niagara”: Sub Item 7 The Homeownership program assists low-to-moderate income rental households to purchase their first home by providing a down payment loan. The loan is forgivable after 20 years if the household remains in the home. This program helps households move out of rental units, thus freeing up these units for those in greater need. It also helps households on the cusp of homeownership invest in their future and experience the pride of ownership.
FUNDING HOMES FUNDED FUNDING SOURCE Total NRH Habitat NRH Habitat Allocation Processed $ $ AHP 2007-2012 $864,000 $785,068 $131,175 111 6 AHP Extension (2009) Year 1 $250,000 $0 $250,000 0 5 AHP Extension (2009) Year 2 $532,000 $499,601 $32,399 68 1 IAH - Year 1 $0 $0 $0 0 0 IAH - Year 2 $156,369 $96,369 $60,000 13 3 IAH - Year 3 $190,028 $130,028 $60,000 18 4 IAH - Year 4 $254,000 $194,000 $60,000 25 2 IAH-E Year 1 (2014/2015) $50,000 $50,000 $0 6 0 TOTAL $2,296,397 $1,755,066 $593,574 241 21
The current balance in the NRH revolving loan fund for this program is $250,570.
In 2015, 14 homeowners received assistance through Welcome Home Niagara
IAH – Housing First Project: As noted above, the Housing First project helps people move quickly from homelessness to their own home by providing supports to help difficult to house individuals find and keep housing. Program staff provide a range of personalized supports to encourage successful tenancies and, if the tenant chooses, address personal challenges.
In 2015, 56 individuals/families were housed via the Housing First program
In total, as of December 31, 2015, 118 units are part of the program and 190 individuals/families have accessed support services.
IAH – Rental Housing (New Development): Since 2004, NRH has worked with the Federal, Provincial, Regional and local municipal governments to administer the Canada-Ontario Affordable Housing Program to create 530 units with primarily “affordable” rents. As defined by IAH, “affordable rents” are set at 80% of market rents, and while they do not provide the Rent-Geared-to-Income (RGI) rents needed by most of the applicants on the Centralized Waiting List, they do provide much-needed housing for those who are higher on the low-income continuum.
Legal and Clerks Services, Office of the City Clerk Council... Page 88 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 15 of 16
Sub Item 7 The latest iteration of this program dedicates more than $8 million to the Rental Housing component to: Increase the supply of rental housing for low-income households Ensure that safe, adequate and affordable rental housing is available to Ontario households Stimulate the local economy
$3,038,000 has been allocated to 3 non-profit organizations and will result in the creation of 40 units for seniors and mental health consumers in Niagara
Organization Amount Units Gateway Residences of Niagara, Huron Street, Niagara Falls $720,000 9 Thorold Municipal Non-Profit, Ormond Street, Thorold $1,228,912 14 Stamford Kiwanis, Barker Street, Niagara Falls $1,089,088 17 TOTAL $3,038,000 40
Construction will begin in the spring of 2016 with anticipated completion dates of fall 2016 and spring 2017.
6. Service Manager Responsibilities
NRH has an array of responsibilities as administrator for affordable housing on behalf of Niagara Region, including those of the Service Manager. NRH must make sure that affordable housing is administered efficiently, effectively, fairly, balanced with vigilance over the vulnerabilities of our client base and compliance with all relevant legislation. Appeals and financial management are a large part of NRH’s Service Manager responsibilities.
Applicant/Tenant Appeals: The NRH Appeal Committee makes decisions on appeals from applicants and tenants in Public Housing, Social Housing (where they have not established an Appeal Committee) and Rent Supplement units. The Appeal Committee hears requests for review of the following: Applicant eligibility Priority status Overhoused status Transfer requests Rent calculation issues
There were five appeals this quarter compared with none in the same quarter last year. All were Housing Access appeals. The increase in appeals appears to be due to the replacement of the “Health and Safety Priority Status” with “Urgent Priority Status”. “Urgent Priority Status”, defined in Section 1.1, includes more stringent criteria and is designed to ensure that only those
Legal and Clerks Services, Office of the City Clerk Council... Page 89 of 105 16-150-2.2.5AGENDA ITEM 4.6 March 18, 2016 Page 16 of 16
whose health and safety is in jeopardy are able to move ahead on the chronologicalSub Centralized Item 7 Waiting List. It is likely that the increase in appeals represents the learning curve of both applicants and the professionals who support them as they adjust to this new category.
Appeals Variance 2014 2015 # % Q4 Tenant/Applicant Appeals 0 5 5 100% TOTAL Tenant/Applicant Appeals 7 22 15 68.2%
Appeals – 2014/2015 Comparison 16 15 14
12
10
8 2015
6 2014 5 4 2 2 3 2 0 2 0 0 Q1 Q2 Q3 Q4
Investments: See Appendix A – Investment Report
Legal and Clerks Services, Office of the City Clerk Council... Page 90 of 105 Council... Legal andClerks Services,Office ofthe CityClerk Quarterly Report on Investments Period Ending December 31, 2015 - Unaudited Statement A This Quarter Last Quarter Variance Source of Investment Balance Balance $ Variance % Comments BANK ACCOUNTS Sub Item 7
Current Bank Account
Total 4,163,517.54 2,050,338.50 2,113,179.04 103.06% This account is used for day-to-day transactions.
Investment Account
A CMHA 4,467.30 4,443.69 23.61 0.53% Reserves held for CMHA Units - Current Interest
B Ganawageh Capital Fund 95,303.96 94,799.72 504.24 0.53% Current Quarter Interest
C Due (From)Current Account 266,011.48 265,709.80 301.68 0.11%
Total 365,782.74 364,953.21 829.53 0.23%
CURRENT ACCOUNT INVESTMENT ACCOUNT This account is used to hold funds "In Trust" for designated Housing This account with the Royal Bank is used to handle the day-to-day revenue Providers for capital work. and expenses for the owned units and to cash flow various short term programs funded by the Provincial and Federal government such as Interest: development, homeownership and capital repair programs. Interest is gained at the rate of 1.95% below prime when the combined balance (current and investment accounts) are under $5M. When the Interest: combined balance is over $5M, the interest rate is 1.75 below prime. Interest is gained at the rate of 1.95% below prime when the combined Withdrawals are made in accordance with approved procedures balance (current and investment accounts) are under $5M. When the combined balance is over $5M, the interest Rate is 1.75 below prime. Withdrawals are made in accordance with approved procedures. AGENDA ITEM4.6 Page 91 of105
1 of 3 Council... Legal andClerks Services,Office ofthe CityClerk Quarterly Report on Investments Period Ending December 31, 2015 - Unaudited Statement
This Quarter Last Quarter Variance Source of Investment Balance Balance $ Variance % Comments INVESTMENT VEHICLES - FUND ACCOUNTING Sub Item 7
1 PASS THROUGH FEDERAL/PROVINCIAL PROGRAM FUNDING
A AHP - New Development 66,996.45 66,641.98 354.47 0.53% Current Quarter Interest
2 ADMINISTRATION FUNDING Affordable Housing Prog & A Housing Allowance Prog 423,730.12 421,488.22 2,241.90 0.53% Current Quarter Interest Current Quarter Interest + SM Admin fee received less B IAH - Admin Fee 407,092.11 449,090.55 (41,998.44) -9.35% Admin salaries & benefits recovery
3 RECONCILIATION Due (From)Current Account 5,193,544.10 5,137,200.70 56,343.40 1.10% Due to Current Account
Total 6,091,362.78 6,074,421.45 16,941.33 0.28%
INVESTMENT VEHICLES Various investment vehicles are used to protect and optimize the cash that is held for specified purposes. Investments are both short-term and long-term in nature. These funds are intended to ensure continued growth without capital erosion by inflation.
Interest: 1. Various instruments 1 Year GIC ($760,000) - due date is 08/15/2016 earning interest of 1.76% to 2.05% annually. 2. Various instruments 2 Year GIC ($503,284) - due date is 05/12/2017 earning interest of 1.80% annually 3. Various instruments 1 Year GIC ($480,000) - due date is 08/15/2017 earning interest of 1.65% to 1.75% annually. 4. RBC Investment Savings ($4,305,604) AGENDA ITEM4.6 Page 92 of105
2 of 3 Council... Legal andClerks Services,Office ofthe CityClerk Quarterly Report on Investments Period Ending December 31, 2015 - Unaudited Statement
This Quarter Last Quarter Variance Source of Investment Balance Balance $ Variance % Comments RESERVES Sub Item 7 Withdrawal to fund rent supplement program for 4th quarter of 2015. NRH Rent Supplement 342,424.51 348,424.51 (6,000.00) -1.72% ** No Interest per Council direction
NRH Owned Units Public/Local Transfer from Approved Operating Budget. Housing Corp. 2,932,357.23 2,746,628.23 185,729.00 6.76% ** No Interest per Council direction
Niagara Regional Housing 9,448,931.24 9,448,931.24 - 0.00% ** No Interest per Council direction
NRH Employee Future Benefits 792,733.00 792,733.00 - 0.00% ** No Interest per Council direction
Total Reserves 13,516,445.98 13,336,716.98 179,729.00 1.35%
TOTAL - All Accounts 24,137,109.04 21,826,430.14 2,310,678.90 10.59%
NRH RESERVE FOR THE OWNED UNITS NIAGARA REGIONAL HOUSING RESERVE This reserve was set-up by the Board of Directors as a Reserve Fund in September This reserve was set-up by the Board of Directors as a Reserve Fund in 2004 for capital expenses related to the NRH owned units. A contribution of 15% of January 2003 to be used for the following purposes: total capital program is applied annually $ 1,924,871 Emergency Capital funding for housing providers $ 712,381 Title Normalization for NRH Owned Units NRH RENT SUPPLEMENT RESERVE $ 6,811,679 New Initiatives and other social housing purposes & any new deposits are added to this category. This fund was set-up by the Board of Directors in December 2008 (year end) for a $ 9,448,931 new Rent Supplement program. This Rent Supplement program is budgeted annually and withdrawal from the Reserve matches that year's expenditures.
NRH EMPLOYEE AND FUTURE BENEFITS RESERVE This fund was set-up by the Board of Directors in 2011 to fund Employee Future Benefits. (retiree benefits, sick leave, vacation. etc.) AGENDA ITEM4.6 Page 93 of105
** Interest is no longer applied to any of the former NRH Reserve Funds by approval of Regional Council (CSD 02-2013) January 9, 2013. Withdrawals are subject to the approval of the NRH Board and Regional Council.
3 of 3 AGENDA ITEM 4.6 The Corporation of the PO Box 3012, 50 Church Street Sub Item 8 City of St. Catharines St. Catharines, ON L2R 7C2 Tel: 905.688.5600 | Fax: 905.682.3631 www.stcatharines.ca TTY: 905.688.4TTY (4889)
Planning and Building Services Building and Development
To: His Worship the Mayor and Members of Council
Building Activity Statistics for the Month of March 2016
Month Number of Number of Number Number of Estimated Number Building Demolition of Sign Plumbing Value of of New Permits Permits Permits Only Construction Dwelling Permits Units
January 54 3 16 8 $32,989,160 129
February 64 13 17 16 $6,521,440 12
March 55 5 32 30 $4,955,476 9
TOTAL 173 21 65 54 $44,466,076 150
Major Building Projects Over $250,000: Month of March 2016 (excluding single and two-family dwelling units) Construct New 1 Storey Care Facility Install 1 Co-Generation Unit and Tie Into With Partially Finished Basement (Bldg Existing Mechanical and Electrical #2) Systems as Required 29 St. Helena Street 400 Vine Street $500,000 $430,000 Install 2 Co-Generation Units and Tie Into Renovation Kitchens and Bathrooms of Existing Mechanical and Electrical all 11 Units of Multi-Unit Building. Systems as Required Replace all Windows and Doors and 385 Vine Street Additional Laundry Facilities $420,000 18 ½ Cherry Street $400,000
Legal and Clerks Services, Office of the City Clerk Council... Page 94 of 105 AGENDA ITEM 4.6 Comparative Building Activity Statistics for the Month of March 2015 Sub Item 8
Month Number of Number of Number Number of Estimated Number Building Demolition of Sign Plumbing Value of of New Permits Permits Permits Only Construction Dwelling Permits Units
January 32 3 22 16 $4,396,120 5
February 39 0 9 10 $46,837,528 13
March 67 3 26 23 $6,923,665 12
TOTAL 138 6 57 49 $58,157,313 30
Brian Thiessen, M.A.A.T.O., C.B.C.O. Manager of Plans Examination
Legal and Clerks Services, Office of the City Clerk Council... Page 95 of 105 Council... Legal and Clerks Services, Office of the City Clerk
Updated April 22, 2016
Expected # Date Requested Councillor Details Reporting Dept. Due Date
1 January 26, 2015 Elliott Report regarding a policy for Councillors attending conferences LCS 1/11/2016
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 2 December 16, 2013 Siscoe LCS 1/25/2016 passed; and That Council direct Legal Services to contact the presenters regarding their concerns related to the by-law. (Legal) Report on the possibility of providing in-house legal counsel to advise and 3 January 13, 2014 Secord LCS 1/25/2016 act on behalf of the Niagara District Airport Commission (Legal) Report on "smart" lights, including potential revenue generation and 4 April 13, 2015 Britton TES 1/25/2016 converting decorative lighting to LED lights Mayors Motion: That Council request a staff report including recommendations on how to implement the Compact of Mayors’ targets as 5 November 30, 2015 Siscoe PBS 2/5/2016 identified in Council’s Strategic Plan and makes reference to the City’s Sustainability Policy (PBS with all other depts) 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 6 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 Request staff to review fees for all organizations using office space in arenas (direction to staff) and bring forward a report (w/PRCS) (Note: 7 January 26, 2015 Harris FMS 2/22/2016 scheduled to go to Budget Committee in October or November and will be part of 2016 Rates and Fees report to Council. / KD 10/4/15) AGENDA ITEM 4.6 Page 96 of 105
Page 1 of 10 Council... Legal and Clerks Services, Office of the City Clerk
Expected # Date Requested Councillor Details Reporting Dept. Due Date
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 8 May 11, 2015 Stevens PBS 3/21/2016 and the sign by law as to how the establishments advertise this product, 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.
Report on the expansion of the pop up patio program to possibly include boardwalks and serviceable areas and other possible improvements to the program to allow greater walkability/utility and that the ward Councillors be 9 May 25, 2015 Siscoe PBS 3/21/2016 included in the discussions; and to hold a meeting with ward Councillors post haste in regards to review St. Paul St. street scape plan concerns (enlarge sidewalks & remove prkg to allow for permanent patios on street)
Prepare a report, upon completion of staff's plan, regarding options for the 10 November 3, 2014 Siscoe upkeep and maintenance of Johnson Park on Erion Road (to be included PRCS 4/4/2016 as part of horticulture management report) Request from Public Meeting for Downtown Entertainment District: Report on mechanisms for enforcement of the initiatives and accomplishments of 11 June 23, 2014 Siscoe PBS 4/18/2016 the DDRC and the DLEC in the downtown (combine with request from July 8, 2013) That staff report on the feasibility of creating a parking area for Cushman 12 May 25, 2015 Britton TES 4/18/2016 Park (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 13 January 11, 2016 CO 5/2/2016
Kushner estimates for items identified in 2016; and That staff meet regularly AGENDA ITEM 4.6
Page 97 of 105 (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.
Page 2 of 10 Council... Legal and Clerks Services, Office of the City Clerk
Expected # Date Requested Councillor Details Reporting Dept. Due Date
Referral: That staff convene a meeting between volunteers at the Conservancy, MZE, Versluis Bros, City staff and ward Councillors to fairly, and in an unbiased way, review and assess the potential Restoration 14 March 21, 2016 Williamson /Enhancement or new build alternative using all available geotechnical and CO 5/2/2016 structural information, confirm the costs and report back to Council within 30 days. (Re: Proposed Demolition of Lakeside Park Pavilion Report PBS- 287-2015) 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 05/02/2016 15 November 16, 2015 Stevens skills training; and That staff prepare guidelines which include looking at CSS on General Niag. Falls' processes and their minimum/preferred requirements which Agenda would ensure fairness in hiring practices and that these guidelines be available in time for consideration by the Fire Master Plan Committee (with FEM) 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 16 July 6, 2015 Haywood CO 5/16/2016 grow fruit and/or vegetables on their properties within the city; and That the report 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. Prepare a report on documenting a plan on Wayfinding Signage directing people to facilities in the Downtown, specifically the Meridian and
17 September 28, 2015 Phillips TES / CAO 5/16/2016 AGENDA ITEM 4.6 FirstOntario Performing Arts Centre. (TES with EcDev) (requires additional Page 98 of 105 information from Region /BA)
Page 3 of 10 Council... Legal and Clerks Services, Office of the City Clerk
Expected # Date Requested Councillor Details Reporting Dept. Due Date
That staff work with the Region to reduce traffic issues with Williamson/ southbound traffic on Geneva St. under QEW at Carlton Street and to 18 January 11, 2016 TES 5/16/2016 Britton report back to Council by end of March. Clr. Britton: and to include the feasibility of blocking off Dunlop Dr. Report on the feasibility of a left hand dedicated light for the Vine Street / 19 April 13, 2015 Britton Niagara Street / Facer Street area (Regional jurisdiction/issue - TES still TES 6/13/2016 waiting for response from Region) Report on traffic calming measures based on Council’s approved Traffic Calming Policy, complete with costs (see Item 3.1, TES's Henley Island 20 April 27, 2015 Harris TES 6/13/2016 Drive Sidewalk Project No. P14-041, Multi-use Alternative and Early Budget Approval) (amendment to Clr Garcia's motion) Report on how the City will address trees that are on private property that Elliott / are dying, dead, or ones posing a danger to people or property (ie: ash 21 August 24, 2015 PRCS 6/13/2016 Phillips trees, affected by the Emerald Ash Borer), and look at ways to make it easier and/or economical for residents to have the trees removed Report on the recommendations that were contained in the presentation 22 June 8, 2015 Siscoe TES 6/27/2016 by Katrina Kroese, Niagara Sustainability Initiative re: Carbon Project Review the process for the naming rights of parks and buildings in the 23 July 6, 2015 Stevens community and report back to Council (different request from report prev PRCS 6/27/2016 done 05-25-15 by PRCS-Procedure for naming parks/arenas) Report back with recommendations regarding a policy to address requests from commercial businesses for temporary road closures for special 24 August 24, 2015 Siscoe TES 6/27/2016 events (before patio season begins in 2016) (re: Special Event License with Gord's Place in former Civic Square area) Look at what the speed limit should be on residential streets and report 25 November 2, 2015 Williamson back to Council (Clr Siscoe: include possibility of lowering the speed limit TES 6/27/2016 in the downtown to 30 km/hr)
Report regarding the feasibility of Council creating a low-income transit AGENDA ITEM 4.6
Page 99 of 105 subsidy program, including best practices in other communities; and That 26 November 30, 2015 Siscoe FMS 6/27/2016 staff liaise with the Niagara Region Poverty Network (NRPN) on this issue (FMS w/Transit)
Page 4 of 10 Council... Legal and Clerks Services, Office of the City Clerk
Expected # Date Requested Councillor Details Reporting Dept. Due Date That Council direct FEM to go over every recommendation item found in the Fire Marshall's Report and give an update to Council on those items by 27 January 11, 2016 Haywood FEMS 6/27/2016 the 2nd quarter of 2016 (understanding that the Establishing Regulating By-law will not be included in this report) That a debt management strategy, to include major debenture projects, 28 March 8, 2016 Phillips FMS 6/30/2016 come to Council by end of 2nd quarter Report on the implications of regulating the sale of cats and dogs in pet 29 September 26, 2011 Siscoe LCS 7/11/2016 stores (pending new contract with LCHS) (w/CSS) Comparison report on by-law for regulating keeping of dogs evaluating the 30 October 3, 2011 Siscoe LCS 7/11/2016 section relating to restraint. (pending new contract w/LCHS) (w/CSS) 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 31 August 24, 2015 Phillips LCS 7/11/2016 be directed to a local organization to be put towards their spay/neuter program (re: Regulating Keeping of Cats report) Prepare a report (City-wide winter storm event temporary on street parking prohibition) outlining the areas to be excluded from the parking prohibition, 32 November 16, 2015 Elliott TES 7/11/2016 and with an alternative system for those areas to come back to Council after phase two Re: Emergency Dispatch Services Working Group - That staff create an 33 February 8, 2016 Britton implementation strategy to find the $1 million savings as identified in the FEMS 7/11/2016 IBI Group study That staff be directed, in cooperation with our heritage committees, to resubmit a letter to Parks Canada for reconsideration of the two 34 July 6, 2015 Williamson PBS 7/25/2016 lighthouses in Port Dalhousie for inclusion on the list of designated lighthouses and report back to Council. (Status report only) 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 35 December 14, 2015 Recommen- FMS / PBS 7/25/2016 model, subject to a report to the BSC on the direct costs in the summer of dation AGENDA ITEM 4.6 Page 100 of 105 2016 (from 2016 Rates and Fees report) Staff That staff proceed with review and refining the comparators of the rates 36 December 14, 2015 Recommen- and fees with a report to the BSC by September 2016 for 2017 Budget FMS 9/26/2016 dation (from 2016 Rates and Fees report)
Page 5 of 10 Council... Legal and Clerks Services, Office of the City Clerk
Expected # Date Requested Councillor Details Reporting Dept. Due Date That staff report back on feasibility of holding Council meetings (excluding 37 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) That staff investigate the concept of pooling in a further report. (Regarding 38 February 29, 2016 Kushner FMS 9/30/2016 Corporation insurance coverage report) That Council direct staff to obtain more details regarding AMO's "request for broader municipal investment powers" resolution and what would it 39 April 4, 2016 Britton mean for a municipalitity (i.e. increased revenues), in addition, to look at FMS 9/30/2016 other potential sources of revenue, such as grants, and report back to Council 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. 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 41 August 11, 2014 Elliott PRCS 12/19/2016 a Civic Gallery, perhaps to be part of the end use study for the Old Court House (with TES) Staff to monitor rental rates for the not-for-profit organizations who are 42 December 14, 2015 Kushner using the PAC to see what impact the increases had on the organizations FMS 2/28/2017 and report back after year one (regarding Rates and Fees increases) That a ten year history of the City’s operating budget statistics in a variety 43 March 8, 2016 Williamson FMS 3/1/2017 of forms be included in the operating budget for future operating budget. That staff explain the total City increase in terms of total expenditures 44 March 8, 2016 Kushner FMS 3/1/2017 increased and other factors that account for the total increase Staff That a further staff report to the BSC on full cost recovery of planning fees 45 December 14, 2015 Recommen- by September 2017 with the goal of the implementation be for the 2018 FMS 9/1/2017 dation Rates and Fees (from 2016 Rates and Fees report) Report back to Council within the month of completion of the Operations
46 November 30, 2015 Siscoe TES 2017 / 2018 AGENDA ITEM 4.6
Page 101 of 105 Facility Consolidation to declare Geneva St as surplus
Page 6 of 10 Council... Legal and Clerks Services, Office of the City Clerk
Expected # Date Requested Councillor Details Reporting Dept. Due Date
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 Budget Kushner/ 47 November 30, 2015 budget; and That the report include a staff recommendation; and to add FMS Committee - Stevens / the number of units that are privately owned and how this would affect Feb 9/16 Elliott/Garcia owners 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 on the implications if Fire and Emergency Management Services Completion were to remove one fire truck from service and if Fire and Emergency date unknown 48 March 30, 2015 Haywood Management Services were allowed to hire three additional fire prevention FEMS at this time officers at a total cost of $300,000 (Tie into FEM Master Plan - to start Mid (tied to Master October) (due date TBA till new committee meets) Fire Plan) That the Budget Standing Committee review the BMA Management 49 March 8, 2016 Kushner BSC / FMS Ongoing Consultant Report in their budget deliberations. STUDY: Clr requested Court House end use study be added back on the ORL. (Clr Secord's motion, f/a for direction to staff Clr Elliott, Apr 30/12, 50 September 9, 2013 Elliott TES TBA respecting Farmers Market Operation Review report: That an end use study for the old court house be included in the 2013 budget) (with TES) Report on traffic calming measures on Dorothy Street, including the types 51 April 27, 2015 Garcia TES TBA available and associated costs AGENDA ITEM 4.6 Page 102 of 105 Report on potential changes to driveway at 9 Prince Henry Court (with 52 August 24, 2015 Williamson TES TBA PBS and FMS)
Page 7 of 10 Council... Legal and Clerks Services, Office of the City Clerk
Expected # Date Requested Councillor Details Reporting Dept. Due Date
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 53 November 30, 2015 Harris PRCS TBA from the glycol leak; 7) Formation of a construction committee to include 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 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 54 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 55 November 30, 2015 Britton No. 15-86), including why this happened and what actually happened TES TBA procedurally AGENDA ITEM 4.6 Page 103 of 105
Page 8 of 10 Council... Legal and Clerks Services, Office of the City Clerk
Expected # Date Requested Councillor Details Reporting Dept. Due Date
(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 Parkway, as well as any other issues that might impact on Federal land Siscoe/ regarding sidewalks, etc.; and Stevens: That staff investigate having the 56 January 25, 2016 Stevens / PBS TBA exit onto MacKenzie King off the Welland Canals Parkway be one for Phillips 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. (see February 29, 2016 deferral) REFERRAL TO BUDGET COMMITTEE: That staff report on the feasibility 57 January 25, 2016 Haywood of the Living Wage to be implemented for all City staff (excluding contract, BSC / FMS TBA temps and students) DEFERRAL: Clr. Kushner deferred his motion re: Public Involvement in 58 February 8, 2016 Kushner Site Plan Process for 15 Pelham Road to meeting of February 22, 2016. N/A TBA (Clr waiting for information before proceeding with motion) DEFERRAL That Council defer report regarding 54 MacKenzie King Ave Plan of Subdivision to direct staff to meet with current and previous 59 February 29, 2016 Kushner developers, two ward Councillors, city staff, and include resident PBS TBA representation to discuss the street entrance issue at hand and come to a decision, to come back to Council. That staff report quarterly to Council on all completed infrastructure projects detailing expected budgeted costs, amounts the contract was awarded for, and then final project costs that are over $100k in awarded 60 February 29, 2016 Siscoe FMS TBA costs. (regarding Early Budget and Approval of Proposed 2016 Construction Programs Funded by 2016 Operating Budget, 2016 Capital Budget and 2016 Water / Wastewater Budget) That staff report on what the $250k Federal Gas Tax allocated to Capital AGENDA ITEM 4.6
Page 104 of 105 Projects went towards in 2015 and what it will go to in 2016. (regarding 61 February 29, 2016 Britton Early Budget and Approval of Proposed 2016 Construction Programs FMS TBA Funded by 2016 Operating Budget, 2016 Capital Budget and 2016 Water / Wastewater Budget) (Info to be added to Capt. Budget report)
Page 9 of 10 Council... Legal and Clerks Services, Office of the City Clerk
Expected # Date Requested Councillor Details Reporting Dept. Due Date That staff report on eliminating rail / road grade crossings and to 62 February 29, 2016 Williamson investigate shared funding possibilities with rail partners (to be included in TES TBA Transportation Master Plan) Referral: concerns presented by P. Schlanger back to staff (TES) to meet 63 March 21, 2016 Phillips with school officials, concerned residents and bring a report back to TES TBA Council, to include a transportation study. (in amendment to Clr Haywood's request) That Council refer Niagara Falls' resolution, as referenced by Bruce Allen, President, Unifor Local 199 at 64 April 4, 2016 Britton CAO TBA the meeting of March 21, 2016, regarding the Trans Pacific Partnership, for more information from federal partners (EcDev) That staff be directed to work with the area residents and Ward Councillors regarding the flooding and drainage issues in the entire area, 65 April 18, 2016 Stevens including the adjacent park, and report back to Council; and (Clr Haywood) PBS / TES TBA see if there is a way to address the ground water in the park (regarding 88 Merritt St) Report on who is responsible for litter caused by wind-strewn garbage and what kind of remedial action can be taken; and (Clr Elliott) staff to contact 66 April 18, 2016 Kushner TES TBA the Region to see if there are different types of containers available (rather than open bins) AGENDA ITEM 4.6 Page 105 of
Page 10 of 10