The Corporation of the City of St. Catharines GENERAL COMMITTEE AGENDA Regular, Monday, June 13, 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
4 - 6 3.1 Staff Presentation: Dan Carnegie, Chief Administrative Officer, and Tracey Miller, Manager of Business Process Improvement Precedes Discussion of Report Office of the Chief Administrative Officer, Administration Update on Continuous Improvement
7 - 11 3.2 Corporate Services, Commissioner Payroll and Human Resources Information System Award
12 - 16 3.3 Corporate Support Services, Human Resources Hiring Process for Senior Management Positions, Supplemental Information (Deferred by General Committee, May 30, 2016, Item 3.5)
17 - 23 3.4 Corporate Support Services, Human Resources Firefighters Recruitment Process – Additional Information (Deferred by General Committee, May 2, 2016, Item 4.1)
24 - 39 3.5 Planning and Building Services, Planning Services Application for Draft Plan of Vacant Land Condominium Approval for 29-Unit Townhouse Development at 60 Canterbury Drive; Owner: Centennial Developments (Niagara) Inc.; Agent: Upper Canada Consultants (Referred by Council following the Public Meeting, May 30, 2016, for consideration by General Committee at the meeting of June 13, 2016)
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40 - 42 3.6 Transportation and Environmental Services, Engineering and Construction P15-001 Ontario Street - Award of Tender and Wastewater Budget Amendment
4. Consent Reports
43 - 47 4.1 Financial Management Services, Property Management Proposal to Declare Surplus Land, Vacant Land Adjacent to 283 St. Paul Street, Realty File: 16-12
48 - 50 4.2 Fire and Emergency Management Services, Training Attendance at the Fire Department Instructors Conference in Indianapolis, Indiana from April 18-22, 2016
51 - 56 4.3 Transportation and Environmental Services, Engineering and Construction Cushman Road Park - Parking Feasibility
57 - 58 4.4 Transportation and Environmental Services, Operations Left-turn Advanced Phase at Intersection of Niagara Street and Vine Street / Facer Street
59 - 61 4.5 Transportation and Environmental Services, Operations Traffic Calming on Henley Island Drive
62 - 67 4.6 Parks, Recreation and Culture Services, Performing Arts Centre Request for Proposal for Film House Programming Services
68 - 75 4.7 Parks, Recreation and Culture Services, Business Planning and Strategic Services Canada 150 Community Infrastructure Program - Intake Two - Centennial Gardens and Seymour-Hannah Applications [Addenda]
76 - 161 4.8 Legal and Clerks Services, Office of the City Clerk Council Correspondence
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5. Report Requests and Directions for Staff
162 - 163 5.1 Resolution - City of Port Colborne, Re: Support for Resolution - Fencing Installed Along the Welland Canal *Note: On May 30, 2016, Councillor Williamson removed Council Correspondence Item 4.8, Sub-item 4, from Consent for Discussion. The item was deferred to the meeting of June 13, 2016
164 - 165 5.2 Resolution - Niagara Region, Re: Support for Expansion of Customs Pre-Clearance Locations in Canada *Note: On May 30, 2016, Councillor Britton removed Council Correspondence Item 4.8, Sub-item 5, from Consent for Discussion. The item was deferred to the meeting of June 13, 2016
166 5.3 Greater Niagara Chamber of Commerce, Re: Support for a Bi-National Pre-Clearance Initiative at Peace Bridge *Note: On May 30, 2016, Councillor Britton removed Council Correspondence Item 4.8, Sub-item 9, from Consent for Discussion. The item was deferred to the meeting of June 13, 2016
6. In-Camera Session (General Committee) Council will meet In-Camera for the following purposes: verbal - personal matters about an identifiable individual, including municipal or local board employees (Deferred by Council at the meeting of May 30, 2016) a proposed or pending acquisition or disposition of land by the municipality or local board, Realty File No. 03-13, and Realty File No. 16-014
7. Adjournment
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Corporate Report Report from Office of the Chief Administrative Officer, Administration Date of Report: May 19, 2016 Date of Meeting: June 13, 2016
Report Number: CAO-153-2016 File: 10.12.99
Subject: Update on Continuous Improvement
Recommendation That Council receive the report ‘Update on Continuous Improvement’ for information. FORTHWITH Summary Following the establishment of a continuous improvement division, staff have worked together to build a continuous improvement culture in the Corporation which will result in efficiencies in staff time and financial savings. Background City Council approved a reorganization of senior staff in January 2014 which saw the creation of two new positions: the Commissioner of Corporate Services and the Commissioner of Operations. These positions were created to address a gap in long- term strategic planning and to facilitate cross-department approaches to planning, service delivery and budgeting.
In February 2014, the Chief Administrative Officer (CAO) presented a report to the Ad Hoc Budget Committee which projected operational savings could be achieved through asset management, attrition and continuous improvement.
A continuous improvement division was created in late 2014 by the Commissioner of Corporate Services, who seconded the City’s Billing Manager to the position of Manager of Quality Improvement. The title of the position has subsequently been changed to Manager of Business Process Improvement (BPI).
This division was created without additions to the City’s staff complement by realigning responsibilities of existing positions. This was the same approach employed in creating Citizens First, the City’s centralized customer service area. Report Continuous improvement refers to an organization’s ongoing efforts to improve products, services and/or processes in order to increase efficiency and reduce costs. These savings can be small or large and include both savings in staff time and hard
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expenses. In addition to being a method for increasing efficiency, a continuous improvement approach acknowledges that opportunities for improvement are constant and that there is no end point in the search for the best approach to production or a process.
In this way, continuous improvement at the City of St. Catharines is as much about changing the culture of work as it is about finding financial savings. Instead of resting on the assumption that one has developed the best process, continuous improvement pushes employees to always look for ways it can be done better.
Ideally every employee in every area of the Corporation would approach their work in this manner. However in organizations which are highly regulated or where operations are dictated by legislation it can be difficult for employees to see they can have a role in continually improving the processes of their workplace.
Educating City employees about their role in continuous improvement has been a priority of the Manager of Business Process Improvement. Over the course of the past year, the manager has spoken to all City staff, from frontline staff to senior management, to teach them about the concept of continuous improvement. In addition, during formal reviews conducted by the Manager of Business Process Improvement a significant amount of time is spent educating participants about continuous improvement, including an overview of Kaizen, Six Sigma and Lean principles.
Approaches to continuous improvement Kaizen, Six Sigma and Lean each offer different approaches to achieving continuous improvement and can be used independently or in combination to improve a process.
Kaizen is a common sense Japanese business philosophy of “change for the better”, continuous improvement and is the basis of the Toyota Production System. A Kaizen event is a facilitated, small-scope improvement activity that engages the creativity of employees to reduce waste in a work process. Lean is a management philosophy to increase the speed and quality of a process through reduction of waste. Six Sigma is a data-driven approach to eliminate errors in a process.
The City has invested in the education and training of the Manager of Business Process Improvement who has achieved a Lean Green Belt designation and is now the in-house expert in continuous improvement. This train-the-trainer approach was preferred over sending a group of City employees because it allows the information to be shared with all employees, practicing and promoting continuous improvement within their divisions and applying knowledge and skills back to their work in a less costly manner.
Number of reviews and results Since December 2014 more than 115 employees have participated in nine formal Kaizen events/reviews, which included Lean training. In addition, 26 informal reviews have been completed in the same time period, involving an additional 100 employees.
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Out of the 35 reviews, implementation has been completed on 24, with 11 still in various stages of completion.
These reviews have resulted in close to 2700 hours in labour savings to date, meaning City staff in the areas subject to review now have additional capacity to dedicate to other projects or tasks. The reviews have also resulted in almost $250,000 in financial savings and more than $18,000 in additional revenues. Most of the savings and additional revenues are annual figures which help us to achieve improved service levels and to maintain budgets year over year. Savings will not necessarily be a line item in the budget. Resources may be realigned to find capacity and to deliver more effective and efficient services, always with the customer in mind.
While the dollars may not seem significant on their own, the incremental impact of the savings are. With increased staff capacity and the education provided to staff the efforts of the Business Process Improvement division will have positive impacts on shifting the work culture at the City. This will ease other continuous improvement efforts and lead to future successes.
Looking ahead, the BPI team is planning an additional four reviews for the remainder of 2016 based on suggestions from both senior staff and front line employees. Over the next five years the goal is to have every employee participate in a review/event and to receive Lean training. Financial Implications There are no financial implications as a result of the recommendations of this report.
Relationship to Strategic Plan This report relates to the following goal in the Strategic Plan:
Be an affordable city for young people, families and retired older adults.
By building a culture of continuous improvement the City will ensure that its processes operate efficiently, using only those staff and financial resources required, thus reducing the need for additional property tax dollars and ensuring St. Catharines is an affordable city for its diverse residents. Conclusion Continuous improvement is a philosophy of how we do our work which can improve the efficiency of processes in the Corporation, both in terms of staff and financial resources. With the foundation for a continuous improvement culture in place, the Corporation will benefit now and in the future.
Prepared by: Cindy Upshall, Manager of Corporate Communications
Submitted by: Tracey Miller, Manager of Business Process Improvement
Approved by: Dan Carnegie, Chief Administrative Officer
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Corporate Report Report from Corporate Services, Commissioner
Date of Report: May 12, 2016 Date of Meeting: June 13, 2016
Report Number: CSC-147-2016 File: 10.10.99
Subject: Payroll and Human Resources Information System Award
Recommendation That Council award the Request for Proposal to ERP Connex/UNIT 4 Business Software in the amount of $686,547.29 plus HST; and
That Council grant early 2016 Capital Budget approval for $173,000 to fund the award of the Request for Proposal to ERP Connex/UNIT 4 Business Software; and
That the City Solicitor be directed to prepare the necessary by-law and agreement. FORTHWITH Summary The City’s current payroll system is no longer actively supported by the vendor, putting the Corporation in a vulnerable situation should the system require maintenance or upgrades. Staff have investigated alternative software solutions for a Payroll and Human Resources Information System (HRIS) which will integrate payroll and human resource information into one solution. The request for proposal process resulted in ERP Connex/UNIT 4 Business Software (“ERP Connex”) being selected as offering the best overall solution. Through this process staff has selected a system that integrates well with existing City systems and also has the potential of expanding to service other areas of the City in the future. Background The City’s current payroll system has been in place since 1997 and is no longer actively supported by the vendor. Continuing to run the City’s payroll with an unsupported system could present challenges in the event that emergency maintenance is needed or system upgrades become a necessity to keep up with the future Windows operating systems that are expected to be in place in 2017.
The current payroll system has not been able to keep up with ongoing technology demands. This means staff need to develop time-consuming manual processes/work- arounds to address shortcomings of the current system. Additionally, the current system does not integrate well with any of the other City systems, does not offer employees any
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self-service options and has many fundamental design flaws that could allow for a loss of data if manual validations created by staff are not put in place.
An HRIS provides a single, centralized view of data. It provides a means of acquiring, storing, analyzing and distributing information to various stakeholders. It assists with the tracking of information/data, with the identification of opportunities for process efficiencies, with the management of organizational hierarchy, contributes to simplifying financial transactions and enhances strategic decision making.
Currently the City does not have an HRIS system and as result staff are required to manually track information related to the human resource functions. Spreadsheets, lists and other electronic databases are used to track this information. This places a significant administrative burden on staff when their efforts could be better focused on other areas of human resources.
As personnel related costs comprise a significant portion of the City’s expenditures, managing these costs is a key business function. Tracking this information accurately and keeping up-to-date records is necessary so the City can meet the filing and remittance requirements of federal and provincial agencies. Report On December 11, 2015, the City of St. Catharines published an open competitive Request for Proposal (RFP). The objective of an RFP is to determine the high ranked proposal capable of providing the best solution to the City’s needs. Although cost is an important factor in the evaluation process, it is only one of the evaluation criteria used in determining the highest ranked proponent.
No proposals were received from companies exclusively based in Niagara. Prior to closing the RFP process City staff explored extending partnership opportunities with the existing City municipal partners (e.g.: the time and attendance system with the Niagara Region) but they were unable to accommodate the City needs/timelines for the proposal.
At the time of closing on January 15, 2016 a total of five proposals were received from: Avanti Software Diamond Municipal Solutions ERP Connex UNIT 4 Business Software High Line Corporation Mid-Range Software
As part of the evaluation process all proposals were required to meet minimum specifications and functionality which included the following, mandatory modules: Payroll processing and reporting Attendance management Benefit management Organizational management (organizational structure, job descriptions etc.)
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In evaluating the mandatory modules, 20 qualification criteria were detailed to ensure the proposed solution would meet the City’s needs.
In addition to these mandatory requirements, proposals were further evaluated on: Company history Service history Suitability of the proposed solution to meet the City’s requirements Capabilities and reliability of the equipment offered User feedback from demonstrations Proposal value added elements Projected life cycle cost
Preference was also considered for proposals which were: A single vendor solution Flexible Expandable A part of a larger enterprise resource planning system that has capability of the following modules: o Financials – general ledger, accounts payable, accounts receivable, financial reporting and budgeting o Work order management o Asset management o Customer relationship management
Pursuant to the RFP process, two proposals were removed from further consideration as it was determined that the proposals did not meet the minimum specifications.
On March 10, 2016, the evaluation committee shortlisted three proponents: Diamond Municipal Solutions ERP Connex UNIT 4 Business Software Mid-Range Software
Based on a core list of scenarios, proponents were asked to demonstrate their software solution to City staff. The two day demonstrations were conducted throughout the month of March.
Following proponent presentations, City staff conducted several reference checks, via conference call and onsite demonstrations at other municipal locations who are currently using the proposed software solutions.
At the conclusion of the evaluation process, City staff determined that although ERP Connex was not the lowest cost proponent, a strong technical evaluation, quality of references similar in size and scope, established them as the highest ranked proponent. ERP Connex UNIT 4 Business Software has a presence in Niagara, with two staff working in the area.
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Financial Implications Sources of funding: Prior year approvals $126,000 2016 Draft Capital Budget $573,000 Total funding required $699,000
Total Project Cost: RFP Price RFP Price RFP Price (pre-HST) (including (Including 1.76% HST) 13% HST) Total $686,547.29 $698,630.52 $775,798.44
In February 2016, Council granted early approval in the amount of $400,000 in addition to a prior year approval of $126,000. Staff are recommending an additional early budget approval in the amount of $173,000 to complete the funding of the project.
Relationship to Strategic Plan The recommendations of this report support the Economic Sustainability pillar of the Strategic Plans follows:
Identify and quantify the City’s technology requirements for the next four years for long term cost savings requirements for technology upgrades, as part of the Economic Sustainability pillar. The implementation of this Payroll/ HRIS system is a step towards consolidating some of the City’s major applications to realize short and long term cost savings.
Establish program performance management and reporting systems that demonstrate value for service. The enhanced reporting functionality will allow staff to better manage employee performance and in turn enhance service levels to our citizens.
Optimize capital infrastructure through effective asset management and sustainable investment. Employees are our biggest asset and this system will not only help in managing this asset effectively but will also assist in identifying opportunities for improvement.
Develop partnerships to enhance the economic vitality of the community. Purchasing the licencing provides an opportunity to partner with smaller local municipalities. An integrated system could provide capital and annual cost recovery for the City.
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Conclusion Through extensive research and reference review City staff have identified ERP Connex as the most comprehensive solution within the implementation budget. With minimal customization required, this solution will integrate with existing solutions, meet current needs, and offer the ability to expand to other service areas in the future.
Prepared by: Ronnie Audeh, Manager of Applications John Sim, Manager of Accounting and Payroll Chantal Switzer, Manager of Human Resources
Submitted and Approved by: Shelley Chemnitz, Commissioner, Corporate Services Jeanette Pillitteri, Director of Corporate Support Services
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At the meeting of May 30, 2016, General Committee AGENDA ITEM 3.3 deferred this report to the meeting of June 13, 2016
Corporate Report Report from Corporate Support Services, Human Resources
Date of Report: May 25, 2016 Date of Meeting: May 30, 2016
Report Number: CSS-149-2016 File: 10.10.99
Subject: Hiring Process for Senior Management Positions, Supplemental Information
Recommendation That Council approve the continued inclusion of elected officials on hiring committees for senior staff positions as outlined in this report. FORTHWITH Summary The restructuring of the senior management group to include commissioners requires updating Council’s “Hiring Process for Department Heads” policy. At the Council meeting of May 16, 2016, Council referred the report from Corporate Support Services regarding the hiring process for senior management positions to staff for more information. Council requested that staff consult with Councillors as to their opinions on the process and that the report include a review of best practices of other municipalities that have adopted a commissioner structure. Background In 1991, Council ratified the “Hiring Process for Department Heads” policy that provides a strong and effective method of arriving at high quality decisions on senior positions within the City. Council’s policy ensures that the final selection is made by the individual responsible for the work of the newly hired/promoted individual. This accountability is part of the process and takes place at all levels of our hiring.
The policy states that an internal interview panel would be set up and consist of the Chief Administrative Officer, Director of Personnel (now the Director of Corporate Support Services), at least one other department head, plus the Mayor and one other alderman (now Councillor).
The policy indicates that the Chief Administrative Officer makes a decision on a candidate taking into consideration the panel’s individual candidate evaluations.
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With the addition of commissioners into the organizational structure it is now appropriate to review the policy and make recommendations on the composition of hiring committees. The following charts details other municipal hiring committee practices for similar positions.
Council Involvement in Senior Management Recruitment (Comparator Municipalities) Level 1 Level 2 Level 3 Commissioner / Municipality Municipality CAO General Director Type Manager Barrie Yes Yes No Single Tier Cambridge Yes Optional No Lower Tier Guelph N/R N/R N/R Single Tier Kingston Yes No No Single Tier Kitchener Yes Optional No Lower Tier Niagara Falls Yes N/A No Lower Tier Oshawa Yes No No Lower Tier Thunder Bay N/R N/R N/R Single Tier Waterloo Yes Yes No Lower Tier Windsor Yes No No Single Tier *N/R = No Response *N/A = Not Applicable
Council Involvement in Senior Management Recruitment (Other Municipalities Provided for Information Purposes) Level 1 Level 2 Level 3 Commissioner / Municipality Municipality CAO General Director Type Manager Fort Erie Yes N/A No Lower Tier Hamilton Yes No No Single Tier Niagara Region Yes Yes No Upper Tier Oakville Yes No No Lower Tier Welland Yes Yes No Lower Tier *N/A = Not Applicable
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Report In 2014 Council approved an organizational restructuring of the senior management group, creating three levels of senior management:
Level 1 - Chief Administrative Officer Level 2 - Commissioners Level 3 - Directors
See Appendix 1 – Organizational chart of senior positions within the corporation.
Although our research has indicated a limited involvement with regards to the participation of Council to the hiring of senior management vacancies, the existing policy includes Council’s participation. The inclusion of Council members on hiring committees has been mutually beneficial for staff and Council. This report outlines staffs’ recommendation for hiring committees in the case of senior management vacancies in the chart below.
VACANT POSITION HIRING COMMITTEE CAO (Level 1) Stage 1 Interview: The Mayor and a committee of Councillors. Stage 2 Interview: Council of the whole. Commissioner (Level 2) Stage 1 Interview: The Mayor, one Councillor, the CAO and staff appointed by the CAO. Stage 2 Interview: The Mayor, one Councillor, the CAO and staff appointed by the CAO. Stage 3: Report from the CAO to Council advising preferred candidate. Director without a Commissioner Stage 1 Interview: The Mayor, one (Level 2) Councillor, the CAO and staff appointed by the CAO. Stage 2 Interview: The Mayor, one Councillor, the CAO and staff appointed by the CAO. Stage 3: Report from the CAO to Council advising preferred candidate. Director (Level 3) Stage 1 Interview: The Mayor/Designate and staff appointed by the CAO. Stage 2 Interview: The Mayor/Designate and staff appointed by the CAO. Stage 3: Report from the CAO to Council advising preferred candidate.
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Conclusion The restructuring of the senior management group to include commissioners requires updating Council’s “Hiring Process for Department Heads” policy. Based upon our understanding of best hiring practices, a review of procedures in comparator municipalities and the desire of Council involvement staff recommend the procedure outlined in this report. Financial Implications Not Applicable.
Prepared by: Chantal Switzer, Manager of Human Resources
Submitted by: Jeanette Pillitteri, Director of Corporate Support Services
Approved by: Shelley Chemnitz, Commissioner Corporate Services
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Hiring Process ... Corporate Support Services, Human Resources Three Levels of Senior Management
Mayor and Council 1
1 CAO Dan Carnegie
2 Commissioner of Commissioner of Operations Corporate Services Bryan Shynal Shelley Chemnitz
3
Director of PRCS Director of TES Director of Fire/EMS Director of PBS Director of LCS Director of FMS Director of CSS
VACANT Dan Dillon Dave Wood James Riddell Nicole Auty Kristine Douglas Jeanette PillitteriAGENDA ITEM 3.3 Page 16 of 166 At the meeting of May 2, 2016, General Committee deferredAGENDA ITEM 3.4 this report to the meeting of May 16, 2016.
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.
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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
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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
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At the meeting of October 5, 2015, AGENDA ITEM 3.4 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.
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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.
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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
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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
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At the meeting of May 30, 2016, Council referred this reportAGENDA to ITEM 3.5 the General Committee meeting of June 13, 2016 for consideration of the STAFF RECOMMENDATION.
Corporate Report Report from Planning and Building Services, Planning Services
Date of Report: May 10, 2016 Date of Meeting: May 30, 2016
Report Number: PBS-140-2016 File: 60.46.416
Subject: Application for Draft Plan of Vacant Land Condominium Approval for 29-Unit Townhouse Development at 60 Canterbury Drive; Owner: Centennial Developments (Niagara) Inc.; Agent: Upper Canada Consultants
Recommendation That Council refer the report from the Planning and Building Services, dated May 10, 2016, concerning a draft plan of condominium approval for consideration at the Council meeting of June 13, 2016, after the Public Meeting scheduled for May 30, 2016. FORTHWITH Staff Recommendation That approval be granted to a draft plan of vacant land condominium for the lands described as Part of Lot 12, Concession 8 Grantham, Part 1 Plan 30R-14313 St. Catharines and Lot 44 Plan 680 Grantham, City of St. Catharines, municipally known as 60 Canterbury Drive, as illustrated on Appendix 1 of this report, subject to the Conditions of Draft Plan of Condominium Approval, as outlined in Appendix 2 of this report; and
That the Notice of Decision required by the Planning Act, R.S.O. 1990, c.P. 13, as amended, be processed by staff; and
That after notice of Council’s decision has been given, the Clerk be authorized to endorse the plan as “Draft Approved” on the day after the appeal period has expired, in accordance with the Planning Act, provided that no appeals have been lodged; and
That upon expiration of the appeal period, staff be directed to forward any appeals to the Ontario Municipal Board for consideration and final decision; and
Further, that the Clerk be directed to make all necessary notifications. FORTHWITH Summary The purpose of the application is to request approval of a draft plan of condominium (vacant land) for 29 townhouse dwellings situated on a common private road, as illustrated on Appendix 1. The plan of condominium will allow each of the units to be
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sold individually. Staff is recommending approval of this draft plan of condominium subject to the Conditions of Draft Plan Approval outlined in Appendix 2. The proposal conforms to Provincial, Regional and local Official Plan policies. A Site Plan Agreement was registered on the lands on January 20, 2016. Report Location and Site Description The subject lands are located on the southernmost part of Canterbury Drive, west of Hartzel Road, in the City’s East Planning District. A location map is attached as Appendix 3.
The subject lands are approximately 1.0 hectare in size, with frontage along Canterbury Drive and a pedestrian access to Hartzel Road. The property is vacant with sparse vegetation. Some site disturbances have been made to accommodate the proposed development.
Surrounding land uses include: North: Detached and semi-detached dwellings South: Commercial lands East: Commercial lands and Hartzel Road West: Carter Creek and Trillium rail line
The Proposal The applicant proposes to construct 29 townhouse dwellings on six blocks, as illustrated on Appendix 1. All of the dwellings will have frontage along a common private road. Parking is to be provided within private driveways, attached garages, and in common areas. Ten visitor parking spaces are proposed along the centre common area and at the southernmost portion of the lands. The applicant has requested Draft Plan of Vacant Land Condominium Approval so that each of the 29 units can be sold individually. The approved site plan for the development is provided in Appendix 4.
Official Plan Designation The City’s Official Plan, The Garden City Plan (GCP), designates the lands as Neighbourhood Residential (see Appendix 5), providing for a range of housing opportunities, types, forms, and densities. Schedule E9 of the GCP (see Appendix 6) provides additional direction for the East Planning District and designates the lands as Medium Density Residential, permitting detached, semi-detached, duplex, triplex, quadruplex, fourplex, townhouse, and apartment dwellings at a density range generally between 25 and 99 units per hectare of land.
The applicant proposes 29 townhouse dwellings on the site at a density of 39 units per hectare. The applicant’s proposal is permitted under the Medium Density Residential designation of the GCP.
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Zoning By-law 2013-283 zones the lands as Medium Density Residential (R3) (see Appendix 7). The R3 zone permits a range of residential uses, including detached, semi-detached, duplex, triplex, quadruplex, fourplex, townhouses, private road developments, apartments, and long term care facilities, subject to a number of provisions.
The proposed townhouse development is a permitted use under the R3 zoning.
Circulation Comments This application for Draft Plan of Condominium Approval was circulated to all appropriate City departments and agencies for their comments and requirements. There were no objections received. Most departments and agencies confirmed that their technical requirements have been addressed through the Site Plan Approval process. This is discussed in further detail below.
City Departments There were no concerns or requirements identified by City departments. Securities will be obtained through the Condominium Assumption Agreement process for street lighting installations.
Niagara Region Regional Planning and Development Services staff have no objection to the proposed Draft Plan of Vacant Land Condominium, subject to any NPCA comments and the Region’s recommended Conditions of Draft Plan Approval.
The subject lands are adjacent to Carter Creek, which is an identified watercourse on the Region’s Core Natural Heritage mapping that contains Type 2 (Important) Fish Habitat. On the adjacent lands, Regional natural heritage mapping appears to indicate significant woodlands. In accordance with the Memorandum of Understanding and the protocol between the Region and the Niagara Peninsula Conservation Authority (NPCA), the NPCA is responsible for the review and comment on all planning applications for impacts on the natural environment.
As the subject lands are proximate to Carter Creek, there is the potential for Archaeological Resources to be unearthed during development and/or site alteration. Regional staff requests that the Condominium Agreement for this development include a standard clause addressing deeply buried archaeological remains
As the proposed development represents a change in use from Industrial to Residential, the applicant was required to complete a Phase One and Two Environmental Site Assessment (ESA) and a mandatory filing a Record of Site Condition (RSC) with the Ministry of the Environment and Climate Change (MOECC). Regional staff acknowledges that the Phase I and II ESA work has been completed and that the RSC was filed on the Ministry Brownfield Registry website on August 15, 2014.
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Regional staff requested conditions related to noise mitigation, waste management, and servicing. Conditions regarding noise mitigation and waste management are included in the approved Site Plan Agreement for the lands.
Niagara Peninsula Conservation Authority (NPCA) The NPCA advises that all of its requirements were addressed during the site plan process and that it has no objections or requirements rising from this application.
Public Open House A public open house was hosted by Planning and Building Services on April 20, 2016. The purpose of the open house was to present the applicant’s proposal and afford an opportunity for attendees to ask questions and provide comments before staff recommendations are presented to Council for consideration. The owner and their agent and thirteen 13 neighbourhood residents attended. Comments and questions received are as follows:
Traffic -The introduction of 29 new dwellings into the neighbourhood will increase local traffic and may pose safety concerns. Is there a means to put traffic calming measures in place?
Buffering to Adjacent Properties -What buffering measures will be put in place (eg. fencing) between the development and rear yards of properties on Loraine Drive?
Construction Issues -Servicing of the site has begun. What hours of the day is construction restricted to and what measures are being taken to ensure that Canterbury Drive remains clean of debris?
Waste Collection -Will waste be collected from the public road (Canterbury Drive) or internally?
Planning Analysis Provincial Policy Context The subject lands are located within a settlement area under the Provincial Policy Statement (2014) and within the built-up area as delineated by the Provincial Growth Plan for the Greater Golden Horseshoe (2006). These documents contain policies that direct growth to settlement areas, support all forms of residential intensification and urban area regeneration, and require the provision of all forms of housing, which may be required to meet the social, health and well-being needs of current and future residents.
At a density of 39 units per hectare, this development provides for the efficient use of underutilized lands with access to existing infrastructure and services. Commercial and
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community uses are located in close proximity to the site. Public transit is available within walking distance, along Hartzel Road. Clifford’s Creek and Eastmount Parks are located to the north and east. The proposed townhouse development contributes to the range of available housing types in the neighbourhood. The proposal meets the spirit and intent of the applicable Provincial policies.
Regional Official Plan The subject lands are located within the St. Catharines Urban Area, as defined by the Regional Official Plan (ROP). The St. Catharines Urban Area is considered as a Settlement Area by the 2014 Provincial Policy Statement (PPS).
The ROP, 2014 PPS and 2006 Growth Plan for the Greater Golden Horseshoe (Growth Plan) together direct development to take place in urban areas and support intensified development where appropriate servicing and infrastructure exists. Both Regional and Provincial policy place an emphasis on intensification and infill as the preferred form of development to help foster the development of complete communities that have a mix of uses, are active-transportation and transit supportive, and have high quality public open spaces.
The subject lands are located within the provincially designated Built Boundary for the City of St. Catharines. The proposed development is considered as Intensification and will count towards the City’s annual residential intensification target of 95%, as set by the Regional Official Plan.
Official Plan The subject lands are designated as Medium Density Residential (Appendix 6) by the City’s Official Plan, The Garden City Plan (GCP). The Medium Density Residential designation of the GCP provides for a range of housing types, including townhouse dwellings, at a density range generally between 25 and 99 units per hectare. The applicant proposes to construct 29 townhouse dwellings on the lands at a density of 39 units per hectare on the subject lands. The proposed vacant land townhouse development is a permitted use under the existing Medium Density Residential designation and complies with the applicable land use policies. An Official Plan Amendment is not required.
The GCP supports residential development and emphasizes the provision of a variety of housing types. It provides that growth will be accommodated through, among other means, the efficient use of underutilized lands, and more compact building form and densities (2.3.3).
The proposed development will implement the growth management objectives of the GCP by providing a greater mix of housing types and by promoting an efficient use of the City’s urban land supply.
The GCP provides that all development and redevelopment within the urban area be evaluated having regard for urban design principals and policies set out in the Plan to
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ensure building, site and streetscape design will support compatible and context sensitive development with adjacent properties and those in close proximity to the subject lands (7.1).
Staff is satisfied that the built form - that is the height and massing of the proposed townhouse dwellings - will be compatible with adjacent detached and semi-detached dwellings, and commercial uses. Building setbacks are proposed to meet the requirements of the Zoning By-law and will provide adequate amenity space for residents of the development. The units will front internally onto a shared common area. The urban design aspects of the development have been reviewed through the Site Plan Approval process.
Zoning By-law By-law 2013-283 zones the lands as Medium Density Residential (R3). The R3 zone permits a range of residential uses, including detached, semi-detached, duplex, triplex, quadruplex, fourplex, townhouses, private road developments, apartments, and long term care facilities, subject to a number of provisions. Among other matters, By-law 2013-283 requires a minimum density of 20 units per hectare. At a proposed density of 39 units per hectare, the development meets this requirement.
The proposed townhouse development is a permitted use under the property’s existing R3 zoning and meets the provisions of By-law 2013-283.
Draft Plan of Condominium The application proposes vacant land condominium tenure, a form of property ownership, for 29 townhouse dwelling units, plus common element areas, which include a private road, visitor parking, landscaped areas and access for maintenance. Upon assumption, the condominium corporation will be responsible for the ongoing maintenance of all of the common elements. The Application for Draft Plan of Condominium Approval deals with the type of ownership and not the form of development.
The Planning Act (51[24]) guides staff in assessing plans of condominium and outlines certain criteria to be considered. This includes, among other matters, the effect of the development on matters of Provincial and public interest; its conformity with the Official Plan; the conservation of natural resources; the availability of adequate services; and the overall suitability of the lands for development.
Staff is satisfied that the proposed vacant land condominium development fulfills these criteria, subject to the conditions of draft plan approval outline in Appendix 2.
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Site Plan Approval and Condominium Assumption The City’s Site Plan Control By-law, as amended, requires that all residential development of four or more units be subject to Site Plan Control. Site Plan Control is the City’s principal tool through which staff can implement design considerations to maximize compatibility with the surrounding neighbourhood and ensure the long-term maintenance and functionality of the site. Site Plan Control also ensures that developments are designed to meet minimum municipal standards. This process addresses building elevations, landscaping, tree preservation, access, parking, lighting, site servicing, grading and drainage, stormwater management, noise attenuation, waste collection, and related site details. A Site Plan Agreement was registered on the lands on January 20, 2016.
To bind the future condominium corporation to the terms of the Site Plan Agreement, the applicant and future condominium corporation will also be required to enter into a Condominium Assumption Agreement with the City. Additional securities for incomplete primary services within common elements may be required.
Staff recommends that the requirement to enter into a Condominium Assumption Agreement be included as conditions of Draft Plan of Condominium Approval (Appendix 2).
Open House Comments With regard to the comments expressed at the Public Open House, the following is offered.
Traffic Comment: The introduction of 29 new dwellings into the neighbourhood will increase local traffic and may pose safety concerns. Is there a means to put traffic calming measures in place? Response: The addition of 29 new dwellings into the neighbourhood will not significantly impact the capacity of local roads. The City does, however have a process for consideration of traffic calming measures. This process requires residents to fill out a brief petition identifying the location(s) and brief reason for concern. Staff will then evaluate the request and advise the proponent accordingly. Residents were provided a copy of the requisite form and guidance towards initiating a request for the introduction of traffic calming measure
Buffering to Adjacent Properties Comment: What buffering measures will be put in place (eg. fencing) between the development and rear yards of properties on Loraine Drive? Response: The Site Plan Agreement requires that a privacy fence be constructed on the property line between the subject lands and rear yards of properties on Loraine Drive. In addition there will be a mix of coniferous and deciduous trees in this location. The City has securities as part of the Site Plan Agreement to ensure that these elements are installed. Construction Issues
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Comment: Servicing of the site has begun. What hours of the day is construction restricted to and what measures are being taken to ensure that Canterbury Drive remains clear of debris? Response: The City’s Noise By-law (By-law 95-198) requires, among other matters, that the operation of construction equipment not occur before 7:00am. Staff has provided the proponent with a copy of the By-law and advised that construction operations be governed accordingly.
Waste Collection Comment: Will waste be collected from the public road (Canterbury Drive) or internally? Response: The Site Plan Agreement has provisions requiring that waste be collected internally on the subject land by the Region.
Public Notice In accordance with established procedures, notices for the public meeting have been circulated.
Second Planning Opinion Advisory Should Council consider not supporting the staff Recommendation provided in this report, Council is advised to defer its decision until such time as a second planning opinion from an outside consultant can be obtained. In the event the second planning opinion is supported by Council, and Council makes a decision based on that second planning opinion, and if and when the matter should be heard before the Ontario Municipal Board, then the planner who has provided the second opinion shall be retained for the purpose of a hearing before the Ontario Municipal Board. Financial Implications Not applicable. Strategic Plan Economic Sustainability The approval of this residential development will support the goals of economic sustainability by: Attracting private sector investment in developing an underutilized, serviced, urban parcel of land
Social Sustainability The approval of this residential development will support the goals of social sustainability by: Increasing the housing form options in the neighbourhood and connectivity for future residents (ie. pedestrian access to Hartzel Road).
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Conclusion In summary, staff is supportive of the application for Draft Plan of Vacant Land Condominium Approval, subject to the conditions of Draft Plan Approval outlined in this report and included as Appendix 2. A plan of condominium will allow each of the proposed townhouse dwellings to be sold individually. The proposal is consistent with Provincial, Regional and local Official Plan policies. The Site Plan Agreement registered on the lands has considered the form and function of the development in the context of the greater community. Notification It is in order to advise Carmela Agro, Upper Canada Consultants.
Prepared by: Kevin Blozowski, MCIP, RPP Planner I
Submitted by: Judy Pihach, MCIP, RPP Manager, Planning Services
Approved by: James N. Riddell, M.PL., MCIP, RPP, Director, Planning and Building Services
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Planning and Building Services, Services Applicatio...
CARTER CREEK ESTATES ,~ ,~ ~ ST. CATHARINES - 4 ~,. EX. RESIDENTIAL SUBJECT LAND
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OWNER'S CERTIFICATE
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HERE6t CER11fY THAI THE BOIINOMIES Of TNf LINOS t0 BE SIIBDMDED PAE ~I~ CORRECTLY SHOYIN.
l 0 6fLLt mR MVmML Mla-01-Ii. in. n~.~ns c.u~ .<. i ono ~--~u~rii~.4~ w,~~- uie %6-,~-=,~-o= ~5,=r~ J~ UPPER CANADA ~,",°~ ~; NONSUL AGENDA ITEM 3.5 RE(~UIREMENTS OF SECTION 51(17) C oANNas "m"'Ems = Page 33 of 166 OF THE PLANNING ACT n='"'"~ '"~E ~R~~ T.~. MlE .IWIMRY 1Z, 1016 o) SEE PUN )SEE PLtN 1) SIL1Y 51N0 PRX1iFD ~EBRIMM D, tOlfi e~ ~cc aux I) SEE PUN j) SEE PUN DRAFT PLAN OF ~) ste eu,r~ o> scc vow ) ruu scxvicc d) SEE PUN M1) 11UNICIPAL WAl[R 1) SEE PIAN VACANT LAND CONDO ~~"` E~p 1°0° ~r 1 1602-DP 0 AGENDA ITEM 3.5
Conditions of Draft Approval 2 60 Canterbury Drive File No. 60.46.416 Submission No. 26CD—10-16002
General Approval
1. That this approval applies to lands described as Part of Lot 12, Concession 8 Grantham, Part 1 Plan 30R-14313 St. Catharines and Lot 44 Plan 680 Grantham, City of St. Catharinnes, municipally known as 60 Canterbury Drive, for 29 townhouse units, and common element areas for a private road, servicing, parking, landscaping, access for maintenance, etc., as illustrated on the plan prepared by Upper Canada Consultants, Engineers/Planners, and dated January 12, 2016.
Condominium Assumption Agreement
2. That the owner and condominium corporation to-be-formed shall enter into a Condominium Assumption Agreement with the City of St. Catharines, which shall be registered against the title of the lands immediately following registration of the final plan of condominium. (City of St. Catharines)
Administration
3. That if approval is not given to this plan within three years of the approval date and no extension has been granted, draft plan approval shall lapse. If the owner wishes to request an extension to the draft approval period, a written explanation with reasons why the extension is required shall be submitted to the Director of Planning and Building Services.
Prior to granting approval to the final plan of condominium, the City of St. Catharines shall be satisfied that all conditions have been satisfactorily met.
Planning and Building Services, Planning Services Applicatio... Page 34 of 166 AGENDA ITEM 3.5 3 Location Map
N
Subject Lands 60 Canterbury Drive File: 60.46.416
Planning and Building Services, Planning Services Applicatio... Page 35 of 166 AGENDA4 ITEM 3.5
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Existing Land Use Designation (General Land Use Plan D1 - Garden City Plan)
N
60 Canterbury Drive
Land Use Designations Neighbourhood Residential Natural Heritage Areas Mixed Use Parkland & Open Space
File: 60.46.416
Planning and Building Services, Planning Services Applicatio... Page 37 of 166 AGENDA ITEM 3.5 6 Existing Land Use Designation (East Planning District - Garden City Plan)
N
60 Canterbury Drive
Land Use Designations Low Density Residential Parkland & Open Space Medium Density Residential Natural Area Extent Line Mixed Use
Files: 60.46.416
Planning and Building Services, Planning Services Applicatio... Page 38 of 166 AGENDA ITEM 3.5 7 G1G1G1 Existing Zoning G2G2G2 (Schedule A - Zoning By-law 2013-283)
M1 R2R2R2 R2R2R2 M1M1M1
R2R2R2 R2R2R2 M1M1M1 M1M1M1 R2R2R2
G1 M1-H1M1-H1M1-H1 M1M1M1 R2R2R2 R3R3R3
G2-H1G2-H1G2-H1 M1M1M1 R2R2R2
G2G2G2 R3-H1R3-H1R3-H1 M1M1M1 N R2R2R2 R2R2R2 M1M1M1 60 Canterbury Drive
Zones R2 Low Density Residential G1 Conservation / - Traditional Neighbourhood Natural Area R3 Medium Density Residential G2 Minor Green Space M1 Medium Density Mixed Use
Files: 60.46.416
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AGENDA ITEM 3.6
Corporate Report Report from Transportation and Environmental Services, Engineering and Construction Date of Report: May 26, 2016 Date of Meeting: June 13, 2016
Report Number: TES-160-2016 File: 18.45.253
Subject: P15-001 Ontario Street - Award of Tender and Wastewater Budget Amendment
Recommendation That Council direct staff to award the tender for P15-001 Ontario Street to O’Hara Trucking & Excavating Inc., in the amount of $1,788,414.65 plus HST subject to confirmation by Niagara Region of the Region’s share of costs; and
That Council grant approval to use $235,000 from P16-062 Churchill Street funded by the 2016 Wastewater Budget; and
That the City Solicitor be directed to prepare the necessary by-law. FORTHWITH Background The project scope for Project P15-001 Ontario Street includes the replacement of an existing cast iron watermain and the replacement of two existing combined sewers with a new sanitary sewer and a new storm sewer on Ontario Street between Lake Street and Welland Avenue. In order to limit the amount of construction within the Ontario Street and Welland Avenue intersection, two sections of an existing 600mm diameter combined sewer will be rehabilitated with a trenchless technique. The existing watermain and the combined sewers are being replaced due to their deteriorated condition. Ontario Street is a Regional road. The Region of Niagara is also participating in the project to reconstruct their roadway which is outside of the City’s trench limits but within the project limits.
Funds for this project were originally approved in the 2015 Water, Wastewater and Capital Budgets. Report Tenders for this project closed on May 25, 2016. Five tenders were received and opened. All extensions and the total for all the tenders were checked. Errors were found in four of the tenders submitted which were corrected. The order of the tenders was not impacted by the corrections. The tender prices with the corrections are listed below.
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Tender Price Tender Price Tender Submitted Tender Price Corrected (Incl. 1.76% (Incl. 13% By: Submitted Tender Price HST) HST) O’Hara Trucking & $1,789,822.65 $1,788,414.65 $1,819,890.75 $2,020,908.55 Excavating Inc.
Baiocco Construction $1,878,588.98 $1,878,758.98 $1,911,825.14 $2,122,997.65 Corp. Nexterra Substructures $2,068,280.85 $2,087,861.15 $2,124,607.51 $2,359,283.10 Incorporated Centennial Infrastructure $2,314,631.40 $2,331,909.40 $2,372,951.01 $2,635,057.62 (Niagara) Inc. Provincial Construction $2,484,462.30 $2,528,188.84 $2,807,442.40 (Niagara Falls) Limited
Staff recommends awarding the tender to O’Hara Trucking & Excavating Inc. located at 71 Berryman Avenue, St. Catharines, Ontario, L2R 0A2, at a cost of $1,788,414.65 plus HST. Financial Implications Based on the low tender by O’Hara Trucking & Excavating Inc. staff prepared an updated total project cost estimate. Including engineering, contract administration, site inspection, material testing, non-refundable H.S.T. and other miscellaneous costs the revised total project cost is estimated at $2,101,000. This total includes the following two components:
Region’s Share $ 459,000.00 City’s Share $1,642,000.00 Total Project Cost $2,101,000.00
The City’s Share of costs is funded by three (3) accounts, the 2015 Water System Improvement Program funded by the Water Budget, 2015 Sanitary Sewer Improvement Program funded by the Wastewater Budget and 2015 Storm Sewer Improvement Program funded by the Capital Budget. Staff prepared an estimate to distribute the City’s Share of Costs and have found one of the three (3) accounts, the wastewater account requires additional funds.
City staff believe revising the scope of the project or retendering is unlikely to result in more favourable prices. In addition, the existing watermain and sewers are in a deteriorated condition needing frequent repairs. Retendering would also result in construction not getting fully completed this year.
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AGENDA ITEM 3.6
Details of available and required funding for the City’s share of costs for this project are the following:
Project Funding Available in Budget – Program – Account 2016 Available Project Funding 2015 Water Budget – Water System Improvement Program – P15-001 $633,000 Ontario Street 2015 Capital Budget – Storm Sewer Improvement Program – P15-001 $380,000 Ontario Street 2015 Wastewater Budget – Sanitary Sewer Improvement Program – $482,000 P15-001 Ontario Street
Total Available Project Funding $1,495,000
Required Additional Project Funding 2016 Wastewater Budget – Sanitary Sewer Improvement Program – $235,000 P16-062 Churchill Street Total Required Project Funding $1,642,000
Staff recommends that P16-062 Churchill Street road reconstruction project with associated underground infrastructure upgrades be delayed until 2017. Hence, staff recommend that the shortfall in funding for sanitary sewer to be covered by P16-062 Churchill Street in the approved 2016 Sanitary Sewer Improvement Program. Funds for replacement of the sanitary sewer on Churchill Street will be re-budgeted in 2017.
Prepared by: Fayaz Khan, P. Eng. Design & Construction Engineer
Submitted by: Christine Adams P. Eng. Manager, Engineering and Construction
Approved by: Dan Dillon P. Eng. Director, Transportation and Environmental Services
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Corporate Report Report from Financial Management Services, Property Management
Date of Report: May 25, 2016 Date of Meeting: June 13, 2016
Report Number: FMS-159-2016 File: 16.7.99
Subject: Proposal to Declare Surplus Land, Vacant Land Adjacent to 283 St. Paul Street, Realty File: 16-12
Recommendation That Council declare the vacant parcel of land shown as Part Lot 397, Corporation Plan 2 (Part 4, RP30R-1740) in the City of St. Catharines as surplus, and disposed of according to procedures outlined in Property By-law 2007-309; and
That Sections 4.6, and 4.7 of Property By-law 2007-309, relating to notification of Niagara Region and School Boards, placing of a ‘For Sale’ sign and listing of the property on the local Real Estate Board, be waived; and
That the City Solicitor be directed to prepare the necessary by-laws. FORTHWITH Background The subject site was obtained by the City of St. Catharines for nominal consideration as in Inst. 349099 (1977). The building was torn down and the vacant land was divided into two parts. Plan 30R-1740 created Part 3 (3,464 sq. ft.) for the realignment of Carlisle Street and Part 4 (1,247 sq. ft.) the remnant and now the subject lands (Appendix 1) is an irregular rectangle site which is mostly covered by overgrown landscape (Appendix 2). Report The subject parcel is located at the north east corner of Carlisle Street, and St. Paul Street, with a frontage of 13.15 feet on St. Paul Street, and a depth of 96.3 feet on Carlisle Street. It is irregular in shape and has an area of 1,247 square feet. The subject parcel is not developable in isolation due to its size. It is zoned as C6 Downtown Traditional Main Street, which permits a number of uses, however given the limited size of the parcel it is not possible to develop unless in conjunction with an adjoining property. As it is on the corner, potential development is limited to only to the owner of 283 St. Paul Street. Since the property is only developable by the abutting owner, staff has included in the recommendation above that the notification portion of Property By-law be waived.
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1788727 Ontario Ltd. (Nick Atalick) the current owner of the abutting property municipally known as 283 St. Paul Street has approached the City with the intent of purchasing the property. The intent is to improve the existing façade of his existing building and to incorporate a dining venue on the lower level of the building and to construct a walkout to a patio on the subject parcel.
Staff has approached the property coordinating committee to address any issues or concerns with respect to disposing of the parcel. There are no objections to the sale, however feedback suggests that if the disposal be permitted it should be pending the approval of the design of the patio to ensure sightlines are maintained and that the patio incorporates greenery and landscaping which would complement the improvements done to the newly built FirstOntario Performing Arts Centre.
The owner has supplied a reference sketch (Appendix 3) which demonstrates the ability to satisfy this greening and landscaping criteria. There are also benches incorporated into the design for public use. The design aligns itself with the principles of the Downtown Urban Design Guidelines and the Creative Cluster Master Plan by intensifying and beautifying the streetscape by incorporating greenery and seating for public use.
If Council declares the subject property as surplus, a further report will be presented for consideration of Council recommending the sale of the property. Financial Implications Not applicable. Alignment to Strategic Plan Economic Prosperity for All is enhanced through: Effective asset management, which, in this case, is receipt of revenue through the sale of a vacant parcel of underutilized land. Attracting private investment and supporting local business to demonstrate that we are open for business.
Prepared by: Armando Avolio, Property Assistant
Submitted by: Dave Macklem, Property Manager
Approved by: Kristine Douglas, Director Financial Management Services
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Subject Lands
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Corporate Report Report from Fire and Emergency Management Services, Training
Date of Report: May 12, 2016 Date of Meeting: June 13, 2016
Report Number: FEM-148-2016 File: 10.10.3
Subject: Attendance at Fire Department Instructor Conference Indianapolis, Indiana - April 18 - 22, 2016
Recommendation That Council receive the report from Fire and Emergency Services dated May 12, 2016, regarding the attendance at the Fire Department Instructors Conference in Indianapolis Indiana, as an overview of the conference. FORTHWITH Background In accordance with Council direction, a report is to be filed within three months of attendance by the employee attending the out of province conference. As part of the 2016 budget, Council approved the attendance of 4 Fire Service personnel to attend this conference. Report The 89th annual Fire Department Instructor’s Conference attracted over thirty two thousand fire service professionals from all over the world. Our attendance at this one of a kind conference provided remarkable exposure to a number of current and relevant industry topics. We were able to connect formally with no less than 20 internationally recognized content experts as participants in four (4) hour workshops and 1.75 hour classroom sessions throughout the duration of the conference. We were also afforded the opportunity to participate in any number of course gatherings with workshops and classroom sessions being offered on an intelligently organized schedule. Monday and Tuesday of the conference offered two four (4) hour workshops each day for a total of 16 formal in-class hours. Wednesday, Thursday and Friday provided no less than three (3) classroom sessions, each 1.75 hours in duration. Wednesday and Thursday began with a general session each morning before the classroom sessions commenced. Access to a massive trade show was provided on Thursday afternoon and all day Friday. This segment of the conference allowed for research of current and recommended equipment, and technology offered by most of the fire service’s leading suppliers and manufacturers.
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Informally, there was unlimited opportunity for networking among the numerous international fire department personnel in attendance providing one of a kind access to new and unique ideas and initiatives. All of which could positively impact day to day operations within our own department. To summarize, the opportunity for professional development realized through our attendance at this conference was invaluable and required. The information gained, skills confirmed, and ideas shared ensures our service’s current practices with respect to meeting the needs of our customers, professional competence and legislative compliance. This following subject content highlights and developmental observations are provided for the Fire Chief’s consideration with respect to the authorizing the resources identified. Subject Content Highlights: 1. Leadership for fire service supervisors: Our current Annual professional development and leadership initiative at the PAC (Rick Lasky, 2016) is afforded continued and progressive annual financial support to secure the contract services of recognized leadership experts such as Steve Kraft, and Rich Marinucci; Currently there is no formal departmental training requirement for providing our supervisors necessary leadership and managerial education. Fire prevention identified a need to focus more on our mandated responsibilities and attempt to reduce activities of lower importance. By concentrating on conducting our activities in a more thorough manner, we reduce the possibility of liability against the city. Implementation of a resource library for staff reference to leadership and self- improvement materials. 2. Training, competence, and policy development programs for legislative compliance. We identified a need to correlate our department’s core training program with recognized professional standards maintained by the National Fire Protection Association (NFPA) three (3) years ago; Our identified need was dually confirmed by numerous industry experts as well as a lawyer, Bradley Pinsky, who specializes in fire service litigation; There is a fundamental requirement to provide the resources to move this foundation project forward A need for continuing the development and eventual implementation of a fire prevention division training program, both for new recruits and for advanced fire prevention staff. 3. Situational awareness for first responders: There is a critical need to provide situational awareness training to all personnel, especially those charged with responding and mitigating life threatening hazards such as fire;
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The understanding of Recognition Primed Decision making and situational awareness is vital for efficiency and safety; Dr Richard Gasaway’s program is the essential foundation from which to build this necessary safety element with respect to emergency response and the provision of service to our customers. 4. Strategic and tactical deployment for managing hazard zone operations; Our current ability to deploy at multi-apparatus fire incidents can be dramatically improved with continued support of our Incident Management System (IMS) program and its development; “Tactical templating” (Anthony Kastros) and the order of work assignments on the fire ground is an operational must and focus needs to be clarified for Suppression Chiefs in order to utilize this simple yet effective activity. 5. Fire science and modern fire behavior; Science and the modern fire environment is constantly evolving and our involvement in this movement is crucial to our fundamental purpose, we can’t safely address that which we don’t fully and intimately understand; Our Tactical Deployment program delivered to all personnel in 2014 addressed the preliminary need to formalize operational change and our understanding of this science; There is a need to further distribute vital content produced as a result of ongoing research by Underwriters Laboratories (UL) and the National Institute of Standards and Technology (NIST); This research includes Effectiveness of Fire Service Vertical Ventilation and Suppression Tactics, Firefighter Exposure to Smoke Particulates, Firefighter Safety and Photovoltaic Systems, Impact of Ventilation on Fire Behaviour in Legacy and Contemporary Residential Construction, Improving Fire Safety by Understanding the Fire Performance of Engineered Floor Systems, Structural Stability of Engineered Lumber in Fire Conditions, Study of Residential Attic Fire Mitigation Tactics and Exterior Fire Spread Hazards on Fire Fighter Safety, Study of the Effectiveness of Fire Service Positive Pressure Ventilation During Fire Attack in Single Family Homes Incorporating Modern Construction Practices. Financial Implications Not Applicable
Prepared by: Submitted & Approved by: Jason Visser, Training Officer Dave Wood, Fire Chief Dave Upper, Platoon Chief Nathan Melin, Acting Fire Prevention Officer Lars Larson, Senior Inspector
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Corporate Report Report from Transportation and Environmental Services, Engineering and Construction Date of Report: March 31, 2016 Date of Meeting: June 13, 2016
Report Number: TES-143-2016 File: 77.34.99
Subject: Cushman Road Park - Parking Feasibility
Recommendation That Council receive this report for information purposes; and
That consideration for construction of a new parking lot at this location be referred to the Budget Standing Committee as part of future capital budget works. FORTHWITH Summary At Council’s request, staff investigated the feasibility of providing parking at Cushman Road Park. The physically feasible alternatives identified are either to the detriment of the existing park uses, or if off-site, require additional consultation to address external approval agency concerns. The most cost effective option would result in only four (4) or five (5) spaces.
In addition, the City’s existing parking lot inventory has a large value of identified deficiencies. Staff do not recommend new construction at this location at this time. Background At the May 25, 2015, Council meeting, Councillor Britton requested: “That staff report on the feasibility of creating a parking area for Cushman Park.”
At the May 2, 2016, Council meeting, Councillor Britton added an additional request to review the potential to remove the barriers along Carlton Street and to review the streetlights that are operating along the former Cushman Road road allowance.
Cushman Road Park is located on City owned land at 644 Carlton Street (shown on Appendix 1). It is a neighbourhood park consisting of a passive area and a play structure. These uses and amenities are consistent with the City’s Garden City Plan and the 2005 Parks Policy Plan definitions of a neighbourhood park.
Adjacent to Cushman Road Park is City owned land at 120 Meredith Drive which is used as additional recreational space, provides access to the park from the residential neighbourhood and contains a major 1720mm x 2560mm storm sewer.
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The two parcels are approximately 0.68ha and 0.19ha of land respectively with 270m of frontage on Carlton Street and 17.9m of frontage on Meredith Drive. Parallel to the east park limit are a sidewalk, a hydro pole line, the original Cushman Road roadbed and a major drainage channel for Welland Canals Parkway.
Carlton Street, Regional Road 83, is a two lane road with curbs on the north side and granular shoulders on the south side along the frontage of this location. Several mature trees exist in boulevard. The existing sidewalk is deflected on to City lands to preserve those trees. Carlton Street experiences queuing when the Welland Canal Bridge at Lock Two (2) is in operation.
Some vehicle owners use the existing Carlton Street shoulder and boulevard for informal parking, either parallel or perpendicular to the roadway. The perpendicular method of parking is not recommended from a traffic safety viewpoint.
Until very recently there were three concrete barriers along the edge of Carlton Street between the road and the sidewalk that blocked off access to the former Cushman Road, roadbed. These barriers have subsequently been moved behind the sidewalk to facilitate maintenance access to a storm grate, but are still in place. Staff believe that the barriers should remain in place to prevent unauthorized vehicular access onto the old Cushman Road, road allowance.
Near Lock Two’s (2) south tie up wall, the Seaway Authority has an informal gravel parking area which is accessed off Carlton Street. Report Although neighbourhood parks do not typically provide parking lots, the location of Cushman Road Park having frontage on a major arterial roadway and its proximity to the Welland Canal creates a unique opportunity. Parks, Recreation and Culture Services (PRCS) staff anticipate users of a formal parking area in this location could be park users or be accessing the Welland Canals Multi-use Trail. There is a pedestrian connection to the Canal trail. However the elevation difference between the trail and future parking area, may limit the desirability of the additional access opportunity. The Recreation Master Plan did not specifically identify this location as a high priority for improvement.
As requested, staff from Transportation and Environmental Services (TES) and PRCS assessed the feasibility to create parking at Cushman Road Park. In all options the existing play structure would not be relocated. Also in all options, access would be from Carlton Street not Meredith Drive to limit the impact on the neighbouring internal residential streets. The options considered were limited to either a typical City Park parking lot or roadside parking. A standard park parking lot includes a hard surface, curbs, accessible stalls and lighting. Grading and drainage considerations were not investigated in detail at this preliminary stage.
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Staff developed four (4) preliminary options to consider. The four options were: On-site, western edge of the property On-site, east edge of the property Former Cushman Road roadbed New roadside parking bay (full frontage or just between hydro poles)
Each of these options have positive and negative considerations. Depending on which factors are weighted most important would sway the identification of a preferred alternative. Also the minimum number of stalls desired will alter the preferred alternative as some of the alternatives are physically constrained as to how many spots could be created.
A preliminary environmental assessment style review of the options was undertaken. Initially the review identified the roadside and former Cushman Road roadbed options as more preferred than the on-site alternatives. However only four (4) to five (5) spots could be created in a new parking bay on Carlton Street without triggering major hydro pole relocations and the associated increased costs. Triggering major hydro pole relocation would in turn trigger mature tree removals.
The former Cushman roadbed may be precluded from use because of concerns that a new driveway is too close to the Carlton Street and Welland Canal Parkway intersection. Typically restrictions exist on how close a new driveway entrance can be to an intersection and the occurrence of traffic queues during Seaway lock operations could be an added concern.
Caution must be stressed that the options were not fully vetted by all internal approval departments or external agencies for approvability. Of particular concern is Niagara Region’s approval for any improvements along Carlton Street or a new driveway entrance off Carlton Street, including the removal of the barriers which would essentially allow vehicular access to the former Cushman Road roadbed. The Region has been requested to undertake a review of this potential. Additionally, Niagara Region staff advise they have no identified plans to fully construct this section of Carlton Street to full urban standards. The Region’s next roadwork is likely resurfacing and that is not anticipated in the very near future.
Streetlights With respect to the existing streetlights along the former Cushman Road roadbed, staff highlight that, while Cushman Road no longer runs through this section, there is a connecting sidewalk between Cushman Road and Carlton Street which also provides access to the park. These streetlights are currently lighting this section of sidewalk, consistent with many other similar situations within the City. Due to the presence of relatively dense vegetation between the sidewalk and Welland Canals Parkway, it is expected that very little spillover light from that road would reach the sidewalk. Through the LED conversion project, these light fixtures could be rotated to light the sidewalk instead of the former roadbed. Therefore staff would recommend retaining these streetlights for this purpose.
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Financial Implications The cost of a typical 10 lot parking lot with minimal driveways for the options presented could cost in the neighbourhood of $75,000 to $100,000.
Staff advise that there are many existing City parking lots whose existing condition merit immediate rehabilitation and other locations with previously identified upgrades. The City’s existing parking lot inventory of 110 parking areas including the downtown paid lots has approximately $4.9 million of identified immediate needs based on condition rating alone. The $4.9 million amount does not include the cost of upgrading existing granular lots to a hard surface.
Hence, consideration for a parking lot at this location will be considered as part of future budget deliberations. Staff will look for opportunities to improved roadside parking when the Region next proposes roadwork on Carlton Street.
The conversion of the existing streetlights to LED will be included as part of the City’s conversion project which is currently underway.
Relationship to Strategic Plan The content of this report touches on two Pillars and several goals of the Strategic Plan.
Economic Sustainability: Goal 2. Be an affordable city for young people, families and retired older adults. Action 2.4. Optimize capital infrastructure through effective asset management and sustainable investment.
Social Sustainability: Goal 4. Strive for the highest quality of life for all citizens. Action 4.1. Prioritize and implement recommendations from the Parks and Recreation Master Plan with a focus on balancing recreation services for all ages, demographics and abilities. Goal 5. Connect people, places and neighbourhoods. Action 5.1. To be a city that embraces connectivity between people, places and neighbourhoods. Action 5.3. Accelerate the implementation of active transportation networks that link people with parks, trails and waterfront and support the development of complete streets. Goal 7. Lead in the protection of our environment for future generations. Action 7.2. Continue to achieve the tree canopy targets in the city as identified in the Urban Forestry Management Plan. Action 7.4. Maintain and enhance the health and accessibility of our waterfront through the waterfront trail system, municipal beaches, rivers and creeks, the Welland Canal and old canal systems by working with Niagara Region, the Niagara Peninsula Conservation Authority and other community partners on improvement projects.
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Conclusion Staff investigated the feasibility of providing parking at Cushman Road Park. The physically feasible alternatives identified are either to the detriment of the existing park uses or if off-site, require additional consultation to define external approval agency concerns.
Also worth considering is the fact that the City’s existing parking lot inventory has more than $5 million of identified high priority deficiencies.
Staff do not recommend new construction at this location at this time, but do recommend retaining the existing streetlights to light the sidewalk between Cushman Road and Carlton Street.
Prepared and Submitted by: Christine Adams, P. Eng. Manager, Engineering and Construction
Approved by: Dan Dillon, P. Eng. Director, Transportation and Environmental Services
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Corporate Report Report from Transportation and Environmental Services, Operations
Date of Report: May 20, 2016 Date of Meeting: June 13, 2016
Report Number: TES-155-2016 File: 77.37.99
Subject: Left-turn Advanced Phase at Intersection of Niagara Street and Vine Street / Facer Street
Recommendation That Council receive this report for information purposes. FORTHWITH Background At the April 13, 2015 meeting of Council, Councillor Britton requested a report on the feasibility of a left-turn advanced phase for the intersection of Niagara Street and Vine Street / Facer Street. Report The intersection of Niagara Street and Vine Street / Facer Street is a signalized intersection under the jurisdiction of the Region of Niagara. The Region owns and operates the traffic signal at this location. As such, staff forwarded the Councillor’s request regarding the feasibility of a left-turn advanced phase for southbound traffic to the Region for their review and response.
The Region has now had an opportunity to review and respond to this request. The Region’s response is as follows:
“An advance green warrant analysis was completed using the latest traffic counts from 2014. The results indicated that the southbound left currently does not meet the requirements for the installation of an advance green because of the very low left turn volume for this direction. [The Region has] adapted the Ministry of Transportation’s advanced green warrant which requires left turns and opposing through volumes to be at certain levels to require the installation of the advanced green. We will continue to monitor the situation to see if conditions change in the future.” Financial Implications Not Applicable.
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Conclusion The Region of Niagara completed an analysis of the feasibility of a southbound left-turn advanced phase at the intersection of Niagara Street and Vine Street / Facer Street and determined that their adopted warrants were not met, but that the intersection would be monitored for future need.
Prepared & Submitted by: Brian Applebee, C.E.T. Manager of Transportation Services
Approved by: Dan Dillon, P.Eng. Director of Transportation and Environmental Services
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Corporate Report Report from Transportation and Environmental Services, Operations
Date of Report: May 20, 2016 Date of Meeting: June 13, 2016
Report Number: TES-156-2016 File: 77.37.99
Subject: Traffic Calming on Henley Island Drive
Recommendation That Council receive this report for information purposes. FORTHWITH Background In the spring of 2015, as part of the Henley Island Drive Sidewalk Project, staff presented several options for a proposed pedestrian facility along Henley Island Drive to the public. During the public consultation for that project, a majority of respondents to the questionnaire requested that traffic calming measures be installed on Henley Island Drive. From this, at the April 27, 2015 Council meeting, Councillor Harris requested that staff prepare a report on traffic calming measures and the expected costs based on the approved Traffic Calming Policy. As per report TES-248-2014 (Traffic Calming Program), staff has delegated authority to approve the installation of traffic calming measures on streets where warranted. Report In 2014 Council approved the City’s Traffic Calming Policy. The Policy provides a process and benchmarks for staff to follow when reviewing potential candidate locations for traffic calming measures. Accordingly, following the April 2015 Council request to review of Henley Island Drive for the potential for traffic calming, staff undertook a speed and vehicle volume study, as well as a review of existing pedestrian use and facilities, to determine if the roadway would meet the required criteria as set out in the Policy. The results of these various reviews indicated that traffic calming would be warranted on Henley Island Drive. Next Step – Traffic Calming Plan Based on the rural cross section of the roadway and the nature of the adjacent land use, the most practical traffic calming measure would be either a speed hump or speed cushions (installed in pairs, it is a narrower hump that allows emergency vehicles to straddle them). Taking into account the length of the road as well as the road geometry, staff recommend the placement of one speed hump or one set of speed cushions on the tangent section of Henley Island Drive approximately 50 metres west of the beginning of the curve / hill. This positioning would provide adequate spacing from the curve / hill for
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westbound drivers to allow them to recognize and react to its presence after cresting the hill and rounding the corner, and it would be visible to eastbound drivers from a distance which provides the opportunity to adjust their approach speed to a reasonable level. This also places the hump in close proximity to a streetlamp which helps to maximize its visibility in the dark.
As the implementation of speed humps or speed cushions is new for the City, and there are some disadvantages to them (primarily noise in this case), staff are recommending to install a temporary speed hump or speed cushions on Henley Island Drive. The temporary devices can provide for the same reduction in speed that a permanent device would, but has the added benefit of being removable. The plan would be to leave the device in place until the winter season.
It has been found in the past that residents can grow tired of the disadvantages of the speed humps or speed cushions, such as the noise created by some vehicles / trailers traversing them, and want them removed. Removal of a permanent devices after installation is costly and requires repaving of the road in the vicinity of the removal. A temporary device allows for a “trial” period to ensure that the residents are happy with the benefits versus the tradeoffs. Also, because of the seasonal nature of Henley Island Drive, the temporary device would be removed during the winter as to not impact snow clearing operations. If the implementation were found to be a success, a permanent speed hump could be installed and the temporary one could be used elsewhere.
In accordance with the Policy, staff will prepare a plan that will be circulated to affected residents, in this case those who have property abutting the roadway, as well as to the Royal Canadian Henley Regatta and the Ward Councillors, to elicit their feedback. Based on the feedback received, staff would then update the plan as necessary and implement the selected measure under delegated authority. Financial Implications Staff is recommending the purchase of either two (2) temporary speed humps or four (4) temporary speed cushions. The cost of the temporary speed humps is estimated at $6,000 per unit and the cost of temporary speed cushions is estimated at $3,500 per unit, to be funded from the 2016 Traffic Calming budget.
Relationship to Strategic Plan The recommendation in this report relate to the Strategic Plan goal 6: To be a city that embraces connectivity between people, places and neighbourhoods. Conclusion In the spring of 2015, staff heard from residents and users of Henley Island Drive that there was a demand for traffic calming on Henley Island Drive. From this, a motion was passed at Council for staff to investigate this possibility. Accordingly, staff undertook the required studies to determine if the roadway would meet the required criteria as set out
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in the City’s Traffic Calming Policy. The results of these various reviews indicated that traffic calming would be warranted on Henley Island Drive.
Therefore, staff are recommending to install either a temporary speed hump or temporary speed cushions on Henley Island Drive as a test case to ensure that the device is acceptable to the community. Before implementation of any device, as per the Traffic Calming Policy, staff will prepare a plan that will be circulated to the abutting home owners, the Ward Councillors and the Royal Canadian Henley outlining the plan and requesting feedback. Based on the outcome of the public feedback, staff will update the plan and install the selected measure under Delegated Authority.
Prepared & Submitted by: Brian Applebee, C.E.T. Manager of Transportation Services
Approved by: Dan Dillon, P.Eng. Director, Transportation and Environmental Services
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Corporate Report Report from Parks, Recreation and Culture Services, Performing Arts Centre
Date of Report: May 24, 2016 Date of Meeting: June 13, 2016
Report Number: PRCS-157-2016 File: 68.32.152
Subject: Request for Proposal for Film House Programming Services
Recommendation That Council award the Request for Proposal for the Film House Programming Service contract at the FirstOntario Performing Arts Centre to the Niagara Artist Centre at a cost of $8,000 per month plus $1040 HST, starting Monday June 20, 2016, and ending Sunday June 18, 2017; and
That the City Solicitor be directed to prepare the necessary agreement documents and by-laws. FORTHWITH Summary As the final component to establishing the programming elements for the FirstOntario Performing Arts Centre (FOPAC), the FOPAC requires a resource to program the film venue, which is now being promoted as The Film House. It is more cost effective for the centre to hire an organization to program the film series than hiring the dedicated staff to do the work.
The Request for Proposal (RFP) was issued on May 2, 2016, and closed on May 16, 2016. The RFP was issued as an open solicitation and in accordance with the procurement by-law. At the time of closing, only one organization submitted a response. The evaluation team completed due diligence and evaluated the sole submission in accordance with the evaluation criteria established in the RFP. The evaluation team found the sole submission to be very comprehensive, meeting all of the requirements as outlined in the scope of work. Further to a strong technical evaluation, the financial proposal also met within the available budget.
Although the procurement process garnered only one submission, it was not unexpected as the required services are unique, and there are not many organizations known to be capable of providing this service.
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Background Opened in November 2015, the FirstOntario Performing Arts Centre (FOPAC) is a keystone to the revitalization of downtown St. Catharines. Located on the southwest corner of St. Paul and Carlisle Streets, the FOPAC incorporates four distinct venues. This new cultural destination provides local and visiting audiences with a rich program of local arts productions and a national and international presentation series. It also serves as a support venue for Brock University’s Marilyn I. Walker School of Fine and Performing Arts (MIWSFPA). Programming includes music, theatre, dance, comedy and film, and the facility also welcome a wide variety of other community gatherings.
The 95,000 square foot facility includes four (4) state of the art venues:
Partridge Hall: a 772 seat performance venue with adjustable acoustical characteristics capable of serving a wide range of performing arts events, and the annual dance recital season; Robertson Theatre: 100+ seats in a flexible space that will primarily serve local theatre and dance producers. Cairns Recital Hall: a 304 seat venue designed for music, used by Brock’s Music Department, and local artistic community. The Film House: 199 seats to exhibit year-round independent art films and film festivals for the public and to serve as a lecture hall for the MIWSFPA during the day;
The purpose of this Request for Proposal is to review credentials, attain a cost for the work and establish a qualified proponent who can work with staff to execute a Film program for the FOPAC to serve Niagara audiences. Report To ensure a well programmed, and dedicated resource to program the film house, the FirstOntario Performing Arts Centre is looking for an organization to undertake the following:
Develop a lively film series that runs 8-10 screenings per week, 50 weeks of the year. Define popular, accessible, daily programming that engages a diverse community. Connect community with film as a language, an art form and an entertainment with consistent, dependable programming. Execute the administrative functions of booking film in collaboration with FOPAC Programming and Marketing staff. Assist the FOPAC on the creation of marketing and promotional materials in collaboration with FOPAC Programming and Marketing staff.
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In keeping with the leadership of a dynamic, versatile, community-oriented film organization, responsibilities of the Programming Service include but are not limited to the following:
Programming and Program Administration Design and implement a monthly film exhibition program that engages and entertains the local community, increases film literacy and animates the FirstOntario Performing Arts Centre with lively film series Co-lead a Film Advisory Committee in consultation with FOPAC Programming and Marketing staff. Cultivate and encourage an open and communicative environment between FOPAC, Film Advisory Committee, maintaining cohesion and unified goals within the team Provide film program in 2-month cycles as identified by FOPAC staff timelines. Present the prospective monthly film calendar selection to the FOPAC Film Program Committee for discussion and approval Establish sound working relationships with large and small distributors in Canada and internationally to ensure a wide variety of film content is available for programming Present film screening budget monthly to ensure it lines up with FOPAC budget expectations Establish cooperative arrangements with a wide variety of community groups and organizations, in consultation with FOPAC Programming and Marketing staff Transmit and confirm all technical specifications for projection and sound equipment for all cinematic screenings with distributors Send bi-weekly orders to Canadian Cinema Distribution to ensure that all digital cinema packages (DCPs) are delivered in a timely fashion for screenings Ensure that the KDMs (keys to unlock digital files) are delivered to the projectionist in a timely fashion to allow for testing of films Organize and maintain the databases required for the continued collaboration of all groups invested in the Film House Assist in the collection of invoices pertaining to film screening and film acquisition for reconciliation with FOPAC administrative staff Record-keeping that ensures accountability and ease of coordination of bookings and promotional collateral with FOPAC staff Track and report on film program within budget provided by FOPAC staff Maintenance of all necessary film license agreements with distributors and a thoughtful selection process for independent film booking suppliers with FOPAC staff Any other duties that may be reasonably requested of for the effective functioning of the cinema and to maximize its success
Marketing and Sponsorship Support Create brand awareness of the Film House through an integrated advertising strategy that joins strong image-based content with excellent descriptive content in consultation with FOPAC Programming and Marketing staff
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Write and adapt programming copy to accompany all films screened at the Film House Create monthly calendars in collaboration with FOPAC for distribution to the film- going public in the Niagara region Generate advertising spreads and other content for all marketing copy to FOPAC for the promotion of film sales (including but not limited to monthly calendar and brochure, two (2) page spreads for two (4) editions of Centre Stage Magazine, posters, flyers, table toppers, Film House specific advertisements) Create and disseminate relevant content for the Film House on social media with approval from FOPAC staff Assist in securing private sector sponsorships in consultation and approval by FOPAC Executive Director and Programming Manager Identify and pursue appropriate funding opportunities from foundations and government agencies for value-added programming and animation in collaboration with FOPAC Programming staff Consult with FOPAC Marketing and Programming staff to identify strategies that stimulate ticket sales, memberships, and sponsorships Participate in film-related networking and community relations activities on behalf of the FOPAC Work with FOPAC Marketing and Sponsorship to ensure acknowledgements and donor benefits are fulfilled in a timely manner
Community Engagement Define a message and vision for the Film House in conversation with the FOPAC Film Program Committee and other invested arts and culture community members Build on the existing culture of film literacy in the Niagara Region (BUFS, Shaw screenings, and commercial cinema) Identify arts and culture events, festivals, and exhibitions in the region that offer creative and collaborative programming opportunities Collaborate with the FOPAC staff to create a welcoming environment at the Film House that encourages the Niagara community to participate in programming and events Cultivate a team-oriented and collaborative engagement with the FOPAC staff to provide excellent cinematic screening experiences at the Film House Create and assist in the marketing of post-screening events (panels, Q&As, etc.) that engage the Niagara community in cultural conversations Provide space, facilities, and equipment for the hosting of post- screening events Negotiate travel and accommodation costs post-screening event guests; these costs to be the responsibility of the Program Service
At the end of the RFP period the city received one submission. The need of the arts centre to program the film house is a unique service requirement and there would not be many organization, or companies structured to provide this service. Therefore not many proposals were expected to be received. However the submission from the
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Niagara Artist Centre is a good proposal and meets all of the requirements listed above, including the allotted budget. The Niagara Artist Centre will hire a dedicated Film Programmer, as well as an Assistant Film Programmer. They will also provide administrative support in coordinating film deliveries and trailer creation as well as assist with audience development and outreach events. Also, the Niagara Artist Centre has two experienced members who have been programming film series in this community as volunteers for many years: Barry Grant, and Joan Nicks. They well be on the Film Advisory Committee and bring a wealth of knowledge to the centre. Financial Implications The cost of the service is $8,000 per month plus $1,040 HST starting June 20, 2016, and ending June 18, 2017. The FirstOntario Performing Arts Centre has this expense in the 2016 approved budget.
3 Year Financial Plan
2016 2017 2018 Expense
Programming Cost $96,000 $96,000 $96,000 Film and Marketing Costs $67,704 $90,272 $112,840 Projectionist Costs $28,080 $28,080 $28,080 Concession Costs $70,200 $80,600 $91,000 Total Expenses $261,984 $294,952 $327,920
Revenue Membership -$25,000 -$27,500 -$30,000 Ticket Sales -$109,200 -$145,600 -$182,000 Concession Sales -$78,000 -$104,000 -$130,000 Sponsorship -$12,000 -$24,000 -$30,000 Total Revenue -$224,200 -$301,100 -$372,000
Net Revenue/Expense -$37,784 $6,148 $44,080
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Conclusion The proposal received from the Niagara Centre provides the necessary level of service, provides a strong connection to the film industry, and has a competent team to program, coordinate, and promote The Film House and will support the success of the operation of the venue. It is more cost effective for the service to be provided by an organization then hiring dedicated staff directly. Notification It is necessary to notify Stephen Remus, Minister of Energy, Minds and Resources, Niagara Artist Centre, 354 St. Paul Street, St. Catharines, ON, L2R 3N2, 905-641-0331
Prepared and Submitted by: Steve Solski, Executive Director FirstOntario Performing Arts Centre
Approved by: Phil Cristi, Acting Director Parks, Recreation and Culture Services
Jeffery Silcox-Childs, Acting Director Parks, Recreation and Culture Services
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Corporate Report Report from Parks, Recreation and Culture Services, Business Planning and Strategic Services Date of Report: June 9, 2016 Date of Meeting: June 13, 2016
Report Number: PRCS-162-2016 File: 35.49.99
Subject: Canada 150 Community Infrastructure Program - Intake Two - Centennial Gardens and Seymour-Hannah Applications
Recommendation That Council approve the report PRCS-162-2016 dated June 8, 2016, regarding FedDev Ontario’s Canada 150 Infrastructure Program – Intake Two; and
That Council direct staff to submit the Centennial Gardens Project consisting of staircase reconstruction, trail improvements, construction of a covered picnic and gathering space, and tree maintenance to the Canada 150 Community Infrastructure Program for funding review; and
That Council authorize the allocation of the unused $190,000 of approved 2014 Capital Budget funding for Centennial Gardens upgrades towards the required contribution of matching funds for this project; and
That Council provide early approval in the amount of $195,000 from the 2017 Capital Budget as the remainder of the required contribution of funds towards the Centennial Gardens Project; and
That Council direct staff to submit the Seymour-Hannah Project consisting of rink floor rehabilitation (pads two and three) and energy improvements to the Canada 150 Community Infrastructure Program for funding review; and
Further, that Council authorize the allocation of the approved $2 million from the 2017 Capital Budget towards the required contribution of matching funds for this project. FORTHWITH Background On May 24, 2016, the Federal Economic Development Agency for Southern Ontario (FedDev Ontario) launched Intake Two of the Canada 150 Community Infrastructure Program (Canada 150 CIP) with applications due by June 24, 2016. The Canada 150 CIP is a federal funding program that supports, on a cost-shared basis, renovations, expansions and improvements to existing public infrastructure assets such as community centres, recreational facilities, cultural centres and other community
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infrastructure in celebration of the 150th anniversary of Canada’s confederation. FedDev Ontario has been allocated $44.4 million for Intake Two of Canada 150 CIP. This is separate from the Canada 150 Fund which provides funding for celebrations that contribute to building a sense of pride and attachment to Canada.
As a municipal government, the City of St. Catharines is an eligible recipient under the Canada 150 CIP. Eligible recipients may receive contributions of up to $1 million and must leverage a minimum of 50 per cent of funding from other sources. Priority may be given to projects that require a federal contribution of just 33.3 per cent of total project costs. Projects must be substantially completed before March 31, 2018.
Projects must fall within the following project categories to be eligible for funding under the program: community centres (including Legion Halls); cultural centres and museums; parks, recreational trails, including fitness trails, bike paths and other types of trails; libraries; recreational facilities including local arenas, gymnasia, swimming pools, sports fields, tennis, basketball, volleyball or other sport-specific courts, golf courses, ski hills or other types of recreational facilities; tourism facilities; docks; cenotaphs; and other existing community infrastructure assets for public benefit that have a local community impact, such as local roads, drinking water treatment and distribution systems, connectivity and broadband, local airports, solid waste management and wastewater infrastructure.
St. Catharines received $700,000 in funding for three projects through Intake One of Canada 150 CIP; report PRCS-073-2016 outlines the scope and funding for approved projects at West Park (St. Andrew’s ward), Rotary Park (St. Andrew’s ward), and Lakeside Park (Port Dalhousie ward).
This report requests approval to proceed with submitting two applications for Intake Two. Report Staff recommend submitting two applications Staff have reviewed potential projects that would meet the eligibility criteria. Following this review, staff recommend submitting applications for two projects, improvements to Centennial Gardens and rink floor rehabilitation and energy improvements at the Seymour-Hannah Sports and Entertainment Centre. In order to submit multiple applications they must be prioritized. Staff recommend that the Centennial Gardens project be submitted as the priority application as this project best meets the selection criteria of the Canada 150 CIP.
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Centennial Gardens Improvements Centennial Gardens improvements would include staircase reconstruction, trail improvements primarily south/west of the creek, construction of a small covered picnic and gathering space, and tree maintenance.
The staircase from Gale Crescent, a prominent feature of the original park design, is in disrepair and needs to be reconstructed to better serve its role as one of the main entrances into the park. The covered picnic and gathering space has been recommended following consideration of suggestions from Greening Niagara and the St. Catharines Disc Golf Club. If the application is approved staff will have further discussions with these groups about this structure.
The trail improvements would be in the western portion of the park and south of the creek (area shown in Appendix 1) and will address surface drainage issues which negatively impact recreational trail use. If there is sufficient budget available consideration would be given to also resurfacing the asphalt path between the trail and the staircase that leads to Gale Crescent opposite Riordon Street.
This project optimizes grant eligibility, meets mandatory eligibility criteria, upgrades the asset condition, and advances park revitalization implementation. Other notable considerations that support this project application include:
Centennial Gardens was constructed to celebrate Canada's Centennial celebration; the park is in a marginalized area and serves a diverse population; the improvements are expected to increase park attendance which helps to shape the health of a park; there are currently two formal park user groups: Greening Niagara and St. Catharines Disc Golf Club, who have provided great value to the community through their park improvement contributions and ongoing stewardship.
This project is supported by the Recreation Facility and Programming Master Plan, which recommends the City continue to enhance the redesign of parks through strategic improvements. The project also aligns with the Garden City Plan and the Parks Policy Plan, both of which identify and prioritize the restoration of Centennial Gardens; and it furthers the Urban Forestry Management Plan.
Project supports the approved Centennial Gardens Revitalization Plan Council approved the Centennial Gardens revitalization plan on February 1, 2010. The plan proposed two phases: first (2011-2014), to improve existing park conditions, open sightlines within and into the park, update access points into the park (including trail improvements), removal of some invasive trees, clearing overgrown vegetation, and increased tree maintenance; and second, enhanced amenities and new development which were to be reported to Council following the completion of Phase one.
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Funding was approved as follows:
2011: $245,000 transfer from reserve 2012: no funding (extends phase one timeline by one year) 2013: $195,000 capital 2014: $195,000 capital 2015: no funding (extends phase one timeline by one year)
Work completed to date includes the parking lot construction, installation of the pedestrian bridge (more than originally budgeted due to soil conditions), and some increased tree and vegetation maintenance.
Outstanding work from the original report that would be addressed through the proposed application project includes Gale Crescent staircase reconstruction and continued tree and vegetation work. This work would further phase one objectives and support future planning and park revitalization.
Matching funding sources $190,000 of the proposed matching funding has already been approved for the proposed work and $195,000 is included in the draft 2017 Capital Budget Forecast. Staff recommended that the remaining $190,000 approved Centennial Gardens upgrades funding from the 2014 Capital Budget are allocated to this application as matching funding and that the request for early approval of $195,000 from the 2017 Capital Budget is approved as the remaining matching funding to maximum grant recovery.
Seymour-Hannah rink floor rehabilitation and energy improvements The ice pads at Seymour-Hannah Sports and Entertainment Centre have experienced heaving as a result of the failure to the underfloor heating systems and the lack of separation in the systems for each pad. Council approved $2 million in the 2016 Capital Budget for the replacement of the ice pad in rink four (4), the isolation of the main feeds for both pad one (1) and pad four (4) and an attempt to repair the underfloor heating in rink one (1) (phase one). Council also approved $2 million for the 2017 Capital Budget for the replacement of the ice pad in rink three (3) and the isolation of the main feeds for both pad two (2) and pad three (3) (phase two).
Since the approval of these budgets and the commencement of the remedial works at Seymour-Hannah, staff have continued to experience issues as a result of failures to the systems. The cold floor system in rink two (2) required emergency repair as the result of a failure to the cold floor piping. This typically would not be an issue but this pad has had multiple repairs completed to the cold floor system and findings during inspection cause concern for the longevity of the pad. Heaving to the ice pad in rink one (1) has also been identified. Staff are currently reviewing the causes and options moving forward. Recommendations for rink one (1) will be the subject of a future report.
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Staff recommend submitting an application to the Canada 150 CIP for phase two of this project as it optimizes grant eligibility, meets mandatory eligibility criteria, and upgrades the asset condition. Additional funding would allow the City the opportunity to replace the ice pad in rink two (2), including all associated piping for the cold floor and underfloor heating, improve access to the header for the underfloor heating to allow for better control and maintenance and implement energy efficient solutions to assist with the overall energy efficiency of the facility.
This project is supported by the Recreation Facility and Programming Master Plan, which recommends the City provide effective asset management to ensure the long term availability and sustainability of its recreation infrastructure, and the achievement of best value from available capital funding resources.
Matching funding sources $2,000,000 has already been approved for the proposed work to satisfy the matching funding requirements. Financial Implications Eligible recipients may receive a non-repayable contribution of up to 50 per cent of eligible costs of an infrastructure project, up to a maximum of $1,000,000. The total funding from all federal sources will not exceed 50 per cent of total eligible project costs.
Centennial Gardens The allocation of the approved $190,000 of funding in the 2014 Capital Budget for capital improvements at Centennial Gardens and $195,000 included in the 2017 Capital Budget towards this project application would provide the 50 per cent required funding to support an application of $385,000 for a total project budget of $770,000.
The recommended application priorities are outlined in the chart following. The project scope would be scaled back, based on these priorities, if the grant is approved at a lesser amount.
Funding Priority Budget Estimate 1. Staircase reconstruction $240,000 2. Trail improvements $360,000 3. Covered picnic/gathering space construction $120,000 4. Tree removal/maintenance $50,000 Total $770,000
Funding: Canada 150 CIP request $385,000 City of St. Catharines’ share $385,000 Total $770,000
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Seymour-Hannah On November 30, 2015 Council authorized early budget approval of $2 million in the 2017 Capital Budget to complete phase two. The allocation of the approved $2 million towards this project application would satisfy the 50 per cent required funding to support an application of $1 million for a total project budget of $3 million. The full $2 million is recommended as matching dollars, as priority may be given to applications seeking no more than 33.3 per cent.
The recommended application priorities are outlined in the following chart. The project scope would be scaled back, based on these priorities, if the grant is approved at a lesser amount.
Funding Priority Budget Estimate 1. Rink 3 - replacement $800,000 2. Rink 3 - isolation of heating and cooling lines $400,000 3. Rink 2 - isolation of heating and cooling lines $400,000 4. Rink 2 - replacement $800,000 5. Energy efficiency implementation $600,000 Total $3,000,000
Funding: Canada 150 CIP request $1,000,000 City of St. Catharines’ share $2,000,000 Total $3,000,000
Relationship to Strategic Plan The Centennial Gardens improvement project support four Strategic Plan objectives. It is related to: social sustainability objective 4.1, prioritize and implement recommendations from the Parks and Recreation Master Plan with a focus on balancing recreation services for all ages, demographics and abilities; social sustainability objective 5.1, to be a city that embraces connectivity between people, places and neighbourhoods; social sustainability object 5.3, accelerate the implementation of active transportation networks that link people with parks, trails and waterfront and support the development of complete streets; environmental sustainability objective 7.4, maintain and enhance the health and accessibility of our waterfront through the waterfront trail system, municipal beaches, rivers and creeks, the Welland Canal and old canal systems by working with Niagara Region, the Niagara Peninsula Conservation Authority and other community partners on improvement projects.
Further, the project aligns with the Garden City Plan and the Parks Policy Plan, both of which identify and prioritize the restoration of Centennial Gardens. The Seymour-Hannah project supports economic sustainability objective 2.4, to optimize capital infrastructure through effective asset management and sustainable investment; and objective 4.1, prioritize and implement recommendations from the Parks and Recreation Master Plan with a focus on balancing recreation services for all
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ages, demographics and abilities. The energy efficiency component of the project is related to environmental sustainability objective 7.1, to establish a plan to integrate green energy and sustainable technologies in municipal infrastructure and program delivery. Conclusion The Centennial Gardens and Seymour-Hannah projects optimize grant eligibility, meets mandatory eligibility criteria, upgrades asset conditions, and advances the implementation of existing plans. Council’s support of these applications will provide an opportunity to develop recreation infrastructure that is supported by the strategic framework within the Recreation Facilities and Programming Master Plan.
Prepared by: Amy Tomaino, Manager of Business Planning & Strategic Services
Submitted by: Phil Cristi, Acting Director Dan Dillon, Director Transportation & Environmental Services
Approved by: Bryan Shynal, Commissioner of Operations
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Corporate Report Report from Legal and Clerks Services, Office of the City Clerk
Date of Report: June 3, 2016 Date of Meeting: June 13, 2016
Report Number: LCS-163-2016 File: 10.12.1
Subject: Council Correspondence Recommendation That Council receive and file the items listed within the report; and
That Council receive and file additional correspondence distributed for the meeting held June 13, 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 May 20, 2016 to June 3, 2016.
Grants to Offset Fees for Use of Municipal Facilities and Services 1. Southridge Church, Outreach Mobilization-Southridge Shelter, Re: Request to waive fees for Burgoyne Woods for Community Barbeques being held on June 22, July 20 and August 17, 2016. (rental fees, including tax totals: $505.26)
Resolutions 2. Township of Wellington North, Re: Support for Ban on Door-to Door Sales in the Home Services Sector 3. Town of Amherstburg, Re: Support for Highway 3 Widening between Essex and Leamington 4. City of Kingston, Re: Support for Provincial Building Code Amendment to Accommodate Infrastructure that will Support Electric Vehicles 5. Municipality of North Middlesex, Re: Fort McMurray Municipal Donation Challenge 6. City of Port Colborne, Re: Support for Town of Shelburne and City of Pickering Autism Spectrum Disorder and Intensive Behaviour Intervention and Unfair Treatment of Children with Autism Spectrum Disorder and Their Families
General Correspondence 7. Niagara River Lions, Re: Season Recap 8. St. Catharines Wingfest, Re: Request for Event to be One of Municipal Significance 9. Rotary Club of St. Catharines, Re: 2016 Ribfest, July 29 to August 1, 2016 10. Minister of Transport, Re: VIA Rail Canada Inc. Service
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11. Greater Niagara Chamber of Commerce, Re: Support for Support for Single Inter-Municipal Farebox Transit System in Niagara 12. AECOM, Re: Notice of Study Commencement-Highway 406 Structural Rehavilitation and Replacemetns from 4th Avenue to Westchester Avenue, G.W.P. No. 2453-13-00 13. AECOM, Re: Notice of Study Commencement – Rehabilitation of Eight (8) Structures on the Queen Elizabeth Way G.W.P. No. 2214-14-00 14. City of Thorold, Re: DeCew House Heritage Park 15. Planning and Building Services, Re: Building Activity Statistics for the Month of April 2016
Niagara Region 16. Approval of Environmental Assessment of the Proposed Expansion of the Humberstone Landfill 17. 2016 Tax Capping Policy, CSD 27-2016 18. Combined Sewer Overflow (CSO) Control Policy, 2016 Funding Recommendations, PW 19-2016 19. Municipal Comprehensive Review, How We Grow: Phase 1 and 2 Summary Report, PDS 15-2016
Reports Requested by Council 20. Outstanding Reports List – updated June 3, 2016
Prepared by: Submitted by: Approved by: Rebecca Alfieri Bonnie Nistico-Dunk Nicole Auty Council & Committee Coordinators City Clerk Director/City Solicitor
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AGENDA ITEM 4.8 Sub Item 1 From: Brendon Nicholson [mailto:[email protected]] Sent: Monday, May 30, 2016 1:18 PM To: Haine, Deanna
Good afternoon,
My name is Brendon and I am writing on behalf of Southridge Shelter. I am responsible for events and community engagement here at Southridge and each summer the Shelter hosts a series of barbecues for our community (shelter residents, former residents, volunteers and community partners) in Burgoyne Woods. The purpose of these barbecues is to celebrate the unique community that exists around Southridge Shelter and spend a couple of hours enjoying each other's company and setting aside the stresses day-to-day life. Over the years these events have become high points in our calendar and have served the community well.
In seeking a permit for this summer's events on June 22, July 20 and August 17, 2016, it has come to my attention that there is a possibility that the fees for the permit may be waived at the discretion of City Council. I submit that, for the reasons outlined above, these events do indeed benefit the community and request that the Council consider waiving the fees paid, as outlined in the contract attached hereto.
If you require any further information, please do not hesitate to contact me.
Best,
Brendon Nicholson Outreach Mobilization | Southridge Shelter 905-682-9901 ext. 293 | www.southridgeshelter.ca
Legal and Clerks Services, Office of the City Clerk Council ... Page 78 of 166 AGENDA ITEM 4.8 Sub Item 2 From: Karren Wallace Sent: May-17-16 3:49 PM To: Municipal Clerks Subject: RE: Township of Wellington North resolution calling for a ban on door to door sales in Ontario
Please find attached Resolution 2016-235 that was passed at our May 16, 2016 meeting of Council calling on the provincial government to ban door to door sales.
You are encouraged to support this resolution and provide a copy of your supporting resolution to your Member of Provincial Parliament. Contact information can be found at this link: http://www.ontla.on.ca/web/members/member_addresses.do?locale=en
Thanks in advance.
Karren Wallace, AMCT, Dipl. M. A. Clerk, Township of Wellington North 7490 Sideroad 7 W, PO Box 125 Kenilworth, Ontario N0G 2E0 Phone: 519-848-3620 extension 27 Toll-free: 1-866-848-3620 Email: [email protected]
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May 27, 2016 VIA EMAIL
Hon. Steven Del Duca, MPP Minister of Transportation 3rd Floor, Ferguson Block 77 Wellesley Street West Toronto, ON M7A-1Z8
Dear Hon. Steven Del Duca,
Please be advised that at its meeting held on May 9th, 2016, Amherstburg Town Council passed the following motion:
Resolution # 20160509-208 - That Administration BE DIRECTED to send a letter to the Liberal government in support of the Town of Essex's resolution to the Ontario government to improve public safety by completing the Highway 3 widening project.
Regards,
Tammy Fowkes Deputy Clerk
cc: Ron McDermott – Mayor, Town of Essex Taras Natyshak – MPP, Essex Tracey Ramsey, MP, Essex Association of Municipalities of Ontario (AMO) Ontario Municipalities
Attached: Town of Essex Resolution – Widening Highway 3 to Improve Public Safety
Website: www.amherstburg.ca 271 SANDWICH ST. SOUTH, AMHERSTBURG, ONTARIO N9V 2A5 Phone: (519) 736-0012 Fax: (519) 736-5403 TTY: (519)736-9860 Legal and Clerks Services, Office of the City Clerk Council ... Page 81 of 166 AGENDA ITEM 4.8 Sub Item 3
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Office of the City Clerk
May 19, 2016
The Right Honourable Justin Trudeau, Prime Minister Office of the Prime Minister 80 Wellington Street Ottawa, ON K1A OA2 justin .trudeau@parl .gc .ca
The Honourable Kathleen Wynne Premier of Ontario Legislative Building, Queen's Park Toronto, ON M7A 1A1 premier@ontario .ca
Dear Prime Minister Trudeau and Premier Wynne:
RE: Kingston City Council Meeting, May 17, 2016 - New Motion 2
At the regular meeting of Kingston City Council held on May 17, 2016, Council approved the following resolution requesting the Province of Ontario to adopt a similar Building Code Amendment passed by the Province of Quebec:
Whereas an increasing number of motorists are planning to opt for electric vehicles, and many communities are committing to a carbon neutral future; and Whereas the province of Quebec is amending their Building Code to incorporate 220V outputs in all new buildings and major renovations to accommodate charging stations; and Whereas Kingston is committed to reducing greenhouse emissions; Therefore Be It Resolved That the City of Kingston request the Province of Ontario to adopt a similar Building Code Amendment; and That Council direct staff to include language in the Official Plan to encourage builders to accommodate infrastructure that will support ,electric vehicles; and That this motion be shared with the Ontario Premiers Office, the Ontario Opposition Party Leaders, the MOECC Minister, MPP of Kingston & Island's, FCM, AMO, & all Ontario Municipalities with populations greater than 50,000.
The Corporation of the City of Kingston 216 Ontario Street, Kingston, ON K7L 2Z3 Phone: (613) 546-4291 ext. 1247 Fax: (613) 546-5232 [email protected]
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Sub Item 4
Should you have any questions, please do not hesitate to contact me.
c: rovincial Opposition Leaders: The Honourable Patrick Brown (patrick.brown@pc .ola .org) The Honourable Andrea Horwath (ahorwath-qp@ndp .on .ca) Glen Murray, Minister, Environment & Climate Change (gmurray .mpp@ liberal.ola .org) Sophie Kiwala MPP Kingston and the Islands ([email protected] .org) Federation of Canadian Municipalities (info@fcm .ca) Association of Municipalities of Ontario ([email protected] .ca) All Ontario Municipalities with populations greater than 50,000
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From: Marsha Paley [mailto:[email protected]] Sent: Thursday, May 19, 2016 12:14 PM To: '[email protected]'; Ontario Municipalities
To CAOs and Clerks:
Please find attached a motion passed unanimously by the Council of the Municipality of North Middlesex at their Regular Meeting held on May 18, 2016. The amount was originally $1,000.00 as per policy, however, was increased by Council at the meeting [to $2,000.00].
Regards,
Marsha
Marsha Paley, MCIP, RPP, CMO Chief Administrative Officer Municipality of North Middlesex Work Ph. 519-294-6624 ext. 228 E-mail: [email protected]
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7 Front Street North P: (289) 273-5905 Thorold, Ontario Riverlions.ca L2V 1X3 Official Member of the National Basketball League of Canada Sub Item 7
May 30, 2016
Dear City Council Member,
On Friday May 6th the first ever playoff basketball game in Meridian Centre history took place!
With over 2000 fans in attendance, the feeling in the Meridian Centre was that of excitement and desperation, hoping for a Niagara River Lions victory! To the dismay of the fans and our organization, the Windsor Express would advance to the second round of the National Basketball League of Canada’ playoffs, which left fans in attendance eager for next season, and more River Lions basketball!
As our season came to a close, a new chapter opened for this franchise. Our organization was able to reflect on the year as a whole, and analyze our performance both on and off the hardcourt.
In only one yeayear, we quickly built a presence in the St. Catharines' community. Our players and staff made frequent visits to schools and community groups throughout the City of St. Catharines, and the Region at large! The organization implemented educational programs tailored toward the benefit of our youth. The River Lions were also able to give back by working together with the City's many non-profits, such as Community Care. We started by promoting the game of basketball at the grassroots level, and this translated into a successful year that saw our franchise rank 4th in league attendance. As a result, the River Lions were able to secure new found revenue for the City of St. Catharines - this is something that our organization will look to build upon in the years to come as we grow and continuously support #ourhomestc!
We are committed to the City of St. Catharines, and we hope to continue to contribute to the economy through exciting basketball showcased in our City's beautiful spectator facility. The River Lions front office would relish the opportunity to speak to you about the economic and philanthropic value we can contribute to our city in seasons to come.
Please accept this request to speak in front of City Council, so that we may continue to thrill our sport fans with an entertaining, fan-friendly, and affordable brand of professional basketball right here in the City of St. Catharines!
Best Regards,
Richard Petko Founder & CEO Niagara River Lions
Legal and Clerks Services, Office of the City Clerk Council ... Page 98 of 166 AGENDA ITEM 4.8 Sub Item 8
May 27, 2016
Ms. Bonnie Nistico-Dunk City Clerk – Citizens First, Legal and Clerks Services The Corporation of the City of St. Catharines 50 Church Street St. Catharines, ON L2R 7C2
Dear Ms. Nistico-Dunk,
Re: St. Catharines Wing Fest – Request for approval as an event of Municipal Significance
Please allow this letter to introduce you to the St. Catharines Wing Fest, a non-profit incorporation dedicated to establishing an annual festival that will strengthen our community by showcasing local food, beverage and music, while simultaneously raising money for Community Care St. Catharines & Thorold.
Our group is very proud to host the inaugural St. Catharines Wing Fest, for which we are seeking your approval as an event of Municipal Significance. Your support is essential to ensuring that this grassroots community initiative becomes a signature event to raise funds for Community Care St. Catharines & Thorold – subsequently helping in the delivery of resources, vital services and assistance to individuals and families in our community.
The inaugural St. Catharines Wing Fest is scheduled to be held at Lakeside Park in Port Dalhousie on Saturday, August 13 (11:00AM-11:00PM) and Sunday, August 14, 2016 (11:00AM- 6:00PM).
St. Catharines Wing Fest is about more than just raising funds for charitable purposes; it is about supporting a strong, vibrant and engaged community – all while showcasing a natural location that pulls on the heart strings of the St. Catharines community.
St. Catharines Wing Fest’s objectives are:
- To raise funds for charitable purposes - To promote local businesses and artists - To provide sponsorship opportunities for local companies - To increase the number of tourists in attendance at a local tourist attraction - To promote the City’s cultural diversity
Page 1 of 2
Legal and Clerks Services, Office of the City Clerk Council ... Page 99 of 166 AGENDA ITEM 4.8 Sub Item 8 The event aligns with the following areas of the City of St. Catharines’ Community-Based Strategic Plan:
- Embrace the culture and the diversity of the citizenry - Celebrate unique agricultural and historical assets - Promote a healthy environment and ideal location
St. Catharines Wing Fest organizers are kindly requesting to be identified as an event of Municipal Significance and also hoping to receive the following in-kind support from the City of St. Catharines:
- Equipment (picnic tables, garbage receptacles) - City Staff required for set up and operations - Costs associated with park permits and special event fees
Please note that organizers of St. Catharines Wing Fest will provide additional details as they become finalized, including a detailed plan of the venue that will lay out where all tents and food preparation areas will be erected.
We appreciate your kind consideration of our request, and we would be pleased to come before council as a delegation, if required.
In the meantime, should you have any questions please feel free to visit our website (www.wingfest.ca) or contact, Jeff McGuffin, St. Catharines Wing Fest Chair, directly at (905) 892-2628 ext. 8206 or [email protected].
Warm regards,
Jeff McGuffin Chair, St. Catharines Wing Fest
Cc: Jordan Clark – Board Member Andy Depner – Board Member Stephanie Farr – Event Organizer Allie Hughes – Board Member Owen Hughes – Board Member Emily Isaak – Event Organizer Graham Lowe – Board Member Corrina Massicotte – Board Member Rick Nero – Treasurer Karl Vanderkuip – Board Member Jordan Versluis – Board Member Jared Wayland – Board Member
Page 2 of 2
Legal and Clerks Services, Office of the City Clerk Council ... Page 100 of 166 AGENDA ITEM 4.8 Sub Item 9 Rotary Club of St. Catharines i~ECE11iE~ 111 Church Street MAY 24 2016 St. Catharines, Ontario L2R 3C9 CITY CLEFi~C'S OFFICE S7. CATHAR! ES, ONTARIO May 19, 2016
City of St. Catharines P.O. Box 3012 50 Church Street St. Catharines, Ontario L2R 7C2 Attention: Office of the City Clerk
Dear Sir /Madam:
We are writing to notify you that the Rotary Club of St. Catharines is preparing to hold its annual Ribfest from July 29t" through to August 1St of this year ("2016 Ribfest").
We have scheduled the 2016 Ribfest to take place in Montebello Park with the hours of operation being from 11:00 a.m. through to 11:00 p.m., excepting Monday, August 1St where the hours of operation will be from 11:00 a.m. through to 9:00 p.m.
In addition to your organization, we have notified, and are working in cooperation with, St. Catharines' Recreation and Community Services Department, St. Catharines Fire and Emergency Services, Niagara Regional Police Services, Horizon Utilities and Niagara Regional Public Health.
with any questions or concerns. Please contact the undersigned DISTR{BUTION 4~i al to: r a ~ Regards, Gf ~1 Ccpy sent to: Mayor: Ter Romaniuk ~/~a: Rotary Club of St. Catharines Terrvromaniuk2011 Ca~amail.com Geparkment: 905-324-2721
c.c. co-chairs of 2016 Ribfest
Legal and Clerks Services, Office of the City Clerk Council ... Page 101 of 166 AGENDA ITEM 4.8 Sub Item 10 From: Minister of Transport / Ministre des Transports (TC) [mailto:TC.MinisterofTransport- [email protected]] Sent: Wednesday, May 25, 2016 9:45 AM To: Alfieri, Rebecca
Ms. Rebecca Alfieri Council and Committee Coordinator City of St. Catharines [email protected]
Dear Ms. Alfieri:
Thank you for your correspondence of February 16, 2016, in which you provided me with a motion passed by the City of St. Catharines regarding VIA Rail Canada Inc. service. Please accept my apology for the delay in replying.
VIA Rail Canada Inc. is an independent Crown corporation that operates at arm’s length from the Government of Canada and reports to Parliament through the Minister of Transport. My role is to determine the broad policy direction of the corporation while respecting its operational autonomy.
The federal government will continue to provide the necessary funding to maintain a safe, efficient and reliable transportation system in Canada and will take the time to determine the best approach in that context.
Stakeholders across Canada were active in providing their perspectives on the challenges and opportunities facing transportation in the years ahead as part of the 2014-15 Canada Transportation Act Review, which I tabled in Parliament this past February 2016.
To expand on the advice generated by the Review and assist the development of a long-term agenda for transportation in Canada, I have launched a stakeholder engagement exercise that will take place in the spring and summer of 2016. Discussions will be oriented around the themes of Trade Corridors to Global Markets; Green and Innovative Transportation; the Traveller; Waterways, Coasts, and the North; and Safer Transportation. Further information on this process can be found at www.tc.gc.ca/eng/future-transportation-canada-678.html.
I would like to thank you for your valuable input, which will be considered along with other feedback and perspectives shared by Canadians and transportation stakeholders. Should you have further comments or views, I encourage you to share it through the “Future of Transportation in Canada: Developing a Long-term Agenda for Transportation” website at http://www.tc.gc.ca/eng/future-transportation-canada-678.html.
Thank you again for writing.
Legal and Clerks Services, Office of the City Clerk Council ... Page 102 of 166 AGENDA ITEM 4.8 Sub Item 10
Yours sincerely,
The Honourable Marc Garneau, P.C., M.P. Minister of Transport
c.c. Office of the Right Honourable Justin Trudeau, P.C., M.P. Prime Minister
Mr. Chris Bittle, M.P. St. Catharines
Mr. Vance Badawey, M.P. Niagara Centre
Mr. Bob Bratina, M.P. Hamilton East–Stoney Creek
The Honourable Steven Del Duca, M.P.P. Minister of Transportation, Ontario
The Honourable Jim Bradley, M.P.P. St. Catharines
Mr. Wayne Gates, M.P.P. Niagara Falls
Mr. Tim Hudak, M.P.P. Niagara West–Glanbrook
Legal and Clerks Services, Office of the City Clerk Council ... Page 103 of 166 AGENDA ITEM 4.8 Sub Item 11 RE~EIV~D RECE11fED tNAYOR'S OFFICE h~AY 26 2016 MAY Z 5 116 CITY CLERK'S OFFICE GREATER NIAGARA S7. GATHARI ES, ONTARIO CHAMBER OF COMMERCE
His Worship the Mayor and Members of City Council The City of St. Catharines PO Box 3012, 50 Church St., St. Catharines, ON L2R 7C2
Cc: Chris Bittle M.P.; Vance Badawey M.P.
To His Worship the Mayor and Members of City Council,
On behalf of Niagara's business community, the Greater Niagara Chamber of Commerce wishes to express its support for the consolidation of the various public transit commissions and authorities in Niagara. The 2015 Niagara Economic Summit identified a single inter-municipal public transit system with a single farebox as the highest policy priority for business in Niagara, and it is a demand we hear daily from the business community.
That being the case, the GNCC is pleased to see this issue gaining momentum. Significant political support from the Niagara Falls, St. Catharines and Welland Mayors is a good first step. An equally important step was the hiring of a consultant to deliver a menu of models and the monetary investment in the project that represents.
Funding for inter-munical transit, however, is the crucial question. While local municipalities are facing budgetary restrictions and farebox recovery is stretched to the limits, our higher-tier governments have committed substantial funds for investment in transit infrastructure.
In addition to the Government of Ontario's Moving Ontario Forward fund, the Government of Canada's Ministry of Infrastructure and Communities has announced that almost $1.5 billion will be available in Ontario for the Public Transit Infrastructure Fund. This fund will support system optimization and efficiency if either can be completed within the Phase 1 timeline. To take advantage of these funds, the current timeline (consultant report in Q3 of 2016 and implementation in Q3 of 2017), would have to be moved up significantly, with a plan ready for submission to the Ministry in the summer of this year. Further, with allocation based on ridership, a consolidated system in place before an application for funding of any service expansion would almost certainly result in a larger allocation.
Beside this, we also urge the implementation of a single farebox for the Niagara transit system, as well as integration with other systems such as Presto (usable on Metrolinx' GO network and on the TTC), which will be even more important once all-day, year-round GO train service arrives in Niagara.
1 St. Paul St., Suite 103, St. Catharines, Niagara L2R 7L2 www.greaterniagarachamber.com T: 905.684.2361 Legal and Clerks Services, Office of the City Clerk Council ... Page 104 of 166 AGENDA ITEM 4.8 Sub Item 11
GREATER NIAGARA CHAMBER OF COMMERCE
A consolidated public transit system would offer benefits such as decreased travel times, better labour force flexibility and mobility, and better youth retention and attraction owing to increased coordination between municipalities and a single farebox system offering greater efficiency and affordability to riders. For example, the administration and student unions of both Brock University and Niagara College have identified the current transit system as a major problem for attraction of both prospective students and administrators. This is a considerable issue when 40% of all Niagara Regional Transit (NRT) riders are students atone of these post-secondary institutions.
Employers also need a single system. In Niagara, 77% of the labour force uses a car to get to work, and only 2% use public transit. To employers, especially those in the tourism, retail and call centre industries who have large percentages of employees that rely on public transit, this is a considerable burden that impacts their ability to compete in national and global markets when routes and schedules prevent effective staffing. For example, 57% of Niagara Falls workers live outside the city. Providing a better solution for these employees and employers is critical to maintaining competitiveness and opportunity.
It is for these reasons that the GNCC strongly supports a consolidated transit system for all of Niagara, and urges all those involved to commit to the project without delay. We understand that some of these initiatives are already under way, and the GNCC offers its full support for them. We strongly encourage you to review the 2016 Federal funding opportunities and reconsider the existing timelines. This is important not just to the business community, but to students, marginalized populations, and residents of every stripe. Action on this project cannot be taken quickly enough.
Yours sincerely,
Mishka Balsom President &CEO,Greater Niagara Chamber of Commerce
i.
1 St. Paul St., Suite 103, St. Catharines, Niagara L2R 7L2 www.greaterniagarachamber.com T: 905.684.2361 @ niagaracoc Legal and Clerks Services, Office of the City Clerk Council ... Page 105 of 166 AGENDA ITEM 4.8
AECOM Sub Item 12 30 Leek Crescent 905 882 4401 tel ~COM Richmond Hill, ON, Canada L4B 4N4 905 882 4399 fax www.aecom.com
RECEIVED MAYOR'S OFFICE May 26, 2016 2016 Walter Sendzik, Mayor MAY 3 0 City of St. Catharines 50 Church St., P.O. Box 3012 St. Catharines, ON L2R 7C2
Dear Mayor Sendzik:
Re: Notice of Study Commencement Highway 406 Structural Rehabilitations and Replacements from 4th Avenue to Westchester Avenue Detail Design and Class Environmental Assessment Study, G.W.P. No.: 2453-13-00 Ministry of Transportation
The Ontario Ministry of Transportation (MTO) has retained AECOM to undertake a Detail Design and Class Environmental Assessment (EA) Study to rehabilitate or replace nine (9) structures on Highway 406 between 4th Avenue and Westchester Avenue in the City of St. Catharines, Niagara Region as shown on the enclosed Notice of Study Commencement. The nine (9) structural sites include: • Highway 406 Northbound Lanes (Site 18-233/1) and Southbound Lanes (Site 18-233/2) Over 12 Mile Creek • Highway 406 Underpass at Westchester Crescent Eastbound Lanes (Site 18-232/1) and Westbound Lanes (Site 18-232/2) • Geneva Street Off-Ramp at the Old Welland Canal (Site 18-168) • Highway 406 Underpass at 4`h Avenue (Site 18-234) • Highway 406 Underpass at Westchester Avenue (Site 18-172) • Highway 406 Underpass at the Pedestrian Bridge (Site 18-268) • Dick's Creek Culvert on Highway 406 (Site 18-394/C)
Construction staging will be based on technical and environmental factors and in consultation with municipalities, government agencies and other stakeholders. The project will also include the examination of potential impacts to traffic operations during construction.
The study will follow the approved planning process for Group `C' projects under the Class EA for Provincial Transportation Facilities (2000).
The structures will be grouped into a minimum of three (3) contracts and upon the completion of each contract, an Environmental Screening Document (ESD) will be prepared to document the recommended improvements, consultation undertaken during the study, potential environmental issues and mitigation measures. The ESDs will not be made available for public review, but can be viewed upon request. There is no Part II Order (bump-up) request opportunity provided for Group `C' projects under MTO's Class EA process.
Legal and Clerks Services, Office of the City Clerk Council ... Page 106 of 166 AGENDA ITEM 4.8
Page 2 A=COM Sub Item 12
The purpose of this letter is to notify your organization of the commencement of this Detail Design and Class EA Study and to request that you complete the enclosed Stakeholder Information Form. In order to assist us with our planning process, please indicate your organization's interest in the study, your organizations main contact and if you anticipate that the project will affect the delivery of your organization's programs or services. A reply by June 30, 2016 would be appreciated.
If you require further information regarding this project or have any accessibility requirements in order to participate in this project, please feel free to contact me at 905-882-4401 ext. 1752. You may also contact the Ministry of Transportation Project Engineer, Alice Kam, or the Consultant Project Manager, Tim Sorochinsky via the information provided on the enclosed Notice of Study Commencement.
Sincerely, AECOM
Britta Patkowski, MCIP, RPP Senior Environmental Planner
CC: A. Kam, Ministry of Transportation, Project Engineer M. Pak, Ministry of Transportation, Environmental Planner T. Sorochinsky, AECOM, Project Manager
Encl. Notice of Study Commencement Stakeholder Information Form
Legal and Clerks Services, Office of the City Clerk Council ... Page 107 of 166 AGENDA ITEM 4.8
NOTICE OF STUDY COMMENCEMENT Highway 406 Structural Rehabilitations and ReplacementsSub Item 12 From 4th Avenue to Westchester Avenue Detail Design and Class Environmental Assessment Study, G.W.P No.: 2453-13-00
THE PROJECT The Ontario Ministry of Transportation (MTO) has retained AECOM to undertake a Detail Design and Class Environmental Assessment (EA) Study to rehabilitate or replace nine (9) structures on Highway 406 between 4`h Avenue and Westchester Avenue in the City of St. Catharines, Niagara Region. The nine (9) structural sites include: • Highway 406 Northbound Lanes (Site 18-233/1) and Southbound Lanes (Site 18-233/2) Over 12 Mile Creek • Highway 406 Underpass at Westchester Crescent Eastbound Lanes (Site 18-232/1) and Westbound Lanes (Site 18-232/2) Highway 40k; Underpass ~t • Geneva Street Off-Ramp at the Westchester Crescent Geneva Street Off-Ramp Old Welland Canal (Site 18-168) Eastbound Lanes and Westbound Lanes , at the Old Vtfelfand Oanai • Highway 406 Underpass at 4~n Highway 4p6 Nnrthbpund Lanes Highway 4q6 Underpass Avenue (Site 18-234) end Southbound Lanes at Westchester Avenue Auer 12 Mile Creek • Highway 406 Underpass at Westchester Avenue (Site 18- 172) • Highway 406 Underpass at the Pedestrian Bridge (Site 18-268) • Dick's Creek Culvert on Highway 406 (Site 18-394/C) Construction staging will be based on technical and environmental factors and in consultation with municipalities, government agencies WiJ hwaY 4q8 UnderF~ ass ~, Hi9 hwa Y 406 Underp ass 4 - Dick's Greek Culvert a# 4kh Avenue ~ at tMe Pedestrian Bridge ~ on Highway 4QE and other stakeholders. The project will also include the examination of Source: ~.arrd Infarrr~atlan t~rrtaria 4 500 1,OQU potential impacts to traffic operations during construction. Meters THE PROCESS The study will follow the approved planning process for Group 'C' projects under MTO's Class EA for Provincial Transportation Facilities (2000). The structures will be grouped into a minimum of three (3) contracts and upon the completion of each contract, an Environmental Screening Document (ESD) will be prepared to document the recommended improvements, consultation undertaken during the study, potential environmental issues and mitigation measures. The ESDs will not be made available for public review, but can be viewed upon request. There is no Part II Order (bump-up) request opportunity provided for'Group C' projects under MTO's Class EA process. COMMENTS To obtain additional information, provide comments, or to be placed on the mailing list for the study, please contact one of the following Project Team members: Alice Kam, P.Eng. Tim Sorochinsky, P.Eng. Britta Patkowski, MCIP, RPP Project Engineer Project Manager Senior Environmental Planner Ministry of Transportation, Central Region AECOM AECOM Planning &Design Section 4`h Floor, 30 Leek Crescent 4`h Floor, 30 Leek Crescent 4`h Floor, 159 Sir William Hearst Avenue Richmond Hill, ON L4B 4N4 Richmond Hill, ON L4B 4N4 Toronto, Ontario, M3M OB7 Tel: 905-882-4401 Tel: 905-882-4401 Tel: 416-235-5584 Fax: 905-882-4399 Fax: 905-882-4399 Fax: 416-235-3576 [email protected] britta. [email protected] [email protected]
If you have any accessibility requirements in order to participate in this project, please contact one of the Project Team members listed above. Comments are being collected to provide and obtain information, and to identify concerns in accordance with the Ontario Environmental Assessment Act. This material will be maintained on file for use during the study and may be included in project documentation. Information collected will be used in accordance with the Freedom of Information and Protection of Privacy Act. With the exception of personal information, all comments will become part of the public record. yr~,:-~ t~~ {~~l~c~i"lQ Legal and Clerks Services, Office of the City Clerk Council ... Page 108 of 166 AGENDA ITEM 4.8 Sub Item 12 acon~ Highway 406 Structural Rehabilitations and Replacements From 4th Avenue to Westchester Avenue Detail Design and Class Environmental Assessment Study, G.W.P. No.: 2453-13-00
STAKEHOLDER INFORMATION FORM
1.) If your organization wishes to participate in the study, please provide contact information below for the individual who will act as the Project Team's main point of contact.
Name:
Position:
Organization:
Address:
Phone:
Fax:
E-mail:
2.) Please provide your organizations areas of interest and/or preliminary comments:
Your information and comments will be kept on file for use during the study. Please submit this form to:
Britta Patkowski, MCIP, RPP Senior Environmental Planner AECOM 4th Floor, 30 Leek Crescent Richmond Hill, ON L4B 4N4 Fax: 905-882-4399 Legal and Clerks Services, Office of the City Clerk Council ... Page 109 of 166 AGENDA ITEM 4.8 AECOM Sub Item 13 A=COM 30 Leek Crescent, Floor 4 905 882 4401 tel Richmond Hill, ON, Canada L46 4N4 905 882 4399 fax www.aecom.com
RECEIVED May 26, 2016 MAYOR'S OFFICE
Walter Sendzik, Mayor 2016 City of St. Catharines MAY 3 0 50 Church St., P.O. Box 3012 St. Catharines, ON L2R 7C2
Dear Mayor Sendzik:
Re: Notice of Study Commencement Rehabilitation of Eight(8) Structures on the Queen Elizabeth Way Detail Design and Class Environmental Assessment Study G.W.P. 2214-14-00
AECOM has been retained by the Ontario Ministry of Transportation (MTO) to undertake a Detail Design and Class Environmental Assessment Study for the rehabilitation of eight (8) structures on the Queen Elizabeth Way(QEW) in the Town of Lincoln and City of St. Catharines, Niagara Region. The project includes rehabilitation of the following structures:
• Henley Course Overpass Structure Site (18-104/1) • Henley Course Overpass Structure Site (18-104/2) • Fifteen Mile Creek Overpass Structure Site (18-023/1) • Fifteen Mile Creek Overpass Structure Site (18-023/2) • Sixteen Mile Creek Overpass Structure Site (18-022/1) • Sixteen Mile Creek Overpass Structure Site (18-022/2) • East of Victoria Avenue Culvert Site (18-284C) • West of Victoria Avenue Culvert Site (18-283C)
Analysis of structural rehabilitation needs and improvements, operational improvements and potential safety improvements will be undertaken as part of this project. Construction staging will be based on technical and environmental factors and in consultation with the stakeholders, municipalities and government agencies. The project will also include examination of potential impacts to traffic operations during construction.
This study will follow the approved planning process for a Group 'C' project under the MTO Class Environmental Assessment for Provincial Transportation Facilities (2000). Opportunities for public input will be provided throughout the study. An Environmental Screening Document (ESD) will be prepared to document the study process, design details, consultation undertaken during the study, and potential environmental issues and mitigation measures. The ESD will not be made available for public review, but can be viewed upon request. There is no Part II Order (bump-up) request opportunity provided for 'Group C' projects under the MTO Class Environmental Assessment.
The purpose of this letter is to notify your organization of project start-up. On the attached Stakeholder Contact Information Form, please indicate whether your organization has an interest in this project and who will act as our main contact. In order to assist us with our planning process,
Legal and ClerksFinal QEWServices, 8 Structures ExternalOffice Letter.Docu of the City Clerk Council ... Page 110 of 166 ONTARIO GOVERNMENT NOTICE AGENDA ITEM 4.8 NOTICE OF STUDY COMMENCEMENT Sub Item 13 REHABILITATION OF EIGHT (8) STRUCTURES ON THE QUEEN ELIZABTH WAY DETAIL DESIGN AND CLASS ENVIRONMENTAL ASSESSMENT STUDY (G.W.P. 2214-14-00) TOWN OF LINCOLN AND CITY OF ST. CATHARINES, NIAGARA REGION THE STUDY The Ontario Ministry of Transportation (MTO) has retained AECOM to undertake a Detail Design and Class Environmental Assessment Study for the rehabilitation of eight (8) structures along the Queen Elizabeth Way (QEW) in the Town of Lincoln and City of St. Catharines, Niagara Region. The project includes rehabilitation of the following structures: • Henley Course Overpass Structure Site (18-104/1) Sixteen Mile Creek Overpass Structure Site (18-022/1) • Henley Course Overpass Structure Site (18-104/2) Sixteen Mile Creek Overpass Structure Site (18-022/2) • Fifteen Mile Creek Overpass Structure Site (18-023/1) East of Victoria Avenue Culvert Site (18-284C) • Fifteen Mile Creek Overpass Structure Site (18-023/2) West of Victoria Avenue Culvert Site (18-283C)
N West of Victoria Culvert Key Map L`~-'~' ., `~ 18-283C '~ •~~~•~ Lake OntarjO ., 'f I ~~'-. East of Victoria Culvert I /~ ) ~ i If .•~~`-~, ~ Mattintlale 18-284C Fifteen Mile Creek ,Pond' ~ ~,_~fj ~ ~~~ 10-023/1&2 ~r'~ ~, ~~RO•'~ ~ \.~ ~~;~ ~~~~sN~ Henley Course Sixteen Mile Creek t ~' ~P 18-104/1&2 ~~ 18-2211 &2 ,. --_.._ o `.,, t f-~- ,~ _ -----•------Y------_. ~ ~_~\ QEW .~.. ~ I ~ ~ ~ ~\. ..~ ~--- ~ ~ ~ i Jordan lLw_ P[_r~ ~ ``Harbour ~ ~ D _CI-T-Y-O- F-ST. N .~ -+.~ m _ T-OWN OF S~X~~ CATHARINES ~+ ~~ LINCOLN Miie/ ~'~'' I ~ ~~ Pond ~~ c 406 " F ~O I ~~ ~,~--L-iUTH-3RD-AVE p — —~~ 0.5 1~~, 2 inn; km :UpD~Ca^adian=National ~,, i( r A ~anatli m y Source base mapping: Land Information Ontario(MNRF), NRC ~ an•Nation al xE- .
Analysis of structural rehabilitation needs and improvements, operational improvements and potential safety improvements will be undertaken as part of this project. Construction staging will be based on technical and environmental factors and in consultation with the stakeholders, municipalities and government agencies. The project will also include examination of potential impacts to traffic operations during construction. THE PROCESS This study will follow the approved planning process for a Group 'C' project under the MTO Class Environmental Assessment for Provincial Transportation Facilities (2000). Opportunities for public input will be provided throughout the study. An Environmental Screening Document (ESD) will be prepared to document the study process, design details, consultation undertaken during the study, and potential environmental issues and mitigation measures. The ESD will not be made available for public review, but can be viewed upon request. There is no Part II Order (bump-up) request opportunity provided for `Group C' projects under the MTO Class Environmental Assessment. COMMENTS To obtain additional information, provide comments, or to be placed on a mailing list for this project, please contact the Project Team as follows: Hossein Hosseini, P.Eng. Jon Newman, P.Eng. Tyler Drygas Project Engineer Consultant Senior Project Manager Consultant Senior Environmental Planner Highway Engineering -Hamilton/Niagara AECOM AECOM Ministry of Transportation, Central Region 300 Water Street 4~h Floor, 30 Leek Crescent 4th Floor, 159 Sir William Hearst Avenue Whitby, ON L1 N 9J2 Richmond Hill, ON L4B 4N4 Toronto, ON M3M OB7 Tel: 905-668-4021 ext. 2228 Tel: 905-882-4401 ext.1758 Te I: 416-235-5513 Fax: 905-668-9396 Fax: 905-882-4399 Fax: 416-235-3576 E-mail: [email protected] E-mail: [email protected] Email: [email protected] If you have any accessibility requirements in order to participate in this project, please contact one of the Project Team members listed above. There is an opportunity at any time during the study for interested persons to provide input to the Project Team including comments and information regarding the study. Comments are being collected to provide and obtain information, and to identify concerns in accordance with the Ontario Environmental Assessment Act. This material will be maintained on file for use during the study and may be included in project documentation. Information collected will be used in accordance with the Freedom of Information and Protection of Privacy Act. With the exception of personal information, all comments will become part of the public record.
r~~ Legal~r" and Ontario Clerks Services, Office of the City Clerk Council ... Page 111 of 166 AGENDA ITEM 4.8 [tehabtlitation of Eight(8) Structures on the Qaeen ElizabethSub Way ~ ItemCOM 13 Ontario Detail Design and Class Environmental Assessment Study G.W.P. 2214-14-00
Stakeholder Contact Information Form Please Email /Fax Back by June 15, 2016 to:(905) 882-4399
1.) Does your organization wish to participate in this study and continue to receive notices of project activities and information as this study progresses? ❑ Yes No❑
2.) If your organization wishes to participate in this study, please provide contact information below for the individual who will act as the Project Team's main point of contact.
NAME:
TITLE:
DEPARTMENT:
ORGANIZATION:
MAILING ADDRESS:
PHONE NUMBER:
Fax:
E-MAIL ADDRESS:
3.) Please indicate if the above noted project will affect the delivery of your organization's programs or services, and/or any other relevant information in this regard.
Your information and comments will be kept on file for use during the study. Please submit this form to:
Submitted By: Tyler Drygas Senior Environmental Planner AECOM 4~'~ Floor, 30 Leek Crescent Richmond Hill, Ontario, L4B 4N4 Fax:(905) 882-4399 E-mail: [email protected] Legal and Clerks Services, Office of the City Clerk Council ... Page 112 of 166 AGENDA ITEM 4.8 SubThorold Item 14
O.fjiceo.fthe::Mayor
May 27, 2016
Secretariat Historic Sites and Monuments Board of Canada 30, Victoria Street 3rd Floor, (PC-03-M) Gatineau, QC J8X 083
Re: DeCew House Heritage Park
To the Members of the Board:
As Mayor of the City of Thorold and on behalf of Thorold City Council, I am sending this letter to ask your consideration to designate the DeCew House Heritage Park in Thorold, Ontario as a National Heritage Site. The DeCew House, built in 1808, was of significant importance during the War of 1812 as it was the temporary garrison of Lt. James Fitzgibbon, who is credited for securing the surrender of the American soldiers during the Battle of Beaverdams; it is also the location to which Laura Secord made her famous journey to inform the British of the impending attack.
It is my understanding that the 40-acre park on which the DeCew House currently sits was at one time slated to be designated as a National Heritage Site; however it did not come to fruition. It is of note that in preparation for the War of 1812 Bicentennial, the City of Thorold completed substantial work on the remains of the house, which was destroyed by fire in 1950, as well as the surrounding grounds. The DeCew House Heritage Park was the site of the bicentennial celebration and re-enactments.
With the announcement of funding available from the Federal Government to celebrate the 1501h anniversary of Canada, it is our hope that the Government of Canada and the Historic Sites and Monuments Board of Canada will recognize the value of the DeCew House Heritage Park and believe it worthy of a heritage site designation in addition to the restoration of the house to its former glory.
City of Thorold P.O. Box 1044, 3540 Schmon Parkway, Thorold, Ontario L2V 4A7 .www.thorold.com Tel: 905·227·6613 Legal and Clerks Services, Office of the City Clerk Council ... Page 113 of 166 AGENDA ITEM 4.8
Sub Item 14
Legal and Clerks Services, Office of the City Clerk Council ... Page 114 of 166 AGENDA ITEM 4.8
The Corporation of the PO Box 3012, 50 Church Street City of St. Catharines St. Catharines, ON L2R 7C2 Sub Item 15 Tel: 905.688.5600 I 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 April 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
April 85 7 33 13 $17,226,378 74
TOTAL 258 28 98 67 $61,692,454 224
Major Building Projects Over $250,000: Month of April 2016 (excluding single and two-family dwelling units) Construct Seven Storey, 67 Unit 4 Unit Rowhouse - with attached garages Apartment Building Superstructure 19 Francesco Crescent 136 James Street $1,051 ,000 $9,000,000 Replace Hot and Cold Water Piping at Installation of a Co-Generation Plant and 'Skyline' Apartment Building Tie into Existing Electrical and 359 Geneva Street Mechanical Systems $460,000 398 Vine Street $400,000 Installation of a Co-Generation Plant and Construct a New Protection, Control and Tie into Existing Electrical and Telecom (PCT) Building for 'Hydro One' Mechanical Systems 15 Lockhart Drive 382 Queenston Street $330,000 $430,000
Legal and Clerks Services, Office of the City Clerk Council ... Page 115 of 166 AGENDA ITEM 4.8
Alter Interior and Exterior of Building and 3 Unit Rowhouse - with finished Create 5 Suites basement and covered front porch Sub Item 15 15 Lock Street 15 Pelham Road $300,000 $276,000 Construct new Front Canopy and Alter Interior of Existing Vestibule for Governor Simcoe Secondary School 15 Glenview Avenue $300,000
Comparative Building Activity Statistics for the Month of April 2015
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
April 74 7 51 14 $8,664,790 30 TOTAL 212 13 108 63 $66,822,- 103.00 60
Bria~ n, :::...T.O., C.B.C.O. Mana er f Plans Exam ination
Legal and Clerks Services, Office of the City Clerk Council ... Page 116 of 166 AGENDA ITEM 4.8 Sub Item 16 From: Norio, Ann-Marie [mailto:[email protected]] Sent: Friday, May 20, 2016 9:51 AM To: Area Clerks Subject: Approval of Environmental Assessment of the Proposed Expansion of the Humberstone Landfill
The attached letter has been circulated for your information.
Ann-Marie Norio, BA, Dipl. M.A. Legislative Coordinator Administration - Office of the Regional Clerk Niagara Region Phone: 905-980-6000 ext. 3479 Toll-free: 1-800-263-7215 Fax: 905-687-4977 www.niagararegion.ca
Legal and Clerks Services, Office of the City Clerk Council ... Page 117 of 166 AGENDA ITEM 4.8 Area Municipal Clerks May 20, 2016 Sub Item 16 May 20, 2016 SENT VIA EMAIL
Area Municipal Clerks Approval of Environmental Assessment of the Proposed Expansion of the Humberstone Landfill City of Welland, Niagara Region, Ontario
On May 5, Niagara Region received approval from the Ministry of the Environment and Climate Change (MOECC) for the Environmental Assessment of the Proposed Expansion of the Humberstone Landfill Site, located in the City of Welland.
The Minister, with the approval of the Lieutenant Governor in Council, made a decision to allow the undertaking (landfill expansion) to proceed, subject to conditions.
Now that the EA has been approved, Niagara Region will complete various studies, design the expansion and prepare an application for approvals required under the Environmental Protection Act and the Ontario Water Resources Act. The neighbouring community will be kept informed of progress during this phase of the project by way of the Humberstone Landfill Public Liaison Committee. This phase of the work, including MOECC review, is anticipated to take about a year, subject to the MOECC review timeline. At this time, there is adequate remaining disposal capacity, even with the closure of the Bridge Street Landfill in Fort Erie. Once this work is complete and approved by the MOECC, Niagara Region can then construct the infrastructure for the landfill expansion and begin to utilize the additional capacity approved in the EA.
If you have any questions regarding the EA study, please feel free to contact Silvio Mucciarelli, Associate Director, Waste Disposal Operations and Engineering, extension 3303 or Peter Kryger, Project Manager, at extension 3736.
Sincerely,
Catherine Habermebl Acting Director, Waste Management Services
cc. Ron Tripp P. Eng., Commissioner of Public Works Peter Kryger P. Geo., Project Manager Silvio Mucciarelli, Associate Director, Waste Disposal Operations and Engineering
L:\2007 Beyond\E04 Certificates of Approval & Compliance Reports\Humberstone EA\Project Folder\External Correspondence\Letter 48 (EA Approval - Area Clerks\Ltr to Area Clerks - EA Approval.docx
Legal and Clerks Services, Office of the City Clerk Council ... Page 118 of 166 AGENDA ITEM 4.8 Administration Sub Item 17 Office of the Regional Clerk 2201 St. David’s Road W, PO Box 1042, Thorold, ON L2V 4T7 Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977 www.niagararegion.ca
May 24, 2016 CL 8-2016, May 19, 2016 CSC 6-2016, May 11, 2016 Report CSD 27-2016
Area Municipalities
SENT ELECTRONICALLY
Regional Council, at its meeting of May 19, 2016, approved the following recommendations of its Corporate Services Committee:
That Report CSD 27-2016, dated May 11, 2016 respecting the 2016 Tax Capping Policy BE RECEIVED and the following recommendations BE APPROVED:
1. That the 2016 tax capping program reflecting the following criteria BE APPROVED:
a. An annual cap BE SET at the greater of:
i. An amount representing an increase of 10% of the previous year’s annualized tax, or ii. An amount representing an increase of 10% of the previous year’s Current Value Assessment (CVA) tax.
b. That, following the application of the capping program, all properties within +/- $500 threshold of the CVA taxes BE MOVED directly to CVA taxation.
c. Properties at CVA tax in 2015 BE EXCLUDED from the capping program.
d. Properties that would cross over CVA tax in 2016 BE EXCLUDED from the capping program (i.e. properties that would change from capped to clawed back and vise-verse).
2. That the option to phase-out of the capping program over four years for the Multi-Residential property class BE ADOPTED as there were no capped properties beyond 50% of CVA level taxes in the property class in 2015;
Legal and Clerks Services, Office of the City Clerk Council ... Page 119 of 166 AGENDA ITEM 4.8 Sub Item 17 3. That the option to phase-out of the capping program over four years for the Industrial property class BE ADOPTED as there are no capped properties beyond 50% of CVA level taxes in the property class in 2015;
4. That the 2016 capping program BE FUNDED by claw back from within respective classes pursuant to section 330 of the Municipal Act, 2001;
5. That the Region BE DIRECTED to act as a banker, under section 330(6) of the Municipal Act, 2001 for the 2016 municipal tax adjustments;
6. That the necessary by-laws BE PREPARED and PRESENTED to Council for consideration; and
7. That this report BE APPROVED and CIRCULATED to the Councils of the area municipalities for information.
A copy of Report CSD 27-2016 and corresponding by-law are enclosed for your information.
Yours truly,
Ralph Walton Regional Clerk
:lm
cc: M. Lewis, Commissioner, Corporate Services/Treasurer Helen Chamberlain, Director, Financial Management & Planning/Deputy Treasurer Adam Smith, Financial Analyst – Taxation & Revenue B. Dewar, Executive Assistant to the Commissioner of Corporate Services
Legal and Clerks Services, Office of the City Clerk Council ... Page 120 of 166 AGENDA ITEM 4.8 CSD 27-2016 May 11, 2016 Page 1
REPORT TO: Corporate Services Committee Sub Item 17 MEETING DATE: Wednesday, May 11, 2016
SUBJECT: 2016 Tax Capping Policy
RECOMMENDATIONS
1. That the 2016 tax capping program reflecting the following criteria BE APPROVED:
a. An annual cap BE SET at the greater of: i. An amount representing an increase of 10% of the previous year’s annualized tax, or ii. An amount representing an increase of 10% of the previous year’s Current Value Assessment (CVA) tax. b. That, following the application of the capping program, all properties within +/- $500 threshold of the CVA taxes BE MOVED directly to CVA taxation. c. Properties at CVA tax in 2015 BE EXCLUDED from the capping program. d. Properties that would cross over CVA tax in 2016 BE EXCLUDED from the capping program (i.e. properties that would change from capped to clawed back and vise-verse).
2. That the option to phase-out of the capping program over four year for the Multi- Residential property class BE ADOPTED as there were no capped properties beyond 50% of CVA level taxes in the property class in 2015.
3. That the option to phase-out of the capping program over four years for the Industrial property class BE ADOPTED as there are no capped properties beyond 50% of CVA level taxes in the property class in 2015.
4. That the 2016 capping program BE FUNDED by claw back from within respective classes pursuant to section 330 of the Municipal Act.
5. That the Region BE DIRECTED to act as a banker, under section 330(6) of the Municipal Act for the 2016 municipal tax adjustments.
6. That the necessary By-Laws BE PREPARED and PRESENTED to Council for consideration
7. That this report BE APPROVED and CIRCULATED to the Councils of the area municipalities for information.
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Sub Item 17 KEY FACTS
• In November of 2015, the Province announced that they would be increasing flexibility in the business property tax capping program by increasing the cap on CVA taxes from 5% to 10% and by increasing the threshold from +/-$250 to +/ $500. • The November 2015 announcement also noted that there would be an option to exit or phase-out from the capping program if doing so would have a limited impact on business properties. • The eligibility to exit or phase-out of the capping program is based on the status of properties in the capping program from the previous taxation year. • On April 11, 2016, the Province released the 2016 Education tax rates, and reconfirmed the tax capping program enhancements announced in November would apply to the 2016 taxation year. • The provincially funded Online Property Tax Analysis system (OPTA) was updated to allow municipalities to test the new capping options on April 15, 2016. • A summary indicating the options that were tested has been included as Appendix I to this report; testing results are subject to change as not all local area municipalities have approved their tax rates yet, and some properties in OPTA are still subject to review/update. • The Region is eligible to opt in to a four-year phase-out from the capping program for the Industrial property class in 2016 as it had no capped properties beyond 50% of CVA level taxes in 2015. • The Region is eligible to opt into the phase-out from the capping program for the Multi-Residential class in 2016 and will be eligible to immediately exit the capping program in 2017. • If the cap on CVA taxes is increased from 5% to 10%, the Region will be eligible to opt in to the four-year phase-out from the capping program for the Commercial property class in 2017, as there would be no remaining properties capped beyond 50% of CVA level taxes in 2016. • There are 22 remaining capped properties in the commercial property class, and 8 remaining capped properties in the industrial property class based on maintaining the options used in 2015 (not adopting any of the new options). • Adopting all available new options reduces the number of capped properties by 6, and the number of properties subject to claw back by 45. • Local area municipal Treasurers support taking steps to accelerate the movement of properties to CVA tax and the exit from the capping program.
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CONSIDERATIONS
Financial
The recommendations contained herein do not have financial implications on the Region, as any capping protection in a property class is funded through a clawing back of tax reductions within the same class. The recommendations will, however, have implications to those existing property owners whose properties were capped in 2015, and those whose properties were subject to claw back in 2015.
Corporate
The recommendations support Council’s strategic priorities by doing business differently. The recommendations will expedite the movement of property owners towards paying CVA taxes, improving the fairness of the taxation system within the business classes.
Governmental Partners
The recommendations in this report have been reviewed and are supported by the treasurers of the local area municipalities. On top of creating inequities, the capping program creates an administrative burden to local area municipalities, so the Area Treasurers fully support any actions that can be taken to exit, or move towards a potential exit of the capping program.
Public and/or Service Users
There will be winners and losers as a result of the proposed capping program. Properties that have been subject to capping protection (meaning they have paid less than their calculated/CVA property taxes) will see a reduction, and eventually a loss of their capping protection. On the other hand, property owners that have been subject to a claw-back of tax reductions will move closer to, and eventually return to paying their calculated/CVA property taxes.
ANALYSIS
Background on Tax Capping
Business tax capping was introduced by the Province in 1998 to ensure the impact of CVA reform was manageable for taxpayers in the Multi-Residential, Commercial and Industrial property classes. The system was originally intended to last just 3 years, with increases on these classes limited to 10% in 1998, 15% in 1999 and 20% in 2000 (referred to as 10-5-5).
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Nearly 20 years later, the tax capping program in Niagara continues, although the number of properties impacted has shrunk significantly. In 2005 there were over 4,000 properties impacted by capping (1,111 capped, 3,212 subject to claw back) in the amount of $9,398,541. By 2015, that number decreased to 170 properties impacted by capping (43 capped, 127 subject to claw back) in the amount of $242,141. Figure 1 shows the number of capped properties by class since 2005.
Figure 1: Number of Capped Properties by Class 4500 4000 3500 3000 2500 2000 1500 1000 500 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Multi-Residential 65 224 167 96 46 29 13 7 2 1 1 Commercial 3923 3637 2967 2383 1214 805 623 511 200 182 152 Industrial 335 389 313 251 106 87 75 69 23 17 17
New Tax Capping Options
In November, 2015 the Province announced it would be making changes to the tax capping program to increase flexibility for municipalities by giving the option for municipalities to increase the annual cap on CVA taxes from 5% to 10%, increase the threshold limit to +/-$500, and to phase-out or immediately exit the capping program when certain criteria are met. The new options are designed to give municipalities the opportunity to accelerate the movement of properties towards paying CVA taxes and eventually eliminate the tax capping program and administration related to it.
The impacts of adopting each of the individual new options on their own, as well as the combined impact of adopting all new options were tested in OPTA, with results summarized in Appendix I. These results are subject to change as most of the local municipalities still need to approve their tax rates, and assessment data is still being reviewed.
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Exit and Phase-out of the Capping Program
The biggest change introduced by the Province for the capping program is the ability to immediately exit or phase-out of the capping program if certain criteria are met. These options provide an avenue for municipalities to permanently exit the capping program.
In order for a municipality to be able to immediately exit the capping program, they must have had no remaining capped properties in a property class in the previous taxation year. Once a municipality has exited the tax capping program for a property class, there is no ability to opt back in to tax capping. In the Region, there was at least 1 capped property in each of the capped classes in 2015 and therefore none qualify for an immediate exit from the capping program.
The phase-out option is available to a municipality for a capped class in which all properties in the class were within 50% of their CVA tax at the time of final billing of the previous tax year. The phase-out moves all capped properties to CVA taxes over four years, with adjustments (based on the difference between annualized taxes and CVA taxes) made annually as follows: • In year 1 an adjustment to move the annualized tax an additional ¼ of the way towards CVA tax; • In year 2 an adjustment to move the annualized tax an additional 1/3 of the way towards CVA tax; • In year 3 an adjustment to move the annualized tax an additional ½ of the way to CVA tax; • In year 4 all properties would be moved to CVA taxes and the capping program would be exited for that capped property class. If all properties in the class reach CVA tax prior to the fourth year of the phase-out (for example by way of the +/- $500 option), the class is excluded from capping for all future years.
The Multi-Residential and Industrial property classes are eligible for the phase-out from tax capping option. There are no remaining capped Multi-Residential properties, therefore if the phase-out is adopted in 2016, the class will exit the capping program in 2017. If the phase-out is adopted for the Industrial class, it will have the impact of reducing the capping protection for the industrial class by $7,334 in 2016, as summarized in Appendix I (note that the phase-out has no impact on the Multi- Residential class as there are no remaining capped properties in 2016).
Increasing Annual Cap on CVA Taxes to 10%
The option to increase the annual cap on CVA taxes to 10% means that a property tax increase will be no more than that based on a 10% increase in their CVA.
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The impact of adopting the increase on the annual cap on CVA Taxes to 10% and maintaining the remainder of the 2015 tax capping options would reduce the number of capped properties by 1, reduce the total capping protection by $22,622, and also decreases the number of properties subject to claw back by 14.
Increasing the annual cap on CVA taxes to 10% also serves another important function: it results in no capped properties beyond 50% of CVA taxes in the commercial class in 2016, making the Region eligible to adopt the four year phase-out in 2017. This option is being recommended.
Increasing the Threshold to +/-$500
Increasing the threshold to +/-$500 means that after the capped tax increase is applied, any property that is within $500 of CVA taxes is removed from the capping or claw back pool and instead pays CVA taxes. Increasing the threshold reduces the number of capped properties by 4, and the numbers of claw back properties by 39 and reduces the capping protection by $1,414. This option is being recommended.
If increasing the threshold is the only option adopted, the commercial class would continue to have capped properties beyond 50% of CVA taxes, meaning the class would not be eligible for the capping phase-out in 2017. Additionally, only adopting the increase to the threshold levels has the impact of increasing the claw back percentage for the commercial class as it removes more properties subject to claw back than it does capped properties. As the claw back percentage increases, it decreases the reductions in the tax bills that those property owners would otherwise receive.
Impact of adopting all New Capping Options
If all of the new capping options are adopted as recommended, the result is the removal of 6 properties from tax capping, 45 properties no longer subject to claw back, a reduction in capping protection of $30,824, and a reduction to the claw back percentage (see Appendix I for summary of impacts), all relative to maintaining the tax capping policy employed in 2015. The goal of the recommended policy is to accelerate the movement of all properties to paying CVA tax, and is supported by the Area Treasurers.
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ALTERNATIVES REVIEWED
Alternative #1 – continue to use an annual cap of 5% of CVA taxes
This alternative is not recommended as it would have the impact of extending the life of the capping program, which create inequities within the capped classes and creates an administrative burden on the local area municipal staff. It would also result in the Region not being eligible to opt for the phase-out of the commercial class in 2017.
Alternative #2 – Continue to use a threshold of +/-$250
This alternative is not recommended as it creates the potential for properties that would be within the +/-$500 threshold but not in the +/-$250 threshold to move further from the threshold in 2017 as a result of the four year reassessment cycle.
Alternative #3 – Do not adopt the option to phase-out of the capping program for eligible property classes
This alternative is not recommended as it would extend the life of the capping program which creates inequities in the capped classes and creates an additional administrative burden on local area municipal staff.
Alternative #4 – Do not fund capping program through claw back from within the respective property classes
This alternative is not recommended as it would require the capping program to be funded from the tax levy; however no funding was included in the approved budget for the capping program.
ORIGIN OF REPORT
The optional tools for the tax capping program must be revisited and approved by Council through a by-law annually.
OTHER PERTINENT REPORTS • CSD 23-2015 – 2015 Tax Policy, Ratios and Rates, March 11, 2015
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SUBMITTED BY: APPROVED BY: Maurice (Mo) Lewis Harry Schlange Commissioner of Corporate Services/ Chief Administrative Officer Treasurer
This report was prepared by Adam Smith, Financial Analyst – Tax & Revenue and reviewed by Margaret Murphy, Associate Director of Budgets, Planning & Strategy and Helen Chamberlain, Director of Financial Management & Planning/Deputy Treasurer.
APPENDICES
Appendix I Summary of Capping Options Page 9
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Impact of New Tax Capping Options Existing Policy1 Increase CVA Tax Cap2 Increase Threshold3 Phase-Out4 All New Options5 # $ # $ # $ # $ # $ Commercial Capped Properties 22 (167,466) 22 (148,283) 19 (166,347) 22 (167,466) 18 (146,918) Commercial Claw Back Properties 116 167,466 102 148,283 77 166,347 116 167,466 71 146,918 Industrial Capped Properties 8 (29,336) 7 (25,897) 7 (29,041) 8 (22,002) 6 (19,060) Industrial Claw Back Properties 6 29,336 6 25,897 6 29,041 6 22,002 6 19,060 Total Capped 30 (196,802) 29 (174,180) 26 (195,388) 30 (189,468) 24 (165,978) Total Clawed Back 122 196,802 108 174,180 83 195,388 122 189,468 77 165,978 Est. Commercial Claw 39.4869% 35.7525% 42.4174% 39.4869% 38.1827% Back % Est. Industrial Claw 43.3193% 38.2413% 42.8839% 32.4895% 28.1446% Back %
Note: Multi-Residential Properties excluded from Analysis as there are no remaining Capped or Claw Back properties in the class. 1 - Annualized Tax Limit 10%, Previous Year CVA Tax Limit 5%, CVA Tax Threshold +/-$250, No Capping Exit/Phase-out 2 - Annualized Tax Limit 10%, Previous Year CVA Tax Limit 10%, CVA Tax Threshold +/-$250, No Capping Exit/Phase-out 3 - Annualized Tax Limit 10%, Previous Year CVA Tax Limit 5%, CVA Tax Threshold +/-$500, No Capping Exit/Phase-out 4 - Annualized Tax Limit 10%, Previous Year CVA Tax Limit 5%, CVA Tax Threshold +/-$250, Opt-In to Capping Phase-out (Industrial) 5 - Annualized Tax Limit 10%, Previous Year CVA Tax Limit 10%, CVA Tax Threshold +/-$500, Opt-In to Capping Phase-out (Industrial) AGENDA ITEM 4.8 Page 129 of 166 AGENDA ITEM 4.8
Bill 22-2016 Authorization Reference: CSD 27-2016; CSC 6-2016, Minute Item 5.1 THE REGIONAL MUNICIPALITY OF NIAGARA Sub Item 17 BY-LAW NO. 22-2016
A BY-LAW TO ADOPT OPTIONAL TOOLS FOR THE PURPOSE OF ADMINISTERING LIMITS FOR THE COMMERCIAL, INDUSTRIAL AND MULTI-RESIDENTIAL PROPERTY CLASSES FOR THE YEAR 2016
WHEREAS the Corporation of The Regional Municipality of Niagara (hereinafter referred to as “The MunicipaIity") may, in accordance with section 329.1 of the Municipal Act, 2001, S.O. 2001 c.25, as amended (hereinafter referred to as "The Act'), and Ontario Regulation 73/03, as made and amended under The Act, modify the provisions and limits set out in Part IX The Act, with respect to the calculation of taxes for municipal and school purposes for properties in the commercial, industrial and multi- residential property classes;
WHEREAS this by-law shall only apply to properties in any of the Commercial, Industrial and Multi-Residential property classes to which Part IX of The Act applies;
WHEREAS for the purposes of this by-law the commercial classes shall be considered a single property class and the industrial classes shall be deemed to be a single property class;
WHEREAS “uncapped taxes" means, the taxes for municipal and school purposes that would be levied for the taxation year but for the application of Part IX of The Act.
WHEREAS "capped taxes" means, the taxes for municipal and school purposes that shall be levied for the taxation year as a result of the application of Part IX of The Act;
WHEREAS The Council may pass a by-law to apply any one or any combination of the following options:
a. Increase the annual cap from 5% of last year’s capped taxes up to a maximum of 10% of last year’s capped taxes; and/or
b. Set an upper limit on annual increases at the greater of the amount calculated under (a) and up to 10% of the previous year’s annualized Current Value Assessment (CVA) tax; and/or
c. Establish a capping adjustment threshold of up to $500 for increasing properties, decreasing properties or both, whereby no capping adjustments less than the threshold amount would be applied; and/or
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d. Opt to phase-out the application of Part IX of The Act if eligibility requirements set out under Section 8.3 of Ontario Regulation 73/03 have been met; and/or
e. Exempt properties from the capping calculation where the previous year’s capped taxes for the property were equal to the uncapped taxes for that year; and/or
f. Exempt properties from the capping calculation where the previous year’s capped taxes were less than the previous year’s CVA taxes, and the current year’s capped taxes would otherwise be greater than the current year’s CVA taxes, or vise—versa, and/or
g. Establish a "floor" or minimum uncapped tax percentage applicable to properties deemed eligible under Section 331 of the Municipal Act, 2001;
WHEREAS a by-law passed to adopt the provisions of subsection 329.1 paragraphs 1 and 2 of The Act shall also apply to section 332 of The Act with respect to the "tenant cap" calculations; and
WHEREAS the Council has reviewed the provisions of Section 329.1 of The Act and the provisions of Ontario Regulation 73/03, and hereby deems it necessary and appropriate to adopt optional tools for the purpose of administering limits for the Commercial, Industrial and Multi—Residential property classes.
NOW THEREFORE the Council of The Regional Municipality of Niagara enacts the following to provide for the administration and application of Part IX of The Act:
1. That having determined that the eligibility requirements set out under Section 8.3 of Ontario Regulation 73/03 have been met in respect of the Multi—Residential and Industrial property classes, The Municipality opts to phase-out the application of Part IX of The Act for these classes with the first year of the phase- out being 2016.
2. That paragraphs 1, 2, 3, 4 and 8 of Subsection 329.1 (1) of The Act shall apply to the Commercial, Industrial and Multi-Residential property classes for 2016, whereby:
(i) In determining the amount of taxes for municipal and school purposes for the year under Subsection 329 (1), and the amount of the tenant’s cap under Subsection 332 (5), the amount to be added under paragraph 2 of Subsection 329 (1), and the increasing amount under paragraph 2 of Subsection 332 (5) shall be the greater of:
a) The amount of the uncapped taxes for the previous year multiplied by ten per cent (10%); and
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b) The amount of the capped taxes for the previous year multiplied by ten per cent (10%).
(ii) The amount of the taxes for municipal and school purposes for a property for a taxation year shall be the amount of the uncapped taxes for the property for that year if the amount of the uncapped taxes exceeds the amount of the taxes for municipal and school purposes for the property for the taxation year as determined under Section 329, as modified under Section 329.1 of The Act and this Section, by five hundred dollars ($500.00) or less.
(iii)The amount of the taxes for municipal and school purposes for a property for a taxation year shall be the amount of the uncapped taxes for the property for that year if the amount of the taxes for municipal and school purposes for the taxation year as determined under Section 330, as modified under Section 329.1 of The Act and this by-law exceed the uncapped taxes, by five hundred dollars ($500.00) or less.
3. That paragraphs 1, 2, and 3 of Subsection 8.0.2 (2) of Ontario Regulation 73/03 shall apply to the Multi-Residential, Commercial and Industrial property classes for 2016 whereby properties that meet any of the following conditions shall be exempt from the capping calculations set out under Part IX of The Act for the taxation year:
(I) The capped taxes for the property in the previous year were equal to its uncapped taxes for that year. l
(ii) The capped taxes for the property in the previous year were lower than the property’s uncapped taxes for that year, and the current year’s capped taxes would be higher than the current year’s uncapped taxes if Part IX were applied.
(iii) The capped taxes for the property in the previous year were higher than the property’s uncapped taxes for that year, and the current year’s capped taxes would be lower than the current year’s uncapped taxes if Part IX were applied.
4. That paragraph 8 of Subsection 329.1 (1) of The Act shall apply to the Multi- Residential, Commercial and Industrial property classes for 2016 whereby all properties that become eligible within the meaning of Subsection 331 (20) of The Act, the taxes for municipal and school purposes for the year or portion of the year shall be the greater of:
(I) The amount of the taxes determined for the property for 2016 under Subsection 331 (2), and
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(ii) the amount of the uncapped taxes for the property for 2016 multiplied by one-hundred per cent (100%).
5. That this by—Iaw shall come into force and effect on the day upon which it is passed.
THE REGIONAL MUNICIPALITY OF NlAGARA
A
. V .
Brian Heit;'Acting Regional Chair
_ ’\
Ralph Walton, Regional Clerk
Passed; ll/lay 20, 2016 -
Page 4 of4 Legal and Clerks Services, Office of the City Clerk Council ... Page 133 of 166 AGENDA ITEM 4.8 Administration Sub Item 18 Office of the Regional Clerk 1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7 Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977 www.niagararegion.ca
May 20, 2016 CL 8-2016, May 19, 2016 PWC 6-2016, May 10, 2016 Report PW 19-2016
LOCAL AREA MUNICIPALITIES
SENT ELECTRONICALLY
Combined Sewer Overflow (CSO) Control Policy 2016 Funding Recommendations PW 19-2016
Regional Council, at its meeting of May 20, 2016, approved the following recommendation of its Public Works Committee:
That Report PW 19-2016, dated May 10, 2016, respecting Combined Sewer Overflow (CSO) Control Policy 2016 Funding Recommendations, BE RECEIVED and the following recommendations BE APPROVED:
1. That the amount of $4,822,615 in funding BE APPROVED for 2016 Area Municipal projects under the CSO Control Cost Sharing Program as identified in Appendix 1 of Report PW 19-2016;
2. That a gross budget increase to the 2016 Wastewater Operating budget of $822,615 BE APPROVED in order to proceed with the CSO Control Cost Sharing Program;
3. That a funding transfer from the Development Charges – Sewer deferred revenue of $205,654 BE APPROVED as detailed in Report PW 19-2016;
4. That a funding transfer from the Capital Variance Project – Wastewater in the amount of $616,961 BE APPROVED as detailed in Report PW 19-2016;
5. That Regional staff PREPARE AND EXECUTE the respective partnership funding agreements with the Area Municipalities for qualifying projects to reflect the terms and conditions set out in Appendix 2 of Report PW 19-2016; and
6. That Area Municipalities BE ADVISED of the results of Regional funding support as set out in Appendix 3 of Report PW 19-2016.
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A copy of Report PW 19-2016 is enclosed for your information.
Yours truly,
Ralph Walton Regional Clerk :amn
cc: D. Falardeau-Mercier, Project Manager P. Smeltzer, Director, Water & Wastewater Services, R. Tripp, Commissioner, Public Works N. Coffer, Executive Assistant to the Commissioner, Public Works
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REPORT TO: Public Works Committee Sub Item 18
MEETING DATE: Tuesday, May 10, 2016
SUBJECT: Combined Sewer Overflow (CSO) Control Policy 2016 Funding Recommendations
RECOMMENDATIONS
1. That the amount of $4,822,615 in funding BE APPROVED for 2016 Area Municipal projects under the CSO Control Cost Sharing Program as identified in Appendix 1;
2. That a gross budget increase to the 2016 Wastewater Operating budget of $822,615 BE APPROVED in order to proceed with the CSO Control Cost Sharing Program
3. That a funding transfer from the Development Charges – Sewer deferred revenue of $205,654 BE APPROVED as detailed in this report
4. That a funding transfer from the Capital Variance Project – Wastewater in the amount of $616,961 BE APPROVED as detailed in this report:
5. That Regional staff PREPARE AND EXECUTE the respective partnership funding agreements with the Area Municipalities for qualifying projects to reflect the terms and conditions set out in Appendix 2;
6. That Area Municipalities BE ADVISED of the results of Regional funding support as set out in Appendix 3.
KEY FACTS
The Combined Sewer Overflow (CSO) Control Policy has been in place since 2007 and is intended to facilitate shared funding with the Area Municipalities to help mitigate the impacts of wet weather events on municipal sanitary system and the environment. The Region benefits from this program by removing flow from the wastewater systems which takes up existing capacity. The CSO Control Policy supports Council’s Strategic Priorities with a goal to increase capacity in the wastewater systems by reducing inflow and infiltration.
Representatives of the CSO Control Work Group developed administrative procedures to support this Policy, and Guiding Principles to rank project submissions by the Area Municipalities, in accordance with the guiding principles.
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The Region supports this approach and has included funding annually in its budget. For 2016 an amount of $4,000,000 was budgeted in the Region’s Wastewater Operating Budget.
CONSIDERATIONS
Financial
The recommended eligible projects submitted by the Area Municipalities for 2016 totals $4,822,615. This amount exceeds the 2016 CSO Control Program funding budget of $4,000,000 by $822,615. It is recommended that $205,654 of this amount be funded from the Development Charges – Sewer deferred revenue account, and $616,961 be addressed through previously approved CSO project closeouts. These closeouts will result in previous budget surpluses being returned to the Capital Variance Project – Wastewater, which will be available for application to fund this capital request.
Regional staff consulted with staff from the Area Municipalities and identified 17 previously approved CSO projects, that are either complete, or have been cancelled by their respective municipality. The total approved but unspent funding from these projects is $2,398,390, which has been transferred to the Capital Variance Project – Wastewater.
It should be noted that this is an exception as the the CSO program was previously budgeted and funded in capital, and therefore requests to increase funding would have been funded by Capital Variance surpluses. Over time the old capital CSO projects will be grandfathered out. Any requirement to increase the CSO budget in the future will need to be funded from reserves, which will mean an amendment to increase the operating budget, or alternatively repurposing of funds within the operating budget.
Corporate
Based on the Funding Options identified in Appendix 1, a summary of all 2016 recommended CSO Control Applications is included in Appendix 3. Subject to Council’s approval, participating Area Municipalities will be issued a letter formalizing funding terms and conditions. An outline of the terms and conditions is provided in Appendix 2.
Governmental Partners
In a coordinated effort between Area Municipalities and the Region, the CSO Control Work Group is a connecting body to address common interests and priorities in a One Team partnership for funding and works on both, Municipal and Regional W&WW infrastructure.
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Public and/or Service Users
As a goal of the partnership initiative reflected through the CSO Control Policy, the interests of Niagara residents and businesses are represented to address chronic sewage system challenges in both the local and Regional jurisdiction as well as to improve the quality of life for all by reducing basement flooding and sewage overflows to the environment.
ANALYSIS
The CSO Control Work Group developed a new funding options structure for the eligible CSO cost share projects during October of 2014. This funding structure favours projects of greater betterment for the collection system as a whole and replaced the previous cost share structure of financing all projects on a 50/50 share basis regardless their significance to the rest of the collection system. The new funding structure favors projects which identify reduction of extraneous flows at the source versus projects to manage and treat extra flows through the wastewater collection system. This approach supports a Region wide One Team connection with all relevant stakeholders regardless Municipal or Regional authority boundaries and it is presented in Appendix 1.
On July 30, 2015 the Area Municipalities were asked to provide the Region with a list of expected 2016 CSO cost share projects to permit the Region to determine the 2016 budget. On November 11, 2015 the Area Municipalities were provided the CSO Control Funding Applications by the Region with an application deadline of January 15, 2016. Thirty five (35) applications were received from ten (10) Area Municipalities. One (1) application from the City of Welland was retracted prior to review and evaluation. Two (2) applications were not supported by a study and therefore not included in the evaluation process. Regional staff reviewed the applications and determined that thirty two (32) of the projects were deemed in compliance with the CSO Control and Wet Weather Management Policy. The requested funding from the Area Municipalities on the CSO Control funding applications totaled at $4,822,615.
ALTERNATIVES REVIEWED
In preparation of this report, the CSO Control Working Group and Regional Staff have identified and reviewed to following alternatives:
Alternative 1:
The first alternative is to proceed with the current approved budget of $4,000,000 and authorize funding to twenty-eight (28) of the thirty-two (32) project applications. This alternative is not recommended as the remaining four (4) projects would be denied
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funding and potentially would not proceed to construction due to budget shortage by the respective Area Municipality. In addition, this alternative does not support F-5-5 directives or embody a partnership approach to improve our shared infrastructure and have a direct and positive impact on the quality of life for all. These four projects represent approximately 166 ML/year of inflow and infiltration into the sanitary sewer system.
Alternative 2:
The second alternative is to obtain additional funding to enable the approval of all 32 projects to support MOE F-5-5 directives, mitigate basement flooding and reduce sewage overflows. This alternative is consistent with the approved policy acknowledging the joint responsibility and shared role of the municipalities (Local Area Municipalities and the Niagara Region) in their efforts to timely eliminate, reduce and report on the CSO’s and wet weather flow.
The CSO Control Working Group and Regional Staff recommends proceeding with Alternative 2 as this alternative promotes the optimal solution and best return on investment.
ORIGIN OF REPORT
This report was brought forward by Regional Staff and the CSO Control Work Group, and supported by the Public Works Officials as the first priority in establishing a more holistic and strategic approach to the operational chellanges in dealing with high flows in the collection system and overflows to the receiving water bodies.
OTHER PERTINENT REPORTS
PWA 116-2008, Combined Sewer Overflow (CSO) Control Policy-Proposed Policy Amendments
PW 96-2014, Combined Sewer Overflow (CSO) Control Policy Amendments
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SUBMITTED & SIGNED BY: APPROVED & SIGNED BY: Ron Tripp, P.Eng., Commissioner Harry Schlange Public Works Department Chief Administrative Officer
This report was prepared by Derek Falardeau-Mercier, P.Eng., Project Manager and reviewed by Paul Smeltzer, P.Eng., Director, Water & Wastewater Services, in consultation with Michael Leckey, Program Financial Analyst, Water & Wastewater.
APPENDICES
Appendix 1 Funding Options 6 Appendix 2 Terms and Conditions of Funding Agreements 7 Appendix 3 2016 CSO Control Applications Summary 8
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Sub Item 18
Appendix 1, Funding Options
Project Project Types (All project types include design and/or 100% Funding Region Municipality Category construction. All projects must be recommended from a Study. Amount % % No. All projects exclude internal costs incurred on projects.) Priorities
Sewer 1. 40% Separation Disconnection of road drainage, reconnection of private 40 60 Work Disconnection of road and private 60 40 Examples Disconnection of road, previous disconnection of private 50 50
2. Studies 15% PPCP - to the PPCP Template 50 50 Work I&I and Extraneous Flow 50 50 Examples Flow Monitoring - Pre and Post 60 40
3. Source Control - Private Side 15% Private property disconnection of sump pumps 60 40 Work Disconnection of weeping tile 60 40 Examples Disconnection of roof leaders as a prerequisite 60 40
4. End of Pipe 15% Inline Storage 40 60 Work Storage Tank 40 60 Examples Pump Station/ Plant pumping increase 30 70 Weir or Inlet Control Construction/ Installation 50 50
5. Repair/ Rehabilitation/ Replacement of Sewers (estimated ≥50% flow reduction during WW events) 10% Direct replacement of sanitary 30 70 Work Repair of sanitary/ manholes - gel sealing, spot repairs 30 70 Examples Spot repair lining 30 70 Full length liner 30 70
6. Real Time Control for Detention 5% For existing infrastructure 80 20 For new infrastructure 80 20
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Appendix 2, Combined Sewer Overflow Control Policy Funding Conditions
The terms and conditions under which funding will be offered to the successful applications include the following: 1. Amount of Funding, Studies - The Region shall contribute 50% of total study costs for the PPCP and I&I studies, and 60% for the Pre and Post Flow monitoring projects provided the Region participates on a committee overseeing the study and the study covers the entire area tributary to the Wastewater Treatment Plant(s) and includes both local and Regional infrastructure. 2. Amount of Funding, Design & Construction projects – The Region shall contribute defined percentage of the cost based on the Funding Options matrix, provided that; the facility or measure is supported by a recommendation from a current CSO study, life cycle cost comparisons of alternative solutions were undertaken and the Region agrees with the cost comparisons, the Region agrees with the ‘best overall solution’, and the Region participates on a committee overseeing the design. For multi-year projects, annual project applications are required for each new planning, design, construction or program phase, related to that funding request. 3. Third Party Funding – The Region’s funding shall be net of any third party funding approved for the project. If third party funding is obtained after Regional funding approval, the amount of Regional funding will be adjusted to be net of any third party funding. Payment of the funding to the Area Municipality shall be based on actual expenditures incurred up to the maximum amount approved by Regional Council based on the budget submitted with the application. 4. Project Lead Studies – Lead by either the Area Municipality or the Region based on a mutual agreement prior to initiation of study. 5. Project Lead Design & Construction – A project located in the Area Municipal wastewater system shall be managed by the Area Municipality while a project in the Regional wastewater system shall be managed by the Region. On a case-by-case basis the Region may consider managing a project in the local system, if requested by the Area Municipality. 6. Ownership and Operation of Assets – The ownership and operation of all new and existing assets shall remain the responsibility of the current owner. The Area Municipality, on a case by case basis, may request the Region to operate and maintain an existing or new CSO control facility on behalf of the Area Municipality on a direct charge back basis. 7. Follow up Flow Monitoring – On a case-by-case basis, the Region may include a condition or approval of funding that requires follow up flow monitoring to assess project’s effectiveness. 8. Expiry of Funding – Funding of a project by the Region may expire if the project is not initiated within one year of approval. Projects must be completed within three years of approval by Regional Council. Where a project is not completed within the three years, written notice must be provided to the Region, in advance of the deadline, and extensions for continued funding may be granted on a case-by-case basis. 9. Indemnity – The Region, or its directors, officers, employees, agents or consultants will not be held liable as a result of providing funding for any project. 10. Regional Recognition – The Area Municipality is to ensure that the Region is to be acknowledged in all advertising and publicity related to the project for which funding was provided. 11. Project Deliverables – The Region shall receive copies of all project deliverables, including, but not limited to, reports, flow monitoring data, hydraulic modelling files, GIS layers/data, and technical memorandums. 12. Funding Agreement - A letter formalizing the funding in accordance with the Region’s CSO Funding Policy will be issued to the Area Municipality for signature and used as the agreement to the terms and conditions of the funding.
Legal and Clerks Services, Office of the City Clerk Council ... Page 142 of 166 Sub ItemAGENDA ITEM18 4.8 Appendix 3, Recommended 2016 CSO Control Funding Requests Regional Regional Municipality Project Title % Share Funding Crescent Park Storm Drainage Phase 4 (Daytona Drive) ‐ Post 60 $6,000 Construction Flow Monitoring Fort Erie Crescent Park Storm Drainage Phase 4 (Daytona Drive) 30 $204,900 Catherine Street Service Improvements, Phase 1 and 2 30 $748,500 Kingsmill Street South Sanitary Sewer Replacement 30 $45,300 Grimsby Baker Rd WWTP Pollution Prevention Control Plan 50 $50,000 Lincoln Baker Rd WWTP Pollution Prevention Control Plan 50 $50,000 Crysler Avenue Sewer Separation 40 $150,000 St. Lawrence Avenue Sewer Separation 40 $140,000 Crescent Road Sewer Separation 40 $198,000 Hamilton Street Sewer Separation 40 $10,080 Niagara Falls Homewood Avenue Sewer Separation 40 $6,280 Huron Street Sewer Separation 40 $187,000 Buchner Place Sewer Separation 40 $16,000 Menzie Street Sewer Separation 40 $6,440 Weeping Tile Removal Assistance Program (WRAP) 60 $300,000 Niagara On Old Town CSO Reduction Program - King / Charlotte Area 50 $75,000 The Lake Port Colborne Nickel Area Storm Sewers 60 / 30 $186,460 Else Street Sewer Separation 60 $990,000 Churchill Street Sewer Separation 60 $81,000 St. Catharines Pollution Prevention and Control Plan Update 50 $100,000 Extraneous Flow Identification and Elimination 50 $17,500 Burleigh Hill / Glendale Avenue CSO Control - Phase 2B 40 $313,600 Weeping Tile Disconnection Project 60 $150,000 Thorold Peel Street Inflow and Infiltration Reduction 30 $248,255 Sanitary Sewer Spot Repair Project 30 $22,500 Evelyn Ditch/Empress Ave Sewer Separation 40 $80,000 Riverside Drive Sewer Separation 40 $140,000 Welland Sewer Model & PCP Update 50 $50,000 CSO & Sewer System Flow Level Monitoring 60 $90,000 Lincoln & Coventry Overflows 60 $30,000 Baker Rd WWTP Pollution Prevention Control Plan 50 $50,000 West Lincoln Station Street Sanitary Sewer Rehabilitation 30 $79,800 Total N/A $4,822,615
Legal and Clerks Services, Office of the City Clerk Council ... Page 143 of 166 Sub ItemAGENDA 19 ITEM 4.8 Administration Office of the Regional Clerk 1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7 Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977 www.niagararegion.ca
May 24, 2016 CL 8-2016, May 19, 2016 PDC 7-2016, May 11, 2016 Report PDS 15-2016
LOCAL AREA MUNICIPALITIES
SENT ELECTRONICALLY
Municipal Comprehensive Review – How We Grow: Phase 1 and 2 Summary Report PDS 15-2016
Regional Council, at its meeting of May 19, 2016, approved the following recommendation of its Planning and Development Committee:
That Report PDS 15-2016, dated May 11, 2016, respecting Municipal Comprehensive Review - How We Grow: Phase 1 and 2 Summary Report, BE RECEIVED and the following recommendations BE APPROVED:
1. That Council RECEIVE this report; and
2. That this report BE FORWARDED to the Local Municipalities, the NPCA, Niagara School Boards, Industrial Association, Homebuilders Association and the Ministry of Municipal Affairs and Housing.
A copy of Report PDS 15-2016 is enclosed for your information.
Yours truly,
Ralph Walton Regional Clerk :amn
cc: G. Bowie, Planner, B. Dick, Senior Planner, D. Morreale, Manager of Community Planning N. Oakes, Executive Assistant to the Commissioner, Planning & Development Services
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REPORT TO: Planning and Development Committee
MEETING DATE: Wednesday, May 11, 2016
SUBJECT: Municipal Comprehensive Review – How We Grow: Phase 1 and 2 Summary Report
RECOMMENDATIONS
1. That Council ENDORSE this report;
2. That this report BE FORWARDED to the Local Municipalities, the NPCA, Niagara School Boards, Industrial Association, Homebuilders Association and the Ministry of Municipal Affairs and Housing.
KEY FACTS
1. The Municipal Comprehensive Review (MCR) is a key component of the Region’s ongoing 2041 Growth Strategy. 2. The MCR is a growth management exercise that will update the Niagara Region Official Plan’s population and employment forecasts to the year 2041 in order to conform to the Provincial Growth Plan. 3. Niagara is not growing at a fast pace overall and the growth which is occurring varies significantly across the Region. 4. New housing demand is outpacing the net increase in population, reflecting an aging population. As Niagara’s population ages, housing demands increase due to greater proportions of “empty-nesters” households and single-person households. 5. Niagara is experiencing the out- migration of young adults to education and employment opportunities. 6. Some Niagara communities remain attractive to those over 60 years of age. 7. Recent housing development in the Region suggests that Niagara is presently meeting its intensification target and land supply for intensification is abundant in most Niagara municipalities. 8. The infrastructure capacity to accommodate growth, as well as distribution of land supply, is unevenly distributed across Niagara municipalities, which could pose challenges for planning to meet the Region’s growth forecasts.
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CONSIDERATIONS
Financial
The overall budget for the Municipal Comprehensive Review is $546,000 and was approved in 2014.
Corporate
“How We Grow”, the Region’s Municipal Comprehensive Review is a component of the Niagara 2041 Growth Strategy with other major projects (Transportation Master Plan (TMP) and Water/Wastewater Master Servicing Plan (MSP)). These are integrated to implement and support Niagara’s forecasted growth. Phase 3 and Phase 4 of How We Grow will be analyzed through the TMP and MSP, providing greater context on the costs of growth in Niagara and ensuring the sustainable use of existing and planned infrastructure.
The outcomes of the MCR, TMP and MSP will also feed directly into the Region’s Development Charges Bylaw review.
Governmental Partners
Government partners are key stakeholders of the 2041 Growth Strategy, due to the legislative requirements of the Municipal Comprehensive Review, Transportation Master Plan and Water/Wastewater Master Servicing Plan. Throughout the MCR process, we have collaborated with Local Municipalities, the Province of Ontario and Niagara Peninsula Conservation Authority. We have also interviewed the Industrial Association, Greater Niagara Chamber of Commerce and Homebuilders Association.
Local Municipalities, specifically, have been heavily involved in the Growth Strategy and MCR. Local planning staff have reviewed the findings of the Phase 1 and 2 report and have confirmed the land supply calculations within their respective municipalities. Local councils have been (or will be) given the Niagara 2041 overview presentation.
Public and/or Service Users
Similar to government partners, the public have been and will continue to be stakeholders throughout the MCR with opportunities to provide input via Public Information Centres and open houses. The first round of Public Information Centres was held in November (in Port Colborne, Grimsby and St. Catharines). Two additional rounds will be held across Niagara throughout the remainder of the project.
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Sub ItemAGENDA 19 ITEM 4.8 PDS 15-2016 May 11, 2016 Page 3
ANALYSIS
The Provincial Growth Plan
The Provincial Growth Plan for the Greater Golden Horseshoe, 2006 ("PIaces to Grow") establishes policies and forecasts to support municipalities in planning for the land base and the infrastructure to accommodate future growth. Amendment 2 to the Growth Plan, which came into effect in June 2013, provided updated forecasts of population for 2031 and extended population and employment forecasts to 2036 and 2041. Places to Grow states Niagara is forecasted to grow to a population of 610,000 and employment of 265,000 by 2041 as indicated in Table I. The Region’s Official Plan must be brought into conformity with Amendment 2 by June 17, 2018.
Niagara Region 2031A 2031B 2036 2041
Population 511,000 543,000 577,000 610,000
Employment 218,000 235,000 248,000 265,000
Table 1: Growth Plan Schedule 3 Forecasts Purpose of a Municipal Comprehensive Review
In order to update the Region’s growth strategy and conform to Amendment 2 to Places to Grow, the Region must undertake an MCR. A Regional MCR consists of a review of the Region’s population and employment forecasts and subsequent allocations to the local municipalities supported by a land budget which includes a Regional land supply/demand analysis. It also includes a review of Regional Official Plan policies. The MCR that is the subject of this report will need to be approved by the Province under Section 26 of the Planning Act.
The core focus of the MCR is to allocate population and employment to municipalities, with the main analysis being within urban areas and assessing the capacity for growth within them. How We Grow will align with Council’s direction through the Provinces Coordinated Policy Plan Review, Council’s strategic direction and work collaboratively with ongoing Niagara 2041 initiatives, including the Transportation Master Plan, the Water/wastewater Master Servicing Plan, Transit Hubs and Stations, and the urban structure.
Niagara’s Current Growth Strategy: Niagara 2031
The Region’s current Growth Management Strategy, Niagara 2031 implemented the original Growth Plan forecasts by allocating population and employment forecasts at a
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municipal level by 5 year increments. Niagara 2031 was initiated in 2006, adopted by Regional Council in 2009. While originally appealed by the Province, it was ultimately approved by the Province in 2014 by way of a settlement agreement.
Niagara 2031 presented three growth scenarios, including:
Option A: Current Trends Option B: Grow South Option C: Multi-Nodal
Ultimately, a combination of growth options was selected (referred to as Option D). The preferred option allocated continued growth to all of Niagara’s communities, recognizing the significance of the Economic Gateway and providing strategic allocations of growth to West Lincoln and Pelham. Table 2 shows the existing 2031 population and employment forecasts for Niagara based on the Niagara 2031 Growth Management Strategy.
Total Population 2006 to 2031 2006 to 2031 2006 2031 2006 2031 and Municipality Population Employment Population Population Employment Employment Employment Growth Growth Growth Fort Erie 31,200 38,877 7,677 11,790 14,950 3,160 10,837 Grimsby 24,900 30,582 5,682 8,120 9,340 1,220 6,902 Lincoln 22,600 28,583 5,983 10,200 11,670 1,470 7,453 Niagara Falls 85,500 100,341 14,841 42,800 47,670 4,870 19,711 Niagara-on-the-Lake 15,200 20,688 5,488 11,000 12,690 1,690 7,178 Pelham 16,700 22,387 5,687 4,260 5,130 870 6,557 Port Colborne 19,300 20,888 1,588 6,760 7,770 1,010 2,598 St. Catharines 137,300 137,919 619 65,750 68,740 2,990 3,609 Thorold 18,900 24,086 5,186 8,010 9,460 1,450 6,636 Wainfleet 6,900 8,195 1,295 1,430 1,630 200 1,495 Welland 52,300 61,464 9,164 20,410 23,650 3,240 12,404 West Lincoln 13,700 16,990 3,290 3,840 5,300 1,460 4,750 Niagara Region 444,500 511,000 66,500 194,370 218,000 23,630 90,130 Table 2: Summary of Population and Employment Forecasts from Niagara 2031 Niagara 2041Growth Management Strategy
Niagara 2041 will build upon the original work of Niagara 2031 while updating policies and forecasts to reflect changes in Regional Council’s strategic priorities and extend growth forecasts to 2036 and 2041. The intent of Niagara 2041 is to better position Niagara competitively within the Greater Toronto/Hamilton area by supporting an achievable urban vision by creating vibrant, authentic communities that optimize current
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and future infrastructure investments and are efficient and sustainable in terms of compactness, transit supportiveness and energy.
How We Grow: Phase 1 and 2 Results
The first two phases of the MCR focus on understanding how growth has actually occurred since the implementation of Niagara 2031. Before new growth options are presented, we need to look back at what was initially planned and understand the implications of the achieved and unachieved components of Niagara 2031 to date. Legislatively, the Region is required complete an MCR every 5 years, which allows for updating forecasts as new data becomes available. Reviewing and updating growth options every 5 years ensures Niagara is flexible to changing growth, market, economic and societal trends and can respond accordingly.
Key findings of the Phase 1 and 2 report are:
1. Niagara is not growing at a fast pace overall and the growth which is occurring varies significantly across the Region. Meanwhile, the pattern of growth, largely reflecting demand for new housing, has not materially changed in recent years. 2. New housing demand is outpacing the net increase in population, reflecting an aging population. 3. The decline in Ontario’s manufacturing base in recent years has impacted Niagara’s economic prospects, although the Region has other opportunities to enhance its economic outlook going forward. 4. Niagara is experiencing an out- migration of young adults to education and employment opportunities in other GGH communities, while some Niagara communities remain attractive to those over 60 years of age. 5. Recent housing development suggests that Niagara is already meeting its Growth Plan intensification target of 40%, however the extent to which this meets the intent of intensification policy is not known. The supply for intensification is abundant and many Niagara municipalities are planning for higher densities and redevelopment within built up areas. 6. The capacity to accommodate population and employment growth is unevenly distributed across Niagara’s municipalities, which could pose challenges for planning to meet the Region’s Growth Plan outlook. The distribution of vacant urban designated land across a geographically large and dispersed Region continues to be a threat and in some areas is misaligned with market pressures for growth.
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Niagara Region Land Supply
The Niagara Region established a land supply methodology in 2013 to understand where and how much urban land is available for development in Niagara. Through the first two phases of the MCR, the land supply work has been updated to reflect conditions as of January 2015. The land supply work is a major component in answering the core questions of the MCR:
1. Is there sufficient land designated for intensification and new greenfield development to accommodate the anticipated growth? 2. Where this growth should be accommodated across the Region? 3. How should this growth be accommodated across Niagara to meet the strategic objectives of Regional Council? Table 3 summarizes the updated land supply information for Niagara Region and will be used as the basis for addressing land needs in the subsequent MCR phases.
Regional Vacant Land Supply Inventory (Gross ha) Niagara Region, 2016
Residential Employment
Municipality Designated Designated Total Built Up Built Up Greenfield Greenfield Area (BUA) Area (BUA) Area (DGA) Area (DGA)
Fort Erie 175 89 144 46 455 Grimsby 15 4 15 6 40 Lincoln 22 40 30 31 123 Niagara Falls 90 236 130 239 694 Niagara-on-the-Lake 49 69 7 74 199 Pelham 37 126 0 25 188 Port Colborne 48 267 4 104 423 St. Catharines 65 31 48 47 190 Thorold 77 392 57 184 710 Welland 118 119 112 103 452 West Lincoln 10 53 5 59 127
Niagara Region 706 1,424 552 919 3,602
Table 3: Regional Vacant Land Supply
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The table outlines the existing amount of developable land (free of environmental features, constraints, etc.) within Niagara. Phase 3 of the MCR (Growth Options) will address how various growth options can be accommodated within each municipality in Niagara and address the core land supply questions noted earlier.
Land supply needs to be managed to ensure an appropriate quantity of land is available for development across Niagara. The Region can only designate up to a 20 year overall land supply at the time of an MCR1. Allocating supply consistent with the forecasted population and employment growth is a fundamental challenge in achieving short, medium and long-term growth in Niagara. Individual communities must face the reality that an oversupply of designated urban land impacts local and regional growth objectives by undermining positive market conditions. The opportunity, capacity and likelihood of strong development within a municipality is not exclusively dependent on land supply. Having a large quantity of designated urban lands does not directly lead to strong growth if that land is not strategically located and serviceable – it in fact marginalizes both development and viability. Urban development, as directed by the Growth Plan, needs to include intensification and development at higher densities than historically achieved in most of the Greater Golden Horseshoe, especially in Niagara. To achieve an appropriate balance of land supply in Niagara, rationalizing legacy designations that have seen no progress towards development, strengthening of Regional Phasing policies and reallocation of urban lands may be options in allocating growth consistent with the Phase 4 Preferred Growth Option.
Next Steps
The next phases of the study will involve:
Describing and quantifying options for growth over the long term, including the implications on land supply and urban boundaries; Working with stakeholders, the public, and infrastructure planners to evaluate the options and determine a preferred growth option; and Making recommendations for amending the Regional Official Plan based on the preferred growth option.
1 Regional Council supported planning urban area boundaries to 2041, representing a 25 year land supply (PDS 43‐2015). Niagara is being proactive, knowing that MCRs typically take significant time for Provincial approval, and are ensuring Niagara has an appropriate quantity of designated urban land for when the plan is ultimately approved.
Legal and Clerks Services, Office of the City Clerk Council ... Page 151 of 166 Sub ItemAGENDA 19 ITEM 4.8 PDS 15-2016 May 11, 2016 Page 8
ALTERNATIVES REVIEWED
The Phase 1 and 2 report is a technical review of how Niagara has been growing, key policies in place and the existing land supply in Niagara. The data used in this report was chosen as it best captures the current condition of growth in Niagara. While some of the data pieces date back to 2011 that is simply the most current reliable information available.
ORIGIN OF REPORT
This report has been prepared to inform Planning and Development Committee, as well as Regional Council, of the conclusions of the MCR (How We Grow) Phase 1 and 2 Summary Report.
OTHER PERTINENT REPORTS
PDS 43-2015 - Implementation of Amendment 2 to the Growth Plan for the Greater Golden Horseshoe PDS 34-2015 – Niagara 2041 – Establishing a Growth Strategy PDS 8-2015 – Project Initiation Report – 2015 Regional Municipal Comprehensive Review PDS 30-2014 – Project Awareness Pre-Initiation Report 2015 Regional Municipal Comprehensive Review
SUBMITTED & SIGNED BY: APPROVED & SIGNED BY: Rino Mostacci, MCIP, RPP Harry Schlange Commissioner Chief Administrative Officer
This report was prepared by Greg Bowie, Planner, Brian Dick, MCIP, RPP, Senior Planner, Diana Morreale, MCIP, RPP, Manager of Community Planning and Rino Mostacci, MCIP, RPP.
Legal and Clerks Services, Office of the City Clerk Council ... Page 152 of 166 Legal and Clerks Services, Office of the City Clerk Council ...
Updated June 3, 2016 Expected Council Approved # Date Requested Councillor Details Reporting Dept. Comments Due Date Due Date Report on the implications of regulating the sale of cats and dogs in pet 1 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 2 October 3, 2011 Siscoe LCS 7/11/2016 section relating to restraint. (pending new contract w/LCHS) (w/CSS) 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, 3 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 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 4 December 16, 2013 Siscoe LCS 7/11/2016 passed; and That Council direct Legal Services to contact the presenters regarding their concerns related to the by-law. (Legal) Staff request Report on the possibility of providing in-house legal counsel to advise and 5 January 13, 2014 Secord LCS 1/25/2016 approval to remove - act on behalf of the Niagara District Airport Commission (Legal) no longer applicable Request from Public Meeting for Downtown Entertainment District: Report on mechanisms for enforcement of the initiatives and accomplishments of 6 June 23, 2014 Siscoe PBS 6/13/2016 the DDRC and the DLEC in the downtown (combine with request from July 8, 2013) That Council direct staff to prepare a report on a long-term plan for promoting the works of local artists within the City, exploring the option of a 7 August 11, 2014 Elliott PRCS 12/19/2016 per PRCS 7/31/15 Civic Gallery, perhaps to be part of the end use study for the Old Court House (with TES) Prepare a report, upon completion of staff's plan, regarding options for the Included in the 8 November 3, 2014 Siscoe upkeep and maintenance of Johnson Park on Erion Road (to be included PRCS 6/27/2016 horticulture report as part of horticulture management report) 9 January 26, 2015 Elliott Report regarding a policy for Councillors attending conferences LCS 6/13/2016 Request staff to review fees for all organizations using office space in arenas (direction to staff) and bring forward a report (w/PRCS) (Note: 10 January 26, 2015 Harris FMS 9/26/2016 scheduled to go to Budget Committee in October or November and will be AGENDA ITEM 4.8
Page 153 of 166 part of 2016 Rates and Fees report to Council. / KD 10/4/15)
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Expected Council Approved # Date Requested Councillor Details Reporting Dept. Comments Due Date Due Date 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 11 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) no reply yet from Report on the feasibility of a left hand dedicated light for the Vine Street / Region per TES 12 April 13, 2015 Britton Niagara Street / Facer Street area (Regional jurisdiction/issue - TES still TES 6/13/2016 02/10/16; per TES waiting for response from Region) 03/29/16 Changed to include with coming report Report on "smart" lights, including potential revenue generation and 13 April 13, 2015 Britton TES 10/12/2016 on LED conversion converting decorative lighting to LED lights and department resources Report on traffic calming measures based on Council’s approved Traffic Calming Policy, complete with costs (see Item 3.1, TES's Henley Island as per TES on 14 April 27, 2015 Harris TES 6/13/2016 Drive Sidewalk Project No. P14-041, Multi-use Alternative and Early 02/10/2016 Budget Approval) (amendment to Clr Garcia's motion) Pulled at 1/27/16 Report on traffic calming measures on Dorothy Street, including the types staff TES spoke to 15 April 27, 2015 Garcia TES 9/12/2016 available and associated costs Clr.& waiting on final decision for report 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 16 May 11, 2015 Stevens PBS 6/27/2016 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. moved to 6/13/2016
That staff report on the feasibility of creating a parking area for Cushman AGENDA ITEM 4.8
Page 154 of 166 17 May 25, 2015 Britton TES 6/13/2016 because of length of Park agenda 5/30/2016 Report on the recommendations that were contained in the presentation by 18 June 8, 2015 Siscoe TES 6/27/2016 Katrina Kroese, Niagara Sustainability Initiative re: Carbon Project
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Expected Council Approved # Date Requested Councillor Details Reporting Dept. Comments Due Date Due Date That staff be directed to report on the feasibility of utilizing the Re-rescheduled due greenhouses within 360 Niagara Street so local community groups and date from 2/2/16 due non-profit organizations can grow fruits and vegetables for community to Council's gardens within the city or to help, through workshops provided by consideration of community groups / non-profit organizations, to teach residents how to 19 July 6, 2015 Haywood CO 5/16/2016 LSSC consolidation grow fruit and/or vegetables on their properties within the city; and That the report as it relates to report include the feasibility of having public space at 360 Niagara Street scheduling of renovated with the goal of having community and/or non-profit facilities tour. Per organizations being able to utilize said space for the betterment of the local OC 2/16/16 environment within St. Catharines. Review the process for the naming rights of parks and buildings in the per KG 7/31/15 20 July 6, 2015 Stevens community and report back to Council (different request from report prev PRCS 6/27/2016 per AT 8/5/15 done 05-25-15 by PRCS-Procedure for naming parks/arenas) That staff be directed, in cooperation with our heritage committees, to resubmit a letter to Parks Canada for reconsideration of the two moved by PRCS on 21 July 6, 2015 Williamson PBS 7/25/2016 lighthouses in Port Dalhousie for inclusion on the list of designated 7/31/15 lighthouses and report back to Council. (Status report only) Report back with recommendations regarding a policy to address requests from commercial businesses for temporary road closures for special as per TES on 22 August 24, 2015 Siscoe TES 6/27/2016 events (before patio season begins in 2016) (re: Special Event License 02/10/2016 with Gord's Place in former Civic Square area) Report on how the City will address trees that are on private property that deferred in staff on Elliott / are dying, dead, or ones posing a danger to people or property (ie: ash 02/10/2016 to 23 August 24, 2015 PRCS 7/11/2016 Phillips trees, affected by the Emerald Ash Borer), and look at ways to make it 03/21/2016 will easier and/or economical for residents to have the trees removed come 07/11/16 Prepare a by-law outlining expectations for the keeping of cats and licensing of such within the by-law and that a portion of the licensing fee be 24 August 24, 2015 Phillips LCS 7/11/2016 directed to a local organization to be put towards their spay/neuter program (re: Regulating Keeping of Cats report) AGENDA ITEM 4.8 Page 155 of 166
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Expected Council Approved # Date Requested Councillor Details Reporting Dept. Comments Due Date Due Date 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 Report will be Conduct to ensure that it includes the enforcement tools needed to uphold prepared once a the integrity of the Council; and That Legal and Clerks services provide a new IC is appointed 25 August 24, 2015 Britton LCS 8/22/2016 staff report on the review of existing enforcement and discipline options in by Council, following the Code of Conduct and make recommendations to strengthen procurement enforcement of the Code of Conduct including consideration of additional process responsibilities to the City’s Integrity Commissioner Report on potential changes to driveway at 9 Prince Henry Court (with PBS 2/10/16TES - TES to 26 August 24, 2015 Williamson TES TBA and FMS) talk to resident. REFERRAL: That Council refer the report from PBS regarding Zoning 27 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. Delay due to significant research, costing Look at what the speed limit should be on residential streets and report estimates, consultation 28 November 2, 2015 Williamson back to Council (Clr Siscoe: include possibility of lowering the speed limit TES 9/26/2016 with agencies required in the downtown to 30 km/hr) (NRP, Transit), MTO is currently reviewing the HTA which governs the Prepare a report (City-wide winter storm event temporary on street parking prohibition) outlining the areas to be excluded from the parking prohibition, 29 November 16, 2015 Elliott TES 7/11/2016 and with an alternative system for those areas to come back to Council after phase two
Report regarding the feasibility of Council creating a low-income transit subsidy program, including best practices in other communities; and That 30 November 30, 2015 Siscoe FMS 6/27/2016 staff liaise with the Niagara Region Poverty Network (NRPN) on this issue (FMS w/Transit)
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 AGENDA ITEM 4.8
Page 156 of 166 31 November 30, 2015 Haywood arena are rectified; and That the one ice surface to be considered for PRCS 2/1/2017 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)
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Expected Council Approved # Date Requested Councillor Details Reporting Dept. Comments Due Date Due Date Report back to Council within the month of completion of the Operations 32 November 30, 2015 Siscoe TES 2017 / 2018 Facility Consolidation to declare Geneva St as surplus 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 Haywood / property tax funds to NRH Capital budget to invest in creating additional Kushner / affordable housing units within St. Catharines for consideration in the 2017 Budget 33 November 30, 2015 Stevens / budget; and That the report include a staff recommendation; and to add FMS Committee - TBD Elliott / the number of units that are privately owned and how this would affect Feb 9/16 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) Prepare a detailed report on Seymour-Hannah sports complex, which will include: 1) A brief history of the pre qualification and the tendering process for the initial build; 2) History of mechanical deficiencies upon commission; 3) Service history of all mechanical equipment including capital replacements; 4) History of glycol leaks including initial date (documentation provided by service provider); 5) Who authorized the decommissioning of the glycol loop; 6) Environmental issues resulting from 34 November 30, 2015 Harris PRCS TBA 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 Report regarding the rear lands pertaining to St. Paul Street (Realty File 35 November 30, 2015 Britton No. 15-86), including why this happened and what actually happened TES TBA AGENDA ITEM 4.8
Page 157 of 166 procedurally
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Expected Council Approved # Date Requested Councillor Details Reporting Dept. Comments Due Date Due Date 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 36 December 14, 2015 Recommen- FMS / PBS 8/22/2016 model, subject to a report to the BSC on the direct costs in the summer of dation 2016 (from 2016 Rates and Fees report) Staff That staff proceed with review and refining the comparators of the rates 37 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) Staff to monitor rental rates for the not-for-profit organizations who are 38 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) Staff That a further staff report to the BSC on full cost recovery of planning fees 39 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) 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 40 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) Rescheduled due (regarding Strategic Plan Implementation-2016 & Future Priorities Report) Will be date to coordinate That Council direct staff to report and incorporate all action items communicated requested info with Garcia/ requested in correspondence, including quartlery timelines, and costing 41 January 11, 2016 CO through quarterly status Kushner estimates for items identified in 2016; and That staff meet regularly quarterly update on 2016 (meaning a quarterly basis) with owners of all properties listed in item 1.3 memos initiatives /BS of list, and to report regularly to Council on these properties. 2/16/16 That staff report back on feasibility of holding Council meetings (excluding 42 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) REFERRAL TO BUDGET COMMITTEE: That staff report on the feasibility 43 January 25, 2016 Haywood of the Living Wage to be implemented for all City staff (excluding contract, BSC / FMS TBA temps and students) Re: Emergency Dispatch Services Working Group - That staff create an
44 February 8, 2016 Britton implementation strategy to find the $1 million savings as identified in the FEMS 7/11/2016 AGENDA ITEM 4.8 Page 158 of 166 IBI Group study DEFERRAL: Clr. Kushner deferred his motion re: Public Involvement in Per J Kushner 45 February 8, 2016 Kushner Site Plan Process for 15 Pelham Road to meeting of February 22, 2016. N/A TBA 2/18/16 (per BND) (Clr waiting for information before proceeding with motion)
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Expected Council Approved # Date Requested Councillor Details Reporting Dept. Comments Due Date Due Date That staff report on what the $250k Federal Gas Tax allocated to Capital Will come to Council Projects went towards in 2015 and what it will go to in 2016. (regarding following Budget 46 February 29, 2016 Britton Early Budget and Approval of Proposed 2016 Construction Programs FMS 7/25/2016 Committee June Funded by 2016 Operating Budget, 2016 Capital Budget and 2016 Water / 20th. Wastewater Budget) (Info to be added to Capt. Budget report) That staff investigate the concept of pooling in a further report. (Regarding 47 February 29, 2016 Kushner FMS 9/30/2016 Corporation insurance coverage report) 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 48 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 eliminating rail / road grade crossings and to 49 February 29, 2016 Williamson investigate shared funding possibilities with rail partners (to be included in TES TBA Transportation Master Plan) That a debt management strategy, to include major debenture projects, 50 March 8, 2016 Phillips FMS 6/30/2016 come to Council by end of 2nd quarter That a ten year history of the City’s operating budget statistics in a variety 51 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 52 March 8, 2016 Kushner FMS 3/1/2017 increased and other factors that account for the total increase That the Budget Standing Committee review the BMA Management 53 March 8, 2016 Kushner BSC / FMS Ongoing Consultant Report in their budget deliberations. Referral: concerns presented by P. Schlanger back to staff (TES) to meet 54 March 21, 2016 Phillips with school officials, concerned residents and bring a report back to TES TBA Council, to include a transportation study. That Council direct staff to obtain more details regarding AMO's "request for broader municipal investment powers" resolution and what would it 55 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 AGENDA ITEM 4.8
Page 159 of 166 Council
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Expected Council Approved # Date Requested Councillor Details Reporting Dept. Comments Due Date Due Date
That staff be directed to work with the area residents and Ward Councillors regarding the flooding and drainage issues in the entire area, including the 56 April 18, 2016 Stevens PBS / TES TBA adjacent park, and report back to Council; and (Clr Haywood) 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 57 April 18, 2016 Kushner TES TBA the Region to see if there are different types of containers available (rather than open bins)
That staff provide an update on the previously requested report regarding the feasibility of creating a parking area for Cushman Road Park; and That staff respond to request to remove the barriers along Carlton Street at moved to 6/13/2016 58 May 2, 2016 Britton Cushman Road park (tes respond to request, with the possibility of a future TES 6/13/2016 because of length report); and that the City lights still operating on the portion of Cushman agenda 5/30/2016 road which has been closed off and is no longer a road – include in memo with other issues regarding this area (All being dealt with in one report)
Within this year’s budget, is there a parks management plan for tennis and basketball courts? If yes, what is the progress? Do we know what the state Information was of our parks are in in relation to basketball and tennis courts - provided by PRCS to 59 May 2, 2016 Haywood Summarized by Mayor: site condition of recreation facilities at our various FMS 6/27/2016 FMS to complete parks and what are the projects that will take place this year, and what is in report the (cash in lieu of) parkland dedication fund (including if there is a need to change the parkland dedication policy (end of June) Direct staff to work with the Ontario Lacrosse Hall of Fame regarding their 60 May 2, 2016 Williamson requests outlined in Council Correspondence Report, Sub Item 4 and PRCS 8/22/2016 report back to Council Staff to advise what we can do within the City, where the phragmites are 61 May 2, 2016 Phillips located, where should we be concerned, and what, as a municipality, we PRCS 11/21/2016 can do locally to control this (amendment to Phragmites motion) 62 May 2, 2016 Britton Report looking into what lands can be pre-approved for different zoning PBS TBA AGENDA ITEM 4.8 Page 160 of 166
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Expected Council Approved # Date Requested Councillor Details Reporting Dept. Comments Due Date Due Date REFERRAL: CSS's report on Hiring Process for Senior Management Positions - refer to staff for more information, including the best practices 5/30/2016 63 May 16, 2016 Siscoe of other communities that have adopted a commissioner structure and CSS on General 5/30/2016 having consultation with Councillors as to their opinions as to how this may Agenda look Report on the resolution of the City of Welland regarding the development 64 May 16, 2016 Phillips of Provincial Legislation requiring the registration, licensing and setting PBS TBA not requested Provincial Standards for Private Supportive Living Accommodations DEFERRAL: Report: Naming Policy-Parks, Trails and Recreation Facilities 65 May 30, 2016 Stevens to come back at the same time the Sponsorship Program Report comes to PRCS TBA not specified Council AGENDA ITEM 4.8 Page 161 of 166
Page 9 of 9 AGENDA ITEM 5.1
Sub Item 4
At the meeting of May 30, 2016, Councillor Williamson removed Council Correspondence Item 4.8, Sub-item 4, from Consent for Discussion. The item was deferred to the meeting of June 13, 2016
Resolution - City of Port Colborne, Re: Support for Resoluti... Page 162 of 166 AGENDA ITEM 5.1
Sub Item 4
Resolution - City of Port Colborne, Re: Support for Resoluti... Page 163 of 166 AGENDA ITEM 5.2 Administration Sub Item 5 Office of the Regional Clerk 1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7 Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977 www.niagararegion.ca At the meeting of May 30, 2016, Councillor Britton removed Council Correspondence Item 4.8, Sub-item 5, from Consent for Discussion. The item was deferred to the May 4, 2016 meeting of June 13, 2016
Ron Rienas, General Manager L. J. (Lew) Holloway, General Manager Buffalo and Fort Erie Public Bridge Authority Niagara Falls Bridge Commission 100 Queen Street P.O. Box 395 Fort Erie, ON L2A 3S6 Niagara Falls, ON L2E 6T8 Sent via email: [email protected] Sent via email:[email protected]
RE: Expansion of Customs Pre-Clearance Locations in Canada Minute Item 9.1, CL 6-2016, April 28, 2016
Dear Sirs:
Regional Council at its special meeting held on April 28, 2016, passed the following resolution:
Whereas both the United States and Canadian Federal Governments have expressed interest and support in the expansion of customs pre-clearance locations in Canada;
Whereas the previous and present Federal Governments have endorsed pre-clearance pilot projects that would allow people to clear customs at train stations and cruise ship ports the same way they already can at several Canadian airports;
Whereas it is imperative to the economic health of our bi-national border communities to make trade and travel between the two countries more efficient and predictable;
Whereas Niagara has developed a strategic plan that recognizes the need to affect positive change across multiple modes of transportation and would willingly support a plan that could revolutionize the way trucks and travellers cross the border;
Whereas the Canadian American Business Council has endorsed the pre-clearance model for its potential ability to put millions of dollars back into the economy of North America;
Whereas $40 billion in trade crosses the Fort Erie Buffalo Peace Bridge every year with millions more lost due to delays and inefficiencies;
Whereas it is vital to the economy and commerce of Niagara to alleviate congestion and thickening of our border crossings; and
Whereas the Peace Bridge Authority has the real estate, ability and financial capacity to construct the necessary infrastructure to allow both Federal Governments to implement full customs pre-clearance.
…/2
Resolution - Niagara Region, Re: Support for Expansion of Cu... Page 164 of 166 AGENDA ITEM 5.2 Expansion of Customs Pre-Clearance LocationsSub inItem Canada 5 May 4, 2016 Page 2
NOW THEREFORE BE IT RESOLVED:
1. That Regional Council SUPPORT the implementation of a bi-national pre-clearance initiative at the Peace Bridge;
2. That Niagara Region WORK with the Buffalo and Fort Erie Peace Bridge Authority and its bi-national Board to see how best an initiative like this can benefit the economic prosperity of Niagara and Western New York;
3. That Niagara Region WORK with its Federal Agencies and partners to enhance border efficiency while still ensuring the safety and integrity of its borders;
4. That Niagara Region ENCOURAGE and PETITION the Federal Government to give full consideration to having the Peace Bridge host the first commercial truck and automobile land crossing pre-clearance facility in Canada and SUPPORT the inclusion of all International Bridge crossings in the Region of Niagara as each Bridge becomes expansion-ready to host a bi-national pre-clearance initiative like the Peace Bridge;
5. That a copy of this resolution BE CIRCULATED to the Buffalo and Fort Erie Peace Bridge Authority, the Niagara Falls Bridge Commission, the Common Council for the City of Buffalo, the Niagara Members of Parliament (MPs) and Members of Provincial Parliament (MPPs) for their information, and to the local area municipalities for their support; and
6. That Niagara Region MAKE the implementation of a bi-national pre-clearance initiative an economic development priority.
Should you have any questions, please do not hesitate to contact the undersigned.
Yours truly,
Ralph Walton Regional Clerk
cc. Darius G. Pridgen, Council President, Ellicott District Common Council Member Sent via email: [email protected] W. Gates, MPP (Niagara Falls) Sent via email: [email protected] The Honourable R. Nicholson, MP (Niagara Falls) Sent via email: [email protected] T. Hudak, MPP (Niagara West) Sent via email: [email protected] D. Allison, MP (Niagara West) Sent via email: [email protected] The Honourable J. Bradley, MPP (St. Catharines) Sent via email: [email protected] C. Bittle, MP (St. Catharines) Sent via email: [email protected] C. Forster, MPP (Welland) Sent via email: [email protected] V. Badawey, MP (Niagara Centre) Sent via email: [email protected] Local Area Municipalities Sent via email D. Oakes, Director, Economic Development, Niagara Region Sent via email: [email protected]
Resolution - Niagara Region, Re: Support for Expansion of Cu... Page 165 of 166 AGENDA ITEM 5.3 Sub Item 9 RECEIVEt~ RECEIVIED MAYOR'S OFFICE MAY 1. ~ 216 ~9TY CLEFt~K'S OFFICE MAY 1 g 2016 GREATER NIAGARA ''. ~ATHAR! ES, ONTARIO CHAMBER OF COMMERCE
His Worship the Mayor and Members of City Council Friday, May 13, 2016 City of St. Catharines At the meeting of May 30, 2016, Councillor Britton PO Box 3012, 50 Church St., St. Catharines, ON L2R 7C2 removed Council Correspondence Item 4.8, Sub-item 9, from Consent for Discussion. The item was deferred to the meeting of June 13, 2016 To His Worship the Mayor and Members of City Council,
The Greater Niagara Chamber of Commerce wishes to express its unreserved support for a bi-national pre-clearance initiative at the Peace Bridge. The GNCC has worked hard for many years on measures to thin the border between Canada and the United States, particularly in Niagara, recognizing the importance of international trade to our economy.
According the Ontario Chamber of Commerce report Easing the Choke Points, delays and congestion at the borders are having a dramatic impact on the economy. The report projects that continued delays at border crossing will amount to 17,345 lost jobs by 2020 and 91,194 by 2030. Currently, delays at the border are requiring manufacturers to increase inventory at a cost of over $1 million per hour.
A study from the Universities of Waterloo and Wilfred Laurier showed that delays at border crossings have an annual impact of $15 to $30 billion on the Canadian economy. Over 70% of the value of Canada's international trade travelling by road flows into the United States across Ontario borders. Goods exported to the United States are worth over $300 billion; goods imported are worth almost $350 billion a year. Cross-border trade volume has increased more than 200% each way since the introduction of NAFTA.
Niagara is a key corridor for movement between Canada and the U.S., accounting for nearly 30% of all Canada-U.S. trade. As the OCC highlighted in its report, Niagara is the second busiest trade crossing in Ontario and the busiest for passenger vehicles. The Peace Bridge between Buffalo and Fort Erie is also the third busiest bridge crossing for inter-country trucking in Ontario.
Because of the importance of the Peace Bridge and the impact of delays, in February 2014, a truck cargo pre-inspection pilot program was launched. This pilot project worked very well, and had major success in reducing wait times at the border. With the designation of Niagara as a foreign trade zone point, the importance of efficiency at the border becomes even more important, as the FTZ will attract precisely the kind of business that requires expedient access to the US.
At their meeting, Prime Minister Justin Trudeau and President Barack Obama vowed to make trade and traffic easier between their two countries. All that remains is for legislators in both countries to make pre-clearance a permanent reality. We urge all those in receipt of this letter of support to petition those in government to make this decision.
Yours sincerely,
,- Mishka Balsom President &CEO, Greater Niagara Chamber of Commerce
1 St. Paul St., Suite 103, St. Catharines, Niagara L2R 7L2 www.greaterniagarachamber.com T: 905.684.2361 Greater Niagara Chamber of Commerce, Re: Support for a Bi-Na... Page 166 of 166