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03-02-2021 City of Niagara Falls Agenda City Council Meeting Tuesday, March 2, 2021 @ 4:00 PM Council Chambers/Zoom App Due to the COVID-19 and the Closure of City Hall, all electronic meetings can be viewed on this page, the City of Niagara Falls You Tube channel, the City of Niagara Falls Facebook page, along withYourTV Niagara. Page 1. IN CAMERA SESSION OF COUNCIL 1.1. Resolution to go In-Camera (Updated) March 2, 2021 - Resolution to go In-Camera 9 2. CALL TO ORDER O Canada: Performed by: Emma MacDonald (recorded version) 3. ADOPTION OF MINUTES Council Minutes of February 9, 2021 3.1. Minutes - City Council - 09 Feb 2021 10 - 30 4. DISCLOSURES OF PECUNIARY INTEREST Disclosures of pecuniary interest and a brief explanation thereof will be made for the current Council Meeting at this time. 5. MAYOR'S REPORTS, ANNOUNCEMENTS 6. PLANNING MATTERS 6.1. PBD-2021-09 (Comments and presentation added) Transit Station Secondary Plan Area 31 - 85 Page 1 of 459 Zoning By-law Application - City File: AM-2020-007 Applicant: City of Niagara Falls PBD-2021-09, AM-2020-007, Transit Secondary Plan Presentation - AM-2020-007 Powerpoint Letter to City - Zoning Amendment Support AM-2020-007 - Comment opposing application (Redacted) AM-2020-007 - Comment supporting application (Redacted) AM-2020-007 - Comments opposing application (2) Redacted AM-2020-007 - Comments supporting application (2) - (Redacted) 6.2. PBD-2021-08 (Presentation added and Comments from Victoria Centre BIA added) AM-2021-003, Zoning By-law Amendment Application Proposal: Temporary Zoning Regulations for Outdoor Patios and Sidewalk Cafes Applicant: City of Niagara Falls PBD-2021-08, City Initated Zoing By-law Amendment, Outdoor Patios and Sidewalk Cafes Presentation - AM-003, City Initiated Outdoor Patio Sidewalk Cafes Correspondence from Tim Parker, Victoria Centre BIA - Bylaw RE Patios Regional Comments (ZA-21-0010)- Outdoor Patios and Sidewalk Cafes 86 - 107 7. REPORTS 7.1. F-2021-14 Special COVID-19 Pre-Authorized Property Tax Payment Plan Update F-2021-14 Special COVID-19 Pre-Authorized Payment Plan Update 108 - 109 7.2. F-2021-17 110 - 111 Page 2 of 459 Outstanding Not for Profit Accounts Receivable Balances Requiring Further Collection Efforts F-2021-17 Outstanding Not for Profit Accounts Receivable Balances Requiring Further Collection Efforts 7.3. F-2021-19 Property Tax Penalty and Interest Rate F-2021-19 Tax Penalty Rate Reduction 112 - 114 7.4. F-2021-20 2021 Capital Budget Funding Swap F-2021-20 - 2021 Capital Budget Funding Swap F-2021-20 - Attachment 1 - 2021 Capital Budget Funding Swap – Summary of Funding Adjustments F-2021-20 - Attachment 2 - 2021 Capital Budget Funding Swap – Revised Budget Worksheets 115 - 121 7.5. MW-2021-16 (Report added) OPG Waterfront Licenses MW-2021-016 OPG Waterfront Licenses 122 - 124 7.6. PBD-2021-10 Revision to Corporate Procedure 500.11 Representation at LPAT Hearings for Committee of Adjustment PBD-2021-10, Revisions to Procedure 500.11 125 - 127 7.7. TS-2021-03 WEGO Visitor Transportation Services Operational Review TS-2021-03 WEGO Visitor Transportation Services (VTS) Operational Review TS-2021-03 WEGO Visitor Transportation Services (VTS) Operational Review - Attachment 1 128 - 232 8. CONSENT AGENDA Page 3 of 459 The consent agenda is a set of reports that could be approved in one motion of council. The approval endorses all of the recommendations contained in each of the reports within the set. The single motion will save time. Prior to the motion being taken, a councillor may request that one or more of the reports be moved out of the consent agenda to be considered separately. F-2021-13 Monthly Tax Receivables Report – January F-2021-13- Tax Receivables Monthly Report (January) F-2021-13- Attachment 233 - 236 F-2021-16 Municipal Accounts F-2021-16 Municipal Accounts F-2021-16 Attachment 237 - 259 MW-2021-15 Miller Road – Speed Limit Review MW-2021-15 Miller Road - Speed Limit Review MW-2021-15 Attachment 1 - Miller Road - Speed Limit Review 260 - 263 R&C-2021-02 2020 Annual Update from the Culture Division R&C-2021-02-2020 Annual Update from the Culture Division R&C-2021-02-Attachment #1-2020 Annual Update from the Culture Division.docx 264 - 283 TS-2021-02 Niagara Region Transit – Service Provider Agreement – Two-Year Extension 284 - 370 Page 4 of 459 TS-2021-02 Niagara Region Transit - Service Provider Agreement TS-2021-02 Niagara Region Transit - Service Provider Agreement - Attachment 1 9. COMMUNICATIONS AND COMMENTS OF THE CITY CLERK 9.1. 2020 Fire Department Annual Report RECOMMENDATION: That Council receive the report for information. 2020 Annual Report 371 - 393 9.2. Correspondence from resident, Melanie Holm - RE: Women and Representation Melanie Holm, resident, requests that the attached correspondence be brought to Council for information. RECOMMENDATION: For the Information of Council. Letter to Council re women and representation NCO-47-Gender-Representation-in-Niagara-Governance 394 - 404 9.3. Diversity and Inclusion Advisory Committee As a result of the recommendation made at the February 9, 2021 Council meeting, the number of committee members appointed to the Diversity and Inclusion Advisory Committee will be slightly increased to include a minimum of six (6) community members to a maximum of nine (9). RECOMMENDATION: That Council appoint 3 additional members to the Diversity and Inclusion Advisory Committee, namely; Celest Turner, Sheila DeLuca and Falynn Shaw. HR Memo (March 2, 2021) - Diversity and Inclusion Advisory Committee 405 9.4. Memo - 5G Installations A memo from Tiffany Clark, Director of Finance, is attached regarding the potential liability for 5G installations. RECOMMENDATION: For the Information of Council. 406 - 407 Page 5 of 459 Memo - 5G Installations - Feb 4 2021 9.5. Niagara Regional Housing - 4th Quarter Report Attached is the Niagara Regional Housing (NRH) Quarterly Report (October 1 - December 31, 2020) for Council's review. RECOMMENDATION: For the Information of Council. NRH 1-2021 4th Qtr Report 408 - 425 9.6. Letter from Minister of Transportation re: Highway 405/QEW Interchange Attached is a letter from the Minister of Transportation, Hon. Caroline Mulroney, in response to the correspondence sent from the City regarding the request for a south oriented ramp a t the Highway 405/QEW interchange. RECOMMENDATION: For the information of Council. MTOResponse-4353 426 - 427 9.7. Proclamation Request - National Cleaning Week Keith Tennant, from IHS Depot, is requesting that the City of Niagara Falls proclaim the week of March 28 - April 3, 2021 "National Cleaning Week." With the increased interest in cleaning, disinfection and the desire of all people wishing to thank custodial care workers, it is an appropriate time to have the city recognize this national and international event. RECOMMENDATION: That the City of Niagara Falls proclaim the week of March 28 - April 3, 2021 as "National Cleaning Week." 10. RESOLUTIONS 10.1. Resolution to go In-Camera - March 22, 2021 at 3:00 PM. March 2, 2021 - Resolution to go In-Camera for March 22nd Special Mtg 428 - 429 11. RATIFICATION OF IN-CAMERA 12. BY-LAWS Page 6 of 459 The City Clerk will advise of any additional by-laws or amendments to the by-law listed for Council consideration. 2021-27 - A by-law to authorize the payment of $34,310,670.81 for General Purposes. 01 - Municipal Accounts 210302 430 2021-28 - A by-law to amend By-law No. 2002-081, being a by-law to appoint City employees, agents and third parties for the enforcement of provincial or municipal by-laws. 2021 MAR 2 By-law Enforcement Officers 431 - 432 2021-29 - A by-law to amend By-law No. 79-200, to permit the use of the lands for a 2 storey, 11 unit apartment building (AM-2020-009). AM-2020-009 By-law AM-2020-009 Schedule 433 - 435 2021-30 - A by-law to amend By-law No. 79-200, to permit a 5 storey, 116 unit hotel on the lands, to permit a portion of the required parking for the uses on part of the lands to be provided on another part of the lands and to repeal By-law No. 1999-52 (AM-2020-010). AM-2020-010 By-law AM-2020-010 Schedule 1 AM-2020-010 Schedule 2 AM-2020-010 Schedule 3 436 - 444 2021-31 - A by-law to amend By-law No. 79-200, as amended, By-law No. 5335, 1955, as amended and By-law No. 395, 1966, as amended, to provide for the temporary use of lands for outdoor patios and/or sidewalk cafés as an accessory use within certain zones of the City of Niagara Falls (AM-2021-003). AM-2021-003 By-law 445 - 447 2021-32 - A by-law to repeal By-law No. 2021-16, being a By-law to 448 Page 7 of 459 establish a System of Administrative Penalties respecting the stopping, standing or parking of vehicles in the City of Niagara Falls. AMP fine Bylaw Repeal Mar 2 2021 2021-33 - A by-law to declare Part of the Road Allowance between Concession 1 and Broken Front Concession Niagara River, in the former Township of Willoughby, being Part 2 on 59R-12161 as surplus. By-law - Declare Parts 1 & 2 on 59R-16217 as Surplus (Closed Road Allowance off Weaver Rd.) 449 2021-34 - A by-law to amend By-law No. 89-2000, being a by-law to regulate parking and traffic on City Roads. (Speed Limits on Highways) March 2 - Miller Road 450 - 451 2021-35 - A by-law to authorize the execution of an Agreement of Purchase and Sale with Her Majesty The Queen in right of the Province of Ontario, represented by the Minister of Transportation for the Province of Ontario, for lands surrounding the Beaver Valley Corridor Subdivision (26T-11-2017-004), being Block 31 on 59M-257, Block 36 on 59M-224 and Block 46 on 59M-241. Execution By-law authorizing Agreement of Purchase & Sale with MTO (with attachment) 452 - 458 2021-36 - A by-law to adopt, ratify and confirm the actions of City Council at its meeting held on the 2nd day of March, 2021. 03 02 21 Confirming By-law 459 13. NEW BUSINESS 14. ADJOURNMENT Page 8 of 459 The City of Niagara Falls, Ontario Resolution March 2, 2021 Moved by: Seconded by: WHEREAS all meetings of Council are to be open to the public; and WHEREAS the only time a meeting or part of a meeting may be closed to the public is if the subject matter falls under one of the exceptions under s. 239(2) of the Municipal Act. WHEREAS on March 2nd, 2021, Niagara Falls City Council will be holding a Closed Meeting as permitted under s. 239 (2) (b), (c), and (d) of the Municipal Act: (2) A meeting or part of a meeting may be closed to the public if the subj ect matter being considered is; (b) personal matters about an identifiable individual; (c) a proposed or pending acquisition or disposition of land by the municipality or local board; (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality; THEREFORE BE IT RESOLVED that on March 2nd, 2021 Niagara Falls City Council will go into a closed meeting prior to their scheduled Meeting of Council that is scheduled at 4:00 p.m., to consider matters that fall under section 239 (2) (b) of the Municipal Act for personal matters about an identifiable individual, including municipal emplyees; as well as section 239 (2) (c) for a proposed or pending acquisition or disposition of land by the municipality concerning an offer to purchase City property. Council will also consider matters under section 239 (2) (e) of the Municipal Act for matters dealing with litigation or potential litigation regarding replacement contract for work being done at a municipal pump station. AND The Seal of the Corporation be hereto affixed. WILLIAM G. MATSON JAMES M. DIODATI CITY CLERK MAYOR Page 9 of 459 MINUTES City Council Meeting Tuesday, February 9, 2021 at 4:00 PM Council Chambers/Zoom App COUNCIL PRESENT: Mayor Jim Diodati, Councillor Wayne Campbell, Councillor Chris Dabrowski, Councillor Carolynn Ioannoni, Councillor Lori Lococo, Councillor Vince Kerrio, Councillor Victor Pietrangelo, Councillor Mike Strange, Councillor Wayne Thomson (all present through Zoom App) STAFF PRESENT: Ken Todd, Alex Herlovitch, Bill Matson, Carla Stout, Ed Lustig, Erik Nickel, Jim Boutilier, Jon Leavens, Kathy Moldenhauer, Serge Felicetti, Tiffany Clark, Trent Dark 1. IN CAMERA SESSION OF COUNCIL 1.1. Resolution to go In-Camera (Resolution updated) ORDERED on the motion of Councillor Mike Strange, Seconded by Councillor Chris Dabrowski that Council enter into an In-Camera session. Carried Unanimously 2. CALL TO ORDER O Canada: Performed by: Isabella Milano (recorded version) 3. ADOPTION OF MINUTES 3.1. Council Minutes of January 19, 2021 ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Chris Dabrowski that the minutes of January 19, 2021 be approved as recommended. Page 1 of 21 Page 10 of 459 City Council February 9, 2021 Carried Unanimously 4. DISCLOSURES OF PECUNIARY INTEREST Disclosures of pecuniary interest and a brief explanation thereof will be made for the current Council Meeting at this time. a) Councillor Vince Kerrio indicated a conflict of interest to the following agenda items: • Item #7.1 - PBD-2021-05 (Re: Proposed 38 room satellite Accomodation) • Item #9.8 - MW-2021-10 (Centre Street - Temporary Sidewalk Cafe Review - 2021 Season) (owns property in the area - legal opinion received from Italia Gilbert). b) Councillor Lori Lococo declared a conflict to Item #8.1 (2021 Operating Budget) re: Niagara Falls Art Gallery as she sits on the board as a resident and they were included as a fee for service in the budget. 5. MAYOR'S REPORTS, ANNOUNCEMENTS a) Mayor Diodati extended condolences on the passing of Michael Ugulini, uncle of Jim Ugulini of Niagara Regional Broadband Network (NRBN) and brother of Mayor Terry Ugulini; Luigi Giancola, father of retired City employee Antoinetta MacWhirter and Rose Kerrio, mother of fellow City Councillor Vince Kerrio. b) Mayor Diodati recognized the recent event, Bell Let's Talk Flag Raising: • It was held on Thursday, January 28th, 2021. • In partnership with the Mayor's Youth Advisory Committee. • Raise awareness for mental health as there never has been a more important time. • Check on your loved ones/ family/ friends. c) Mayor Diodati recognized the following event/holiday: • Valentine's Day - Virtual Valentine • Happy Valentine's Day, Sunday, February 14th. • Family Day - Monday, February 15th: • Check out our family fun days online at niagarafalls.ca • Activities for you and your family to: o Get active o Get creative o Get cozy Page 2 of 21 Page 11 of 459 City Council February 9, 2021 • Contests/prizes and more! d) The next Council meeting is scheduled for Tuesday, March 2nd, 2021. 6. DELEGATIONS / PRESENTATIONS 6.1. Niagara Parks Commission David Adames, CEO of the Niagara Parks Commission, along with Sandie Bellows, Chair of Niagara Parks, presented a brief update to Council respecting Niagara Park's initiatives. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Thomson that Council accept the presentation made by David Adames, CEO of the Niagara Parks Commission and Sandie Bellows, Chair of Niagara Parks and to provide a link to NPC from our website. Carried Unanimously (Councillor Lori Lococo was not present for the vote). 7. PLANNING MATTERS 7.1. PBD-2021-05 (Additional comments and presentation added; Request for Deferral added) AM-2019-022, Official Plan and Zoning By-law Amendment Application 5359 River Road (Grandview Inn) 5287, 5401, 5411 and 5427 River Road and 4465 Eastwood Crescent (Proposed Satellite Accommodation) Proposal: Proposed Satellite Accommodation in Conjunction with an Inn (Grandview Inn) Owner: 1907782 Ontario Inc. (John Pinter) Agent and Applicant on Behalf of the Owner: NPG Planning Solutions (Heather Sewell) The report recommends that Council approve the Requested Official Plan and Zoning By-law amendment application, in part, to permit the use of 4465 Eastwood Crescent only as satellite tourist accommodation for the existing Grandview Inn at 5359 River Road, subject to the recommended Official Plan and zoning by-law changes outlined in this report. Page 3 of 21 Page 12 of 459 City Council February 9, 2021 ORDERED on the motion of Councillor Mike Strange, Seconded by Councillor Chris Dabrowski that Council made a motion to defer this report to a later date and to cease and desist the unlicenced operations of the property. Carried (Councillor Campbell and Councillor Lococo were opposed to the vote and Councillor Vince Kerrio declared a conflict). 7.2. PBD-2021-06 (Additional comment from resident and correspondence from DOCA - Department of Consultation and Accommodation and presentation added) AM-2020-011, Official Plan and Zoning By-law Amendment Application South west corner of McLeod Road and Alex Avenue Proposal: Five, 3.5 Storey Apartment Buildings with a Total of 108 Units Applicant: M5V Inc. (Sherard McQueen) The report recommends the following: 1. That Council approve the Official Plan amendment to amend Special Policy Area 48 to permit the land to be development with Residential Uses in accordance with the policies of the McLeod Road Intensification Corridor; and, 1. That Council approve the Zoning By-law amendment application to rezone the land a site specific Residential Apartment 5C Density (R5C) zone to permit five, 3.5 storey apartment buildings with a total of 108 units, subject to the providing a minimum 10 metre building setback for the south property line and a 1.5m landscape strip between parking spaces proposed in the front yard and Alex Avenue, and limiting the maximum building height to 10.8 metres. Alex Herlovitch, Director of Planning, Building and Development, gave an overview of the background report PBD-2021-06. The following residents spoke in opposition of the application: • Greg Foley, of 7358 Lakewood Crescent. • John Roberto, of 7346 Lakewood Crescent. • Sandra Lane, 7352 Lakewood Crescent. Page 4 of 21 Page 13 of 459 City Council February 9, 2021 Rocky Vacca, on behalf of the applicant, made a presentation in support of the application. Heather Sewell, NPG provided comments to support the proposal. The Public Meeting was closed. ORDERED on the motion of Councillor Chris Dabrowski, Seconded by Councillor Wayne Thomson that the report be approved as recommended with a 7.5 metre setback on the side yard and to include Greg Foley, John Roberto, Sandra Lane and any other resident abutting the property, in the site plan process; furthermore, that the Niagara Region be contacted to conduct a study to allow for a traffic light at the intersection of McLeod Road and Alex Avenue. Carried (Councillor Carolynn Ioannoni was opposed to the vote). 8. PRESENTATION Councillor Victor Pietrangelo began to chair this portion of the meeting. 8.1. 2021 Operating Budget (Presentation added) Tiffany Clark, Director of Finance, will be presenting the 2021 Operating Budget to Council. ORDERED on the motion of Councillor Carolynn Ioannoni, Seconded by Councillor Lori Lococo that the monies being paid to Spark Niagara for the administration of NFRIH be suspended until the completion of both the DSBN lawsuit and the NRP police investigation and that the City engage KPMG, that initiated the audit of the DSBN that led to the civil lawsuit and to do an independent forensic audit of NFRIH and Spark Niagara and that FedDev be notified of this motion. Motion defeated. ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Chris Dabrowski that a staff report be brought back to Council to include recommendations for creating a budget committee in place for 2022 and to investigate what other municipalities have a similar committee. Carried Unanimously ORDERED on the motion of Mayor Jim Diodati, Seconded by Councillor Page 5 of 21 Page 14 of 459 City Council February 9, 2021 Vince Kerrio that: 1. That Council approve the recommended budget changes outlined in option #1 and the other mitigation options outlined in the presentation, and approve an overall annual operating budget increase of $23.75 to the average residential household for 2021; 2. That Council redefined the OLG priorities to exclude property tax relief and commit to a strategy of reducing the OLG tax subsidy by 50% of the new Taxation growth per year beginning in 2022 with those funds to be converted to future capital investments; 3. And further that the service level decision regarding the Indoor Aquatics Centre at MacBain Centre be deferred until such time as staff has had an opportunity to review the results of the expressions of interest and report back to Council in March. Carried Unanimously (Councillor Lori Lococo was opposed to the vote). NOTE: Councillor Lococo declared a conflict of interest to this motion at the March 2, 2021 Council Meeting as she sits on the board of the Niagara Falls Art Gallery as a resident and they were included as a fee for service in the budget). 8.2. 2021 Parking Budget Tiffany Clark, Director of Finance, was available to respond to any questions. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Vince Kerrio that Council approve the 2021 Parking Budget. Carried (Councillor Carolynn Ioannoni was opposed to the vote). 9. REPORTS 9.1. F-2021-11 Increase to Low Income Seniors’ Property Tax Rebate The report recommends to increase the Low Income Seniors’ Property Tax rebate from $40 per applicant per year to $80 per applicant per year based on the recommendation of the City of Niagara Falls Senior Advisory Committee. ORDERED on the motion of Councillor Wayne Campbell, Seconded by Councillor Chris Dabrowski that the report be approved as Page 6 of 21 Page 15 of 459 City Council February 9, 2021 recommended. Carried Unanimously 9.2. F-2021-12 (Report added) 2021 Boards and Commissions, Fee for Service, Grants and Honorariums Recommendations The report recommends the following: 1. That Council approve the recommended 2021 funding levels for existing organizations the City funds as illustrated by staff on attachment 2 – “Boards and Commissions, Fee for Service, Grants and Honorariums 2021 Asks and Recommendations” for a total increase over 2020 funding levels of 1.53% or $103,751. 2. That Council continue the previous strategy of not entertaining any new grants given the financial constraints the City is facing in funding its own operating and capital expenditures, and need to reduce the infrastructure deficit. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Mike Strange that the report be approved as recommended. Carried Unanimously 9.3. HR-2021-02 (Report and memo added) Diversity and Inclusion Advisory Committee, and Anti-Racism Advisory Committee The report recommends that Council approve the named candidates listed within this report as official members of both Advisory Committees for the remaining term of Council. ORDERED on the motion of Councillor Wayne Campbell, Seconded by Councillor Lori Lococo that the following candidates be appointed to the Diversity and Inclusion Advisory Committee: 1.Erden Ertorer 2. Nkiru Nwagbo 3. Elizabeth Grimmond 4. Matthew Aiello 5. Marla Terrberry-Portfilio 6. Melissa Gray and that up to 3 more candidates also be added to the committee at a later date; furthermore, that the following 6 members of public, 1.Katy Kumar 2. Angel Tran 3. Page 7 of 21 Page 16 of 459 City Council February 9, 2021 Donna Brown 4. Sherri Darlene 5. Janet Madume 6. Saima Abbasi be appointed to the Anti-Racism Advisory Committee and further that one member of the MYAC (Mayor's Youth Advisory Committee) be appointed to the committee. Carried Unanimously 9.4. L-2021-03 Encroachment Agreement with the City 4751 Morrison Street and encroachments into the Morrison Street road allowance (Reda Realty Inc.) Our File No. 2020-187 The report recommends the following: 1. That Reda Realty Inc. be permitted to continue its existing encroachments onto the City’s road allowance, being a portion of Morrison Street which abuts 4751 Morrison Street, as shown in Schedules “A” and “B”. 2. That the Mayor and Clerk be authorized to execute the required Encroachment Agreement. 3. That the City Solicitor is authorized to register the Encroachment Agreement on title to 4751 Morrison Street and the applicable parcel for the affected portion of Morrison Street in the Land Registry Office. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Mike Strange that the report be approved as recommended. Carried Unanimously 9.5. MW-2021-09 Garner Estates – Follow-up Review The report recommends the following: 1. That Council approve the short and long term action items summarized in this report. 2. That Council approve the installation of all-way stop controls at the intersections of St. Michaels Avenue at Westport Drive; St. Page 8 of 21 Page 17 of 459 City Council February 9, 2021 Michaels Avenue at Glavcic Drive; Parkside Road at Westport Drive; and Parkside Road at Glavcic Drive. 3. That Council direct staff to provide a post-implementation report of these action items and their affects on traffic operations. 4. That Council direct staff to undertake a thorough review of the City’s Traffic Calming Policy to ensure it is still servicing the residents of Niagara Falls as originally intended. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Thomson that the report be approved as recommended. Carried Unanimously 9.6. MW-2021-11 Clifton Hill – Parking Controls The report recommends the following: 1. With the removal of paid parking, the parking controls on Clifton Hill be revised to reflect the following: A. a stopping prohibition with a tow away zone designation be established on the south side of Clifton Hill between Victoria Avenue and Falls Avenue; B. a stopping prohibition with a tow away zone designation be established on the north side of Clifton Hill between Victoria Avenue and Oneida Lane; and, C. a parking prohibition be established on the north side of Clifton Hill between Oneida Lane and Falls Avenue, except at the WEGO transit stop, which is to be a standing prohibition. 2. That Council pass the corresponding amending bylaw on today’s agenda. Page 9 of 21 Page 18 of 459 City Council February 9, 2021 ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Chris Dabrowski that the report be approved as recommended. Carried Unanimously 9.7. MW-2021-14 Clifton Hill Sidewalk Widening Update The report recommends that Council receives for information Report MW-2021-14 pertaining to an update on the status of the Clifton Hill Sidewalk Widening project. ORDERED on the motion of Councillor Wayne Campbell, Seconded by Councillor Victor Pietrangelo that the report be approved as recommended. Carried Unanimously 9.8. MW-2021-10 (Additional support letters added) Centre Street – Temporary Sidewalk Cafe Review 2021 Season The report recommends the following: 1. That Council receive for information report MW-2021-10 including the five alternatives considered in order to facilitate temporary Sidewalk Cafes on Centre Street for the upcoming 2021 sidewalk cafe season; and further, 2. That Council support the conversion of Centre Street to one-way operations (alternative #4) thereby directing Staff to proceed with implementation of temporary roadway barriers to allow sidewalk cafes to be installed at the three locations as noted in this report for duration of the 2021 sidewalk cafe season (May 1, 2021 to September 31, 2021); and further, 3. That Council authorize an upset limit of $20,000 from account 11-3- 342010-040000 Traffic Control Services - Contracted Services dedicated for expenditures related to the temporary conversion of Centre Street to one-way operations. ORDERED on the motion of Councillor Wayne Campbell, Seconded by Page 10 of 21 Page 19 of 459 City Council February 9, 2021 Councillor Carolynn Ioannoni that the report be approved as recommended and that staff review options to rent and purchase decorative barriers up to the amount of $35,000.00. Carried (Councillor Wayne Thomson was opposed to the vote and Councillor Vince Kerrio declared a conflict). 9.9. MW-2021-13 Proposed Parking Fine Increase Update Report The report recommends that council approve the implementation of fine increase for 2021 effective immediately ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Vince Kerrio that Council approve the implementation of fine increase for 2021 effective immediately. Motion defeated (Councillors Campbell, Dabrowski, Ioannoni, Lococo, Strange were all opposed). 9.10. PBD-2021-07 Revitalization Grant Application under the Historic Drummondville CIP – DRU-2020-001, 5528 Ferry Street, (formerly 5510-5526 and 5536 Ferry Street, 5916 Allendale Avenue, 5943 Stanley Ave, and a vacant parcel on Stanley Avenue). Applicant: La Pue International Inc. (Pawel Fugeil) The report recommends should Council support the request by La Pue International Inc. to amend the Revitalization Grant Agreement to allow for a phased Revitalization Grant under the Historic Drummondville CIP, it is recommended that: 1. Council pass the By-law authorizing the execution of an amended and restated Revitalization Grant Agreement between La Pue International and the City as attached to this evening’s agenda; and 2. that the revitalization grant request be forward to the Niagara Region for support under the Smart Niagara Incentive Program (SNIP). ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Mike Strange that the report be approved as recommended. Page 11 of 21 Page 20 of 459 City Council February 9, 2021 Carried Unanimously 10. CONSENT AGENDA The consent agenda is a set of reports that could be approved in one motion of council. The approval endorses all of the recommendations contained in each of the reports within the set. The single motion will save time. Prior to the motion being taken, a councillor may request that one or more of the reports be moved out of the consent agenda to be considered separately. F-2021-09 Monthly Tax Receivables Report – December The report recommends that Council receive the Monthly Tax Receivables report for information purposes. MW-2021-12 Assumption of Various Subdivisions The report recommends that City Council formally assume Deerfield Estates Phases 9 (Stages 1, 2A, 2B & 3)- Plan 59M-384, Deerfield Estates Phases 10- Plan 59M-413 , Windy Lane- Plan 59M-407, Chippawa West Phase 2 Stage 2- Plan 59M-414, Optimist Park- Plan 59M-401 & Southgate Estates- Plan 59M- 427. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Campbell that the reports are approved as recommended. Carried Unanimously 11. COMMUNICATIONS AND COMMENTS OF THE CITY CLERK 11.1. Correspondence from Niagara Region 1) Niagara Official Plan - Steps and Directions Moving Forward 2) Regional Report CSD2-2021: Approval of 2021 Interim Levy Dates and Amounts RECOMMENDATION: For the Information of Council. Page 12 of 21 Page 21 of 459 City Council February 9, 2021 ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Mike Strange that Council receive and file the correspondence for information. Carried Unanimously 11.2. Bill C-213: The Canada PharmaCare Act - Follow up request This is a reminder to follow-up on a request email sent in November 2020 regarding my Private Member’s Bill C-213, An Act to Enact the Canada Pharmacare Act. RECOMMENDATION: For Council's Consideration. ORDERED on the motion of Councillor Vince Kerrio, Seconded by Councillor Chris Dabrowski that Council receive and file the correspondence for information. Carried Unanimously 11.3. Town of Bracebridge Resolution - Infrastructure Funding Attached is a resolution from the Town of Bracebridge regarding Infrastructure Funding. RECOMMENDATION: For Council's Consideration. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Vince Kerrio that Council support the resolution from the Town of Bracebridge regarding Infrastructure Funding. Carried Unanimously 11.4. Downtown Board of Management Attached is a letter from the Downtown BIA's Chairman, Ron Charbonneau, regarding the state of officers for the Downtown Board of Management. RECOMMENDATION: For Council's Consideration. ORDERED on the motion of Councillor Chris Dabrowski, Seconded by Page 13 of 21 Page 22 of 459 City Council February 9, 2021 Councillor Mike Strange that Council approve the Downtown Board of Management's recommendation to add Jon De Luca as a member of the board. Carried Unanimously 11.5. Downtown Board of Management / BIA 2021 Budget Correspondence from Tony & Rob Barranca has been added to the agenda at their request. Also included is a follow-up email from the BIA's Executive Director with some clarification surrounding their recent Annual General Meeting. RECOMMENDATION: For the Information of Council ORDERED on the motion of Councillor Chris Dabrowski, Seconded by Councillor Wayne Campbell that Council receive and file the correspondence for information. Carried Unanimously ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Wayne Campbell that staff bring back correspondence from the Downtown BIA regarding the 2021 AGM to provide details on how the invitations went out, whom participated in the AGM and how the voting was conducted to approve the 2021 budget. Carried Unanimously 11.6. Proclamation Request - Personal Support Worker (PSW) Day The Canadian PSW Network is requesting the City of Niagara Falls to grant an official proclamation for Personal Support Worker (PSW) Day on May 19th, 2021. PSWs have selflessly and tirelessly provided care to our community’s most vulnerable through an extraordinarily challenging year, a year made more precarious by a pandemic the likes of which many of us have never seen. Through all of this they have been, and continue to remain, steadfast and true. They have given so much of themselves every day, sacrificing their own health, safety, time with their families, even their lives to ensure the safety and care of our seniors and vulnerable. RECOMMENDATION: For the Approval of Council. Page 14 of 21 Page 23 of 459 City Council February 9, 2021 ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Mike Strange that Council approve the request to have the City of Niagara Falls grant an official proclamation for Personal Support Worker (PSW) Day on May 19, 2021. Carried Unanimously 11.7. Thank you letter - from MP Tony Baldinelli MP Tony Baldinelli extended his gratitude to Niagara Falls Council for supporting the implementation of the 988 Crisis Line. RECOMMENDATION: For the Information of Council. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Thomson that Council receive and file the correspondence for information. Carried Unanimously 11.8. Flag-Raising Request - Children's Mental Health Awareness Week This year, Children’s Mental Health Awareness Week will run from May 3 -7. Pathstone Mental Health is hoping the City of Niagara Falls would help celebrate the week and bring awareness to children’s mental health, especially during these most difficult times, by raising the CMHAW flag for the week. In previous years the flag has been raised on the Monday and flies for the duration of the week. The consideration and support of the City would be very much appreciated. RECOMMENDATION: For the Approval of Council. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Campbell that Council approve the request to recognize Children's Mental Health Awareness Week from May 3 - 7, 2021 by raising the CMHAW flag for the week. Carried Unanimously 11.9. Recreational Minor Hockey Association of Niagara Falls – Request for waiver of Ice Rentals RMHA is requesting that Council consider waiving ice rental fees in the amount of $9,812.85. Page 15 of 21 Page 24 of 459 City Council February 9, 2021 RECOMMENDATION: That the matter be referred to staff for a report. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Mike Strange that Council approves waiving the ice rental fee in the amount of $9,812.85. Carried Unanimously ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Victor Pietrangelo that Council direct staff to bring back a report on outstanding amounts owed by other recreational groups. Carried Unanimously 11.10. Upper Canada Consultants – Beaver Valley Corridor: Request to Remove Conditions of Approval to the Subdivision Agreement RECOMMENDATION: For Council's Consideration. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Victor Pietrangelo that condition #24 be removed from the Beaver Valley Corridor Subdivision Agreement so as to no longer require the installation of fire sprinklers for residential dwellings on Street B. Carried Unanimously 11.11. Public Transit Infrastructure Fund (PTIF) -Amending Agreement No. 2 • The amendment extends the date of the PTIF Agreement until March 31, 2023. • The MTO requires a copy of the by-law, on tonight's agenda, authorizing the Amending Agreement. RECOMMENDATION: That Council pass the Execution By-law to amend the PTIF agreement. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Chris Dabrowski that Council pass the Execution By-law to amend the PTIF agreement. Carried Unanimously Page 16 of 21 Page 25 of 459 City Council February 9, 2021 12. RESOLUTIONS 12.1. Resolution - Municipal Transit Enhanced Cleaning (MTEC) ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Chris Dabrowski that the Council of the City of Niagara Falls supports requesting additional financial assistance under the Transfer Payment Agreement for Municipal Transit Enhanced Cleaning to assist with the municipality’s public transit health and measures incurred on or after April 1, 2020 and on or before December 31, 2020. AND FURTHER that a copy of this resolution be sent to the Minister Transportation, Carolyn Mulroney in addition to a reporting template completed by our Municipal Treasurer and the signed Transfer Payment Agreement for MTEC. Carried Unanimously 12.2. Resolution - Safe Restart Agreement (Transit) - Phase 2 ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Chris Dabrowski that the Council of the City of Niagara Falls supports requesting additional financial assistance under Phase 2 of the Safe Restart Agreement stream to address COVID-19 municipal transit pressures for Phase 2, incurred from October 1, 2020 to March 31, 2021. AND FURTHER that a copy of this resolution be sent to the Minister Transportation, Carolyn Mulroney in addition to a reporting template completed by our Municipal Treasurer. Carried Unanimously 13. RATIFICATION OF IN-CAMERA a) Ratification of In-Camera ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Mike Strange that direction to staff be given regarding the CAO recruitment process; and that Report L-2021-02 be approved as follows: 1. That Council accept the offer of 2717981 Ontario Inc. to purchase the lands for $153,000.00 in accordance with the Agreement of Purchase and Sale attached hereto as -Attachment “D”. Page 17 of 21 Page 26 of 459 City Council February 9, 2021 2. That the Mayor and City Clerk are authorized to execute the Agreement of Purchase & Sale, and to affix the corporate se al. 3. That the City Solicitor, or in his absence, the Chief Administrative Officer, or his designate, is authorized to execute all other documentation and take whatever steps necessary to carry out Recommendation 1 and complete the transaction. AND, that direction to staff be given regarding how to proceed with an upcoming LPAT hearing related to the future development of 4210 Lyon's Creek Road, Chippawa. Carried Unanimously (Councillor Carolynn Ioannoni abstained from voting). 14. BY-LAWS The City Clerk will advise of any additional by-laws or amendments to the by- law listed for Council consideration. 2021- 15 - A by-law to establish a Special Covid-19 Pre-authorized Payment Plan from February 16, 2021 to January 16, 2022. 2021- 16 - A by-law to amend By-law No. 2014-65, being a By-law to establish a System of Administrative Penalties respecting the stopping, standing or parking of vehicles in the City of Niagara Falls. 2021- 17 - A by-law to amend By-law No. 89-2000, being a by-law to regulate parking and traffic on City Roads. (Stopping Prohibited, Standing Prohibited, Parking Prohibited, Parking Meter Zones) 2021- 18 - A by-law to amend By-law No. 89-2000, being a by-law to regulate parking and traffic on City Roads. (Yield Signs at Intersections, Stop Signs at Intersections) 2021- 19 - A by-law to enter into an agreement with the Ministry of Transportation related to funding under the Dedicated Gas Tax Funds. 2021-A by-law to enter into an agreement with the Ministry of Transportation Page 18 of 21 Page 27 of 459 City Council February 9, 2021 20 - related to the provincial Transfer Payment Agreement for Municipal Transit Enhanced Cleaning (MTEC). 2021- 21 - A by-law to enter into an agreement with the Ministry of Transportation related to funding under Phase 2 of the Safe Restart Agreement. 2021- 22 - A by-law to appoint a Drainage Superintendent pursuant to The Drainage Act, R.S.O. 1990. 2021- 23 - A by-law to authorize the execution of a revised Revitalization Grant Agreement with La Pue International Inc., respecting a Revitalization Grant to the owner of lands located within the Historic Drummondville Community Improvement Project Area. (attachment to the by-law updated) 2021- 24 - A by-law to prohibit or regulate the placing or erecting of signs, notices, and advertising devices on public and private property within the City of Niagara Falls. 2021- 25 - A by-law to authorize the execution of Amending Agreement No. 2 with respect to the Public Transit Infrastructure Fund Phase One (Ontario) Transfer Payment Agreement with the Minister of Transportation for the Province of Ontario. 2021- 26 - A by-law to adopt, ratify and confirm the actions of City Council at its meeting held on the 9th day of February, 2021. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Campbell that the by-laws be read a first, second and third time and passed. Carried (Councillor Lococo and Councillor Ioannoni were opposed to by-law - 2021-16). 15. NEW BUSINESS a) Pop-up Skating Rink - Fernwood Subdivision Page 19 of 21 Page 28 of 459 City Council February 9, 2021 ORDERED on the motion of Councillor Carolynn Ioannoni, Seconded by Councillor Victor Pietrangelo that staff work with the residents of Fernwood Subdivision and maintain an ice surface that the residents initiate within the neighbourhood park. Carried Unanimously (Councillor Wayne Thomson was absent from the vote). b) Indigenous Land Acknowledgement ORDERED on the motion of Councillor Carolynn Ioannoni, Seconded by Councillor Lori Lococo that Council recognize, acknowledge and respect Indigenous Peoples by starting each Council Meeting with an Indigenous Land Acknowledgement. Carried Unanimously (Councillor Wayne Thomson was absent from the vote). c) COVID-19 - Provincial Announcement (February 8, 2021) ORDERED on the motion of Councillor Carolynn Ioannoni, Seconded by Councillor Chris Dabrowski that staff receive clarification as to what authority our Regional Public Health Officer now has as stated in Premier Ford's press announcement on February 8, 2021. Carried Unanimously (Councillor Wayne Thomson was absent from the vote). d) Animal Control By-Law Update ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Chris Dabrowski that staff come back to Council with an updated Animal Control By-law changing the wording to include the term "wild-life animals" and that they be prohibited by being fed by residents. Carried Unanimously (Councillor Wayne Thomson was absent from the vote). 16. ADJOURNMENT Mayor Page 20 of 21 Page 29 of 459 City Council February 9, 2021 City Clerk Page 21 of 21 Page 30 of 459 PBD-2021-09 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-09 Transit Station Secondary Plan Area Zoning By-law Application - City File: AM-2020-007 Applicant: City of Niagara Falls RECOMMENDATION That staff prepare a zoning by-law amendment for the Transit Station Area for consideration and adoption at the March 23rd Council. EXECUTIVE SUMMARY This report provides Council with information on the process, timing and intent of the draft Zoning By-law Amendment for a portion of the downtown adjacent to GO Transit Station. Tonight’s meeting constitutes the Statutory Public Meeting as stipulated by the Planning Act. The main purpose of this amendment to the City’s By-law is to implement the policies of the Transit Station Area secondary plan (OPA No. 125) approved by Council in 2018. The policies of the Secondary Plan support transit supportive development and the creation of walkable neighbourhoods with a mix of uses, a range of housing choices and new employment opportunities. BACKGROUND The City of Niagara Falls approved a secondary plan for the GO Transit Station Area in 2018 through Official Plan Amendment No. 125 to support full day GO Train service by permitting transit supportive development. The vision for this area is a vibrant and complete neighbourhood that is walkable, has a mix of uses, new housing choices, new employment opportunities all with seamless integration between the existing VIA Rail Station, the Niagara Regional Transit Hub and the rest of Downtown area. Figure 1 in Appendix I illustrates how the downtown could potentially evolve over time into an urban centre with the highest of heights and density concentrated closest to the GO station and with lower height limits at the periphery of the downtown. The policies of the Secondary Plan support a transit supportive neighbourhood with: • a mix of commercial and residential uses at a variety of heights so there are more people living and working within the downtown; • more housing opportunities with a range of housing needs including affordable housing; • an enhanced pedestrian environment that supports a walkable urban setting; Page 31 of 459 2 PBD-2021-09 March 2, 2021 • improved transit connectivity; • a mix of new uses and community facilities; • an attractive built form that complements the form, scale and character of the community; • improved streetscapes with public realm enhancements; • cycling facilities, linkages and new active transportation connections; and • preserved access and viewing opportunities of the Niagara River. The intent of the proposed zoning amendment is to accommodate the long term redevelopment of the area in anticipation of increased GO Rail service and ridership. The proposed Zoning By-law amendment will implement these policies by focusing on zoning changes in an area bounded by Bridge Street to the north, Morrison Street to the south, River Road to the east, and Victoria Avenue the west. ANALYSIS/RATIONALE The draft amendment proposes to replace the current Central Business Commercial (CB) Zone with CB1, CB2, CB3, CB4, CB5 and CB6 zones. The amendment includes:  The continuation of all current uses under the CB Zone, wit h the addition of a ‘vacation rental unit’ use for all zones;  A maximum retail floor area of 930m2 (10,010ft2 ) in all CB zones;  Ground floor residential uses permitted on the ground floor within the CB3 – CB6 zones and within some areas of the CB2 zone;  Varying height restrictions for each zone: 4 storeys for CB1; 6 storeys for CB2, 8 storeys for CB3, 10 storeys for CB4, 14 storeys for CB5 and 20 storeys for CB6;  Parking requirements at a rate of 1 space per dwelling unit, no minimum parking requirement for non-residential uses, and new requirements for bicycle parking;  New built form regulations regarding screening requirements for roof top materials and ground level parking (structure or ground level); and,  New definitions for amenity area, licensed est ablishment, nightclubs, and bicycle parking. Proposed Draft Amendment in More Detail The current Central Business Zone (CB) for the Downtown is to be replaced with a CB1, CB2, CB3, CB4, CB5 or CB6 Zone. What stays the same?  all current land uses currently permitted in the CB zone will continue as permitted uses  no parking required for non-residential uses  0 metre interior side yard setbacks  85% maximum lot coverage  Site specific zones What changes for all zones? Page 32 of 459 3 PBD-2021-09 March 2, 2021  a ‘vacation rental’ use is added  a maximum retail floor area provision of 930m2 (10,010 sq. ft.) to promote a mix of commercial and residential uses  a reduction in parking requirements for multi-unit buildings from 1.4 spaces/residential unit to 1 space/residential unit to encourage walkable communities and use of public transit and GO Rail service What provisions are being added in zones CB2-CB6?  bicycle parking requirements to support alternative forms of transportation  amenity space requirements for residents in the form of outdoor or indoor spaces including roof top patios and terraces  minimum residential density of 50units/ha to ensure intensification occurs and to create a residential market to fill vacant commercial space  maximum building lengths of 60m with ground floor glazing of 60% to avoid the ‘wall’ appearance of large buildings which discourage pedestrian traffic  minimum ground floor heights and elevation for residential uses at grade  minimum setbacks for mechanical features from the building edge for aesthetic purposes  the addition of built form regulations to ensure high quality development: - rooftop mechanical equipment to be located or screened from view of any abutting street; - the ground floor façade shall be equal to 75% or more of the measurement of the front lot line; - minimum setback of 6.0 metres for that portion of a building providing an access driveway to a parking area; - open balconies not covered by a roof or canopy may not project into any required yard; - no parking spaces or drive aisles on the ground floor of an apartment dwelling unless: - the ground floor has one or more permitted uses besides parking and the spaces are located entirely behind this use for the entire length of the street line façade. Further, it should be noted that for existing uses that do not comply with the proposed new zones will be treated as a legal non-conforming use. Figure 2 in Appendix I outlines in further detail the specific permissions of each of the proposed CB zones. Public and Stakeholder Engagement Public consultation was initiated through an online presentation and survey on the City’s Let’s Talk Platform. The survey was open to the public between November 3 to 23, 2020. A total of 169 responses were received. A copy of the draft amendment was circ ulated Page 33 of 459 4 PBD-2021-09 March 2, 2021 and made available for public and agency review on January 22, 2021. As part of the consultation process the notice of public open house and public meeting was placed in the Niagara Falls Review, on the City’s webpage and was mailed out to all prop erty owners within the affected zoning area. A Virtual Open House was held on February 16, 2021 where 25 people participated and submitted oral comments. Tonight’s meeting will be used to gather additional input which will be used to refine and inform the proposed regulations. Process and Next Steps No recommendation is being made on Zoning By-law AM-2020-007 tonight. The statutory public meeting is being used as a critical venue to allow residents, business owners and agencies to make their views known on the draft zoning by-law amendment. The proposed amendment has been circulated to all internal City departments, external review agencies and all landowners within the affected amendment area for comment. All comments submitted on the draft amendment including those received from the statutory public meeting will be summarized and addressed in the recommendation report scheduled for the March 23 Council meeting. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The proposed amendment will have no direct financial implications for the City. CITY’S STRATEGIC COMMITMENT A By-law that implements the policies of the Transit Station Area secondary plan (OPA No. 125) which in turns supports full day GO Train service is consistent with the City’s Strategic priorities of Vibrant and Diverse Economy, Diverse and Affordable Housing and Healthy, Safe and Livable Community. LIST OF ATTACHMENTS  Appendix 1 – Figure 1  Appendix 2 – Figure 2 Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Ken Todd, Chief Administrative Officer B.Dick:gd Attach. S:\PDR\2021\PBD-2021-09, AM-2020-007, Transit Secondary Plan.docx Page 34 of 459 5 PBD-2021-09 March 2, 2021 APPENDIX 1 FIGURE 1 Page 35 of 459 6 PBD-2021-09 March 2, 2021 APPENDIX 2 FIGURE 2 Zoning Amendment Outline CB1 Zone (replaces CB) – 4 storeys Provisions of the CB Zone remain. CB2 Zone – 6 storeys Changes from the CB1 Zone: • Minimum lot frontage of 15m • Maximum building height 20m • Front yard depth: minimum 3m and maximum 6m • Minimum rear yard of 3m • Exterior side yard: minimum of 3m and maximum of 6m • Minimum density of 50 units/ha • Minimum amenity space of 20m2 per unit • Maximum building length of 60m of which 60% is glazing (on Erie & Queen Streets for CB2) • Minimum ground floor height of 4.5m • Mechanical setback a minimum of 3m from building edge • Minimum elevation of residential uses at grade 0.9m • Bicycle facilities to be provided Page 36 of 459 7 PBD-2021-09 March 2, 2021 CB3 Zone – 8 Storeys Changes from the CB2 Zone:  Minimum lot frontage of 20m  Minimum building height of 9m and maximum building height of 26m CB4 Zone – 10 Storeys Changes from the CB3 Zone • Minimum lot frontage of 30m • Minimum building height of 9m and maximum building height of 33m • Minimum setback of building above 12m in height of 3m CB5 Zone – 14 Storeys Changes from CB4 Zone  Minimum lot frontage of 40m  Minimum building height of 9m and maximum building height of 45m CB6 Zone – 20 Storeys Changes from CB5 Zone  Minimum lot frontage of 50m  Minimum building height of 9m and maximum building height of 66m CB3 CB4 CB5 C B 4 CB6 Page 37 of 459 City Initiated Amendment Proposal: Transit Station Area Zoning Amendment AM-2020-007 to implement the Transit Station Secondary Plan CB1 CB2 CB3 CB4 CB5 CB6 Page 38 of 459 A GREAT CITY…FOR GENERATIONS TO COME Background •Secondary Plan for the Transit Station Area was approved in 2018 (OPA No. 125) following public consultation •the Plan promotes: –transit supportive development; –the creation of walkable neighbourhoods with a mix of uses, a range of housing choices and new employment opportunities.Page 39 of 459 Purpose •The amendment law has been initiated by the City and Region to implement the existing land use designations of the Secondary Plan •Applies to the area bounded by Bridge Street to the north, Morrison Street to the south, River Road to the east and Victoria Avenue to the west currently zoned CB; plus •An area bounded by Victoria Ave, Morrison, Huron and Buckley Sts. which are designated Mixed Use in the Secondary Plan •The area north of Bridge St, east of Victoria Ave (purple) reflects the current land use designation •The yellow area north of Morrison is currently zoned for high rise residential (R5F) Tonight’s Public Meeting is being held to gather input from the Public and Council to be used to refine draft zoning which will implement the Secondary Plan Policies Page 40 of 459 A GREAT CITY…FOR GENERATIONS TO COME Proposed Zoning Amendment •All the zones •continue the permitted uses under the CB Zone with the addition of a ‘vacation rental unit’ use within existing residential units upon receipt of LPAT decision; and •set a maximum retail floor area of 930m2 (10,010ft2) in all zones to promote mixed uses. •Ground floor residential uses would be permitted on the ground floor of properties within: •the CB2 Zone with the exception of properties on Queen and Park Streets between Ontario and Erie Ave; and the •CB3 and CB4 zones •Adds new built form regulations and new definitions; •Site specific zones within the area are recognized and allowed to continue Page 41 of 459 A GREAT CITY…FOR GENERATIONS TO COME Proposed Zoning Amendment CB1 CB1 •Retains 4 storey height restriction •Parking: none required for non-residential uses and apartment dwellings require a minimum of 1 space/unit Page 42 of 459 A GREAT CITY…FOR GENERATIONS TO COME CB2 CB2 CB2 CB2 –6 storeys Uses and provisions of the CB1 Zone apply plus the following: •Minimum front, rear and exterior side yard depth of 3m, •Maximum exterior side yard of 6m •Maximum front yard depth 6m •Minimum lot frontage of 15m –to encourage land consolidation and maximum development opportunities •Minimum density of 50 units/ha Proposed Zoning Amendment •Minimum amenity space of 20m2 per unit •Maximum building length of 60m of which 60% is glazing •Minimum ground floor height of 4.5m •Mechanical setback a minimum of 3m from edge •Bicycle facilities to be provided •Parking: none required for non-residential uses and apartment dwellings require a minimum of 1 space/unit Page 43 of 459 A GREAT CITY…FOR GENERATIONS TO COME CB3 –8 Storeys Uses and provisions of the CB2 Zone apply plus the following: •Minimum building height of 9m and maximum building height of 26m •Minimum lot frontage of 20m –to encourage land consolidation and maximum development opportunities Proposed Zoning Amendment •Minimum front, rear and exterior side yard depth of 3m •Maximum front yard setback of 6m •Minimum density of 50 units/ha •Minimum amenity space of 20m2 per unit •Maximum building length of 60m of which 60% is glazing •Minimum ground floor height of 4.5m •Mechanical setback a minimum of 3m from edge •Parking: none required for non-residential uses and apartment dwellings require a minimum of 1 space/unit •Bicycle facilities to be provided CB3 Page 44 of 459 A GREAT CITY…FOR GENERATIONS TO COME CB4 –10 storeys Uses and provisions of the CB2 Zone apply plus the following: •10 storey height restriction •Minimum building height of 9m and maximum building height of 33m •Minimum lot frontage of 30m –to encourage land consolidation and maximum development opportunities Proposed Zoning Amendment •Minimum front, rear and exterior side yard depth of 3m •Maximum front yard setback of 6m •Minimum density of 50 units/ha •Minimum amenity space of 20m2 per unit •Maximum building length of 60m of which 60% is glazing •Minimum ground floor height of 4.5m •Mechanical setback a minimum of 3m from edge •Parking: none required for non-residential uses and apartment dwellings require a minimum of 1 space/unit •Bicycle facilities to be provided CB4 •Minimum building setback of 3m above the 12m height of a building •Minimum amenity space of 10m2 per unit for CB4-1 CB4-1 Page 45 of 459 A GREAT CITY…FOR GENERATIONS TO COME CB5 –14 Storeys Uses and provisions of the CB2 Zone apply plus the following: •Minimum building height of 9m and maximum building height of 45m •Minimum lot frontage of 40m –to encourage land consolidation and maximum development opportunities Proposed Zoning Amendment •Minimum front, rear and exterior side yard depth of 3m •Minimum density of 50 units/ha •Maximum front yard setback of 6m •Minimum amenity space of 20m2 per unit •Maximum building length of 60m of which 60% is glazing •Minimum building setback above 12m in height of 3m •Minimum building height of 9m •Minimum ground floor height of 4.5m •Mechanical setback a minimum of 3m from edge •Parking: none required for non-residential uses and apartment dwellings require a minimum of 1 space/unit •Bicycle facilities to be provided CB5 Page 46 of 459 A GREAT CITY…FOR GENERATIONS TO COME CB6 –20 Storeys Uses and provisions of the CB2 Zone apply plus the following: •Minimum building height of 9m and maximum building height of 66m •Minimum lot frontage of 50m –to encourage land consolidation and maximum development opportunities Proposed Zoning Amendment •Minimum front, rear and exterior side yard depth of 3m •Minimum density of 50 units/ha •Maximum front yard setback of 6m •Minimum amenity space of 20m2 per unit •Maximum building length of 60m of which 60% is glazing •Minimum building setback above 12m in height of 3m •Minimum building height of 9m •Minimum ground floor height of 4.5m •Mechanical setback a minimum of 3m from edge •Parking: none required for non-residential uses and apartment dwellings require a minimum of 1 space/unit •Bicycle facilities to be provided CB4 CB6 Page 47 of 459 Visualization of potential (long term) build out Page 48 of 459 A GREAT CITY…FOR GENERATIONS TO COME Proposed Zoning Amendment NEW DEFINITIONS Amenity Area shall mean the area of a lot intended for recreational purposes, and shall include areas that are landscaped open spaces, patios, privacy areas, balconies, communal lounges, swimming pools, play areas, roof decks, sundecks and similar uses, located on the same lot, but shall not include a building’s service areas, parking lots, aisles or access driveways, or planting strip. Bicycle Locker means an individual bicycle storage unit that is weather protected, enclosed, and has a controlled access system. Bicycle Parking Stall means a means a bicycle locker or an enclosed, secure area with controlled access in which a bicycle may be parked and secured for the long term in a stable position with at least one point of contact with the frame of the bicycle. Short-term Bicycle Parking Space means an area in which a bicycle may be parked and secured for the short term in a stable position with two points of contact with the frame of the bicycle.Page 49 of 459 A GREAT CITY…FOR GENERATIONS TO COME Proposed Zoning Amendment BICYCLE FACILITIES REGULATIONS •0.5 stalls/residential dwelling unit for apartment dwellings and 1 stall/ 500m² of floor area for non- residential uses. •Short-term parking •2 spaces for apartment dwellings with 20 units or less, •6 spaces for apartment dwellings with more than 20 units •Non-residential uses -1 space/ 500m² of gross leasable floor area.Page 50 of 459 A GREAT CITY…FOR GENERATIONS TO COME Proposed Zoning Amendment BUILT FORM REGULATIONS •Rooftop mechanical equipment to be located or screened from view of any abutting street; •The ground floor façade shall be equal to 75% or more of the measurement of the front lot line; •Minimum setback of 6.0 metres for that portion of a building providing an access driveway to a parking area •Open balconies not covered by a roof or canopy may not project into any required yard. •No parking spaces or drive aisles on the ground floor of an apartment dwelling unless: •The ground floor has one or more permitted uses besides parking and the spaces are located entirely behind this use for the entire length of the street line façade.Page 51 of 459 A GREAT CITY…FOR GENERATIONS TO COME Public Consultation and Comments •Initiated through an online presentation and survey on the City’s Let’s Talk Platform •February 16th Virtual Open House •Tonight’s Public Meeting •The comment period ends at the close of tonight’s public meeting •All comments received to be addressed through the recommendation report at the March 23rd Council Meeting •Implementing Zoning By-law Amendment to be forwarded for Council approval.Page 52 of 459 A GREAT CITY…FOR GENERATIONS TO COME Recommendation •That Staff prepare a implementing zoning by-law amendment for the Transit Station Secondary Plan Area for the consideration and adoption of Council on March 23rd. This concludes tonight’s presentation. Page 53 of 459 Downtown Board of Management Queen Street BIA 4608 Queen Street Niagara Falls, ON L2E 2L6 905-356-5444 queenstreetniagarafalls.ca e-mail: info@queenstreetnigara.com _____________________________________________________________________________________ February 22 nd, 2021 Bill Matson, City Clerk City of Niagara Falls 4310 Queen Street Niagara Falls, ON Canada L2E 6X5 To Whom This May Concern, The Downtown Niagara Falls Business Improvement Area is pleased to support the City’s initiative for the zoning amendment, aiming to support transit and development, creating a more walkable and mixed-use downtown. Great care has gone into this initiative by City Staff to ensure that there are mostly positive outcomes for each property impacted. We appreciate the efforts made by the Planning and Economic Development Departments and others to detail every situation to property owners and accommodate existing infrastructure. We believe that accepting this plan will provide security to current property owners that their neighborhood will progress, leading to the eventual revitalization of an area in desperate need of opportunities. The proposal will create renewed interest in mixed-use, residential, and commercial developments within our catchment while allowing current owners the ability to increase property values through additional construction. Change is on the horizon, and by making development the norm, there will be the opportunity to manifest change with a more concise plan rather than previous unplanned approaches. This zoning amendment will allow for a more focused discussion about a new vision for the downtown. The support of this zoning will provide stability to the neighborhood for many years to come. We encourage you to support this initiative. 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Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-08 AM-2021-003, Zoning By-law Amendment Application Proposal: Temporary Zoning Regulations for Outdoor Patios and Sidewalk Cafes Applicant: City of Niagara Falls RECOMMENDATION That Council approve the Zoning By-law amendment application and pass the temporary use by-law on tonight’s agenda to introduce temporary zoning regulations for outdoor patios and sidewalk cafes as outlined in this report, to remain in force until December 31, 2022. EXECUTIVE SUMMARY In July, 2020, the City passed a temporary use by-law, under an Ontario Order in Council, to permit greater flexibility in establishing accessory outdoor patios and sidewalk cafés to businesses that sell food or drink. As this by-law expired on December 31, 2020, the City proposes to pass a similar by-law to amend By-law Nos. 79-200, 5335, 1955 and 395, 1966 (Willoughby Township). The by-law would assist business to provide outdoor patios and sidewalk cafés in providing a safe and distanced outdoors environment once these facilities are permitted to open. The By-law is proposed to remain in effect until December 31, 2022. The amendment is recommended for the following reasons:  The proposed by-law conforms to the Provincial A Place to Grow Plan and is consistent with the Provincial Policy Statement as it will promote economic recovery and growth by assisting hospitality businesses in reopening and expanding in a safe manner;  The proposed by-law complies with the City’s Official Plan in that it will permit outdoor patios and sidewalk cafés accessory to uses already permitted under the respective land use designations; and  The proposed zoning regulations will provide greater flexibility for businesses serving or selling food or drink to establish outdoor patios with a socially distanced environment for patrons without creating excessive land use impacts. Sidewalk cafés will require an appropriate sidewalk café agreement. The draft by-law allows any associated fees for licensing or road occupancy be waived at the discretion of the Director of Municipal Works and/or Director of Planning, Building and Development. BACKGROUND Proposal Page 86 of 459 2 PBD-2021-08 March 2, 2021 In July, 2020, the City passed By-law No. 2020-73, a temporary use by-law to permit greater flexibility in establishing outdoor patios and sidewalk cafes as accessory uses to various businesses that sell food or drink. This by-law was passed under an Order In Council (Ontario Regulation 354-20) which permitted temporary use by-laws that allowed the establishment or expansion of outdoor patios to be passed without the normal notice and circulation requirements of the Planning Act, The intent was to support hospitality businesses in reopening efforts and to support economic recovery. This by-law expired on December 31, 2020. The City is proposing to pass a similar temporary use by-law to permit greater flexibility in establishing outdoor patios and sidewalk cafés as temporary accessory uses operated in conjunction with a business where food or drink is served, sold or offered. The by-law is intended to temporarily allow restaurants, bars and other similar businesses to open and expand outdoor patios and sidewalk cafés to assist in providing a safe environment for patrons once these facilities are permitted to open. The By-law is proposed to remain in effect until December 31, 2022. The proposed by-law would permit an outdoor patio or sidewalk café accessory to the following uses in commercial and industrial zones, where the use is currently permitted, in By-law No. 79- 200, under the zoning of the property: - Bake shop Restaurant - Beer, wine or liquor store Winery - Drive-in restaurant Licensed establishment - Hotel Nightclub - Place of entertainment Adult entertainment parlour - Private club Tavern - Brewery It is also proposed that zones permitting one or more of these uses in By-law Nos. 5335, 1955 (applies to the Casino Niagara lands was well as most of the surrounding block) and 395, 1966 (Willoughby Township) also be amended to ensure businesses in these zones enjoy the same temporary zoning rights. The proposed by-law includes the following regulations and exemptions for outdoor patios and sidewalk cafés: - Permit temporary accessory structures, including tents and air supported structures, in conjunction with an outdoor patio or sidewalk café; - Require an Accessible Exterior Path of Travel in accordance with the Accessibility for Ontarians with Disabilities Act; - Remove restrictions on the maximum allowable capacity of the outdoor patio; - Exempt an outdoor patio from the parking requirements; - Permit an outdoor patio to locate within a required parking area, parking lot, parking space or manoeuvring aisle of a use the outdoor patio is accessory thereto, provided such outdoor patio does not block any fire route or emergency access; and - Require any enclosure, fence, wall or structure erected to contain an outdoor patio or sidewalk café to be removed at the expiration of the proposed by-law. As the Order in Council which permitted the passage of the previous by-law is expired, the normal notice and circulation requirements of the Planning Act are applicable. Page 87 of 459 3 PBD-2021-08 March 2, 2021 Circulation Comments Information about the requested Zoning By-law amendment was circulated to City divisions, the Region and agencies for comments. In addition, a notice was placed in the Niagara Falls Review. The following summarizes the comments received to date:  Transportation Services - No objections ANALYSIS 1. Provincial Policies The Planning Act requires City planning decisions to conform to the Provincial “A Place to Grow” Plan and be consistent with the Provincial Policy Statement. These documents promote aligning planning and development strategies to retain and attract investment and employment. The requested temporary use by-law will assist and support businesses that serve food and drink in providing a safe environment for patrons, allowing these business to reopen and operate and supporting efforts to rehire workers or expand employment, and will assist in economic recovery efforts in the City. 2. Official Plan The lands that would be affected by this by-law primarily fall under Commercial, Tourist Commercial and Industrial Designations. Commercial and Tourist Commercial designations permit a range of commercial uses to which outdoor patios and sidewalk cafés would be accessory to, including, restaurants, bars, hotels and certain retail stores such as bake shops and wine or beer stores. Industrial uses include manufacturing and production facilities, including wineries and breweries that may have accessory factory outlets for goods produced on site as well as facilities to service industrial areas such as restaurants. Adult entertainment parlours are directed to industrial areas where sufficient separation distance is provided from sensitive uses such as residential. Finally, neighbourhood serving commercial uses, such as restaurant and take out restaurants, may locate within Residentially designated lands. The proposed zoning would permit outdoor patios and sidewalk cafés accessory to uses servicing or selling food and drink. As the principal uses are contemplated by the Official Plan to locate in the various land use designations, the proposed zoning would comply with the Official Plan. 3. Zoning By-law The proposed by-law would permit an outdoor patio and sidewalk café accessory to the following uses that are currently permitted within respective zones of By-law No. 79-200:  Neighbourhood Commercial (NC): a bake shop and a restaurant.  General Commercial (GC): a bake shop, drive-restaurant, hotel, place of entertainment, private club, restaurant and a tavern. Page 88 of 459 4 PBD-2021-08 March 2, 2021  Shopping Centre Commercial (SC): a bake shop, drive-restaurant, place of entertainment, restaurant, tavern and beer, wine or liquor store.  Central Business Commercial (CB): a bake shop, drive-restaurant, hotel, place of entertainment, private club, restaurant, tavern; licensed establishment and nightclub.  Tourist Commercial (TC): a bake shop, beer, wine or liquor store, drive-restaurant, hotel, place of entertainment, private club and restaurant.  Prestige Industrial (PI), Light Industrial (LI), General Industrial (GI) and Heavy Industrial (HI): a winery, adult entertainment parlour, and a brewery. In addition, the Deferred Commercial (DC) and Deferred Tourist Commercial (DTC) zones permit any use legally established before the passage of By-law 79-200. The draft by-law would permit an outdoor patio or sidewalk café accessory to any of the above listed uses that may be legally operating in these zones. The draft by-law would also permit an outdoor patio or sidewalk café to any of the above noted uses where the main use is permitted under regulations of site specific by-laws. A small portion of the tourist area, including Fallsview Casino and the adjoining waterpark and hotels, falls under the Commercial 1 and Industrial 1 zones of By-law 5335, 1955, the predecessor of By-law 79-200. Restaurants, hotels, licensed facilities, wineries and breweries are permitted. In addition, certain lands (Highway Commercial and site specific Village Commercial zones) within By-law 395, 1966 (Willoughby Township) are permitted to have restaurants. The draft by-law permits outdoor patios and sidewalk cafes within these zones, subject to the regulations below. The departures proposed from the current by-law regulations are summarized in the following table: Regulation CURRENT REGULATION PROPOSED REGULATION Tents and other temporary structures to cover outdoor patios Structures permitted subject to by-law regulations (not permitted in parking areas) Temporary structures permitted Occupancy of outdoor patio Maximum 50% of the capacity of the main use No maximum capacity Parking requirements for an outdoor patio Required for seating/occupancy Not required for seating/occupancy Location of outdoor patio Not permitted to locate in parking spaces and aisles required for the main use May locate in parking spaces and aisles required for the main use Maximum time a tent or air supported structures may remain 10 days Until December 31, 2022 Fees for municipal property occupancy for sidewalk cafes Required May be waived at the discretion of the Director of Municipal Works/ Planning Building and Development Page 89 of 459 5 PBD-2021-08 March 2, 2021 The regulations can be supported for the following reasons:  An outdoor patio is already a permitted use to a restaurant, drive-in restaurant, place of entertainment, tavern and hotel. These uses have been added to this by-law so that the temporary regulations can be applied to them. For clarity, a sidewalk café (an outdoor patio licensed to be on a City or Region right of way) has also been added to the draft by-law;  Although outdoor patios are generally associated with the above noted uses additional uses have been added to broaden the types of businesses that serve or sell food or drink that may utilize an outdoor patio. For example, the draft by- law would allow an outdoor patio accessory to a tasting area for a winery or brewery, or as a seating area for a bakery;  A temporary tent or structure to shelter an outdoor patio or sidewalk café is not permitted where a patio is located on a sidewalk or parking area. Permitting these temporary structures will provide shelter for customers to use the patio or café in inclement weather and thereby assist in providing room for social distancing;  It is anticipated that many customers that sit in a restaurant or bar will use an outdoor patio due to social distancing. Some customers may feel safer outdoors even when such restrictions end. Therefore removal of limitations on outdoor patio occupancy as a percentage of the main use’s occupancy is recommended;  For the reasons noted above exempting the outdoor patios from parking requirements is appropriate and not expected to create impacts;  Temporarily permitting required parking for the main use to be used for an outdoor patio is considered an acceptable measure to provide room for social distancing. Displaced parking can temporarily be met with spaces on multi-tenant properties, paid parking lots and on street parking;  An outdoor patio or sidewalk café will be required to be clear of any walkways required for accessibility purposes, emergency access or fire routes.  It is recommended tents be permitted to enclose patios to assist in providing comfort for patrons for the duration of the by-law The by-law will require any temporary tents, as well as fences, enclosures and other temporary structures associated with the outdoor patio to be removed at the expiry of the by-law;  Pursuant to the relief granted to sidewalk café lessees last year the by-law proposes fees to occupy road allowances be waived at the discretion of the Directors of Municipal Works and Planning, Building and Development to assist businesses in utilizing sidewalk cafés; and  None of these regulations shall exempt an outdoor patio or sidewalk café from any requirement of a liquor license or a sidewalk café agreement Page 90 of 459 6 PBD-2021-08 March 2, 2021 4. Sidewalk Café Licensing Sidewalk café applications will still be subject to the requirements of a sidewalk café agreement, including providing sidewalk area for pedestrian movement and providing satisfactory insurance coverage. FINANCIAL IMPLICATIONS In 2019, the City collected $13,267.25 in sidewalk café licensing fees. These fees are proposed to be waived. Sidewalk cafés will still be required to provide insurance to minimize financial risks to the City. CITY’S STRATEGIC COMMITMENT The proposed by-law complies with the development complies with the Vibrant and Diverse Economy in that it supports economic growth through a streamline business practice and promotes job growth. Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Ken Todd, Chief Administrative Officer A.Bryce Attach. S:\PDR\2021\PBD-2021-08, City Initated Zoing By-law Amendment, Outdoor Patios and Sidewalk Cafes.docx Page 91 of 459 Address: Various locations Applicant: City of Niagara Falls. Proposal: Temporary Zoning Regulations for Outdoor Patios and Sidewalk Cafes AM-2021-003 Page 92 of 459 A GREAT CITY…FOR GENERATIONS TO COME Background •In July 2020, the City passed a temporary use by-law to permit greater flexibility in establishing outdoor patios and sidewalk cafes as accessory uses to various businesses that sell food or drinks. This by-law was passed under an Order in Council which permitted such temporary use by-laws to be passed without the normal notice and circulation requirements of the Planning Act. This by-law expired on December 31, 2020. •City is proposing to pass a similar temporary use by-law to permit greater flexibility in establishing outdoor patios and sidewalk cafes as temporary accessory uses operated in conjunction with a business where food or drink is served, sold or offered. Page 93 of 459 A GREAT CITY…FOR GENERATIONS TO COME Background con’t •The by-law is intended to temporarily allow restaurants, bars and other similar businesses to open and expand outdoor patios and sidewalk cafes to assist in providing a safe environment for patrons once these facilities are permitted to open. •This by-law is proposed to remain in effect until December 31, 2022. •Proposed by-law would permit an outdoor patio or sidewalk café accessory to a variety of uses that serve and sell food or drink and are permitted in commercial and industrial zones. •The proposed by-law would amend regulations in By-law 79-200, 5335, 1955 (Casino Niagara Lands) and 395,1966 (Willoughby Township). •As the Order in Council which permitted the passage of the previous by- law is expired, the normal notice and circulation requirements of the Planning Act, are applicable.Page 94 of 459 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis •The proposed temporary use by-law would conform to and be consistent with Provincial polices as it will: –Assist and support businesses that serve food and drink in providing a safe environment for patrons; –Allow these businesses to reopen and operate; –Support efforts to rehire workers or expand employment; and –Assist in economic recovery efforts in the City. Provincial Policies Page 95 of 459 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis con’t •Lands that would be affected by this by-law primarily fall under Major and Minor Commercial, Tourist Commercial and Industrial designations. •As the uses an outdoor patio or sidewalk café would be accessory to are contemplated by the Official Plan to locate in these land use designations, the proposed zoning would comply with the Official Plan. Official Plan Page 96 of 459 Planning Analysis con’t Zoning By-law •Proposed by-law would permit an outdoor patio and sidewalk café accessory to the following uses: •79-200: –Neighbourhood Commercial (NC): bake shop and a restaurant; –General Commercial (GC): a bake shop, drive-in restaurant, hotel, place of entertainment, private club, restaurant and a tavern. –Shopping Centre Commercial (SC): a bake shop, drive-in restaurant, place of entertainment, restaurant, tavern and beer, wine or liquor store –Central Business Commercial (CB): a bake shop, drive-in restaurant, hotel, place of entertainment, private club, restaurant, tavern, licensed establishment, and nightclub. –Tourist Commercial (TC): bake shop, beer, wine or liquor store, drive-in restaurant, hotel, place of entertainment, private club and restaurant. –Prestige Industrial (PI) Light Industrial (LI) General Industrial (GI) and Heavy Industrial (HI): a winery, adult entertainment parlour and a brewery. In addition, where any of these uses are permitted in the Deferred Commercial (DC), Deferred Tourist Commercial(DTC) zones or in site specific zoning. A GREAT CITY…FOR GENERATIONS TO COMEPage 97 of 459 Planning Analysis con’t Zoning By-law •5335, 1955: –Commercial 1: a restaurant, hotel, licensed premises, bake shop and a restaurant; –Industrial 1: a restaurant, hotel, licensed premises, bake shop and a winery, distillery or brewery. •395, 1966: –Highway Commercial: a restaurant, hotel and a licensed premises; –Village Residential: a restaurant (where permitted by site specific zoning). A GREAT CITY…FOR GENERATIONS TO COMEPage 98 of 459 Planning Analysis con’t Zoning By-law Proposed Regulations Regulation CURRENT REGULATION PROPOSED REGULATION Tents and other temporary structures to cover outdoor patios Structures permitted subject to by-law regulations (not permitted in parking areas) Temporary structures permitted Occupancy of outdoor patio Maximum 50%of the capacity of the main use No maximum capacity Parking requirements for an outdoor patio Required for seating/occupancy Not required for seating/occupancy Location of outdoor patio Not permitted to locate in parking spaces and aisles required for the main use May locate in parking spaces and aisles required for the main use Maximum time a tent or air supported structures may remain 10 days Until December 31,2022 Fees for municipal property occupancy for sidewalk cafes Required May be waived at the discretion of the Director of Municipal Works/Planning Building and Development A GREAT CITY…FOR GENERATIONS TO COMEPage 99 of 459 Planning Analysis con’t Zoning By-law con’t A GREAT CITY…FOR GENERATIONS TO COME Regulations are recommended for the following reasons: •An outdoor patio is already a permitted use to a restaurant and other uses. These uses have been added to this by-law so that the temporary regulations can be applied to them. A sidewalk café is a patio on a municipal ROW; •Additional uses have been added to broaden the types of businesses that serve or sell food or drink that may utilize and outdoor patio; •A temporary tent or structure to shelter an outdoor patio or sidewalk café is not permitted where a patio is located on a sidewalk or parking area. Permitting these temporary structures will provide shelter for customers to use the patio or café in inclement weather and thereby assist in providing room for social distancing; •Removal of limitations on outdoor patio occupancy assists in social distancing; •Exempting outdoor patios from parking requirements is not expected to create negative impacts; •Temporarily permitting required parking for the main use to be used for an outdoor patio is acceptable in order to provide room for social distancing; Page 100 of 459 Planning Analysis con’t Zoning By-law con’t A GREAT CITY…FOR GENERATIONS TO COME Regulations are recommended for the following reasons •An outdoor patio or sidewalk café will be required to be clear of any walkways required for accessibility purposes, emergency access or fire routes; •Any temporary tents, as well as fences, enclosures and other temporary structures will be required to be removed at the expiry of the by-law; •Pursuant to the relief granted to sidewalk café lessees last year, the by-law proposes road occupancy fees be waived at the discretion of the Directors of Municipal Works and Planning, Building & Development; and •None of these regulations shall exempt an outdoor patio or sidewalk café from any requirement of a liquor license or a sidewalk café agreement.This includes providing municipal sidewalk area for pedestrian movement and providing satisfactory insurance coverage.Page 101 of 459 A GREAT CITY…FOR GENERATIONS TO COME Conclusion Amendment Recommended •Conforms to the Provincial A Place to Grow Plan and is consistent with the Provincial Policy Statement as it will promote economic recovery and growth by assisting hospitality businesses in re-opening and expanding in a safe manner. •Complies with Official Plan as it permits outdoor patios and sidewalk cafes accessory to uses already permitted under the respective land use designations. •Proposed zoning regulations will provide greater flexibility for businesses serving or selling food and drink to establish outdoor patios with a socially distanced environment to patrons without creating excessive land use impacts. •Sidewalk cafes will require an appropriate sidewalk café agreement. The draft by-law allows any associated fees for licensing or road occupancy be waived at the discretion of the Director of Municipal Works and/or Director of Planning, Building and Development. Page 102 of 459 A GREAT CITY…FOR GENERATIONS TO COME Recommendation •That Council approve the Zoning By-law amendment application and pass the temporary use by-law on tonight’s agenda to introduce temporary zoning regulations for outdoor patios and sidewalk cafes as outlined in the staff report PBD- 2021-08, to remain in force until December 31, 2022. Page 103 of 459 1 Heather Ruzylo Subject:RE: Bylaw RE Patios From: TIm Parker <tim@vcbia.ca> Sent: Sunday, February 28, 2021 7:50 PM To: Bill Matson <billmatson@niagarafalls.ca> Cc: Serge Felicetti <sfelicetti@niagarafalls.ca>; Mathew Bilodeau <mbilodeau@niagarafalls.ca>; Erik Nickel <enickel@niagarafalls.ca> Subject: Fw: Bylaw RE Patios Bill Matson City Clerk Niagara Falls Dear Bill : Can you please add this correspondence to the March 2 2022 City Council meeting regarding the up coming bylaw for Patois. Dear Councillors: The VCBIA has reviewed the recommendations from city staff regarding the by law dealing with Patios. As the VCBIA has no objections to the by law we would ask that the bylaw includes the following: 1- Any temporary patios that are erected on city sidewalks , are removed during the winter season to allow for snow removal and better pedestrian flow on sidewalk areas that will be restricted in winter months due to snow. 2- any temporary patios that are erected, due so in a professional, world class , tasteful way so it does not detract from the street scape area around it and does not make the BIA look unpleasant 3- any temporary patios that are erected on city sidewalks, do not interfere or restrict the natural flow of pedestrians and especially does not restrict handicap accessibility. Tim Parker Office Administrator Page 104 of 459 2 Victoria Centre BIA Citibank Convention Centre 6815 Stanley Avenue Niagara Falls, ON L2G-3Y9 Phone 905-357 -6222 X 7234 Cell -905-714-3828 www.topofcliftonhill.com Page 105 of 459 Planning and Development Services 1815 Sir Isaac Brock Way, Thorold, ON L2V 4T7 905-980-6000 Toll-free: 1-800-263-7215 ______________________________________________________________________ Page 1 of 2 Via Email Only March 1, 2021 File No.: D.18.04.ZA-21-0010 Andrew Bryce Manager of Current Planning City of Niagara Falls 4310 Queen Street Niagara Falls, ON L2E 6X5 Dear Mr. /Ms. Bryce: Re: Regional and Provincial Comments City Initiated Zoning By-law Amendment City File No.: AM-2021-003 Applicant: City of Niagara Falls Location: Zoning Area 79-200 CIty of Niagara Falls Regional Planning and Development Services staff have reviewed the information circulated with the City initiated Temporary Use Zoning By-law Amendment (ZBA) to By- aw 79-200 for outdoor patios and sidewalk cafes. The ZBA is proposed to permit greater flexibility in establishing outdoor patios and sidewalk cafés as temporary accessory uses operated in conjunction with a business where food or drink is served, sold or offered. The by-law is intended to temporarily allow restaurants, bars and other similar businesses, where the use is currently permitted in commercial and industrial zones, to open and expand outdoor patios and sidewalk cafés to assist in providing a safe environment for patrons, in response to the COVID -19 pandemic. The proposed by-law includes the regulations and exemptions for outdoor patios and sidewalk cafés, relative to temporary accessory structures (tents and air-supported structures), accessible path of travel, capacity limits, parking requirements, location, and fencing/enclosures. The by-law is proposed to be in effect until December 31st, 2022. Regional staff appreciates the opportunity to review and comment on the draft ZBA, and offers the following comments regarding Regional policy to assist the City in finalizing the amendment before it goes to Council. Page 106 of 459 D.18.04.ZA-21-0010 March 1, 2021 Page 2 of 2 Patios and Cafes on Regional Roads The Notice of Hearing indicates that an outdoor patio or sidewalk café established under this by-law will still be required to meet other applicable requirements of the City and the Province, including, but not limited to, compliance with Noise By-law (No. 2004- 105), liquor licensing and licensing of sidewalk cafés. Provision 1.3 of the Amendment (Clause 4.19 of By-law 79-200) includes permission for an outdoor patio to be located within a require parking area, parking lot, parking space or maneuvering aisle. The Region understands that the intent of this provision is to apply to private lands, and not on street parking, which would impact Regional roads. Further, Provision 1.6 of the Amendment permits encroachment into a municipal property or road allowance. Regional staff suggest this provision be revised to clarify that this is for roads under the City’s jurisdiction, and patios on Regional roads will require review and permit/permission from the Region. Similarly, Provision 1.9 and 1.10 of the amendment should specify that this permission is for patios on roads under the City’s jurisdiction, and patios on Regional roads is subject to Regional review and fees as applicable. Urban Design Should the City wish to enhance the regulations, they may want to consider including a map or list of sidewalks where a larger path of travel (i.e. 2.2m minimum instead of the 1.5m required y Provision 1.6) is required, to facilitate pedestrian movement. While the pandemic has affected pedestrian traffic, particularly in the tourist areas, some sidewalks in Niagara Falls have typically enjoyed significant pedestrian volumes. Recognizing that the 1.5m is a minimum width derived from the Ontario Building Code and Accessibility for Ontarians with Disabilities Act, it may not address the pandemic related functions of sidewalks (i.e. line-ups for curbside pickup, takeout or because of capacity limitations). These additional functions can affect and impede the movement of people along crowed sections of sidewalk. In such conditions, people may step into the road, which may result in safety concerns. As a best practice, the Region encourages wider sidewalks wherever possible, particularly in areas of high pedestrian traffic. Conclusion In conclusion, the Region supports the proposed Zoning By-law Amendment. The Amendment is consistent with the PPS and conforms to the intent of Provincial or Regional policies from a Provincial and Regional perspective. If you have any questions about these comments or wish to discuss them further, please contact me at 905-980-6000 ext. 3432 or by email at britney.fricke@niagararegion.ca. Best regards, . Britney Fricke, MCIP, RPP Senior Development Planner Page 107 of 459 F-2021-14 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2021-14 Special COVID-19 Pre-Authorized Property Tax Payment Plan Update RECOMMENDATION For the information of Council. EXECUTIVE SUMMARY To provide an update to Council on the number of tax accounts that have been approved for the Special Covid-19 Pre-Authorized Property Tax Payment Plan that was approved at the December 8, 2020 Council meeting. As of date of the writing of this report, there have been 18 applicants approved for the program, 14 commercial properties and 4 residential properties. BACKGROUND At the onset of the COVID-19 pandemic, municipalities across Ontario introduced penalty and interest relief programs as a response to the state of emergency declared. The City of Niagara Falls introduced five (5) months of penalty relief from April 1, 2020 until August 31, 2020. At the October 6, 2020 Council meeting Council voted to reduce the penalty rate by 60% from 1.25% to 0.5% per month for October 1, November 1, and December 1, 2020 with staff asked to report back in December with recommendations going forward. At the December 8, 2020 Council meeting the penalty reduction was extended to March 31, 2021 and Council approved a Special Covid-19 Pre-authorized Property Tax Payment Plan. This report is to provide Council with an update on the amount of applications accepted into the program and an estimate of the financial impact. ANALYSIS/RATIONALE Staff accepted applications from December 9, 2020 to January 29, 2021 for applicants to begin the program on February 16, 2021. As of date of the writing of this report, there have been 18 applicants approved for the program, 14 commercial properties and 4 residential properties. Although the application deadline has passed staff will continue to accept applications. However, all 2020 taxes must be paid off by the program end date of January 16, 2022. This means a property that applies for the program in March 2021 will pay off their outstanding taxes over eleven months instead of twelve. Page 108 of 459 2 F-2021-14 March 2, 2021 FINANCIAL/STAFFING/LEGAL IMPLICATIONS The financial implications of creating a Special COVID-19 Pre-Authorized Property Tax Payment Plan is the loss in penalty revenue on the properties that have been approved for the plan. Unfortunately there are too many variables to consider for staff to fully assess the financial impact of the Special COVID-19 Pre Authorized Property Tax Payment Plan. Staff have no way of knowing without being approved for the plan if any of these 18 properties would be making any payments in 2021 and if so, how often and how much each payment would be. If staff was to assume these 18 properties were not going to make a single payment for all of 2021 the lost penalty revenue would total approximately $584,000 however staff does not feel this is a reasonable assumption and as such cannot confirm the true financial impact of the program. CITY’S STRATEGIC COMMITMENT This report is consistent with the following Council strategic commitments: 1. To be financially responsible to the residents of Niagara Falls by practicing prudent fiscal management of existing resources, and by making sound long-term choices that allow core City programs and services to be sustainable now and into the future. 2. To be efficient and effective in our delivery of municipal services and use of resources, and accountable to our citizens and stakeholders. Recommended by: Jonathan Leavens, Acting Director of Finance Respectfully submitted: Ken Todd, Chief Administrative Officer A.Ferguson Page 109 of 459 F-2021-17 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2021-17 Outstanding Not for Profit Accounts Receivable Balances Requiring Further Collection Efforts RECOMMENDATION Prior to sending any accounts receivable balance belonging to a not-for-profit organization to collections staff will update Council on the collection efforts in camera. EXECUTIVE SUMMARY There are currently no outstanding not-for-profit accounts receivable balances requiring further collection efforts at this time. The two outstanding not-for-profit accounts that exist are deemed to be collectible and the outstanding balance is simply the result of a timing issue. Staff will report back in the event that further collection efforts of these non-profit outstanding balances become necessary. BACKGROUND At the February 9, 2021 Council meeting, Council made a motion that staff bring forward a report of outstanding accounts receivable amounts owed by non profit organizations. Based on the nature of the conversation that preceded this report request staff have interpreted this motion to mean those Accounts Receivable balances requiring further collection efforts as opposed to simply any balance that has surpassed 30 days with no payment. If this is incorrect please clarify and staff can bring back a further report outlining any outstanding balance from a not-for-profit organization including those deemed to be collectible. ANALYSIS/RATIONALE With the assistance of Recreation staff, Finance staff have identified two past due not- for-profit accounts however collection is not deemed to be a concern at this time but rather the outstanding balances reflect a timing issue of the organizations having not picked up their cheque book and invoices due to COVID stay at home orders. Page 110 of 459 2 F-2021-17 March 2, 2021 FINANCIAL/STAFFING/LEGAL IMPLICATIONS There are no financial, staffing or legal implications at this time. CITY’S STRATEGIC COMMITMENT This report is consistent with the following Council strategic commitments: 1. Responsible & Transparent Financial Management  Ensure fiscal accountability and fact-based decision making 2. Engaging and Accountable Government  Commit to being efficient and effective in our delivery of municipal services and use of resources, and accountable to our residents and stakeholders LIST OF ATTACHMENTS None. Recommended by: Jonathan Leavens, Acting Director of Finance Respectfully submitted: Ken Todd, Chief Administrative Officer Page 111 of 459 F-2021-19 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2021-19 Property Tax Penalty and Interest Rate RECOMMENDATION 1. That Council approve returning the penalty rate to 1.25% per month from the reduced rate of 0.5% per month effective July 1, 2021. 2. If Council does not approve the recommendation in number one that Council direct staff to prepare an additional report on the 2021 budget impact of extending the penalty and interest reduction beyond July 1, 2021 for the April 20, 2021 Council meeting. EXECUTIVE SUMMARY The interest rate for property taxes has been reduced by 60% since October 1, 2020 from 1.25% per month to 0.50% per month. At the December 8, 2020 Council meeting the penalty and interest rate was reduced until March 31, 2021 with staff asked to report back before April penalty was added. This report is to provide Council with the budget implications of continuing the reduced penalty and interest rate beyond March 31, 2020. Given the revenue reduction for penalty and interest actuals for January and February is only 30% (as opposed to the budgeted 60% reduction for Q1), due to higher outstanding balances, staff is estimating Council could extend the 0.50% monthly penalty and interest rate for one more quarter within the existing budget allocation. Beyond that Council will need to increase the penalty and interest rates back to 1.25% or make a decision to amend the budget for further penalty and interest reductions. If Council thinks they will ultimately want to extend the penalty reduction past June 30, 2021 a report back on the amendment required to the 2021 budget and a decision from Council would need to be made by the April 20, 2021 Council meeting as a decision of this nature would increase the levy to the taxpayer. Page 112 of 459 2 F-2021-19 March 2, 2021 BACKGROUND The Municipal Act allows penalty and interest to be charged at a maximum rate of 1.25% per month. Due to the COVID-19 pandemic for the period of October 1, 2020 to December 1, 2020 Council approved the reduction of the penalty rate by 60% from 1.25% per month to 0.50% per month. Interest on past due taxes, not related to 2020 was still charged at a rate of 1.25% per month. On December 8, 2020 Council approved the reduction of both penalty and interest to 0.50% per month for January, February and March 2021 with staff to report back in March. For the current year as all arrears related to the pandemic are considered “past due” the penalty and interest rates must both be modified. Staff can no longer charge a different rate for 2020 and 2021 tax arrears thus those accounts with outstanding balances prior to 2020 are also benefitting from the reduced penalty and interest rate. ANALYSIS/RATIONALE In 2020, property tax interest revenue was budgeted at $2,000,000 with an actual revenue of $1,704,887 resulting in a budget deficit of $295,113. In 2021, property tax interest revenue was budgeted at $1,700,000 to take into account the reduction of penalty for January, February and March that was approved at the December 8, 2020 Council meeting. After two months of interest revenue the City has earned $214,812 compared to $303,551 for the same period last year. This represents a revenue decrease of 30%. Given the revenue reduction for penalty and interest actuals for January and February is only 30% (as opposed to the budgeted 60% reduction for Q1), due to higher outstanding balances, staff is estimating Council could extend the 0.50% monthly penalty and interest rate for one more quarter, April, May and June 2021 within the existing budget allocation of $1,700,000. Beyond that Council will need to increase the penalty and interest rates back to 1.25% or make a decision to amend the budget for further penalty and interest reductions. If Council thinks they will ultimately want to extend the penalty reduction past June 30, 2021 a report back on the amendment required to the 2021 budget and a decision from Council would need to be made by the April 20, 2021 Council meeting in order to not affect the timing of the final tax bills as ultimately a decision of this nature would increase the levy to the taxpayer. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The financial implications of continuing the penalty reduction of 0.50% for the second quarter of 2021 is estimated to have limited financial impact. Based on January and February penalty revenue, the budget reduction that was accounted for in the 2021 operating budget is estimated to cover this loss. Page 113 of 459 3 F-2021-19 March 2, 2021 If Council decided to continue the penalty reduction beyond July 1, 2021 then a budget amendment will need to be made. This would result in an increase to the operating budget beyond the 1.7% approved. This amendment would need to be passed by the April 20, 2021 Council meeting in order to ensure the final property tax bills are issued on time. CITY’S STRATEGIC COMMITMENT This report is consistent with the following Council strategic commitments: 1. To be financially responsible to the residents of Niagara Falls by practicing prudent fiscal management of existing resources, and by making sound long-term choices that allow core City programs and services to be sustainable now and into the future. 2. To be efficient and effective in our delivery of municipal services and use of resources, and accountable to our citizens and stakeholders. Recommended by: Jonathan Leavens, Acting Director of Finance Respectfully submitted: Ken Todd, Chief Administrative Officer A.Ferguson Page 114 of 459 F-2021-20 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2021-20 2021 Capital Budget Funding Swap RECOMMENDATION 1. That $581,885 in Federal Gas Tax approved for the “Drummond Road Watermain Replacement & Road Reconstruction” be swapped with the existing approved funding for the “Gale Centre Refrigeration System Replacements” ($535,000) and the “Schisler Road Bridge S094B Rehabilitation” ($46,885) projects. 2. That $535,000 in Debt Financing originally approved for the “Gale Centre Refrigeration System Replacements” project, be approved for the “Drummond Road Watermain Replacement & Road Reconstruction” project. 3. That $46,885 in Operating Funding originally approved for the “Schisler Road Bridge S094B Rehabilitation” be approved for the “Drummond Road Watermain Replacement & Road Reconstruction” project. EXECUTIVE SUMMARY During the 2021 Capital Budget deliberations several different scenarios were presented to Council to reduce the funding commitment from the tax supported operating budget. At its meeting December 8, 2020 Council approved a recommendation to use Federal Gas Tax funding as a tool to help offset this funding shortfall. Upon further review with staff and the Association of Municipalities Ontario (AMO), it was determined that the project selected is already benefitting from the maximum amount of federal funding eligible. Staff is recommending that the Federal Gas Tax originally approved for the “Drummond Road Watermain Replacement & Road Reconstruction” project be swapped with two other projects in order to maximize this grant funding without jeopardizing additional grant funding. Staff is recommending a swap of $535,000 in Debt Financing from the “Gale Centre Refrigeration System Replacements” project in addition to swapping $46,885 of the operating funding approved for the “Schisler Road Bridge S094B Rehabilitation”. Staff confirmed with AMO that the two projects proposed to be funded with Federal Gas Tax are indeed eligible for this funding. Page 115 of 459 2 F-2021-20 March 2, 2021 BACKGROUND At its meeting on December 8, 2020 staff presented a revised financing strategy for the 2021 capital budget and proposed using a mix of Federal Gas Tax and Debt Financing to reduce the burden on the 2021 tax supported operating budget, due to the lack of OLG funding expected for 2021. Council approved the revised capital budget on January 19, 2021. Due to the various changes throughout the budget process, staff reviewed all funding sources in detail which included a review of grant funding and verifying Federal Gas Tax eligibility with AMO. A concern arose regarding the $581,885 in Federal Gas Tax being added to the “Drummond Road Watermain Replacement & Road Reconstruction” project. The revision to use Federal Gas Tax funding in addition to the grant funding already approved may increase the overall federal contribution to the project beyond limits set out in the grant conditions. To ensure we do not jeopardize any of the grant funding received, staff is recommending swapping this Federal Gas Tax funding out with a mix of Debt Financing and Operating Budget Contribution from two other approved 2021 Capital Projects. This funding swap will have no net impact to the 2021 capital budget, nor the taxpayers and will allow the City to remain compliant while maximize grant funding available. ANALYSIS/RATIONALE Staff reviewed projects eligible to swap the $581,885 in Federal Gas Tax with and determined that the best candidates are the “Gale Centre Refrigeration System Replacements” ($535,000 Debt Financing) and the “Schisler Road Bridge S094B Rehabilitation” ($46,885 Operating Funding). Staff confirmed with AMO that Gas Tax Funding is eligible for both of these projects and this ensures that we do not jeopardize any of the grant funding for the “Drummond Road Watermain Replacement & Road Reconstruction” project. FINANCIAL/STAFFING/LEGAL IMPLICATIONS Attachment 1 contains a summary table outlining the proposed changes to the funding sources for each of the three projects. The total budget approved remains the same and there is no net impact to the 2021 capital budget overall. Debt Financing requires Council Approval and so this report ensures the required approvals are in place to issue the future debt for the “Drummond Road Watermain Replacement & Road Reconstruction”. Page 116 of 459 3 F-2021-20 March 2, 2021 LIST OF ATTACHMENTS 1. 2021 Capital Budget Funding Swap – Summary of Funding Adjustments 2. 2021 Capital Budget Funding Swap – Revised Budget Worksheets Recommended by: Jonathan Leavens, Acting Director of Finance Respectfully submitted: Ken Todd, Chief Administrative Officer J. Dowling Page 117 of 459 Attachment 1 - 2021 Capital Budget Funding Swap – Summary of Funding Adjustments F-2021-20 March 2, 2021 Project Name Operating Funding Sewer Funding Water Funding Debenture Financing Federal Gas Tax Funding Grant Funding Total Budget Drummond Road Watermain Replacement & Road Reconstruction 210,500$ 1,178,600$ 581,885$ 2,236,915$ 4,207,900$ Schisler Road Bridge S094B Rehabilitation 66,000$ 66,000$ Gale Centre Refrigeration System Replacements 535,000$ 535,000$ Total 66,000$ 210,500$ 1,178,600$ 535,000$ 581,885$ 2,236,915$ 4,808,900$ Project Name Operating Funding Sewer Funding Water Funding Debenture Financing Federal Gas Tax Funding Grant Funding Total Budget Drummond Road Watermain Replacement & Road Reconstruction 46,885$ 210,500$ 1,178,600$ 535,000$ 2,236,915$ 4,207,900$ Schisler Road Bridge S094B Rehabilitation 19,115$ 46,885$ 66,000$ Gale Centre Refrigeration System Replacements 535,000$ 535,000$ Total 66,000$ 210,500$ 1,178,600$ 535,000$ 581,885$ 2,236,915$ 4,808,900$ Variance -$ -$ -$ -$ -$ -$ -$ 2021 Capital Budget Funding Swap – Summary of Funding Adjustments Current State (Before Funding Swap) Proposed State (After Funding Swap) Page 1 of 1Page 118 of 459 Attachment 2 - 2021 Capital Budget Funding Swap – Revised Budget Worksheets F-2021-20 March 2, 2021 Requesting Department:Total Project Requesting Department:Total Project Division:Cost:4,207,900 Division:Cost:4,207,900 Project Name:Project Name: Project Description:Project Description: 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025 Opening Balance - Jan. 01 Opening Balance - Jan. 01 (Surplus)/Deficit (Surplus)/Deficit Expenditure Forecast Expenditure Forecast Consulting 30,700 Consulting 30,700 Land/Building Land/Building Furniture/Equipment Furniture/Equipment Construction:Construction: Roads 2,634,900 Roads 2,634,900 Water 1,178,600 Water 1,178,600 Storm Sewers 123,200 Storm Sewers 123,200 Sanitary Sewers 210,500 Sanitary Sewers 210,500 Sitework/Landscaping Sitework/Landscaping Contingency Contingency Other 30,000 Other 30,000 TOTAL EXPENDITURES 4,207,900 - - - - TOTAL EXPENDITURES 4,207,900 - - - - Funding Sources Funding Sources Transfer from Operating Transfer from Operating (46,885) Transfer from Sewer (210,500) Transfer from Sewer (210,500) Transfer from Water (1,178,600) Transfer from Water (1,178,600) Capital SPRs Capital SPRs OLG Reserve Fund OLG Reserve Fund Reserve Funds Reserve Funds Development Charges Development Charges Debentures Debentures (535,000) Federal/Provincial Gas Tax (581,885) Federal/Provincial Gas Tax Federal/Provincial Grants (2,236,915) Federal/Provincial Grants (2,236,915) External Contributions External Contributions Other Other TOTAL FUNDING SOURCES (4,207,900) - - - - TOTAL FUNDING SOURCES (4,207,900) - - - - Closing Balance - Dec. 31 Closing Balance - Dec. 31 (Surplus)/Deficit (Surplus)/Deficit 2021 Capital Budget Worksheet Approved January 19, 2021 Municipal Works Engineering Drummond Road Watermain Replacement & Road Reconstruction - - - - - Construction - Watermain replacement and road reconstruction on Drummond Road from Thorold Stone Road to Cherrywood Road. - - - - - Construction - Watermain replacement and road reconstruction on Drummond Road from Thorold Stone Road to Cherrywood Road. 2021 Capital Budget Worksheet Proposed March 2, 2021 Municipal Works Engineering Municipal Works - - - - - - - - - - Page 1 of 3Page 119 of 459 Attachment 2 - 2021 Capital Budget Funding Swap – Revised Budget Worksheets F-2021-20 March 2, 2021 Requesting Department:Total Project Requesting Department:Total Project Division:Cost:66,000 Division:Cost:66,000 Project Name:Project Name: Project Description:Project Description: 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025 Opening Balance - Jan. 01 Opening Balance - Jan. 01 (Surplus)/Deficit (Surplus)/Deficit Expenditure Forecast Expenditure Forecast Consulting 66,000 Consulting 66,000 Land/Building Land/Building Furniture/Equipment Furniture/Equipment Construction:Construction: Roads Roads Water Water Storm Sewers Storm Sewers Sanitary Sewers Sanitary Sewers Site work/Landscaping Site work/Landscaping Contingency Contingency Other Other TOTAL EXPENDITURES 66,000 - - - - TOTAL EXPENDITURES 66,000 - - - - Funding Sources Funding Sources Transfer from Operating (66,000) Transfer from Operating (19,115) Transfer from Sewer Transfer from Sewer Transfer from Water Transfer from Water Capital SPRs Capital SPRs OLG Reserve Fund OLG Reserve Fund Reserve Funds Reserve Funds Development Charges Development Charges Debentures Debentures Federal/Provincial Gas Tax Federal/Provincial Gas Tax (46,885) Federal/Provincial Grants Federal/Provincial Grants External Contributions External Contributions Other Other TOTAL FUNDING SOURCES (66,000) - - - - TOTAL FUNDING SOURCES (66,000) - - - - Closing Balance - Dec. 31 Closing Balance - Dec. 31 (Surplus)/Deficit (Surplus)/Deficit 2021 Capital Budget Worksheet Approved January 19, 2021 Municipal Works Engineering Schisler Road Bridge (S094B) Rehabilitation - - - - - Rehabilitation of existing Bridge structure (S094B) on Schisler Road west of Willowdell Road - - - - - Rehabilitation of existing Bridge structure (S094B) on Schisler Road west of Willowdell Road 2021 Capital Budget Worksheet Proposed March 2, 2021 Municipal Works Engineering Schisler Road Bridge (S094B) Rehabilitation - - - - - - - - - - Page 2 of 3Page 120 of 459 Attachment 2 - 2021 Capital Budget Funding Swap – Revised Budget Worksheets F-2021-20 March 2, 2021 Requesting Department:Total Project Requesting Department:Total Project Division:Cost:535,000 Division:Cost:535,000 Project Name:Project Name: Project Description:Project Description: 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025 Opening Balance - Jan. 01 Opening Balance - Jan. 01 (Surplus)/Deficit (Surplus)/Deficit Expenditure Forcast Expenditure Forcast Consulting Consulting Land/Building Land/Building Furniture/Equipment 535,000 Furniture/Equipment 535,000 Construction:Construction: Roads Roads Water Water Storm Sewers Storm Sewers Sanitary Sewers Sanitary Sewers Sitework/Landscaping Sitework/Landscaping Contingency Contingency Other Other TOTAL EXPENDITURES 535,000 - - - - TOTAL EXPENDITURES 535,000 - - - - Funding Sources Funding Sources Transfer from Operating Transfer from Operating Transfer from Sewer Transfer from Sewer Transfer from Water Transfer from Water Capital SPRs Capital SPRs OLG Reserve Fund OLG Reserve Fund Reserve Funds Reserve Funds Development Charges Development Charges Debentures (535,000) Debentures Federal/Provincial Gas Tax Federal/Provincial Gas Tax (535,000) Federal/Provincial Grants Federal/Provincial Grants External Contributions External Contributions Other Other TOTAL FUNDING SOURCES (535,000) - - - - TOTAL FUNDING SOURCES (535,000) - - - - Closing Balance - Dec. 31 Closing Balance - Dec. 31 (Surplus)/Deficit (Surplus)/Deficit 2021 Capital Budget Worksheet Approved January 19, 2021 Recreation & Culture Arenas Gale Centre Refrigeration System Replacement - - - - - The Gale Centre is 10 years old and requires replacement of major refrigeration equipment. - - - - - The Gale Centre is 10 years old and requires replacement of major refrigeration equipment. 2021 Capital Budget Worksheet Proposed March 2, 2021 Recreation & Culture Arenas Gale Centre Refrigeration System Replacement - - - - - - - - - - Page 2 of 3Page 121 of 459 MW-2021-16 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Municipal Works – Engineering Services SUBJECT: MW-2021-16 OPG Waterfront Licenses RECOMMENDATION That City Council advise Ontario Power Generation that it does not support renewal of waterfront licenses for locations abutting City-licensed lands upon the change of property ownership. EXECUTIVE SUMMARY Property owners who reside directly across from waterfront under the jurisdiction of Ontario Power Generation (OPG) have in the past received permission via a license with OPG to erect private docks and to enjoy exclusive use of waterfront immediately adjacent to parkland that the City licenses from OPG. Although the City has no jurisdiction over the license with individual property owners, continuing with this practice greatly limits current and future opportunities to provide unrestricted public access to the waterfront. Therefore Staff recommend that when occasions occur for ownership transfer (i.e. the property is sold or changes hands) this opportunity is used to discontinue the practice of providing exclusive rights to the waterfront for properties that do not physically abut the watercourse. BACKGROUND The City has licensed from Ontario Power Generation various sections of waterfront in Chippawa along the banks of the Welland River for the purpose of utilizing this waterfront as open space and parkland. Historically, OPG has permitted property owners who reside directly across from waterfront to receive permission via a license with OPG to erect private docks and to enjoy exclusive use of the waterfront. Attached is a diagram illustrating this situation. As a result the extent of publicly accessible waterfront and future enhancements is limited by those with exclusive rights. Page 122 of 459 2 MW-2021-16 March 2, 2021 ANALYSIS/RATIONALE OPG has recently contacted City Staff to inquire of the potential opportunities to discontinue the renewal of dock licenses for properties that may be changing ownership. Although the City has no jurisdiction over the license agreement, OPG recognizes that this matter has a definite impact on potential future uses of the City-licensed open space and parkland immediately adjacent to the waterfront. Staff do strongly recommend discontinuing dock licenses whenever the appropriate opportunity presents itself, such as the case of changing ownership. Doing so will ensure that waterfront remains publically accessible, and that the City has the ability to proceed with future waterfront revitalization opportunities when they arise such as the expansion of Chippawa Docks Waterfront Park or the development of the Niagara Falls Fire Department Boathouse. For further clarification, Staff are not at this time recommending that OPG cancel any existing licenses the property owners may enjoy, only that they begin transitioning away from this practice discontinuing to offer new property owners this privilege. Over time this will result in the waterfront being free and clear of exclusive-use encumbrances. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The contents of this report do not involve any financial, staffing or legal implications. CITY’S STRATEGIC COMMITMENT The content and recommendation included in this report aligns with Council’s adoption of the 2019-2022 Strategic Priorities to provide a Healthy, Safe & Livable Community, and to deliver Engaging & Accountable Government. LIST OF ATTACHMENTS Attachment 1 – Location Map Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Ken Todd, Chief Administrative Officer Erik N. Page 123 of 459 3 MW-2021-16 March 2, 2021 Page 124 of 459 PBD-2021-10 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-10 Revision to Corporate Procedure 500.11 Representation at LPAT Hearings for Committee of Adjustment RECOMMENDATION It is recommended that Council adopt the revised Procedure 500.11, Representation at LPAT for Committee of Adjustment. BACKGROUND The City laid-out rules for appeals to Committee of Adjustment decisions in 1976, these were last revised in 2002. The rules are contained in Procedure 500.11 which outlines various circumstances where City planning staff or the City Solicitor will appear before the Local Planning Area Tribunal (LPAT). Following a recent Committee of Adjustment decision, where the Committee’s decision was opposite that of Planning Staff, it came to light that the Procedure does not require the City Solicitor be present at the LPAT hearing. At the Committee meet ing, February 16, 2021, the Committee passed the following motion: Requesting that City Council amend Policy 500.11 to provide a process whereby legal representation would be made available if there is an appeal to a Committee of Adjustment decision where the Committee has not supported staff’s recommendation. The Committee also requested that: City Council direct legal representation be present at the upcoming LPAT hearing concerning the appeal of the minor variance application A-2020-042. This report addresses the motions of the Committee of Adjustment. ANALYSIS/RATIONALE The procedures contained in Procedure 500.11 have been in existence in essentially the same format for 45 years. In the intervening period, the Ontario Municipal Board (OMB) has been replaced by the Local Area Planning Tribunal (LPAT). The Provincial protocol of the hearings has changed during this time to a more a formalized format with lawyers and witnesses. The City’s procedures have not kept pace. The Committee of Adjustment is body appointed by Council to hear applications for consent to sever and minor variance on behalf of Council. The Committee reviews the application, considers a report prepared by Planning staff, listens to the public and hears from the applicant before rendering a decision. The members make their decisions on variance applications based on whether, in their opinion, the variance is minor in nature, desirable for the development and maintain the intent of the Official Plan and the intent of the zoning by-law. Therefore, the decisions of the Committee are not made lightly. Page 125 of 459 2 PBD-2021-10 March 2, 2021 The City’s current procedure, in instances where the Committee renders a decision opposite of the planning staff report and where there is an appeal by an outside body, is to have Planning Staff attend to assist LPAT in any way the Tribunal may request. This procedure is not consistent with the way representation is made to LPAT on an appeal to a City Council decision. Where appeals are lodged against a Council decision, the legal counsel is present for the City to lead evidence to support the Council decision. The Committee of Adjustment seeks that the same representation be made as the members are making decisions on behalf of the Council. The amended procedure 500.11 is attached as Appendix 1 to this report and provides the necessary wording in a new (#4) procedure. Where decisions made by Council are contrary to staff’s position, and therefore staff is not available to provide evidence in support of Council’s direction, the solicitor usually seeks Council’s direction (in-camera) on whether to obtain an outside professional planning opinion. This same practice should be followed upon the adoption of the revised procedure regarding appeals to Committee of Adjustment decisions. The Committee has also asked that legal representation be made at LPAT regarding a future hearing of an appeal to the decision regarding application A -2020-042. Once Council adopts the revised procedure, the City Solicitor, or counsel on his behalf, would attend in accordance with the new procedure. FINANCIAL/STAFFING/LEGAL IMPLICATIONS Appeals of this nature are rare, but could involve additional expenses for professional witnesses. LIST OF ATTACHMENTS  Appendix 1 – Procedure 500.11 Representation at LPAT Hearings for Committee of Adjustment Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Ken Todd, Chief Administrative Officer A.Herlovitch:gd Attach. S:\PDR\2021\PBD-2021-10, Revisions to Procedure 500.11.docx Page 126 of 459 3 PBD-2021-10 March 2, 2021 APPENDIX 1 PROCEDURE Planning Procedure #: 500.11 Date: December 17, 2019 REPRESENTATION AT LPAT HEARINGS FOR COMMITTEE OF ADJUSTMENT Procedure Representation by City staff at the Local Planning Appeal Tribunal (LPAT) with respect to appeals of Committee of Adjustment decisions on applications shall be: 1) In cases where the Committee of Adjustment decision is appealed by an outside party and the decision was consistent with the recommendation of City staff (generally Planning staff), City staff, including the City Solicitor and all necessary staff witnesses, will appear at the Hearing before the Local Planning Appeal Tribunal to defend the Committee’s decision. 2) In cases where the Committee of Adjustment decision is appealed and the decision was made without any firm recommendation from City staff, City staff will attend the hearing before the Local Planning Appeal Tribunal to assist the Tribunal in any way that the Tribunal requests. 3) In cases where the Committee of Adjustment makes a decision contrary to the recommendation of City staff, City staff may recommend to City Council that the decision be appealed. Where the Council files an appeal, City staff, including the City Solicitor and all necessary staff witnesses, will appear at the Hearing before the Local Planning Appeal Tribunal to oppose the Committee’s decision. 4) In the case where the Committee of Adjustment makes a decision contrary to the recommendation of City staff and the decision is appealed by an outside party (other than City Council), the City Solicitor and witnesses (if any) will appear before the Local Planning Appeal Tribunal to defend the Committee’s decision. Page 127 of 459 TS-2021-03 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council City of Niagara Falls, Ontario SUBMITTED BY: Transit Services Department SUBJECT: TS-2021-03 WEGO Visitor Transportation Services Operational Review RECOMMENDATION 1. That the WEGO Visitor Transportation Services Operational Review prepared by IBI Group dated January 12, 2021 be approved by Council; and 2. That the recommendations provided in Table 2 not requiring budgetary approval or public input at this time be endorsed by Council; and 3. That Council direct Staff to bring an extension agreement forward for Council’s approval within the terms of the agreement’s timeframes to extend the term of the existing 10-year agreement by two years. EXECUTIVE SUMMARY The WEGO service has been in operation since 2012 and provides over one-million rides annually (pre-pandemic). The service is jointly operated between the City of Niagara Falls (CNF) and the Niagara Parks Commission (NPC). The systems’ operation is governed by a 10-year operating agreement that outlines the goals, responsibilities, financial arrangements and roles of the service. As an operational requirement in the terms of the existing agreement, the attached WEGO Operational Review was initiated in 2019 by the NPC and CNF. The Consultant’s final report outlines recommendations for both agencies in successfully continuing and growing the service. NPC staff have provided and their Property & Infrastructure Committee and their Commission have received the attached review and recommendations. BACKGROUND The WEGO system replaced the 26-year old People Mover service and integrated three City operated Falls Shuttle routes to provide service to the provincially-designated parks along Niagara Parkway and in the tourism and service cores/ corridors of Niagara Falls. Staff from CNF and NPC meet regularly to address needed service adjustments or operational issues to continue to improve performance and to plan for opportunities or promotions to meet our visitor’s needs. Page 128 of 459 2 TS-2021-03 March 2, 2021 Ridership has been consistently strong (see Table 1) on the system but had plateaued due to service levels being provided at capacity, traffic congestion and routing issues which were identified in the review and addressed in recommendations from the Consultant. Table 1: This technical report identifies key recommendations for both agencies to coordinate operationally and to identify projects or opportunities for each agency to enhance and improve the service. The report is divided into three main sections:  The summary and key findings of the review overall in Section 2;  Recommendations are included in each section and are structured as: o Section 3 provides service level and routing options to serve the community and visitors better overall; o Section 4 speaks to the need for traffic congestion mitigation and how to achieve that with enhanced WEGO service and traffic management; o Section 5 identifies needs and opportunities in any new operating agreement, operational policies and practices by providers and how to improve service consistency between CNF and NPC; Page 129 of 459 3 TS-2021-03 March 2, 2021 o Section 6 looks at fare integration, technologies and administrative process; and  The next steps for consideration in delivering WEGO in the future are addressed in Section 7. As WEGO ridership and service levels recover post-pandemic in 2021 and 2022, both the NPC and CNF staff have identified low to no-cost options within the key recommendations to focus on. Some of these are as elementary as aligning operating policies (like pets or service animal criteria onboard buses) and others are more significant in joint input but not reflecting high cost (like making the WEGO website more accessible). Both agencies have agreed to focus on initiating work on recommendations as follows during recovery: Table 2: Congestion Mitigation  Enhanced parking/ stopping & platform enforcement;  Schedule & headway enhancement to prevent arrival buses ‘bunching’ at Tablerock.  Installing low cost ‘Transit Priority Measures’ along Niagara Parkway (i.e. line painting);  Improve procedures for real-time internal communication between supervisory teams and for events; System Management & Policies  Update operating agreement to include policies developed to be consistent between the parties (i.e. accessibility);  Enhanced customer service at Tablerock;  Signage review and planning;  Develop a plan to update and relaunch the WEGO website;  Improve performance monitoring with existing ITS equipment onboard;  Capital fleet management & replacement planning. Fares  Streamline fare categories;  Plan for ana fare reader system to replace the existing farebox. The review provides further route and service recommendations based on key trip generators in the future and potential changes to routing to address pinch-points in Page 130 of 459 4 TS-2021-03 March 2, 2021 corridors (i.e. pressures from development, safety issues on particular roads). The recommendations and opportunities also speak to the need for changes on NPC property needed to enhance system performance and increased ridership. These recommendations require further budget commitments from both the CNF and NPC and/or would benefit from a full public process. These recommendations are not being brought forward for endorsement at this time. Staff would undertake either or both the budget and/or public process and provide a separate report to Council on these items which would affect the City financially and or its stakeholders. Further to this review and with regard to the existing term of the agreement, actions and investments required in capital purchases of fleet and infrastructure to maintain, secure and enhance the WEGO system will need to be undertaken by CNF and NPC staff as well. Again, the plan for capital replacement or enhancement of the fleet will be brought to Council under separate report. As the current agreement term ends in 2022, staff from both agencies are recommending to their Commission and Council respectively that the parties enter into a two-year extension of the terms. This will allow the WEGO system to start to recover out of the COVID-19 impact period and would provide staff the time to plan and budget more intricate, costly and long-term work identified as needed to grow and make the system even more successful. ANALYSIS/RATIONALE Council received a presentation and staff report in January 2021 regarding the future state of transit in Niagara. The Regional Municipality of Niagara’s transit governance issue is slated to be decided by local and regional governments in early to mid-2021. Council’s intention at the time of this report is understood that CNF intends to maintain the WEGO system partnership with the NPC save and separate from any assets or operation they may contemplate uploading regionally. An extension of the existing agreement would stabilize any transition of the service to another provision model. With a desire to continue to meet the transportation needs and requirements of the public and visitors to the Niagara Parks and within the tourism core and in our service industry corridors, this comprehensive operational review provides an action plan to follow for WEGO as Council considers the future of transit overall in Niagara Falls. Staff is providing a listing of low to no-cost recommendations that can be achieved with its partner, the NPC, while the WEGO VTS system ridership recovers. FINANCIAL/STAFFING/LEGAL IMPLICATIONS Within the terms of the existing agreement, parties are required to notify each other of their intent to extend or take no action to extend/ terminate the agreement by the 9th Page 131 of 459 5 TS-2021-03 March 2, 2021 anniversary of the existing ‘in operation’ date (August 2012). Any extension must be of mutual consent by the CNF and NPC. The financial impacts of COVID-19 on our 2021 Operating Budget and revenues were presented to Council through budget deliberations. Recommendations to be undertaken in partnership with the NPC that are identified as low to no-cost within the WEGO Visitor Transportation Services Operational Review Recommendations report dated January 12, 2021 will be achieved within the budget approved. CITY’S STRATEGIC COMMITMENT Committed to employing a safe, accessible, convenient, integrated and fiscally responsible transportation system that provides realistic travel options to the auto, thereby, creating a City that is truly accessible to locals and visitors. LIST OF ATTACHMENTS WEGO Visitor Transportation Services Operational Review Recommendations Recommended by: Carla Stout, General Manager of Transit Services Respectfully submitted: Ken Todd, Chief Administrative Officer Page 132 of 459 FINAL REPORT WEGO Visitor Transportation Services Operational Review Recommendations Prepared for Niagara Parks Commission and City of Niagara Falls by IBI Group January 12, 2021 Page 133 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls Table of Contents January 12, 2021 i 1 Introduction ............................................................................................... 3 2 Results of Operational Review ................................................................. 4 2.1 Service Levels and Performance ...................................................... 4 2.2 Congestion Mitigation ....................................................................... 5 2.3 System Management and Policies .................................................... 5 2.4 Fares ................................................................................................ 6 3 Service Levels and Route Re-structuring ............................................... 8 3.1 Evaluating Service Levels ................................................................. 8 3.2 Routing Improvements .................................................................... 10 3.3 GO Connection ............................................................................... 13 3.4 Key Recommendations ................................................................... 14 4 Congestion Mitigation ............................................................................. 15 4.1 Transit Operations Management .................................................... 15 4.2 Traffic Management ........................................................................ 17 4.3 Events and Road Closures ............................................................. 23 4.4 Key Recommendations ................................................................... 24 5 System Management and Policies ......................................................... 27 5.1 Operating Agreement ..................................................................... 27 5.2 Operating Policies ........................................................................... 29 5.3 Communications ............................................................................. 30 5.4 Key Recommendations ................................................................... 31 6 Fares ......................................................................................................... 33 6.1 Fare Administration ......................................................................... 33 6.2 Fare Technology ............................................................................. 34 Page 134 of 459 IBI GROUP FINAL REPORT WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls Table of Contents (continued) January 12, 2021 ii 6.3 Key Recommendations ................................................................... 45 7 Next Steps ................................................................................................ 47 List of Exhibits Exhibit 3-1: Average WVTS Ridership by Month, Excluding City Rides (2013- 2018) ................................................................................................................... 9 Exhibit 3-2: Proposed Red Line Re-structuring .................................................. 11 Exhibit 3-3: Proposed Blue Line Re-structuring ................................................. 12 Exhibit 4-1: Informal PUDO Activity at WVTS Stop on the Niagara Parkway .... 18 Exhibit 4-2: Right-turn Only Lanes on Ferry Street ............................................ 19 Exhibit 4-3: Northbound Left Turn onto Clifton Hill ............................................. 19 Exhibit 4-4: Northbound Left Turn onto Murray St ............................................. 20 Exhibit 4-5: Murray Street and the Niagara Parkway ......................................... 20 Exhibit 4-6: Typical Stop Location Options ........................................................ 22 Exhibit 4-7: Recommended Stop Zone Dimensions for Standard and Articulated Buses ................................................................................................................ 23 Exhibit 6-1: Needs Identification ........................................................................ 35 Exhibit 6-2: Needs Prioritization ......................................................................... 36 Exhibit 6-3: Fare Technology Options ................................................................ 37 Page 135 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 3 1 Introduction The WEGO Visitor Transportation Service (WVTS) provides a convenient travel experience for area residents and visitors to the Niagara parks and tourist destinations and accommodations within the city of Niagara Falls. The WVTS has been in operation since 2012 and serves over one million rides annually. It is jointly operated by the Niagara Parks Commission (NPC) and the Corporation of the City of Niagara Falls (CCNF). This system replaced the Parks Commission’s 26-year old People Mover service and integrated it with three Falls Shuttle routes operated by the City of Niagara Falls serving the provincially-designated parks along the Niagara Parkway adjacent to the Niagara River and Horseshoe Falls. The system’s operation is governed by a ten (10) year operating agreement outlining the goals of the WVTS, and the shared roles and responsibilities of the NPC and CCNF. As the operating agreement nears the end of its term (August 2022), an operational review and analysis of the WVTS was conducted to identify areas for improvement in the operations and to update the agreement. This technical report builds on the operational review of existing WVTS to identify opportunities to improve the operations and governance of the service and meet the objective for convenient transportation access to the Falls and other tourism areas within the Niagara parks. The report is divided into three main sections: • the summary and key findings of the results of the operational review, in section 2; • the recommendations are included in each of the sections, and are structured as follows: − Section 3 outlines service level and opportunities for route re- structuring to better serve customers; − Section 4 provides options to mitigate congestion through transit operations and traffic management; − Section 5 identifies additional considerations for the new operating agreement, as well as operational policies and practices to improve consistency between the two agencies; − Section 6 provides considerations to improve fare administration processes and fare technology; and • The next steps for the WVTS are outlined in section 7. Page 136 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 4 2 Results of Operational Review The operational review of the existing WVTS provided the key directions that shaped the recommendations for the service. These key findings, outlined in this section, will inform the update to the operating agreement between the NPC and the CCNF. The key findings are related to four main topics: service levels and performance, congestion mitigation, system management and policies; and fares. Sections 3 to 6 explore opportunities to address these issues in detail. 2.1 Service Levels and Performance The WVTS ridership is driven by visitors to the park, and dominated by the summer peak, when service levels are highest. Ridership grew by 17% between 2013 and 2018, but has plateaued in recent years. To address this plateau, the operational review identified the following key findings, which are opportunities to improve service. • The low service levels offered in the off-peak seasons result in longer wait times for users. Despite this, ridership on all the routes is growing in the shoulder seasons, particularly in June and September. • The Blue Line is the only WVTS route to have lower ridership in 2018 than in 2013. Its alignment and low average operating speed result in lengthy travel times, making the route unattractive to riders. • Ridership on the Red and Blue Lines has two markets: tourist trips, and regular public transit users. On the Red Line and Red Express Pilot, public transit (NFT) ridership has grown to eclipse WVTS-only rides indicating a need to review the service delivery arrangement and route structure which may not be adequately meeting the needs of the travel markets it serves. • The WVTS shuttle providing a complementary connection between the GO train and Table Rock Centre is unadvertised, resulting in limited use and confusion for riders. The ad hoc nature of the shuttle and the unpredictable ridership on the GO train make it difficult to quantify the resources needed to meet demand. Demand for the shuttle is expected to increase as GO service to the Falls expands. The GO connection should be formalized, and its resource requirements accounted for in order to continue to provide a reliable service. Page 137 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 5 2.2 Congestion Mitigation Traffic and pedestrian congestion are a significant challenge for the WVTS during the summer tourist season, late May to early September with high traffic volumes in the tourist core. This negatively impacts the on-time performance and schedule adherence for the transportation service. The operational review included field visits to evaluate critically congested locations, identified in collaboration with WVTS staff, supplemented by a review of available traffic count data. To develop options for mitigating delays caused by congestion, the operational review identified the following key findings. • Many of the intersections in the core tourism area operate above capacity especially on typical summer weekends, resulting in traffic congestion and delays for WVTS operations. This issue is compounded by high pedestrian volumes and is particularly challenging after big events at the Falls, or on big event days. • Private vehicle pick-up and drop-off activity is a common occurrence at stops and in the terminal, despite the existing signage. The restricting signage is not always visible, and there is no enforcement to deter the activity. • There are bunching issues on the Green Line with multiple buses arriving at once rather than on schedule especially at some high volume stops, such as Table Rock Centre. The high volume of riders boarding and alighting compounds delays and increases dwell times at these stops. • Schedule adherence is challenging on the Red Line, particularly in the afternoon peak period due to its routing along Clifton Hill. A realignment or re-structuring of the route should be considered. 2.3 System Management and Policies Although the WVTS is operated by two separate agencies, the two share a common goal for an efficient, safe, reliable and sustainable operation. As such, there is a need to adopt consistent policies to minimize conflict and inconsistencies from both a staff and a user perspective. Some policies should be considered in the update to the operating agreement while others can be considered through the adoption of operating policies and procedures. The operational review identified the following key findings to improve consistency between the two agencies and to be included in the update to the operating agreement. • Policies that are not outlined in the operating agreement but are relevant for the consistent management and administration of the WVTS include: Page 138 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 6 − The use of Closed-Circuit TV (CCTV) which requires balancing the need to ensure the safety of employees and riders with the individual right-to-privacy. − The provision of on-street supervision which is necessary to monitor service and ensure reliability and efficient delivery of the service. − Improved on-street infrastructure, specifically signage, which is inconsistent along the Red Line and Red Express Pilot routes. • Policies and procedures relevant to the day-to-day operations that require clarification include: − Accessibility: Wheelchair securement policies and practices differ between the NPC- and CCNF-operated WVTS routes. Given the common territory and customer base, as well as for risk management considerations, there should be a common practice and policy between the two services. − Strollers: Although specified on the WVTS website, the application of the stroller policy is not consistent throughout the system, which can cause confusion for riders. − Pet Policy: The application of the pet policy is not consistent throughout WVTS and with the connecting GO service, creating potential confusion for riders. • There are significant communications challenges both internally and externally for WVTS, primarily due to the lack of formal procedures to coordinate key activities, including: − Internal communications regarding service changes, road closures, performance monitoring, and passenger feedback; and − External communication through the website, which does not meet Web Content Accessibility Guidelines (WCAG) as required by the AODA and has limited staff resources dedicated to its maintenance. 2.4 Fares The WVTS faces challenges in its fare administration that can be confusing for users and costly for the system to maintain, as well as issues in its fare technology that result in delays for the service. The key findings below indicate opportunities for improving WVTS’s fare administration and technology. Page 139 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 7 • The WVTS 24-hour pass is significantly more popular than the 48- hour pass, and it offers a “grace period” allowing users access to the WVTS until midnight the day after its activation. This grace period takes away the advantage of the 48-hour pass for overnight visitors. In addition, 48-hour access to the service is provided through the Adventure Pass, the Adventure Pass Classic, and the Wonder Pass. • There is an opportunity to streamline the fare categories available, given the high cost of each fare card ($0.65) and the administrative burden to program and distribute fare cards. This will be particularly necessary as the Niagara Region explores a regional model for transit service delivery. • The slow fare validation time when boarding increases the dwell time for the service, causing delays at high volume stops. • The fare equipment data is unreliable and regularly experiences failures • The lack of vendor support for the maintenance of the fare collection system. Page 140 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 8 3 Service Levels and Route Re- structuring This section builds on the key findings of the operational review, summarized in Section 2.1, to identify opportunities to address the plateauing ridership of the WVTS through improvements to the service levels and routing. It also provides recommendations for the GO shuttle to improve the connectivity of the service and plan for its resource needs. 3.1 Evaluating Service Levels To accommodate the high demand for service in the summer and on weekends and holidays, the WVTS operates three distinct schedules, by season: winter, spring/fall, and summer. The dates for the seasonal schedules are: • Winter – Thanksgiving until the Friday before Victoria Day (Mid- October to mid-May); • Spring/Fall – The Friday before Victoria until Canada Day (mid-May to July 1st) and Labour Day until Thanksgiving (early-September to mid-October); and • Summer – Canada Day until Labour Day (July 1st to early- September). Within the Winter and Spring/Fall schedules, service levels also differ based on day of the week, and service time period, with higher service levels from Friday to Sunday, and on holidays. The result is a wide variation between the service levels during the peak season and the remainder of the year, and a high degree of complexity for the service. A key finding of the operational review was that this discrepancy can result in longer wait times for users during the off-peak seasons of Winter and Spring/Fall. Despite the variation in service levels, the operational review also noted growth in ridership on all the routes in the off-peak seasons. Exhibit 3-1 illustrates these ridership trends. The highest growth in ridership between 2013 and 2018 was in the month of April, which had nearly twice as many riders in 2018 as it did in 2013. November and March have the next highest increases in ridership during the same period, with a 76% and 69% increase respectively. Ridership in July and August is hardly growing, with both months only seeing a 3% increase in the same time period. The rate of growth in the off-peak seasons necessitates revisiting the level of service offered, which has not changed significantly for the winter and spring/fall schedules. Page 141 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 9 Exhibit 3-1: Average WVTS Ridership by Month, Excluding City Rides (2013-2018) To address the growth in demand in the shoulder seasons and reduce the complexity of the schedules, the next schedule updates should streamline the service periods. As Niagara Falls becomes more of a year-round destination, the WVTS should reflect this trend in its service levels to accommodate the new demand being generated. WVTS should consider two seasonal schedules to accommodate increasing demand in the shoulder seasons: • A peak season schedule that mirrors the current summer schedule, running from Canada Day until Labour Day (July 1st to early- September); and • An off-peak season schedule that combines the winter and spring/fall schedules, running from Labour Day until Canada Day (early- September to July 1st), maintaining the existing spring/fall level of service. These revised service schedules avoid the steep drop in level of service experienced in the winter and maintain a higher level of service on weekends and holidays to accommodate the ridership growth in the off-peak seasons. The new off-peak schedule will require approximately 10,000 additional annual service hours. Eliminating the spring/fall schedule and extending the summer schedule to run from Victoria Day to Thanksgiving is not proposed because the low service levels in the winter may not adequately address the growing demand in ridership. The implementation of the revised schedules should be accompanied by a monitoring program to assess ridership and demand. Ridership should be reviewed annually to determine whether the service levels of each of the K 100 K 200 K 300 K 400 K 500 K Avg Monthly Ridership 2013 2018 Page 142 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 10 seasonal schedules adequately serve demand and to determine whether additional service may be required. 3.2 Routing Improvements The operational review identified plateauing ridership on the Red and Blue Lines, despite the increasing visitors to the Niagara Parks. Although WVTS ridership on the Red Line has plateaued, regular transit ridership on the route has grown to eclipse WVTS ridership. For the Blue Line, the Falls Incline Railway operated by the NPC provides a more direct alternative for users wanting to access the hotels on Fallsview Boulevard. To address this issue, consideration should be given to revising the Blue Line route alignment to better serve the travel needs of users and operate more efficiently. The Green Line is routed along the Niagara Parkway providing direct access to various attractions and, as such, no routing issues were identified for the route. Therefore, this section outlines recommended routing improvements for the Red and Blue Lines only. 3.2.1 Red Line The main issues identified in the operational review for the Red Line are related to the challenges of serving its two distinct travel markets: tourists and city public transit users. The Red Line initially replaced a local route serving Lundy’s Lane, and was intended to serve as a combination WVTS and NFT route. Its alignment along Lundy’s Lane connecting various motels and plazas to the core tourist areas serves both city rides and tourist trips. The growth of city rides on the Red Line suggest a need to provide a parallel local service that better meets the needs of its two distinct travel markets. In 2019, a Red Express route was piloted, travelling between Campark and Table Rock Centre, to alleviate some of the schedule adherence issues on the Red Line. NFT is currently conducting a review of its transit services that involves exploring a parallel NFT route to serve Lundy’s Lane. These two activities present an opportunity to revise the routing of the Red Line within the core tourism district. The Red Line experiences significant delays along Clifton Hill, and partially duplicates the alignment of the Blue Line along Victoria Ave. This change was implemented with the elimination of the Purple Line. To reduce this service duplication and provide bi-directional service within the core tourism area, the Red Line should operate in a counter-clockwise loop along Victoria Avenue, Bender Avenue, Falls Avenue, and on to Table Rock Centre. This revised routing is shown in Exhibit 3-2. Page 143 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 11 Exhibit 3-2: Proposed Red Line Re-structuring The revised routing provides the added benefit of bi-directional service in the core tourism area, which improves access between attractions and accommodations for tourists. It also removes the problematic routing along Clifton Hill which is a source of significant delays for the route. During events and road closures on the Niagara Parkway, this routing can be modified to short turn at Table Rock Centre maintaining service to Lundy’s Lane for riders while avoiding the some of the congestion hotspots along its route. The revised route length is similar to the current routing meaning that this change would not affect operating costs but would require the installation of additional stops. With the NFT providing parallel service along Lundy’s Lane, the Red Line can focus on providing more options and improving mobility within the core tourism areas. The parallel NFT service along Lundy’s Lane also provides an opportunity to rationalize the service on the Red Line, eliminating the Red Express Pilot and decreasing service spans to be more in-line with the Blue Line and the Green Line. 3.2.1 Blue Line The Blue Line is the only WVTS route to have lower ridership in 2018 than in 2013, likely due to its low average operating speeds and its lengthy travel times. On outbound trips from Table Rock Centre, travel time on the route is comparable to walking. In addition, the Falls Incline Railway provides a direct connection from Niagara Parkway to Fallsview Boulevard that has the added benefit of being a tourist attraction. These factors present a unique challenge for improving the service on the route. Given the scheduled layover time at Table Rock Centre for the Blue Line, there is an opportunity to improve operations with some minor revisions. The Blue Line has two main segments: Page 144 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 12 • The northern segment, currently serving the core tourism area in a single-directional counter-clockwise loop; and • The southern segment, currently serving attractions along Fallsview Boulevard, as well as to Marineland in the summer. With the segments combined as they are, the scheduled layover occurs midway through the route often with riders aboard the bus. In addition, riders boarding at Table Rock Centre wishing to access the attractions served by the southern segment of the route experience very long travel times. To address these issues, the route can be split into two segments, with the northern segment terminating at Table Rock Centre, before beginning its trip back up Murray Hill to serve the southern segment as shown in Exhibit 3-3. Exhibit 3-3: Proposed Blue Line Re-structuring During events and road closures on the Niagara Parkway, the southern segment can continue operating to provide riders with access to accommodations along Fallsview Blvd, while avoiding the congestion hotspots on the northern segment. This change can be accommodated within the existing schedule with no additional service hours, given the low operating speeds of the route. Combined with the recommended routing changes on the Red Line, this change will decrease travel time to the attractions along Fallsview Boulevard for riders in the core tourism area. Page 145 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 13 3.3 GO Connection The WVTS Green Line and three NFT routes currently serve the GO/VIA terminal (routes 102, 104, and 108). These routes do not have the capacity to accommodate riders from the GO train, particularly during the peak season. The increasing use of the GO train to access the Niagara Parks prompted the provision of a complimentary unadvertised WVTS shuttle connection between the GO/VIA terminal and Table Rock Centre. With the planned year-round expansion for GO train service to Niagara Falls and the increasing use of the complimentary shuttle identified in the operational review, it is necessary to formalize the connection. Formalizing the connection will make it easier to account for its resource requirements. It will also make it easier to promote the connection to GO riders and visitors to Niagara Parks. Based on the current demand, a minimum of two articulated buses are needed per GO train, at a cost of approximately 70 annual service hours. Operating the GO connection year-round to serve GO train arrivals on Fridays, weekends, and holidays will require approximately 250 additional annual service hours (for a total of 320 annual service hours). This only accounts for GO train arrivals on Fridays, weekends, and holidays, and assumes that train departures are adequately served by scheduled services. During the off-peak season, particularly the winter, this might not be the case due to the shorter Green Line service spans. Adopting the spring/fall schedule for the winter months, as described in Section 3.1, would address this issue. Another limitation of the complimentary GO connection is the lack of customer communication advertising the service. This can lead to confusion for riders as they try to board NFT buses with their combination WVTS/GO fares, or board WVTS buses with their paper passes. The confusion can cause delays and present a challenge for operators who have to answer questions while attempting to maintain operating schedules. Advertising the shuttle as complimentary for holders of the combination WVTS/GO pass can limit confusion for riders. Marketing resources will be required to provide information about the shuttle wherever the WVTS/GO passes are sold. This strategy can be paired with ticket vending options at the GO/VIA terminal to allow other users of the GO train to purchase WVTS fare products and use the Green Line, reducing questions directed at operators. Some combination WVTS/GO pass holders may also opt to pick up their WVTS passes at the GO/VIA terminal, reducing the passenger loads on the complimentary shuttles, and potential long waits to pick up fare cards once they arrive at Table Rock Centre. The addition of ticket vending options will require additional operating resources, either by staffing the GO/VIA terminal, or by providing ticket vending machines. Should mobile ticketing be explored as an option for WVTS, information on the shuttle can be provided through the ticketing platform, and the need for ticket vending options at the GO/VIA terminal may be reduced. Page 146 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 14 3.4 Key Recommendations The service levels and routing improvements are classified as recommendations for immediate action and recommendations for short-term consideration. All service and route changes should be accompanied with marketing to inform users and stakeholders about the service and monitored for performance. The monitoring program should assess ridership and demand. Ridership should be reviewed annually to determine whether the service levels of each of the seasonal schedules adequately serve demand, and whether the routing changes face any significant operational challenges. 3.4.1 Immediate Action Recommendations for immediate action have the potential for significant benefits for WVTS and can be undertaken with limited additional resources. They are: • Implement the route revisions on the Blue Line to eliminate the mid- route layover, creating more direct connections to the hotels along Fallsview Blvd from Table Rock Centre. • Formalize and promote the GO connection, operating it year-round to match expanded GO train service for approximately 320 revenue hours annually. 3.4.2 Short-term Action Recommendations for short-term consideration also have the potential for significant benefits but require a higher investment of resources. They are: • Streamline the service periods by extending the spring/fall schedule to the entire off-peak season and eliminate the winter schedule to maintain higher service levels as Niagara Falls becomes more of a year-round destination. The new off-peak schedule will require approximately 10,000 additional service hours. Recommendation for the Red Line outlined below should be implemented with consideration for the NFT plans for service changes along Lundy’s Lane, to prevent service gaps or duplication. • Implement the route revisions on the Red Line, which does not increase the annual revenue hours needed for the route but requires stop relocations in the core tourism area, and marketing to promote the changes. • Eliminate the Red Express Pilot once the parallel NFT service along Lundy’s Lane is implemented to further separate the tourist and local travel markets. Page 147 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 15 • Decrease the service spans on the Red Line to match the Blue and Green Lines can also be considered once the parallel NFT service is running if the demand on the Red Line decreases in the late evening. 4 Congestion Mitigation The operational review involved field visits to evaluate four critically congested locations for WVTS operations. These locations are pinch points for the service, and cause schedule adherence issues, magnified during peak periods. Congestion can be partly mitigated with the recommended routing revisions discussed in Section 3.2, however, a significant source of congestion is due to the popularity of Niagara Falls as a tourism destination, which results in the volume of tourists exceeding the capacity of the transportation infrastructure. This section provides recommendations for three key areas that can help improve the mobility of tourists: transit operations management; traffic management; and event and detour management. 4.1 Transit Operations Management The main transit operations issues identified in the operational review that contribute to delays for WVTS are “bus bunching” (multiple buses travelling together) due to challenges with maintaining headways, and dwell times at stops due to fare technology issues and high passenger volumes. 4.1.1 Headway Control Strategies During the field visits, the most significant bus bunching was observed in both directions on the Green Line, at Table Rock Centre. Bunching was also observed on the Red Line and Red Express in the afternoon and evening, due to the cascading effect of earlier delays. The operational review identified that delays on the Red Line are mainly due to its routing within the core tourism area, particularly along Clifton Hill. Recommendations to revise its routing, described in Section 3.2.1, should address this issue. For the Green Line, whose routing is already direct, there are limited opportunities to address bunching through routing changes. However, it was observed that most delays on the Green Line are due to high volume boarding and alighting activities at three main stops: Table Rock Centre, Hornblower Stop, and the GO/VIA terminal. This is compounded by the route’s high frequency (10 minutes or better between buses) during the peak season. High frequency services allow riders to arrive at stops at random, without the need to consult a schedule. Given the high frequencies on the Green Line in the peak season, evenly spacing the buses is more important than schedule adherence. Page 148 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 16 To maintain consistent spacing between high-frequency buses especially during the peak season, headway control strategies need to be implemented together with more on-street supervision. One on-street supervisor working with the dispatcher using the real-time vehicle location (AVL) information, can provide a more effective level of on-street supervision, going between the high volume stops, and recommending actions to mitigate bunching. These actions may include: • “holding” buses at a control point until the preferred minimum headway is restored; • “drop-off only” service for one bus when two buses arrive together at one location, allowing one bus to “leap-frog” the loading bus and fill the gap in service caused by the bunched arrival; and • “short-turning” buses along the route to restore headways and fill gaps in service. To limit confusion and resources required, headway control strategies are best applied at one or two control points where there is adequate space to accommodate operational needs such as holding or short-turning buses. Table Rock Centre and the GO/VIA terminal are ideal locations for this purpose because they’re terminals for the route and typically have high boarding and alighting activity. Headway control strategies can be limited to the Green Line which provides 10- minute or better service in the peak season, and can be fulfilled with a dedicated on-street supervisor on duty from 11am to 7pm each day during the peak season. This would require the equivalent of 1.5 full-time positions. 4.1.2 Dwell Times The long dwell times for buses observed at high volume stops is due to a combination of slow fare validation and questions from tourists. Options to address the slow fare validation are discussed in Section 6.2. Lengthy dwell times are most prevalent at Table Rock Centre. As a result, strategies to address delays due to lengthy dwell times focus on this location. In conjunction with the fare technology options discussed in Section 6.2.3, an operational fare collection policy change that should be implemented would be to allow fare validation prior to boarding at Table Rock Centre. By making the bus platforms at Table Rock Centre “fare-paid zones” passengers could board at all doors thereby expediting the boarding process and decreasing dwell times. In support of this change, signage would be required on the platform directing people to fare validation machines. Announcements can be made to direct people to board from all doors. Since there are no barriers on the platforms, this policy change would be “honour-based”. Typically, this approach is accompanied by fare enforcement, carried out by fare inspectors on-board the transit vehicle. However, given the passenger loads on the Green Line during Page 149 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 17 the peak seasons, on-board fare inspectors may not be practical. Instead, the on-road supervisor proposed in the previous section or other supervisory staff could conduct spot checks to monitor compliance. Questions from tourists also contribute to dwell time delays on the WVTS. Given the nature of the service, this is unavoidable, but can be mitigated with the presence of Parks staff at key locations during the peak season to field questions. The Parks’ Ambassador Program run by NPC is a successful example of this type of initiative and can be utilized to help minimize delays related to questions. Parks’ ambassadors can be stationed at Table Rock Centre to answer questions, and can direct passengers on where to wait for and board buses. They can also provide assistance with fare validation should the option for a fare validation prior to boarding buses be considered. During the operational review, one Parks’ ambassador was spotted at Table Rock Centre, but the information kiosk was unstaffed. With the high passenger volumes during the peak season, an increased presence of Parks’ ambassadors is advisable as well as consistent staffing of the information kiosk. 4.2 Traffic Management Managing traffic operations is the most effective way to mitigate congestion delays to the WVTS. The City of Niagara Falls commissioned a Core Area Transportation (CAT) Management Plan (2019) to address transportation challenges in the core tourism area as a result of the crowds. The plan addresses all modes of transportation on big event days, small event days, and typical summer weekends. The main recommendations identified in the CAT plan that are directly related to issues observed during the WVTS operational review are included in this section. These recommendations include transit priority measures intended to improve WVTS operations and opportunities to expand enforcement of traffic control measures and car parking. To effectively meet the needs of the WVTS, NPC and CCNF will need to work closely together to implement the recommendations of the CAT plan and those identified in this report. 4.2.1 Transit Priority Measures Transit priority measures (TPM) can address delay issues and improve the overall performance of the WVTS. TPM include regulatory, transit signal priority (TSP), and physical actions. Regulatory measures include legislation or regulations such as parking restrictions, lane-use restrictions, and transit- exemptions-to-movement restrictions (e.g. allowing through movements for buses on “right-turn only” lanes). The application of regulatory measures generally occurs through by-laws and requires signage for enforcement. TSP measures are the adjustment of signal phase times and/or phase sequences to prioritize transit movements at signalized intersections. Physical measures are dedicated infrastructure intended to minimize interaction between transit Page 150 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 18 vehicles and other vehicles, and can include dedicated transit lanes, queue jump lanes, or high occupancy vehicle (HOV) lanes. Combining regulatory and physical TPM with TSP is considered to be the most effective approach. To improve WVTS operations, physical TPM can be applied locally at specific intersections and stops, supported by regulatory measures and TSP where applicable. The CAT plan includes TPM that can be considered in the core tourism area. Further study by NPC and CCNF is recommended to assess the opportunities to implement transit priority measures in the core tourism area. Specific TPM to consider implementing permanently or during peak seasons subject to further analysis, include: • Implementing a bus-only or HOV lane on the southbound section of the Niagara Parkway between Murray Street and the southern entrance of Table Rock Centre to create time-savings for all WVTS routes. • Implementing bus-only signage, or the application of red paint on bus stops along the Niagara Parkway, may be a more visible deterrent to informal pick-up drop-off (PUDO) activity at stops, and can create time-savings for the Green Line (Exhibit 4-1). Exhibit 4-1: Informal PUDO Activity at WVTS Stop on the Niagara Parkway • Designating PUDO locations and restricting on-street parking at locations recommended in the CAT plan can reduce the informal PUDO and illegal stopping observed to improve WVTS operations. The locations specified in the CAT plan are Table Rock Centre, Clifton Hill, and Queen Victoria Park, near the Park Police building. • Exempting buses from turn restrictions using regulatory signage at the intersection of Ferry Street and Stanley Avenue would allow the Red Line to use the right-turn lane to jump queues at the intersection (Exhibit 4-2). This exemption would benefit the existing westbound Red Line or the proposed eastbound Red Line. Page 151 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 19 Exhibit 4-2: Right-turn Only Lanes on Ferry Street Source: Google Maps • Restricting northbound left turns to allow buses only at the Clifton Hill and the Niagara Parkway intersection during peak seasons can create time-savings for the existing westbound Red and Blue routes (Exhibit 4-3). This regulatory measure can be accompanied with a transit signal. This change would have no effect on the proposed Red Line route revision. It could also provide an overall benefit to traffic flow. Exhibit 4-3: Northbound Left Turn onto Clifton Hill • Restricting northbound left turns to allow buses only at the Murray Street and the Niagara Parkway intersection during peak seasons can create time-savings for the existing westbound Red Express and for the proposed westbound Red Line and the proposed southbound Blue Line (Exhibit 4-4). This regulatory measure can be accompanied by a transit signal but would require signalization of the intersection. Page 152 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 20 Exhibit 4-4: Northbound Left Turn onto Murray St The intersection of Murray Street and the Niagara Parkway is a pinch point due to the lack of a traffic signal and the access point for the Queen Victoria parking lot (Exhibit 4-5). This location would benefit from further analysis to explore opportunities to prioritize the safe and efficient movement of people over motorized traffic. Exhibit 4-5: Murray Street and the Niagara Parkway Similarly, Clifton Hill, with its many accesses, on-street parking and high pedestrian volumes would benefit from the restriction of motorized traffic. The proposed removal of the Red Line from Clifton Hill addresses the operational pinch points for the route along that corridor. Page 153 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 21 4.2.2 Stop Placement The placement of transit stops can improve access for riders and create efficiency for operations through better positioning and consolidation. In general, the placement of stops is dictated by: • the operational requirements of the service offered (typically high- coverage services versus rapid and express services), which determine the spacing of stops; and, • safety of operations. For the WVTS, whose primary purpose is convenience and access to attractions for riders, the spacing of stops prioritizes coverage meaning more stops are provided to allow riders many opportunities to access the service. However, given the congestion issues in the core area, consideration should be given to rationalizing or consolidating stops. While this would moderately increase access distances, major trip generators would still be well-served. Locations that may benefit from a stop rationalization process include Lundy’s Lane and Fallsview Blvd. To rationalize stops while maintaining a minimal walking distance to attractions and safe operations, it is recommended that WVTS review its stop placement procedures. Although the WVTS will still have to maintain a high coverage service, reconsidering the placement of some stops can help improve the operating speeds of its routes and address schedule adherence issues. A typical stop placement procedure for new or relocated stops would involve: • Identifying major trip generators, signalized intersections, and intersecting routes along the route or corridor for major stops; • Identifying minor trip generators, intersecting roadways and pedestrian pathways that can connect trip generators to the route or corridor for additional stops as needed to avoid placing stops too closely together, keeping in mind the operational needs of the route; and • Reviewing site conditions to identify the appropriate location and dimensions of the stops, once a general stop spacing pattern has been identified. Page 154 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 22 The site conditions determine the location of the stop in relation to an intersection (near-side, far-side, or mid-block, as illustrated in Exhibit 4-6), and the dimensions of the stop zone to accommodate boarding and alighting activities. High-coverage services such as the WVTS, typically provide a mix of near-side, far-side and mid-block stops whereas express services typically utilize far- side stops combined with TPM. Near-side and far-side stops are preferred because they reduce the walking distance at signalized intersections and discourage mid- block crossings by transit users. Mid-block stops are generally only used to provide access to major trip generators. Rationalizing stops to reduce the instances of mid-block stops where there are no major trip generators can improve operations for the service. To accommodate the TPM as recommended in Section 4.2.1, the stops on Ferry Street and Stanley Avenue should be relocated to the far-side. The bus stop “zone” is the area along the curbside reserved for bus boarding and alighting activities, and includes three elements: • A pull-in zone which the bus uses to manoeuvre to the curb; • The bus stop itself, the length of the transit vehicle, with a sign/marker and information signage, includes the curb and sidewalk or platform area for transit riders where they wait for, board, or alight from the vehicle; and • A pull-out zone, ahead of the bus stop sign to allow the bus to pull away from the curb. The minimum dimensions of the stop zone are a combination of these three elements and can vary based on whether the stop is located on the near-side, far-side, or mid-block, and whether the stop is in a bus bay. Note, bus bays are not favoured except for locations that may involve lengthy bus dwell times (such as on the Niagara Parkway) or layovers. All bus stop zones should be signed for “no parking”. Exhibit 4-7 shows the typical bus stop zone dimensions for near-side, far-side, and mid-block stops to accommodate both standard and articulated buses. Exhibit 4-6: Typical Stop Location Options Page 155 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 23 Exhibit 4-7: Recommended Stop Zone Dimensions for Standard and Articulated Buses The near-side stop dimensions do not include a pull-out zone because the bus can use the intersection to manoeuvre from the curb. This helps to minimize the amount of curb space required for near-side stops, as well as the distance to the intersection for transit riders. WVTS should review its stops to make sure they meet these stop zone dimensions to avoid conflict with other modes and clearance issues as observed at the Clifton Hill and Hornblower stop. WVTS should also add “No Stopping” signage for the entire length of its stop zones to deter informal PUDO activity at stops. 4.2.3 Enforcement Due to the volume of out-of-town visitors to Niagara Falls, enforcement can play a large role in mitigating congestion and deterring informal PUDO and illegal stopping. During the field visits, passenger PUDO activity and parking violations were observed as significant sources of delay at WVTS stops and at various stops, including Table Rock Centre. The existing signage prohibiting such activity was not enough of a deterrence and little enforcement was observed. The TPM recommendations should be supplemented with increased enforcement to make them more effective. Parks Commission police were observed helping with traffic control during the field visits, but a presence to educate motorists and enforce traffic infractions may be beneficial. 4.3 Events and Road Closures Congestion in the core tourism area is unavoidable during big event days due to the popularity of the Falls and other attractions. Delays for the WVTS are compounded by high pedestrian volumes and vehicular traffic. The increasing popularity of existing events, a well as a variety of new year-round programs at the Falls necessitate greater coordination during events and road closures between NPC and CCNF to maintain operational efficiency for the WVTS. A set of standard event detour plans, to the extent possible, and internal and external communications procedures can help maintain effective WVTS operations even with the congestion caused by events. Typically, events result in higher pedestrian volumes along the Niagara River, and restrictions or closures for the Niagara Parkway which, in turn, affects all the Near-side Mid-block Far-side Bus Zone Length (Bus Type) Pull-in (Behind) Total Length Pull-in (Behind) Pull-out (In Front) Total Length Pull-in (Behind) Pull-out (In Front) Total Length 12.2m (Standard) 12.2m 24.4m 12.2m 7.6m 32m 3.0m 7.6m 22.8m 18.3m (Articulated) 18.3m 36.6m 18.3m 7.6m 44.2m 3.0m 7.6m 28.9m Page 156 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 24 intersecting streets. The northbound lane reduction from Table Rock to Murray Street was implemented to mitigate the pedestrian network capacity constraints and reduce the need for full closures during events. However, without measures to improve transit priority during events, WVTS buses are subject to significant delays on streets adjacent to the roads closed as a result of events. The standard detour routing used for big event days, such as New Year’s Eve, reduces the coverage of the network in order to maintain essential connections while avoiding the most congested areas. If the detour routing is combined with temporary TPM, WVTS buses will have priority on surface streets to move more people efficiently through the service area. Temporary TPM for events would include: • exemptions for WVTS buses on closed roads where possible; • bus-only lanes for the duration of events along minor roads where the WVTS is detoured; and • designating park and ride locations outside of the core area supplemented by shuttle connections to key destinations to reduce private vehicle use in the core area. A key consideration in managing operations for big events is communications. For all major events, CCNF facilitates operational planning meetings with various stakeholders including NPC staff, emergency services, and business owners. These meetings inform stakeholders about road closures, the location of barriers, and traffic management plans. WVTS travel information is communicated through these operational planning meetings, and can be further disseminated through stakeholder communications channels to inform a wider audience. 4.4 Key Recommendations The foregoing congestion mitigation measures and actions are presented below as recommendations for immediate action, for short-term consideration, and for long-term consideration. 4.4.1 Immediate Action Recommendations for immediate action have the potential for significant benefits for WVTS and can be undertaken with limited additional resources. These recommendations are outlined below. • Headway control strategies, specifically holding buses and limiting bunched buses to drop-offs only, should be applied to the Green Line at Table Rock Centre during the peak season. This strategy would be the responsibility of the existing on-street supervisor. Page 157 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 25 • Provide an increased presence of Parks Ambassadors on platforms at Table Rock Centre to answer passenger questions, as well as consistent staffing of the information kiosk to assist with fare related questions. • Implement bus-only signage and the application of red pavement paint at bus stops along the Niagara Parkway to provide a more visible deterrent to informal pick-up drop-off (PUDO) activity at stops. • Designate PUDO locations and restricting on-street parking at the locations recommended in the CAT plan to reduce the informal PUDO and illegal stopping observed during this study. • Add clear “No Stopping” signage for the entire length of the WVTS stop zones to deter informal PUDO activity at stops. • Increase enforcement of no stopping or parking restrictions at WVTS (and NFT) bus stops through collaboration between NPC and CCNF police. • Communicate WVTS event detours and temporary TPM through stakeholder channels to reach a wider audience about route changes during events. 4.4.2 Short-term Consideration Recommendations for short-term consideration also have the potential for significant benefits but require a higher investment of resources. These recommendations are outlined below. • Allow fare validation prior to boarding at Table Rock Centre by making the bus platforms “fare-paid zones” and allow all-door boarding to decrease dwell time. This option has further dependencies, discussed in Section 6.2.3. • Implement a bus-only or HOV lane on the southbound stretch of Niagara Parkway between Murray St and the southern entrance of Table Rock Centre to create time-savings for all WVTS routes. • Exempt buses from turn restrictions using regulatory signage at the intersection of Ferry Street and Stanley Avenue to allow the Red Line to use the right-turn lane to jump queues at the intersection. • Review bus stop locations to ensure they meet the recommended stop zone dimensions and avoid intersection clearance issues. • Combine the standard detour routing used for big event days, such as New Year’s Eve, with temporary TPM to give WVTS buses priority on surface streets in order to move more people efficiently through the service area. Page 158 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 26 4.4.3 Long-term Consideration Recommendations for long-term consideration also have the potential for significant benefits but incur higher costs and depend on buy-in from multiple stakeholders outside the WVTS to implement. These recommendations are outlined below. • Further analysis of the intersection of Murray Street and the Niagara Parkway to explore opportunities to prioritize the safe and efficient movement of people over private motorized traffic given the challenging configuration and lack of a signal. • Restrict northbound left turns to allow buses only at the Murray Street and the Niagara Parkway intersection during peak seasons to create time-savings for the proposed westbound Red Line and the proposed southbound Blue Line. This regulatory measure can be accompanied with a transit signal but would require signalization of the intersection. • Restrict northbound left turns to buses only at the Clifton Hill and Niagara Parkway intersection during peak seasons. This would produce time-savings for the Blue Line. This regulatory measure could be accompanied by a “transit-only” signal. Page 159 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 27 5 System Management and Policies The NPC and CCNF operate the WVTS independently but have common goals for the service as defined and governed by an operating agreement. The goals of the WVTS are to: • Support and encourage public and private investments in tourism; • Relieve traffic congestion and create convenient connections between tourist attractions in the City and the Parks; and • Operate in an efficient, safe, reliable and sustainable manner. During the operational review, three areas for improvement were identified for the better management of the WVTS and its operating policies and procedures. These opportunities, described in this section, relate to new considerations for the future operating agreement, consistent operating policies for the service, and improved communication procedures. 5.1 Operating Agreement As service on the WVTS has evolved so has the need to update the operating agreement and develop new policies. Through this operational review, four new policies have been identified for inclusion in the update to the operating agreement. These are: • Use of Closed-Circuit TV (CCTV) on WVTS buses. The policies regarding CCTV on the WVTS should be consistent for both the CCNF and the NPC, and should balance the safety of employees and riders with the individual right-to-privacy. The operating agreement should include guidelines to ensure consistency on the use, maintenance, access, documentation and storage of records, in accordance with the privacy provisions of the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA). The operating agreement should also outline the roles and responsibilities of CCNF and NPC staff regarding the CCTV policy. Roles and responsibilities to be defined include staff or contractors trained and authorized to: − Operate and maintain the video equipment; − Respond to privacy complaints and investigate security or privacy breaches; − Process access requests for video recordings; and − Review and update policy as required. Page 160 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 28 • Increased On-street supervision of the WVTS to monitor service delivery and reliability. The Red and Blue Lines are supervised by NFT staff, along with other NFT routes, but the Green Line has dedicated supervision. To mitigate congestion-related delays for the WVTS, this report recommends increased responsibility for on-street supervisors in managing headways. This role should be consistent for all WVTS routes, and the operating agreement can provide guidance for allocating resources to maintain service reliability, responding to incidents and communicating with dispatch. • Improved On-street infrastructure, specifically signage and accessibility. The visual identity of the system is inconsistent outside of the core tourism area, which can make it difficult for users to identify stops. In addition, the Accessibility for Ontarians with Disabilities Act (AODA) legislates that public services should be accessible to people with disabilities, outlining a goal of a fully accessible province by 2025. As extensions of the WVTS service, all transit stops must therefore be accessible. According to the operating agreement, the NPC was responsible for the upgrade of the People Mover stations in the Parks to be used by the WVTS. The responsibility for other stops is not outlined in the operating agreement. Given the recommended routing changes and related capital costs for stop changes to ensure accessibility, the updated operating agreement should provide guidance for the providing and maintaining on-street infrastructure. Consideration should also be made for seeking infrastructure funding opportunities through the provincial and federal government. • Fleet management, with consideration for the capital costs of refurbishment and/or replacement. As the WVTS fleet nears its planned life-cycle of 15 years, the cost to maintain the fleet will increase. Multi-year budgetary planning will be required to provide for the capital costs to refurbish and/or replace the fleet. The current operating agreement places the responsibility of upgrading, modifying, purchasing or replacing the fleet on the party that elects to undertake the effort. This might result in inconsistent investment in the WVTS fleet as CCNF and NPC may have different priorities. The updated operating agreement should provide consistent guidance for fleet upgrades and maintenance and cost sharing considerations to undertake the required work or actions. A fleet management plan with capital costs for replacement based on a targeted life-cycle suited to the needs of the WVTS, and a mid-life refurbishing program, should be prepared to inform the update to the operating agreement. A fleet management plan for the WVTS would also put the service in a better position to consider transit infrastructure funding opportunities through the provincial and federal government. Page 161 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 29 Mid-life bus refurbishing costs can be in the range of $150,000 depending on the extent of the work undertaken and, in particular, whether major components like the engine, transmission and Heating/Ventilation system need to be replaced. Typically, these systems are replaced as the need occurs such that mid-life refurbishing focuses on exterior body, underframe and interior repairs, upgrading and painting. For vehicle replacement based on a 15-year life-cycle, and given that the current fleet was purchased essentially at one time, the NPC/CCNF should plan to replace the fleet on a gradual basis in order to even out the capital funding requirement as well as future fleet maintenance work. Combined with a program of mid-life refurbishment for part of the fleet, given that the buses are now 10 years old, a phased approach combining early and delayed replacement should be developed. Depending on the vehicle technology (fuel, vehicle length) selected and other specifications, new 12.2 metre and 18 metre vehicle prices for clean diesel are approximately $550,000 and $750,000 respectively. Hybrid diesel- electric would be approximately $150,000 to $200,000 more while battery-electric buses would be in the range of $900,000 to $1.1 million. 5.2 Operating Policies Although the WVTS and NFT services have different priorities and markets, they operate in the same geographic environment with many riders using both services. As such, there is a need to adopt consistent policies related to day-to- day operations of the WVTS to minimize conflict and inconsistencies from both a staff and a user perspective. The three main policy differences found during the operational review are related to accessibility and wheelchair securement, strollers, and pets. • Accessibility: Wheelchair securement policies and practices differ between the NPC and NFT operated WVTS routes. The Green Line buses have a different seating configuration to allow more standing room and higher capacity, which can be challenging to navigate with a more prescriptive wheelchair securement policy. However, the higher policy standard, as practised by the NFT is preferred for risk management considerations. It is recommended that the NPC update their wheelchair securement policy, in accordance with the AODA to require mobility devices be secured, with assistance provided upon request (O. Reg 191/11, s. 44(1)). Signage to that effect should be posted on the WVTS routes, and operators should be provided with training to assist with mobility devices when requested. Page 162 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 30 • Strollers: Although specified on the WVTS website, the application of the stroller policy is not consistent throughout the system, mainly due to the differences in ridership on the routes. The Green Line, which is more often operating at or near capacity is required to apply the stroller policy more often than the Red and Blue Lines. Communicating that unfolded strollers are only permitted if space is available on-board using signage on all WVTS buses is recommended to limit confusion. • Pet Policy: The application of the pet policy is not consistent throughout WVTS and with the connecting GO service, creating potential confusion for riders. Communicating that non-certified small dogs and animals are only allowed on board WVTS buses when placed in animal carriers is recommended to minimize confusion for users and for risk management purposes. 5.3 Communications The main communications challenges identified through the operational review are primarily due to limited formal procedures to coordinate key activities. To address these issues, internal communications procedures should be identified and implemented for: • The implementation of service changes, including routing realignments and changes in service levels; • Non-emergency road closures and detour plans that differ from the standard detour plans for big events; • Performance monitoring, including the collection of statistics about the operation of the service to establish a clear picture of system’s operational needs; and • Passenger feedback, including sharing complaints and coordinating responses. These topics should be included in the discussions during the bi-monthly WVTS planning meetings to keep all parties up-to-date on any changes. External communications for the WVTS is mainly done through the stand-alone WVTS website, the primary customer interface. This presents a significant challenge as there are no dedicated staff resources to maintain the website. This is a significant challenge as the website does not provide any real-time updates for detours and significant delays. More critically, it is not designed to meet Web Content Accessibility Guidelines (WCAG) as required by AODA. It is recommended that the WVTS undertake the task of updating the website to meet accessibility guidelines and provide real-time rider alerts, particularly during big events. Page 163 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 31 Dedicated staff resources should be considered for performance monitoring, reviewing and responding to passenger feedback, and for maintaining the WVTS website. 5.4 Key Recommendations The foregoing system management and policy actions are classified below as recommendations for immediate action and for short-term consideration. 5.4.1 Immediate Action The recommendations for immediate action will inform the update to the operating agreement and clarify day-to-day operating policies for both parties, as well as improve communications. The following actions are required for inclusion in the operating agreement: • Create a CCTV policy for the WVTS that outlines its use and the roles of the NPC and CCNF staff; • Update the role of on-street supervisors to apply to all WVTS routes and to include the added responsibilities of headway management (as discussed in Section 4.1.1); • Review and update the responsibilities for upgrading on-street infrastructure to meet AODA requirements, and for maintaining stop infrastructure; and • Develop a fleet management plan with capital costs for replacement based on a targeted life-cycle suited to the needs of the WVTS, and a mid-life refurbishing program. The following actions can be undertaken with limited additional resources, including: • Update signage on buses to clarify the wheelchair securement, stroller, and pet policies; • Provide training for operators on assisting with mobility devices if requested; and • Update internal communication procedures and assign dedicated staff resources to keep all parties up-to-date on specific topics, such as service changes, road closures, performance trends, and passenger feedback. Page 164 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 32 5.4.2 Short-term Consideration Recommendations for short-term consideration also have the potential for significant benefits but require a higher investment of resources. These recommendations are outlined below. • Update the WVTS website to meet accessibility guidelines as required by the AODA. • Assign dedicated staff resources to maintain the website and keep content up-to-date, including real-time updates for detours and significant delays during big event days Page 165 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 33 6 Fares During the operational review, a number of fare administration and technology issues were identified through meetings with NPC and CCNF and through independent field visits. This section proposes opportunities to address fare administration and technology needs so that resources can be focused effectively. 6.1 Fare Administration WVTS fares are smart card-based, allowing users to ride any WVTS bus and transfer between WVTS lines in an unlimited, hop-on/hop-off manner for the duration of the pass. This timed access begins when a user validates their pass upon boarding their first WVTS bus. The fare cards are programmed by CCNF and distributed by NPC. Between 2013 and 2018, WVTS pass sales have increased significantly. The Adventure Pass, which includes a 48-hour pass, is the most popular fare product. This is followed by the Host Card, which includes a 24-hour pass, then the standalone 24-hour pass and finally the standalone 48-hour pass. Overall, this results in a relatively even split between 24-hour and 48-hour passes. The 24-hour pass includes a grace period that allows riders to access the WVTS until midnight the day after its activation. This grace period is not provided for the 48-hour pass which creates confusion for riders and messaging challenges for WVTS staff. Further, the grace period on the 24-hour passes limits differentiation between the two pass types; in practice most riders have access to the service for about two days regardless of which pass they acquire. To ensure consistency and differentiation between these products, WVTS should consider: • Removing the grace period on the 24-hour passes, which may result in slightly higher fare revenue; or • Extending the grace period available on the 24-hour passes to the 48-hour passes. Extending the grace period to the 48-hour pass would have benefits for customers without significant additional costs to the system. Each of these options is supported by existing WVTS fare technology, as well as the fare technology options discussed in Section 6.2.3. Page 166 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 34 6.2 Fare Technology This section assesses the WVTS fare collection technology. It identifies fare technology challenges experienced by NFT and NPC, summarizes and prioritizes needs based on those challenges, and proposes opportunities to address those needs so that resources can be focused effectively. Our data sources include: • Background documentation provided by WVTS stakeholders; • Field visits and observations conducted over several days, including the August 2019 long weekend; • Prior experience with WVTS deployment and operations; • Onsite interviews with NPC stakeholders (September 16, 2019); and • Onsite interviews with NFT stakeholders (October 3, 2019). 6.2.1 Existing Fare Equipment WVTS on-board fare equipment is provided by Trapeze; the specific on-board equipment differs depending on whether the bus is operated by NFT or NPC On NFT operated WVTS buses, the on-board fare equipment is a mix of: • V36 fareboxes; • V36 fareboxes with “upgrade kits”; and • EZFare fareboxes. Because NFT shares on-board fare equipment with their regular fleet, the specific mix of fare equipment can change from time to time. NFT has the ability to change fareboxes between buses to consolidate a single model on the WVTS fleet, if desired. On NPC operated WVTS buses, the on-board fare equipment consists of a talisman smart card reader (front door only). In the past, there have been instances where NFT WVTS buses were informally lent to NPC, this no longer occurs. However, NFT does lease 2 WVTS buses to NPC during the summer peak. Vehicles leased to NPC retain NFT fare equipment. 6.2.2 Fare Technology Needs A number of issues were identified during meetings with NPC and NFT, as well as during independent field visits. The issues are summarized in Exhibit 6-1, and mapped to specific needs and agency affected. Page 167 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 35 Exhibit 6-1: Needs Identification Item Issue Need N F T N P C I.1 Slow card validation (up to 3 seconds per card) delays boarding and/or results in riders being “waved aboard” without validation. Faster boarding ✓ ✓ I.2 Card validators are installed at front of buses, limiting all boarding to front-door only Faster boarding ✓ ✓ I.3 Riders with questions blocks other riders from boarding. Faster boarding ✓ ✓ I.4 Fare equipment data is unreliable and regularly experiences failures. Vendor supported and maintained fare collection system ✓ ✓ I.5 Fare system software not well maintained by Trapeze (e.g. still runs Windows XP). Vendor supported and maintained fare collection system ✓ ✓ I.6 Fare system support from Trapeze is limited and slow. Vendor supported and maintained fare collection system ✓ ✓ I.7 Trapeze cannot provide consistent fare collection equipment (e.g. V36 fareboxes no longer available). Vendor supported and maintained fare collection system ✓ ✓ I.8 Riders pre-purchase packages that include WVTS passes, but have no valid fare media until they get to Table Rock. Provide fare media with online packages ✓ ✓ I.9 WVTS fare media is expensive for something that is not re-used. ($0.65/Card) Sustainable fare media ✓ ✓ I.10 Long queues to purchase/collect WVTS fare media at NPC kiosks during peak periods Additional fare media acquisition options ✓ I.11 Limited and dated communication of fare options, polices and information to riders Comprehensive and maintained website ✓ ✓ I.12 Inconsistent fare products between NFT operated red/blue lines and NPC operated green/orange lines. Consistent fare products ✓ ✓ I.13 Ridership and performance reporting are not available in an easily understandable format. Improved data tools and resources ✓ ✓ I.14 NPC and NFT have limited resources to utilize collected data. Improved data tools and resources ✓ ✓ Page 168 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 36 Issues identified in Exhibit 6-1 have been grouped into specific functional needs. This recognizes that sometimes several issues speak to similar underlying needs and should be addressed together in developing solutions. Exhibit 6-2 summarizes the identified needs and assigns an initial priority based on our understanding from discussions with NFT and NPC. Exhibit 6-2: Needs Prioritization Item Need Priority N.1 Faster boarding High N.2 Vendor supported and maintained fare collection system High N.3 Provide fare media with online packages High N.4 Sustainable fare media Medium N.5 Additional fare media acquisition options Medium N.6 Comprehensive and maintained website Medium N.7 Consistent fare products Low N.8 Improved data tools and resources Low 6.2.3 Fare Technology Options Fare technology options for consideration are identified in Exhibit 6-3, along with a mapping to specific needs addressed. This is followed by a discussion of each option including a description, relevant benefits and risks, and high-level costing information. Identified options consider industry best practices as well as the current state of the market. Some options represent alternate paths to the same end goal, as such it is not anticipated that WVTS would proceed with all options. Rather, this list should be seen as a starting point to a guided fare technology plan that ensures investments directly align with identified needs. Page 169 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 37 Exhibit 6-3: Fare Technology Options Item Options N.1 Faster Boarding N.2 Vendor supported and maintained fare collection system N.3 Provide fare media with online packages N.4 Sustainable fare media N.5 Additional fare media acquisition options N.6 Comprehensive and maintained website N.7 Consistent fare products N.8 Improved data tools and resources O.1 Trapeze remediation efforts ✓ O.2 Mobile ticketing ✓ ✓ ✓ ✓ ✓ ✓ O.3 Smart card system replacement ✓ ✓ ✓ ✓ ✓ O.4 Additional validators (all doors) ✓ O.5 Updated governance procedures ✓ ✓ O.6 Advanced reporting tools ✓ Option 1: Trapeze Remediation Efforts Description Fare validation times regularly approach 3 seconds. This represents a considerable degradation from past performance, and is not typical on other smart card systems or at other agencies using Trapeze fare systems. As such it represents a system defect that should be corrected by Trapeze. Questions to consider as part of troubleshooting this defect with Trapeze include: • What is the impact on validation times from the student card list that is loaded on each device (estimated to exceed 300,000 student cards)? Can the list be reduced? Are old cards being removed as new ones are added? • When did validation delay become noticeable and what changes were implemented around that time? • Is validation delay consistent across fare media and fare types? • Is validation delay consistent across all vehicles? Page 170 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 38 Benefits and Risks Benefits • Covered by existing contract • No additional hardware Risks • Inability to resolve: Previous troubleshooting has been unsuccessful. Although Trapeze has a responsibility to rectify this problem, there is a risk they lack the capability, resources, and/or commitment to do so. Costing As this represents a system defect, it is anticipated that troubleshooting efforts would be covered within the existing service contract. Option 2: Mobile Ticketing Description Mobile ticketing allows rider to purchase fares using their phones. Prior to boarding the rider activates the fare, which is then validated upon boarding the bus. Typically, fare purchasing is done through either a dedicated smartphone app, a website, or integration with other trip planning apps (e.g. Transit). This option deploys a standalone mobile ticketing system that supplements the smart card system. Mobile ticketing may be considered using simple visual validation, or with automated mobile ticket validators. • Visual validation is a fast and simple method of validation. When the ticket is activated the rider shows the ticket to the operator. These tickets will have embedded security features that make them difficult to forge or duplicate and would be easily verifiable by the operator. • For automated validation the ticket will include an electronic id (typically a QR code) and the onboard validator would read this code to confirm the ticket is genuine. There are many providers of mobile ticketing systems in the market (including some that have provided systems in the Niagara region) and they all work similarly, although some may provide additional functions over others. A key advantage of mobile ticketing is that these systems are typically hosted and already operational, and require minimal (if any) infrastructure investment, so they can be rapidly deployed. Page 171 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 39 Some agencies, including St. Catharines Transit, initially implement visual validation due to the potential for rapid deployment and the low capital cost, and transition to automated validation over time. Benefits and Risks Benefits • Fast: Fare validation, whether visual or automated, occurs quickly. Some riders may board without their fare activated on their phone, this would be the most significant source of delay. • Rider convenience: − Riders purchase and manage fares directly from their phone. − An internet connection is typically not required for a rider to activate a ticket, allowing them to purchase tickets in areas with data coverage but not requiring them to have data coverage to activate it. • Flexibility: Since most system processing occurs in the rider’s phone and in the cloud, upgrades are simpler to deploy. • Reduced sales infrastructure: Moving a portion of the sales online reduces resourcing requirements and line-ups at sales kiosks. • Supports occasional and tourist riders: No need to obtain physical fare media to take advantage of WVTS service. • Package integration: Potential for WVTS fares that are included as part of online packages to be provided and loaded onto mobile phones ahead of time. • Improved reporting: Mobile ticketing would include its own reporting tools. • Straightforward implementation: As a standalone system, mobile ticketing would be straightforward to implement. This is particularly the case for WVTS which has a relatively simple fare structure. • Integration opportunities: Potential for integration with widespread customer information and trip planning apps to promote uptake. Also, typically can have multiple agencies sell fares on a single platform. Risks • System fragmentation: Mobile ticketing would be a separate system from the smart card system, further increasing the number of systems that must be maintained and then queried for data. Page 172 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 40 • Fraud risk (if visually validated): Visually validated tickets rely on operators checking all tickets, somewhat increasing WVTS exposure to fraud. • Additional onboard hardware (if automatically validated): While automated validators are small and reliable, they remain another hardware item requiring physical space and maintenance on each vehicle. • Potential barriers for rider uptake: − Requires rider to have a smartphone. Smartphones are common but not universal, and this will limit access for some. − Typically requires the rider to download an app, sign-up for the service, and provide a credit card or debit card on file for payment. Costing Many mobile ticketing providers are moving toward the fare payment as a service model. In this model there would be no appreciable capital costs for central software. In the more traditional model capital costs for software would be estimated to be about $150,000 to $300,000. Operating costs for mobile ticketing typically involve a transaction fee. The size of the fee depends on vendor business model, with low upfront implementation costs often correlating with higher ongoing costs. Typically, we see costs of these fees as being 4%-6% on top of the credit card processing fees, for a total of about 7%-9%. Credit card processing fees may be offset by current fare purchase credit card transactions that are avoided. If automated validation is desired, this will require physical validators installed on each vehicle. Costs for validators have typically been in the $2,500 - $5,000 range (installed). Option 3: Smart Card System Replacement Description This option replaces the existing Trapeze smart card functionality with a new standalone smart card system. This system would work in a similar fashion to the current smart card system. New functionality that should be considered includes internet revaluing. This would allow riders to manage media value themselves, making it more convenient for them and reducing strain on physical resources for selling fares. New functionality that may also be considered would include open payment. Open payment would allow riders to tap on the bus to pay their fare using their Page 173 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 41 existing debit or credit cards. This would reduce the need for purchasing smart cards and provide particular convenience for occasional and tourist riders. On the NFT portion of the WVTS fleet, the existing fareboxes may remain; farebox use would be limited to cash and existing NFT fare media to maintain interoperability. Benefits and Risks Benefits • Fast: Typical smart card fare validation time are well under a second, significantly quicker than the three second timing experienced today. • Rider convenience: − Although riders still must obtain physical fare media, their value can be managed online. − If an open payment solution was implemented riders would not need to obtain physical fare media but could use their own credit or debit cards. • Supports occasional and tourist riders: Paper based temporary smart cards are typically in the $0.20 price range, representing a more sustainable approach for occasional and tourist riders. Open payment solutions expand further the support for occasional and tourist riders. • Improved reporting: A replacement smart card system would include its own reporting tools Risks • Consistency with conventional NFT fleet: Requires NFT to choose between upgrading conventional NFT buses in parallel, maintaining two systems in parallel, or accepting incompatibility between WVTS and conventional NFT vehicles. • Complex implementation: Replacing an in-use smart card system with a new one while maintaining service is a more complex implementation path. • Funding: Costs for this alternative are high. Securing funding for this solution could risk delaying implementation. Costing Estimated capital costs include: • Central system software: $250,000-$300,000 • On-board hardware: $4,000-$6,000 per vehicle Page 174 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 42 • Implementation services: $50,000-$100,000 • Point of sale machines: $2,000-$4,000 per machine Assuming 25 vehicles and 4 point of sale locations total capital cost is estimated as $408,000-$566,000 Operating costs are estimated at approximately 10% of capital costs. This includes hardware and software maintenance, hardware replacements, and software licencing fees. This is estimated to be $40,000-$56,000 per year. Option 4: Additional Validators Description This option deploys validators at all vehicle entrances to support all-door boarding. Benefits and Risks Benefits • Fast: Reduces boarding times by allowing all door boarding. • Supports occasional and tourist riders: A more straightforward boarding experience. • Reduced contact points: COVID-19 has resulted in a significant decrease in ridership across North American transit agencies; many agencies adjusted their operations for only rear door boarding. While many agencies are currently returning to conventional boarding, it is uncertain how frequently this response may be invoked in the future. Validators at all doors support this approach, and in the long-term also supports a more even distribution of riders. • Straightforward implementation: Adding validators, whether existing Trapeze units or provided as part of a mobile ticketing or smart card procurement, would be straightforward to implement. Risks • Additional onboard hardware: While validators are small and reliable, they remain another hardware item requiring physical space and maintenance on each vehicle. Costing Capital costs depend on which types of validators are deployed: • Trapeze Talisman validators: same as cost in current NFT contract • Mobile ticketing validators: $2,500-$5,000 per vehicle (see O.2) Page 175 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 43 • Replacement smart card system validators: $4,000-$6,000 per vehicle (see O.3) The ongoing operating costs associated with additional validators is small. As a relatively simple hardware component, a good rule of thumb would be 5% of the capital costs annually for maintenance and replacements. Option 5: Updated Governance Procedures Description This option speaks to identified fare needs that rely on technology systems to complete, but are not limited by available technology. Based on stakeholder discussions and review of available documentation, this applies to the following needs: • Comprehensive and maintained website • Consistent fare products Best practices would include a formal approach to regularly review and address each of the above needs, including: • Designated lead • Key stakeholders • Meeting frequency • Meeting agenda and review process • Decision making protocol • Process and timeline for implementing decisions The procedures, and the process that they put in place, do not need to be time consuming or onerous. By ensuring accountability, traceability, and regularity they may ultimately reduce overall effort by minimizing the need for larger scale synchronization efforts down the road. Benefits and Risks Benefits • Accountability: Designates a clear lead and process, so it is quickly apparent if necessary actions are occurring. • Rider experience: Presents WVTS as a seamless unified system to riders. Page 176 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 44 Risks • Resourcing: Requires an ongoing resources commitment to make and maintain changes. With a well set-up process, longer-term “maintenance” efforts should be much lower in total than shorter-term “correction” efforts. Costing None. Covered by existing NFT and NPC resources. Option 6: Advanced Reporting Tools Description This option integrates third-party reporting tools that expand on existing system reporting capabilities to support efficient and effective data analysis. Advanced reporting tools may save time for required reporting and enable WVTS stakeholders to make more data-driven decisions. Benefits and Risks Benefits • Use data more effectively: A dedicated reporting tool could automatically curate and analyze relevant transit data, allowing more effective data use given limited WVTS resources. • Knowledge transfer: Structured, automated reporting facilitates easier knowledge transfer by simplifying workflow and reducing manual processes. • Integrate multiple data sources: Reporting tools can integrate and utilize data from multiple sources and provide otherwise unavailable insights. For example, combining fare system data with CAD/AVL data. • Continuity: If reporting tools are effectively integrated with technology systems, reporting can remain consistent even as components evolve or are changed (e.g. upgrade/replacement of EZFare). Risks • Upfront effort: Advanced reporting tools require initial training effort to learn how to use the tool, rebuild some existing reports, and identify useful new reports. Costing Numerous off-the-shelf solutions are available, and costing models vary depending on reporting tool provider. Page 177 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 45 For example, Crystal Reports has a capital cost of $12,500 for one named user license and 5 concurrent access licenses, which includes the first year of maintenance. However, no other maintenance program is available for preplanned ongoing support beyond the initial year, and customers must buy discounted upgrade licenses in order to move to newer versions of the software. Each version of the software is supported, on average, for four to six years. In contrast, cloud-based reporting tools such as MicroStrategy or Tableau have limited or no upfront costs, instead relying on a subscription model. Most suppliers offer many different tiers of subscription access which come with significantly varying costs. Estimates vary from $5,000/year per user to over $200,000/year for enterprise licencing. A user such as WVTS would fall at the low end of this range, with the specific amount depending on scope, requirements, and timelines. 6.3 Key Recommendations The technology options discussed here are classified as options for immediate action, options for short-term consideration, and options for long-term consideration. 6.3.1 Immediate Action Options for immediate action are standalone options with clear potential benefits, which can be done at no cost and with limited resource requirements: • O.1 Trapeze remediation efforts • O.5 Updated governance procedures These options should be formalized and moved forward immediately. 6.3.2 Short-term Consideration Options for short-term consideration have clear potential benefits, but also significant costs and resource requirements: • O.2 Mobile ticketing • O.3 Smart card system replacement • O.4 Additional validators (all doors) For these options, the scale of benefits depends on which other options are exercised. For example: • While mobile ticketing (O.2) and a smart card system replacement (O.3) could both occur, one on its own may be sufficient to address WVTS needs. Page 178 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 46 • Additional validators (O.4) benefits rely on: − Trapeze remediation efforts being successful (O.1); or − Being implemented in conjunction with validated mobile ticketing (possible outcome of O.2); or − Being implemented in conjunction with smart card system replacement (O.3). The options having costs or risks that make them impractical may be eliminated from consideration. For example, smart card system replacement would necessitate either (1) a similar replacement on conventional NFT buses, (2) maintaining two parallel systems, or (3) accepting incompatibility between WVTS and NFT conventional vehicles. If none of these are practical the option can be eliminated. The remaining options should be subjected to in-depth assessment that validates required functionality and includes a business case. Once this is complete, and assuming it results in a decision to proceed with one or more options, specifications should be developed to support option procurement. 6.3.3 Long-term Consideration Options for long-term consideration are linked to lower priority needs with potential benefits that depend on other options: • O.6 Advanced reporting tools Other options under investigation (O.2, O.3) will include their own reporting tools. Since these tools may be sufficient for WVTS needs, and the need for improved data tools and resources is itself a low priority, a decision on proceeding with this option should be deferred. Once decisions have been made on the preceding options, the benefits and feasibility of advanced reporting tools should be re-assessed. Page 179 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 47 7 Next Steps This review of WVTS operations provides recommendations to improve WVTS service delivery, policies and infrastructure. Once the NPC and CCNF adopt the report as a guideline, it will inform the update to the operating agreement. The current operating agreement expires in August 2022. To meet that deadline, the foregoing recommendations and options for immediate action should be adopted accompanied by a performance monitoring program to inform the update to the operating agreement. The recommendations for immediate action are outlined below. Service Levels and Route Re-structuring • Implement the route revisions on the Blue Line to eliminate the mid- route layover, creating more direct connections to the hotels along Fallsview Blvd from Table Rock Centre. • Formalize and promote the GO connection, operating it year-round to match expanded GO train service estimated at approximately 320 revenue hours annually. Congestion Mitigation • Headway control strategies, specifically holding buses and limiting bunched buses to drop-offs only, should be applied to the Green Line at Table Rock Centre during the peak season. This strategy would be the responsibility of the Green Line on-street supervisor. • Provide an increased presence of Parks Ambassadors on platforms at Table Rock Centre to answer passenger questions, as well as consistent staffing of the information kiosk to assist with fare related questions. • Implement bus-only signage and the application of red paint on bus stops along Niagara Parkway to provide a more visible deterrent to informal pick-up drop-off (PUDO) activity at stops. • Designate PUDO locations and restricting on-street parking at locations recommended in the CAT plan to reduce the informal PUDO and illegal stopping observed. • Add clear “No Stopping” signage for the entire length of the WVTS stop zones to deter informal PUDO activity at stops. Page 180 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 48 • Communicate WVTS event detours and temporary TPM through stakeholder channels to reach a wider audience about route changes. System Management and Policies • Create a CCTV policy for the WVTS that outlines its use, and the roles of the NPC and CCNF staff. • Update the role of on-street supervisors to include all WVTS routes and to specifically include the added responsibility of headway management. • Review and update the responsibilities for upgrading on-street infrastructure to meet AODA requirements, and for maintaining stop infrastructure. • Develop a fleet management plan with capital costs for replacement based on a targeted life-cycle suited to the needs of the WVTS, and a mid-life refurbishing program. • Update signage on buses to clarify the wheelchair securement, stroller, and pet policies. • Provide training for operators on assisting with mobility devices if requested. • Update internal communication procedures and assign dedicated staff resources to keep all parties up-to-date on specific topics, such as service changes, road closures, performance trends, and passenger feedback. Fares • Implement Trapeze remediation efforts (O.1), including troubleshooting and correcting the system defects with support from Trapeze. • Update governance procedures (O.5), including a formal approach to regularly review and address website maintenance and fare products to ensure accountability and traceability. Performance Monitoring Performance monitoring activities are recommended upon the implementation of these immediate actions, to measure the benefits of the service and policy changes on operations and the passenger experience. Two main activities are recommended: Page 181 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 49 • Collect and review ridership data, comparing route level ridership after implementation of route revisions and headway control strategies to ridership before these changes; and • Collect and review passenger feedback regarding the service. This can be done through the inclusion of a WVTS-specific set of questions in the annual Niagara Parks Customer Satisfaction Survey. Monitoring activities should be conducted annually, including collecting statistics about the operation of the service to establish a clear picture of system’s operational needs to inform the WVTS service delivery and capital planning processes. The WVTS operational review process should be repeated every five years as recommended in the operating agreement to review adherence to the agreement and identify opportunities for improvement. Page 182 of 459 FINAL REPORT WEGO Visitor Transportation Services Operational Review Recommendations Prepared for Niagara Parks Commission and City of Niagara Falls by IBI Group January 12, 2021 Page 183 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls Table of Contents January 12, 2021 i 1 Introduction ............................................................................................... 3 2 Results of Operational Review ................................................................. 4 2.1 Service Levels and Performance ...................................................... 4 2.2 Congestion Mitigation ....................................................................... 5 2.3 System Management and Policies .................................................... 5 2.4 Fares ................................................................................................ 6 3 Service Levels and Route Re-structuring ............................................... 8 3.1 Evaluating Service Levels ................................................................. 8 3.2 Routing Improvements .................................................................... 10 3.3 GO Connection ............................................................................... 13 3.4 Key Recommendations ................................................................... 14 4 Congestion Mitigation ............................................................................. 15 4.1 Transit Operations Management .................................................... 15 4.2 Traffic Management ........................................................................ 17 4.3 Events and Road Closures ............................................................. 23 4.4 Key Recommendations ................................................................... 24 5 System Management and Policies ......................................................... 27 5.1 Operating Agreement ..................................................................... 27 5.2 Operating Policies ........................................................................... 29 5.3 Communications ............................................................................. 30 5.4 Key Recommendations ................................................................... 31 6 Fares ......................................................................................................... 33 6.1 Fare Administration ......................................................................... 33 6.2 Fare Technology ............................................................................. 34 Page 184 of 459 IBI GROUP FINAL REPORT WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls Table of Contents (continued) January 12, 2021 ii 6.3 Key Recommendations ................................................................... 45 7 Next Steps ................................................................................................ 47 List of Exhibits Exhibit 3-1: Average WVTS Ridership by Month, Excluding City Rides (2013- 2018) ................................................................................................................... 9 Exhibit 3-2: Proposed Red Line Re-structuring .................................................. 11 Exhibit 3-3: Proposed Blue Line Re-structuring ................................................. 12 Exhibit 4-1: Informal PUDO Activity at WVTS Stop on the Niagara Parkway .... 18 Exhibit 4-2: Right-turn Only Lanes on Ferry Street ............................................ 19 Exhibit 4-3: Northbound Left Turn onto Clifton Hill ............................................. 19 Exhibit 4-4: Northbound Left Turn onto Murray St ............................................. 20 Exhibit 4-5: Murray Street and the Niagara Parkway ......................................... 20 Exhibit 4-6: Typical Stop Location Options ........................................................ 22 Exhibit 4-7: Recommended Stop Zone Dimensions for Standard and Articulated Buses ................................................................................................................ 23 Exhibit 6-1: Needs Identification ........................................................................ 35 Exhibit 6-2: Needs Prioritization ......................................................................... 36 Exhibit 6-3: Fare Technology Options ................................................................ 37 Page 185 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 3 1 Introduction The WEGO Visitor Transportation Service (WVTS) provides a convenient travel experience for area residents and visitors to the Niagara parks and tourist destinations and accommodations within the city of Niagara Falls. The WVTS has been in operation since 2012 and serves over one million rides annually. It is jointly operated by the Niagara Parks Commission (NPC) and the Corporation of the City of Niagara Falls (CCNF). This system replaced the Parks Commission’s 26-year old People Mover service and integrated it with three Falls Shuttle routes operated by the City of Niagara Falls serving the provincially-designated parks along the Niagara Parkway adjacent to the Niagara River and Horseshoe Falls. The system’s operation is governed by a ten (10) year operating agreement outlining the goals of the WVTS, and the shared roles and responsibilities of the NPC and CCNF. As the operating agreement nears the end of its term (August 2022), an operational review and analysis of the WVTS was conducted to identify areas for improvement in the operations and to update the agreement. This technical report builds on the operational review of existing WVTS to identify opportunities to improve the operations and governance of the service and meet the objective for convenient transportation access to the Falls and other tourism areas within the Niagara parks. The report is divided into three main sections: • the summary and key findings of the results of the operational review, in section 2; • the recommendations are included in each of the sections, and are structured as follows: − Section 3 outlines service level and opportunities for route re- structuring to better serve customers; − Section 4 provides options to mitigate congestion through transit operations and traffic management; − Section 5 identifies additional considerations for the new operating agreement, as well as operational policies and practices to improve consistency between the two agencies; − Section 6 provides considerations to improve fare administration processes and fare technology; and • The next steps for the WVTS are outlined in section 7. Page 186 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 4 2 Results of Operational Review The operational review of the existing WVTS provided the key directions that shaped the recommendations for the service. These key findings, outlined in this section, will inform the update to the operating agreement between the NPC and the CCNF. The key findings are related to four main topics: service levels and performance, congestion mitigation, system management and policies; and fares. Sections 3 to 6 explore opportunities to address these issues in detail. 2.1 Service Levels and Performance The WVTS ridership is driven by visitors to the park, and dominated by the summer peak, when service levels are highest. Ridership grew by 17% between 2013 and 2018, but has plateaued in recent years. To address this plateau, the operational review identified the following key findings, which are opportunities to improve service. • The low service levels offered in the off-peak seasons result in longer wait times for users. Despite this, ridership on all the routes is growing in the shoulder seasons, particularly in June and September. • The Blue Line is the only WVTS route to have lower ridership in 2018 than in 2013. Its alignment and low average operating speed result in lengthy travel times, making the route unattractive to riders. • Ridership on the Red and Blue Lines has two markets: tourist trips, and regular public transit users. On the Red Line and Red Express Pilot, public transit (NFT) ridership has grown to eclipse WVTS-only rides indicating a need to review the service delivery arrangement and route structure which may not be adequately meeting the needs of the travel markets it serves. • The WVTS shuttle providing a complementary connection between the GO train and Table Rock Centre is unadvertised, resulting in limited use and confusion for riders. The ad hoc nature of the shuttle and the unpredictable ridership on the GO train make it difficult to quantify the resources needed to meet demand. Demand for the shuttle is expected to increase as GO service to the Falls expands. The GO connection should be formalized, and its resource requirements accounted for in order to continue to provide a reliable service. Page 187 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 5 2.2 Congestion Mitigation Traffic and pedestrian congestion are a significant challenge for the WVTS during the summer tourist season, late May to early September with high traffic volumes in the tourist core. This negatively impacts the on-time performance and schedule adherence for the transportation service. The operational review included field visits to evaluate critically congested locations, identified in collaboration with WVTS staff, supplemented by a review of available traffic count data. To develop options for mitigating delays caused by congestion, the operational review identified the following key findings. • Many of the intersections in the core tourism area operate above capacity especially on typical summer weekends, resulting in traffic congestion and delays for WVTS operations. This issue is compounded by high pedestrian volumes and is particularly challenging after big events at the Falls, or on big event days. • Private vehicle pick-up and drop-off activity is a common occurrence at stops and in the terminal, despite the existing signage. The restricting signage is not always visible, and there is no enforcement to deter the activity. • There are bunching issues on the Green Line with multiple buses arriving at once rather than on schedule especially at some high volume stops, such as Table Rock Centre. The high volume of riders boarding and alighting compounds delays and increases dwell times at these stops. • Schedule adherence is challenging on the Red Line, particularly in the afternoon peak period due to its routing along Clifton Hill. A realignment or re-structuring of the route should be considered. 2.3 System Management and Policies Although the WVTS is operated by two separate agencies, the two share a common goal for an efficient, safe, reliable and sustainable operation. As such, there is a need to adopt consistent policies to minimize conflict and inconsistencies from both a staff and a user perspective. Some policies should be considered in the update to the operating agreement while others can be considered through the adoption of operating policies and procedures. The operational review identified the following key findings to improve consistency between the two agencies and to be included in the update to the operating agreement. • Policies that are not outlined in the operating agreement but are relevant for the consistent management and administration of the WVTS include: Page 188 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 6 − The use of Closed-Circuit TV (CCTV) which requires balancing the need to ensure the safety of employees and riders with the individual right-to-privacy. − The provision of on-street supervision which is necessary to monitor service and ensure reliability and efficient delivery of the service. − Improved on-street infrastructure, specifically signage, which is inconsistent along the Red Line and Red Express Pilot routes. • Policies and procedures relevant to the day-to-day operations that require clarification include: − Accessibility: Wheelchair securement policies and practices differ between the NPC- and CCNF-operated WVTS routes. Given the common territory and customer base, as well as for risk management considerations, there should be a common practice and policy between the two services. − Strollers: Although specified on the WVTS website, the application of the stroller policy is not consistent throughout the system, which can cause confusion for riders. − Pet Policy: The application of the pet policy is not consistent throughout WVTS and with the connecting GO service, creating potential confusion for riders. • There are significant communications challenges both internally and externally for WVTS, primarily due to the lack of formal procedures to coordinate key activities, including: − Internal communications regarding service changes, road closures, performance monitoring, and passenger feedback; and − External communication through the website, which does not meet Web Content Accessibility Guidelines (WCAG) as required by the AODA and has limited staff resources dedicated to its maintenance. 2.4 Fares The WVTS faces challenges in its fare administration that can be confusing for users and costly for the system to maintain, as well as issues in its fare technology that result in delays for the service. The key findings below indicate opportunities for improving WVTS’s fare administration and technology. Page 189 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 7 • The WVTS 24-hour pass is significantly more popular than the 48- hour pass, and it offers a “grace period” allowing users access to the WVTS until midnight the day after its activation. This grace period takes away the advantage of the 48-hour pass for overnight visitors. In addition, 48-hour access to the service is provided through the Adventure Pass, the Adventure Pass Classic, and the Wonder Pass. • There is an opportunity to streamline the fare categories available, given the high cost of each fare card ($0.65) and the administrative burden to program and distribute fare cards. This will be particularly necessary as the Niagara Region explores a regional model for transit service delivery. • The slow fare validation time when boarding increases the dwell time for the service, causing delays at high volume stops. • The fare equipment data is unreliable and regularly experiences failures • The lack of vendor support for the maintenance of the fare collection system. Page 190 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 8 3 Service Levels and Route Re- structuring This section builds on the key findings of the operational review, summarized in Section 2.1, to identify opportunities to address the plateauing ridership of the WVTS through improvements to the service levels and routing. It also provides recommendations for the GO shuttle to improve the connectivity of the service and plan for its resource needs. 3.1 Evaluating Service Levels To accommodate the high demand for service in the summer and on weekends and holidays, the WVTS operates three distinct schedules, by season: winter, spring/fall, and summer. The dates for the seasonal schedules are: • Winter – Thanksgiving until the Friday before Victoria Day (Mid- October to mid-May); • Spring/Fall – The Friday before Victoria until Canada Day (mid-May to July 1st) and Labour Day until Thanksgiving (early-September to mid-October); and • Summer – Canada Day until Labour Day (July 1st to early- September). Within the Winter and Spring/Fall schedules, service levels also differ based on day of the week, and service time period, with higher service levels from Friday to Sunday, and on holidays. The result is a wide variation between the service levels during the peak season and the remainder of the year, and a high degree of complexity for the service. A key finding of the operational review was that this discrepancy can result in longer wait times for users during the off-peak seasons of Winter and Spring/Fall. Despite the variation in service levels, the operational review also noted growth in ridership on all the routes in the off-peak seasons. Exhibit 3-1 illustrates these ridership trends. The highest growth in ridership between 2013 and 2018 was in the month of April, which had nearly twice as many riders in 2018 as it did in 2013. November and March have the next highest increases in ridership during the same period, with a 76% and 69% increase respectively. Ridership in July and August is hardly growing, with both months only seeing a 3% increase in the same time period. The rate of growth in the off-peak seasons necessitates revisiting the level of service offered, which has not changed significantly for the winter and spring/fall schedules. Page 191 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 9 Exhibit 3-1: Average WVTS Ridership by Month, Excluding City Rides (2013-2018) To address the growth in demand in the shoulder seasons and reduce the complexity of the schedules, the next schedule updates should streamline the service periods. As Niagara Falls becomes more of a year-round destination, the WVTS should reflect this trend in its service levels to accommodate the new demand being generated. WVTS should consider two seasonal schedules to accommodate increasing demand in the shoulder seasons: • A peak season schedule that mirrors the current summer schedule, running from Canada Day until Labour Day (July 1st to early- September); and • An off-peak season schedule that combines the winter and spring/fall schedules, running from Labour Day until Canada Day (early- September to July 1st), maintaining the existing spring/fall level of service. These revised service schedules avoid the steep drop in level of service experienced in the winter and maintain a higher level of service on weekends and holidays to accommodate the ridership growth in the off-peak seasons. The new off-peak schedule will require approximately 10,000 additional annual service hours. Eliminating the spring/fall schedule and extending the summer schedule to run from Victoria Day to Thanksgiving is not proposed because the low service levels in the winter may not adequately address the growing demand in ridership. The implementation of the revised schedules should be accompanied by a monitoring program to assess ridership and demand. Ridership should be reviewed annually to determine whether the service levels of each of the K 100 K 200 K 300 K 400 K 500 K Avg Monthly Ridership 2013 2018 Page 192 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 10 seasonal schedules adequately serve demand and to determine whether additional service may be required. 3.2 Routing Improvements The operational review identified plateauing ridership on the Red and Blue Lines, despite the increasing visitors to the Niagara Parks. Although WVTS ridership on the Red Line has plateaued, regular transit ridership on the route has grown to eclipse WVTS ridership. For the Blue Line, the Falls Incline Railway operated by the NPC provides a more direct alternative for users wanting to access the hotels on Fallsview Boulevard. To address this issue, consideration should be given to revising the Blue Line route alignment to better serve the travel needs of users and operate more efficiently. The Green Line is routed along the Niagara Parkway providing direct access to various attractions and, as such, no routing issues were identified for the route. Therefore, this section outlines recommended routing improvements for the Red and Blue Lines only. 3.2.1 Red Line The main issues identified in the operational review for the Red Line are related to the challenges of serving its two distinct travel markets: tourists and city public transit users. The Red Line initially replaced a local route serving Lundy’s Lane, and was intended to serve as a combination WVTS and NFT route. Its alignment along Lundy’s Lane connecting various motels and plazas to the core tourist areas serves both city rides and tourist trips. The growth of city rides on the Red Line suggest a need to provide a parallel local service that better meets the needs of its two distinct travel markets. In 2019, a Red Express route was piloted, travelling between Campark and Table Rock Centre, to alleviate some of the schedule adherence issues on the Red Line. NFT is currently conducting a review of its transit services that involves exploring a parallel NFT route to serve Lundy’s Lane. These two activities present an opportunity to revise the routing of the Red Line within the core tourism district. The Red Line experiences significant delays along Clifton Hill, and partially duplicates the alignment of the Blue Line along Victoria Ave. This change was implemented with the elimination of the Purple Line. To reduce this service duplication and provide bi-directional service within the core tourism area, the Red Line should operate in a counter-clockwise loop along Victoria Avenue, Bender Avenue, Falls Avenue, and on to Table Rock Centre. This revised routing is shown in Exhibit 3-2. Page 193 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 11 Exhibit 3-2: Proposed Red Line Re-structuring The revised routing provides the added benefit of bi-directional service in the core tourism area, which improves access between attractions and accommodations for tourists. It also removes the problematic routing along Clifton Hill which is a source of significant delays for the route. During events and road closures on the Niagara Parkway, this routing can be modified to short turn at Table Rock Centre maintaining service to Lundy’s Lane for riders while avoiding the some of the congestion hotspots along its route. The revised route length is similar to the current routing meaning that this change would not affect operating costs but would require the installation of additional stops. With the NFT providing parallel service along Lundy’s Lane, the Red Line can focus on providing more options and improving mobility within the core tourism areas. The parallel NFT service along Lundy’s Lane also provides an opportunity to rationalize the service on the Red Line, eliminating the Red Express Pilot and decreasing service spans to be more in-line with the Blue Line and the Green Line. 3.2.1 Blue Line The Blue Line is the only WVTS route to have lower ridership in 2018 than in 2013, likely due to its low average operating speeds and its lengthy travel times. On outbound trips from Table Rock Centre, travel time on the route is comparable to walking. In addition, the Falls Incline Railway provides a direct connection from Niagara Parkway to Fallsview Boulevard that has the added benefit of being a tourist attraction. These factors present a unique challenge for improving the service on the route. Given the scheduled layover time at Table Rock Centre for the Blue Line, there is an opportunity to improve operations with some minor revisions. The Blue Line has two main segments: Page 194 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 12 • The northern segment, currently serving the core tourism area in a single-directional counter-clockwise loop; and • The southern segment, currently serving attractions along Fallsview Boulevard, as well as to Marineland in the summer. With the segments combined as they are, the scheduled layover occurs midway through the route often with riders aboard the bus. In addition, riders boarding at Table Rock Centre wishing to access the attractions served by the southern segment of the route experience very long travel times. To address these issues, the route can be split into two segments, with the northern segment terminating at Table Rock Centre, before beginning its trip back up Murray Hill to serve the southern segment as shown in Exhibit 3-3. Exhibit 3-3: Proposed Blue Line Re-structuring During events and road closures on the Niagara Parkway, the southern segment can continue operating to provide riders with access to accommodations along Fallsview Blvd, while avoiding the congestion hotspots on the northern segment. This change can be accommodated within the existing schedule with no additional service hours, given the low operating speeds of the route. Combined with the recommended routing changes on the Red Line, this change will decrease travel time to the attractions along Fallsview Boulevard for riders in the core tourism area. Page 195 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 13 3.3 GO Connection The WVTS Green Line and three NFT routes currently serve the GO/VIA terminal (routes 102, 104, and 108). These routes do not have the capacity to accommodate riders from the GO train, particularly during the peak season. The increasing use of the GO train to access the Niagara Parks prompted the provision of a complimentary unadvertised WVTS shuttle connection between the GO/VIA terminal and Table Rock Centre. With the planned year-round expansion for GO train service to Niagara Falls and the increasing use of the complimentary shuttle identified in the operational review, it is necessary to formalize the connection. Formalizing the connection will make it easier to account for its resource requirements. It will also make it easier to promote the connection to GO riders and visitors to Niagara Parks. Based on the current demand, a minimum of two articulated buses are needed per GO train, at a cost of approximately 70 annual service hours. Operating the GO connection year-round to serve GO train arrivals on Fridays, weekends, and holidays will require approximately 250 additional annual service hours (for a total of 320 annual service hours). This only accounts for GO train arrivals on Fridays, weekends, and holidays, and assumes that train departures are adequately served by scheduled services. During the off-peak season, particularly the winter, this might not be the case due to the shorter Green Line service spans. Adopting the spring/fall schedule for the winter months, as described in Section 3.1, would address this issue. Another limitation of the complimentary GO connection is the lack of customer communication advertising the service. This can lead to confusion for riders as they try to board NFT buses with their combination WVTS/GO fares, or board WVTS buses with their paper passes. The confusion can cause delays and present a challenge for operators who have to answer questions while attempting to maintain operating schedules. Advertising the shuttle as complimentary for holders of the combination WVTS/GO pass can limit confusion for riders. Marketing resources will be required to provide information about the shuttle wherever the WVTS/GO passes are sold. This strategy can be paired with ticket vending options at the GO/VIA terminal to allow other users of the GO train to purchase WVTS fare products and use the Green Line, reducing questions directed at operators. Some combination WVTS/GO pass holders may also opt to pick up their WVTS passes at the GO/VIA terminal, reducing the passenger loads on the complimentary shuttles, and potential long waits to pick up fare cards once they arrive at Table Rock Centre. The addition of ticket vending options will require additional operating resources, either by staffing the GO/VIA terminal, or by providing ticket vending machines. Should mobile ticketing be explored as an option for WVTS, information on the shuttle can be provided through the ticketing platform, and the need for ticket vending options at the GO/VIA terminal may be reduced. Page 196 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 14 3.4 Key Recommendations The service levels and routing improvements are classified as recommendations for immediate action and recommendations for short-term consideration. All service and route changes should be accompanied with marketing to inform users and stakeholders about the service and monitored for performance. The monitoring program should assess ridership and demand. Ridership should be reviewed annually to determine whether the service levels of each of the seasonal schedules adequately serve demand, and whether the routing changes face any significant operational challenges. 3.4.1 Immediate Action Recommendations for immediate action have the potential for significant benefits for WVTS and can be undertaken with limited additional resources. They are: • Implement the route revisions on the Blue Line to eliminate the mid- route layover, creating more direct connections to the hotels along Fallsview Blvd from Table Rock Centre. • Formalize and promote the GO connection, operating it year-round to match expanded GO train service for approximately 320 revenue hours annually. 3.4.2 Short-term Action Recommendations for short-term consideration also have the potential for significant benefits but require a higher investment of resources. They are: • Streamline the service periods by extending the spring/fall schedule to the entire off-peak season and eliminate the winter schedule to maintain higher service levels as Niagara Falls becomes more of a year-round destination. The new off-peak schedule will require approximately 10,000 additional service hours. Recommendation for the Red Line outlined below should be implemented with consideration for the NFT plans for service changes along Lundy’s Lane, to prevent service gaps or duplication. • Implement the route revisions on the Red Line, which does not increase the annual revenue hours needed for the route but requires stop relocations in the core tourism area, and marketing to promote the changes. • Eliminate the Red Express Pilot once the parallel NFT service along Lundy’s Lane is implemented to further separate the tourist and local travel markets. Page 197 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 15 • Decrease the service spans on the Red Line to match the Blue and Green Lines can also be considered once the parallel NFT service is running if the demand on the Red Line decreases in the late evening. 4 Congestion Mitigation The operational review involved field visits to evaluate four critically congested locations for WVTS operations. These locations are pinch points for the service, and cause schedule adherence issues, magnified during peak periods. Congestion can be partly mitigated with the recommended routing revisions discussed in Section 3.2, however, a significant source of congestion is due to the popularity of Niagara Falls as a tourism destination, which results in the volume of tourists exceeding the capacity of the transportation infrastructure. This section provides recommendations for three key areas that can help improve the mobility of tourists: transit operations management; traffic management; and event and detour management. 4.1 Transit Operations Management The main transit operations issues identified in the operational review that contribute to delays for WVTS are “bus bunching” (multiple buses travelling together) due to challenges with maintaining headways, and dwell times at stops due to fare technology issues and high passenger volumes. 4.1.1 Headway Control Strategies During the field visits, the most significant bus bunching was observed in both directions on the Green Line, at Table Rock Centre. Bunching was also observed on the Red Line and Red Express in the afternoon and evening, due to the cascading effect of earlier delays. The operational review identified that delays on the Red Line are mainly due to its routing within the core tourism area, particularly along Clifton Hill. Recommendations to revise its routing, described in Section 3.2.1, should address this issue. For the Green Line, whose routing is already direct, there are limited opportunities to address bunching through routing changes. However, it was observed that most delays on the Green Line are due to high volume boarding and alighting activities at three main stops: Table Rock Centre, Hornblower Stop, and the GO/VIA terminal. This is compounded by the route’s high frequency (10 minutes or better between buses) during the peak season. High frequency services allow riders to arrive at stops at random, without the need to consult a schedule. Given the high frequencies on the Green Line in the peak season, evenly spacing the buses is more important than schedule adherence. Page 198 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 16 To maintain consistent spacing between high-frequency buses especially during the peak season, headway control strategies need to be implemented together with more on-street supervision. One on-street supervisor working with the dispatcher using the real-time vehicle location (AVL) information, can provide a more effective level of on-street supervision, going between the high volume stops, and recommending actions to mitigate bunching. These actions may include: • “holding” buses at a control point until the preferred minimum headway is restored; • “drop-off only” service for one bus when two buses arrive together at one location, allowing one bus to “leap-frog” the loading bus and fill the gap in service caused by the bunched arrival; and • “short-turning” buses along the route to restore headways and fill gaps in service. To limit confusion and resources required, headway control strategies are best applied at one or two control points where there is adequate space to accommodate operational needs such as holding or short-turning buses. Table Rock Centre and the GO/VIA terminal are ideal locations for this purpose because they’re terminals for the route and typically have high boarding and alighting activity. Headway control strategies can be limited to the Green Line which provides 10- minute or better service in the peak season, and can be fulfilled with a dedicated on-street supervisor on duty from 11am to 7pm each day during the peak season. This would require the equivalent of 1.5 full-time positions. 4.1.2 Dwell Times The long dwell times for buses observed at high volume stops is due to a combination of slow fare validation and questions from tourists. Options to address the slow fare validation are discussed in Section 6.2. Lengthy dwell times are most prevalent at Table Rock Centre. As a result, strategies to address delays due to lengthy dwell times focus on this location. In conjunction with the fare technology options discussed in Section 6.2.3, an operational fare collection policy change that should be implemented would be to allow fare validation prior to boarding at Table Rock Centre. By making the bus platforms at Table Rock Centre “fare-paid zones” passengers could board at all doors thereby expediting the boarding process and decreasing dwell times. In support of this change, signage would be required on the platform directing people to fare validation machines. Announcements can be made to direct people to board from all doors. Since there are no barriers on the platforms, this policy change would be “honour-based”. Typically, this approach is accompanied by fare enforcement, carried out by fare inspectors on-board the transit vehicle. However, given the passenger loads on the Green Line during Page 199 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 17 the peak seasons, on-board fare inspectors may not be practical. Instead, the on-road supervisor proposed in the previous section or other supervisory staff could conduct spot checks to monitor compliance. Questions from tourists also contribute to dwell time delays on the WVTS. Given the nature of the service, this is unavoidable, but can be mitigated with the presence of Parks staff at key locations during the peak season to field questions. The Parks’ Ambassador Program run by NPC is a successful example of this type of initiative and can be utilized to help minimize delays related to questions. Parks’ ambassadors can be stationed at Table Rock Centre to answer questions, and can direct passengers on where to wait for and board buses. They can also provide assistance with fare validation should the option for a fare validation prior to boarding buses be considered. During the operational review, one Parks’ ambassador was spotted at Table Rock Centre, but the information kiosk was unstaffed. With the high passenger volumes during the peak season, an increased presence of Parks’ ambassadors is advisable as well as consistent staffing of the information kiosk. 4.2 Traffic Management Managing traffic operations is the most effective way to mitigate congestion delays to the WVTS. The City of Niagara Falls commissioned a Core Area Transportation (CAT) Management Plan (2019) to address transportation challenges in the core tourism area as a result of the crowds. The plan addresses all modes of transportation on big event days, small event days, and typical summer weekends. The main recommendations identified in the CAT plan that are directly related to issues observed during the WVTS operational review are included in this section. These recommendations include transit priority measures intended to improve WVTS operations and opportunities to expand enforcement of traffic control measures and car parking. To effectively meet the needs of the WVTS, NPC and CCNF will need to work closely together to implement the recommendations of the CAT plan and those identified in this report. 4.2.1 Transit Priority Measures Transit priority measures (TPM) can address delay issues and improve the overall performance of the WVTS. TPM include regulatory, transit signal priority (TSP), and physical actions. Regulatory measures include legislation or regulations such as parking restrictions, lane-use restrictions, and transit- exemptions-to-movement restrictions (e.g. allowing through movements for buses on “right-turn only” lanes). The application of regulatory measures generally occurs through by-laws and requires signage for enforcement. TSP measures are the adjustment of signal phase times and/or phase sequences to prioritize transit movements at signalized intersections. Physical measures are dedicated infrastructure intended to minimize interaction between transit Page 200 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 18 vehicles and other vehicles, and can include dedicated transit lanes, queue jump lanes, or high occupancy vehicle (HOV) lanes. Combining regulatory and physical TPM with TSP is considered to be the most effective approach. To improve WVTS operations, physical TPM can be applied locally at specific intersections and stops, supported by regulatory measures and TSP where applicable. The CAT plan includes TPM that can be considered in the core tourism area. Further study by NPC and CCNF is recommended to assess the opportunities to implement transit priority measures in the core tourism area. Specific TPM to consider implementing permanently or during peak seasons subject to further analysis, include: • Implementing a bus-only or HOV lane on the southbound section of the Niagara Parkway between Murray Street and the southern entrance of Table Rock Centre to create time-savings for all WVTS routes. • Implementing bus-only signage, or the application of red paint on bus stops along the Niagara Parkway, may be a more visible deterrent to informal pick-up drop-off (PUDO) activity at stops, and can create time-savings for the Green Line (Exhibit 4-1). Exhibit 4-1: Informal PUDO Activity at WVTS Stop on the Niagara Parkway • Designating PUDO locations and restricting on-street parking at locations recommended in the CAT plan can reduce the informal PUDO and illegal stopping observed to improve WVTS operations. The locations specified in the CAT plan are Table Rock Centre, Clifton Hill, and Queen Victoria Park, near the Park Police building. • Exempting buses from turn restrictions using regulatory signage at the intersection of Ferry Street and Stanley Avenue would allow the Red Line to use the right-turn lane to jump queues at the intersection (Exhibit 4-2). This exemption would benefit the existing westbound Red Line or the proposed eastbound Red Line. Page 201 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 19 Exhibit 4-2: Right-turn Only Lanes on Ferry Street Source: Google Maps • Restricting northbound left turns to allow buses only at the Clifton Hill and the Niagara Parkway intersection during peak seasons can create time-savings for the existing westbound Red and Blue routes (Exhibit 4-3). This regulatory measure can be accompanied with a transit signal. This change would have no effect on the proposed Red Line route revision. It could also provide an overall benefit to traffic flow. Exhibit 4-3: Northbound Left Turn onto Clifton Hill • Restricting northbound left turns to allow buses only at the Murray Street and the Niagara Parkway intersection during peak seasons can create time-savings for the existing westbound Red Express and for the proposed westbound Red Line and the proposed southbound Blue Line (Exhibit 4-4). This regulatory measure can be accompanied by a transit signal but would require signalization of the intersection. Page 202 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 20 Exhibit 4-4: Northbound Left Turn onto Murray St The intersection of Murray Street and the Niagara Parkway is a pinch point due to the lack of a traffic signal and the access point for the Queen Victoria parking lot (Exhibit 4-5). This location would benefit from further analysis to explore opportunities to prioritize the safe and efficient movement of people over motorized traffic. Exhibit 4-5: Murray Street and the Niagara Parkway Similarly, Clifton Hill, with its many accesses, on-street parking and high pedestrian volumes would benefit from the restriction of motorized traffic. The proposed removal of the Red Line from Clifton Hill addresses the operational pinch points for the route along that corridor. Page 203 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 21 4.2.2 Stop Placement The placement of transit stops can improve access for riders and create efficiency for operations through better positioning and consolidation. In general, the placement of stops is dictated by: • the operational requirements of the service offered (typically high- coverage services versus rapid and express services), which determine the spacing of stops; and, • safety of operations. For the WVTS, whose primary purpose is convenience and access to attractions for riders, the spacing of stops prioritizes coverage meaning more stops are provided to allow riders many opportunities to access the service. However, given the congestion issues in the core area, consideration should be given to rationalizing or consolidating stops. While this would moderately increase access distances, major trip generators would still be well-served. Locations that may benefit from a stop rationalization process include Lundy’s Lane and Fallsview Blvd. To rationalize stops while maintaining a minimal walking distance to attractions and safe operations, it is recommended that WVTS review its stop placement procedures. Although the WVTS will still have to maintain a high coverage service, reconsidering the placement of some stops can help improve the operating speeds of its routes and address schedule adherence issues. A typical stop placement procedure for new or relocated stops would involve: • Identifying major trip generators, signalized intersections, and intersecting routes along the route or corridor for major stops; • Identifying minor trip generators, intersecting roadways and pedestrian pathways that can connect trip generators to the route or corridor for additional stops as needed to avoid placing stops too closely together, keeping in mind the operational needs of the route; and • Reviewing site conditions to identify the appropriate location and dimensions of the stops, once a general stop spacing pattern has been identified. Page 204 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 22 The site conditions determine the location of the stop in relation to an intersection (near-side, far-side, or mid-block, as illustrated in Exhibit 4-6), and the dimensions of the stop zone to accommodate boarding and alighting activities. High-coverage services such as the WVTS, typically provide a mix of near-side, far-side and mid-block stops whereas express services typically utilize far- side stops combined with TPM. Near-side and far-side stops are preferred because they reduce the walking distance at signalized intersections and discourage mid- block crossings by transit users. Mid-block stops are generally only used to provide access to major trip generators. Rationalizing stops to reduce the instances of mid-block stops where there are no major trip generators can improve operations for the service. To accommodate the TPM as recommended in Section 4.2.1, the stops on Ferry Street and Stanley Avenue should be relocated to the far-side. The bus stop “zone” is the area along the curbside reserved for bus boarding and alighting activities, and includes three elements: • A pull-in zone which the bus uses to manoeuvre to the curb; • The bus stop itself, the length of the transit vehicle, with a sign/marker and information signage, includes the curb and sidewalk or platform area for transit riders where they wait for, board, or alight from the vehicle; and • A pull-out zone, ahead of the bus stop sign to allow the bus to pull away from the curb. The minimum dimensions of the stop zone are a combination of these three elements and can vary based on whether the stop is located on the near-side, far-side, or mid-block, and whether the stop is in a bus bay. Note, bus bays are not favoured except for locations that may involve lengthy bus dwell times (such as on the Niagara Parkway) or layovers. All bus stop zones should be signed for “no parking”. Exhibit 4-7 shows the typical bus stop zone dimensions for near-side, far-side, and mid-block stops to accommodate both standard and articulated buses. Exhibit 4-6: Typical Stop Location Options Page 205 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 23 Exhibit 4-7: Recommended Stop Zone Dimensions for Standard and Articulated Buses The near-side stop dimensions do not include a pull-out zone because the bus can use the intersection to manoeuvre from the curb. This helps to minimize the amount of curb space required for near-side stops, as well as the distance to the intersection for transit riders. WVTS should review its stops to make sure they meet these stop zone dimensions to avoid conflict with other modes and clearance issues as observed at the Clifton Hill and Hornblower stop. WVTS should also add “No Stopping” signage for the entire length of its stop zones to deter informal PUDO activity at stops. 4.2.3 Enforcement Due to the volume of out-of-town visitors to Niagara Falls, enforcement can play a large role in mitigating congestion and deterring informal PUDO and illegal stopping. During the field visits, passenger PUDO activity and parking violations were observed as significant sources of delay at WVTS stops and at various stops, including Table Rock Centre. The existing signage prohibiting such activity was not enough of a deterrence and little enforcement was observed. The TPM recommendations should be supplemented with increased enforcement to make them more effective. Parks Commission police were observed helping with traffic control during the field visits, but a presence to educate motorists and enforce traffic infractions may be beneficial. 4.3 Events and Road Closures Congestion in the core tourism area is unavoidable during big event days due to the popularity of the Falls and other attractions. Delays for the WVTS are compounded by high pedestrian volumes and vehicular traffic. The increasing popularity of existing events, a well as a variety of new year-round programs at the Falls necessitate greater coordination during events and road closures between NPC and CCNF to maintain operational efficiency for the WVTS. A set of standard event detour plans, to the extent possible, and internal and external communications procedures can help maintain effective WVTS operations even with the congestion caused by events. Typically, events result in higher pedestrian volumes along the Niagara River, and restrictions or closures for the Niagara Parkway which, in turn, affects all the Near-side Mid-block Far-side Bus Zone Length (Bus Type) Pull-in (Behind) Total Length Pull-in (Behind) Pull-out (In Front) Total Length Pull-in (Behind) Pull-out (In Front) Total Length 12.2m (Standard) 12.2m 24.4m 12.2m 7.6m 32m 3.0m 7.6m 22.8m 18.3m (Articulated) 18.3m 36.6m 18.3m 7.6m 44.2m 3.0m 7.6m 28.9m Page 206 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 24 intersecting streets. The northbound lane reduction from Table Rock to Murray Street was implemented to mitigate the pedestrian network capacity constraints and reduce the need for full closures during events. However, without measures to improve transit priority during events, WVTS buses are subject to significant delays on streets adjacent to the roads closed as a result of events. The standard detour routing used for big event days, such as New Year’s Eve, reduces the coverage of the network in order to maintain essential connections while avoiding the most congested areas. If the detour routing is combined with temporary TPM, WVTS buses will have priority on surface streets to move more people efficiently through the service area. Temporary TPM for events would include: • exemptions for WVTS buses on closed roads where possible; • bus-only lanes for the duration of events along minor roads where the WVTS is detoured; and • designating park and ride locations outside of the core area supplemented by shuttle connections to key destinations to reduce private vehicle use in the core area. A key consideration in managing operations for big events is communications. For all major events, CCNF facilitates operational planning meetings with various stakeholders including NPC staff, emergency services, and business owners. These meetings inform stakeholders about road closures, the location of barriers, and traffic management plans. WVTS travel information is communicated through these operational planning meetings, and can be further disseminated through stakeholder communications channels to inform a wider audience. 4.4 Key Recommendations The foregoing congestion mitigation measures and actions are presented below as recommendations for immediate action, for short-term consideration, and for long-term consideration. 4.4.1 Immediate Action Recommendations for immediate action have the potential for significant benefits for WVTS and can be undertaken with limited additional resources. These recommendations are outlined below. • Headway control strategies, specifically holding buses and limiting bunched buses to drop-offs only, should be applied to the Green Line at Table Rock Centre during the peak season. This strategy would be the responsibility of the existing on-street supervisor. Page 207 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 25 • Provide an increased presence of Parks Ambassadors on platforms at Table Rock Centre to answer passenger questions, as well as consistent staffing of the information kiosk to assist with fare related questions. • Implement bus-only signage and the application of red pavement paint at bus stops along the Niagara Parkway to provide a more visible deterrent to informal pick-up drop-off (PUDO) activity at stops. • Designate PUDO locations and restricting on-street parking at the locations recommended in the CAT plan to reduce the informal PUDO and illegal stopping observed during this study. • Add clear “No Stopping” signage for the entire length of the WVTS stop zones to deter informal PUDO activity at stops. • Increase enforcement of no stopping or parking restrictions at WVTS (and NFT) bus stops through collaboration between NPC and CCNF police. • Communicate WVTS event detours and temporary TPM through stakeholder channels to reach a wider audience about route changes during events. 4.4.2 Short-term Consideration Recommendations for short-term consideration also have the potential for significant benefits but require a higher investment of resources. These recommendations are outlined below. • Allow fare validation prior to boarding at Table Rock Centre by making the bus platforms “fare-paid zones” and allow all-door boarding to decrease dwell time. This option has further dependencies, discussed in Section 6.2.3. • Implement a bus-only or HOV lane on the southbound stretch of Niagara Parkway between Murray St and the southern entrance of Table Rock Centre to create time-savings for all WVTS routes. • Exempt buses from turn restrictions using regulatory signage at the intersection of Ferry Street and Stanley Avenue to allow the Red Line to use the right-turn lane to jump queues at the intersection. • Review bus stop locations to ensure they meet the recommended stop zone dimensions and avoid intersection clearance issues. • Combine the standard detour routing used for big event days, such as New Year’s Eve, with temporary TPM to give WVTS buses priority on surface streets in order to move more people efficiently through the service area. Page 208 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 26 4.4.3 Long-term Consideration Recommendations for long-term consideration also have the potential for significant benefits but incur higher costs and depend on buy-in from multiple stakeholders outside the WVTS to implement. These recommendations are outlined below. • Further analysis of the intersection of Murray Street and the Niagara Parkway to explore opportunities to prioritize the safe and efficient movement of people over private motorized traffic given the challenging configuration and lack of a signal. • Restrict northbound left turns to allow buses only at the Murray Street and the Niagara Parkway intersection during peak seasons to create time-savings for the proposed westbound Red Line and the proposed southbound Blue Line. This regulatory measure can be accompanied with a transit signal but would require signalization of the intersection. • Restrict northbound left turns to buses only at the Clifton Hill and Niagara Parkway intersection during peak seasons. This would produce time-savings for the Blue Line. This regulatory measure could be accompanied by a “transit-only” signal. Page 209 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 27 5 System Management and Policies The NPC and CCNF operate the WVTS independently but have common goals for the service as defined and governed by an operating agreement. The goals of the WVTS are to: • Support and encourage public and private investments in tourism; • Relieve traffic congestion and create convenient connections between tourist attractions in the City and the Parks; and • Operate in an efficient, safe, reliable and sustainable manner. During the operational review, three areas for improvement were identified for the better management of the WVTS and its operating policies and procedures. These opportunities, described in this section, relate to new considerations for the future operating agreement, consistent operating policies for the service, and improved communication procedures. 5.1 Operating Agreement As service on the WVTS has evolved so has the need to update the operating agreement and develop new policies. Through this operational review, four new policies have been identified for inclusion in the update to the operating agreement. These are: • Use of Closed-Circuit TV (CCTV) on WVTS buses. The policies regarding CCTV on the WVTS should be consistent for both the CCNF and the NPC, and should balance the safety of employees and riders with the individual right-to-privacy. The operating agreement should include guidelines to ensure consistency on the use, maintenance, access, documentation and storage of records, in accordance with the privacy provisions of the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA). The operating agreement should also outline the roles and responsibilities of CCNF and NPC staff regarding the CCTV policy. Roles and responsibilities to be defined include staff or contractors trained and authorized to: − Operate and maintain the video equipment; − Respond to privacy complaints and investigate security or privacy breaches; − Process access requests for video recordings; and − Review and update policy as required. Page 210 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 28 • Increased On-street supervision of the WVTS to monitor service delivery and reliability. The Red and Blue Lines are supervised by NFT staff, along with other NFT routes, but the Green Line has dedicated supervision. To mitigate congestion-related delays for the WVTS, this report recommends increased responsibility for on-street supervisors in managing headways. This role should be consistent for all WVTS routes, and the operating agreement can provide guidance for allocating resources to maintain service reliability, responding to incidents and communicating with dispatch. • Improved On-street infrastructure, specifically signage and accessibility. The visual identity of the system is inconsistent outside of the core tourism area, which can make it difficult for users to identify stops. In addition, the Accessibility for Ontarians with Disabilities Act (AODA) legislates that public services should be accessible to people with disabilities, outlining a goal of a fully accessible province by 2025. As extensions of the WVTS service, all transit stops must therefore be accessible. According to the operating agreement, the NPC was responsible for the upgrade of the People Mover stations in the Parks to be used by the WVTS. The responsibility for other stops is not outlined in the operating agreement. Given the recommended routing changes and related capital costs for stop changes to ensure accessibility, the updated operating agreement should provide guidance for the providing and maintaining on-street infrastructure. Consideration should also be made for seeking infrastructure funding opportunities through the provincial and federal government. • Fleet management, with consideration for the capital costs of refurbishment and/or replacement. As the WVTS fleet nears its planned life-cycle of 15 years, the cost to maintain the fleet will increase. Multi-year budgetary planning will be required to provide for the capital costs to refurbish and/or replace the fleet. The current operating agreement places the responsibility of upgrading, modifying, purchasing or replacing the fleet on the party that elects to undertake the effort. This might result in inconsistent investment in the WVTS fleet as CCNF and NPC may have different priorities. The updated operating agreement should provide consistent guidance for fleet upgrades and maintenance and cost sharing considerations to undertake the required work or actions. A fleet management plan with capital costs for replacement based on a targeted life-cycle suited to the needs of the WVTS, and a mid-life refurbishing program, should be prepared to inform the update to the operating agreement. A fleet management plan for the WVTS would also put the service in a better position to consider transit infrastructure funding opportunities through the provincial and federal government. Page 211 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 29 Mid-life bus refurbishing costs can be in the range of $150,000 depending on the extent of the work undertaken and, in particular, whether major components like the engine, transmission and Heating/Ventilation system need to be replaced. Typically, these systems are replaced as the need occurs such that mid-life refurbishing focuses on exterior body, underframe and interior repairs, upgrading and painting. For vehicle replacement based on a 15-year life-cycle, and given that the current fleet was purchased essentially at one time, the NPC/CCNF should plan to replace the fleet on a gradual basis in order to even out the capital funding requirement as well as future fleet maintenance work. Combined with a program of mid-life refurbishment for part of the fleet, given that the buses are now 10 years old, a phased approach combining early and delayed replacement should be developed. Depending on the vehicle technology (fuel, vehicle length) selected and other specifications, new 12.2 metre and 18 metre vehicle prices for clean diesel are approximately $550,000 and $750,000 respectively. Hybrid diesel- electric would be approximately $150,000 to $200,000 more while battery-electric buses would be in the range of $900,000 to $1.1 million. 5.2 Operating Policies Although the WVTS and NFT services have different priorities and markets, they operate in the same geographic environment with many riders using both services. As such, there is a need to adopt consistent policies related to day-to- day operations of the WVTS to minimize conflict and inconsistencies from both a staff and a user perspective. The three main policy differences found during the operational review are related to accessibility and wheelchair securement, strollers, and pets. • Accessibility: Wheelchair securement policies and practices differ between the NPC and NFT operated WVTS routes. The Green Line buses have a different seating configuration to allow more standing room and higher capacity, which can be challenging to navigate with a more prescriptive wheelchair securement policy. However, the higher policy standard, as practised by the NFT is preferred for risk management considerations. It is recommended that the NPC update their wheelchair securement policy, in accordance with the AODA to require mobility devices be secured, with assistance provided upon request (O. Reg 191/11, s. 44(1)). Signage to that effect should be posted on the WVTS routes, and operators should be provided with training to assist with mobility devices when requested. Page 212 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 30 • Strollers: Although specified on the WVTS website, the application of the stroller policy is not consistent throughout the system, mainly due to the differences in ridership on the routes. The Green Line, which is more often operating at or near capacity is required to apply the stroller policy more often than the Red and Blue Lines. Communicating that unfolded strollers are only permitted if space is available on-board using signage on all WVTS buses is recommended to limit confusion. • Pet Policy: The application of the pet policy is not consistent throughout WVTS and with the connecting GO service, creating potential confusion for riders. Communicating that non-certified small dogs and animals are only allowed on board WVTS buses when placed in animal carriers is recommended to minimize confusion for users and for risk management purposes. 5.3 Communications The main communications challenges identified through the operational review are primarily due to limited formal procedures to coordinate key activities. To address these issues, internal communications procedures should be identified and implemented for: • The implementation of service changes, including routing realignments and changes in service levels; • Non-emergency road closures and detour plans that differ from the standard detour plans for big events; • Performance monitoring, including the collection of statistics about the operation of the service to establish a clear picture of system’s operational needs; and • Passenger feedback, including sharing complaints and coordinating responses. These topics should be included in the discussions during the bi-monthly WVTS planning meetings to keep all parties up-to-date on any changes. External communications for the WVTS is mainly done through the stand-alone WVTS website, the primary customer interface. This presents a significant challenge as there are no dedicated staff resources to maintain the website. This is a significant challenge as the website does not provide any real-time updates for detours and significant delays. More critically, it is not designed to meet Web Content Accessibility Guidelines (WCAG) as required by AODA. It is recommended that the WVTS undertake the task of updating the website to meet accessibility guidelines and provide real-time rider alerts, particularly during big events. Page 213 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 31 Dedicated staff resources should be considered for performance monitoring, reviewing and responding to passenger feedback, and for maintaining the WVTS website. 5.4 Key Recommendations The foregoing system management and policy actions are classified below as recommendations for immediate action and for short-term consideration. 5.4.1 Immediate Action The recommendations for immediate action will inform the update to the operating agreement and clarify day-to-day operating policies for both parties, as well as improve communications. The following actions are required for inclusion in the operating agreement: • Create a CCTV policy for the WVTS that outlines its use and the roles of the NPC and CCNF staff; • Update the role of on-street supervisors to apply to all WVTS routes and to include the added responsibilities of headway management (as discussed in Section 4.1.1); • Review and update the responsibilities for upgrading on-street infrastructure to meet AODA requirements, and for maintaining stop infrastructure; and • Develop a fleet management plan with capital costs for replacement based on a targeted life-cycle suited to the needs of the WVTS, and a mid-life refurbishing program. The following actions can be undertaken with limited additional resources, including: • Update signage on buses to clarify the wheelchair securement, stroller, and pet policies; • Provide training for operators on assisting with mobility devices if requested; and • Update internal communication procedures and assign dedicated staff resources to keep all parties up-to-date on specific topics, such as service changes, road closures, performance trends, and passenger feedback. Page 214 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 32 5.4.2 Short-term Consideration Recommendations for short-term consideration also have the potential for significant benefits but require a higher investment of resources. These recommendations are outlined below. • Update the WVTS website to meet accessibility guidelines as required by the AODA. • Assign dedicated staff resources to maintain the website and keep content up-to-date, including real-time updates for detours and significant delays during big event days Page 215 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 33 6 Fares During the operational review, a number of fare administration and technology issues were identified through meetings with NPC and CCNF and through independent field visits. This section proposes opportunities to address fare administration and technology needs so that resources can be focused effectively. 6.1 Fare Administration WVTS fares are smart card-based, allowing users to ride any WVTS bus and transfer between WVTS lines in an unlimited, hop-on/hop-off manner for the duration of the pass. This timed access begins when a user validates their pass upon boarding their first WVTS bus. The fare cards are programmed by CCNF and distributed by NPC. Between 2013 and 2018, WVTS pass sales have increased significantly. The Adventure Pass, which includes a 48-hour pass, is the most popular fare product. This is followed by the Host Card, which includes a 24-hour pass, then the standalone 24-hour pass and finally the standalone 48-hour pass. Overall, this results in a relatively even split between 24-hour and 48-hour passes. The 24-hour pass includes a grace period that allows riders to access the WVTS until midnight the day after its activation. This grace period is not provided for the 48-hour pass which creates confusion for riders and messaging challenges for WVTS staff. Further, the grace period on the 24-hour passes limits differentiation between the two pass types; in practice most riders have access to the service for about two days regardless of which pass they acquire. To ensure consistency and differentiation between these products, WVTS should consider: • Removing the grace period on the 24-hour passes, which may result in slightly higher fare revenue; or • Extending the grace period available on the 24-hour passes to the 48-hour passes. Extending the grace period to the 48-hour pass would have benefits for customers without significant additional costs to the system. Each of these options is supported by existing WVTS fare technology, as well as the fare technology options discussed in Section 6.2.3. Page 216 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 34 6.2 Fare Technology This section assesses the WVTS fare collection technology. It identifies fare technology challenges experienced by NFT and NPC, summarizes and prioritizes needs based on those challenges, and proposes opportunities to address those needs so that resources can be focused effectively. Our data sources include: • Background documentation provided by WVTS stakeholders; • Field visits and observations conducted over several days, including the August 2019 long weekend; • Prior experience with WVTS deployment and operations; • Onsite interviews with NPC stakeholders (September 16, 2019); and • Onsite interviews with NFT stakeholders (October 3, 2019). 6.2.1 Existing Fare Equipment WVTS on-board fare equipment is provided by Trapeze; the specific on-board equipment differs depending on whether the bus is operated by NFT or NPC On NFT operated WVTS buses, the on-board fare equipment is a mix of: • V36 fareboxes; • V36 fareboxes with “upgrade kits”; and • EZFare fareboxes. Because NFT shares on-board fare equipment with their regular fleet, the specific mix of fare equipment can change from time to time. NFT has the ability to change fareboxes between buses to consolidate a single model on the WVTS fleet, if desired. On NPC operated WVTS buses, the on-board fare equipment consists of a talisman smart card reader (front door only). In the past, there have been instances where NFT WVTS buses were informally lent to NPC, this no longer occurs. However, NFT does lease 2 WVTS buses to NPC during the summer peak. Vehicles leased to NPC retain NFT fare equipment. 6.2.2 Fare Technology Needs A number of issues were identified during meetings with NPC and NFT, as well as during independent field visits. The issues are summarized in Exhibit 6-1, and mapped to specific needs and agency affected. Page 217 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 35 Exhibit 6-1: Needs Identification Item Issue Need N F T N P C I.1 Slow card validation (up to 3 seconds per card) delays boarding and/or results in riders being “waved aboard” without validation. Faster boarding ✓ ✓ I.2 Card validators are installed at front of buses, limiting all boarding to front-door only Faster boarding ✓ ✓ I.3 Riders with questions blocks other riders from boarding. Faster boarding ✓ ✓ I.4 Fare equipment data is unreliable and regularly experiences failures. Vendor supported and maintained fare collection system ✓ ✓ I.5 Fare system software not well maintained by Trapeze (e.g. still runs Windows XP). Vendor supported and maintained fare collection system ✓ ✓ I.6 Fare system support from Trapeze is limited and slow. Vendor supported and maintained fare collection system ✓ ✓ I.7 Trapeze cannot provide consistent fare collection equipment (e.g. V36 fareboxes no longer available). Vendor supported and maintained fare collection system ✓ ✓ I.8 Riders pre-purchase packages that include WVTS passes, but have no valid fare media until they get to Table Rock. Provide fare media with online packages ✓ ✓ I.9 WVTS fare media is expensive for something that is not re-used. ($0.65/Card) Sustainable fare media ✓ ✓ I.10 Long queues to purchase/collect WVTS fare media at NPC kiosks during peak periods Additional fare media acquisition options ✓ I.11 Limited and dated communication of fare options, polices and information to riders Comprehensive and maintained website ✓ ✓ I.12 Inconsistent fare products between NFT operated red/blue lines and NPC operated green/orange lines. Consistent fare products ✓ ✓ I.13 Ridership and performance reporting are not available in an easily understandable format. Improved data tools and resources ✓ ✓ I.14 NPC and NFT have limited resources to utilize collected data. Improved data tools and resources ✓ ✓ Page 218 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 36 Issues identified in Exhibit 6-1 have been grouped into specific functional needs. This recognizes that sometimes several issues speak to similar underlying needs and should be addressed together in developing solutions. Exhibit 6-2 summarizes the identified needs and assigns an initial priority based on our understanding from discussions with NFT and NPC. Exhibit 6-2: Needs Prioritization Item Need Priority N.1 Faster boarding High N.2 Vendor supported and maintained fare collection system High N.3 Provide fare media with online packages High N.4 Sustainable fare media Medium N.5 Additional fare media acquisition options Medium N.6 Comprehensive and maintained website Medium N.7 Consistent fare products Low N.8 Improved data tools and resources Low 6.2.3 Fare Technology Options Fare technology options for consideration are identified in Exhibit 6-3, along with a mapping to specific needs addressed. This is followed by a discussion of each option including a description, relevant benefits and risks, and high-level costing information. Identified options consider industry best practices as well as the current state of the market. Some options represent alternate paths to the same end goal, as such it is not anticipated that WVTS would proceed with all options. Rather, this list should be seen as a starting point to a guided fare technology plan that ensures investments directly align with identified needs. Page 219 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 37 Exhibit 6-3: Fare Technology Options Item Options N.1 Faster Boarding N.2 Vendor supported and maintained fare collection system N.3 Provide fare media with online packages N.4 Sustainable fare media N.5 Additional fare media acquisition options N.6 Comprehensive and maintained website N.7 Consistent fare products N.8 Improved data tools and resources O.1 Trapeze remediation efforts ✓ O.2 Mobile ticketing ✓ ✓ ✓ ✓ ✓ ✓ O.3 Smart card system replacement ✓ ✓ ✓ ✓ ✓ O.4 Additional validators (all doors) ✓ O.5 Updated governance procedures ✓ ✓ O.6 Advanced reporting tools ✓ Option 1: Trapeze Remediation Efforts Description Fare validation times regularly approach 3 seconds. This represents a considerable degradation from past performance, and is not typical on other smart card systems or at other agencies using Trapeze fare systems. As such it represents a system defect that should be corrected by Trapeze. Questions to consider as part of troubleshooting this defect with Trapeze include: • What is the impact on validation times from the student card list that is loaded on each device (estimated to exceed 300,000 student cards)? Can the list be reduced? Are old cards being removed as new ones are added? • When did validation delay become noticeable and what changes were implemented around that time? • Is validation delay consistent across fare media and fare types? • Is validation delay consistent across all vehicles? Page 220 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 38 Benefits and Risks Benefits • Covered by existing contract • No additional hardware Risks • Inability to resolve: Previous troubleshooting has been unsuccessful. Although Trapeze has a responsibility to rectify this problem, there is a risk they lack the capability, resources, and/or commitment to do so. Costing As this represents a system defect, it is anticipated that troubleshooting efforts would be covered within the existing service contract. Option 2: Mobile Ticketing Description Mobile ticketing allows rider to purchase fares using their phones. Prior to boarding the rider activates the fare, which is then validated upon boarding the bus. Typically, fare purchasing is done through either a dedicated smartphone app, a website, or integration with other trip planning apps (e.g. Transit). This option deploys a standalone mobile ticketing system that supplements the smart card system. Mobile ticketing may be considered using simple visual validation, or with automated mobile ticket validators. • Visual validation is a fast and simple method of validation. When the ticket is activated the rider shows the ticket to the operator. These tickets will have embedded security features that make them difficult to forge or duplicate and would be easily verifiable by the operator. • For automated validation the ticket will include an electronic id (typically a QR code) and the onboard validator would read this code to confirm the ticket is genuine. There are many providers of mobile ticketing systems in the market (including some that have provided systems in the Niagara region) and they all work similarly, although some may provide additional functions over others. A key advantage of mobile ticketing is that these systems are typically hosted and already operational, and require minimal (if any) infrastructure investment, so they can be rapidly deployed. Page 221 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 39 Some agencies, including St. Catharines Transit, initially implement visual validation due to the potential for rapid deployment and the low capital cost, and transition to automated validation over time. Benefits and Risks Benefits • Fast: Fare validation, whether visual or automated, occurs quickly. Some riders may board without their fare activated on their phone, this would be the most significant source of delay. • Rider convenience: − Riders purchase and manage fares directly from their phone. − An internet connection is typically not required for a rider to activate a ticket, allowing them to purchase tickets in areas with data coverage but not requiring them to have data coverage to activate it. • Flexibility: Since most system processing occurs in the rider’s phone and in the cloud, upgrades are simpler to deploy. • Reduced sales infrastructure: Moving a portion of the sales online reduces resourcing requirements and line-ups at sales kiosks. • Supports occasional and tourist riders: No need to obtain physical fare media to take advantage of WVTS service. • Package integration: Potential for WVTS fares that are included as part of online packages to be provided and loaded onto mobile phones ahead of time. • Improved reporting: Mobile ticketing would include its own reporting tools. • Straightforward implementation: As a standalone system, mobile ticketing would be straightforward to implement. This is particularly the case for WVTS which has a relatively simple fare structure. • Integration opportunities: Potential for integration with widespread customer information and trip planning apps to promote uptake. Also, typically can have multiple agencies sell fares on a single platform. Risks • System fragmentation: Mobile ticketing would be a separate system from the smart card system, further increasing the number of systems that must be maintained and then queried for data. Page 222 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 40 • Fraud risk (if visually validated): Visually validated tickets rely on operators checking all tickets, somewhat increasing WVTS exposure to fraud. • Additional onboard hardware (if automatically validated): While automated validators are small and reliable, they remain another hardware item requiring physical space and maintenance on each vehicle. • Potential barriers for rider uptake: − Requires rider to have a smartphone. Smartphones are common but not universal, and this will limit access for some. − Typically requires the rider to download an app, sign-up for the service, and provide a credit card or debit card on file for payment. Costing Many mobile ticketing providers are moving toward the fare payment as a service model. In this model there would be no appreciable capital costs for central software. In the more traditional model capital costs for software would be estimated to be about $150,000 to $300,000. Operating costs for mobile ticketing typically involve a transaction fee. The size of the fee depends on vendor business model, with low upfront implementation costs often correlating with higher ongoing costs. Typically, we see costs of these fees as being 4%-6% on top of the credit card processing fees, for a total of about 7%-9%. Credit card processing fees may be offset by current fare purchase credit card transactions that are avoided. If automated validation is desired, this will require physical validators installed on each vehicle. Costs for validators have typically been in the $2,500 - $5,000 range (installed). Option 3: Smart Card System Replacement Description This option replaces the existing Trapeze smart card functionality with a new standalone smart card system. This system would work in a similar fashion to the current smart card system. New functionality that should be considered includes internet revaluing. This would allow riders to manage media value themselves, making it more convenient for them and reducing strain on physical resources for selling fares. New functionality that may also be considered would include open payment. Open payment would allow riders to tap on the bus to pay their fare using their Page 223 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 41 existing debit or credit cards. This would reduce the need for purchasing smart cards and provide particular convenience for occasional and tourist riders. On the NFT portion of the WVTS fleet, the existing fareboxes may remain; farebox use would be limited to cash and existing NFT fare media to maintain interoperability. Benefits and Risks Benefits • Fast: Typical smart card fare validation time are well under a second, significantly quicker than the three second timing experienced today. • Rider convenience: − Although riders still must obtain physical fare media, their value can be managed online. − If an open payment solution was implemented riders would not need to obtain physical fare media but could use their own credit or debit cards. • Supports occasional and tourist riders: Paper based temporary smart cards are typically in the $0.20 price range, representing a more sustainable approach for occasional and tourist riders. Open payment solutions expand further the support for occasional and tourist riders. • Improved reporting: A replacement smart card system would include its own reporting tools Risks • Consistency with conventional NFT fleet: Requires NFT to choose between upgrading conventional NFT buses in parallel, maintaining two systems in parallel, or accepting incompatibility between WVTS and conventional NFT vehicles. • Complex implementation: Replacing an in-use smart card system with a new one while maintaining service is a more complex implementation path. • Funding: Costs for this alternative are high. Securing funding for this solution could risk delaying implementation. Costing Estimated capital costs include: • Central system software: $250,000-$300,000 • On-board hardware: $4,000-$6,000 per vehicle Page 224 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 42 • Implementation services: $50,000-$100,000 • Point of sale machines: $2,000-$4,000 per machine Assuming 25 vehicles and 4 point of sale locations total capital cost is estimated as $408,000-$566,000 Operating costs are estimated at approximately 10% of capital costs. This includes hardware and software maintenance, hardware replacements, and software licencing fees. This is estimated to be $40,000-$56,000 per year. Option 4: Additional Validators Description This option deploys validators at all vehicle entrances to support all-door boarding. Benefits and Risks Benefits • Fast: Reduces boarding times by allowing all door boarding. • Supports occasional and tourist riders: A more straightforward boarding experience. • Reduced contact points: COVID-19 has resulted in a significant decrease in ridership across North American transit agencies; many agencies adjusted their operations for only rear door boarding. While many agencies are currently returning to conventional boarding, it is uncertain how frequently this response may be invoked in the future. Validators at all doors support this approach, and in the long-term also supports a more even distribution of riders. • Straightforward implementation: Adding validators, whether existing Trapeze units or provided as part of a mobile ticketing or smart card procurement, would be straightforward to implement. Risks • Additional onboard hardware: While validators are small and reliable, they remain another hardware item requiring physical space and maintenance on each vehicle. Costing Capital costs depend on which types of validators are deployed: • Trapeze Talisman validators: same as cost in current NFT contract • Mobile ticketing validators: $2,500-$5,000 per vehicle (see O.2) Page 225 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 43 • Replacement smart card system validators: $4,000-$6,000 per vehicle (see O.3) The ongoing operating costs associated with additional validators is small. As a relatively simple hardware component, a good rule of thumb would be 5% of the capital costs annually for maintenance and replacements. Option 5: Updated Governance Procedures Description This option speaks to identified fare needs that rely on technology systems to complete, but are not limited by available technology. Based on stakeholder discussions and review of available documentation, this applies to the following needs: • Comprehensive and maintained website • Consistent fare products Best practices would include a formal approach to regularly review and address each of the above needs, including: • Designated lead • Key stakeholders • Meeting frequency • Meeting agenda and review process • Decision making protocol • Process and timeline for implementing decisions The procedures, and the process that they put in place, do not need to be time consuming or onerous. By ensuring accountability, traceability, and regularity they may ultimately reduce overall effort by minimizing the need for larger scale synchronization efforts down the road. Benefits and Risks Benefits • Accountability: Designates a clear lead and process, so it is quickly apparent if necessary actions are occurring. • Rider experience: Presents WVTS as a seamless unified system to riders. Page 226 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 44 Risks • Resourcing: Requires an ongoing resources commitment to make and maintain changes. With a well set-up process, longer-term “maintenance” efforts should be much lower in total than shorter-term “correction” efforts. Costing None. Covered by existing NFT and NPC resources. Option 6: Advanced Reporting Tools Description This option integrates third-party reporting tools that expand on existing system reporting capabilities to support efficient and effective data analysis. Advanced reporting tools may save time for required reporting and enable WVTS stakeholders to make more data-driven decisions. Benefits and Risks Benefits • Use data more effectively: A dedicated reporting tool could automatically curate and analyze relevant transit data, allowing more effective data use given limited WVTS resources. • Knowledge transfer: Structured, automated reporting facilitates easier knowledge transfer by simplifying workflow and reducing manual processes. • Integrate multiple data sources: Reporting tools can integrate and utilize data from multiple sources and provide otherwise unavailable insights. For example, combining fare system data with CAD/AVL data. • Continuity: If reporting tools are effectively integrated with technology systems, reporting can remain consistent even as components evolve or are changed (e.g. upgrade/replacement of EZFare). Risks • Upfront effort: Advanced reporting tools require initial training effort to learn how to use the tool, rebuild some existing reports, and identify useful new reports. Costing Numerous off-the-shelf solutions are available, and costing models vary depending on reporting tool provider. Page 227 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 45 For example, Crystal Reports has a capital cost of $12,500 for one named user license and 5 concurrent access licenses, which includes the first year of maintenance. However, no other maintenance program is available for preplanned ongoing support beyond the initial year, and customers must buy discounted upgrade licenses in order to move to newer versions of the software. Each version of the software is supported, on average, for four to six years. In contrast, cloud-based reporting tools such as MicroStrategy or Tableau have limited or no upfront costs, instead relying on a subscription model. Most suppliers offer many different tiers of subscription access which come with significantly varying costs. Estimates vary from $5,000/year per user to over $200,000/year for enterprise licencing. A user such as WVTS would fall at the low end of this range, with the specific amount depending on scope, requirements, and timelines. 6.3 Key Recommendations The technology options discussed here are classified as options for immediate action, options for short-term consideration, and options for long-term consideration. 6.3.1 Immediate Action Options for immediate action are standalone options with clear potential benefits, which can be done at no cost and with limited resource requirements: • O.1 Trapeze remediation efforts • O.5 Updated governance procedures These options should be formalized and moved forward immediately. 6.3.2 Short-term Consideration Options for short-term consideration have clear potential benefits, but also significant costs and resource requirements: • O.2 Mobile ticketing • O.3 Smart card system replacement • O.4 Additional validators (all doors) For these options, the scale of benefits depends on which other options are exercised. For example: • While mobile ticketing (O.2) and a smart card system replacement (O.3) could both occur, one on its own may be sufficient to address WVTS needs. Page 228 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 46 • Additional validators (O.4) benefits rely on: − Trapeze remediation efforts being successful (O.1); or − Being implemented in conjunction with validated mobile ticketing (possible outcome of O.2); or − Being implemented in conjunction with smart card system replacement (O.3). The options having costs or risks that make them impractical may be eliminated from consideration. For example, smart card system replacement would necessitate either (1) a similar replacement on conventional NFT buses, (2) maintaining two parallel systems, or (3) accepting incompatibility between WVTS and NFT conventional vehicles. If none of these are practical the option can be eliminated. The remaining options should be subjected to in-depth assessment that validates required functionality and includes a business case. Once this is complete, and assuming it results in a decision to proceed with one or more options, specifications should be developed to support option procurement. 6.3.3 Long-term Consideration Options for long-term consideration are linked to lower priority needs with potential benefits that depend on other options: • O.6 Advanced reporting tools Other options under investigation (O.2, O.3) will include their own reporting tools. Since these tools may be sufficient for WVTS needs, and the need for improved data tools and resources is itself a low priority, a decision on proceeding with this option should be deferred. Once decisions have been made on the preceding options, the benefits and feasibility of advanced reporting tools should be re-assessed. Page 229 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 47 7 Next Steps This review of WVTS operations provides recommendations to improve WVTS service delivery, policies and infrastructure. Once the NPC and CCNF adopt the report as a guideline, it will inform the update to the operating agreement. The current operating agreement expires in August 2022. To meet that deadline, the foregoing recommendations and options for immediate action should be adopted accompanied by a performance monitoring program to inform the update to the operating agreement. The recommendations for immediate action are outlined below. Service Levels and Route Re-structuring • Implement the route revisions on the Blue Line to eliminate the mid- route layover, creating more direct connections to the hotels along Fallsview Blvd from Table Rock Centre. • Formalize and promote the GO connection, operating it year-round to match expanded GO train service estimated at approximately 320 revenue hours annually. Congestion Mitigation • Headway control strategies, specifically holding buses and limiting bunched buses to drop-offs only, should be applied to the Green Line at Table Rock Centre during the peak season. This strategy would be the responsibility of the Green Line on-street supervisor. • Provide an increased presence of Parks Ambassadors on platforms at Table Rock Centre to answer passenger questions, as well as consistent staffing of the information kiosk to assist with fare related questions. • Implement bus-only signage and the application of red paint on bus stops along Niagara Parkway to provide a more visible deterrent to informal pick-up drop-off (PUDO) activity at stops. • Designate PUDO locations and restricting on-street parking at locations recommended in the CAT plan to reduce the informal PUDO and illegal stopping observed. • Add clear “No Stopping” signage for the entire length of the WVTS stop zones to deter informal PUDO activity at stops. Page 230 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 48 • Communicate WVTS event detours and temporary TPM through stakeholder channels to reach a wider audience about route changes. System Management and Policies • Create a CCTV policy for the WVTS that outlines its use, and the roles of the NPC and CCNF staff. • Update the role of on-street supervisors to include all WVTS routes and to specifically include the added responsibility of headway management. • Review and update the responsibilities for upgrading on-street infrastructure to meet AODA requirements, and for maintaining stop infrastructure. • Develop a fleet management plan with capital costs for replacement based on a targeted life-cycle suited to the needs of the WVTS, and a mid-life refurbishing program. • Update signage on buses to clarify the wheelchair securement, stroller, and pet policies. • Provide training for operators on assisting with mobility devices if requested. • Update internal communication procedures and assign dedicated staff resources to keep all parties up-to-date on specific topics, such as service changes, road closures, performance trends, and passenger feedback. Fares • Implement Trapeze remediation efforts (O.1), including troubleshooting and correcting the system defects with support from Trapeze. • Update governance procedures (O.5), including a formal approach to regularly review and address website maintenance and fare products to ensure accountability and traceability. Performance Monitoring Performance monitoring activities are recommended upon the implementation of these immediate actions, to measure the benefits of the service and policy changes on operations and the passenger experience. Two main activities are recommended: Page 231 of 459 IBI GROUP FINAL REPOR T WEGO VISITOR TRANSPO RTATION SERVICES OPERATIONAL REVIEW RECOMMENDATIONS Prepared for Niagara Parks Commission and City of Niagara Falls January 12, 2021 49 • Collect and review ridership data, comparing route level ridership after implementation of route revisions and headway control strategies to ridership before these changes; and • Collect and review passenger feedback regarding the service. This can be done through the inclusion of a WVTS-specific set of questions in the annual Niagara Parks Customer Satisfaction Survey. Monitoring activities should be conducted annually, including collecting statistics about the operation of the service to establish a clear picture of system’s operational needs to inform the WVTS service delivery and capital planning processes. The WVTS operational review process should be repeated every five years as recommended in the operating agreement to review adherence to the agreement and identify opportunities for improvement. Page 232 of 459 F-2021-13 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2021-13 Monthly Tax Receivables Report – January RECOMMENDATION That Council receive the Monthly Tax Receivables report for information purposes. EXECUTIVE SUMMARY This report is prepared monthly to provide Council with an update on the City’s property tax receivables. Outstanding taxes as of January 31, 2021 were $23.1 million compared to $13.4 million in 2020. During January, tax receivables as a percentage of taxes billed increased from 6.7% in 2020 to 11.1% in 2021. The City’s finance staff has begun the collection process for properties that are subject to registration for 2021 as well as continuing the collection process for properties that were subject to registration for 2020. There are currently nine properties scheduled for tax sale in the next two years. BACKGROUND This report is being provided as part of the monthly financial reporting to Council by staff. ANALYSIS/RATIONALE Tax collection for 2021 lags behind the collection history for 2020 for the month of January. Table 1 shows that taxes outstanding at January 31, 2021 are $23.1 million. This represents an increase from $13.4 million in arrears for the same period in 2020. This table also breaks down the taxes outstanding by year. Finance staff continues to actively pursue property owners in arrears. Table 2 provides the breakdown of outstanding taxes by assessment class. The majority of outstanding taxes are for the residential and commercial property classes. The number of accounts with outstanding balances has increased compared to January 2020 and the dollar value outstanding has also increased. Residential property taxes outstanding have increased by $1.2 million compared to January 2020 and the number of accounts outstanding has increased by 261 properties. The commercial property taxes outstanding have increased by $8.5 million compared to January 2020 and the number of accounts outstanding has increased by 115 properties. Finance staff takes specific collection actions for properties that are subject to registration. At January 1, 2021, 362 properties were subject to registration for 2021. Table 3(a) Page 233 of 459 2 F-2021-13 March 2, 2021 summarizes the progress of these actions after one month of activity. This table shows 25.4% of the tax accounts or 92 properties have been paid in full or the owners have made suitable payment arrangements. During January, 19 accounts were paid in full. Due to the COVID-19 pandemic, finance staff halted collection action for six months on accounts subject to registration in 2020. Table 3(b) summarizes the properties outstanding that were subject to registration in 2020 and finance staff continues to pursue collections. 61 properties remain from the 2020 listing, of which 18% or 11 properties have paid in full or made suitable payment arrangements in the month of January. Finance will continue collection action on these outstanding properties throughout 2021. Finance staff continues to make every effort to have accounts paid in order to avoid the registration process and the associated costs related to that process. Table 4 identifies the properties and associated tax arrears scheduled for tax sales in the future. During the month of January, no properties were registered. The outstanding taxes for registered properties represents 0.8% of the total taxes to be collected. FINANCIAL/STAFFING/LEGAL IMPLICATIONS Tax arrears as a percentage of taxes billed in a year is a performance measure that stakeholders utilize to analyse an organization’s financial strengths. Niagara Falls, due to its high reliance on commercial assessment, is traditionally higher compared to municipalities of similar size. The percentage of taxes outstanding to taxes billed as at January 31, 2021 is 11.1%, which is an increase of 2020’s value at 6.7 %. The municipality has a record of full collection and earns penalty revenues to offset the higher measure. LIST OF ATTACHMENTS Table 1 Taxes Receivable at January 31, 2021 Table 2 Taxes Receivable by Property Class at January 31, 2021 Table 3(a) Number of Properties Subject to Registration (as at January 1, 2021) Table 3(b) Number of Properties Subject to Registration (as at January 1, 2020) Table 4 Scheduled Tax Sales Dates for Registered Properties Recommended by: Jonathan Leavens, Acting Director of Finance Respectfully submitted: Ken Todd, Chief Administrative Officer A.Ferguson Page 234 of 459 TABLE 1 Taxes Receivable at January 31, 2021 2021 2020 Outstanding Taxes @ January 1, 2021 24,136,060$ 14,647,145$ Penalty/Interest charged in January 105,001$ 146,437$ Taxes Collected during January 1,127,265$ 1,425,412$ Outstanding Taxes @ January 31, 2021 23,113,795$ 13,368,170$ Outstanding Taxes by Year: 3 Years and Prior 2,897,440$ 1,796,548$ 2 Year 3,516,939$ 3,239,769$ 1 Year 16,351,014$ 8,314,497$ Current 348,402$ 17,356$ Total 23,113,795$ 13,368,170$ TABLE 2 2021 2021 2020 2020 Taxes Owing # of Outstanding Accounts Taxes Owing # of Outstanding Accounts ($)(#) Residential 9,681,820$ 2,862 8,490,559$ 2,601 1,191,261$ 261 Multi-Residential 97,004$ 8 75,825$ 8 21,179$ - Commercial 12,958,378$ 451 4,479,021$ 336 8,479,357$ 115 Industrial 355,403$ 36 302,470$ 16 52,933$ 20 Farmlands 21,189$ 21 20,294$ 22 895$ (1) Total Receivables 23,113,795$ 3,378 13,368,170$ 2,983 9,745,625$ 395 * some properties have multiple assessment classes so will be double-counted in "# of Outstanding Accounts" columns Variance Taxes Receivable by Property Class at January 31, 2021 Page 235 of 459 TABLE 3 (a) Number of Properties Subject to % Registration as at January 31, 2021 Initial Amount (January 1, 2021)362 Paid in Full 19 5.2% Payment Arrangements 73 20.2% Ongoing Collection 270 74.6% Action Registered 0 0.0% 362 100.0% TABLE 3 (b) Initial Amount (January 1, 2020)61 Paid in Full 5 8.2% Payment Arrangements 6 9.8% Ongoing Collection Action 50 82.0% Registered 0 0.0% 61 100.0% TABLE 4 May 2021 2 66,511$ November 2021 3 53,382$ May 2022 4 71,652$ Totals 9 191,545$ Scheduled Tax Sales Dates for Registered Properties Number of Properties Taxes Outstanding Amount Page 236 of 459 F-2021-16 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2021-16 Municipal Accounts RECOMMENDATION That Council approve the municipal accounts totaling $34,310,670.81 for the period December 16, 2020 to February 12, 2021. EXECUTIVE SUMMARY The accounts have been reviewed by the Director of Finance and the by-law authorizing payment is listed on tonight’s Council agenda. Recommended by: Jonathan Leavens, Acting Director of Finance Respectfully submitted: Ken Todd, Chief Administrative Officer Page 237 of 459 Page 1 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount 1162686 ONT LTD 443731 03-Feb-2021 REFUND 5.00 1238956 ONTARIO INC EDWARD P LUSTIG LLB 443859 10-Feb-2021 CONTRACT SERVICES 26,781.00 1238956 ONTARIO INC EDWARD P LUSTIG LLB 443204 06-Jan-2021 CONTRACT SERVICES 27,628.50 1346704 ONTARIO INC.O/A MARKEN HOMES & CONSTRUCTION 443447 20-Jan-2021 REFUND 2,500.00 1473869 ONTARIO INC 443732 03-Feb-2021 REFUND 2.18 1578917 ONTARIO LIMITED O/A WILLIAMS PLUMBING AND HEATING 443297 13-Jan-2021 CONTRACT SERVICES 305.10 1578917 ONTARIO LIMITED O/A WILLIAMS PLUMBING AND HEATING 443592 27-Jan-2021 MATERIALS 161.02 1686541 ONTARIO INC 443733 03-Feb-2021 REFUND 419.00 1776415 ONTARIO LTD O/A PURE WATER NIAGARA 443734 03-Feb-2021 MATERIALS 856.25 180 MARKETING 443084 22-Dec-2020 ADVERTISING 1,356.00 180 MARKETING 00328-0001 25-Jan-2021 ADVERTISING 339.00 1984370 ONTARIO INC. O/A ALFIDOME CONSTRUCTION NIAGARA 443448 20-Jan-2021 CONTRACT SERVICES 37,418.25 1984370 ONTARIO INC. O/A ALFIDOME CONSTRUCTION NIAGARA 443735 03-Feb-2021 CONTRACT SERVICES 73,010.98 2275215 ONTARIO LTD o/a BARGAIN KING CUSTOM APPAREL 443093 22-Dec-2020 REFUND 252.57 2348441 ONTARIO INC O/A MR QUICK SOFT CLOTH 443593 27-Jan-2021 CONTRACT SERVICES 179.67 2529294 ONTARIO LIMITED 443298 13-Jan-2021 REFUND 35,848.39 2578139 ONTARIO INC O/A HALCO PORTABLES 00329-0001 01-Feb-2021 CONTRACT SERVICES 36,612.00 2578139 ONTARIO INC O/A HALCO PORTABLES 00327-0001 18-Jan-2021 CONTRACT SERVICES 1,830.60 2578139 ONTARIO INC O/A HALCO PORTABLES 00328-0002 25-Jan-2021 CONTRACT SERVICES 1,361.65 2578139 ONTARIO INC O/A HALCO PORTABLES 00323-0001 21-Dec-2020 LEASES AND RENTS 7,042.16 2578139 ONTARIO INC O/A HALCO PORTABLES 00324-0001 30-Dec-2020 LEASES AND RENTS 1,904.05 2578139 ONTARIO INC O/A HALCO PORTABLES 00326-0001 11-Jan-2021 LEASES AND RENTS 4,627.35 2578139 ONTARIO INC O/A HALCO PORTABLES 00330-0001 08-Feb-2021 MATERIALS 3,169.65 2713652 ONTARIO LTD.443299 13-Jan-2021 REFUND 3,139.92 2729762 ONTARIO INC 443736 03-Feb-2021 REFUND 8.12 5009939 ONTARIO INC 442958 16-Dec-2020 REFUND 16,037.25 516317 ONTARIO LTD O/A B & B LIFT TRUCK SERVICE 443205 06-Jan-2021 CONTRACT SERVICES 462.61 560789 ONTARIO LIMITED O/A R&M CONSTRUCTION 443300 13-Jan-2021 MATERIALS 1,582.00 690743 ONTARIO LTD 443737 03-Feb-2021 REFUND 209.54 723716 ONTARIO LTD O/A AIR CARE SERVICES 00323-0002 21-Dec-2020 CONTRACT SERVICES 2,647.14 797045 ONTARIO LTD 443738 03-Feb-2021 REFUND 43.69 816028 ONTARIO LTD. O/A PORTER CONSTRUCTION 443301 13-Jan-2021 REFUND 500.00 942352 ONTARIO LIMITED O/A BRISK ALL GLASS 443206 06-Jan-2021 CONTRACT SERVICES 468.95 A&A EXHAUST SYSTEMS 443860 10-Feb-2021 CONTRACT SERVICES 514.42 AAA BIGGAR'S LOCKSMITH & SECURITY 443302 13-Jan-2021 CONTRACT SERVICES 1,396.09 AAA BIGGAR'S LOCKSMITH & SECURITY 443207 06-Jan-2021 MATERIALS 245.21 AAA BIGGAR'S LOCKSMITH & SECURITY 00330-0002 08-Feb-2021 MATERIALS 296.13 AAJIMATICS INC.443208 06-Jan-2021 MATERIALS 1,017.00 ABARCA,FRANCISCO& ABARCA, MARY 443739 03-Feb-2021 REFUND 458.29 ABASSI,NIMA 443303 13-Jan-2021 REFUND 35.00 ABLEDOCS INC.443304 13-Jan-2021 CONTRACT SERVICES 135.60 ACCLAIMS ENVIRONMENTAL INC.442961 16-Dec-2020 CONTRACT SERVICES 2,867.38 ACCU LOCK AND SECURITY 00323-0003 21-Dec-2020 MATERIALS 31.08 ACTIVE NETWORK LTD 443086 22-Dec-2020 SERVICES 18,104.15 ADEWUMI,AYO 443450 20-Jan-2021 MATERIALS 210.00 ADR CHAMBERS 443740 03-Feb-2021 CONTRACT SERVICES 3,873.08 ADR CHAMBERS 443087 22-Dec-2020 CONTRACT SERVICES 14,127.83 ADVANCE TOWING & RECOVERY 443594 27-Jan-2021 CONTRACT SERVICES 56.50 ADVANCE TOWING & RECOVERY 443741 03-Feb-2021 CONTRACT SERVICES 401.15 ADVANCE TOWING & RECOVERY 443861 10-Feb-2021 CONTRACT SERVICES 943.58 ADVANCE TOWING & RECOVERY 442962 16-Dec-2020 CONTRACT SERVICES 1,172.37 ADVANCE TOWING & RECOVERY 443088 22-Dec-2020 CONTRACT SERVICES 3,759.21 ADVANCE TOWING & RECOVERY 443209 06-Jan-2021 CONTRACT SERVICES 1,638.50 ADVANCE TOWING & RECOVERY 443305 13-Jan-2021 CONTRACT SERVICES 395.50 ADVANCE TOWING & RECOVERY 443451 20-Jan-2021 CONTRACT SERVICES 197.75 ADVANCE TOWING & RECOVERY 443741 03-Feb-2021 CONTRACT SERVICES 1,316.45 ADVANCE TOWING & RECOVERY 443861 10-Feb-2021 CONTRACT SERVICES 1,248.65 ADVANTAGE R&C MECHANICAL LTD.443452 20-Jan-2021 CONTRACT SERVICES 5,200.00 AFTERMARKET PARTS COMPANY LLC 443595 27-Jan-2021 STORES/INVENTORY 521.24 AFTERMARKET PARTS COMPANY LLC 443742 03-Feb-2021 STORES/INVENTORY 2,733.52 AFTERMARKET PARTS COMPANY LLC 443862 10-Feb-2021 STORES/INVENTORY 972.45 AFTERMARKET PARTS COMPANY LLC 443089 22-Dec-2020 STORES/INVENTORY 640.08 AFTERMARKET PARTS COMPANY LLC 443210 06-Jan-2021 STORES/INVENTORY 8,202.91 AFTERMARKET PARTS COMPANY LLC 443306 13-Jan-2021 STORES/INVENTORY 131.33 AIRD & BERLIS LLP 00324-0002 30-Dec-2020 CONTRACT SERVICES 22,247.77 AIRD & BERLIS LLP 00326-0002 11-Jan-2021 CONTRACT SERVICES 771.23 AIRD & BERLIS LLP 00327-0002 18-Jan-2021 CONTRACT SERVICES 10,542.83 Page 238 of 459 Page 2 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount AJ STONE COMPANY LTD 00329-0003 01-Feb-2021 MATERIALS 798.07 AJ STONE COMPANY LTD 00330-0003 08-Feb-2021 MATERIALS 1,667.93 AJ STONE COMPANY LTD 00324-0003 30-Dec-2020 MATERIALS 4,925.10 AJ STONE COMPANY LTD 00326-0003 11-Jan-2021 MATERIALS 11,682.10 AJ STONE COMPANY LTD 00327-0003 18-Jan-2021 MATERIALS 8,129.22 AJ STONE COMPANY LTD 00328-0003 25-Jan-2021 MATERIALS 3,060.72 AKCAY,HAKAN& AKCAY, EMINE 443453 20-Jan-2021 REFUND 138.89 AKINDI INC.443863 10-Feb-2021 MATERIALS 706.09 ALBANESE,LORI 443454 20-Jan-2021 TRAVEL/MILEAGE 57.78 ALBERTO,JORGE& GARCIA, MEJIA 443307 13-Jan-2021 REFUND 132.56 ALFIDOME CONSTRUCTION NIAGARA 443864 10-Feb-2021 CONTRACT SERVICES 2,576.40 ALFIDOME CONSTRUCTION NIAGARA 443090 22-Dec-2020 CONTRACT SERVICES 17,862.07 ALFIDOME CONSTRUCTION NIAGARA 443308 13-Jan-2021 CONTRACT SERVICES 249,418.53 ALFIDOME CONSTRUCTION NIAGARA 443455 20-Jan-2021 CONTRACT SERVICES 21,421.21 ALFIDOME CONSTRUCTION NIAGARA 443864 10-Feb-2021 CONTRACT SERVICES 31,110.05 ALISON'S SPORTS AWARDS & PROMOTIONS 00327-0004 18-Jan-2021 MATERIALS 220.12 ALL GREEN IRRIGATION 00326-0004 11-Jan-2021 CONTRACT SERVICES 268.94 ALLAN FYFE EQUIPMENT LTD 443743 03-Feb-2021 CONTRACT SERVICES 17,140.99 ALLIED MEDICAL INSTRUMENTS INC 00323-0004 21-Dec-2020 MATERIALS 67.49 ALLIED MEDICAL INSTRUMENTS INC 00327-0005 18-Jan-2021 MATERIALS 254.94 ALTIERI BUILDING SUPPLIES LTD 00323-0005 21-Dec-2020 MATERIALS 334.03 AMALGAMATED TRANSIT UNION #1582 00326-0005 11-Jan-2021 REMITTANCE 4,364.59 AMALGAMATED TRANSIT UNION #1582 00328-0004 25-Jan-2021 REMITTANCE 4,149.24 AMALGAMATED TRANSIT UNION #1582 00330-0004 08-Feb-2021 REMITTANCE 3,958.13 AMALGAMATED TRANSIT UNION #1582 00325-0001 28-Dec-2020 REMITTANCE 4,343.19 AMG ENVIRONMENTAL INC 00324-0004 30-Dec-2020 CONTRACT SERVICES 2,203.50 AMG ENVIRONMENTAL INC 00329-0004 01-Feb-2021 CONTRACT SERVICES 2,203.50 ANDERSON,JEFF 443091 22-Dec-2020 MATERIALS 169.49 ANDERSONS CEMETERY CONTRACTING LTD 00327-0006 18-Jan-2021 MATERIALS 25,309.74 ANGLE,BETH 443456 20-Jan-2021 SUPPLIES 143.59 ANNEX PUBLISHING & PRINTING INC - BOOKSTORE 443457 20-Jan-2021 MATERIALS 3,255.51 ANTHONY'S EXCAVATING CENTRAL INC 00323-0006 21-Dec-2020 CONTRACT SERVICES 9,490.42 ANTHONY'S EXCAVATING CENTRAL INC 00327-0007 18-Jan-2021 CONTRACT SERVICES 2,147.00 ANTHONY'S EXCAVATING CENTRAL INC 00328-0005 25-Jan-2021 CONTRACT SERVICES 192,044.60 ANTONINA MERLINO,ESTATE OF 443371 13-Jan-2021 REFUND 54.70 ANTONIO,BREANNA 443458 20-Jan-2021 TRAVEL/MILEAGE 52.92 AON REED STENHOUSE INC.443309 13-Jan-2021 CONTRACT SERVICES 8,048.16 APPLIED GEOLOGICS INC 443211 06-Jan-2021 MATERIALS 11,237.85 ARC ENGINEERING INC 00323-0007 21-Dec-2020 CONTRACT SERVICES 9,916.54 ARC ENGINEERING INC 00324-0005 30-Dec-2020 MATERIALS 3,440.29 ARC ENGINEERING INC 00327-0008 18-Jan-2021 MATERIALS 40,307.04 ARIVA 443212 06-Jan-2021 MATERIALS 101.14 ARIVA 443092 22-Dec-2020 SERVICES 101.14 ARMSTRONG,JASON 443213 06-Jan-2021 MATERIALS 112.97 ARSENAULT,ELIZABETH ANN 443459 20-Jan-2021 REFUND 123.27 ARTISTA DESIGN & PRINT INC 00324-0006 30-Dec-2020 ADVERTISING 1,932.30 ARTISTA DESIGN & PRINT INC 00330-0005 08-Feb-2021 MATERIALS 3,073.60 ARTISTA DESIGN & PRINT INC 00323-0008 21-Dec-2020 MATERIALS 1,271.25 ARTISTA DESIGN & PRINT INC 00326-0006 11-Jan-2021 MATERIALS 543.53 ARTISTA DESIGN & PRINT INC 00329-0006 01-Feb-2021 SUPPLIES 521.57 ARTISTA DESIGN & PRINT INC 00327-0009 18-Jan-2021 SUPPLIES 2,011.40 ART'S TOOL SALES OF NIA LTD.00329-0005 01-Feb-2021 MATERIALS 880.24 ASSOCIATED ENGINEERING (ONT) LTD 443216 06-Jan-2021 MATERIALS 42,912.75 ASSOCIATED ENGINEERING (ONT) LTD 443744 03-Feb-2021 MATERIALS 1,546.41 ASSOCIATED ENGINEERING (ONT) LTD 443865 10-Feb-2021 MATERIALS 22,931.79 ASSOCIATION OF ARCHITECTURAL TECHONOLOGISTS OF ONTARIO 443597 27-Jan-2021 MEMBERSHIP 250.00 ASSOCIATION OF MUNICIPALITIES OF ONTARIO 443215 06-Jan-2021 MEMBERSHIP 15,901.78 AUTO FX 442963 16-Dec-2020 MATERIALS 166.11 AUTO LINE TOYOTA O/B 1032447 ONTARIO LTD.443745 03-Feb-2021 MATERIALS 216.33 AUTOTRIM & SIGNS OF NIAGARA 00329-0007 01-Feb-2021 CONTRACT SERVICES 113.23 B & C TRUCK CENTRE 443867 10-Feb-2021 MATERIALS 6,047.25 B.M.R. MFG. INC.442966 16-Dec-2020 MATERIALS 12,376.33 BACON,ISABELLE 442964 16-Dec-2020 REFUND 1,395.43 BAGLIERI,CAREY 443460 20-Jan-2021 SUPPLIES 56.85 BAGLIERI,CAREY 443217 06-Jan-2021 TRAVEL/MILEAGE 262.74 BAGLIERI,JONATHAN 443218 06-Jan-2021 MATERIALS 146.89 BAIN PRINTING LIMITED 00327-0010 18-Jan-2021 MATERIALS 334.93 Page 239 of 459 Page 3 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount BAIN PRINTING LIMITED 00328-0006 25-Jan-2021 MATERIALS 240.13 BAKER TRANSIT PARTS INC.00328-0007 25-Jan-2021 MATERIALS 1,967.66 BAKER TRANSIT PARTS INC.00329-0008 01-Feb-2021 STORES/INVENTORY 797.87 BAKER TRANSIT PARTS INC.00330-0006 08-Feb-2021 STORES/INVENTORY 1,637.39 BAKER TRANSIT PARTS INC.00323-0009 21-Dec-2020 STORES/INVENTORY 2,561.62 BAKER TRANSIT PARTS INC.00324-0007 30-Dec-2020 STORES/INVENTORY 1,595.08 BAKER TRANSIT PARTS INC.00326-0007 11-Jan-2021 STORES/INVENTORY 3,689.26 BAKER TRANSIT PARTS INC.00327-0011 18-Jan-2021 STORES/INVENTORY 3,528.60 BALLIE,BONNIE ELIZABETH 443461 20-Jan-2021 REFUND 37.16 BALTAZAR,NEIL 443219 06-Jan-2021 TRAVEL/MILEAGE 157.14 BANG THE TABLE 443746 03-Feb-2021 ADVERTISING 23,513.04 BAREVICH,NICHOLAS 443462 20-Jan-2021 REFUND 51.73 BARTOLINI,FRANK 443598 27-Jan-2021 MATERIALS 150.00 BATTLEFIELD EQUIPMENT RENTALS 443463 20-Jan-2021 CONTRACT SERVICES 823.77 BATTLEFIELD EQUIPMENT RENTALS 443599 27-Jan-2021 LEASES AND RENTS 173.74 BATTLEFIELD EQUIPMENT RENTALS 443599 27-Jan-2021 MATERIALS 895.36 BATTLEFIELD EQUIPMENT RENTALS 443866 10-Feb-2021 MATERIALS 716.68 BATTLEFIELD EQUIPMENT RENTALS 443094 22-Dec-2020 MATERIALS 173.74 BATTLEFIELD EQUIPMENT RENTALS 443220 06-Jan-2021 MATERIALS 542.94 BATTLEFIELD EQUIPMENT RENTALS 443310 13-Jan-2021 MATERIALS 276.75 BATTLEFIELD EQUIPMENT RENTALS 443866 10-Feb-2021 MATERIALS 5,403.19 BAZAAR ISTANBUL LTD 443464 20-Jan-2021 REFUND 154.18 BEAM,NATASHA M 443465 20-Jan-2021 REFUND 79.57 BEATTIE,PHIL 443466 20-Jan-2021 REFUND 205.52 BEAVERTAILS NIAGARA FALLS 2291068 ONTARIO INC 443467 20-Jan-2021 REFUND 1,250.00 BELL CANADA 443096 22-Dec-2020 MATERIALS 1,640.61 BELL CANADA 443468 20-Jan-2021 SERVICES 256.66 BELL CANADA 443600 27-Jan-2021 UTILITIES 99.44 BELL CANADA 443311 13-Jan-2021 UTILITIES 99.44 BELL CANADA - PUBLIC ACCESS 443469 20-Jan-2021 SERVICES 169.50 BELL CANADA - PUBLIC ACCESS 443095 22-Dec-2020 SERVICES 113.00 BELL CANADA - PUBLIC ACCESS 443221 06-Jan-2021 SERVICES 56.50 BEN BERG FARM & INDUSTRIAL EQUIPMENT LTD 00330-0007 08-Feb-2021 MATERIALS 1,650.98 BEN BERG FARM & INDUSTRIAL EQUIPMENT LTD 00327-0012 18-Jan-2021 MATERIALS 221.67 BENJAMIN,STEPHEN 443470 20-Jan-2021 REFUND 201.81 BHAIMIYA,AMJAD 443471 20-Jan-2021 REFUND 20.45 BICKLE MAIN INDUSTRIAL SUPPLY INC 00330-0008 08-Feb-2021 MATERIALS 66.67 BICKLE MAIN INDUSTRIAL SUPPLY INC 00327-0013 18-Jan-2021 MATERIALS 300.51 BIRKSCO 443473 20-Jan-2021 MATERIALS 5,090.65 BISHOP,MARY LOU 442965 16-Dec-2020 REFUND 55.00 BLACK,RICHARD 443223 06-Jan-2021 MATERIALS 114.99 BLASINSKI,CHRIS 443869 10-Feb-2021 MATERIALS 175.00 BLOOM INC.00323-0010 21-Dec-2020 CONTRACT SERVICES 2,373.00 BLUE JAY IRRIGATION-NIAGARA 443747 03-Feb-2021 CONTRACT SERVICES 8,370.50 BOB ROBINSON & SON CONSTRUCTION 00329-0009 01-Feb-2021 CONTRACT SERVICES 836.20 BOB ROBINSON & SON CONSTRUCTION 00330-0009 08-Feb-2021 CONTRACT SERVICES 9,641.73 BOB ROBINSON & SON CONSTRUCTION 00324-0009 30-Dec-2020 CONTRACT SERVICES 1,254.30 BOB ROBINSON & SON CONSTRUCTION 00328-0009 25-Jan-2021 CONTRACT SERVICES 2,154.06 BOBCAT OF HAMILTON LTD 00328-0010 25-Jan-2021 LEASES AND RENTS 4,294.00 BOBCAT OF HAMILTON LTD 00326-0008 11-Jan-2021 MATERIALS 94.71 BOBCAT OF HAMILTON LTD 00327-0014 18-Jan-2021 MATERIALS 161.54 BOLUS,LOU 443224 06-Jan-2021 MATERIALS 108.47 BOOT SHOP 00328-0011 25-Jan-2021 MATERIALS 8,983.50 BOTTRELL,KURTIS 443097 22-Dec-2020 TRAVEL/MILEAGE 160.38 BOYS & GIRLS CLUB OF NIAGARA 443474 20-Jan-2021 CONTRACT SERVICES 2,578.40 BOYS & GIRLS CLUB OF NIAGARA 443601 27-Jan-2021 REMITTANCE 17,250.75 BOYS & GIRLS CLUB OF NIAGARA 443098 22-Dec-2020 REMITTANCE 17,250.75 BRAND BLVD INC 442967 16-Dec-2020 MATERIALS 3,449.53 BRAND BLVD INC 443475 20-Jan-2021 MATERIALS 1,027.78 BRENNAN PAVING LTD.442968 16-Dec-2020 CONTRACT SERVICES 128,949.78 BRENNAN PAVING LTD.442969 16-Dec-2020 CONTRACT SERVICES 3,937.72 BRENNAN PAVING LTD.443602 27-Jan-2021 CONTRACT SERVICES 10,030.56 BRENNAN PAVING LTD.443603 27-Jan-2021 CONTRACT SERVICES 8,625.21 BRIGHT OPTICAL DISTRIBUTION 443748 03-Feb-2021 MATERIALS 128.14 BRINKS CANADA LTD 443100 22-Dec-2020 CONTRACT SERVICES 2,438.26 BRINKS CANADA LTD 443604 27-Jan-2021 CONTRACT SERVICES 2,219.22 BROCK FORD SALES 442970 16-Dec-2020 CONTRACT SERVICES 291.19 Page 240 of 459 Page 4 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount BROCK FORD SALES 443312 13-Jan-2021 CONTRACT SERVICES 1,090.29 BROCK FORD SALES 443870 10-Feb-2021 CONTRACT SERVICES 67.78 BROCK FORD SALES 443605 27-Jan-2021 MATERIALS 103.33 BROCK FORD SALES 443225 06-Jan-2021 MATERIALS 186,450.00 BROKERLINK INSURANCE 443749 03-Feb-2021 SERVICES 1,697.76 BROMAC CONSTRUCTION INC 442971 16-Dec-2020 CONTRACT SERVICES 323,554.97 BROMAC CONSTRUCTION INC 00330-0010 08-Feb-2021 CONTRACT SERVICES 392,793.18 BROOKS-BELINSKI,LISA 443476 20-Jan-2021 REFUND 128.46 BROUGH,JOHN 443606 27-Jan-2021 MATERIALS 397.50 BRUNNING,TODD 442972 16-Dec-2020 MATERIALS 175.00 BTB MORTGAGE SOLUTIONS 443750 03-Feb-2021 REFUND 275.00 BUCK MARKETING 443226 06-Jan-2021 MATERIALS 847.50 BUILDING INNOVATION 443227 06-Jan-2021 MATERIALS 4,122.24 BUNZ,DAN 442973 16-Dec-2020 MATERIALS 175.00 BURGESS FENCE CONTRACTORS 00327-0015 18-Jan-2021 MATERIALS 1,305.15 BURLEY,RON 443228 06-Jan-2021 MATERIALS 200.00 BURROWS,COREY TYLER 443477 20-Jan-2021 REFUND 456.41 BUSH,STEPHEN 443101 22-Dec-2020 MATERIALS 67.78 BUTLER,ANGUS 443607 27-Jan-2021 MATERIALS 175.00 CALDWELL,DILLON 443478 20-Jan-2021 REFUND 110.86 CALE SYSTEMS INC.442974 16-Dec-2020 CONTRACT SERVICES 5,802.55 CAMPBELL & COMPANY APPRAISALS INC.00324-0010 30-Dec-2020 MATERIALS 3,347.06 CAMPBELL MONUMENT CO LTD 443871 10-Feb-2021 MATERIALS 2,586.57 CAMPBELL,ED 442975 16-Dec-2020 MATERIALS 200.00 CAMPIGOTTO,PAUL 443102 22-Dec-2020 TRAVEL/MILEAGE 149.04 CANADA CLEAN FUELS 00329-0010 01-Feb-2021 FUEL 11,841.96 CANADA CLEAN FUELS 00330-0011 08-Feb-2021 FUEL 50,580.35 CANADA CLEAN FUELS 00323-0011 21-Dec-2020 FUEL 35,506.28 CANADA CLEAN FUELS 00324-0011 30-Dec-2020 FUEL 61,097.82 CANADA CLEAN FUELS 00326-0009 11-Jan-2021 FUEL 14,422.33 CANADA CLEAN FUELS 00327-0017 18-Jan-2021 FUEL 97,373.83 CANADA CLEAN FUELS 00328-0012 25-Jan-2021 FUEL 44,649.37 CANADA CLEAN FUELS 00329-0010 01-Feb-2021 MATERIALS 1,170.87 CANADA POST CORPORATION 00330-0012 08-Feb-2021 MATERIALS 588.41 CANADA POST CORPORATION 00326-0010 11-Jan-2021 MATERIALS 11.79 CANADA POST CORPORATION 00327-0018 18-Jan-2021 MATERIALS 12,179.55 CANADIAN ASSOCIATION OF FIRE CHIEFS 443479 20-Jan-2021 MEMBERSHIP 339.00 CANADIAN BEARINGS LTD 443872 10-Feb-2021 MATERIALS 71.85 CANADIAN CORPS OF COMMISSIONAIRES (HAMILTON)00329-0011 01-Feb-2021 CONTRACT SERVICES 16,190.47 CANADIAN CORPS OF COMMISSIONAIRES (HAMILTON)00323-0012 21-Dec-2020 CONTRACT SERVICES 12,993.93 CANADIAN CORPS OF COMMISSIONAIRES (HAMILTON)00326-0011 11-Jan-2021 CONTRACT SERVICES 11,506.39 CANADIAN CORPS OF COMMISSIONAIRES (HAMILTON)00327-0019 18-Jan-2021 CONTRACT SERVICES 12,815.09 CANADIAN DOOR DOCTOR 00323-0013 21-Dec-2020 CONTRACT SERVICES 316.40 CANADIAN DOOR DOCTOR 00328-0013 25-Jan-2021 CONTRACT SERVICES 819.25 CANADIAN DOOR DOCTOR 00330-0013 08-Feb-2021 MATERIALS 433.36 CANADIAN INSTITUTE OF PLANNERS 443104 22-Dec-2020 MEMBERSHIP 246.66 CANADIAN LINEN & UNIFORM 00329-0012 01-Feb-2021 CONTRACT SERVICES 130.99 CANADIAN LINEN & UNIFORM 00330-0014 08-Feb-2021 CONTRACT SERVICES 194.65 CANADIAN LINEN & UNIFORM 00323-0014 21-Dec-2020 CONTRACT SERVICES 460.72 CANADIAN LINEN & UNIFORM 00324-0012 30-Dec-2020 CONTRACT SERVICES 576.24 CANADIAN LINEN & UNIFORM 00326-0012 11-Jan-2021 CONTRACT SERVICES 536.64 CANADIAN LINEN & UNIFORM 00327-0020 18-Jan-2021 CONTRACT SERVICES 454.51 CANADIAN LINEN & UNIFORM 00328-0014 25-Jan-2021 CONTRACT SERVICES 332.28 CANADIAN LINEN & UNIFORM 00329-0012 01-Feb-2021 CONTRACT SERVICES 942.11 CANADIAN LINEN & UNIFORM 00330-0014 08-Feb-2021 CONTRACT SERVICES 754.26 CANADIAN LOCATORS INC.00324-0013 30-Dec-2020 CONTRACT SERVICES 12,710.24 CANADIAN LOCATORS INC.00326-0013 11-Jan-2021 CONTRACT SERVICES 43,476.31 CANADIAN NATIONAL 00329-0013 01-Feb-2021 CONTRACT SERVICES 3,826.50 CANADIAN NATIONAL 00330-0015 08-Feb-2021 CONTRACT SERVICES 3,826.50 CANADIAN PACIFIC RAILWAY CO 443752 03-Feb-2021 CONTRACT SERVICES 1,214.50 CANADIAN PACIFIC RAILWAY CO 442977 16-Dec-2020 CONTRACT SERVICES 1,214.50 CANADIAN PACIFIC RAILWAY CO 443313 13-Jan-2021 CONTRACT SERVICES 1,214.50 CANADIAN PACIFIC RAILWAY CO 443480 20-Jan-2021 CONTRACT SERVICES 61,747.64 CANADIAN TIRE PROPERTIES INC.00329-0014 01-Feb-2021 LEASES AND RENTS 3,419.16 CANADIAN TIRE PROPERTIES INC.443103 22-Dec-2020 LEASES AND RENTS 3,419.16 CANADIAN TIRE STORE 212 443751 03-Feb-2021 REFUND 453.47 CANADIAN URBAN TRANSIT ASSOCIATION 443481 20-Jan-2021 TRAINING 961.63 Page 241 of 459 Page 5 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount CANCORE INDUSTRIES INC O/A HAMILTON RADIATOR SERVICE 00329-0015 01-Feb-2021 CONTRACT SERVICES 190.91 CANON CANADA INC 442976 16-Dec-2020 SUPPLIES 88.28 CANSEL SURVEY EQUIPMENT INC 443105 22-Dec-2020 MATERIALS 381.42 CANTEC SECURITY SERVICES INC 00324-0014 30-Dec-2020 CONTRACT SERVICES 3,758.83 CANTEC SECURITY SERVICES INC 00327-0021 18-Jan-2021 CONTRACT SERVICES 2,863.87 CANTEC SECURITY SERVICES INC 00329-0016 01-Feb-2021 CONTRACT SERVICES 11,880.60 CANTEC SECURITY SERVICES INC 00330-0016 08-Feb-2021 CONTRACT SERVICES 6,243.25 CANTEX DISTRIBUTION INC 443229 06-Jan-2021 MATERIALS 325.44 CAPITANO,ROB 443314 13-Jan-2021 MATERIALS 149.15 CARGILL LIMITED 443873 10-Feb-2021 MATERIALS 20,072.54 CARGILL LIMITED 442979 16-Dec-2020 MATERIALS 27,972.14 CARGILL LIMITED 443230 06-Jan-2021 MATERIALS 26,907.93 CARGILL LIMITED 443482 20-Jan-2021 MATERIALS 77,171.46 CARLESSO,MARY 443754 03-Feb-2021 REFUND 2,500.00 CARPENTER,DAVID 443316 13-Jan-2021 MATERIALS 175.00 CARQUEST CANADA LTD.443608 27-Jan-2021 CONTRACT SERVICES 459.41 CARQUEST CANADA LTD.443755 03-Feb-2021 MATERIALS 1,145.70 CARQUEST CANADA LTD.443106 22-Dec-2020 MATERIALS 31.44 CARQUEST CANADA LTD.443483 20-Jan-2021 STORES/INVENTORY 125.75 CARROLL,MICHAEL JAMES& CARROLL, LAURA LEA 443315 13-Jan-2021 REFUND 500.00 CARRUTHERS,ANDREW 443317 13-Jan-2021 MATERIALS 200.00 CARTER,CHARLES 443753 03-Feb-2021 REFUND 54.31 CARTER-FLAGG,STEVEN 442978 16-Dec-2020 MATERIALS 175.00 CASSELS BROCK & BLACKWELL LLP 443231 06-Jan-2021 CONTRACT SERVICES 9,655.22 CASSELS BROCK & BLACKWELL LLP 443756 03-Feb-2021 CONTRACT SERVICES 5,950.38 CASTELLANO,ALISON 443484 20-Jan-2021 REFUND 213.89 CASTLE MECHANICAL 443757 03-Feb-2021 CONTRACT SERVICES 2,963.40 CASTLE MECHANICAL 443874 10-Feb-2021 CONTRACT SERVICES 1,076.78 CASTLE MECHANICAL 443318 13-Jan-2021 CONTRACT SERVICES 1,240.18 CASTLE MECHANICAL 443485 20-Jan-2021 CONTRACT SERVICES 948.16 CASTLE PLUMBING & HEATING INC.443232 06-Jan-2021 CONTRACT SERVICES 1,114.20 CASUCCI,KURTIS 442980 16-Dec-2020 MATERIALS 547.56 CATERPILLAR FINANCIAL SERVICES LIMITED 00323-0015 21-Dec-2020 LEASES AND RENTS 29,375.35 CATERPILLAR FINANCIAL SERVICES LIMITED 00327-0022 18-Jan-2021 LEASES AND RENTS 29,375.35 CBM N.A. INC 00329-0017 01-Feb-2021 STORES/INVENTORY 1,227.95 CBM N.A. INC 00330-0017 08-Feb-2021 STORES/INVENTORY 4,797.18 CBM N.A. INC 00324-0015 30-Dec-2020 STORES/INVENTORY 949.20 CBM N.A. INC 00326-0014 11-Jan-2021 STORES/INVENTORY 805.59 CBM N.A. INC 00327-0023 18-Jan-2021 STORES/INVENTORY 2,426.11 CBM N.A. INC 00328-0015 25-Jan-2021 STORES/INVENTORY 2,203.48 CENEGAGE LEARNING US DRAFT 25-Jan-2021 MATERIALS 339.00 CENTENNIAL INFRASTRUCTURE (NIAGARA) INC 443107 22-Dec-2020 CONTRACT SERVICES 94,490.82 CENTENNIAL INFRASTRUCTURE (NIAGARA) INC 443486 20-Jan-2021 CONTRACT SERVICES 7,848.70 CENTRAL COMMUNICATIONS 00326-0015 11-Jan-2021 CONTRACT SERVICES 824.90 CERVUS EQUIPMENT #2602 00330-0018 08-Feb-2021 STORES/INVENTORY 1,061.04 CERVUS EQUIPMENT #2602 00326-0016 11-Jan-2021 STORES/INVENTORY 75.43 CERVUS EQUIPMENT #2602 00327-0024 18-Jan-2021 STORES/INVENTORY 699.12 CFLZ-FM 443487 20-Jan-2021 ADVERTISING 678.00 CHABAD OF NIAGARA 443875 10-Feb-2021 MATERIALS 100.00 CHAMBER OF COMMERCE NIAGARA FALLS CANADA 443488 20-Jan-2021 MATERIALS 2,188.16 CHAMBERS WATER HAULAGE 1174723 ONTARIO LIMITED 00327-0025 18-Jan-2021 MATERIALS 80.00 CHAMBERS WATER HAULAGE 1174723 ONTARIO LIMITED 00329-0018 01-Feb-2021 MATERIALS 62.00 CHAMPANERI,ABHIRAJ 443233 06-Jan-2021 TRAVEL/MILEAGE 110.70 CHARLES JONES INDUSTRIAL LTD 00330-0019 08-Feb-2021 STORES/INVENTORY 873.72 CHARLES JONES INDUSTRIAL LTD 00323-0016 21-Dec-2020 STORES/INVENTORY 523.35 CHARLES JONES INDUSTRIAL LTD 00324-0016 30-Dec-2020 STORES/INVENTORY 211.84 CHARLES JONES INDUSTRIAL LTD 00326-0017 11-Jan-2021 STORES/INVENTORY 2,031.58 CHARLES JONES INDUSTRIAL LTD 00327-0026 18-Jan-2021 STORES/INVENTORY 629.68 CHARLES JONES INDUSTRIAL LTD 00328-0016 25-Jan-2021 STORES/INVENTORY 28.48 CHARLES JONES INDUSTRIAL LTD 00330-0019 08-Feb-2021 STORES/INVENTORY 1,658.53 CHIECA,LUCIANO 442981 16-Dec-2020 MATERIALS 200.00 CHIPPAWA LIONS CLUB 443876 10-Feb-2021 REFUND 1,230.38 CHOI,YEON HEE 443489 20-Jan-2021 REFUND 78.24 CIBC ELECTRONIC BANKING OPERATIONS 443490 20-Jan-2021 REFUND 109.93 CIBC ELECTRONIC BANKING OPERATIONS 443490 20-Jan-2021 REFUND 300.00 CICCARELLI,MARIO 443610 27-Jan-2021 REFUND 273.00 CICCARELLI,MR. MARIO N& CICCARELLI, MRS. ROSEMARY 443319 13-Jan-2021 REFUND 750.00 Page 242 of 459 Page 6 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount CIMA CANADA INC 443234 06-Jan-2021 MATERIALS 13,062.64 CIMCO REFRIGERATION 443759 03-Feb-2021 CONTRACT SERVICES 2,220.30 CIMCO REFRIGERATION 443491 20-Jan-2021 CONTRACT SERVICES 997.18 CIRCLE P. PAVING INC.00326-0018 11-Jan-2021 CONTRACT SERVICES 351,975.79 CIRCLE P. PAVING INC.00328-0017 25-Jan-2021 CONTRACT SERVICES 74,645.36 CITY ELECTRIC SUPPLY 442983 16-Dec-2020 MATERIALS 439.57 CJED-FM 443492 20-Jan-2021 ADVERTISING 1,068.93 CJED-FM 443108 22-Dec-2020 MATERIALS 379.68 C-MAX FIRE SOLUTIONS 00327-0016 18-Jan-2021 MATERIALS 616.37 CODE 4 FIRE & RESCUE INC 442984 16-Dec-2020 MATERIALS 1,040.73 COGECO CONNEXION INC 443760 03-Feb-2021 CONTRACT SERVICES 45.14 COGECO CONNEXION INC 443320 13-Jan-2021 CONTRACT SERVICES 45.14 COGECO CONNEXION INC 443493 20-Jan-2021 CONTRACT SERVICES 45.14 COGECO CONNEXION INC 443493 20-Jan-2021 MATERIALS 73.39 COGECO CONNEXION INC 442985 16-Dec-2020 MATERIALS 73.39 COLASURDO,JOE 442986 16-Dec-2020 MATERIALS 200.00 COLOSIMO,PETER 443494 20-Jan-2021 TRAVEL/MILEAGE 163.62 COLVILLE CONSULTING INC 443109 22-Dec-2020 ADVERTISING 4,715.69 COMMISSIONG,RENEE 443496 20-Jan-2021 REFUND 33.73 COMPUGEN INC 443110 22-Dec-2020 CONTRACT SERVICES 12,509.10 COMPUGEN INC 443877 10-Feb-2021 MATERIALS 4,571.42 COMPUGEN INC 443495 20-Jan-2021 SERVICES 12,424.97 CONIDI,SARAH 442987 16-Dec-2020 TRAINING 201.24 CONIDI,SARAH 443235 06-Jan-2021 TRAVEL/MILEAGE 19.44 CONSEIL SCOLAIRE CATHOLIQUE MONAVENIR 00322-0002 30-Dec-2020 REMITTANCE 252,158.76 CONSEIL SCOLAIRE VIAMONDE 00322-0001 30-Dec-2020 REMITTANCE 75,520.73 CONSORTECH 442988 16-Dec-2020 MATERIALS 13,899.00 COOPER,MARY ANN 443762 03-Feb-2021 REFUND 500.00 CRAWFORD & COMPANY CANADA INC 442989 16-Dec-2020 CONTRACT SERVICES 1,000.50 CRAWFORD & COMPANY CANADA INC 443113 22-Dec-2020 CONTRACT SERVICES 3,657.00 CRAWFORD & COMPANY CANADA INC 443236 06-Jan-2021 CONTRACT SERVICES 2,622.00 CRAWFORD & COMPANY CANADA INC 443321 13-Jan-2021 CONTRACT SERVICES 770.50 CRAWFORD & COMPANY CANADA INC 443611 27-Jan-2021 CONTRACT SERVICES 931.50 CRAWFORD & COMPANY CANADA INC 443763 03-Feb-2021 CONTRACT SERVICES 2,449.50 CRESTLINE COACH LTD 443612 27-Jan-2021 MATERIALS 190.88 CRESTLINE COACH LTD 443878 10-Feb-2021 MATERIALS 1,324.81 CRL CAMPBELL CONSTRUCTION & DRAINAGE LTD 00323-0017 21-Dec-2020 CONTRACT SERVICES 11,294.09 CRL CAMPBELL CONSTRUCTION & DRAINAGE LTD 00327-0027 18-Jan-2021 CONTRACT SERVICES 78,650.85 CRL CAMPBELL CONSTRUCTION & DRAINAGE LTD 00330-0020 08-Feb-2021 CONTRACT SERVICES 2,823.87 CSN GLEN-MERRITT COLLISION LTD 00328-0018 25-Jan-2021 CONTRACT SERVICES 9,281.15 CSN GLEN-MERRITT COLLISION LTD 00327-0028 18-Jan-2021 MATERIALS 542.40 CUMMINS-ALLISON ULC 443879 10-Feb-2021 CONTRACT SERVICES 3,651.03 CUPE LOCAL 133 00326-0019 11-Jan-2021 REMITTANCE 9,085.28 CUPE LOCAL 133 00328-0019 25-Jan-2021 REMITTANCE 8,966.64 CUPE LOCAL 133 00330-0021 08-Feb-2021 REMITTANCE 9,144.22 CUPE LOCAL 133 00325-0002 28-Dec-2020 REMITTANCE 9,128.39 CYMOGI HOLDING CORP 443765 03-Feb-2021 REFUND 750.00 D & D DIAMOND CUTTING & CORING INC 443614 27-Jan-2021 CONTRACT SERVICES 452.00 D & D DIAMOND CUTTING & CORING INC 443117 22-Dec-2020 MATERIALS 452.00 D K TECHNICAL SERVICES INC 442994 16-Dec-2020 CONTRACT SERVICES 707.83 D K TECHNICAL SERVICES INC 443502 20-Jan-2021 CONTRACT SERVICES 842.87 DABROWSKI,CHRIS 443323 13-Jan-2021 MATERIALS 454.00 DABROWSKI,CHRIS 443238 06-Jan-2021 SERVICES 1,341.16 DAILLY,DAVID 442990 16-Dec-2020 MATERIALS 60.00 DAN WIENS CONSTRUCTION LIMITED 443767 03-Feb-2021 REFUND 750.00 DANIEL J MCDONALD,IN TRUST 443540 20-Jan-2021 REFUND 222.05 DANIELE,CHRIS 443324 13-Jan-2021 MATERIALS 192.09 DAO,PUYEN 443499 20-Jan-2021 REFUND 140.19 DARCH FIRE 00324-0017 30-Dec-2020 CONTRACT SERVICES 779.70 DARCH FIRE 00327-0029 18-Jan-2021 CONTRACT SERVICES 1,144.58 DARCH FIRE 00329-0019 01-Feb-2021 MATERIALS 2,885.47 DARCH FIRE 00323-0018 21-Dec-2020 MATERIALS 860.29 DARLENE,SHERRI 443500 20-Jan-2021 MATERIALS 210.00 DATA FIX 443239 06-Jan-2021 MATERIALS 4,520.00 DAUDELIN,JUDY 443501 20-Jan-2021 REFUND 171.50 DAVES TOTAL AUTOMOTIVE 443240 06-Jan-2021 CONTRACT SERVICES 152.54 DAVIDSON ENVIRONMENTAL 442991 16-Dec-2020 CONTRACT SERVICES 105.09 Page 243 of 459 Page 7 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount DAVIDSON ENVIRONMENTAL 443116 22-Dec-2020 CONTRACT SERVICES 84.07 DAVIDSON ENVIRONMENTAL 00327-0030 18-Jan-2021 CONTRACT SERVICES 84.07 DAVIDSON ENVIRONMENTAL 00328-0020 25-Jan-2021 CONTRACT SERVICES 105.09 DECARIA,ALEX 443325 13-Jan-2021 MATERIALS 200.00 DEMAR CONSTRUCTION 443241 06-Jan-2021 CONTRACT SERVICES 96,820.14 DEMAR CONSTRUCTION 443326 13-Jan-2021 CONTRACT SERVICES 8,194.20 DEMAR CONSTRUCTION 443768 03-Feb-2021 CONTRACT SERVICES 109,601.77 DEMOL'S TIRE SALES & SERVICE 443118 22-Dec-2020 CONTRACT SERVICES 30.00 DEMOL'S TIRE SALES & SERVICE 443615 27-Jan-2021 CONTRACT SERVICES 1,493.40 DEPENDABLE EMERGENCY VEHICLES 443881 10-Feb-2021 CONTRACT SERVICES 805.69 DEPENDABLE EMERGENCY VEHICLES 443616 27-Jan-2021 CONTRACT SERVICES 996.66 DEPENDABLE EMERGENCY VEHICLES 443327 13-Jan-2021 MATERIALS 196.62 DESIGN ELECTRONICS 443769 03-Feb-2021 CONTRACT SERVICES 488.02 DESIGN ELECTRONICS 443617 27-Jan-2021 CONTRACT SERVICES 276.85 DESIGN ELECTRONICS 442992 16-Dec-2020 SERVICES 1,853.20 DESIGN ELECTRONICS 443769 03-Feb-2021 SERVICES 1,870.99 DEVRON SALES LTD 442993 16-Dec-2020 MATERIALS 7,971.98 DEVRON SALES LTD 443618 27-Jan-2021 MATERIALS 93.23 DEVRON SALES LTD 443770 03-Feb-2021 MATERIALS 1,757.15 DICAN INC.443619 27-Jan-2021 CONTRACT SERVICES 3,305.25 DICHARD HOLDINGS LTD 443771 03-Feb-2021 REFUND 87.50 DIGITAL POSTAGE ON CALL 443328 13-Jan-2021 MATERIALS 19,210.00 DIODATI,JIM 443620 27-Jan-2021 REMITTANCE 1,155.00 DIODATI,JIM 443119 22-Dec-2020 REMITTANCE 1,155.00 DIRECT EQUIPMENT LTD 443242 06-Jan-2021 MATERIALS 5,333.60 DIRECT IT LTD.443243 06-Jan-2021 MATERIALS 5,650.00 DIRECT IT LTD.443120 22-Dec-2020 SERVICES 35,114.75 DISTRICT SCHOOL BOARD OF NIAGARA 00322-0003 30-Dec-2020 REMITTANCE 7,125,574.97 DIXON COMMERCIAL INVESTIGATORS (1982) INC.00329-0020 01-Feb-2021 LEASES AND RENTS 694.76 DMYTERKO,JERRY M 443503 20-Jan-2021 REFUND 83.55 DODA,ELED 443504 20-Jan-2021 REFUND 209.28 DON'S SPRING REPAIR AND SERVICE 443621 27-Jan-2021 CONTRACT SERVICES 2,985.46 DON'S SPRING REPAIR AND SERVICE 443882 10-Feb-2021 CONTRACT SERVICES 632.80 DOWLING,JAMES 443329 13-Jan-2021 TRAVEL/MILEAGE 48.60 DOWNTOWN BOARD OF MANAGEMENT 442995 16-Dec-2020 GRANT 12,770.91 DR. AMINA BRAR,443099 22-Dec-2020 MATERIALS 23,385.17 DRAGOSAVLJEVIC,DANIJEL 443330 13-Jan-2021 TRAVEL/MILEAGE 100.44 DRAGUN CORPORATION 443505 20-Jan-2021 MATERIALS 8,727.58 DRAINAGE SUPERINTENDENTS ASSOCIATION OF ONTARIO 443772 03-Feb-2021 MEMBERSHIP 185.00 DROPBOX INC.443622 27-Jan-2021 SERVICES 3,570.00 DTAH ARCHITECTS LTD.443773 03-Feb-2021 CONTRACT SERVICES 4,073.09 DUFFERIN CONCRETE 00323-0019 21-Dec-2020 MATERIALS 6,420.23 DUFFERIN CONCRETE 00327-0031 18-Jan-2021 MATERIALS 4,842.39 DUMONT SECURITY 00323-0020 21-Dec-2020 CONTRACT SERVICES 1,214.58 DUMONT SECURITY 00327-0032 18-Jan-2021 CONTRACT SERVICES 671.22 E & R LAWN & GARDEN EQUIPMENT 443510 20-Jan-2021 MATERIALS 50.85 E & R LAWN & GARDEN EQUIPMENT 443888 10-Feb-2021 MATERIALS 8.19 E & R LAWN & GARDEN EQUIPMENT 443247 06-Jan-2021 STORES/INVENTORY 226.43 E.S. FOX LIMITED 443777 03-Feb-2021 CONTRACT SERVICES 666.70 EASY FINANCIAL 443244 06-Jan-2021 PAYROLL REMITTANCE 267.01 EASY FINANCIAL 443506 20-Jan-2021 PAYROLL REMITTANCE 267.01 EASY FINANCIAL 443774 03-Feb-2021 PAYROLL REMITTANCE 267.01 EASY FINANCIAL 443202 23-Dec-2020 PAYROLL REMITTANCE 267.01 ECONOMIC DEVELOPERS ASSOCIATION OF CANADA 443624 27-Jan-2021 MEMBERSHIP 453.59 ECONOMIC DEVELOPERS ASSOCIATION OF CANADA 442997 16-Dec-2020 MEMBERSHIP 132.57 ECONOMIC DEVELOPERS COUNCIL OF ONTARIO 442996 16-Dec-2020 MEMBERSHIP 952.59 EDGAR,MEGHAN 443625 27-Jan-2021 MATERIALS 175.00 EDGETECH HVAC SERVICES LTD 443121 22-Dec-2020 CONTRACT SERVICES 4,746.00 EL BESHA,AZZA 443775 03-Feb-2021 REFUND 160.85 ELEMENT FORENSIC ENGINEERING 443507 20-Jan-2021 REFUND 500.00 ELEMENT LANDSCAPE SERVICES INC 442998 16-Dec-2020 CONTRACT SERVICES 169.50 ELIA,CAROLINE 443246 06-Jan-2021 REFUND 208.60 ELIA,KRISTINE 443245 06-Jan-2021 TRAVEL/MILEAGE 18.90 ELLIS ENGINEERING INC.00323-0021 21-Dec-2020 MATERIALS 23,027.17 ELLIS ENGINEERING INC.00326-0020 11-Jan-2021 MATERIALS 11,448.84 ELLIS ENGINEERING INC.00327-0033 18-Jan-2021 MATERIALS 3,092.02 ELLIS ENGINEERING INC.00328-0021 25-Jan-2021 MATERIALS 35,578.00 Page 244 of 459 Page 8 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount ELOQUIP LTD 443883 10-Feb-2021 MATERIALS 95.76 ELREG DISTRIBUTORS LTD 443332 13-Jan-2021 STORES/INVENTORY 2,900.75 EMCO CORPORATION 00324-0018 30-Dec-2020 MATERIALS 395.50 ENBRIDGE GAS INC 443333 13-Jan-2021 CONTRACT SERVICES 995.30 ENBRIDGE GAS INC 443884 10-Feb-2021 MATERIALS 34,731.57 ENBRIDGE GAS INC 443626 27-Jan-2021 MATERIALS 26,894.89 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00330-0022 08-Feb-2021 UTILITIES 469.70 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00323-0022 21-Dec-2020 UTILITIES 5,365.47 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00324-0019 30-Dec-2020 UTILITIES 1,460.14 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00326-0021 11-Jan-2021 UTILITIES 31,257.04 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00327-0034 18-Jan-2021 UTILITIES 14,200.48 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00328-0022 25-Jan-2021 UTILITIES 5,937.08 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00329-0021 01-Feb-2021 UTILITIES 4,498.26 ENGAGING LEARINING EXPERIENCES FOR ONTARIO 443885 10-Feb-2021 MATERIALS 420.00 ENTANDEM 442999 16-Dec-2020 CONTRACT SERVICES 224.40 ENTANDEM 443627 27-Jan-2021 CONTRACT SERVICES 311.89 ENTERPRISE RENT A CAR CANADA COMPANY 443000 16-Dec-2020 CONTRACT SERVICES 11,011.85 ENTERPRISE RENT A CAR CANADA COMPANY 443122 22-Dec-2020 LEASES AND RENTS 3,434.07 ENTERPRISE RENT A CAR CANADA COMPANY 443334 13-Jan-2021 LEASES AND RENTS 6,399.30 ENTERPRISE RENT A CAR CANADA COMPANY 443508 20-Jan-2021 LEASES AND RENTS 1,339.16 ENVIROSYSTEMS INCORPORATED 443886 10-Feb-2021 STORES/INVENTORY 3,429.80 E-QUIP RENTALS & REPAIRS INC 443776 03-Feb-2021 CONTRACT SERVICES 54.18 E-QUIP RENTALS & REPAIRS INC 443887 10-Feb-2021 MATERIALS 299.80 E-QUIP RENTALS & REPAIRS INC 443335 13-Jan-2021 MATERIALS 2,278.64 E-QUIP RENTALS & REPAIRS INC 443628 27-Jan-2021 MATERIALS 529.79 ESTATE OF DOLORES LOUISE MINUTE 443807 03-Feb-2021 REFUND 251.19 ETERNITY STUDIOS 443778 03-Feb-2021 MATERIALS 123.17 ETHERINGTON,DAVE 443779 03-Feb-2021 TRAVEL/MILEAGE 106.20 EVANS UTILITY & MUNICIPAL PRODUCTS SUPPLY LTD 00327-0035 18-Jan-2021 CONTRACT SERVICES 1,351.82 EVANS UTILITY & MUNICIPAL PRODUCTS SUPPLY LTD 00324-0020 30-Dec-2020 MATERIALS 485.28 EVANS UTILITY & MUNICIPAL PRODUCTS SUPPLY LTD 00326-0022 11-Jan-2021 MATERIALS 25,076.27 EVANS,PAUL 443511 20-Jan-2021 MATERIALS 100.00 EXP SERVICES INC 443889 10-Feb-2021 CONTRACT SERVICES 13,780.35 EXP SERVICES INC 443001 16-Dec-2020 MATERIALS 7,113.35 EXP SERVICES INC 443248 06-Jan-2021 MATERIALS 6,585.64 EXP SERVICES INC 443336 13-Jan-2021 MATERIALS 659.92 FABIANO,MARILYN 443002 16-Dec-2020 MATERIALS 56.48 FALLS AUTO BODY INC 443629 27-Jan-2021 CONTRACT SERVICES 2,196.72 FALLS CHEVROLET CADILLAC 00328-0023 25-Jan-2021 CONTRACT SERVICES 80.24 FALLS CHEVROLET CADILLAC 00329-0022 01-Feb-2021 CONTRACT SERVICES 3,565.38 FALLS CHEVROLET CADILLAC 00330-0023 08-Feb-2021 MATERIALS 2,600.10 FALLS CHEVROLET CADILLAC 00323-0023 21-Dec-2020 MATERIALS 67.26 FALLS CHEVROLET CADILLAC 00327-0036 18-Jan-2021 MATERIALS 208.87 FALLS ELECTRIC INC 00327-0037 18-Jan-2021 CONTRACT SERVICES 1,957.68 FALLS ELECTRIC INC 443003 16-Dec-2020 MATERIALS 13,441.35 FALLS ELECTRIC INC 00329-0023 01-Feb-2021 MATERIALS 4,225.10 FALLSHAM INVESTMENTS INC 443780 03-Feb-2021 REFUND 107.00 FALLSWAY SUPPLY 00323-0024 21-Dec-2020 MATERIALS 49.63 FALLSWAY SUPPLY 00327-0038 18-Jan-2021 MATERIALS 37.03 FASTENAL CANADA LTD 443781 03-Feb-2021 STORES/INVENTORY 386.37 FASTENAL CANADA LTD 443890 10-Feb-2021 STORES/INVENTORY 837.42 FASTENAL CANADA LTD 443004 16-Dec-2020 STORES/INVENTORY 5,328.29 FASTENAL CANADA LTD 443123 22-Dec-2020 STORES/INVENTORY 6,530.18 FASTENAL CANADA LTD 443249 06-Jan-2021 STORES/INVENTORY 555.88 FASTENAL CANADA LTD 443337 13-Jan-2021 STORES/INVENTORY 3,363.23 FASTENAL CANADA LTD 443781 03-Feb-2021 STORES/INVENTORY 300.18 FEDERAL EXPRESS CANADA CORPORATION 443630 27-Jan-2021 MATERIALS 14.01 FEHR,MARK 443005 16-Dec-2020 MATERIALS 124.30 FEREN SIGNS & GRAPHICS 443124 22-Dec-2020 CONTRACT SERVICES 900.05 FERRIER,RYAN EDWARD 443338 13-Jan-2021 REFUND 155.37 FILION WAKELY THORUP ANGELETTI LLP 00327-0039 18-Jan-2021 CONTRACT SERVICES 282.50 FILIPPELLI,GIANCARLO 443339 13-Jan-2021 REFUND 750.00 FIRE MARSHAL'S PUBLIC FIRE SAFETY COUNCIL 443006 16-Dec-2020 MEMBERSHIP 100.00 FIRE MONITORING OF CANADA INC 00329-0024 01-Feb-2021 CONTRACT SERVICES 1,483.74 FIRE MONITORING OF CANADA INC 00323-0025 21-Dec-2020 CONTRACT SERVICES 1,448.02 FIRE MONITORING OF CANADA INC 00326-0023 11-Jan-2021 CONTRACT SERVICES 1,969.82 FIREHALL BOOKSTORE 443631 27-Jan-2021 MATERIALS 5,110.23 Page 245 of 459 Page 9 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount FISHER ARCHAEOLOGICAL CONSULTING 443891 10-Feb-2021 MATERIALS 5,580.50 FLEXO PRODUCTS LTD 00330-0024 08-Feb-2021 MATERIALS 427.50 FLEXO PRODUCTS LTD 00329-0025 01-Feb-2021 STORES/INVENTORY 3,048.01 FLEXO PRODUCTS LTD 00323-0026 21-Dec-2020 STORES/INVENTORY 463.92 FLEXO PRODUCTS LTD 00324-0022 30-Dec-2020 STORES/INVENTORY 1,662.20 FLEXO PRODUCTS LTD 00326-0024 11-Jan-2021 STORES/INVENTORY 1,899.77 FLEXO PRODUCTS LTD 00327-0040 18-Jan-2021 STORES/INVENTORY 2,145.76 FORCE SECURITY INC.443340 13-Jan-2021 CONTRACT SERVICES 706.25 FORCE SECURITY INC.443125 22-Dec-2020 SERVICES 12,828.63 FORM & AFFECT 00327-0041 18-Jan-2021 ADVERTISING 169.50 FORM & AFFECT 00328-0024 25-Jan-2021 ADVERTISING 84.75 FORM & AFFECT 00330-0025 08-Feb-2021 ADVERTISING 169.50 FOX EXCAVATING 443250 06-Jan-2021 CONTRACT SERVICES 2,260.00 FRANK COWAN COMPANY LIMITED 443341 13-Jan-2021 MATERIALS 24,882.99 FRANK COWAN COMPANY LIMITED 443512 20-Jan-2021 MATERIALS 3,569.50 FRANK COWAN COMPANY LIMITED 443892 10-Feb-2021 MATERIALS 13,645.50 FRANZE,FRANK 443126 22-Dec-2020 TRAVEL/MILEAGE 31.32 G. O'CONNOR CONSULTANTS INC 00326-0025 11-Jan-2021 MATERIALS 1,243.00 GALE,CONSTANCE 443514 20-Jan-2021 REFUND 2.75 GALES GAS BARS LIMITED 00328-0025 25-Jan-2021 FUEL 332.34 GALL,CALISTA& MASON, MICHAEL EDWARD 443513 20-Jan-2021 REFUND 89.97 GARRITANO BROS LTD.00328-0026 25-Jan-2021 CONTRACT SERVICES 363,598.53 GAUBOC CONSTRUCTION LIMITED 443342 13-Jan-2021 CONTRACT SERVICES 86,173.52 GAUBOC CONSTRUCTION LIMITED 443515 20-Jan-2021 CONTRACT SERVICES 5,480.50 GAULD NURSERIES LTD 443343 13-Jan-2021 MATERIALS 3,107.44 GB ENVIRONMENTAL SERVICES NIAGARA LTD 443344 13-Jan-2021 CONTRACT SERVICES 3,022.75 GERRIE ELECTRIC WHOLESALE LTD 443251 06-Jan-2021 STORES/INVENTORY 525.59 GIBSON,PATRICIA 443516 20-Jan-2021 REFUND 16.30 GLUMAC,SARAH 443517 20-Jan-2021 REFUND 176.99 GM BLUEPLAN ENGINEERING LIMITED 00330-0026 08-Feb-2021 MATERIALS 909.65 GM BLUEPLAN ENGINEERING LIMITED 00323-0027 21-Dec-2020 MATERIALS 5,288.40 GM BLUEPLAN ENGINEERING LIMITED 00326-0026 11-Jan-2021 MATERIALS 25,132.12 GM BLUEPLAN ENGINEERING LIMITED 00327-0042 18-Jan-2021 MATERIALS 31,965.21 GM BLUEPLAN ENGINEERING LIMITED 00329-0026 01-Feb-2021 MATERIALS 6,028.55 GM BLUEPLAN ENGINEERING LIMITED 00330-0026 08-Feb-2021 MATERIALS 2,022.70 GP EMPIRE COMMUNITES (NIAGARA) LTD 443345 13-Jan-2021 REFUND 22,000.00 GRAHAM,ELIZABETH 443007 16-Dec-2020 CONTRACT SERVICES 50.00 GRATTON,GERALD 443782 03-Feb-2021 REFUND 425.10 GRAYBAR CANADA 00328-0027 25-Jan-2021 MATERIALS 984.63 GRAYBAR CANADA 00323-0028 21-Dec-2020 MATERIALS 1,086.00 GRAYBAR CANADA 00324-0024 30-Dec-2020 MATERIALS 208.86 GRAYBAR CANADA 00328-0027 25-Jan-2021 MATERIALS 799.08 GRAYBAR CANADA 00330-0027 08-Feb-2021 STORES/INVENTORY 5.90 GREAT LAKES & ST LAWRENCE CITIES INITIATIVE 443518 20-Jan-2021 MEMBERSHIP 5,500.00 GREAT LAKES FIRE SERVICES LTD.443632 27-Jan-2021 MATERIALS 141.25 GREAT LAKES FIRE SERVICES LTD.443783 03-Feb-2021 MATERIALS 296.63 GREAT LAKES FIRE SERVICES LTD.443008 16-Dec-2020 MATERIALS 56.50 GREAT LAKES FIRE SERVICES LTD.443127 22-Dec-2020 MATERIALS 56.50 GRECO,MICHAEL 443519 20-Jan-2021 REFUND 34.39 GROOVE IDENTIFICATION SOLUTIONS INC 443633 27-Jan-2021 MATERIALS 1,292.66 GRZELAK,SARAH 443784 03-Feb-2021 REFUND 218.33 GSH DEVELOPMENTS INC.443634 27-Jan-2021 GRANT 12,500.00 GSP GROUP 443785 03-Feb-2021 CONTRACT SERVICES 2,339.10 GSP GROUP 443128 22-Dec-2020 MATERIALS 8,446.76 GSP GROUP 443346 13-Jan-2021 MATERIALS 9,569.75 GT FRENCH 443786 03-Feb-2021 MATERIALS 106.31 GT FRENCH 443252 06-Jan-2021 MATERIALS 897.68 GUILD ELECTRIC LIMITED 00324-0025 30-Dec-2020 CONTRACT SERVICES 16,710.62 GURNEY,CARLI 443520 20-Jan-2021 REFUND 152.18 HALLEX ENGINEERING LTD 443253 06-Jan-2021 MATERIALS 4,520.00 HAMBLET'S ROOFING & SIDING 443347 13-Jan-2021 CONTRACT SERVICES 1,904.67 HAMBLET'S ROOFING & SIDING 443635 27-Jan-2021 REFUND 500.00 HARDY,ROBERT LEE 443348 13-Jan-2021 REFUND 339.59 HAYES,LORRAINE 443893 10-Feb-2021 REFUND 67.80 HAYGAR ENTERPRISES 443009 16-Dec-2020 MATERIALS 280.25 HDS CANADA INC 443254 06-Jan-2021 MATERIALS 7.66 HDS CANADA INC 443521 20-Jan-2021 MATERIALS 388.05 Page 246 of 459 Page 10 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount HEART NIAGARA INC 00330-0028 08-Feb-2021 MATERIALS 214.69 HEARTLAND FOREST NATURE EXPERIENCE 443010 16-Dec-2020 MATERIALS 1,250.00 HENDERSON RECREATION EQUIPMENT LIMITED 00329-0027 01-Feb-2021 MATERIALS 46,958.60 HERRERA,ENZO 443349 13-Jan-2021 REFUND 89.77 HEWITT,ROBERT 443787 03-Feb-2021 REFUND 8.12 HICKS MORLEY HAMILTON STEWART STORIE LLP 443011 16-Dec-2020 CONTRACT SERVICES 814.73 HICKS MORLEY HAMILTON STEWART STORIE LLP 443350 13-Jan-2021 CONTRACT SERVICES 931.12 HIGH PEAKS SERVICES INC 443788 03-Feb-2021 MATERIALS 508.50 HILL,DAVID 443522 20-Jan-2021 REFUND 157.71 HILL,RYAN 443523 20-Jan-2021 REFUND 163.53 HOLDER,RICHARD MATTHEW& HOLDER, DOROTHY THEODORA 443524 20-Jan-2021 REFUND 30.31 HOLLAND,BRIAN 443129 22-Dec-2020 MATERIALS 175.00 HOMEWOOD HEALTH INC 443636 27-Jan-2021 MATERIALS 2,305.20 HUANG,LI 443351 13-Jan-2021 TRAVEL/MILEAGE 77.60 HUDSON,JASON 443789 03-Feb-2021 MATERIALS 175.00 HUNTER,CINDY 443790 03-Feb-2021 REFUND 200.00 HYUNG JOON,LEE 443791 03-Feb-2021 REFUND 669.01 IBI GROUP PROFESSIONAL SERVICES (CANADA) INC 00323-0029 21-Dec-2020 CONTRACT SERVICES 6,412.19 IBI GROUP PROFESSIONAL SERVICES (CANADA) INC 00326-0027 11-Jan-2021 CONTRACT SERVICES 2,457.75 IBI GROUP PROFESSIONAL SERVICES (CANADA) INC.00323-0030 21-Dec-2020 MATERIALS 2,619.45 IBI GROUP PROFESSIONAL SERVICES (CANADA) INC.00326-0028 11-Jan-2021 MATERIALS 779.17 IMPIRICA INC.443012 16-Dec-2020 CONTRACT SERVICES 5,670.00 INNOVATIVE SURFACE SOLUTIONS CANADA 00324-0026 30-Dec-2020 MATERIALS 5,455.79 INNOVATIVE SURFACE SOLUTIONS CANADA 00330-0029 08-Feb-2021 MATERIALS 14,537.63 INTERSTATE ALL BATTERY CENTER 443131 22-Dec-2020 STORES/INVENTORY 677.94 IOANNONI,CARMINE 443894 10-Feb-2021 MATERIALS 200.00 IRWIN,NICK 443637 27-Jan-2021 MATERIALS 200.00 J J MACKAY CANADA LTD 00324-0027 30-Dec-2020 MATERIALS 25.13 J J MACKAY CANADA LTD 00328-0028 25-Jan-2021 MATERIALS 24.40 JACK DOW AUTO SUPPLIES LIMITED 00329-0028 01-Feb-2021 MATERIALS 80.48 JACK DOW AUTO SUPPLIES LIMITED 00330-0030 08-Feb-2021 MATERIALS 97.89 JACK DOW AUTO SUPPLIES LIMITED 00323-0031 21-Dec-2020 MATERIALS 667.13 JACK DOW AUTO SUPPLIES LIMITED 00324-0028 30-Dec-2020 MATERIALS 1,648.75 JACK DOW AUTO SUPPLIES LIMITED 00326-0029 11-Jan-2021 MATERIALS 588.70 JACK DOW AUTO SUPPLIES LIMITED 00327-0043 18-Jan-2021 MATERIALS 1,756.73 JACK DOW AUTO SUPPLIES LIMITED 00329-0028 01-Feb-2021 MATERIALS 573.31 JACKET CELLAR 443352 13-Jan-2021 MATERIALS 988.75 JACKSON,CHRISTINE 443013 16-Dec-2020 MATERIALS 144.06 JACKSON,DAVE 443353 13-Jan-2021 TRAVEL/MILEAGE 346.14 JALUVKA,TATJANA 443895 10-Feb-2021 TRAVEL/MILEAGE 89.68 JALUVKA,TATJANA 443014 16-Dec-2020 TRAVEL/MILEAGE 809.16 JALUVKA,TATJANA 443354 13-Jan-2021 TRAVEL/MILEAGE 56.83 JOE JOHNSON EQUIPMENT 00329-0029 01-Feb-2021 LEASES AND RENTS 12,712.50 JOE JOHNSON EQUIPMENT 00323-0032 21-Dec-2020 LEASES AND RENTS 12,712.50 JOE JOHNSON EQUIPMENT 00327-0044 18-Jan-2021 LEASES AND RENTS 12,712.50 JOE JOHNSON EQUIPMENT 00330-0031 08-Feb-2021 MATERIALS 463.13 JOHNNY RAG 443525 20-Jan-2021 MATERIALS 1,316.45 JOJACKS CONCRETE RAISING (NIAGARA)00324-0029 30-Dec-2020 CONTRACT SERVICES 395.50 JOJACKS CONCRETE RAISING (NIAGARA)00327-0045 18-Jan-2021 CONTRACT SERVICES 10,028.75 JONES,DIANE LEE 443132 22-Dec-2020 REFUND 200.00 JUL & SEL SPA LOUNGE INC 443792 03-Feb-2021 REFUND 230.00 KANDU POOLS & SPAS LIMITED 443896 10-Feb-2021 CONTRACT SERVICES 282.50 KARES,TED 443526 20-Jan-2021 MATERIALS 194.91 KEHOE LAW ENFORCEMENT (LE) DISTRIBUTORS INC.443255 06-Jan-2021 MATERIALS 72.91 KEHOE LAW ENFORCEMENT (LE) DISTRIBUTORS INC.443355 13-Jan-2021 MATERIALS 208.73 KEIGHAN,ALLYSON 443638 27-Jan-2021 MATERIALS 272.20 KENNEDY,JAMIE 443015 16-Dec-2020 MATERIALS 115.25 KENWORTH TRUCK CENTRES 00329-0030 01-Feb-2021 STORES/INVENTORY 587.19 KENWORTH TRUCK CENTRES 00326-0030 11-Jan-2021 STORES/INVENTORY 760.61 KENWORTH TRUCK CENTRES 00327-0046 18-Jan-2021 STORES/INVENTORY 68.77 KERRY T HOWE ENGINEERING LTD 00324-0030 30-Dec-2020 MATERIALS 1,580.03 KERRY T HOWE ENGINEERING LTD 00326-0031 11-Jan-2021 MATERIALS 3,690.58 KERRY T HOWE ENGINEERING LTD 00329-0031 01-Feb-2021 MATERIALS 5,261.54 KIRIAKOPOULIS,KEN 443897 10-Feb-2021 MATERIALS 200.00 KIUISTO,BRIAN 443356 13-Jan-2021 MATERIALS 175.00 KMB INTERNATIONAL 443256 06-Jan-2021 CONTRACT SERVICES 2,434.70 KMB INTERNATIONAL 00328-0029 25-Jan-2021 CONTRACT SERVICES 7,729.20 Page 247 of 459 Page 11 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount KODIAK TREE SERVICES 443357 13-Jan-2021 CONTRACT SERVICES 8,994.80 KOETSIER,DENNIS 443527 20-Jan-2021 REFUND 74.55 KORCEKOVA,SILVIA 443528 20-Jan-2021 REFUND 28.93 KOSTECKI,SARAH 443794 03-Feb-2021 REFUND 61.99 KROWN - 1907611 ONTARIO INC 443358 13-Jan-2021 CONTRACT SERVICES 4,132.75 KROWN - 1907611 ONTARIO INC 443639 27-Jan-2021 CONTRACT SERVICES 1,152.26 KUBIK,KELLIE 443529 20-Jan-2021 MATERIALS 45.20 KUBIK,KELLIE 443529 20-Jan-2021 MATERIALS 175.00 KYBALA VENTURES INC 443530 20-Jan-2021 REFUND 13,000.00 LAFARGE CANADA INC 443134 22-Dec-2020 MATERIALS 10,377.83 LAFARGE CANADA INC 443795 03-Feb-2021 MATERIALS 15,454.02 LAFORTEZA,MARIBEL 443531 20-Jan-2021 REFUND 90.56 LAINDALE CONSTRUCTION 443796 03-Feb-2021 REFUND 1,250.00 LAIR,MICHELLE 443532 20-Jan-2021 REFUND 219.47 LAKESIDE LANDSCAPE INC.00330-0032 08-Feb-2021 MATERIALS 345.67 LAKESIDE LANDSCAPE INC.443016 16-Dec-2020 MATERIALS 1,691.30 LAKESIDE LANDSCAPE INC.00328-0030 25-Jan-2021 MATERIALS 627.14 LAMINMAN,MARK ALAN 443533 20-Jan-2021 REFUND 85.33 LANGHANI,CHEENA KUMARI 443534 20-Jan-2021 REFUND 132.11 LAW CRUSHED STONE 443017 16-Dec-2020 MATERIALS 882.53 LAW CRUSHED STONE 443359 13-Jan-2021 MATERIALS 6,585.70 LAW CRUSHED STONE 443535 20-Jan-2021 MATERIALS 873.11 LAW CRUSHED STONE 443898 10-Feb-2021 MATERIALS 3,060.58 LAW SOCIETY OF ONTARIO 443361 13-Jan-2021 MEMBERSHIP 3,780.00 LAWNS AND MORE INC.443257 06-Jan-2021 CONTRACT SERVICES 269.51 LAWNS AND MORE INC.443360 13-Jan-2021 CONTRACT SERVICES 7,350.21 LAWNS AND MORE INC.443536 20-Jan-2021 CONTRACT SERVICES 13,449.88 LAWSON PRODUCTS 00329-0032 01-Feb-2021 MATERIALS 346.86 LAWSON PRODUCTS 00330-0033 08-Feb-2021 MATERIALS 26.00 LAWSON PRODUCTS 00323-0033 21-Dec-2020 MATERIALS 942.32 LAWSON PRODUCTS 00324-0031 30-Dec-2020 MATERIALS 1,233.82 LAWSON PRODUCTS 00326-0032 11-Jan-2021 MATERIALS 904.15 LAWSON PRODUCTS 00327-0047 18-Jan-2021 MATERIALS 1,284.60 LAWSON PRODUCTS 00328-0031 25-Jan-2021 MATERIALS 297.95 LEA,MELISSA 443135 22-Dec-2020 MATERIALS 59.52 LEA,TIMOTHY 443362 13-Jan-2021 MATERIALS 175.00 LEAVENS,JONATHAN 443018 16-Dec-2020 MATERIALS 192.09 LEE KWON,OUG-JA 443537 20-Jan-2021 REFUND 58.83 LEMON,BLAIR 443258 06-Jan-2021 MATERIALS 183.00 LEWIS,PETER 443538 20-Jan-2021 REFUND 139.50 LIGHTNING EQUIPMENT SALES INC 00323-0034 21-Dec-2020 MATERIALS 436.18 LIN,WEI YU 443799 03-Feb-2021 REFUND 30.74 LINCOLN APPLIANCE SERVICE CENTRE 443798 03-Feb-2021 CONTRACT SERVICES 265.55 LINCOLN APPLIANCE SERVICE CENTRE 443019 16-Dec-2020 CONTRACT SERVICES 231.65 LINCOLN APPLIANCE SERVICE CENTRE 443539 20-Jan-2021 MATERIALS 250.86 LIPISCHUK,TIMMOTHY ALBERT 443800 03-Feb-2021 REFUND 500.00 LIZZOTTI,BRUNO 443899 10-Feb-2021 GRANT 75.00 LOCOCO,LORI 443640 27-Jan-2021 SERVICES 122.12 LOCOCO,LORI 443259 06-Jan-2021 SERVICES 122.12 LODBOA,CHRIS 443641 27-Jan-2021 MATERIALS 70.00 LOG CABIN RV & MARINE 443642 27-Jan-2021 MATERIALS 62.14 LUMINATOR TECHNOLOGY GROUP US DRAFT 20-Jan-2021 MATERIALS 631.73 M&L SUPPLY FIRE AND SAFETY 00329-0033 01-Feb-2021 MATERIALS 15,934.76 MACKENZIE,RON 443260 06-Jan-2021 MATERIALS 200.00 MACLEOD,JOHN 443541 20-Jan-2021 MATERIALS 200.00 MALE,ROY 443020 16-Dec-2020 CONTRACT SERVICES 4,347.11 MALLALEY,KEVIN 443363 13-Jan-2021 MATERIALS 200.00 MANCUSO CHEMICALS LIMITED 00329-0034 01-Feb-2021 MATERIALS 589.07 MANCUSO CHEMICALS LIMITED 00330-0035 08-Feb-2021 MATERIALS 279.06 MANCUSO CHEMICALS LIMITED 00323-0035 21-Dec-2020 MATERIALS 1,729.09 MANCUSO CHEMICALS LIMITED 00324-0033 30-Dec-2020 MATERIALS 680.10 MANCUSO CHEMICALS LIMITED 00328-0032 25-Jan-2021 MATERIALS 267.67 MANCUSO CHEMICALS LIMITED 00327-0049 18-Jan-2021 STORES/INVENTORY 2,101.21 MANCUSO CHEMICALS LIMITED 00330-0035 08-Feb-2021 STORES/INVENTORY 832.95 MANOHARAN,MYTHILI& PATHMANATHAN, SKANATHAKUMAR 443801 03-Feb-2021 REFUND 8.68 MANOR CLEANERS 443542 20-Jan-2021 MATERIALS 8.00 MANPOWER 443364 13-Jan-2021 CONTRACT SERVICES 6,838.53 Page 248 of 459 Page 12 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount MAPLE LEAF COLLISION CENTRE 443021 16-Dec-2020 MATERIALS 113.00 MARICIC,TANIA 443138 22-Dec-2020 MATERIALS 100.00 MARINE DOCTORS 443803 03-Feb-2021 MATERIALS 836.09 MARKS SUPPLY INC 443644 27-Jan-2021 MATERIALS 411.16 MARKS SUPPLY INC 443804 03-Feb-2021 MATERIALS 775.31 MARKS SUPPLY INC 443900 10-Feb-2021 MATERIALS 388.01 MARKS SUPPLY INC 443022 16-Dec-2020 MATERIALS 838.82 MARKS SUPPLY INC 443137 22-Dec-2020 MATERIALS 327.54 MARKS SUPPLY INC 443365 13-Jan-2021 MATERIALS 748.51 MARKS SUPPLY INC 443543 20-Jan-2021 MATERIALS 26.02 MARKS SUPPLY INC 443644 27-Jan-2021 MATERIALS 216.28 MARTIN,BRADLEY& MARTIN, TYFFANI 443802 03-Feb-2021 REFUND 1,009.31 MARTIN,GEOFFREY 443643 27-Jan-2021 REFUND 56.68 MASTERSON,TIM 443544 20-Jan-2021 MATERIALS 200.00 MAURICE,STEVE 443646 27-Jan-2021 TRAVEL/MILEAGE 59.40 MAXILL INC 00327-0050 18-Jan-2021 MATERIALS 14,922.03 MCCARTEN,DON 443139 22-Dec-2020 MATERIALS 100.00 MCCONNERY,TROY 443140 22-Dec-2020 MATERIALS 100.00 MCDONALD,ROB 443366 13-Jan-2021 PETTY CASH 635.05 MCGEE MARKING DEVICES 443023 16-Dec-2020 MATERIALS 84.75 MCINTOSH,CATHERINE NICOLE 443367 13-Jan-2021 REFUND 27.62 MCLAUGHLIN,SCOTT 443368 13-Jan-2021 MATERIALS 150.00 MCLEOD & SAVOIE AUTO AND TRUCK REPAIRS LTD 443369 13-Jan-2021 CONTRACT SERVICES 2,942.95 MCLEOD & SAVOIE AUTO AND TRUCK REPAIRS LTD 443647 27-Jan-2021 CONTRACT SERVICES 129.95 MEDIA PRO INC 443141 22-Dec-2020 MATERIALS 737.33 MEIER,PETER EDWARD& MEIER, RONALYN EVELYN 443370 13-Jan-2021 REFUND 203.96 MERANTE,JOSEPH& MERANTE, LUISA 443372 13-Jan-2021 REFUND 2,020.47 METAL SUPERMARKETS 443024 16-Dec-2020 MATERIALS 43.48 METAL SUPERMARKETS 443373 13-Jan-2021 MATERIALS 459.72 METRO FREIGHTLINER HAMILTON 443805 03-Feb-2021 MATERIALS 1,406.36 METRO FREIGHTLINER HAMILTON 443545 20-Jan-2021 MATERIALS 382.19 METRO FREIGHTLINER HAMILTON 443901 10-Feb-2021 STORES/INVENTORY 3,334.89 METRO FREIGHTLINER HAMILTON 443142 22-Dec-2020 STORES/INVENTORY 1,477.61 METRO FREIGHTLINER HAMILTON 443648 27-Jan-2021 STORES/INVENTORY 29,249.43 METRO PLUMBING & HEATING 00323-0036 21-Dec-2020 CONTRACT SERVICES 19,057.45 METRO PLUMBING & HEATING 00327-0051 18-Jan-2021 CONTRACT SERVICES 26,159.50 METRO PLUMBING & HEATING 00330-0036 08-Feb-2021 CONTRACT SERVICES 11,028.80 METROLAND MEDIA GROUP 443806 03-Feb-2021 ADVERTISING 1,777.49 METROLAND MEDIA GROUP 443902 10-Feb-2021 ADVERTISING 537.88 METROLAND MEDIA GROUP 443025 16-Dec-2020 ADVERTISING 1,731.73 METROLAND MEDIA GROUP 443143 22-Dec-2020 ADVERTISING 1,408.53 METROLAND MEDIA GROUP 443261 06-Jan-2021 ADVERTISING 752.58 METROLAND MEDIA GROUP 443375 13-Jan-2021 ADVERTISING 1,687.66 METROLAND MEDIA GROUP 443546 20-Jan-2021 ADVERTISING 2,274.47 METROLAND MEDIA GROUP 443649 27-Jan-2021 ADVERTISING 5,170.80 MIJATOVICH,NED 443376 13-Jan-2021 MATERIALS 35.00 MILLER RESTORATION DKI 00326-0033 11-Jan-2021 CONTRACT SERVICES 1,247.74 MILLER,JANIS 443650 27-Jan-2021 REFUND 163.99 MINISTER OF FINANCE 443651 27-Jan-2021 PAYROLL REMITTANCE 81,341.93 MINISTER OF FINANCE 443652 27-Jan-2021 PAYROLL REMITTANCE 4,202.44 MINISTER OF FINANCE 443262 06-Jan-2021 PAYROLL REMITTANCE 4,391.16 MINISTER OF FINANCE 443263 06-Jan-2021 PAYROLL REMITTANCE 85,721.21 MINISTRY OF ATTORNEY GENERAL 00326-0034 11-Jan-2021 PAYROLL REMITTANCE 3,832.77 MINISTRY OF ATTORNEY GENERAL 00328-0033 25-Jan-2021 PAYROLL REMITTANCE 3,112.64 MINISTRY OF ATTORNEY GENERAL 00330-0037 08-Feb-2021 PAYROLL REMITTANCE 3,112.64 MINISTRY OF ATTORNEY GENERAL 00325-0003 28-Dec-2020 PAYROLL REMITTANCE 3,832.77 MINISTRY OF TRANSPORTATION 443547 20-Jan-2021 MATERIALS 239.25 MINOTTI,LAURA ANNE& SOOTKE, BRIAN HARDY 443653 27-Jan-2021 REFUND 111.69 MIRNAIA,JULIA 443654 27-Jan-2021 REFUND 376.12 MISIK,CHRIS 443026 16-Dec-2020 MATERIALS 20.00 MISSISSAUGA BUS COACH & TRUCK REPAIRS INC 00329-0035 01-Feb-2021 STORES/INVENTORY 3,359.16 MISSISSAUGA BUS COACH & TRUCK REPAIRS INC 00323-0037 21-Dec-2020 STORES/INVENTORY 2,006.47 MISSISSAUGA BUS COACH & TRUCK REPAIRS INC 00324-0034 30-Dec-2020 STORES/INVENTORY 36.02 MISSISSAUGA BUS COACH & TRUCK REPAIRS INC 00327-0052 18-Jan-2021 STORES/INVENTORY 1,516.75 MNP LLP 443144 22-Dec-2020 CONTRACT SERVICES 17,102.10 MOASE,SUZANNE 443264 06-Jan-2021 MATERIALS 248.45 MOBILE SMART CITY CORP US DRAFT 20-Jan-2021 MATERIALS 1,485.00 Page 249 of 459 Page 13 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount MOBILE SMART CITY CORP US DRAFT 4-Feb-2021 MATERIALS 1,485.00 MODERN CRANE 443378 13-Jan-2021 CONTRACT SERVICES 3,097.78 MODERN LANDFILL INC 443027 16-Dec-2020 CONTRACT SERVICES 6.80 MODERN LANDFILL INC 443145 22-Dec-2020 CONTRACT SERVICES 323.18 MODERN LANDFILL INC 443265 06-Jan-2021 CONTRACT SERVICES 163.19 MODERN LANDFILL INC 443377 13-Jan-2021 CONTRACT SERVICES 3,256.83 MODERN LANDFILL INC 443548 20-Jan-2021 CONTRACT SERVICES 262.03 MODERN LANDFILL INC 443655 27-Jan-2021 CONTRACT SERVICES 1,506.10 MODERN LANDFILL INC 443903 10-Feb-2021 CONTRACT SERVICES 6,661.15 MOHAWK MFG & SUPPLY CO 443656 27-Jan-2021 STORES/INVENTORY 664.25 MOHAWK MFG & SUPPLY CO 443808 03-Feb-2021 STORES/INVENTORY 1,611.23 MOHAWK MFG & SUPPLY CO 443904 10-Feb-2021 STORES/INVENTORY 1,381.89 MOHAWK MFG & SUPPLY CO 443028 16-Dec-2020 STORES/INVENTORY 316.32 MOHAWK MFG & SUPPLY CO 443146 22-Dec-2020 STORES/INVENTORY 5,659.80 MOHAWK MFG & SUPPLY CO 443266 06-Jan-2021 STORES/INVENTORY 51.89 MOLDENHAUER,KATHY 443029 16-Dec-2020 TRAVEL/MILEAGE 162.00 MOLLOY,RYAN 443809 03-Feb-2021 MATERIALS 175.00 MONGELLUZZO,AMATO 443810 03-Feb-2021 MATERIALS 197.98 MONTEITH BROWN PLANNING CONSULTANTS 00326-0035 11-Jan-2021 MATERIALS 17,611.05 MONTGOMERY,ADAM 443030 16-Dec-2020 MATERIALS 420.00 MOON,BILL 443379 13-Jan-2021 MATERIALS 175.00 MORNEAU SHEPELL LTD 443031 16-Dec-2020 CONTRACT SERVICES 2,726.46 MORTON,DALE 443147 22-Dec-2020 TRAVEL/MILEAGE 256.50 MOTOROLA SOLUTIONS CANADA INC.443032 16-Dec-2020 LEASES AND RENTS 39,496.89 MOUNTAINVIEW HOMES (NIAGARA) LTD 443380 13-Jan-2021 REFUND 16,000.00 MTE PARALEGAL PROFESSIONAL CORPORATION 00323-0038 21-Dec-2020 CONTRACT SERVICES 2,155.34 MTE PARALEGAL PROFESSIONAL CORPORATION 00328-0034 25-Jan-2021 CONTRACT SERVICES 2,641.06 MULLER'S WORKWEAR 443905 10-Feb-2021 CONTRACT SERVICES 1,215.98 MULLER'S WORKWEAR 443811 03-Feb-2021 CONTRACT SERVICES 1,328.02 MULLER'S WORKWEAR 443657 27-Jan-2021 MATERIALS 200.29 MULLER'S WORKWEAR 443811 03-Feb-2021 MATERIALS 196.22 MULLER'S WORKWEAR 443033 16-Dec-2020 MATERIALS 254.14 MULLER'S WORKWEAR 443381 13-Jan-2021 MATERIALS 606.41 MUNICIPAL EMPLOYER PENSION CENTRE OF ONTARIO 443382 13-Jan-2021 MEMBERSHIP 3,553.57 MUNICIPAL EQUIPMENT 443034 16-Dec-2020 MATERIALS 96.51 NATIONAL TRAFFIC SAFETY MANAGEMENT INC 00324-0035 30-Dec-2020 MATERIALS 1,977.50 NELLA CUTLERY (HAMILTON) INC.00323-0039 21-Dec-2020 CONTRACT SERVICES 169.50 NELLA CUTLERY (HAMILTON) INC.00326-0036 11-Jan-2021 CONTRACT SERVICES 124.30 NEPTUNE TECHNOLOGY GROUP CANADA CO.00323-0040 21-Dec-2020 MATERIALS 1,123,840.37 NEPTUNE TECHNOLOGY GROUP CANADA CO.00328-0035 25-Jan-2021 MATERIALS 799,464.83 NESTLER,KAREN ANNETTE 443383 13-Jan-2021 REFUND 750.00 NEWPORT,MICHAEL 443812 03-Feb-2021 MATERIALS 180.79 NIAGARA ANALYTICAL LABORATORIES INC 00323-0041 21-Dec-2020 CONTRACT SERVICES 589.86 NIAGARA ANALYTICAL LABORATORIES INC 00327-0053 18-Jan-2021 CONTRACT SERVICES 467.82 NIAGARA ANALYTICAL LABORATORIES INC 00329-0036 01-Feb-2021 CONTRACT SERVICES 1,232.83 NIAGARA APPRAISAL SERVICES 443906 10-Feb-2021 CONTRACT SERVICES 233.35 NIAGARA BATTERY & TIRE 443658 27-Jan-2021 CONTRACT SERVICES 30.00 NIAGARA BATTERY & TIRE 443907 10-Feb-2021 CONTRACT SERVICES 16.89 NIAGARA BATTERY & TIRE 443549 20-Jan-2021 MATERIALS 4,519.50 NIAGARA BATTERY & TIRE 443658 27-Jan-2021 MATERIALS 8,109.36 NIAGARA BATTERY & TIRE 443907 10-Feb-2021 MATERIALS 6,113.42 NIAGARA BATTERY & TIRE 443384 13-Jan-2021 STORES/INVENTORY 7,515.36 NIAGARA BATTERY & TIRE 443813 03-Feb-2021 STORES/INVENTORY 9,506.28 NIAGARA BLOCK INCORPORATED 443148 22-Dec-2020 MATERIALS 560.91 NIAGARA BLOCK INCORPORATED 00330-0038 08-Feb-2021 MATERIALS 582.43 NIAGARA CATHOLIC DISTRICT SCHOOL BOARD 00328-0036 25-Jan-2021 REFUND 1,250.00 NIAGARA CATHOLIC DISTRICT SCHOOL BOARD 00322-0004 30-Dec-2020 REMITTANCE 3,418,525.17 NIAGARA CHRYSLER DODGE JEEP 443659 27-Jan-2021 CONTRACT SERVICES 365.21 NIAGARA CHRYSLER DODGE JEEP 443035 16-Dec-2020 MATERIALS 77.29 NIAGARA CHRYSLER DODGE JEEP 443149 22-Dec-2020 MATERIALS 105.54 NIAGARA CHRYSLER DODGE JEEP 443267 06-Jan-2021 MATERIALS 16.44 NIAGARA CHRYSLER DODGE JEEP 443385 13-Jan-2021 MATERIALS 1,268.20 NIAGARA CHRYSLER DODGE JEEP 443659 27-Jan-2021 MATERIALS 393.24 NIAGARA CUSTOM POWDER COATING INC 443387 13-Jan-2021 MATERIALS 440.70 NIAGARA CUSTOM SIGNS & GRAPHICS 443386 13-Jan-2021 CONTRACT SERVICES 372.90 NIAGARA CUSTOM SIGNS & GRAPHICS 443908 10-Feb-2021 MATERIALS 593.25 NIAGARA FALLS ART GALLERY 00329-0037 01-Feb-2021 FEE FOR SERVICE 2,333.33 Page 250 of 459 Page 14 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount NIAGARA FALLS ART GALLERY 00324-0036 30-Dec-2020 FEE FOR SERVICE 2,333.33 NIAGARA FALLS CANADA HOTEL ASSOCIATION INC 00327-0054 18-Jan-2021 REMITTANCE 63,593.79 NIAGARA FALLS HUMANE SOCIETY 00329-0038 01-Feb-2021 FEE FOR SERVICE 43,916.67 NIAGARA FALLS HUMANE SOCIETY 00324-0037 30-Dec-2020 FEE FOR SERVICE 43,916.67 NIAGARA FALLS HUMANE SOCIETY 00327-0055 18-Jan-2021 MATERIALS 100.00 NIAGARA FALLS MINOR HOCKEY ASSOCIATION 443150 22-Dec-2020 GRANT 4,275.00 NIAGARA FALLS PROFESSIONAL FIRE FIGHTERS ASSOC 00328-0037 25-Jan-2021 PAYROLL REMITTANCE 18,867.20 NIAGARA FALLS PROFESSIONAL FIRE FIGHTERS ASSOC 00325-0004 28-Dec-2020 PAYROLL REMITTANCE 18,850.83 NIAGARA FALLS PROFESSIONAL FIRE FIGHTERS ASSOC 00326-0037 11-Jan-2021 REMITTANCE 10,554.67 NIAGARA FALLS PROFESSIONAL FIRE FIGHTERS ASSOC 00330-0039 08-Feb-2021 REMITTANCE 11,199.23 NIAGARA FALLS SOCCER CLUB INC 443151 22-Dec-2020 GRANT 390.00 NIAGARA FALLS SPORTSPLEX 443152 22-Dec-2020 GRANT 395.50 NIAGARA FIRE 00327-0056 18-Jan-2021 CONTRACT SERVICES 2,373.00 NIAGARA FIRE 00329-0039 01-Feb-2021 CONTRACT SERVICES 113.00 NIAGARA FIRE 443036 16-Dec-2020 MATERIALS 937.90 NIAGARA INDUSTRIAL ASSOCIATION 443153 22-Dec-2020 MATERIALS 678.00 NIAGARA INDUSTRIAL MAINTENANCE LTD 443814 03-Feb-2021 CONTRACT SERVICES 1,353.18 NIAGARA METER SERVICES INC.00329-0040 01-Feb-2021 CONTRACT SERVICES 2,414.36 NIAGARA METER SERVICES INC.443037 16-Dec-2020 CONTRACT SERVICES 5,642.94 NIAGARA METER SERVICES INC.00327-0057 18-Jan-2021 CONTRACT SERVICES 11,978.22 NIAGARA ON THE LAKE HYDRO INC 443154 22-Dec-2020 UTILITIES 126.88 NIAGARA ON THE LAKE HYDRO INC 00329-0041 01-Feb-2021 UTILITIES 133.58 NIAGARA PENINSULA ENERGY INC 443815 03-Feb-2021 MATERIALS 12,983.59 NIAGARA PENINSULA ENERGY INC 443038 16-Dec-2020 UTILITIES 191.88 NIAGARA PENINSULA ENERGY INC 443268 06-Jan-2021 UTILITIES 225,102.29 NIAGARA PENINSULA ENERGY INC 443388 13-Jan-2021 UTILITIES 427.34 NIAGARA PENINSULA ENERGY INC 443550 20-Jan-2021 UTILITIES 9.00 NIAGARA PENINSULA ENERGY INC 443660 27-Jan-2021 UTILITIES 222,605.70 NIAGARA REGIONAL BROADBAND NETWORK 00329-0042 01-Feb-2021 MATERIALS 32,612.55 NIAGARA REGIONAL BROADBAND NETWORK 00323-0042 21-Dec-2020 SERVICES 8,956.38 NIAGARA REGIONAL BROADBAND NETWORK 00324-0038 30-Dec-2020 SERVICES 74,884.72 NIAGARA REGIONAL FIRE PROTECTION 443156 22-Dec-2020 CONTRACT SERVICES 2,327.80 NIAGARA TRUCK N' STUFF INC 00323-0043 21-Dec-2020 MATERIALS 836.88 NIAGARA TRUCK N' STUFF INC 00327-0058 18-Jan-2021 MATERIALS 1,597.79 NIAGARA WATER CONDITIONING LTD 443816 03-Feb-2021 CONTRACT SERVICES 163.85 NICHE ACADEMY US DRAFT 4-Feb-2021 MATERIALS 2,240.00 NICHOLS,TYLER 443389 13-Jan-2021 REFUND 738.90 NICKEL,ERIK 443039 16-Dec-2020 TRAVEL/MILEAGE 34.56 NICK'S TRUCK PARTS INC.00327-0059 18-Jan-2021 MATERIALS 14.67 NICKS,JOAN 443551 20-Jan-2021 MATERIALS 1,050.00 NORRIS,MITCHELL 443390 13-Jan-2021 REFUND 110.44 NORTH AMERICAN TRANSIT SUPPLY CORPORATION 00330-0040 08-Feb-2021 STORES/INVENTORY 605.50 NORTH AMERICAN TRANSIT SUPPLY CORPORATION 00323-0044 21-Dec-2020 STORES/INVENTORY 167.81 NORTH AMERICAN TRANSIT SUPPLY CORPORATION 00324-0039 30-Dec-2020 STORES/INVENTORY 226.33 NORTHLAND DISTRIBUTION LTD.00323-0045 21-Dec-2020 MATERIALS 13,636.32 NPG PLANNING SOLUTIONS 443910 10-Feb-2021 CONTRACT SERVICES 552.29 O.A.P.S.O.443662 27-Jan-2021 TRAINING 885.00 OATLEY,MELANIE 443552 20-Jan-2021 TRAVEL/MILEAGE 29.97 O'CONNOR,MICHAEL 443553 20-Jan-2021 REFUND 750.00 O'CONNOR,PAT 443040 16-Dec-2020 MATERIALS 175.00 O'CONNOR,SCOTT 443663 27-Jan-2021 REFUND 178.61 OIL FILTRATION SPECIALISTS INC 00328-0038 25-Jan-2021 STORES/INVENTORY 1,545.84 OKUNDAYE,LOUIE EGHOSA& OKUNDAYE, COMFORT OMOZUSI 443664 27-Jan-2021 REFUND 349.86 OLIVER,JASON 443391 13-Jan-2021 MATERIALS 175.00 OMERS 00329-0043 01-Feb-2021 PAYROLL REMITTANCE 906,452.43 OMERS 00329-0044 01-Feb-2021 PAYROLL REMITTANCE 41,581.49 OMERS 00322-0005 30-Dec-2020 REMITTANCE 772,668.44 OMERS 00322-0006 30-Dec-2020 REMITTANCE 36,809.40 ON POINT LANDSCAPING INC 443554 20-Jan-2021 MATERIALS 1,112.49 ONTARIO ASSOCIATION OF FIRE CHIEFS 443911 10-Feb-2021 CONTRACT SERVICES 367.25 ONTARIO ASSOCIATION OF FIRE TRAINING OFFICERS 443392 13-Jan-2021 MEMBERSHIP 150.00 ONTARIO ASSOCIATION OF PROPERTY STANDARDS OFFICERS INC 443661 27-Jan-2021 MEMBERSHIP 222.00 ONTARIO BUILDING OFFICIALS ASSOCIATION 443041 16-Dec-2020 ADVERTISING 345.59 ONTARIO BUILDING OFFICIALS ASSOCIATION 443665 27-Jan-2021 MEMBERSHIP 450.00 ONTARIO CONCRETE RAISING LTD 443555 20-Jan-2021 MATERIALS 7,345.00 ONTARIO ENVIRONMENTAL & SAFETY NETWORK LTD 00323-0046 21-Dec-2020 CONTRACT SERVICES 2,833.04 ONTARIO ENVIRONMENTAL & SAFETY NETWORK LTD 00328-0039 25-Jan-2021 CONTRACT SERVICES 4,130.32 Page 251 of 459 Page 15 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount ONTARIO GYM SPORTS 443042 16-Dec-2020 MATERIALS 2,355.84 ONTARIO MUNICIPAL ADMINISTRATORS' ASSOCIATION 443667 27-Jan-2021 MEMBERSHIP 446.35 ONTARIO MUNICIPAL HEALTH & SAFETY REPRESENTATIVES ASSOCIATION443393 13-Jan-2021 MEMBERSHIP 140.00 ONTARIO MUNICIPAL MANAGEMENT INSTITUTE 443043 16-Dec-2020 MEMBERSHIP 447.00 ONTARIO ONE CALL 00323-0047 21-Dec-2020 CONTRACT SERVICES 1,145.42 ONTARIO PARKS ASSOCIATION 443817 03-Feb-2021 MEMBERSHIP 535.00 ONTARIO PLUMBING INSPECTORS ASSOCIATION INC 443044 16-Dec-2020 MEMBERSHIP 630.00 ONTARIO POWER GENERATION 00324-0040 30-Dec-2020 REMITTANCE 61,917.35 ONTARIO PROFESSIONAL PLANNERS INSTITUTE 443269 06-Jan-2021 MEMBERSHIP 601.51 ONTARIO TRAFFIC COUNCIL 443045 16-Dec-2020 MEMBERSHIP 802.30 ORKIN CANADA CORPORATION 00323-0048 21-Dec-2020 CONTRACT SERVICES 178.54 ORKIN CANADA CORPORATION 00326-0039 11-Jan-2021 CONTRACT SERVICES 178.54 OROSZ,SCOTT 443818 03-Feb-2021 MATERIALS 175.00 OVERLAND CUSTOM COACH (2007) INC.00330-0041 08-Feb-2021 MATERIALS 379.12 OVERLAND CUSTOM COACH (2007) INC.00326-0040 11-Jan-2021 MATERIALS 350.13 OVERLAND CUSTOM COACH (2007) INC.00329-0045 01-Feb-2021 STORES/INVENTORY 130.93 OWNERA GROUP INC 443394 13-Jan-2021 CONTRACT SERVICES 4,363.50 OWNERA GROUP INC 443556 20-Jan-2021 CONTRACT SERVICES 4,646.00 PANAGOPOULOS,JIM 443668 27-Jan-2021 MATERIALS 150.00 PAPETTI,DANNY 443157 22-Dec-2020 MATERIALS 200.00 PARADIS,ROGER& PARADIS, LOUISE 443046 16-Dec-2020 REFUND 327.75 PARHAR,PARMINDER& PARHAR, SURJEET 443270 06-Jan-2021 REFUND 2,979.73 PASCO,JOHN 443669 27-Jan-2021 MATERIALS 200.00 PATERSON,BRYAN 443047 16-Dec-2020 MATERIALS 175.00 PAUL DRAY LEGAL SERVICES 443158 22-Dec-2020 CONTRACT SERVICES 452.00 PAVEMENT MARKINGS INC 443670 27-Jan-2021 CONTRACT SERVICES 904.00 PC AUTO ELECTRIC 443159 22-Dec-2020 MATERIALS 491.24 PEAK CONSTRUCTION SERVICES LTD 443395 13-Jan-2021 REFUND 1,250.00 PEARSON,REG 443048 16-Dec-2020 MATERIALS 150.00 PELLETIER,CAMERON 443557 20-Jan-2021 MATERIALS 200.00 PENINSULA HOSE & HYDRAULICS LTD.443671 27-Jan-2021 MATERIALS 112.46 PENINSULA HOSE & HYDRAULICS LTD.00329-0046 01-Feb-2021 MATERIALS 237.46 PENINSULA HOSE & HYDRAULICS LTD.00323-0049 21-Dec-2020 MATERIALS 367.67 PENINSULA HOSE & HYDRAULICS LTD.00327-0060 18-Jan-2021 MATERIALS 415.65 PENINSULA PEST CONTROL LTD 443819 03-Feb-2021 CONTRACT SERVICES 1,135.65 PENNER BUILDING CENTRE 443160 22-Dec-2020 MATERIALS 55.03 PENNER BUILDING CENTRE 443672 27-Jan-2021 MATERIALS 38.40 PERFORMANCE CHRYSLER DODGE JEEP RAM FIAT 443673 27-Jan-2021 MATERIALS 335.67 PERFORMANCE CHRYSLER DODGE JEEP RAM FIAT 443913 10-Feb-2021 MATERIALS 1,518.93 PERFORMANCE CHRYSLER DODGE JEEP RAM FIAT 443673 27-Jan-2021 MATERIALS 46.56 PERFORMANCE CHRYSLER DODGE JEEP RAM FIAT 443820 03-Feb-2021 MATERIALS 671.57 PETERS EXCAVATING INC 00330-0042 08-Feb-2021 CONTRACT SERVICES 1,791.90 PETERS EXCAVATING INC 00323-0050 21-Dec-2020 CONTRACT SERVICES 9,947.31 PETERS EXCAVATING INC 00327-0061 18-Jan-2021 CONTRACT SERVICES 20,369.95 PETERS EXCAVATING INC 00328-0040 25-Jan-2021 CONTRACT SERVICES 1,966.28 PICCIRILLO,MICHAEL ANTHONY& PICCIRILLO, TINA ROSE 443674 27-Jan-2021 REFUND 36.49 PIETRANGELO,DAN 443049 16-Dec-2020 MATERIALS 100.00 PIETRANGELO,DAN 443396 13-Jan-2021 MATERIALS 200.00 PIETRANGELO,JONATHAN 443675 27-Jan-2021 TRAINING 141.05 PIETRANGELO,JONATHAN 443272 06-Jan-2021 TRAINING 141.05 PIETRANGELO,VICTOR 443273 06-Jan-2021 SERVICES 1,236.78 PINERIDGE TREE SERVICE LTD 00330-0043 08-Feb-2021 CONTRACT SERVICES 2,766.24 PINERIDGE TREE SERVICE LTD 00323-0051 21-Dec-2020 CONTRACT SERVICES 8,732.64 PINERIDGE TREE SERVICE LTD 00326-0041 11-Jan-2021 CONTRACT SERVICES 7,919.04 PINERIDGE TREE SERVICE LTD 00327-0062 18-Jan-2021 CONTRACT SERVICES 1,084.80 PIPETEK INFRASTRUCTURE SERVICES INC 00323-0052 21-Dec-2020 CONTRACT SERVICES 39,105.47 PIPETEK INFRASTRUCTURE SERVICES INC 00330-0044 08-Feb-2021 CONTRACT SERVICES 1,367.30 PIPETEK INFRASTRUCTURE SERVICES INC 00324-0041 30-Dec-2020 CONTRACT SERVICES 44,795.89 PIPETEK INFRASTRUCTURE SERVICES INC 00327-0063 18-Jan-2021 CONTRACT SERVICES 61,347.04 PIPETEK INFRASTRUCTURE SERVICES INC 00328-0041 25-Jan-2021 CONTRACT SERVICES 22,554.53 PIPETEK INFRASTRUCTURE SERVICES INC 00329-0047 01-Feb-2021 CONTRACT SERVICES 5,666.95 PIROSKO,JASON 443397 13-Jan-2021 MATERIALS 200.00 PIZZI,LINDA 443676 27-Jan-2021 REFUND 4.77 PLAYPOWER LT CANADA INC 443161 22-Dec-2020 MATERIALS 1,620.42 PML FOODS 443050 16-Dec-2020 MATERIALS 40.00 PONTE,JIMMY 443274 06-Jan-2021 MATERIALS 172.83 POWELL,BETHANY 443398 13-Jan-2021 TRAINING 226.00 Page 252 of 459 Page 16 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount POWERTECH ARBORIST AND FORESTRY EQUIPMENT 443821 03-Feb-2021 MATERIALS 4,610.15 PPG AC CANADA INC 443822 03-Feb-2021 MATERIALS 638.57 PPG AC CANADA INC 443914 10-Feb-2021 MATERIALS 80.13 PRAXAIR 443162 22-Dec-2020 MATERIALS 63.35 PRAXAIR 443399 13-Jan-2021 MATERIALS 381.87 PRAXAIR 443558 20-Jan-2021 MATERIALS 63.35 PRAXAIR 443677 27-Jan-2021 MATERIALS 286.26 PRAXAIR 443823 03-Feb-2021 STORES/INVENTORY 637.60 PRECISE PARK LINK INC 00324-0042 30-Dec-2020 MATERIALS 721.08 PRECISE PARK LINK INC 00327-0064 18-Jan-2021 MATERIALS 2,271.33 PREMIER TRUCK GROUP 443678 27-Jan-2021 CONTRACT SERVICES 2,881.37 PREMIER TRUCK GROUP 443678 27-Jan-2021 MATERIALS 135.63 PREMIER TRUCK GROUP 443915 10-Feb-2021 MATERIALS 2,294.21 PREMIER TRUCK GROUP 443051 16-Dec-2020 MATERIALS 207.17 PREMIER TRUCK GROUP 443400 13-Jan-2021 MATERIALS 1,277.51 PREMIER TRUCK GROUP 443915 10-Feb-2021 STORES/INVENTORY (468.39) PREVOST 00329-0048 01-Feb-2021 STORES/INVENTORY 1,723.92 PREVOST 00330-0045 08-Feb-2021 STORES/INVENTORY 1,457.96 PREVOST 00323-0053 21-Dec-2020 STORES/INVENTORY 9,535.12 PREVOST 00324-0043 30-Dec-2020 STORES/INVENTORY 2,040.63 PREVOST 00326-0042 11-Jan-2021 STORES/INVENTORY 6,760.44 PREVOST 00328-0042 25-Jan-2021 STORES/INVENTORY 1,633.08 PREVOST 00329-0048 01-Feb-2021 STORES/INVENTORY 2,781.77 PRINCESS AUTO 443163 22-Dec-2020 MATERIALS 51.89 PRINTING BY INNOVATION INC.443052 16-Dec-2020 MATERIALS 2,042.05 PRINTING HOUSE LTD 00330-0046 08-Feb-2021 MATERIALS 423.44 PRO BATTERY SHOPS 00327-0065 18-Jan-2021 MATERIALS 201.41 PRO BATTERY SHOPS 00329-0049 01-Feb-2021 MATERIALS 893.78 PRO BATTERY SHOPS 00323-0054 21-Dec-2020 STORES/INVENTORY 1,199.51 PRO BATTERY SHOPS 00324-0044 30-Dec-2020 STORES/INVENTORY 441.84 PRO BATTERY SHOPS 00327-0065 18-Jan-2021 STORES/INVENTORY 3,344.82 PRO BATTERY SHOPS 00328-0043 25-Jan-2021 STORES/INVENTORY 803.42 PRO BATTERY SHOPS 00330-0047 08-Feb-2021 STORES/INVENTORY 1,332.00 PROFORMA 443916 10-Feb-2021 MATERIALS 5,684.54 PROJECT SHARE 443679 27-Jan-2021 FEE FOR SERVICE 24,866.67 PROJECT SHARE 443164 22-Dec-2020 FEE FOR SERVICE 24,866.67 PROSECUTORS' ASSOCIATION OF ONTARIO 443680 27-Jan-2021 MATERIALS 99.00 PROVINCIAL CONSTRUCTION (NIAGARA FALLS) LTD 00323-0055 21-Dec-2020 CONTRACT SERVICES 8,870.46 PROVINCIAL CONSTRUCTION (NIAGARA FALLS) LTD 00328-0044 25-Jan-2021 CONTRACT SERVICES 1,663.81 PROVINCIAL CONSTRUCTION (NIAGARA FALLS) LTD 00330-0048 08-Feb-2021 CONTRACT SERVICES 33,362.69 PRW EXCAVATING CONTRACTORS LTD 00324-0045 30-Dec-2020 MATERIALS 64,127.50 PSECO INC 00326-0043 11-Jan-2021 CONTRACT SERVICES 951.74 PSECO INC 00327-0066 18-Jan-2021 MATERIALS 1,695.00 PUROLATOR INC 443681 27-Jan-2021 COURIER 20.52 PUROLATOR INC 443824 03-Feb-2021 COURIER 149.07 PUROLATOR INC 443917 10-Feb-2021 COURIER 407.70 PUROLATOR INC 443053 16-Dec-2020 COURIER 69.07 PUROLATOR INC 443165 22-Dec-2020 COURIER 37.02 PUROLATOR INC 443402 13-Jan-2021 COURIER 204.09 PUROLATOR INC 443559 20-Jan-2021 COURIER 310.27 PUROLATOR INC 443681 27-Jan-2021 COURIER 28.36 PUROLATOR INC 443917 10-Feb-2021 COURIER 34.16 PVS CONTRACTORS 443560 20-Jan-2021 CONTRACT SERVICES 282.50 QRX TECHNOLOGY GROUP/KERR NORTON 00326-0044 11-Jan-2021 SERVICES 140.56 QUARANTA,ROCCO 443403 13-Jan-2021 MATERIALS 25.00 QUARTEK GROUP INC 443166 22-Dec-2020 MATERIALS 2,187.68 QUARTEK GROUP INC 443825 03-Feb-2021 MATERIALS 1,093.84 R J BURNSIDE & ASSOCIATES LIMITED 443683 27-Jan-2021 CONTRACT SERVICES 12,995.00 R J SMITH EQUIPMENT INC 443684 27-Jan-2021 CONTRACT SERVICES 2,124.40 R J SMITH EQUIPMENT INC 443169 22-Dec-2020 MATERIALS 508.50 R J SMITH EQUIPMENT INC 443407 13-Jan-2021 MATERIALS 508.50 R J SMITH EQUIPMENT INC 443563 20-Jan-2021 MATERIALS 6,130.25 R V ANDERSON ASSOCIATES LIMITED 00330-0049 08-Feb-2021 MATERIALS 7,490.49 R V ANDERSON ASSOCIATES LIMITED 00324-0046 30-Dec-2020 MATERIALS 28,953.43 R V ANDERSON ASSOCIATES LIMITED 00327-0067 18-Jan-2021 MATERIALS 5,645.77 R V ANDERSON ASSOCIATES LIMITED 00329-0050 01-Feb-2021 MATERIALS 1,441.70 R W HAMILTON LTD.00329-0051 01-Feb-2021 MATERIALS 98.93 Page 253 of 459 Page 17 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount R W HAMILTON LTD.00328-0045 25-Jan-2021 MATERIALS 2,855.38 R. STASIAK ENGINEERING INC 00324-0047 30-Dec-2020 MATERIALS 932.25 R. STASIAK ENGINEERING INC 00329-0052 01-Feb-2021 MATERIALS 508.50 RACO AUTO SUPPLY LTD 00329-0053 01-Feb-2021 STORES/INVENTORY 2,680.36 RACO AUTO SUPPLY LTD 00330-0050 08-Feb-2021 STORES/INVENTORY 538.49 RACO AUTO SUPPLY LTD 443054 16-Dec-2020 STORES/INVENTORY 1,241.81 RACO AUTO SUPPLY LTD 443167 22-Dec-2020 STORES/INVENTORY 1,476.93 RACO AUTO SUPPLY LTD 00326-0045 11-Jan-2021 STORES/INVENTORY 1,785.34 RACO AUTO SUPPLY LTD 00327-0068 18-Jan-2021 STORES/INVENTORY 140.63 RACO AUTO SUPPLY LTD 00328-0046 25-Jan-2021 STORES/INVENTORY 326.83 RADOLLI,PAUL 443561 20-Jan-2021 MATERIALS 200.00 RANDALL GAMBY US DRAFT 20-Jan-2021 MATERIALS 53.85 RANKIN CONSTRUCTION INC 443056 16-Dec-2020 CONTRACT SERVICES 19,758.87 RANKIN CONSTRUCTION INC 00327-0069 18-Jan-2021 CONTRACT SERVICES 59,259.37 RANKIN CONSTRUCTION INC 443055 16-Dec-2020 MATERIALS 11,273.96 RBC INSURANCE 00329-0054 01-Feb-2021 REMITTANCE 2,338.26 RBC INSURANCE 00326-0046 11-Jan-2021 REMITTANCE 2,312.71 REALTAX INC 443168 22-Dec-2020 MATERIALS 3,548.20 REALTAX INC 443826 03-Feb-2021 MATERIALS 2,491.65 RECEIVER GENERAL FOR CANADA 443682 27-Jan-2021 MATERIALS 510.00 RECEIVER GENERAL OF CANADA 443275 06-Jan-2021 REMITTANCE 722,369.77 RECEIVER GENERAL OF CANADA 443562 20-Jan-2021 REMITTANCE 707,301.88 RECEIVER GENERAL OF CANADA 443827 03-Feb-2021 REMITTANCE 634,380.50 RECEIVER GENERAL OF CANADA 443203 23-Dec-2020 REMITTANCE 460,387.66 RED SEAL CONTRACTING 443276 06-Jan-2021 MATERIALS 6,167.54 RED TRAC INTERNATIONAL A DIVISION OF D&W GROUP INC.00324-0048 30-Dec-2020 MATERIALS 269.50 RED TRAC INTERNATIONAL A DIVISION OF D&W GROUP INC.00328-0047 25-Jan-2021 MATERIALS 378.83 REFRIGERATION ENERGY SOLUTIONS LTD 00323-0056 21-Dec-2020 CONTRACT SERVICES 48,557.92 REFRIGERATION ENERGY SOLUTIONS LTD 00324-0049 30-Dec-2020 CONTRACT SERVICES 33,765.76 REFRIGERATION ENERGY SOLUTIONS LTD 00326-0047 11-Jan-2021 CONTRACT SERVICES 45,028.95 REFRIGERATION ENERGY SOLUTIONS LTD 00327-0070 18-Jan-2021 CONTRACT SERVICES 17,572.86 REFRIGERATION ENERGY SOLUTIONS LTD 00328-0048 25-Jan-2021 CONTRACT SERVICES 5,061.29 REGIONAL MUNICIPALITY OF NIAGARA 00324-0050 30-Dec-2020 CONTRACT SERVICES 2,074,402.67 REGIONAL MUNICIPALITY OF NIAGARA 00328-0049 25-Jan-2021 CONTRACT SERVICES 309,498.70 REGIONAL MUNICIPALITY OF NIAGARA 00330-0051 08-Feb-2021 CONTRACT SERVICES 6,934.94 REGIONAL MUNICIPALITY OF NIAGARA 00327-0071 18-Jan-2021 MATERIALS 20,756.08 REGIONAL MUNICIPALITY OF NIAGARA 00329-0055 01-Feb-2021 MATERIALS 88,597.13 REGIONAL MUNICIPALITY OF NIAGARA 00327-0071 18-Jan-2021 REMITTANCE 504,703.14 REGIONAL MUNICIPALITY OF NIAGARA 00328-0049 25-Jan-2021 REMITTANCE 40,664.66 REGIONAL MUNICIPALITY OF NIAGARA 00329-0055 01-Feb-2021 REMITTANCE 441,112.23 REGIONAL MUNICIPALITY OF NIAGARA 00330-0051 08-Feb-2021 REMITTANCE 2,039,754.37 REGIONAL NIAGARA OCCUPATIONAL HEALTH CLINIC 00326-0048 11-Jan-2021 MATERIALS 12,497.80 RICKMAN,ERIN HEATHER& RICKMAN, BLAKE 443404 13-Jan-2021 REFUND 750.00 RICOH CANADA INC 00328-0050 25-Jan-2021 SERVICES 6,228.33 RILEY SPORTS 443405 13-Jan-2021 MATERIALS 3,490.37 RK & ASSOCIATES 00327-0072 18-Jan-2021 MATERIALS 3,333.50 RK & ASSOCIATES 00329-0056 01-Feb-2021 MATERIALS 1,751.50 ROBERTSON,SHANE 443685 27-Jan-2021 REFUND 224.95 ROCHESTER MIDLAND CANADA CORPORATION 00324-0051 30-Dec-2020 CONTRACT SERVICES 3,670.88 ROGERS 443686 27-Jan-2021 CONTRACT SERVICES 2,000.85 ROGERS 443057 16-Dec-2020 CONTRACT SERVICES 2,838.57 ROGERS 443564 20-Jan-2021 CONTRACT SERVICES 824.16 ROGERS WIRELESS 443277 06-Jan-2021 MATERIALS 1,442.78 ROGERS WIRELESS 443408 13-Jan-2021 MATERIALS 276.45 ROGERS WIRELESS 443058 16-Dec-2020 SERVICES 3,319.80 ROLFE,TRISHA 443278 06-Jan-2021 REMITTANCE 1,700.00 ROMANIELLO,DOMENIC 443687 27-Jan-2021 REFUND 175.62 ROSATI,PIETRO& ROSATI, NANCY 443409 13-Jan-2021 REFUND 750.00 RUSH TRUCK CENTRES OF CANADA LTD 443688 27-Jan-2021 MATERIALS (455.97) RUSH TRUCK CENTRES OF CANADA LTD 443918 10-Feb-2021 MATERIALS 648.37 RUSH TRUCK CENTRES OF CANADA LTD 443059 16-Dec-2020 MATERIALS 312.48 RUSH TRUCK CENTRES OF CANADA LTD 443170 22-Dec-2020 MATERIALS 1,130.04 RUSH TRUCK CENTRES OF CANADA LTD 443410 13-Jan-2021 MATERIALS 2,496.64 RUSH TRUCK CENTRES OF CANADA LTD 443565 20-Jan-2021 MATERIALS 2,875.92 RUSH TRUCK CENTRES OF CANADA LTD 443688 27-Jan-2021 MATERIALS 25,550.60 S.B. SIMPSON GROUP INC.00330-0052 08-Feb-2021 STORES/INVENTORY 65.54 S.B. SIMPSON GROUP INC.00324-0052 30-Dec-2020 STORES/INVENTORY 32.77 Page 254 of 459 Page 18 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount S.B. SIMPSON GROUP INC.00327-0073 18-Jan-2021 STORES/INVENTORY 131.08 SAADELDIN,RAMY 443689 27-Jan-2021 REFUND 146.19 SACCO CONSTRUCTION LTD 443566 20-Jan-2021 CONTRACT SERVICES 3,767.99 SACCO CONSTRUCTION LTD 443567 20-Jan-2021 CONTRACT SERVICES 41,082.73 SACCO CONSTRUCTION LTD 443828 03-Feb-2021 CONTRACT SERVICES 18,262.23 SAEED,IRFAN 443829 03-Feb-2021 REFUND 6.77 SAEED,SANAM& SAEED, MALIK 443690 27-Jan-2021 REFUND 87.89 SAFE STOR RECORDS MANAGEMENT 443692 27-Jan-2021 MATERIALS 294.93 SAFE STOR RECORDS MANAGEMENT 443171 22-Dec-2020 MATERIALS 294.93 SAFETY-KLEEN CANADA INC 443411 13-Jan-2021 CONTRACT SERVICES 1,248.04 SAFETY-KLEEN CANADA INC 443691 27-Jan-2021 CONTRACT SERVICES 7,919.17 SAFETY-KLEEN CANADA INC 443919 10-Feb-2021 MATERIALS 480.02 SAFETY-KLEEN CANADA INC 443568 20-Jan-2021 MATERIALS 11,430.30 SAKOWSKI,BRYAN 443693 27-Jan-2021 REFUND 77.99 SANI GEAR 00326-0049 11-Jan-2021 MATERIALS 303.35 SANI GEAR 00327-0074 18-Jan-2021 MATERIALS 2,042.14 SARANOVICH,OLGA 443830 03-Feb-2021 REFUND 1.97 SASSAFRAS FARMS 443172 22-Dec-2020 MATERIALS 1,073.50 SASSAFRAS FARMS 00330-0053 08-Feb-2021 MATERIALS 2,480.35 SAUER,NATHAN 443412 13-Jan-2021 MATERIALS 378.00 SAYAVONG,RASAMY 443173 22-Dec-2020 REFUND 155.37 SCHNEIDER,MITCHELL 443831 03-Feb-2021 MATERIALS 175.00 SCOTT BEST SEWER SERVICES 00324-0053 30-Dec-2020 CONTRACT SERVICES 2,615.95 SCOTT BEST SEWER SERVICES 00328-0051 25-Jan-2021 CONTRACT SERVICES 626.25 SCOTT,PETER 443694 27-Jan-2021 MATERIALS 96.04 SEAWAY FLUID POWER GROUP LTD 00329-0057 01-Feb-2021 MATERIALS 243.97 SEAWAY FLUID POWER GROUP LTD 00323-0057 21-Dec-2020 MATERIALS 2.99 SEAWAY FLUID POWER GROUP LTD 00326-0050 11-Jan-2021 MATERIALS 143.78 SEAWAY FLUID POWER GROUP LTD 00328-0052 25-Jan-2021 MATERIALS 204.63 SEAWAY FLUID POWER GROUP LTD 00330-0055 08-Feb-2021 STORES/INVENTORY 34.22 SECILIA,JOHN 443569 20-Jan-2021 MATERIALS 200.00 SERRA,MARY 443695 27-Jan-2021 REFUND 128.17 SERVICEMASTER CLEAN OF NIAGARA 00329-0058 01-Feb-2021 CONTRACT SERVICES 26,493.98 SERVICEMASTER CLEAN OF NIAGARA 00324-0054 30-Dec-2020 CONTRACT SERVICES 26,887.22 SERVICEMASTER CLEAN OF NIAGARA 00327-0075 18-Jan-2021 CONTRACT SERVICES 1,152.60 SEWELL'S AUTOMOTIVE SUPPLY 443920 10-Feb-2021 MATERIALS 1,689.35 SGL PLANNING & DESIGN INC.443060 16-Dec-2020 CONTRACT SERVICES 2,829.24 SGL PLANNING & DESIGN INC.443832 03-Feb-2021 CONTRACT SERVICES 4,351.91 SHARMA,VISHWA VASU& GARG, PUNAM 443413 13-Jan-2021 REFUND 1,250.00 SHAW,FALON 443921 10-Feb-2021 MATERIALS 315.00 SHEAR DISPLAY 443174 22-Dec-2020 CONTRACT SERVICES 7,709.65 SHEAR DISPLAY 00327-0076 18-Jan-2021 CONTRACT SERVICES 647.43 SHEEHAN ARBITRATION MEDIATION SERVICES 00324-0055 30-Dec-2020 CONTRACT SERVICES 1,736.52 SHEIKH,KALSOOM ALI 443696 27-Jan-2021 REFUND 200.00 SHERWIN-WILLIAMS 443922 10-Feb-2021 MATERIALS 382.20 SHRED IT C/O STERICYCLE ULC 443923 10-Feb-2021 CONTRACT SERVICES 389.62 SHRED IT C/O STERICYCLE ULC 443279 06-Jan-2021 CONTRACT SERVICES 279.56 SHRED IT C/O STERICYCLE ULC 443697 27-Jan-2021 CONTRACT SERVICES 298.26 SIDER,TROY RICHARD 443924 10-Feb-2021 REFUND 750.00 SIGMA PROMOTIONS INC.443698 27-Jan-2021 MATERIALS 3,047.56 SIGNATURE SIGN & IMAGE 443061 16-Dec-2020 MATERIALS 403.61 SIGNATURE SIGN & IMAGE 00324-0056 30-Dec-2020 MATERIALS 4,859.00 SIGNATURE SIGN & IMAGE 00327-0077 18-Jan-2021 MATERIALS 7,910.00 SIMON,OSCAR 443062 16-Dec-2020 REFUND 6,800.00 SIMON,OSCAR 443280 06-Jan-2021 REFUND 10,000.00 SIMPSON,CAROL 443699 27-Jan-2021 REFUND 200.98 SINGH,BISSOONDAI 443700 27-Jan-2021 REFUND 373.60 SINGH,RAJINDER& CHANA, HARPREET KAUR 443834 03-Feb-2021 REFUND 4.06 SINKOWSKI,JESSICA 443833 03-Feb-2021 PETTY CASH 327.00 SINKOWSKI,JESSICA 443175 22-Dec-2020 TRAVEL/MILEAGE 64.80 SMART,ROBERT 443925 10-Feb-2021 REFUND 500.00 SMITH,JOSH 443835 03-Feb-2021 MATERIALS 175.00 SMITH,THOMAS R 443701 27-Jan-2021 REFUND 44.73 SOLTESZ,CHRISTOPHER 443415 13-Jan-2021 REFUND 105.83 SPARK INNOVATION EDUCATIONAL CENTER INC 00329-0059 01-Feb-2021 REMITTANCE 86,457.52 SPARK INNOVATION EDUCATIONAL CENTER INC 00324-0057 30-Dec-2020 REMITTANCE 117,457.52 SPARKLE SOLUTIONS 443416 13-Jan-2021 CONTRACT SERVICES 498.61 Page 255 of 459 Page 19 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount SPENCER,GERALD 443836 03-Feb-2021 MATERIALS 200.00 ST CATHARINES TRANSIT COMMISSION 443417 13-Jan-2021 CONTRACT SERVICES 300.00 ST JOHN AMBULANCE 00329-0060 01-Feb-2021 FEE FOR SERVICE 2,741.67 ST JOHN AMBULANCE 00330-0056 08-Feb-2021 FEE FOR SERVICE 26,350.93 ST JOHN AMBULANCE 00324-0058 30-Dec-2020 FEE FOR SERVICE 2,741.67 ST JOHN AMBULANCE 00326-0051 11-Jan-2021 REMITTANCE 29,749.48 STAMFORD CENTRE VOLUNTEER FIREMEN'S ASSOCIATION 443063 16-Dec-2020 FEE FOR SERVICE 20,000.00 STAMFORD HOME HARDWARE 00330-0057 08-Feb-2021 MATERIALS 116.89 STAMFORD HOME HARDWARE 00323-0058 21-Dec-2020 MATERIALS 233.85 STAMFORD HOME HARDWARE 00324-0059 30-Dec-2020 MATERIALS 31.01 STAMFORD HOME HARDWARE 00327-0078 18-Jan-2021 MATERIALS 330.39 STANTEC CONSULTING LTD 443176 22-Dec-2020 MATERIALS 6,440.29 STANTEC CONSULTING LTD 443702 27-Jan-2021 MATERIALS 10,055.49 STAPLES BUSINESS ADVANTAGE 00323-0059 21-Dec-2020 MATERIALS 1,952.53 STAPLES BUSINESS ADVANTAGE 00329-0061 01-Feb-2021 STORES/INVENTORY 680.87 STAPLES BUSINESS ADVANTAGE 00324-0060 30-Dec-2020 STORES/INVENTORY 2,568.90 STAPLES BUSINESS ADVANTAGE 00326-0052 11-Jan-2021 STORES/INVENTORY 3,271.91 STAPLES BUSINESS ADVANTAGE 00327-0079 18-Jan-2021 STORES/INVENTORY 1,336.14 STAPLES BUSINESS ADVANTAGE 00329-0061 01-Feb-2021 STORES/INVENTORY 325.44 STAPLES,ZACH 443177 22-Dec-2020 TRAVEL/MILEAGE 135.00 STEPHENS,LEE 443703 27-Jan-2021 REFUND 107.99 STERI PLUS LTD 443178 22-Dec-2020 CONTRACT SERVICES 3,390.00 STEVENSVILLE LAWN SERVICE INC 00323-0060 21-Dec-2020 CONTRACT SERVICES 71,954.06 STOKES INTERNATIONAL 00330-0058 08-Feb-2021 MATERIALS 9,397.57 STONES,HEATHER 443418 13-Jan-2021 MATERIALS 197.75 STORAGE NIAGARA 00329-0063 01-Feb-2021 CONTRACT SERVICES 4,079.30 STORAGE NIAGARA 00329-0063 01-Feb-2021 MATERIALS 2,039.65 STORAGE NIAGARA 00330-0059 08-Feb-2021 MATERIALS 3,864.60 STRANGE,MIKE 443420 13-Jan-2021 SERVICES 1,423.08 STRANGES,LOU 443419 13-Jan-2021 TRAVEL/MILEAGE 281.88 STRONGCO LIMITED PARTNERSHIP 443570 20-Jan-2021 MATERIALS 65.65 SULLIVAN MAHONEY 443179 22-Dec-2020 CONTRACT SERVICES 1,457.36 SULLIVAN MAHONEY 443837 03-Feb-2021 CONTRACT SERVICES 2,362.66 SUN LIFE ASSURANCE COMPANY OF CANADA 00327-0080 18-Jan-2021 REMITTANCE 478,530.87 SUN LIFE ASSURANCE COMPANY OF CANADA 00330-0060 08-Feb-2021 REMITTANCE 490,007.69 SUN LIFE ASSURANCE COMPANY OF CANADA 00327-0080 18-Jan-2021 REMITTANCE 2,723.93 SUPERIOR FOOD SERVICE 443927 10-Feb-2021 MATERIALS 511.93 SUPERIOR LAUNDRY SERVICE LTD.00323-0061 21-Dec-2020 CONTRACT SERVICES 205.11 SUPERIOR LAUNDRY SERVICE LTD.00324-0061 30-Dec-2020 CONTRACT SERVICES 402.30 SUPERIOR LAUNDRY SERVICE LTD.00326-0053 11-Jan-2021 CONTRACT SERVICES 185.33 SUPERIOR LAUNDRY SERVICE LTD.00327-0081 18-Jan-2021 CONTRACT SERVICES 138.44 SUPERIOR LAUNDRY SERVICE LTD.00329-0064 01-Feb-2021 CONTRACT SERVICES 44.07 SUPERIOR PROPANE 443838 03-Feb-2021 MATERIALS 770.54 SUPERIOR PROPANE 443928 10-Feb-2021 MATERIALS 1,330.74 SUPERIOR PROPANE 443180 22-Dec-2020 MATERIALS 39.56 SUPERIOR PROPANE 443421 13-Jan-2021 MATERIALS 896.27 SUPERIOR PROPANE 443571 20-Jan-2021 MATERIALS 39.56 SYMPOSIUM TECHNOLOGIES INC 443839 03-Feb-2021 MATERIALS 4,859.00 SYMPOSIUM TECHNOLOGIES INC 443704 27-Jan-2021 SERVICES 36,570.92 SZCZUCKI,SHELLEY 443840 03-Feb-2021 MATERIALS 2,700.00 TABAKA,COLLEEN JANE 443841 03-Feb-2021 REFUND 10.02 TALK WIRELESS INC 00329-0065 01-Feb-2021 CONTRACT SERVICES 28.25 TALK WIRELESS INC 00324-0062 30-Dec-2020 CONTRACT SERVICES 1,440.75 TALK WIRELESS INC 00326-0054 11-Jan-2021 CONTRACT SERVICES 5,926.85 TALK WIRELESS INC 00329-0065 01-Feb-2021 CONTRACT SERVICES 3,094.65 TALK WIRELESS INC 00323-0062 21-Dec-2020 MATERIALS 21,840.65 TALK WIRELESS INC 00328-0053 25-Jan-2021 MATERIALS 1,203.27 TARTEN EQUIPMENT LIMITED 443064 16-Dec-2020 MATERIALS 75.82 TARTEN EQUIPMENT LIMITED 443181 22-Dec-2020 MATERIALS 776.84 TAXITAB 443182 22-Dec-2020 CONTRACT SERVICES 935.64 TAXITAB 443572 20-Jan-2021 CONTRACT SERVICES 1,447.60 TD CANADA TRUST 443705 27-Jan-2021 REFUND 116.90 TD CANADA TRUST 443929 10-Feb-2021 REFUND 140.00 TD CANADA TRUST 443065 16-Dec-2020 REFUND 63.32 TEDESCO,AARON 443843 03-Feb-2021 MATERIALS 175.00 TENAQUIP LIMITED 443844 03-Feb-2021 MATERIALS 1,576.58 TENAQUIP LIMITED 443183 22-Dec-2020 MATERIALS 721.74 Page 256 of 459 Page 20 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount TENAQUIP LIMITED 443281 06-Jan-2021 MATERIALS 342.58 TENAQUIP LIMITED 443706 27-Jan-2021 MATERIALS 117.01 TENAQUIP LIMITED 443844 03-Feb-2021 MATERIALS 2,399.65 TENAQUIP LIMITED 443930 10-Feb-2021 MATERIALS 1,186.93 TENAQUIP LIMITED 443066 16-Dec-2020 STORES/INVENTORY 252.35 TERANET INC 443422 13-Jan-2021 REMITTANCE 8,000.00 TETRA-CHEM INDUSTRIES LTD.443184 22-Dec-2020 MATERIALS 4,795.44 THALEN,JOHN 443707 27-Jan-2021 REFUND 146.39 THE BURKE GROUP 00328-0054 25-Jan-2021 CONTRACT SERVICES 904.00 THE ESTATE OF GEORGE NELSON MATTATALL 443645 27-Jan-2021 REFUND 79.43 THE INNOVATION GROUP INC 443130 22-Dec-2020 CONTRACT SERVICES 77,530.40 THOMPSON AHERN & CO LIMITED 443573 20-Jan-2021 CONTRACT SERVICES 20.78 THOMPSON AHERN & CO LIMITED 443067 16-Dec-2020 MATERIALS 18.59 THOMPSON AHERN & CO LIMITED 443423 13-Jan-2021 MATERIALS 115.41 THOMSON REUTERS CANADA 443708 27-Jan-2021 MATERIALS 497.20 THYSSENKRUPP ELEVATOR (CANADA) LIMITED 00329-0066 01-Feb-2021 CONTRACT SERVICES 666.32 THYSSENKRUPP ELEVATOR (CANADA) LIMITED 00324-0063 30-Dec-2020 CONTRACT SERVICES 666.32 TIERRA GEOMATIC SERVICES INC 443068 16-Dec-2020 CONTRACT SERVICES 231.65 TIERRA GEOMATIC SERVICES INC 443424 13-Jan-2021 CONTRACT SERVICES 276.85 TIERRA GEOMATIC SERVICES INC 443574 20-Jan-2021 CONTRACT SERVICES 412.45 TIM HORTON'S STORE 1922 443283 06-Jan-2021 MATERIALS 56.97 TINGEY,CHRIS 443069 16-Dec-2020 MATERIALS 175.00 TNT WORK & RESCUE 443186 22-Dec-2020 MATERIALS 252.17 TOFFOLI,ELIO PETER& TOFFOLI, LINDA 443425 13-Jan-2021 REFUND 500.00 TOOLBOX 443187 22-Dec-2020 MATERIALS 664.28 TOOLBOX 443426 13-Jan-2021 MATERIALS 2,837.77 TOOLBOX 443931 10-Feb-2021 MATERIALS 1,378.02 TOP NOTCH PROMOTIONAL PRODUCTS INC 00327-0082 18-Jan-2021 MATERIALS 2,241.90 TOPLIFFE,JEANETTE 443070 16-Dec-2020 TRAINING 183.84 TOPLIFFE,TIMOTHY 443427 13-Jan-2021 MATERIALS 175.00 TOROMONT CAT 443709 27-Jan-2021 CONTRACT SERVICES 1,401.02 TOROMONT CAT 443575 20-Jan-2021 MATERIALS 45.96 TOROMONT CAT 443845 03-Feb-2021 MATERIALS 3,534.15 TOTAL LAND CARE SERVICES 443710 27-Jan-2021 CONTRACT SERVICES 24,215.90 TOTAL LAND CARE SERVICES 443846 03-Feb-2021 CONTRACT SERVICES 5,655.65 TOUCHSTONE SITE CONTRACTORS 00327-0083 18-Jan-2021 CONTRACT SERVICES 160,578.20 TOWN OF GRIMSBY 443428 13-Jan-2021 MATERIALS 1,779.75 TOWN OF THOROLD 443429 13-Jan-2021 REMITTANCE 616.00 TRAINFO 443711 27-Jan-2021 MATERIALS 77,066.00 TRANSAXLE PARTS (HAMILTON) INC.443712 27-Jan-2021 STORES/INVENTORY 114.94 TRANSAXLE PARTS (HAMILTON) INC.443847 03-Feb-2021 STORES/INVENTORY 1,048.25 TRANSAXLE PARTS (HAMILTON) INC.443932 10-Feb-2021 STORES/INVENTORY 922.36 TRANSAXLE PARTS (HAMILTON) INC.443071 16-Dec-2020 STORES/INVENTORY 1,724.60 TRANSAXLE PARTS (HAMILTON) INC.443188 22-Dec-2020 STORES/INVENTORY 4,827.98 TRANSAXLE PARTS (HAMILTON) INC.443430 13-Jan-2021 STORES/INVENTORY 4,336.55 TRANSAXLE PARTS (HAMILTON) INC.443576 20-Jan-2021 STORES/INVENTORY 755.97 TRAPEZE SOFTWARE ULC 00324-0064 30-Dec-2020 CONTRACT SERVICES 134,601.08 TRAPEZE SOFTWARE ULC 00329-0067 01-Feb-2021 MATERIALS 4,481.12 TRENDLE,BEN 443431 13-Jan-2021 REFUND 175.00 TRENTWAY WAGAR 443933 10-Feb-2021 REFUND 6,712.66 TROTTIER,KENT 443432 13-Jan-2021 MATERIALS 180.79 TWARDAWSKY,NICK 443934 10-Feb-2021 TRAVEL/MILEAGE 82.60 TWARDAWSKY,NICK 443284 06-Jan-2021 TRAVEL/MILEAGE 36.72 TYLER,HILARY CATHERINE& FRETWELL, CATHARINE 443713 27-Jan-2021 REFUND 86.52 UCC INDUSTRIES INTERNATIONAL INC 00329-0068 01-Feb-2021 MATERIALS 3,304.12 ULINE CANADA CORPORATION 443714 27-Jan-2021 MATERIALS 506.81 ULINE CANADA CORPORATION 443848 03-Feb-2021 MATERIALS 233.13 ULINE CANADA CORPORATION 443935 10-Feb-2021 MATERIALS 244.10 UNIFIRST CANADA LTD 443285 06-Jan-2021 MATERIALS 33.55 UNISYNC GROUP LTD 00329-0069 01-Feb-2021 MATERIALS 7,294.15 UNISYNC GROUP LTD 443286 06-Jan-2021 MATERIALS 5,085.00 UNISYNC GROUP LTD 00326-0055 11-Jan-2021 MATERIALS 607.83 UNISYNC GROUP LTD 00327-0084 18-Jan-2021 MATERIALS 1,098.13 UNISYNC GROUP LTD 00329-0069 01-Feb-2021 MATERIALS 282.22 UNISYNC GROUP LTD.443715 27-Jan-2021 MATERIALS 8,542.80 UNITED WAY NIAGARA 443577 20-Jan-2021 PAYROLL REMITTANCE 1,038.46 UNITED WAY NIAGARA 443287 06-Jan-2021 PAYROLL REMITTANCE 906.46 Page 257 of 459 Page 21 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount UPPER CANADA CONSULTANTS 00324-0065 30-Dec-2020 MATERIALS 20,237.17 UPPER CANADA CONSULTANTS 00326-0056 11-Jan-2021 MATERIALS 2,097.85 UPPER CANADA CONSULTANTS 00329-0070 01-Feb-2021 MATERIALS 14,357.78 UPS CANADA 443936 10-Feb-2021 MATERIALS 190.26 UPS CANADA 443288 06-Jan-2021 MATERIALS 7.91 URBAN & ENVIRONMENTAL MANAGEMENT INC 00326-0057 11-Jan-2021 MATERIALS 20,532.22 URBAN & ENVIRONMENTAL MANAGEMENT INC 00327-0085 18-Jan-2021 MATERIALS 18,384.04 URBAN & ENVIRONMENTAL MANAGEMENT INC 00330-0061 08-Feb-2021 MATERIALS 12,833.69 URGE TO PURGE 443849 03-Feb-2021 CONTRACT SERVICES 3,034.05 URGE TO PURGE 443072 16-Dec-2020 CONTRACT SERVICES 5,079.35 URGE TO PURGE 443189 22-Dec-2020 CONTRACT SERVICES 5,758.85 URQUHART,TAYLOR 443073 16-Dec-2020 MATERIALS 175.00 USVALDO,MICHAEL 443190 22-Dec-2020 MATERIALS 50.00 V GIBBONS CONTRACTING LTD 00326-0058 11-Jan-2021 CONTRACT SERVICES 598,168.28 VACCA,ANTHONY 443937 10-Feb-2021 REFUND 500.00 VACHON,TYLER 443716 27-Jan-2021 REFUND 274.10 VALDIVIA,VICTOR 443717 27-Jan-2021 REFUND 170.97 VALLEN CANADA INC 00329-0071 01-Feb-2021 MATERIALS 1,088.77 VALLEN CANADA INC 443289 06-Jan-2021 MATERIALS 488.25 VAN STYGEREN,KIM 443579 20-Jan-2021 TRAVEL/MILEAGE 113.94 VECTOR TOOLING 443938 10-Feb-2021 CONTRACT SERVICES 678.00 VEERU KANTOOR C/O WALIA LAW OFFICE IN TRUST 443580 20-Jan-2021 REFUND 3,918.77 VERNON,PATRICK 443435 13-Jan-2021 MATERIALS 35.04 VIKING CIVES LTD 00329-0072 01-Feb-2021 MATERIALS 524.49 VIKING CIVES LTD 00324-0066 30-Dec-2020 MATERIALS 524.00 VIKING CIVES LTD 00328-0055 25-Jan-2021 MATERIALS 361.31 VISION TRUCK GROUP 443075 16-Dec-2020 STORES/INVENTORY 346.90 VITTIE,JANET 443076 16-Dec-2020 SERVICES 372.90 VT CONTROLS LTD 443291 06-Jan-2021 CONTRACT SERVICES 1,895.58 WAJAX 443718 27-Jan-2021 CONTRACT SERVICES 858.80 WAJAX 443077 16-Dec-2020 MATERIALS 1,856.92 WALKER AGGREGATES INC 443850 03-Feb-2021 MATERIALS 612.11 WALKER AGGREGATES INC 443939 10-Feb-2021 MATERIALS 654.43 WALKER AGGREGATES INC 443193 22-Dec-2020 MATERIALS 6,228.61 WALKER AGGREGATES INC 443437 13-Jan-2021 MATERIALS 130.70 WALKER AGGREGATES INC 443583 20-Jan-2021 MATERIALS 1,187.79 WALKER AGGREGATES INC 443850 03-Feb-2021 MATERIALS 163.26 WALKER INDUSTRIES 443940 10-Feb-2021 REFUND 2,250.00 WALKERTON CLEAN WATER CENTRE 443582 20-Jan-2021 MATERIALS 5,260.15 WALLINGTON,DAN 443192 22-Dec-2020 MATERIALS 100.00 WARMAN,THOMAS 443584 20-Jan-2021 MATERIALS 175.00 WATER CONCEPTS 443194 22-Dec-2020 MATERIALS 345.73 WATSON & ASSOCIATES ECONOMISTS LTD 00327-0086 18-Jan-2021 CONTRACT SERVICES 4,623.40 WAY,STEVE 443438 13-Jan-2021 REFUND 500.00 WEBB,CHRISTOPHER& WEBB, HELEN 443851 03-Feb-2021 REFUND 497.48 WEINMANN LIMITED 00324-0067 30-Dec-2020 CONTRACT SERVICES 4,111.82 WEINMANN LIMITED 00327-0087 18-Jan-2021 CONTRACT SERVICES 16,295.35 WEINMANN LIMITED 00328-0056 25-Jan-2021 CONTRACT SERVICES 36,087.96 WEINMANN LIMITED 00329-0073 01-Feb-2021 CONTRACT SERVICES 2,782.90 WEINMANN LIMITED 00330-0062 08-Feb-2021 CONTRACT SERVICES 1,035.94 WELDDARE METAL WORKS LTD 443078 16-Dec-2020 MATERIALS 73.45 WELDDARE METAL WORKS LTD 443852 03-Feb-2021 MATERIALS 1,186.50 WELLS,SAVANNAH 443439 13-Jan-2021 TRAINING 500.00 WESCO DISTRIBUTION CANADA INC 443585 20-Jan-2021 STORES/INVENTORY 145.77 WESTPIER MARINE & INDUSTRIAL SUPPLY INC.00324-0068 30-Dec-2020 MATERIALS 528.25 WESTPIER MARINE & INDUSTRIAL SUPPLY INC.00323-0063 21-Dec-2020 STORES/INVENTORY 204.25 WESTPIER MARINE & INDUSTRIAL SUPPLY INC.00327-0088 18-Jan-2021 STORES/INVENTORY 204.25 WHITELINE ARCHITECTS INC 00328-0058 25-Jan-2021 CONTRACT SERVICES 1,944.50 WHITELINE ARCHITECTS INC 00324-0070 30-Dec-2020 MATERIALS 3,398.48 WHITFORD,MARIANNE 443719 27-Jan-2021 REFUND 95.92 WILLIAMS,KAILEY 443720 27-Jan-2021 REFUND 86.18 WINSTANLEY,ERIN 443721 27-Jan-2021 REFUND 211.02 WINZEN NIAGARA HOMES LTD.443853 03-Feb-2021 REFUND 14.39 WOLFE,KENTON LIAM& BROOKS, MICHELLE LAUREN 443440 13-Jan-2021 REFUND 83.39 WOLSELEY CANADA INC.443854 03-Feb-2021 MATERIALS 5,291.80 WOLSELEY CANADA INC.443941 10-Feb-2021 MATERIALS 4,541.61 WOLSELEY CANADA INC.443079 16-Dec-2020 MATERIALS 3,244.87 Page 258 of 459 Page 22 of 22 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount WOLSELEY CANADA INC.443195 22-Dec-2020 MATERIALS 14,885.82 WOLSELEY CANADA INC.443586 20-Jan-2021 MATERIALS 1,125.99 WOLSELEY CANADA INC.443854 03-Feb-2021 MATERIALS 2,382.49 WOLSELEY CANADA INC.443941 10-Feb-2021 MATERIALS 3,466.84 WOLSELEY CANADA INC.443292 06-Jan-2021 STORES/INVENTORY 733.31 WOLSELEY CANADA INC.443722 27-Jan-2021 STORES/INVENTORY 1,523.29 WOMEN'S PLACE OF SOUTH NIAGARA INC 443723 27-Jan-2021 FEE FOR SERVICE 1,612.50 WOMEN'S PLACE OF SOUTH NIAGARA INC 443196 22-Dec-2020 FEE FOR SERVICE 1,612.50 WOOD ENVIRONMENT & INFRASTRUCTURE SOLUTIONS 443293 06-Jan-2021 MATERIALS 513.59 WOODHOUSE,LEESA 443724 27-Jan-2021 REFUND 27.42 WOODHOUSE,MICHAEL 443855 03-Feb-2021 MATERIALS 175.00 WORK AUTHORITY 443856 03-Feb-2021 MATERIALS 200.01 WORK AUTHORITY 443081 16-Dec-2020 MATERIALS 600.00 WORK AUTHORITY 443294 06-Jan-2021 MATERIALS 600.00 WORK AUTHORITY 443442 13-Jan-2021 MATERIALS 1,000.00 WORK AUTHORITY 443587 20-Jan-2021 MATERIALS 592.09 WORK AUTHORITY 443725 27-Jan-2021 MATERIALS 200.00 WORK EQUIPMENT LTD 443588 20-Jan-2021 MATERIALS 2,634.92 WORKING BYTES INC 443197 22-Dec-2020 SERVICES 593.25 WRIGHT,CRAIG ALEXANDER 443443 13-Jan-2021 REFUND 27.55 WSIB 443727 27-Jan-2021 REMITTANCE 5,056.96 WSIB 443857 03-Feb-2021 REMITTANCE 39,624.30 WSIB 443942 10-Feb-2021 REMITTANCE 34,650.70 WSIB 443082 16-Dec-2020 REMITTANCE 857.10 WSIB 443198 22-Dec-2020 REMITTANCE 68,556.04 WSIB 443295 06-Jan-2021 REMITTANCE 12,800.19 WSIB 443296 06-Jan-2021 REMITTANCE 591.89 WSIB 443444 13-Jan-2021 REMITTANCE 66,591.68 WSIB 443589 20-Jan-2021 REMITTANCE 45,928.91 XCG CONSULTING LIMITED 00324-0071 30-Dec-2020 MATERIALS 3,331.24 XCG CONSULTING LIMITED 00326-0059 11-Jan-2021 MATERIALS 134,242.50 XCG CONSULTING LIMITED 00329-0075 01-Feb-2021 MATERIALS 5,939.02 XPLORNET COMMUNICATIONS INC 443728 27-Jan-2021 SERVICES 107.34 XPLORNET COMMUNICATIONS INC 443943 10-Feb-2021 SERVICES 107.34 YARNELL OVERHEAD DOORS LTD 443858 03-Feb-2021 CONTRACT SERVICES 256.05 YMCA OF NIAGARA 443083 16-Dec-2020 CONTRACT SERVICES 535.93 YMCA OF NIAGARA 443199 22-Dec-2020 MATERIALS 1,778.73 YMCA OF NIAGARA 443445 13-Jan-2021 MATERIALS 8,848.85 YOUNES,MAGED 443944 10-Feb-2021 REFUND 750.00 YOUNG,MARY 443729 27-Jan-2021 REFUND 168.37 YWCA 00329-0076 01-Feb-2021 FEE FOR SERVICE 4,277.75 YWCA 00324-0072 30-Dec-2020 FEE FOR SERVICE 4,277.75 ZAMBONI COMPANY LTD 443200 22-Dec-2020 MATERIALS 9,118.05 ZAMBONI COMPANY LTD 443446 13-Jan-2021 MATERIALS 4,081.05 ZAMBONI COMPANY LTD 443591 20-Jan-2021 MATERIALS 20,473.28 ZIRALDO TREE SUPPLY 443201 22-Dec-2020 CONTRACT SERVICES 5,960.75 ZOLL MEDICAL CANADA INC 443730 22-Dec-2020 MATERIALS 1,320.79 Total 34,310,670.81 Page 259 of 459 MW-2021-15 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council City of Niagara Falls, Ontario SUBMITTED BY: Municipal Works - Transportation Services SUBJECT: MW-2021-15 Miller Road – Speed Limit Review RECOMMENDATIONS 1. That the speed limit on Miller Road between Willoughby Drive and a point 250 metres west of Niagara River Parkway be reduced from 70 km/h to 60 km/h; and, 2. That the speed limit on Miller Road between Niagara River Parkway and a point 250 metres west of Niagara River Parkway be reduced from 70 km/h to 50 km/h. EXECUTIVE SUMMARY In response to concerns pertaining to vehicular speeds on Miller Road between Willoughby Drive and Niagara River Parkway, a speed limit review was carried out to determine the appropriate speed limit of the roadway. The review concluded that a reduction in the speed limit is warranted given the prevailing physical road conditions. BACKGROUND Miller Road is a two-lane, two-way rural collector roadway. The legal speed limit of Miller Road is 70 km/h between Willoughby Drive and Niagara River Parkway. The study area, between Willoughby Drive and Niagara River Parkway consists of residential estate properties with flanking agricultural and forested lands on both sides the roadway. Miller Road carries approximately 300 vehicles daily. The roadway has a straight alignment but has a gentle rolling terrain. The road is between 5.2 metres and 6.6 metres wide. New homes are being built within a recently constructed subdivision on the south side of Miller Road. In 2013, the legal speed limit of Miller Road between Sodom Road and Willoughby Drive was reduced from 70 km/h to 60 km/h as a result of prevailing road and traffic conditions on that section of Miller Road. Page 260 of 459 2 MW-2021-15 March 2, 2021 ANALYSIS/RATIONALE Staff collected traffic volume and speed data on Miller Road between Willoughby Drive and Niagara River Parkway. Speed studies reveal that a speeding problem does not exist given the 70 km/h speed limit, with the operating speed generally below the posted speed limit. Traffic volumes are also within acceptable thresholds for a rural collector roadway. Miller Road Speed and Volume Data Miller Road between: Average Daily Traffic Operating Speed Eastbound Westbound Eastbound Westbound Willoughby Drive and Avery Blvd. 153 vehicles 159 vehicles 56 km/h 65 km/h Avery Boulevard and Bailey Avenue 103 vehicles 100 vehicles 72 km/h 66 km/h Bailey Avenue and Baxter Avenue 61 vehicles 67 vehicles 59 km/h 60 km/h The Transportation Association of Canada's (TAC) Canadian Guidelines for Establishing Posted Speed Limits were used to determine the appropriate speed limit for the roadway. The guidelines take into account various aspects including, but not limited to traffic volumes, operating speed, roadway geometry, exposure of other traffic modes, number of connecting public roadways and number of properties. Based on existing roadway and traffic conditions, the Transportation Association of Canada's (TAC) Canadian Guidelines for Establishing Posted Speed Limits identified the ideal speed limit for Miller Road between Willoughby Drive and Niagara River Parkway to be 60 km/h. During on-site reviews of Miller Road it was observed that the presence of rolling hills makes approaching vehicles, and vehicles entering Miller Road from private properties and intersecting roadways difficult to see. Furthermore, the TAC manual the recommended lane width for a roadway with a design speed of 70 km/h or greater should be between 3.5 metres and 3.7 metres. The average lane width of Miller Road is 3.1 metres. A collision analysis identifies that a collision problem does not exist based on a review for the previous three year period. Two reported collisions indicated that a motorist left the roadway, and one collision was the result of a motorist striking a wild animal. All existing traffic signs were observed to be in good condition and installed accordingly with provincial guidelines. These signs include speed limit signs, intersection ahead signs and stop signs at intersecting roadways. Based on technical factors including road geometry, cross-section, visibility, current subdivision development and surrounding land uses, a 60 km/h speed limit is justified for Miller Road between Willoughby Drive and a point 250 metres west of Niagara River Parkway. The section of Miller Road from a point 250 metres to the Niagara River Parkway is recommended to be 50 km/h, due to the very narrow road width of 5.2 metres. Page 261 of 459 3 MW-2021-15 March 2, 2021 Therefore, Staff is recommending that the speed limit be reduced from 70 km/h to 60 km/h on Miller Road between Willoughby Drive and a point 250 metres west of Niagara River Parkway, and from 70 km/h to 50 km/h between Niagara River Parkway and a point 250 metres west. Additionally, Deer Crossing signs and Pedestrians Ahead signs will be installed on Miller Road between Sodom Road and Niagara River Parkway to advise motorists of potential hazards which may be encountered along Miller Road. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The installation of the speed limit and warning signs is to be carried out by Municipal Works - Transportation Services staff. The labour and material costs are accounted for in the approved 2021 General Purposes Budget. Installing the signs is estimated to cost approximately $1,200. CITY’S STRATEGIC COMMITMENT Encourage multi-modal travel and active transportation initiatives, and enhance motorist, cyclist and pedestrian safety. LIST OF ATTACHMENTS Study Area Drawing Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Ken Todd, Chief Administrative Officer M. Bilodeau Page 262 of 459 TS-2021-15 Miller Road Speed Limit Review Proposed 50 km/h Zone Proposed 60 km/h Zone Miller Rd Page 263 of 459 R&C-2021-02 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Recreation & Culture SUBJECT: R&C-2021-02 2020 Annual Update from the Culture Division RECOMMENDATION For the information of Council. EXECUTIVE SUMMARY The Culture Division of the Recreation & Culture Department is responsible for three municipally operated Museums, the Farmers’ Market and Cultural initiatives throughout the City. The Culture Division works with the Niagara Falls Culture Committee to deliver additional events, grant programmes and awards to the cultural community. This report is a summary of the actions of the division in 2020 and it is required by some of our funding bodies that such reports are submitted to Council. Staff of the Culture Division have put together annual reviews for many years and have provided these to council for information purposes in the past. This report provides Council with an update on some of the work completed by the Culture Division in 2020. BACKGROUND Annually, Culture staff meet to pull together a summary of previous activities. This provides perspective on what has occurred and also provides direction on what is to come. Staff are asked to bring their projects, partnerships, activities, programming and work that meet the needs of the community to the meeting. This summary is a result of that meeting and the work of the Cultural team. Page 264 of 459 2 R&C-2021-02 March 2, 2021 ANALYSIS/RATIONALE This meets the requirements of funding bodies to ensure that Council is aware of the work of the Culture Division. FINANCIAL/STAFFING/LEGAL IMPLICATIONS There are no current financial, staffing or legal implications with this report. CITY’S STRATEGIC COMMITMENT The City of Niagara Falls is committed to building and promoting a vibrant, sustainable City that supports an active, connected, and creative community. Through culture, the City can stimulate a sense of pride and commitment from residents and visitors to the City of Niagara Falls. LIST OF ATTACHMENTS 1. 2020 Culture Division Annual Report Recommended by: Kathy Moldenhauer, Director of Recreation and Culture Respectfully submitted: Ken Todd, Chief Administrative Officer Page 265 of 459 N I A G A R A F A L L S 2 0 2 0 CULTURE MUSEUMS, FARMERS' MARKET &CULTUREPage 266 of 459 M U S E U M S T h r e e M u s e u m s t e l l i n g t h e u n i q u e h i s t o r y o f t h e C i t y o f N i a g a r a F a l l s . I n 2 0 2 0 , t h e f o c u s s h i f t e d t o p r o v i d i n g o u r s e r v i c e s o n l i n e a n d t o t e l l i n g t h e m o r e d i v e r s e s t o r i e s o f o u r c o m m u n i t y . W h e n t h e M u s e u m r e o p e n e d t o t h e p u b l i c , e n h a n c e d c l e a n i n g p r o t o c o l s b e c a m e a p r i o r i t y a n d j u s t o n e o f t h e m a n y w a y s o u r s t a f f w o r k e d t o e n s u r e t h e h e a l t h a n d s a f e t y o f o u r v i s i t o r s . Page 267 of 459 E X P L O R I N G T H E D I V E R S I T Y O F N I A G A R A F A L L S @ t h e M u s e u m T h u r s d a y N i g h t , a l o n g w i t h o t h e r M u s e u m p r o g r a m m i n g , h a s a t t e m p t e d t o s h o w c a s e a m o r e c o m p l e t e p i c t u r e o f o u r c o m m u n i t y b y s h a r i n g d i v e r s e a n d i n c l u s i v e s t o r i e s . 2 0 2 0 w a s a y e a r w h e n t h e d i g i t a l p l a t f o r m r e a l l y a l l o w e d u s t o c o n t i n u e i n t h i s a p p r o a c h . O u r 4 D i r e c t i o n s S p e a k e r s S e r i e s w a s h o s t e d b y D a r c y B e l a n g e r a n d e x p l o r e d t h e l i v e s o f I n d i g e n o u s l e a d e r s i n o u r c o m m u n i t y . W e c o n t i n u e d o u r C o m i n g O u t S t o r i e s , h o s t e d b y F a l y n n S h a w , a v e h i c l e f o r t h e L G B T Q 2 + c o m m u n i t y t o p r o v i d e s h a r e d e x p e r i e n c e s . W e a l s o i n t r o d u c e d o u r J 4 B L B o o k C l u b f o r a b e t t e r u n d e r s t a n d i n g o f B l a c k p e r s p e c t i v e s i n o u r s o c i e t y . P R O G R A M M I N G I t i s h a r d t o r e m e m b e r t h a t a t o n e p o i n t i n 2 0 2 0 w e h a d v i s i t o r s . W e s t a r t e d o f f 2 0 2 0 w i t h o u r a n n u a l F a m i l y D a y e v e n t b u t q u i c k l y s h i f t e d i n t o o n l i n e o f f e r i n g s f o r a l l a g e s . M U S E U M S 2 0 2 0 6 7 8 F a m i l y D a y a t t e n d e e s 9 3 N e w v i d e o s o n o u r Y o u T u b e C h a n n e l Contemporary Collecting by Museum staff at J4BL March - photography by Jason Haywood 3 4 4 H o u r s b y t r a n s c r i p t i o n s v o l u n t e e r s Page 268 of 459 T H E P O P P Y P R O J E C T T h i s R e m e m b r a n c e D a y , w e c o m m e m o r a t e d t h o s e w h o p r o t e c t e d o u r f r e e d o m s , w i t h a l i t t l e h e l p f r o m t h e g l o b a l c o m m u n i t y , b y c o m i n g t o g e t h e r t o c r e a t e a b e a u t i f u l a r t i n s t a l l a t i o n o f p o p p i e s c a s c a d i n g o v e r t h e N i a g a r a F a l l s H i s t o r y M u s e u m . T h e P o p p y P r o j e c t w a s a c o l l a b o r a t i v e c o m m u n i t y a r t p r o j e c t b y t h e N i a g a r a F a l l s H i s t o r y M u s e u m i n c o n j u n c t i o n w i t h S t i c k 'N N e e d l e s , a N i a g a r a F a l l s s t i t c h i n g g u i l d . W e r e a c h e d o u t t o t h e p u b l i c a n d a s k e d t h e m t o k n i t a n d c r o c h e t p o p p i e s t o b e i n c l u d e d i n a l a r g e -s c a l e a r t i n s t a l l a t i o n . T h e r e s p o n s e w a s o v e r w h e l m i n g , w i t h o v e r 1 1 ,0 0 0 p o p p y d o n a t i o n s c o m i n g f r o m e v e r y p r o v i n c e i n C a n a d a , t w e n t y -f i v e d i f f e r e n t s t a t e s i n t h e U n i t e d S t a t e s , a s w e l l a s D e n m a r k a n d N e w Z e a l a n d . H e a r t f e l t l e t t e r s a c c o m p a n i e d m a n y o f t h e p o p p i e s , d e d i c a t i n g t h e m t o f a m i l y m e m b e r s w h o f o u g h t a n d d i e d i n t h e n u m e r o u s w a r s t h a t h a v e a f f e c t e d o u r w o r l d . T h e p o p p i e s a r e d i s p l a y e d o n b o t h t h e e x t e r i o r a n d t h e i n t e r i o r o f t h e h i s t o r i c 1 8 7 4 s t o n e b u i l d i n g . L o c a l a r t i s t s J o a n n e R i n g a n d E m i l y A n d r e w s w e r e b r o u g h t o n b o a r d t o h e l p d e s i g n t h e p i e c e s . T h a n k s t o Y a r n s p i r a t i o n s a n d F a l c o n C r a n e f o r b e i n g g r e a t c o r p o r a t e p a r t n e r s i n t h i s p r o j e c t . M U S E U M S 2 0 2 0 4 ,9 0 0 + e s t . p r o j e c t h o u r s d o n a t e d 2 8 0 + V o l u n t e e r s 6 6 7 h o u r s f o r v o l u n t e e r s t o a f f i x p o p p i e s 1 1 ,0 0 0 + p o p p i e s c r e a t e d Page 269 of 459 T H E M U S E U M S O N L I N E V e r y q u i c k l y t h e M u s e u m t e a m s h i f t e d a l l o f o u r p r o g r a m m i n g a n d o f f e r i n g s o n l i n e . T h e c o n t e n t h a s s e e n o u r Y o u T u b e c h a n n e l o f f e r i n g s g r o w e x p o n e n t i a l l y . F r o m s h o r t v i d e o s o n v a r i o u s a s p e c t s o f o u r h i s t o r y , t o l o n g e r p r o g r a m m e s t h a t e x p l o r e h i s t o r y , c u l t u r e a n d t h e s t o r i e s o f o u r c o m m u n i t y , T h e s e a r e n o w a v a i l a b l e f o r t h e p u b l i c o n o u r w e b s i t e , s o c i a l m e d i a a n d i n o u r g a l l e r i e s . E M P A T H I C T R A D I T I O N S W o r k i n g w i t h o u r p a r t n e r s a t L a n d s c a p e o f N a t i o n s 3 6 0 , t h e N i a g a r a F a l l s M u s e u m s l a u n c h e d o u r f i r s t v i r t u a l e x h i b i t i o n . P r o v i d i n g n e w i n s i g h t a n d i n f o r m a t i o n o n t h e I n d i g e n o u s c o l l e c t i o n b e l o n g i n g t o t h e M u s e u m s . I n t e r e s t i n g v i d e o s a n d c u r a t a t i o n b y I n g i d e n o u s a n d n o n -I n d i g e n o u s e x p e r t s p r o v i d e a c l e a r e r u n d e r s t a n d i n g o f t h e h i s t o r y o f o u r c o m m u n i t y . w w w .e m p a t h i c t r a d i t i o n s .c a M U S E U M S 2 0 2 0 Page 270 of 459 T H E M U S E U M S O N L I N E T h e d i g i t a l c o n t e n t h a s p r o v i d e d a n d o u t s t a n d i n g l e g a c y f o r t h e M u s e u m s a n d C i t y . N e w v i d e o s e x p l o r i n g m a n y a s p e c t s o f o u r p a s t a r e n o w a v a i l a b l e f o r p e o p l e t o u n d e r s t a n d o u r s h a r e d s t o r i e s a n d e x p e r i e n c e s . M U S E U M S 2 0 2 0 1 ,3 0 6 ,9 8 5 S o c i a l M e d i a I m p r e s s i o n s 7 7 ,0 4 1 E n g a g e m e n t s o n M u s e u m s S o c i a l M e d i a P o s t s 2 8 N O T @ t h e M u s e u m v i r t u a l p r o g r a m m e s c r e a t e d 4 3 H i s t o r y @ H o m e v i d e o s c r e a t e d 9 3 ,2 4 9 W e b s i t e V i s i t a t i o n 6 4 W e b p a g e s u p d a t e d o r c r e a t e d Page 271 of 459 E X H I B I T I O N S T h e M u s e u m h o s t e d s e v e r a l e x h i b i t i o n s i n t h e O P G G a l l e r y , i n c l u d i n g "N o r t h i s F r e e d o m ", "...A n d W e R i s e " a n d "W o r l d W a r W o m e n ". T h e p e r m a n e n t g a l l e r i e s a l s o h a d s o m e u p d a t e s , w i t h Q R c o d e s a d d e d a r o u n d t h e g a l l e r y t o b r i n g v i d e o c o n t e n t t o o u r v i s i t o r s . A n e w s p a c e t o d i s c u s s c o n t e m p o r a r y i s s u e s w a s a d d e d w i t h d i s p l a y s a d d r e s s i n g t h e R a i n b o w c r o s s w a l k a d d e d t o Q u e e n S t r e e t a n d t h e J u n e 6 t h J u s t i c e 4 B l a c k L i v e s M a t t e r m a r c h . i n a d d i t i o n t o t h e s e c h a n g e s , t h e B l a c k H i s t o r y d i s p l a y s i n t h e g a l l e r i e s w e r e d e d i c a t e d t o W i l m a M o r r i s o n a n d t h e t i r e l e s s w o r k s h e p u t i n t o b r i n g i n g t h e s e s t o r i e s t o t h e f o r e f r o n t . T H E C O L L E C T I O N I n u n p r e c i d e n t e d y e a r , t h e c u r a t o r i a l t e a m p u t a n e m p h a s i s o n c o l l e c t i n g i t e m s t h a t c a n t e l l t h e s t o r y o f 2 0 2 0 . W e w o r k e d w i t h s c h o o l s t o g e t t h e p e r s p e c t i v e o f c h i l d r e n d u r i n g t h e s e t r y i n g t i m e s , W e p u t o u t a p u b l i c c a l l f o r a r t e f a c t s t o t e l l t h i s s t o r y a n d w e a l s o w o r k e d w i t h l o c a l p h o t o g r a p h e r J a s o n H a y w o o d (i m a g e s b e l o w ) t o c a p t u r e t h e e a r l y s t a g e s o f t h e p a n d e m i c . M U S E U M S 2 0 2 0 Page 272 of 459 2 0 2 0 F I N A N C I A L D O N O R S P e t e r C h e r w o n o g o d z k y K e n n e t h H u b l e y L u n d y 's L a n e H i s t o r i c a l S o c i e t y M U S E U M S 2 0 2 0 $1 9 1 K + I n g r a n t p r o g r a m m e s u p p o r t f r o m v a r i o u s l e v e l s o f g o v e r n m e n t (n o n -m u n i c i p a l ) G u y C h e v a l i e r B e t t e G o r d e n R e b e c c a L e v y D a v i d D e v i n e D i a n n e H o l l i n g s w o r t h C r a i g H a n d s c h u h B u n n i e B r a n d t D i a n n e M u n r o A n d r e w B a r r E m m a K e l t o s S h a n n o n & J i m m y R i c h a r d C l a i r e Y e o M u s e u m s o f M i s s i s s a u g a . 2 0 2 0 D O N O R S T O T H E C O L L E C T I O N O w e n T r i c k e t t R a n d a l l G a m b y A y o A d e w u m i T o m S c o t t N a n c y L i s i S h e r m a n Z a v i t z G i a n l u c a A g o s t i n e l l i V i c t o r i a C o u n t y H i s t o r i c a l S o c i e t y P e t e r B e e c h e y L t . C o l . B e r n a r d N e h r i n g J o d y T r i a n o C h r i s t i n e G i r a r d i D o n a l d C o m b e E l i z e J o h n s o n L i n c o l n M u s e u m . 2 0 2 0 C O R P O R A T E S U P P O R T F a l c o n C r a n e Y a r n s p i r a t i o n s C o v e n t r y T r a n s p o r t a t i o n 2 0 2 0 G R A N T P R O G R A M M E S M u s e u m A s s i s t a n c e P r o g r a m m e (E C F ) - H e r i t a g e C a n a d a M u s e u m A s s i s t a n c e P r o g r a m m e (I n d i g e n o u s ) - H e r i t a g e C a n a d a C o v i d R e l i e f P r o g r a m m e - H e r i t a g e C a n a d a C o m m u n i t y M u s e u m O p e r a t i n g G r a n t - P r o v i n c e o f O n t a r i o I n d i g e n o u s P l a c e m e n t - N i a g a r a R e g i o n a l N a t i v e C e n t r e Page 273 of 459 F A R M E R S ' M A R K E T T h e e m p h a s i s w a s g e t t i n g p r o d u c t s f r o m o u r v e n d o r s t o t h e c o m m u n i t y i n a s a f e a n d r e l i a b l e w a y . T h i s y e a r t h e m a r k e t w a s i n a n e w l o c a t i o n a n d h a d t o s t a r t t h e s e a s o n a l i t t l e b i t l a t e r , b u t i t w a s a r e m a r k a b l e y e a r a s w e s a w m o r e c u s t o m e r s t h a n i n r e c e n t y e a r s . Page 274 of 459 A D A P T I N G T O C H A N G E W i t h t h e d e v e l o p m e n t o f t h e E x c h a n g e , t h e M a r k e t w a s p l a n n i n g o n m o v i n g t o M a c B a i n C o m m u n i t y C e n t r e a s i t s ' t e m p o r a r y h o m e . T h i s c h a n g e p r o v e d b e n e f i c i a l a s C o v i d -1 9 r e q u i r e d t h a t w e p r o v i d e a m o r e o p e n s p a c e t o e n s u r e t h a t i t w a s s a f e f o r v e n d o r s a n d p a t r o n s t o a t t e n d . T h e M a r k e t w a s s h o r t e n e d i n i t s ' n e w l o c a t i o n . W i t h a n o p e n i n g o f J u n e 6 t h a n d r u n n i n g u n t i l t h e e n d o f N o v e m b e r . T h e M a r k e t h a d a 6 0 % i n c r e a s e i n t r a f f i c o v e r l a s t y e a r . U n d e r v e r y d i f f i c u l t c o n d i t i o n s , t h e M a r k e t c o n t i n u e d t o b e a s p a c e f o r o u r v e n d o r s t o s e l l t h e i r p r o d u c t s a n d f o r p a t r o n s t o h a v e a s a f e p l a c e t o p u r c h a s e i t e m s t h a t o u r v e n d o r s m a k e , b a k e a n d g r o w i n N i a g a r a . S P O T L I G H T O N O U R C R E A T O R S T h e M a r k e t t h i s y e a r r e c e i v e d f u n d i n g f r o m t h e P r o v i n c e f o r t h e d e v e l o p m e n t o f v i d e o s t o p r o m o t e l o c a l p r o d u c t a n d t o p r o v i d e s o c i a l m e d i a c o n t e n t a n d s u p p o r t f o r o u r v e n d o r s . T h i s w i l l a l l o w o u r v e n d o r s t o b e m o r e v i s i b l e i n t h e c o m m u n i t y a n d s h o w c a s e w h y b u y i n g l o c a l i s i m p o r t a n t f o r a l l o f u s . F A R M E R S ' M A R K E T 2 0 2 0 2 8 ,6 6 0 C u s t o m e r s i n 2 0 2 0 7 N e w v e n d o r s Page 275 of 459 F A R M E R S ' M A R K E T 2 0 2 0 5 N e w v i d e o s c r e a t e d h i g h l i g h t i n g v e n d o r s 1 O n l i n e p l a t f o r m e s t a b l i s h e d f o r v e n d o r s t o s e l l o n l i n e E N S U R I N G S A F E T Y F O R A L L W o r k i n g c l o s e l y w i t h N i a g a r a R e g i o n P u b l i c H e a l t h a n d o u r v e n d o r s , w e e s t a b l i s h e d n e w r u l e s a n d r e g u l a t i o n s f o r b o t h v e n d o r s a n d c u s t o m e r s . A n e x p a n d e d t e a m o f w o n d e r f u l v o l u n t e e r s e n s u r e d t h a t p e o p l e w e r e m i n d f u l o f t h e s e p r o t o c o l s . Page 276 of 459 F A R M E R S ' M A R K E T 2 0 2 0 7 2 0 ,6 0 6 S o c i a l M e d i a I m p r e s s i o n s 4 5 ,5 0 0 S o c i a l M e d i a E n g a g e m e n t s C R E A T I N G P A R T N E R S H I P S T h e M a r k e t w o r k e d c l o s e l y w i t h s e v e r a l g r o u p s t h a t p r o v i d e v a l u a b l e s e r v i c e s i n t h e c o m m u n i t y . P r o j e c t S h a r e w a s o n c e a g a i n b a c k a t t h e M a r k e t q u a r t e r l y t o p r o m o t e t h e i r p r o g r a m m e s a n d t o p r o v i d e q u a l i t y l o c a l p r o d u c e t o t h e i r c l i e n t e l e . T h e U n i t e d W a y w a s o n s i t e s e l l i n g m a s k s a n d t h e L i b r a r y o n c e a g a i n w a s b a c k a n d b i g g e r . T h e L i b r a r y c o n t i n u e d t h e i r s e e d s a v e r p r o g r a m m e b u t a l s o u t i l i z e d t h e m a r k e t f o r b o o k d i s t r i b u t i o n a n d w e w o r k e d c l o s e l y w i t h t h e m t o c r e a t e a d i g i t a l d a t a b a s e o f h i s t o r i c M a r k e t p h o t o s . Page 277 of 459 C U L T U R E E m p h a s i s i n 2 0 2 0 w a s o n r e a c h i n g o u t t o a r t s g r o u p s a n d a r t i s t s a n d s u p p o r t i n g t h e m i n a n y w a y p o s s i b l e . T h i s i n c l u d e d g r a n t s , e v e n t s , o n l i n e s u p p o r t a n d p r o m o t i o n o f t h i e r a c t i v i t i e s . Page 278 of 459 S U P P O R T I N G N I A G A R A C U L T U R E T h e C u l t u r a l D e v e l o p m e n t F u n d (N F C D F ) d i d s u s t a i n s o m e c u t s d u e t o C o v i d -1 9 , h o w e v e r t h e C u l t u r e s t a f f w e r e d e d i c a t e d t o s u p p o r t l o c a l a r t s a n d a r t i s t s h o w e v e r p o s s i b l e . F u n d s f o r a c t i v i t i e s t h a t e n h a n c e o u r w a y o f l i f e i n 2 0 2 0 w e r e s u p p o r t e d a n d t h e t e a m p r o m o t e d l o c a l a c t i v i t i e s a n d e v e n t s w h e r e v e r p o s s i b l e . C U L T U R E 2 0 2 0 5 N F C D F f u n d s a w a r d e d $3 5 ,1 8 7 t o t a l N F C D F f u n d s a w a r d e d W A L L O F F A M E Four new inductees were added to the Niagara Falls Arts & Culture Wall of Fame in 2020. A private ceremony took place at City Hall, with YourTV airing the event for those who could not attend. We congratulate: (l-r) Steve Burnside, John Law, Karlee Morse & Leona Skye Grandmond for their inclusion this year. Page 279 of 459 E V E N T S I N 2 0 2 0 W i t h c o n s t r u c t i o n r e a d y t o c o m m e n c e a t t h e e X c h a n g e p r o p e r t y a n d a n e e d t o s o c i a l l y d i s t a n c e , C u l t u r e s t a f f w o r k e d w i t h t h e Q u e e n S t r e e t B I A t o b r i n g N i g h t (s ) o f A r t t o Q u e e n S t r e e t . W e s u p p o r t e d f i v e a r t i s t s a n d t h e B I A a l l o w e d s e v e r a l o t h e r s t o p a r t i c i p a t e i n t h e e v e n t . W e w o r k e d w i t h t h e N i a g a r a A r t i s t s C e n t r e t o b r i n g f i l m d o w n t o w n , w i t h a g r e a t s e t u p i n f r o n t o f C i t y H a l l f o r t h e i r N o m a d i c C i n e m a F i l m S e r i e s . O u r a n n u a l a r t c o m p e t i t i o n w a s m o v e d o n l i n e f o r t h e f i r s t t i m e a s w e l l . C U L T U R E 2 0 2 0 7 L o c a l a r t i s t s i n c l u d e d i n n e w O 'C a n a d a v i d e o $1 1 0 K + G r a n t a s k s f o r 2 0 2 1 b y l o c a l c r e a t o r s Page 280 of 459 P U B L I C A R T C O M M I T T E E T h e P u b l i c A r t A d v i s o r y T a s k F o r c e u n v e i l e d a n e w p l a q u e r e c o g n i z i n g t h e r a i l w a y h i s t o r y o f N I a g a r a F a l l s a t t h e S t a t i o n o n B r i d g e S t r e e t . C U L T U R E 2 0 2 0 6 8 N e w c o n n e c t i o n s b y C u l t u r e s t a f f w i t h l o c a l c r e a t o r s 6 O n l i n e S t u d i o t o u r s c r e a t e d Page 281 of 459 T H E E X C H A N G E N i a g a r a F a l l s E x c h a n g e (N F X ), s p e a k s t o t h e r i c h e x c h a n g e o f i d e a s a n d c r e a t i v i t y t h a t i s a n t i c i p a t e d t o o c c u r o n s i t e a n d b e t w e e n t h e a r t s a n d c u l t u r e , f o o d a n d f a r m i n g c o m m u n i t i e s o f N i a g a r a F a l l s . Page 282 of 459 T H E E X C H A N G E T h e n e w N i a g a r a F a l l s C u l t u r a l H u b & M a r k e t w i l l b e c o m e a v i b r a n t c e n t r e o f a c t i v i t y i n t h e c o m m u n i t y b y p r o v i d i n g s h a r e d s p a c e s w h e r e a r t i s t s , m u s i c i a n s , f o o d v e n d o r s a n d p a t r o n s , a n d l o c a l b u s i n e s s e s c a n c o m e t o g e t h e r a n d c r e a t e . L o c a t e d i n t h e h i s t o r i c M a i n a n d F e r r y d i s t r i c t , i t w i l l i n c l u d e a l a r g e c u l t u r e a n d m a r k e t h a l l , c a f é , a r t i s t s t u d i o s , c r e a t i v e w o r k s h o p a n d p u b l i c w a s h r o o m s s u r r o u n d e d b y t w o m u l t i - f u n c t i o n a l c i v i c p l a z a s t h a t i n t e r c o n n e c t t h e f l a n k i n g s t r e e t s . T h e M a r k e t H a l l , w h i c h w i l l h o u s e t h e r e g u l a r l y s c h e d u l e d F a r m e r s ’ M a r k e t , w i l l b e a s p a c e f o r o t h e r e v e n t s t h a t i n c l u d e m u s i c , t h e a t r e , l e c t u r e s a n d o t h e r w e e k e n d m a r k e t s . U P D A T E O n A u g u s t 1 1 , 2 0 2 0 , C i t y C o u n c i l a p p r o v e d u s m o v i n g f o r w a r d o n t h i s e x c i t i n g p r o j e c t . A t t h a t m e e t i n g t h e y a p p r o v e d G a r r a n t o B r o s . L t d a s t h e G e n e r a l C o n t r a c t o r s a n d t h e n a m e o f t h i s n e w f a c i l i t y - T h e E x c h a n g e . W h e r e y o u c a n e x c h a n g e i d e a s , g o o d s a n d s o m u c h m o r e . A p l a c e f o r t h e c o m m u n i t y t o c o m e t o g e t h e r . A s o f D e c e m b e r 2 0 2 0 , t h e s i t h a d b e e n c o n v e r t e d t o a c o n s t r u c t i o n s i t e , w i t h h o a r d i n g u p a r o u n d t h e p r o p e r t y , t h e o l d F a r m e r s ' M a r k e t B u i l d i n g h a d b e e n r e m o v e d a n d s o m e f o u n d a t i o n a l w o r k o n t h e s i t e h a d b e e n c o m p l e t e d . T H E E X C H A N G E 2 0 2 0 Page 283 of 459 TS-2021-02 March 2, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council City of Niagara Falls, Ontario SUBMITTED BY: Transit Services Department SUBJECT: TS-2021-02 Niagara Region Transit – Service Provider Agreement – Two-Year Extension RECOMMENDATION 1) That the two-year optional extension to the original three year agreement, with the Regional Municipality n of Niagara, for the provision of Niagara Region Transit services, be approved. 2) That the Mayor and Acting City Clerk be authorized to execute the necessary agreement. BACKGROUND In September 2010 Niagara Region, the City of Niagara Falls, the St. Catharines Transit Commission and the City of Welland entered into a pilot project agreement to formalize the provision of inter-municipal transit services. In 2017, Niagara Region obtained legislative authority permitting direct involvement in inter-municipal transit. As a result, the pilot project agreement transitioned into a formalized service provider agreement, for the provision of transit services, on behalf of the Region, by the three largest transit providers. The original agreement was in effect until December 31, 2020, with an option to extend for an additional two years. The transit partners are now recommending to their Commissions and Councils to enter into an extension of this agreement and its terms while governance on a potential amalgamated transit authority in Niagara is being discussed by all local area municipalities. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The fee for service will be provided on a full cost recovery basis. Page 284 of 459 2 TS-2021-02 March 2, 2021 CITY’S STRATEGIC COMMITMENT Committed to employing a safe, accessible, convenient, integrated and fiscally responsible transportation system that provides realistic travel options to the auto, thereby, creating a City that is truly accessible to locals and visitors. LIST OF ATTACHMENTS 1) Service Provider Agreement 2) Extension Agreement Recommended by: Carla Stout, General Manager of Transit Services Respectfully submitted: Ken Todd, Chief Administrative Officer Page 285 of 459 Page 286 of 459 Page 287 of 459 Page 288 of 459 Page 289 of 459 Page 290 of 459 Page 291 of 459 Page 292 of 459 Page 293 of 459 Page 294 of 459 Page 295 of 459 Page 296 of 459 Page 297 of 459 Page 298 of 459 Page 299 of 459 Page 300 of 459 Page 301 of 459 Page 302 of 459 Page 303 of 459 Page 304 of 459 Page 305 of 459 Page 306 of 459 Page 307 of 459 Page 308 of 459 Page 309 of 459 Page 310 of 459 Page 311 of 459 Page 312 of 459 Page 313 of 459 Page 314 of 459 Page 315 of 459 Page 316 of 459 Page 317 of 459 Page 318 of 459 Page 319 of 459 Page 320 of 459 Page 321 of 459 Page 322 of 459 Page 323 of 459 Page 324 of 459 Page 325 of 459 Page 326 of 459 Page 1 of 3 AMENDING AGREEMENT THIS AGREEMENT B E T W E E N: THE REGIONAL MUNICIPALITY OF NIAGARA (herein referred to as “Niagara Region") -and- THE ST. CATHARINES TRANSIT COMMISSION, THE CORPORATION OF THE CITY OF NIAGARA FALLS AND THE CORPORATION OF THE CITY OF WELLAND (herein collectively referred to as the “Service Provider") WHEREAS Niagara Region and the Service Provider entered into a purchase of service agreement (the “Original Agreement) approved by Niagara Region on June 5, 2018 and by the municipalities forming the Service Provider during period between April 26, 2018 and May 22 2018; AND WHEREAS the Original Agreement provided for a term of service from January 1, 2018 to December 31, 2020 with an option on the part of Niagara Region to renew for an additional two years; AND WHEREAS Councils for each of Niagara Region and the municipalities forming the Service Provider have approved extension of the Original Agreement for a period of two years. NOW THEREFORE in consideration of the mutual covenants contained herein, the Parties hereto agree as follows: 1. The parties hereto agree that the foregoing recitals are true in substance and in fact. 2. The Term of the Agreement is hereby extended to December 31, 2022. 3. Niagara Region shall have no further right to renew in accordance with section 2.3(b) of the Original Agreement. Page 327 of 459 Page 2 of 3 4. The parties agree that the execution of this Amending Agreement may be facilitated through a facsimile copy and/or this Agreement may be executed in several counterparts and any such facsimile copy and any such counterpart shall be deemed to be an original and such facsimile copies or such counterparts together shall constitute one and the same instrument and shall have the same force and effect as an executed original. 5. The terms, covenants, provisos, and stipulations in the Original Agreement are hereby confirmed in full force save and except such modifications only as are necessary to make them applicable to this Amending Agreement. IN WITNESS WHEREOF the Parties have caused this Agreement to be duly executed by their duly authorized signing officers as of the date proceding their name. EXECUTED at St. Catharines, Ontario this day of , 202 (City/Town) (Date) (Month) THE ST. CATHARINES TRANSIT COMMISSION Per: Name: Title: Per: Name: Title: I/We have the authority to bind the corporation EXECUTED at Welland, Ontario this day of , 202 (City/Town) (Date) (Month) THE CORPORATION OF THE CITY OF WELLAND Per: Name: Title: Per: Name: Title: I/We have the authority to bind the corporation Page 328 of 459 Page 3 of 3 EXECUTED at Niagara Falls, Ontario this day of , 202 (City/Town) (Date) (Month) THE CORPORATION OF THE CITY OF NIAGARA FALLS Per: Name: Title: Per: Name: Title: I/We have the authority to bind the corporation EXECUTED at Thorold, Ontario this day of , 202 (Date) (Month) THE REGIONAL MUNICIPALITY OF NIAGARA Per: _____________________________________ Name: James Bradley Title: Regional Chair Per: _____________________________________ Name: Ann-Marie Norio Title: Regional Clerk I/We have the authority to bind the Corporation. 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OO J>m:m<<<m:mo_mucaormmmmm_.m«moo33m:QmQ.zmmmmammmgosmsamm_.<mom_u8<Em_. m:m=<<o1Aoo-oUm_.ma<m_<magEmoonE2:8$5.33Emvmm?3mEoQ9. Eoommaso<sEmam:vcaozmmmm. mmasdmm3S.Qmabmwmmxzm?.mo\mmocwnmmaS.<Em:~-mm:m:.nmSm-om-8IE.3:m:Fdsdmzummm39n3 Page 370 of 459 2020 Annual Report Niagara Falls Fire Department Fire Chief Jim Boutilier Page 371 of 459 1 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT INDEX Message from the Chief ................................................ 2 Mission, Vision, Values .................................................. 3 Fire Administration ....................................................... 4 Organizational Structure ............................................... 5 Budget ....................................................................... 6 Buildings .................................................................... 6 Staffing ...................................................................... 7 Fleet .......................................................................... 8 Suppression ................................................................ 9 Fire Prevention ........................................................... 10 Communications Division ............................................. 15 Training Division ......................................................... 16 Emergency Management .............................................. 20 What was New in 2020? ............................................... 22 Page 372 of 459 2 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Message from the Chief With Niagara Falls’ unique response area, we are faced with multiple challenges requiring different skills to cover the risks. Although one specialty response may not represent a unique situation, the various response types found in our city create a fire department that is uniquely Niagara Falls. Some of the challenges we face include; density issues created routinely by myriads of tourists and traffic – more particularly in the peak tourist season, highways, international bridges and their associated traffic patterns, high-angle topography within the gorge, a high-rise city core area second only to Toronto, Falls rescues, high-angle canal issues with fast flowing waterways, highly urban and rural landscapes, etc. All of these factors present significant demands for the department, making it challenging for this organization, along with the significant responsibility to the residents, visitors and those employed by our city. The goal of the Niagara Falls Fire Department (NFFD) is to reduce the loss of life and property and the protection of the environment. One way in which this is achieved is through public fire and life safety education to the children and citizens of our community. Public fire and life safety education are very important parts of the overall activities of the fire department and the Fire Prevention Division. Our public education initiatives strive to teach fire and life safety to every person who lives, learns, works and plays in our community. The Fire Department’s response is currently being fulfilled by 22 on-duty full- time firefighters and 65 volunteer firefighters, augmented by staff in our Communications, Training, Fire Prevention and Administration divisions. The following is a synopsis of the NFFD in 2020. We look forward to continuous improvement and a continued high level of service to our community. Jim Boutilier Fire Chief Page 373 of 459 3 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Mission, Vision, Values  Mission: “The Niagara Falls Fire Department is committed to safely protecting life, property and the environment through education, prevention and emergency response.”  Vision: “Eliminate loss of life and property, injuries and environmental damage from fire.”  Values: Leadership “Everyone takes the lead” Teamwork “One for all” Accountability “Do the right thing” Respect “Give and you shall receive” Page 374 of 459 4 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Fire Administration  Fire Administration consists of the Fire Chief, Deputy Chief of Administration, Deputy Chief of Operations, Executive Assistant, Secretary 1 and Chaplain, operating out of the Stan Thomson Fire Administration Building on Morrison Street. The Chief is responsible for 132 career and 104 volunteer staff.  The support position of Chaplain has proven to be an extremely valuable position within our department. Chaplin Isaac Flagg is available to provide support, spiritual guidance and counseling to each of our members. Page 375 of 459 5 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Organizational Structure Page 376 of 459 6 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Budget The budget for the Fire Department is identified through Operating and Capital allocations approved by Council. Operating budget - $22,725,261 Capital budget - $430,000 As part of the capital budget, the training tower conversion was completed to propane to reduce the effects of smoke on the Firefighters and neighbours; switching our dispatch over to Next Generation 9-1-1 (NG9-1-1) continues to take shape as mandated by Canadian Radio-television and Telecommunications Commission (CRTC) for March 2024 to be completed. Buildings  The NFFD operates from six (6) fire stations and one administration building. The City owns five of the six fire stations, with a portion of Fire Station 5 on Sodom Road being leased to the City by the Willoughby Volunteer Fire Department. The new Station 7, located at 8530 Lundy’s Lane, will open on May 3, 2021 with Pumper 7 responding. Page 377 of 459 7 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Staffing  There is a complement of 132 full-time employees operating from four divisions: Suppression, Fire Prevention, Training and Communications, and an approved complement of 104 volunteer firefighters. Three full - time stations are based in the urban area of the city and three volunteer stations are located in the suburban/rural area of the city.  Full-time staffing is 29 firefighters on each of four shifts. If staffing is below 22 full-time firefighters on any shift, firefighters are hired to fill the positions. There were eight (8) retirements in 2020; 4 full time, 3 volunteer and 1 Deputy Chief.  The approved complement of 104 volunteer firefighters is divided between the three (3) volunteer stations. Volunteer staffing numbers at the end of 2020 are reflective of recruitment and retention issues plaguing municipalities across the province. Staffing District Station 4 Chippawa Station 5 Willoughby Station 6 Crowland Approved Complement 42 30 32 Staffing Dec 31, 2020 25 17 23  When a responding district requires more resources than available, additional districts are called in to assist. For example, if a structure fire occurs in the Station 5 district, Station 6 is dispatched as well. Although this provides an alternative supply of staffing, there is a reduction of timely initial full response to the district as a result.  Station 2 staff respond into the volunteer areas between 0600 – 1800 hours. Page 378 of 459 8 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Fleet  The main apparatus includes 9 pumpers, 2 aerials, 2 heavy rescues, 2 light rescues, 1 hazmat unit, 1 rehabilitation vehicle, 1 tanker and 1 tanker/pumper.  All vehicles are serviced by mechanics from the Municipal Works department who work with manufacturers and suppliers to ensure the fleet is appropriately serviced and maintained.  Work was completed on acquiring a new tanker/pumper to replace aging apparatus. Page 379 of 459 9 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Suppression  Fire suppression crews responded to 2,989 calls with a wide variety of response types as indicated below: Response Types Response Type 2016 2017 2018 2019 2020 2020 Call Percentage Property Fires/Explosions 167 121 94 116 158 5.20% Overpressure/Rupture/Explosion 6 5 0 4 3 0.10% Pre-Fire Conditions - No Fire 164 156 131 148 139 4.65% Burning (Controlled) 228 186 194 173 303 10.14% False Fire Calls 564 612 678 669 633 21.18% CO False Calls 243 211 216 184 149 4.98% Public Hazard 167 138 125 150 144 4.82% Rescue 478 529 545 535 423 14.15% Medical/Resuscitator Calls 2570 2771 3084 2318 623 20.84% Other Response 1091 1128 1058 901 414 13.85% Annual Response 5678 5857 6125 5198 2989 N/A Total Calls Page 380 of 459 10 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Fire Prevention Fire Prevention Week: October 4 – 10, 2020 The theme for Fire Prevention Week this year was “Serve up Fire Safety in the Kitchen” focusing on fire safety messaging related to the leading cause of residential fires in North America – kitchen fires. This year, due to the pandemic, traditional public education techniques could not be utilized. Fire safety messaging was focused through the departmental social media accounts as well as the Niagara Falls Review. Wake Up! Campaign The department’s annual hallmark campaign was suspended for 2020 due to the pandemic. This campaign traditionally sees firefighters attending approximately 1000 homes annually to promote and verify that smoke and carbon monoxide alarms are installed in accordance with the Ontario Fire Code. Where alarms are found to be faulty, missing or improperly installed, firefighters will make the necessary corrections including installing new alarms at minimal cost to the homeowner. NFPA 1035 – Public Fire & Life Safety Educator Course In November of 2019, Fire Prevention staff began delivering the NFPA 1035 course to all fire department personnel. The delivery of this course consisted of two complete days of in-class instruction along with a third day of review and examination. The program was designed and implemented to provide a baseline understanding of fire loss statistics and the correlation and importance of public education in our community. This course provided staff with basic tools to begin developing and delivering fire safety education. By June 2020, the entire full- time staff (with the exception of 5), successfully completed the training and exam. Delivery of this course to the volunteer firefighters began in January 2020 and because of the pandemic, was suspended until further notice. Page 381 of 459 11 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT NFPA 1031 – Fire Inspection Level I Course In October 2020, Fire Prevention Staff ‘shadow’ instructed the Ontario Fire College NFPA 1031 course that was delivered to members of the department. This process prepared Fire Prevention staff to deliver the program independently. This will ensure access to Ontario Fire College courses for department personnel as the availability of fire prevention courses at an affordable cost is difficult. Vulnerable Occupancies Vulnerable occupancies continue to be a particular occupancy that receives a high level of attention from the Fire Prevention Office. In January 2014, the Ontario Fire Code was amended through the Fire Protection and Prevention Act to address serious fire safety concerns that existed in care, care & treatment and retirement homes. Two components of these amendments including a duty of the municipal fire department to observe an approved fire drill based on a scenario as well as perform an annual inspection of each facility within their jurisdiction. The Fire Prevention Division has always prided itself on the effectiveness of our programming relating to vulnerable occupancies. This year, due to the pandemic, the Fire Prevention Division was required to adapt their inspection and fire drill procedures for vulnerable occupancies as entry to these facilities put both fire staff and facility staff at risk. Educational materials were distributed to all the vulnerable occupancies in the city to ensure they had the resources required to prepare and perform table-talk fire drills with all supervisory staff. In addition, as the Fire Department would be unable to perform a fire safety inspection on the buildings, a comprehensive self-inspection checklist was adapted from the Office of the Fire Marshal and Emergency Management (OFMEM) resources and could be utilized by facility supervisors to perform their own fire safety inspection. Once this was completed, administrators were required to submit fire drill records, inspection checklist and all fire safety/protection equipment annual reports via Drop Box to the Fire Prevention Division. Fire Prevention Staffing There were significant staffing changes within the Fire Prevention Division. In 2020, there were three (3) retirements from the division that required Page 382 of 459 12 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT promotional processes to be conducted. Fortunately, the first two vacancies were filled simultaneously in July. This was very beneficial to the division as it provided an opportunity to deliver a formal training program that had never been implemented. Fire Prevention staff developed an internal training programme that proved to be worthwhile as it resulted in a structured introduction to Fire Prevention; however, it took extensive staff resources to develop and deliver. Approximately six weeks of staff time are dedicated to each promotional process and training which results in staff not satisfying the other regular job requirements. When a vacancy in the division is complemented with staff from other divisions, it takes approximately two years to train the person to a base-level competency in order for them to perform fire safety inspections independently. The current staffing model for the division results in a staffing shortfall for approximately two years while the new staff receive training. The lack of access to courses in the Province due to the closure of the Ontario Fire College (OFC) will likely exacerbate this dilemma. This has a very negative impact on the workload and the quality of Fire Prevention staff. The most detrimental change to the staffing of the division was the retirement of Roger Pigeon. With Roger’s departure, the division now lacks the experience and expertise to perform many plans examination functions. The volume of development currently approved, or in the queue to approve by the City of Niagara Falls, should definitely justify the necessity for a dedicated plans examiner position. This particular issue has caused unnecessary workplace stress on divisional personnel. COVID-19 Pandemic The current pandemic resulted in Fire Prevention staff adapting regular procedures and/or processes to accommodate:  Modified work schedule (12 hour shifts covering 7 days a week);  Responding to open-air burning complaints to prevent unnecessary exposures to firefighters and completing associated incident reports;  Coordinating work processes with other municipal staff who were working part-time or from home with limited capabilities; and  Coordinating temporary patio approvals that deviated from traditional codes and standards. Page 383 of 459 13 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Work / Inspections Activity TYPE OF INSPECTION NUMBER OF INSPECTIONS Applications Fire Routes 2 Fireworks 3 Plan Examinations 131 (Only accounts for initial reviews. Does not take into account where multiple submissions are reviewed or if plans were submitted in previous years.) Site Plan Approvals 53 (Only accounts for initial reviews. Does not take into account where multiple submissions are reviewed.) Special Occasion Permits 1 Subdivision / Condo Planning 6 Zoning Amendments 29 Address Changes 70 Other 23 Complaints from Citizen 84 from Suppression Division 172 from Fire Prevention 16 Complaint – other 11 Complaint – unapproved burn 44 General Assignments File Search 69 Fire Safety Box 10 Fire Safety Plan–Approvals & Review 22 Fire Safety Plan – Review only 16 Freedom of Information Requests 19 Key Box 9 Pre-Consultation Meetings 54 (Only formal pre-con. Does not account for other development meetings, i.e. COSTCO, NFEC) General Approvals 58 (this includes the patios approved due to COVID-19) Inspections CO Alarm Install 42 Smoke Alarm Install 46 Page 384 of 459 14 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT TYPE OF INSPECTION NUMBER OF INSPECTIONS Combo Unit Install 53 Inspection Order 41 (Only accounts for initial inspection. Does not include required follow-up) Liquor License 7 Business License 105 (Only accounts for initial inspection. Does not include required follow-up) Other 15 Building Permit 89 (Only accounts for initial inspection. Does not include required follow-up) Request 10 Fireworks – Sale Inspections 9 Site Inspection 10 Burn Site Inspections 12 Vacant Building Inspection 136 Fire Investigations Fire Prevention expertise for investigative services was required at 37 fire incidences in 2020. The following is a breakdown of the fire causes at incidences where Fire Prevention staff attended. DETERMINED CAUSE OF FIRE NUMBER OF INVESTIGATIONS Applications Accidental 5 Arson 7 Electrical 6 Kitchen 3 Careless Smoking 3 Undetermined 13 The damages (structure and contents) from fires that Fire Prevention staff investigated totalled $4,349,000. These statistics do not factor in fire incidences that did not involve Fire Prevention staff. In total, the NFFD responded to 94 reported fire incidences in 2020. This includes miscellaneous fires (car, hydro poles) and structure fires. The increase in structure fires can be contributed to the pandemic and the increase in time spent at home by residents. YEAR TOTAL CALLS FIRE INCIDENCES % OF CALLS 2019 5198 75 1.4% 2020 2989 94 3.1% Page 385 of 459 15 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Communications Division The introduction of COVID-19 brought many changes and adjustments with regards to Dispatch protocols as we evolved through the pandemic. In order to keep management informed of call fluctuations due to the pandemic, the Captain of Communications submitted daily and monthly reports to the Chiefs. This included medical call responses, as well as comparison of various incident types from 2019 and 2020. Communicator Jennifer Langlois was promoted to Second Class Communicator and we welcomed Katelyn Halagian, Probationary Communicator to the team. Each of the Probationary Firefighters hired spent one-month of training in the Communications Division. NFPA 1061 Telecommunicator I and II was also successfully completed with the new Firefighters and Communicator. Communications successfully completed the process of qualifying two new Acting Captains to the division. Both Communicators, Kadri Lambert and Robyn O’Brien became eligible to act as Captain of Communications. Firehouse software was updated this year to the newest version which was long overdue with anticipation of another update in the near future. Training and Conferences Prior to the pandemic, all Communications staff took part in a week of in - house training on various subjects. This included the NFPA 1035 Public Educator program, Incident Command, First Aid recertification, training on the Base Camp Connect system and a tour of the new Niagara Entertainment Centre on Fallsview Boulevard. The Alzheimer Society conducted an in-house hands on training and information session. Communications staff gained a better understanding on how this disease can devastate anyone it touches. Equipment Changes and Updates With the change to a digital paging system, all previous equipment was removed from service and repurposed. Additional equipment to outfit Station 7 has been ordered. Many thanks to Enbridge Gas for their generous donation of digital pagers received to outfit the incoming Volunteer Firefighters. Page 386 of 459 16 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Another successful upgrade was the installation of a new intercom system. This new system comes with video and voice capabilities. The intercom system also monitors Station 3 in the safe haven area and will also monitor Station 7’s safe haven area once the build is complete. The deadline to be NG9-1-1 compatible has been pushed back to March 2024 due to the pandemic. The sub-districts for Station 7 response zone have been distinguished and programming for the new station has been completed in the training CAD. Training Division The Training Division is staffed by a Chief Training Officer, a Captain of Training responsible for Career staff training and a Captain of Training responsible for Volunteer staff training. The Training staff delivers and oversees all training to the entire staff complement. Under their guidance, volunteer stations and full -time shift officers augment the delivery of routine training. Specialty training requires extensive technical expertise and is delivered through suppression staff who has achieved expert status. Delivery has been provided by many in-house instructors. Officers conducted the review of training assigned for the year to their respective staff. NFFD also continues the transition to web based education and e-learning training. The delivery of web based education reduces cost and provides for more learning opportunities for personnel. Training has also continued with the transition to electronic textbooks, which provides a more cost effective way to deliver educational materials for staff development. Computers/tablets are utilized for students to access textbooks and other electronic resources reducing the number of hard copy books required. Page 387 of 459 17 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT The average training for a full-time firefighter was 210 hours this year. In order to maintain Ontario Fire Marshall (OFM) certification, firefighters must train a minimum of 130 hours plus specialty training per year. The average training for a volunteer firefighter was 102.54 hours this year. In order to maintain OFM certification, volunteer firefighters must train a minimum of 60 hours plus specialty training per year. Due to the COVID-19 pandemic, the Training Department split the Volunteer recruit class of 14 into two groups. Both groups accumulated 2600 hours of training; averaging 185.7 hours per recruit. Pump Operations The department completed NFPA 1002 Pump Operations testing. This included all three volunteer stations in which staff completed over 2200 hours of training to prepare for the Provincial certification. Water and Ice Rescue Training The NFFD water rescue instructors delivered over 2200 hours of training that encompassed all six stations. Full-time Instructors introduced an Emergency Response Vehicle (ERV) destined for use in the Ontario Power Generation open cut canal. The addition of the ERV, as well as streamlining response equipment, further enhanced the Water and Ice Rescue Training Program. Confined Space Rescue Training The NFFD’s full-time firefighters have been trained to the operations and technician level of confined space. In order to enhance this training, a deck was constructed around the tanker to make training more realistic, as well as providing a much safer environment to train in. Platoons completed over 505 hours of training in 2020 to maintain their proficiency in this specialty. Page 388 of 459 18 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Rope Rescue Training Career firefighters compiled 2200 hours of assigned rope training. The Rope Committee revised the training program modules to include new equipment and more practical training. Hazardous Materials Training The Hazardous Materials Committee introduced the Altair 5x PID gas detector and the subsequent training that accompanied it. NFFD adopted another valuable piece in the purchase of two new decontamination berms. These will help to train and set up the decontamination corridor more efficiently and apply firefighter skills in a timelier manner. Due to the ongoing pandemic, the committee was unable to participate in a Hazmat seminar that was to take place in Niagara Falls. Aside from these things, regularly scheduled training ensued and were able to augment the training with the new gas detection equipment to enhance training’s capabilities and improve responder safety. All suppression staff participated in a combined 1100 hours of Hazardous Materials First Responder training. Firefighter Survival Training Fire ground survival continued to practice the skills that could potentially save firefighter lives. Training included Mayday prevention, self-rescue procedures and skills. All four Platoons and three volunteer stations completed 1100 hours of the advanced level of firefighter training. Page 389 of 459 19 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Trench Rescue The Trench Committee took delivery of the new trailer and equipment and continued with the progression of their training program. NFFD Specialty Training Instructors include:  SCBA/Air Technicians  Emergency Medical  SCBA Fit Testing  Elevator Rescue  Peer Fitness Instruction  Elevator Rescue  Forcible Entry  Auto Extrication  Road to Mental Readiness Promotion and Classification Examinations 1st Class examination was completed in late 2019. Promotions took place on February 1, 2020. Successful candidates: Steven Carter-Flagg, Ryan Cesarin, Mark Dunseith, Jamie Kennedy, Kaitlyn Knezich, Andrew Martel, Jordan Michels, Jason Oliver, Brad Wiens. 3rd Class examination was completed in August 2020. Promotions took place on September 4, 2020. Successful candidates: Tim Braun, Ryan Howlett, Jon Leyenhorst, Ian Morris, Chris Seebach, John Surla, Anthony Vallonio, Ryan Van Berkel. Career Recruit Training Program On April 20, 2021, six new firefighters began their career with the NFFD under the guidance of Firefighter Brandon Fife, Lead Instructor for the class. The recruits spent 13 weeks building the foundation of skills essential for their careers. Many other Specialty Instructors were involved in the training program designed to develop proficiency and confidence in each other and their equipment. Page 390 of 459 20 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT Congratulations to career graduates: Matt Brunskole, Matt Campbell, Brent Dawn, Natasha Murphy, Ryan Senese and Daniel Shewfelt. Volunteer Recruit Training Program Fourteen volunteer firefighter recruits were hired in December 2019. This was the largest class to participate in the training program since its inception. The class training program prepared them to challenge the provincial examination for NFPA 1001 (Firefighter 1 and 2), Hazmat Awareness and Hazmat Ops. This program was the responsibility of Captain Roberto, with support from Captain Hicks and many other Instructors from the volunteer stations. The 14 recruits graduated “virtually “from the program on June 8, 2020 completing over 2410 hours of instruction and training. Congratulations to volunteer graduates: Station 4 - Andrew Douglas, Bryan Englebert, James Hudson, Greg Lavelle, Sarah Potts, Brody Schanbacher, Graeme Schonberg; Station 5 - Kristie McGowan, Jacquelyn Millen, Matthew Somerville, Thomas Thewliss; Station 6 - Steve Chaudar, Adam Phelps, Dylan Ryerse. Training Ground Upgrades The training tower was refitted with a Class B burn system installed by Pro- Safe Fire Training Systems. The propane burning system provides safe and effective live fire training in a controlled environment. With the addition of this system, including the integrated smoke system, training can conduct multiple training evolutions with minimal preparation and almost eliminate the time consuming need to decontaminate firefighters and bunker gear. During the volunteer recruit training program, 12 “live fire” evolutions were conducted in one training day. Emergency Management Emergency Management Program The Fire Chief is the Community Emergency Management Coordinator (CEMC) and the Deputy Chiefs are alternates for the City of Niagara Falls. The CEMC is responsible for providing the forum for training, exercising and assembling the Emergency Management Team together in times of crisis. In December Page 391 of 459 21 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT 2020, the compliance package was submitted to the Chief of Emergency Management of Ontario indicating that the City of Niagara Falls complied with all of the 15 annual requirements as set out in the Emergency Management and Civil Protection Act.  Due to the COVID-19 pandemic, the NFFD was not able to provide formal public education events in the community. Staff used the opportunity to promote public health messaging from both the provincial and municipal levels to residents in order to prevent the spread of COVID-19 within our community. Social media, the municipal website and other messaging mediums (electronic signboard) were utilized to reach the public.  Further, to assist the citizens in dealing with COVID-19, lockdowns and the mental stress that some had to deal with, the NFFD engaged in drive by birthday parties in order to try and lift the spirit of the children. Page 392 of 459 22 NIAGARA FALLS FIRE DEPARTMENT 2020 ANNUAL REPORT What was New in 2020?  Deputy Chief Ross retired on June 30, 2020 after a career which spanned 28 years and included positions as Firefighter, Training Officer, Director of Training and Deputy Chief from 2007 to 2020.  Ken Henry joined the Administration team on July 23, 2020 as Deputy Chief of Administration. Deputy Chief Henry has been a firefighter since 1993 and worked his way through the ranks up to Acting Platoon Chief prior to being promoted to Deputy. Ken has brought a wealth of knowledge to his new role and a great asset to the management team.  Medical calls; Niagara Emergency Medical Services (NEMS) quickly realized during the pandemic that they were in need of Personal Protection Equipment (PPE). Fire Departments across the region gave up 50% of their stored PPE in order to accommodate NEMS. As a result of this and to reduce unnecessary risk, it was recommended by the Medical Director and subsequently the implementation of a COVID-19 medical tiered response. This, in turn, reduced fire’s medical calls by 50%. As of December 14, 2020, NFFD returned to the normal tiered response protocol with the exception of Long Term Care Facilities, in which at this time, firefighters are not yet responding.  Hiring Full-time (6) and Volunteer (14) firefighters in 2020 amidst the pandemic. Further, they were able to train and graduate on schedule.  Station 7 construction: When COVID-19 hit, it seemed likely that the new station, after all these years of planning, would be halted due to a pandemic. Construction had been well underway when the City and building industry started to shut down. It was quickly determined by the City’s legal team that the new station was considered “Essential” and that construction would continue. How fortunate that during a world- wide pandemic that had affected every person, business and service in one way or another, that the station remained on schedule. By the end of 2020, approximately 75% was completed; millwork installed along with painting and flooring; landscaping completed including asphalt, sod, trees, bushes and armour stones. Plans are in place for the grand opening of Station 7 on May 3, 2021. Page 393 of 459 Feb. 5, 2021 Dear Mayor Diodati and Councillors, Following the discussion at the last council meeting (Jan. 19th, 2021) re: the formation of the CAO Recruitment Committee, I would like to bring the attached document and research to the attention of Council. This document is from the Niagara Community Observatory at Brock University, written by Carol Phillips and Sarah Pennisi, and pertains specifically to the Niagara region. Women make up more than half of our population yet make up just 27% of seats on local municipal councils. Clearly Council has no direct control over who is elected; however, I believe it is pertinent for our Council to be aware of the lack of representation and the issues that hinder women from becoming involved in politics. During the last meeting, Councillor Lococo indicated that she would be interested in sitting on the CAO Recruitment Committee, particularly to ensure gender representation as women do think differently than men. Councillor Kerrio asked if all committees should be examined for gender representation (I would like to present the attached document to support the argument that yes, they should.) Mayor Diodati expressed his support for diversity on all committees, but then in the same breath attempted to downplay the importance of such representation on the CAO Recruitment Committee. Apparently, this is not an important committee, despite having also emphasized that this would be the most important job council has. Councillor Lococo was clearly dismissed in her concerns, and an attempt was made to placate her with a role on another, perhaps more suitable, committee. It was incredibly frustrating for me, as a woman, to witness this. I was incredibly disappointed by the display during this meeting; not one man on that Council stood up with Councillor Lococo and agreed that women should have a voice at the table and then helped to make that happen. Until we have equal representation, we must rely on men to stand up with us and for us as allies. Please read the attached document and consider your role in bringing more women to the table and supporting them in using their voices once they are there. Thank you. Melanie Holm Please use this link to access the relevant document (shared with permission from Carol Phillips) if the attachment does not work: https://brocku.ca/niagara-community-observatory/wp-content/uploads/sites/117/NCO-47-Gender- Representation-in-Niagara-Governance.pdf Page 394 of 459 NCO POLICY BRIEF #47 1 SEPTEMBER 2020 GENDER REPRESENTATION AND GOVERNANCE IN NIAGARA By Carol Phillips and Sarah Pennisi Women make up the majority of the population in Niagara, yet this is not reflected in the number of women on municipal councils or advisory committees and boards. This disparity matters because the discussions taking place and the policy decisions being made can best help everyone in the community when those at the decision-making table truly reflect the diversity of its population (Hunter, 2019; Brooks, 2018; Status of Women Canada, 2019; Gender Results Framework, 2020). Our research begins with the supposition that the choices made by a government are in many ways a function of who is making those choices. The absence of women at the decision-making table can lead to a policy “blindness” towards both priorities and outcomes. It can impact Niagara’s choices of actions, investments, and ultimately whose needs are prioritized and whose remain unmet. This policy brief examines one aspect of this issue by documenting the gender composition of Niagara’s municipal government councils, advisory committees and local boards. We recognize the shortcomings of an analysis that simplifies the dimensions of identity including the binary classification of gender and the importance of other dimensions of identity (also known as intersectionality) among those being race, class, age, sexual orientation, culture, disability, and education. However, our research is meant to be the beginning of a conversation about equity and its role in creating forums where policies can be recommended and implemented that positively impact on vibrant, liveable and sustainable communities. The brief focuses on gender as a starting point. Much work has been focused on the interdependence of gender and social and economic wellbeing. For example, Nancy Fraser has written extensively on the importance of gender and policy decisions, private division of labour, income distribution, health outcomes and ecological sustainability. Fraser identifies three main dimensions to consider in a gender-based analysis: recognition (the formal legitimization of needs in institutions), redistribution (equity in access to resources and opportunity) and representation (ensuring equity in decision-making). This policy brief takes up Fraser’s thesis and applies it – using a working assumption that representation (ensuring equity in decision-making) can facilitate the two other objectives of recognition and redistribution. Our research focusses on one element of Fraser’s thesis: representation, as applied to the local government level in Niagara, looking at the number of women who are represented in both elected office and on appointed advisory committees and local boards. This analysis is meant to provide a starting point for a discussion on gender representation in Niagara’s official forums of public decision-making. First, we provide information about the representation of women in Niagara’s local politics, followed by a review of the literature that tries to explain why women are not equally represented in public office and why it is important that their participation increase. We end with some suggestions about how Niagara can attract more women to the political sphere, thereby fostering conditions for a more inclusive community and better decisions and investments. INTRODUCTION Page 395 of 459 NCO POLICY BRIEF #47 2 SEPTEMBER 2020 Total Niagara Region Population:447,890(2016 Census) THE NUMBERS In early 2020, the Canadian Municipal Barometer (CMB) project showed that women made up just 31.49 per cent of elected municipal positions in Canada. However, women comprise 50.9 per cent of the population. The Toronto Star followed up on the research and found that just 12 per cent (53 of 441 municipalities with a population of more than 9,000) had councils in which women equalled or outnumbered men. Some 21 per cent of municipalities had a female mayor, and those tended to be in small towns (Ogilvie, 2020). The Niagara Community Observatory (NCO) did a similar environmental scan of Niagara municipalities in December 2019 but expanded the analysis to include community advisory committees and municipal boards. Council standing committees were not included in the analysis as they are comprised solely of councillors, and therefore are a function of who was elected to council in the first place. The NCO went to each of Niagara’s 13 municipal websites to create a database of their respective advisory committees, boards, and listed members. Where municipalities did not have this information posted online, the town clerks were contacted, and the information was provided.1 What are community advisory committees and municipal boards? Community advisory committees are established by town councils on specific areas of interest to provide recommendations and advice to council and staff on matters that relate to its stated purpose. They have no decision-making authority. They are generally comprised of appointed local citizens of varied backgrounds, though they will also include councillors as stipulated by council. These committees serve concurrently with the council term (Ontario, 2018). While they do not have decision-making authority, we feel it is important for this research to acknowledge that they do provide ongoing citizen input and the opportunity for participation in local governance separate and apart from running in an election. That is, advisory committees play a role in guiding local government’s actions and decisions. Local boards are also established by the municipality to deliver local services, such as the library. Their responsibilities and relationship to council can vary. While they do not have broad decision-making authority, they can have the ability to make operational decisions within their scope. (Ontario 2018). Results According to the 2016 Census, women account for 51.6 per cent of Niagara’s population; however, our research found that of the 126 elected positions in Niagara, 27 per cent were held by women. When we looked at the 1,220 advisory committee and local board positions filled, that number jumped to 45.1 per cent. We found that women were more likely to participate in local governance through these community advisory committees and local boards, which also happen to be unpaid, instead of elected positions on council. 1 We cannot guarantee that this is an exhaustive list. However, we are confident in our findings due to the large sample size. Gender was determined by the first name of the committee member. Where names were gender neutral, we used Internet sources to determine gender. We could not identify the gender of eight committee members. Niagara Snapshot Female Population51.6 per cent Male Population48.4 per cent Municipal Councils Female mayors Lincoln, Niagara-on-the-Lake Elected council positions across Niagara Female mayor/councillors Male mayor/councillors (27 per cent) (73 per cent) Page 396 of 459 NCO POLICY BRIEF #47 3 SEPTEMBER 2020 MUNICIPALITY POPULATION FEMALE %MALE % Niagara Region 447,890 230,970 51.6 216,920 48.4 Fort Erie 133,110 69,620 52.3 63,490 47.7 Grimsby 27,315 14,000 51.3 13,315 48.7 Lincoln 23,790 12,185 51.2 11,600 48.8 Niagara Falls 88,070 45,540 51.7 42,530 48.3 NOTL 17,510 8,940 51 8,575 49 Pelham 17,110 8,725 51 8,385 49 Port Colborne 18,305 9,440 51.6 8,870 48.4 St. Catharines 133,110 69,620 52.3 63,490 47.7 Thorold 18,800 9,420 50.1 9,380 49.9 Wainfleet 6,370 3,130 49.1 3,245 50.9 Welland 52,290 27,010 51.6 25,285 48.4 West Lincoln 14,500 7,210 49.7 7,295 50.3 TABLE 1: POPULATION TABLE 2: COUNCIL MUNICIPALITY COUNCILLORS FEMALE MALE Niagara Region 20 + 12 mayors 8 24 Fort Erie 7 3 4 Grimsby 9 2 7 Lincoln 9 3 6 Niagara Falls 9 2 7 NOTL 9 3 6 Pelham 7 2 5 Port Colborne 9 2 7 St. Catharines 13 3 10 Thorold 9 2 7 Wainfleet 5 2 3 Welland 13 3 10 West Lincoln 7 1 6 Note: When calculating proportion of men and women, the mayors are counted only once, under their respective municipalities. Page 397 of 459 NCO POLICY BRIEF #47 4 SEPTEMBER 2020 Committee Participation We counted 147 community advisory committees or boards across Niagara. Those committees and boards were comprised of 1,220 members. Note: there are people who sit on more than one committee and they are counted for each position they hold; we eliminated from these calculations any members whose gender we could not readily identify. Female committee members (45.1 per cent) Male mayor/councillors (54.9 per cent) Undetermined (gender-neutral name) MUNICIPALITY COMMITTEES POSITIONS FEMALE (%)MALE (%) Niagara Region 9 87 30 (34.5)57 (65.5) Fort Erie*19 172 89 (52.4)81 (47.6) Grimsby*7 65 38 (59.4)26 (40.6) Lincoln 4 36 14 (38.9)22 (61.1) Niagara Falls*9 92 43 (47.3)48 (52.7) NOTL*18 138 38 (27.7)99 (72.3) Pelham 11 77 36 (46.8)41 (53.2) Port Colborne 13 95 43 (45.3)52 (54.7) St. Catharines*20 168 82 (49.1)85 (50.9) Thorold*14 116 39 (34.2)75 (65.8) Wainfleet 3 22 13 (59.1)9 (40.9) Welland 14 109 50 (45.9)59 (54.1) West Lincoln 6 43 32 (74.4)11 (25.6) TABLE 3: COMMITTEES AND BOARDS *Numbers were gathered as of December 2019. Municipalities had at least one committee member with gender- neutral name that could not be determined (therefore the sum of men and women will not add up to the total number of positions). In Welland, property standards/dog control were treated as one committee as they had the exact same members, same with adjustment/revision. Page 398 of 459 NCO POLICY BRIEF #47 5 SEPTEMBER 2020 From our calculations in Table 3, women were more likely to participate in local governance through town committees and boards. In four municipalities, they filled the majority of committee positions, with West Lincoln leading the way with 32 women sitting on community committees (74.4 per cent of available positions) compared to 11 men (25.6 per cent). Compared to council numbers, only in Niagara-on-the-Lake were there proportionally fewer women on committees and boards than on elected council – 33 per cent of council spots were taken by women, including mayor, while only 27.7 per cent of its committee/board seats were filled by women. This was also noteworthy as NOTL has 18 committees and 138 committee positions to fill, so there were ample opportunities for women to participate. In which subject areas do women participate? Let’s look at Fort Erie as an example – its split between men and women on committees and boards almost mirrors its population count and it also has one of the higher number of committees and boards, therefore the most opportunity for participation. In Fort Erie, women dominated (held more than two- thirds of the seats) on committees with the following areas of focus: housing, seniors, culture, communities-in- bloom awards, Crystal Beach beautification, Ridgeway BIA. Women held only one seat on each of the following committees: adjustment, gaming, and property standards. Zero women were on the town’s transit committee, as of December 2019. In West Lincoln, with the highest proportion of women participating on committees, it is the library board and age-friendly committee driving those numbers. As of December 2019, there were no men on either committee – all eight library committee members and all 13 age-friendly committee members were women (we understand there are two men who sit as guests in the age-friendly committee). In NOTL, which had the lowest proportion of women on its many committees, women dominated the communities-in-bloom committee (six of 10 members) and community wellness (six of nine members). There were no women on the municipal accommodation tax committee at the time of our review, only one on the urban design committee, one on transportation and three of 13 spots on the safety committee. WHAT DOES THIS MEAN? Based on our analysis, we found that: • women are not equitably represented on Niagara’s elected councils when compared to their proportion of the population • women are more likely to participate in advisory committees and municipal boards; though overall still not representative of their proportion of the population • women tend to participate in social-policy-related advisory committees and boards This suggests that in Niagara, women do participate in local government but are more likely to do so through appointed committees and boards rather than through elected positions. Further research in Niagara is needed to understand both why numbers are lower in general and why participation on committees and boards is greater than participation in elected positions. The next part of this brief provides some highlights from the Canadian and global literature that seeks to answer some of these questions around women’s participation as elected officials. We have not found discussion of their role in non-elected positions so this is an area that would benefit from further review. First, we explore the literature regarding some potential explanations behind women’s unequal participation in elected office. Second, we examine the literature to ask why women’s equal participation matters. Lastly, we draw on our research and the literature to discuss some of the potential relationships between women in governance and social policy. WHY DON’T MORE WOMEN RUN FOR OFFICE? A discussion about gender inequity is incomplete without attention to normative expectations; the literature reveals that unequal representation is facilitated by pragmatic barriers, ideological beliefs and misogyny. There is still no equal access to the political agenda, nor is there an equal capacity to raise the political support necessary for gendered issues and interests to be translated into (well-implemented) laws and policies. This is largely explained by the fact that the political representation of women takes place in settings that are not designed to serve that purpose (Celis and Lovenduski, 2018, p. 150). Women are underrepresented at all levels of Canadian politics – the Ontario legislature is comprised of 39.5 per cent women MPPs and Canada’s parliament is 26 per cent women. Research over the past 20 years has determined there are several barriers that may contribute to this problem: working conditions such as long hours, unpredictable schedules and the toll on work-life balance in which family responsibilities may suffer; costs in both money and time spent on the campaign trail accompanied by the perceived difficulty in fundraising; gender-based media scrutiny and social media harassment; lack of political confidence; and a lack of recruitment efforts (Canada, 2018; Thomas, 2013, 2019; Wagner, 2019; OECD, 2014). Page 399 of 459 NCO POLICY BRIEF #47 6 SEPTEMBER 2020 While some of these barriers are not necessarily exclusive to women candidates, research notes that in general it is more likely that women experience a lack of political confidence, particularly in terms of ability to adequately fundraise, deal with media, and navigate the nomination and campaign processes (Thomas, 2013, 2019). Former federal cabinet minister and Conservative Party of Canada interim leader Rona Ambrose mentioned specifically this lack of confidence for women -- as opposed to men who “jump right in” -- as a reason she and Laureen Harper launched CPC’s She Leads initiative to attract more small-c women candidates (Thomas, 2019; Cryderman, 2018). There have been some initiatives to address these barriers as well as the perception of barriers. “Campaign schools” and leadership programs, run by political parties as well as non-partisan groups, are geared towards attracting more women candidates (Thomas, 2013, 2019). It has also been found that riding associations with women presidents, and ridings with search committees are more likely to recruit women candidates. One other suggestion in the literature is that success breeds success; as more women become successful politicians, other women will become interested in running (OECD, 2014; Thomas, 2019). This shows how ethos matters. If women observe how politics remains closed to them, no amount of resources or individual interventions will make them want to participate more in politics (Thomas, 2019). If those same barriers exist to a lesser degree at the municipal level, our own numbers do not bear that out. The percentage of Niagara’s local politicians that are women (27 per cent) is consistent with the 26 per cent of women members of federal parliament, and far short of the almost 40 per cent of women that make up Ontario’s provincial parliament. Tolley’s 2011 research found that, in fact, women had greater success at the higher levels of government. Another barrier discussed in the literature is that women are perceived as less likely to be interested or knowledgeable about politics than men, however that depends on one’s definition of “politics” (Thomas, 2013; Stolle and Gidengil, 2010). The federal government’s Status of Women Study on Barriers Facing Women in Politics (2019) heard evidence that in national surveys women described themselves as being less interested in politics yet had higher rates of voter turnout. While women were less likely to join a political party or attend a public meeting than men, they were more likely to boycott a product for ethical reasons or join a school group or community association (p. 24). Stolle and Gidengil (2010) claim that while men show a preponderance for who’s who in politics, women have greater awareness of government services and benefits, particularly in health policy. Our research on the gender make-up of committees and boards would seem to support the argument that while women may not be represented in the politics of governance, they are still interested in governance. One observation from the data is that they also tend to participate more in arenas of health and social policy. WHY DOES IT MATTER? Why does equitable representation matter? First, a caveat: Intersectionality tells us that women should not be considered a homogenous group. Because women’s political ideologies vary along a spectrum, the greater participation of women in politics doesn’t necessarily mean entirely “transforming the political agenda” (Miranda, 2005) – as in, having women leaders is no guarantee of a change in policy outcomes. However, global research has found a positive relationship between women’s participation in public life and improvements to general societal equality including addressing poverty, education, health, and family life (World Economic Forum, 2017; OECD, 2014). This same research also finds a correlation between women’s political leadership and wider economic participation. Canadian research finds decision-making behavior can change depending on the gender composition of the group (Thomas, 2013). Former provincial cabinet minister Mitzi Hunter, who was also the first person of colour to serve as Ontario’s Minister of Education, puts it succinctly: Policymakers cannot guarantee the making of well rounded decisions that help everyone if these decisions do not come out of groups just as diverse as the population they have been elected represent … When marginalized groups hold seats at the decision-making table, different discussions arise. (Hunter, 2019) One example she gives is “period poverty”, an issue now addressed by the City of Toronto through its funding of menstrual products at city shelters and priority community centres, in large part due to the efforts of women city councillors. Also, as the first POC to be education minister, Hunter cites the 2017 introduction under her watch of Ontario’s Education Equity Action Plan. “Women bring a different lens to politics and policy,” she concludes. Page 400 of 459 NCO POLICY BRIEF #47 7 SEPTEMBER 2020 525 Writing women out of the messaging of public policy is also a concern. In childcare policy, for example, Goodyear- Grant and Wallace (2019) are concerned that while there is a clear link between affordable childcare and women’s income levels, their equality at work and at home; that perspective does not often make it into the policy narrative. Rather, the discussion focuses on affordability for middle-class and working-class families. This narrative has been disrupted, however, by the pandemic as the discussion has shifted to the economic importance of getting women back to work and how domestic labour (childcare, elder care, and household chores) serve as barriers. WOMEN AND SOCIAL POLICY Our findings show that women in Niagara appear more likely to participate on committees and boards geared towards social issues such as seniors, health, housing, and culture. We cannot say conclusively why this happens, although as previously indicated, research has shown women generally have greater political knowledge in terms of government services and benefits, particularly in health policy, and are more likely than men to participate in community groups. Global research supports the notion that women’s participation in politics leads to more focus on social outcomes. More women in cabinet, at a global level, has a positive impact on health spending. The greater the share of women parliamentarians, at a global level, the greater the impact on poverty reduction. Women are “more likely to advocate for changes that promote the interests of women, children and families and support public welfare in areas such as health care and education,” (OECD, 2014, p. 26). NEXT STEPS While women in Niagara are more likely to participate in governance through appointed advisory committees and local boards, as opposed to elected office, their numbers still fall short when compared to their share of the population. While there has been much research, both globally and in Canada, delving into the electoral problem of representation and how to fix it, we have not been able to find studies that look at overall participation in government which would include community advisory committees and local boards. Our brief has summarized some of the barriers to participation in elected positions that have been noted in the literature: long hours, financial costs, difficulty navigating the system, discomfort with media scrutiny and misogynistic social media attacks, among others. We can assume that not all of these barriers exist when it comes to participation at the committee or board level, and that leads to a greater number of women. The question then for future research would be: what factors account for the lower representation of women in forums of governance in local/regional municipalities in general, and Niagara in particular? The good news is that there are steps that can be taken – and that have already begun – to improve the numbers. When it comes to attracting more women to run for office, the “Seat at the Table” initiative run through the City of St. Catharines and the Greater Niagara Chamber of Commerce is a prime example of the training and capacity-building suggested in much of the literature (European Partnership for Democracy, 2019; Thomas, 2019; OECD, 2014). This six-month women’s mentorship program which ended in June includes partnering successful applicants with women city councillors, monthly workshops, and overall an up-front view of how local government works. It is funded through a Women and Gender Equality Canada grant offered through the Federation of Canadian Municipalities with a goal of attracting women – especially those in under-represented communities – to politics. We recommend that local stakeholders review this initiative once its initial run is complete, not only to see its strengths and challenges, but also as a means of expanding it across Niagara. The Niagara Region’s 2019 decision to join the Canadian Coalition of Inclusive Municipalities (CIM), as well as its creation of a Women’s Committee, is a positive step towards shining a light on how more women can be brought into the political process, and therefore make decision-making more inclusive at least from a gender perspective. CIM is a regional coalition under UNESCO’s International Coalition of Inclusive and Sustainable Cities. It recognizes the role of cities in addressing social issues through equity and inclusion. Niagara Region’s pre-COVID-19 plan was to hire a person to begin identifying needs, resources, and areas of focus. This has been put on hold, but we hope that our policy brief can provide an initial snapshot of representation – a starting point — for the Region and its Women’s Committee on the participation of women in the local political sphere. In the meantime, we recommend the Region undertake a gender-based-plus analysis in all its policy recommendations. As well, Council should revisit efforts to create a citizen committee to address questions of citizen engagement and the attraction of diversified election candidates. Page 401 of 459 NCO POLICY BRIEF #47 8 SEPTEMBER 2020 There are some very basic logistical reasons deterring women from participation: in particular the long hours required, often after traditional business hours when children are not in school and childcare centres are closed. Even at the committee level, these meetings are generally held in the evenings when children are home, and research continues to show that women bear the greater responsibility of care and household responsibilities. While we recognize that scheduling conflicts are challenging, we suggest that local governments find creative ways to engage women. Perhaps once a committee has been appointed, members can be consulted as to the best days and times, and then go a step further and be willing to switch up days and times as necessary (as “every third Tuesday of the month” may not be doable if that night is already booked with family responsibilities). In recent months, people have grown more comfortable with online meetings and a hybrid version – those who cannot make it in-person but can electronically – might work. We make this suggestion as a means of beginning a discussion on how to mitigate this particular barrier. We recommend that all advisory committees and local boards across Niagara should strive for gender equity. Our analysis of committee/board participation shows that there are many instances where either women or men are notably underrepresented. As advisory committees and local boards are appointed, this should be the first place where municipalities introduce gender-equity policies – identify the committees where one gender dominates and take decisive action to recruit equitably. Gender quota systems have been used in many countries, either as candidate quotas or seat quotas (OECD, 2014, p. 36-47) for elections. The literature shows that when governing bodies make this formal commitment to gender equity, they have better outcomes for civic engagement in politics (OECD, 2014; Okome, 2015). As such, it is important to note the role of civic groups, such as Niagara Women in Politics, in proactive recruitment of women to run in municipal elections. These groups encourage qualified women to run for office but must also ensure that female candidates are supported through connections to adequate financing and mentor support to help navigate the system, including media training. We suggest that equity initiatives should also look at recruiting people from other underrepresented communities. Finally, we recommend that all councillors and members on advisory committees and local boards take the free Gender-Based Analysis Plus online course provided by the Status of Women Canada. It is a foundational exercise for leaders that examines the relevance of intersectionality, specifically the impact of personal bias and perspective, in decision-making. Keeping in mind our opening premise that gender representation impacts policy decision-making, the gender composition of Niagara’s governing bodies at the electoral level, appointed advisory committees and local boards, demonstrates that there’s room for improvement. The recommendations in this policy brief draw on potential remedies found in the literature, which tells us that the more women participate in local government, the more other women are attracted to also participate. 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UN Division for the Advancement of Women. https://www. un.org/womenwatch//daw/egm/eql-men/documents_preview.html OECD. (2014). Women, Government and Policy-Making in OECD Countries: Fostering Diversity for Inclusive Growth. https:// www.oecd-ilibrary.org/governance/women-government-and-policy-making-in-oecd-countries_9789264210745-en Ogilvie, M. (2020, March 9). How well are women represented on your local city council? Search hundreds of cities in our exclusive database. Toronto Star. https://www.thestar.com/news/canada/2020/03/08/how-well-are-women- represented-on-your-local-city-council-search-our-database-to-find-out.html Okome, M. O. (2015). Quality Vs. Quantity-Global and Local Responses Towards Increasing Women’s Political Participation: Nigeria’s 2015 Elections and Women’s Political Participation. Federation of Nigerian Women’s Societies, Ikeja, Nigeria. Ontario. (2018). Ontario Municipal Councillor’s Guide 2018. Government of Ontario. https://www.ontario.ca/document/ ontario-municipal-councillors-guide-2018 Status of Women Canada. (2019). Elect Her: A Roadmap for Improving the Representation of Women in Canadian Politics. Government of Canada. https://www.ourcommons.ca/Content/Committee/421/FEWO/Reports/RP10366034/feworp14/ feworp14-e.pdf Stolle, D., & Gidengil, E. (2010). What do Women Really Know? A Gendered Analysis of Varieties of Political Knowledge. Perspectives on Politics, 8(1), 93–109. https://doi.org/10.1017/s1537592709992684 Gender Results Framework. (2020, February 4). Status of Women Canada. https://cfc-swc.gc.ca/grf-crrg/index-en.html Page 403 of 459 NCO POLICY BRIEF #47 10 SEPTEMBER 2020 Thomas, M. (2019, March 6). We Need to Stop Blaming women for their Under-Representation. Policy Options. policyoptions.irpp.org/magazines/march-2019/need-stop-blaming-women-representation/ Thomas, M. (2013). Barriers to women’s political participation in Canada. University of New Brunswick Law Journal, 64, 218-234. Tolley, E. (2011). Do Women “Do Better” in Municipal Politics? Electoral Representation across Three Levels of Government. Canadian Journal of Political Science, 44(3), 573–594. https://doi.org/10.1017/S0008423911000503 UNESCO. (2016). Canadian Coalition of Municipalities Against Racism and Discrimination. UNESDOC Digital Library. https://unesdoc.unesco.org/ark:/48223/pf0000248270 Wagner, A. (2019, April 15). Media Sexism? Depends on Who You Are. Policy Options. https://www.policyoptions.irpp.org/ magazines/march-2019/media-sexism-depends-on-who-you-are/ World Economic Forum. (2018). The Global Gender Gap Report 2017. https://www.weforum.org/reports/the-global- gender-gap-report-2017 About the authors: Carol Phillips, PhD, is the research coordinator for the Niagara Community Observatory. She is a print journalist by trade with research interests in urban comparative public policy. Sarah Pennisi, PhD, is the Director of the Student Wellness and Accessibility Centre at Brock University. She has many years experience as both a frontline social worker as well as working in social policy in both provincial and municipal governments. The Niagara Community Observatory is a public-policy think-tank working in partnership with the Niagara community to foster, produce and disseminate research on current and emerging issues. An electronic copy of this policy brief can be found on our website at www. brocku.ca/nco Contact Charles Conteh, PhD Director, NCO, Brock University cconteh@brocku.ca Brock University Niagara Region 1812 Sir Isaac Brock Way St. Catharines, ON L2S 3A1 Canada www.brocku.ca/nco @BrockNCO Page 404 of 459 A Great City … For Generations To Come HUMAN RESOURCES Inter-Departmental Memo To: Mayor Diodati and Members of Council From: Trent Dark, Director of Human Resources Date: March 2nd, 2021 Re: Diversity and Inclusion Advisory Committee At the Council meeting held on February 9th, 2021, Council recommended the number of committee members appointed to the City’s Diversity and Inclusion Advisory Committee be slightly increased. The initial approved number of committee members was set at six (6), as per the October 27, 2020 council meeting. The recommendation made at the February 9th, 2021 meeting now suggests the committee have a range between of a minimum of six (6) community members to a maximum of nine (9). The first six (6) members have already been approved as per the February 9 th, 2021 meeting and include the following community members: Melissa Gray Marla Terryberry Matthew Aiello Nkiru Nwagbo Erden Erlorer Elizabeth Grimmond The additional three (3) members being recommended to the Diversity and Inclusion Advisory Committee include the following community members: Celest Turner Sheila Deluca Falynn Shaw Regards, Trent Dark Director of Human Resources Page 405 of 459 A Great City … For Generations To Come FINANCE DEPARTMENT Risk Management Inter-Departmental Memo To: Mayor James M. Diodati and Members of Municipal Council From: Tiffany Clark Director of Finance Date: February 4, 2021 (Revised) Re: Potential Liability for 5G Installations Further to Report F-2020-43 dated November 17, 2020 a Motion was made at Council on November 17, 2020 as follows: That Council receive and file the report for information and to ask further follow-up questions to the City's insurer which would include: 1) Would the insurance company pay if found in favour of a Plaintiff? 2) Are there limits? 3) How does it compare to other awards for brain tumours? Furthermore, to request a letter that states that the insurance company would respond and defend and that they don't have exclusions for RF radiation harm. Frank Cowan provided the following response: 1) Would the insurance company pay if found in favour of a Plaintiff? Frank Cowan is unable speculate on what allegations and facts that may be presented in a theoretical claim and to which insurance policy it may trigger. Regardless of the reason for a civil claim, a claimant must establish causation and damages and it must be proven in a court of law. If the allegations and facts presented in a clam trigger the insurance policy, the City’s Insurer would defend the City to the full obligations of the policy terms and conditions. 2) Are there limits? Each insurance policy has limits but without the allegations and facts of a specific claim Frank Cowan cannot advise which policy limits would apply. Page 406 of 459 P a g e | 2 3) How does it compare to other awards for brain tumours? Frank Cowan does not have expertise in 5G or RF radiation and cannot speak to other brain tumour awards specifically. Strictly looking at how injury awards are determined from a general point of view; if a claim is proven in court, the court would look to the case law to determine damages and there is generally a range between the highest and lowest award for a similar claim. Keeping in mind however, general damages awarded in Canada are capped. Other awards could be sought such as special damages which include items like loss of income or future income and earning capacity. Punitive damages which are usually awarded to punish a defendant for willful and malicious actions are not covered by the City’s insurance policies. 4) Furthermore, to request a letter that states that the insurance company would respond and defend and that they don't have exclusions for RF radiation harm. Frank Cowan cannot provide confirmation to defend a claim that has not yet been presented in court and without reviewing the allegations and facts of a particular claim. Frank Cowan can however confirm there are no exclusions specific to “RF Radiation” harm in the City’s policy. Tiffany Clark /Janet McQuay Page 407 of 459 Page 408 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 1 of 13 HIGHLIGHTS: Page 409 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 2 of 13 As the administrator of social housing for Niagara Region, Niagara Regional Housing (NRH) works to fulfill our vision and mission through six main areas of responsibility: 1. Public Housing (NRH Owned Units) 2. Non-Profit Housing Programs 3. Rent Supplement Program 4. Affordable Housing Program 5. Service Manager Responsibilities 6. Housing Access Centre and Centralized Waiting List VISION That the Niagara community will provide affordable, accessible and quality housing for all residents MISSION To expand opportunities that make affordable housing an integral part of building healthy and sustainable communities in Niagara Page 410 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 3 of 13 1 DAY-TO-DAY MAINTENANCE: In Q4, 2,500 work orders were issued, representing $1,217,889.51. $25,144.92 of this amount was charged back to tenants who were held responsible for damages. 2019-Q4 2020-Q1 2020-Q2 2020-Q3 2020-Q4 # of work orders issued 3,675 2,575 2,302 2,656 2,500 During Q4, work orders continued to be lower due to COVID-19; regular maintenance had resumed within COVID guidelines. CAPITAL PROGRAM: The Capital Program is responsible for maintaining the Public Housing (NRH Owned Units) asset and planning for future sustainability. In Q4, 46 purchase orders were issued and 11 public tenders closed. The Capital Program was responsible for 18 capital projects and 46 purchase orders valued at $2,851,445:  18 projects o Carlton Street – replacement of balconies and railings o 4900 Buckley Avenue – exterior insulation and finish system – canopies o 52 Ormond Street North– building renovations o 10 Old Pine Trail – bathroom replacements o Powerview Avenue/Galbraith Street/Wallace Street – bathrooms o 12 St. David’s Road East – building renovations o Various locations - upgrading heating systems o 300 Davy Street – parking lot replacement o 3874 Portage Road – parking lot replacement o 124 Elmview Street and 211 King Street – elevator modifications  40 RFPs and RFQs – various consulting services, elevator investigations, health and safety repairs, structural repairs (roofing) and pavement retrofits As of December 31, 2020, $4,722,189 of the $8,454,858 budget (excluding emergency) has been committed and or actually spent (56%). 1. Public Housing (NRH Owned Units) Page 411 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 4 of 13 T ENANT MOVE OUTS: Move Outs By Reason Health 2 NRH Transfer 5 Long Term Care Facility 5 Moved to Coop or Non-Profit 1 Deceased 23 Bought a House 0 Private Rental 10 Left Without Notice 3 Voluntarily Left Under Notice 1 Other/None Given 16 Eviction – Tribunal 2 Cease to Qualify 0 TOTAL 68 In Q4, there were 68 move outs. Two involved eviction orders granted under the Ontario Landlord Tenant Board (LTB) for Arrears and were enforced by the Sherriff. 2019-Q4 2020-Q1 2020-Q2 2020-Q3 2020-Q4 # of move outs 71 62 57 90 68 ARREARS: NRH Housing Operations actively works to reduce rent arrears but saw a continued increase in 2020-Q4 due to COVID-19 and tenants not paying rent due to the provincial no eviction order. Dec 31, 2019 Mar 31, 2020 Jun 30, 2020 Sept 30, 2020 Dec 31, 2020 Rent charges for the month $1,286,793.00 $1,302,721.00 $1,289,907.00 $1,295,815.00 $1,309,353.00 Accumulated rent arrears $36,134.21 $71,135.25 $110,958.69 $113,204.57 $115,555.92 Arrears % 2.81% 5.46% 8.60% 8.74% 8.80% INSURANCE: Nothing to report for Q4. COMMUNITY RESOURCES AND PARTNERSHIPS: Due to COVID-19, in Q4, we had partnerships with only 10 community agencies across Niagara. As a result of these partnerships, 194 units1 of support and enrichment activities were offered to tenants at NRH sites. Each partnership contributes to tenant lives and, in turn, the success of the Public Housing community as a whole:  136 refurbished computers were delivered to tenants along with information about the CyberSeniors partnership that offers workshops and programs on-line 1 Tracking for support and enrichment activities has changed – we are now tracking it by units. Each time a partner is in a community providing a support and enrichment program or activity, it is counted as one unit. Page 412 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 5 of 13  RAFT began to provide “Drive Through After School Programs”, which involved children walking through the Community to chat with RAFT staff while they pick up snack and craft bags  Instead of the traditional Christmas parties, NRH and partners (RAFT, Faith Welland, Community Support Services Niagara, Niagara College) delivered Christmas bags, gifts and lunches directly to households  Faith Welland engaged NRH seniors in their “Letters to Santa” project in family communities, with the seniors volunteering to assist with answering the childrens’ letters  As a result of a considerable mask donation to Niagara Region, NRH began delivering packages of 50 disposable masks to every NRH household. NRH’s Niagara College Security Student has been delivering them while he walks the communities, reminding tenants of the COVID guidelines and answering questions. Also during Q4, NRH Community Programs Coordinators (CPCs) offered supports to 378 new referrals of tenants in need of assistance. Of those new referrals, 55% were considered medium-high need, (e.g. child safety concerns, eviction, social issues, cognitive concerns). In particular, there was an increase in the number of tenants needing help with arrears and a continued increase in the number of tenants needing referrals to other agencies, however most of these agencies were either virtual or unavailable due to COVID-19. Eviction Prevention and supports have been extended to Housing Providers and the Rent Supplement program on a pilot basis through Ontario Priorities Housing Initiative (OPHI) funding. There is one full-time Community Program Coordinator (CPC) for Non-Profits/Co- operatives and one dedicated half to Rent Supplement and half to assisting with NRH-Owned units. 2 As administrator of social housing for Niagara Region, NRH provides legislative oversight for 59 Non-Profit Housing Programs (non-profit and co-operative). Operational Reviews are conducted to determine the overall health of each. 2019-Q4 2020-Q1 2020-Q2 2020-Q3 2020-Q4 Healthy 39 37 37 38 36 Routine Monitoring 18 21 21 18 18 Intensive Monitoring 1 0 0 2 3 Pre-PID (Project in Difficulty) 1 1 1 1 1 PID (Project in Difficulty) 1 1 1 1 1 TOTAL 60 60 60 60 59 NRH Housing Programs staff continue to work with Housing Providers as they move toward End of Operating Agreements (EOA) / End of Mortgage (EOM). ON December 31st , 2020 Joi de Vivre reached End of Agreement of their federal subsidy, this provider supplied 40 units of 2. Non-Profit Housing Programs Page 413 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 6 of 13 affordable housing. By way of a new agreement, NRH will maintain its support for Joi de Vivre by subsidizing 15 Rent Supplement Units in order to help preserve these affordable housing in Niagara. Page 414 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 7 of 13 3 Rent Supplement/Housing Allowance In the Rent Supplement program, tenants pay 30% of their gross monthly income directly to the private landlord and NRH subsidizes the difference up to the market rent for the unit. The Housing Allowance program is a short-term program that provides a set allowance to help applicants on the wait list. In Q4, there were 1,668 Rent Supplement/Housing Allowance units across Niagara. Canada-Ontario Housing Benefit (COHB) The COHB is a portable rent benefit that helps applicants on the Centralized Waiting List pay their rent to their current landlord in the private market. NRH sends applications to the Ministry of Municipal Affairs and Housing on behalf of Niagara residents in need of housing. At the end of 2020, 245 of these applications had been accepted. In-Situ Rent Supplement An In-Situ Rent Supplement program has been developed to engage new landlords and offer applicants on the Centralized Waiting List an opportunity to receive Rent-Geared-to-Income assistance where they currently live. This removes the need for moving related expenses and broadens the network of landlords in business with NRH. In Q4, NRH initiated new agreements with 4 new landlords. 2019-Q4 2020-Q1 2020-Q2 2020-Q3 2020-Q4 Fort Erie 30 32 31 31 30 Grimsby 22 18 22 21 21 Lincoln (Beamsville) 13 14 14 12 12 Niagara Falls 239 237 226 220 213 Niagara-on-the-Lake 5 5 4 4 8 Pelham 19 17 17 17 17 Port Colborne 64 67 64 61 60 St. Catharines 778 798 751 712 701 Thorold 57 61 61 61 61 Welland 198 192 259 302 284 West Lincoln 16 16 16 16 16 COHB Region-wide 206 245 TOTAL 1,441 1,457 1,465 1,663 1,668 Variance in the Rent Supplement program are a reflection of fluctuation between agreements ending and new agreements taken up with landlords. 3. Rent Supplement Program Page 415 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 8 of 13 NIAGARA RENOVATES PROGRAM: The Niagara Renovates program provides assistance to low-to-moderate income homeowners for home repairs, accessibility modifications and the creation of secondary suites in single family homes. Niagara Renovates inspections for new applicants for the 2020-2021 funding cycle have commenced. Inspections of completed work are being verified by homeowner photographs and formal inspections will take place as soon as possible and will include all areas inside and outside of the home to ensure compliance with program guidelines. Issues will be identified and a detailed Inspection Report provided to the homeowner. NRH received $545,920 through the Ontario Priorities Housing Initiative (OPHI) for all 3 streams of the program. 18 homeowners are currently approved for funding and NRH is working toward streamlining the program as we become more proficient at working under COVID-19 rules. HOMEOWNERSHIP PROGRAM – “WELCOME HOME NIAGARA”: The Homeownership program assists low-to-moderate income rental households to purchase their first home by providing a down payment loan. In April 2020, NRH received $100,000 through the Ontario Priorities Housing Initiative (OPHI) program. In Q4, seven homeowners received assistance through Welcome Home Niagara. 2019-Q4 2020-Q1 2020-Q2 2020-Q3 2020-Q4 # of homeowners assisted 7 4 5 7 7 HOUSING FIRST PROGRAM: The Housing First program helps people move quickly from homelessness to their own home by providing supports to help difficult to house individuals find and keep housing. In Q4, 13 individuals/families were housed through the Housing First program. Since 2012, Housing First has helped 480 individuals/families. 2019- Q4 2020- Q1 2020- Q2 2020- Q3 2020- Q4 # of individuals/families housed 16 13 9 7 13 # of Housing First units (at quarter end) 202 199 201 195 187 4. Affordable Housing Program Page 416 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 9 of 13 17 of these Housing First units were created with NRH’s new development at 527 Carlton Street in St. Catharines. RENTAL HOUSING (NEW DEVELOPMENT): NRH New Development Hawkins Street/Dell Avenue, Niagara Falls Ontario Priorities Housing Initiative (OPHI) $3,600,000 NRH Reserves $3,061,500 Regional Development Charges $14,132,500 Canada Mortgage & Housing Corporation Seed Funding $106,000 TOTAL $20,900,000 73 Building A – 55 units  Masonry block completed on 3rd floor – parapets 90% complete  Roof Corelsab installed  Electrical in-suite wiring started on 1st floor  Steel stud framing started on 3rd floor  Hydro ductbank installed Building B – 18 units  Masonry block completed on 3rd floor – parapets 90% complete  Roof Corelsab installed  3rd floor concrete topping installed  Wall framing completed on 2nd floor  Hydro ductbank installed Page 417 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 10 of 13 AFFORDABLE HOUSING UNIT #’S BY MUNICIPALITY: Note: there are no affordable housing units in Wainfleet as at December 31, 2019 *166 New Development units are NRH Owned Page 418 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 11 of 13 5 APPEALS: In Q4, NRH continued to hear appeals virtually. This process has been going well and 15 appeals were heard (10 upheld, 5 overturned). 2019-Q4 2020-Q1 2020-Q2 2020-Q3 2020-Q4 # of appeals 11 11 0 15 15 INVESTMENTS: N/A 6 APPLICATION ACTIVITY : # of Applications Received & Processed 652 # of Eligible Applications 630 # of Special Provincial Priority Status Applications 66 # of Ineligible Applications 22 # of Urgent Status Applications 94 # of Cancelled Applications 225 # of Homeless Status Applications 98 # of Applicants Housed 111 In Q4, 225 households were removed from the Centralized Waiting List because they were no longer eligible, they found alternate housing or we were unable to make contact. 5. Service Manager Responsibilities 6. Housing Access Centre & Centralized Waiting List Page 419 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 12 of 13 CENTRALIZED WAITING LIST: 2019- Q4 2020- Q1 2020- Q2 2020- Q3 2020- Q4 # of households A Rent-Geared-to-Income (RGI) waiting list: Niagara resident RGI waiting list 5,154 5,322 5,264 5,296 5,425 Applicants from outside of Niagara 977 1,045 1,078 1,129 1,173 TOTAL RGI waiting list: 6,131 6,367 6,342 6,425 6,598 Housing Allowance: a set allowance to help applicants on the waiting list with affordability in the private market until housed in an RGI unit 742 739 723 702 669 A1 RGI waiting list demographics: Seniors 2,455 2,514 2,487 2,506 2,557 Adults no dependents 1,979 2,041 2,026 2,049 2,137 Adults with dependents 1,697 1,812 1,829 1,870 1,904 A2 RGI list further segmented (#’s included in A & A1): SPP – Special Provincial Priority (Ministry Priority): helps victims of violence separate permanently from their abuser 148 146 142 128 132 URG – Urgent (Local Priority): for applicants with mobility barriers and/or extreme hardship where their current accommodation puts them at extreme risk and/or causes hardship 142 152 144 135 153 HML – Homeless (Local Priority): provides increased opportunity for placement to homeless households 1,075 1,145 1,119 1,134 1,146 SUP – Supportive/Transitional: provides targeted, provisional services to assist individuals to transition beyond basic needs to more permanent housing 16 23 10 11 11 B In addition, NRH manages: Overhoused: households who are living in subsidized accommodation with more bedrooms than they are eligible for 174 176 173 157 145 Transfer: households who are currently living in subsidized accommodation and have requested a transfer to another provider 613 635 637 660 656 TOTAL RGI households on waiting list managed by NRH: 6,918 7,178 7,152 7,242 7,399 C NRH maintains a waiting list for market rent units (62 Non-Profit Housing Programs): Market: applicants who have applied for a market rent unit in the Non-Profit Housing Programs portfolio 784 810 805 808 829 TOTAL households on waiting list managed by NRH: 7,702 7,988 7,157 8,050 8,228 TOTAL individuals on waiting list managed by NRH: 13,587 14,197 14,180 14,429 14,737 Note: the above chart includes only those who apply to the Centralized Waiting List and does not capture the full number of those in need of affordable housing in Niagara. Page 420 of 459 Q4 (October 1 to December 31, 2020) 21-196-3.5. February 19, 2021 Page 13 of 13 ESTIMATED WAIT TIMES: CITY SENIORS Age 55 and older SINGLES Age 16-54 HOUSEHOLDS WITH DEPENDENTS Bachelor 1 Bed Bachelor 1 Bed 2 Bed 3 Bed 4 Bed 5 Bed Y E A R S Fort Erie - 11 3 7 2 2 6 - Grimsby - 5 - - - - - - Lincoln - 6 - 10 6 10 - - Niagara Falls 5 7 - 18 5 5 12 16 Niagara-on-the-Lake - 6 - - - - - - Port Colborne - 8 - 12 5 3 4 - St. Catharines - 5 9 16 3 3 3 11 Thorold - 7 - 13 3 11 - - Welland - 6 7 16 7 3 8 7 West Lincoln - 5 - - 10 6 - - - no units of this size available in this community January 2020 Please note:  wait time information can fluctuate and is an approximation only  wait times may not reflect the actual time one may wait for affordable housing Page 421 of 459 Quarterly Report Reference Sheet NRH 1-2021 21-196-3.5. REF February 19, 2021 Page 1 of 4 Page 1 of 4 Updated: November 2020 A AFFORDABLE HOUSING RENT S: Rents are established at 80% market of Canada Mortgage and Housing Corporation (CMHC) Average Market Rent, with no ongoing rental subsidy. APPEALS: Social Housing tenants/members can request reviews of decisions related to applicant eligibility, priority status, transfer requests, overhoused status, ongoing Rent- Geared-to-Income (RGI) eligibility and rent calculation issues. The NRH Appeal Committee makes decisions on appeals from applicants and tenants in Public Housing, Social Housing (where they have not established an Appeal Committee) and Rent Supplement units. All appeal decisions are final, per legislation. ARREARS : To assist with arrears collection, tenants/members are provided the option of entering into a repayment agreement but are still expected to pay full rent on time. B C CANADA-ONTARIO COMMUNITY HOUSING INITIATIVE (COCHI): A program that provides funding to protect affordability for households in social housing, support the repair and renewal of existing social housing supply and expand the supply of community housing over time. CANADA-ONTARIO HOUSING BENEFIT (COHB): A program that provides a monthly benefit payment to households that are on, or are eligible to be on, the Centralized Waiting List (CWL) to help them pay their rent. The COHB payments are portable (i.e. the benefit follows the household if they move to another address) and based on the household income and local market rent. In order to receive the COHB, applicants must agree to have their application removed from the CWL. CAPITAL PROGRAM: Responsible for maintaining the Public Housing (NRH-owned) asset and planning for future sustainability, as well as issuing tenders for service contracts. CENTRALIZED WAITING LIST (CWL): Is comprised of almost 200 subsidiary lists of Public Housing, Social Housing and private units through the Rent Supplement program. It is maintained on a modified chronological basis (i.e. in order to ensure that applicants are treated fairly, units are offered based on the date of application). The needs of particularly at-risk populations are addressed through Priority Status groups that are offered units before other applicants on the Centralized Waiting List:  Special Provincial Priority (SPP) Status  Urgent Status  Homeless Status The Housing Services Act, 2011 (HSA) requires that the Centralized Waiting List is reviewed on a regular basis. Applicants are asked to confirm their continued interest and to update information annually (# of household members, total household income) so that NRH can verify ongoing eligibility for housing subsidy. If a household is no longer interested or is deemed ineligible the application is cancelled and removed from the list. The Centralized Waiting List includes various types of households (i.e. families, seniors and singles/adults without dependents) from both within and outside Niagara, the Page 422 of 459 NRH 1-2021 21-196-3.5. REF February 19, 2021 Quarterly Report Reference Sheet Page 2 of 4 priority groups mentioned above, RGI and Market applicants and existing tenants who are overhoused (have more bedrooms than they need). COMMUNITY HOUSING: Housing owned and operated by non-profit, co-operatives and municipal governments or district social services administration boards including subsidized or low-end-of market rents. COMMUNITY PROGRAMS : NRH’s community partners offer events, presentations, activities and programs to help mitigate the effects of poverty by building community pride, offering life skills training and enhancing the lives of the tenants. While NRH does not deliver these services directly to tenants, NRH’s Community Resource Unit facilitates partnerships by identifying evolving community and tenant needs, connecting with appropriate programs and supporting their ongoing success. D E END OF OPERATING AGREEMENTS (EAO): EOA refers to the expiry of federally signed operating agreements. NRH is working with these providers to find innovative solutions to maintain the existing number of social housing units in Niagara and protect existing tenants/members from losing subsidy. END OF MORTGAGE (EOM): Federal/provincial and provincial housing providers (non- profits and co-ops) legislated under the Housing Services Act (HSA) do not have operating agreements that expire when the mortgage matures. The relationship between service manager and housing provider continues with the housing provider still obliged to follow the HSA. The obligation of service manager to pay a mortgage subsidy ends. EVICTION PREVENTION/SUPPORT: Supports to help NRH tenants stay in their homes through identification of tenant needs and connection with supports and services (e.g. Mental health issues, cognitive decline, addiction, family breakdown etc.) F G HOMEOWNERSHIP PROGRAM – “WELCOME HOME NIAGARA”: The Homeownership program assists low-to-moderate income rental households to purchase their first home by providing a down payment loan. The loan is forgivable after 20 years if the household remains in the home. HOUSING AND HOMELESSNESS ACTION PLAN (HHAP): Niagara’s 10-year Community Action Plan to help everyone in Niagara have a home. HOUSING ACCESS CENTRE: Housing Access is the gateway to affordable housing in Niagara. All applications for housing are processed through the Housing Access Centre including initial and ongoing eligibility assessment as well as management of the Centralized Waiting List. Options include accommodation with Non-profit and Co- operative housing providers (Social Housing), NRH owned units (Public Housing and two mixed income communities), or for-profit/private landlord owned buildings (Rent Supplement/Housing Allowance). HOUSING ALLOWANCE PROGRAM: A variation of the Rent Supplement program that provides a set allowance of up to $300 per month to private landlords to assist applicants who are on the Centralized Waiting List. Page 423 of 459 NRH 1-2021 21-196-3.5. REF February 19, 2021 Quarterly Report Reference Sheet Page 3 of 4 HOUSING FIRST: Helps people move quickly from homelessness to their own home by providing supports to help difficult to house individuals find and keep housing. NRH partners with Niagara Region Community Services and community agencies to provide rent supplement to landlords while agency staff provide a range of personalized supports to encourage successful tenancies and, if the tenant chooses, address personal challenges. I IN-SITU RENT SUPPLEMENT PROGRAM: A program developed to engage new landlords and offer applicants on the Centralized Waiting List an opportunity to receive Rent-Geared-to-Income assistance where they currently live. This removes the need for moving related expenses and broadens the network of landlords in business with NRH. INVESTMENT IN AFFORDABLE HOUSING PROGRAM – EXTENSION (IAH-E): Provincial and federally funded program designed to improve access to affordable housing that is safe and suitable, while assisting local economies through job creation generated by new development and home repairs/modifications, including:  Niagara Renovates  Homeownership (Welcome Home Niagara)  Rent Supplement/Housing Allowance  Rental Housing (New Development) J K L LOCAL HOUSING CORPORATION (LHC): Also called “Public Housing”, LHC refers to the communities that Niagara Regional Housing owns and manages. M N NIAGARA RENOVATES PROGRAM: Provides assistance to low-to-moderate income homeowners for home repairs, accessibility modifications and the creation of secondary suites in single family homes. Assistance is provided in the form of a forgivable loan, written off over a 10-year period, as long as the homeowner continues to live in the home. NON PROFIT HOUSING PROGRAMS (FORMERLY “SOCIAL HOUSING”): Includes Non- Profit and Cooperative Housing Providers, who own and manage their own housing communities and have their own independent Boards. NRH provides legislative oversight to ensure they are in compliance with the Housing Services Act (HSA). Generally, 25% of these units are designated as market rent units. The remaining 75% of units are offered to households on the Centralized Waiting List that pay RGI. O ONTARIO PRIORITIES HOUSING INITIATIVE (OPHI): A program to address local housing priorities, including affordability, repair and new construction. OPERATIONAL REVIEWS: In order to ensure that Non-Profit Housing Programs comply with legislation and local policies, NRH investigates their overall health by analyzing many factors including finances, vacancy losses, governance issues, condition of buildings etc. NRH then works with them to bring them into compliance and provide recommendations on best business practices. P PORTABLE HOUSING ALLO WANCE: Direct financial assistance given to the household (tenant) on the Centralized Waiting List; not tied to a housing unit. Page 424 of 459 NRH 1-2021 21-196-3.5. REF February 19, 2021 Quarterly Report Reference Sheet Page 4 of 4 PRIORITY STATUS GROUPS: Priority Status groups are offered units before other applicants on the Centralized Waiting List:  Special Provincial Priority (SPP) Status is the only legislated priority and is intended to help victims of violence separate permanently from their abuser  Urgent Status is intended for applicants with (1) Mobility Barriers (i.e. physical limitations that require barrier-free units) and/or (2) Extreme Hardship (i.e. where the applicants’ current accommodations puts them at extreme risk and/or causes hardship and relocation would reduce the risks and/or alleviate the hardship  Homeless Status provides an increased opportunity for placement to households that are homeless (1 in every 10 households offered housing) PUBLIC HOUSING (ALSO CALLED “LOCAL HOUSING CORPORATION”): NRH owns and manages 2,660 units of Public Housing stock in 9 of the 12 Niagara municipalities. Tenants pay 30% of their income for rent. *Note: NRH owns and manages an additional 91 units that have affordable (80% market) and market rents. Q R RENT SUPPLEMENT PROGRAM : Tenants pay 30% of their gross monthly income directly to the private landlord and NRH subsidizes the difference up to the agreed market rent for the unit.*See also Housing Allowance Program and Housing First Project. S SERVICE LEVEL STANDARDS (SLS): Establishes minimum number of RGI and special needs units to be maintained by each service manager SERVICE MANAGER: As administrator for affordable housing on behalf of Niagara Region, NRH’s main responsibilities include: administering Rent Supplement Programs, oversight of Non-Profit and Cooperative Housing Providers, determining RGI eligibility, maintaining Centralized Waiting List, establishing Local Policies etc. SOCIAL HOUSING (FORMERLY “AFFORDABLE HOUSING”): All NRH programs and services, including Public Housing (NRH-owned), Non-Profit Housing Programs, the Rent Supplement Program and the Affordable Housing Program T U V W WELCOME HOME NIAGARA: Assists low-to-moderate income rental households to purchase their first home by providing a down payment loan. The loan is forgivable after 20 years if the household remains in the home. X Y Z Page 425 of 459 Ministry of Transportation Office of the Minister 777 Bay Street, 5th Floor Toronto ON M7A 1Z8 416 327-9200 www.ontario.ca/transportation Ministère des Transports Bureau du ministre 777, rue Bay, 5e étage Toronto ON M7A 1Z8 416 327-9200 www.ontario.ca/transports February 23, 2021 107-2020-4353 Mr. Erik Nickel Director of Municipal Works City Engineer Municipal Works City of Niagara Falls enickel@niagarafalls.ca Dear Mr. Nickel: Further to my letter dated September 6, 2019, regarding the City of Niagara Falls council resolution requesting a south oriented ramp at the Highway 405/QEW interchange, I appreciate the opportunity to provide additional details and clarify the ministry’s position on this matter. I also welcome the opportunity to respond to your follow-up email on the QEW/405 interchange. Highway 405 is a four-lane provincial Controlled Access Highway that runs east-west from the Queen Elizabeth Way (QEW), east of the Glendale Avenue interchange, to the Lewiston-Queenston Bridge/Niagara River crossing and is approximately 8.5 kilometres in length. Highway 405 provides an essential link from Canada to the U.S.A . and supports goods movement between Ontario and New York State. In 2006, MTO completed a Highway Assessment Study for Highway 405 from the QEW to the Queenston-Lewiston border crossing to identify existing and future deficiencies and operational issues and to develop planning alternatives to address the identified needs within the Highway 405 corridor. Study results indicate that Highway 405 will operate satisfactorily to beyond 2030. At the west limit of Highway 405, the ministry, in partnership with Niagara Region, is currently moving forward with a construction contract at the QEW/Glendale Avenue interchange to improve traffic operations at this location. As part of this contract, the existing interchange will be converted to a Diverging Diamond Interchange , which allows for enhanced movement of traffic through the interchange. A motorist wishing to travel from Highway 405 westbound to QEW southbound will no longer be required to wait for signals while making a turnaround at the QEW/Glendale Interchange. Toronto bound traffic travelling on the QEW can currently access Highway 405 via Thorold Stone Road and Stanley Avenue interchange in the City of Niagara Falls. …/2 Page 426 of 459 -2- Although previous planning work by the ministry has not identified existing operational deficiencies that warrant a south oriented ramp at the QEW/Highway 405 interchange, the ministry will continue to review future travel demand in the QEW, Highway 405 and Highway 420 corridors, and will assess any long-term operational needs along these corridors based on demands. I understand that Niagara Region’s Transportation Master Plan (TMP), approved by Regional Council in 2017, identified the need for a Highway 405 interchange at Concession 6 within the 2022-2031 timeframe that would provide an alternate access to Highway 405 from the south. However, it is noted that this plan was predicated on advanced capacity improvements along Concession 6 Road-Mewburn Road and York Road to Mountain Road including the expansion of a bridge over CN Rail by Niagara Region and the City of Niagara Falls. I would like to assure you that ministry staff will continue discussions with Niagara Region staff regarding the need for an interchange at Highway 405/Concession 6. In the interim, opportunities for better wayfinding signing to address any localized operational concerns in the area can be explored and implemented where feasible. Thank you again for your inquiry. Should you have any further questions or concerns, please feel free to contact Hossein Hosseini, Senior Project Engineer, at (416) 235- 5513 or hossein.hosseini@ontario.ca. Sincerely, Caroline Mulroney Minister of Transportation Page 427 of 459 The City of Niagara Falls, Ontario Resolution SPECIAL MEETING OF COUNCIL – CLOSED SESSION March 2, 2021 Moved by: Seconded by: WHEREAS all meetings of Council are to be open to the public; and WHEREAS the only time a meeting or part of a meeting may be closed to the public is if the subject matter falls under one of the exceptions under s. 239(2) of the Municipal Act, 2001. WHEREAS s. 239(7) of the Act mandates that the municipality or local board or a committee of either of them shall record without note or comment all resolutions, decisions, and other proceedings at a meeting of the body whether it is closed to the public or not; and WHEREAS s. 239(8) of the Act requires that the record required by subsection 239(7) shall be made by the Clerk of the Corporation in the case of a meeting of council; and WHEREAS on March 22, 2021 Niagara Falls City Council will be holding a Special Closed Meeting as permitted under s. 239(2)(b), of the Act, for matters that pertain to personal matters about an identifiable individual; WHEREAS due to the nature of the discussion of the in the Closed Meeting, it is not appropriate for City staff to be in attendance when the personal matter is discussed, save the Director of Human Resources ("HR"); and WHEREAS s.228(4)of the Act permits the Clerk the discretionary authority to delegate in writing to any person, other than a member of council, any of the clerks powers and duties under the Act; and Page 428 of 459 THEREFORE BE IT RESOLVED that on March 22, 2021 at 3:00 p.m., Niagara Falls City Council will go into a closed meeting, to consider matters that fall under s. 239(2)(b) personal matters about an identifiable individual; FURTHER BE IT RESOLVED THAT on March 22, 2021 the City Clerk, W illiam Matson, delegates his authority for the purpose of the Closed Meeting to the Director of HR, Trent Dark; and FURTHER BE IT RESOLVED THAT the Director of HR will record without note or comment all recommendations to Council emanating from the Closed Meeting; and FURTHER BE IT RESOLVED THAT the City Clerk will resume his duties upon conclusion of the Closed Meeting agenda. AND The Seal of the Corporation be hereto affixed. WILLIAM G. MATSON JAMES M. DIODATI CITY CLERK MAYOR Page 429 of 459 CITY OF NIAGARA FALLS By-law No. 2021 - A by-law to authorize the payment of $34,310,670.81 for General Purposes. THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: That the City Treasurer is hereby authorized and directed to pay the attached list of disbursements for the period from December 16, 2020 to February 12, 2021. Passed this second day of March 2021 ..................................................... .......................................................... WILLIAM G. MATSON, JAMES M. DIODATI, CITY CLERK MAYOR First Reading: March 2, 2021 Second Reading: March 2, 2021 Third Reading: March 2, 2021 Page 430 of 459 CITY OF NIAGARA FALLS By-law No. 2020 - A by-law to amend By-law No. 2002-081, being a by-law to appoint City employees, agents and third parties for the enforcement of provincial or municipal by-laws. THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1 . By-law No. 2002-081 is amended by deleting Schedule “C” and that Schedule “C” attached hereto shall be inserted in lieu thereof. 2. That by-law 2020-118 be hereby repealed. Read a first, second, third time and passed. Signed and sealed in open Council this 2nd day of March, 2021. ............................................................... ........................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 431 of 459 SCHEDULE “C” 1. Parking By-law Enforcement Officers: Rebecca Blanchard Paul Brown Marianne Catherwood Julio Cavaliere Joe Corradi Bill Crowder Jesse de Smit Mario Digianni Brandon Erb Jessica Fobert Ishupal Garcha John Garvie John MacLeod Andrea Malgie Robert Mascia Krista McGowan Ditya Patel Liam Raymond Philip Rudachuk Chris Russell Morgan Sereeira Thomas Tavender Page 432 of 459 CITY OF NIAGARA FALLS By-law No. 2021- A by-law to amend By-law No. 79-200, to permit the use of the lands for a 2 storey, 11 unit apartment building (AM-2020-009). THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. The Lands that are the subject of and affected by the provisions of this by-law are described in Schedule 1 of this by-law and shall be referred to in this by-law as the “Lands”. Schedule 1 is a part of this by-law. 2. The purpose of this by-law is to amend the provisions of By-law No. 79-200, to permit the use of the Lands in a manner that would otherwise be prohibited by that by-law. In the case of any conflict between a specific provision of this by-law and any existing provision of By-law No. 79-200, the provisions of this by-law are to prevail. 3. Notwithstanding any provision of By-law No. 79-200 to the contrary, the following uses and regulations shall be the permitted uses and regulations governing the permitted uses on and of the Lands. 4. The permitted uses shall be: (a) The uses permitted in the GC zone (b) An apartment dwelling 5. The regulations governing the permitted uses shall be: (a) Minimum number of parking spaces 0.7 parking spaces per dwelling unit (b) Minimum lot area for an apartment dwelling 63 square metres for each dwelling unit (c) The balance of regulations specified for a GC use. 6. All other applicable regulations set out in By-law No. 79-200 shall continue to apply to govern the permitted uses on the Lands, with all necessary changes in detail. 7. No person shall use the Lands for a use that is not a permitted use. 8. No person shall use the Lands in a manner that is contrary to the regulations. Page 433 of 459 2 9. The provisions of this by-law shall be shown on Sheet D3 of Schedule “A” of By- law No. 79-200 by redesignating the Lands from GC to GC and numbered 1140. 10. Section 19 of By-law No. 79-200 is amended by adding thereto: 19.1.1140 Refer to By-law No. 2021-___. Read a First, Second and Third time; passed, signed and sealed in open Council this 2nd day of March, 2021. ....................................................................... ..................................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR S:\ZONING\AMS\2020\By-laws\AM-2020-009 By-law.docx Page 434 of 459 1 5 .2 4m 45.72m45.72m15 .2 4 m Buckley AvMo r ris on St SCHEDULE 1 TO BY-LAW NO. 2021- Subject Lands: Amending Zoning By-law No. 79-200 Applicant: Assessment #: K:\GIS_Requests\2020\Schedule\Zoning\09\Zoning_bylaw_AM_2020_009.mxd Reda Realty Inc. 272501000407300 AM-2020-009 ¹ 2/10/2021 Description:LT 9 BLK V PL 999-1000; CITY OF NIAGARA FALLS (LT)PIN: 64329-0255 (LT) GC NTS 1140 Page 435 of 459 CITY OF NIAGARA FALLS By-law No. 2021- A by-law to amend By-law No. 79-200, to permit a 5 storey, 116 unit hotel on the lands, to permit a portion of the required parking for the uses on part of the lands to be provided on another part of the lands and to repeal By-law No. 1999-52 (AM-2020-010). THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. The Lands that are the subject of and affected by the provisions of this by-law are described in Schedules 1, 2 and 3 of this by-law and shall be referred to in this by- law as the “Lands”. Schedules 1, 2 and 3 are a part of this by-law. 2. The Lands shall be identified as three parcels, known as Parcels TC-1143, P-1144 and TC-1145. 3. The purpose of this by-law is to amend the provisions of By-law No. 79-200, to permit the use of the Lands in a manner that would otherwise be prohibited by that by-law. In the case of any conflict between a specific provision of this by-law and any existing provision of By-law No. 79-200, the provisions of this by-law are to prevail. 4. Notwithstanding any provision of By-law No. 79-200 to the contrary, the following uses and regulations shall be the permitted uses and regulations governing the permitted uses on and of the Lands. 5. The permitted uses shall be: (a) for Parcel TC-1143, the uses permitted in a TC zone; (b) for Parcel P-1144, the uses permitted in a P zone; (c) for Parcel TC-1145, the uses permitted in a TC zone. 6. The regulations governing the permitted uses of Parcel TC-1143 shall be: (a) Minimum front yard depth 0 metres (b) Minimum rear yard depth 0 metres (c) Minimum perpendicular length of a parking space (i) Within a surface parking area and less than 3 metres in width (ii) Within building or structure parking area and less than 3 metres in width 5.5 metres 5.5 metres Page 436 of 459 2 (iii) For all other parking spaces In accordance with Tables 2 to 5 inclusive of Section 4.19.1 of By-law No. 79-200 (d) Minimum perpendicular width of a parking space 2.6 metres (e) Minimum width of a maneuvering aisle abutting a surface parking space with a perpendicular width of less than 3 metres 6.7 metres (f) Maximum permitted height of building A as shown on the plan Schedule 3 attached hereto 19.6 metres to a maximum of 5 storeys, subject to Section 4.7 of By-law No. 79-200 (g) Minimum number of loading spaces 1, in accordance with the dimensions contained in Section 4.20.1 of By-law No. 79-200 (h) Location of parking A maximum of 17 spaces that cannot be provided on Parcel TC-1143 shall be provided within a parking area on the lands labeled P-1144 A maximum of 34 spaces that cannot be provided on Parcel TC-1143 shall be provided within a parking area on the lands labeled TC-1145 (i) Maximum floor area of a retail store 500 square metres (j) The balance of the regulations specified for a TC use 7. The regulations governing the permitted uses of Parcel P-1144 shall be the regulations specified for a P use. 8. The regulations governing the permitted uses of Parcel TC-1145 shall be: (a) Minimum landscape open space A 2.0 metre wide landscaped open space strip between a parking area and the front lot line, save and except for any driveway entrance A 0.9 metre wide landscaped open space strip between a Page 437 of 459 3 parking area and the side and rear lot lines (b) The balance of the regulations specified for a TC use. 9. All other applicable regulations set out in By-law No. 79-200 shall continue to apply to govern the permitted uses on the Lands, with all necessary changes in detail. 10. No person shall use the Lands for a use that is not a permitted use. 11. No person shall use the Lands in a manner that is contrary to the regulations. 12. The provisions of this by-law shall be shown on Sheet D4 of Schedule “A” of By- law No. 79-200 by rezoning the Lands from TC numbered 473, in part, to TC and numbered 1143, in part; from P numbered 473, in part, to P and numbered 1144, in part; and from TC to TC numbered 1145, in part. 13. Section 19 of By-law No. 79-200 is amended by adding thereto: 19.1.1143 Refer to By-law No. 2021-____ 19.1.1144 Refer to By-law No. 2021-_____ 19.1.1145 Refer to By-law No. 2021-_____ 17. By-law No. 1999-52 is repealed and section 19.1.473 of By-law No. 79-200 is deleted. Read a First, Second and Third time; passed, signed and sealed in open Council this 9th day of February, 2021. ....................................................................... ..................................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR S:\ZONING\AMS\2020\By-laws\AM-2020-010 By-law.docx Page 438 of 459 32.9m27.0m1.5m 1.5m 2.4m 25.3m11.7m 13.3m 40.5 m 19.2 m 18.1 m 1 9.7 m 6.3m32.5m19.2m15.4m41.1m 41.1 m 13.3m12.6m 12.9m 13.3m PARCEL 1 PARCEL 2 26.7 m C entre St Ellen AvVictoria AvSCHEDULE 1 TO BY-LAW NO. 2021- Subject Lands: Amending Zoning By-law No. 79-200 Applicant: Assessment #: K:\GIS_Requests\2020\Schedule\Zoning\10\Zoning_bylaw_AM_2020_010_Schedule1.mxd Vommero Enterprises Limited 272503000314350, 272503000304600, 272503000711700 AM-2020-010 ¹ 2/3/2021 Description:PARCEL 1 - PT LT 116 PL 1002 PT 1 59R4656 & AS IN RO160819 EXCEPT PT 259R10895; PT LT 117 PL 1002 PTS 2 & 3 59R3943 EXCEPT PT 4, 59R10895; AS INRO160819 & RO160820 EXCEPT PT 3, 59R20895, S/T BB82654; PT LT 117 PL 1002TOWN OF NIAGARA FALLS PT 2 59R5570; PT LT 117 PL 1002 TOWN OF NIAGARAFALLS PT 1 59R5570; CITY OF NIAGARA FALLS PARCEL 2 - PT LT 74 PL 291 AS IN RO497937 EXCEPT PT 1 59R10895; NIAGARA FALLS P NTS 1143 1144 TC Page 439 of 459 31.4m34.3m36.6m 43.5m Ellen AvMagdalen StMcGrail AvSCHEDULE 2 TO BY-LAW NO. 2021- Subject Lands: Amending Zoning By-law No. 79-200 Applicant: Assessment #: K:\GIS_Requests\2020\Schedule\Zoning\10\Zoning_bylaw_AM_2020_010_Schedule2.mxd Vommero Enterprises Limited 272503000314350, 272503000304600 272503000711700 AM-2020-010 ¹ 1/8/2021 Description:PT LOTS 9 & 10 N/S ELLEN ST, S/S MCGRAIL AVE PL 653 ABSTRACTED AS BLK 7VILLAGE OF NIAGARA FALLS BEING PART 1 ON PLAN 59R15260; CITY OF NIAGARAFALLS TC NTS 1145 Page 440 of 459 23.2m21.3 m17.7m10.9 m Radius: 249.5 Radius: 279.31Radius: 279.31 Radius: 249.5 Radius: 249.5 Radius: 249.532.9m27.0m1.5m 1.5m 2.4m 25.3m40.5m 18.1m 19.7m 6.3m32.5m19.2 m 26.7 m C e ntre St Ellen AvVictoria AvSCHEDULE 3 TO BY-LAW NO. 2021- Amending Zoning By-law No. 79-200 Applicant: Assessment #: K:\GIS_Requests\2020\Schedule\Zoning\10\Zoning_bylaw_AM_2020_010_Schedule3Height.mxd Vommero EnterprisesLimited 272503000314350,272503000304600272503000711700 AM-2020-0132/3/2021 Description:PT LT 116 PL 1002 PT 1 59R4656 & AS IN RO160819 EXCEPT PT 2 59R10895; PT LT 117 PL1002 PTS 2 & 3 59R3943 EXCEPT PT 4, 59R10895; AS IN RO160819 & RO160820 EXCEPT PT 3,59R20895, S/T BB82654; PT LT 117 PL 1002 TOWN OF NIAGARA FALLS PT 2 59R5570; PT LT117 PL 1002 TOWN OF NIAGARA FALLS PT 1 59R5570; CITY OF NIAGARA FALLS Building Heights Maximum No.of Storeys MaximumHeight 5 19.6m ¹NTS Tower andRoof Feature Building A Page 441 of 459 32.9m27.0m1.5m 1.5m 2.4m 25.3m11.7m 13.3m 40.5 m 19.2 m 18.1 m 1 9.7 m 6.3m32.5m19.2m15.4m41.1m 41.1 m 13.3m12.6m 12.9m 13.3m PARCEL 1 PARCEL 2 26.7 m C entre St Ellen AvVictoria AvSCHEDULE 1 TO BY-LAW NO. 2021- Subject Lands: Amending Zoning By-law No. 79-200 Applicant: Assessment #: K:\GIS_Requests\2020\Schedule\Zoning\10\Zoning_bylaw_AM_2020_010_Schedule1.mxd Vommero Enterprises Limited 272503000314350, 272503000304600, 272503000711700 AM-2020-010 ¹ 2/3/2021 Description:PARCEL 1 - PT LT 116 PL 1002 PT 1 59R4656 & AS IN RO160819 EXCEPT PT 259R10895; PT LT 117 PL 1002 PTS 2 & 3 59R3943 EXCEPT PT 4, 59R10895; AS INRO160819 & RO160820 EXCEPT PT 3, 59R20895, S/T BB82654; PT LT 117 PL 1002TOWN OF NIAGARA FALLS PT 2 59R5570; PT LT 117 PL 1002 TOWN OF NIAGARAFALLS PT 1 59R5570; CITY OF NIAGARA FALLS PARCEL 2 - PT LT 74 PL 291 AS IN RO497937 EXCEPT PT 1 59R10895; NIAGARA FALLS P NTS 1143 1144 TC Page 442 of 459 31.4m34.3m36.6m 43.5m Ellen AvMagdalen StMcGrail AvSCHEDULE 2 TO BY-LAW NO. 2021- Subject Lands: Amending Zoning By-law No. 79-200 Applicant: Assessment #: K:\GIS_Requests\2020\Schedule\Zoning\10\Zoning_bylaw_AM_2020_010_Schedule2.mxd Vommero Enterprises Limited 272503000314350, 272503000304600 272503000711700 AM-2020-010 ¹ 1/8/2021 Description:PT LOTS 9 & 10 N/S ELLEN ST, S/S MCGRAIL AVE PL 653 ABSTRACTED AS BLK 7VILLAGE OF NIAGARA FALLS BEING PART 1 ON PLAN 59R15260; CITY OF NIAGARAFALLS TC NTS 1145 Page 443 of 459 23.2m21.3 m17.7m10.9 m Radius: 249.5 Radius: 279.31Radius: 279.31 Radius: 249.5 Radius: 249.5 Radius: 249.532.9m27.0m1.5m 1.5m 2.4m 25.3m40.5m 18.1m 19.7m 6.3m32.5m19.2 m 26.7 m C e ntre St Ellen AvVictoria AvSCHEDULE 3 TO BY-LAW NO. 2021- Amending Zoning By-law No. 79-200 Applicant: Assessment #: K:\GIS_Requests\2020\Schedule\Zoning\10\Zoning_bylaw_AM_2020_010_Schedule3Height.mxd Vommero EnterprisesLimited 272503000314350,272503000304600272503000711700 AM-2020-0132/3/2021 Description:PT LT 116 PL 1002 PT 1 59R4656 & AS IN RO160819 EXCEPT PT 2 59R10895; PT LT 117 PL1002 PTS 2 & 3 59R3943 EXCEPT PT 4, 59R10895; AS IN RO160819 & RO160820 EXCEPT PT 3,59R20895, S/T BB82654; PT LT 117 PL 1002 TOWN OF NIAGARA FALLS PT 2 59R5570; PT LT117 PL 1002 TOWN OF NIAGARA FALLS PT 1 59R5570; CITY OF NIAGARA FALLS Building Heights Maximum No.of Storeys MaximumHeight 5 19.6m ¹NTS Tower andRoof Feature Building A Page 444 of 459 CITY OF NIAGARA FALLS By-law No. 2021- A by-law to amend By-law No. 79-200, as amended, By-law No. 5335, 1955, as amended and By-law No. 395, 1966, as amended, to provide for the temporary use of lands for outdoor patios and/or sidewalk cafés as an accessory use within certain zones of the City of Niagara Falls (AM- 2021-003). NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLOWS: By-law No. 79-200 1. That By-law No. 79-200 as amended, is hereby further amended, as follows: 1.1. An outdoor patio or sidewalk café may be permitted as an accessory use to the following: a) Section 8.1.1 - (a) bake shop; and (g) restaurant; b) Section 8.2.1 - (c) bake shop; (k) drive-in restaurant; (p) hotel; (z) place of entertainment; (cc) private club; (gg) restaurant; and (jj) tavern; c) Section 8.4.1 - (c) bake shop; (h) drive -in restaurant; (o) place of entertainment; (q) restaurant; (t) tavern; and (w) beer, wine or liquor store; d) Section 8.5.1 – (d) bake shop; (j) drive-in restaurant; (o) hotel; (x) place of entertainment; (bb) private club; (dd) restaurant; (gg) tavern; (kk) licensed establishment; and (ll) nightclub; e) Section 8.6.1 – (d) bake shop; (f) beer, wine or liquor store; (l) drive-in restaurant; (q) hotel; (w) place of entertainment; (y) private club; and (bb) restaurant; f) Section 11.1.1 – (o) winery; (p) adult entertainment parlour; and (s) brewery; g) Section 11.2.1 – (z) winery; (aa) adult entertainment parlour and (dd) brewery; h) Section 11.3.1 – (oo) winery; and (pp) adult entertainment parlour; and (ss) brewery; i) Section 11.4.1 – (p) winery; (q) adult entertainment parlour; and (s) brewery; j) Section 8.3.1 – (a) Any use, listed in a) to i) inclusive of Section 1.1 of this by-law where such use is lawfully being carried on the date of the passing of By-law No. 79-200 upon such land or in any building or structure erected thereon; k) Section 8.8.1 – (a) Any use, listed in a) to i) inclusive of Section 1.1 of this by-law, where such use is lawfully being carried on the date of the passing of By-law No. 79-200 upon such land or in any building or structure erected thereon; and Page 445 of 459 2 l) Any use listed in clauses a) to i) inclusive of Section 1.1 of this by-law, where such use is permitted under a site specific regulation under Section 19. 1.2. Section 4, General Provisions, clause 4.13 is hereby amended to add: Temporary accessory structures, including tents and air supported structures, shall be permitted accessory to an outdoor patio and a sidewalk café in any yard for the duration of this by-law, subject to compliance with the Ontario Building Code and all other regulations of By-law No. 79-200. 1.3. An outdoor patio or sidewalk café encroaching into the municipal property or road allowance where a municipal sidewalk is present, shall maintain an Accessible Exterior Path of Travel in accordance with Integrated Accessibility Standards of the Accessibility for Ontarians with Disabilities Act. 1.4. Section 4, General Provisions, clause 4.25A is hereby amended to add the addition of the following clauses: Subclause (a) of Section 4.25A shall not apply for an outdoor patio established or erected for the duration of this by-law. Notwithstanding subclause (e) of Section 4.25A, an outdoor patio shall be exempt from the requirements for the provision of parking spaces for the duration of this by-law. 1.5. Notwithstanding Section 4.19.1(a), an outdoor patio may be located within a required parking area, parking lot, parking space or maneuvering aisle of a use the outdoor patio is accessory thereto, except an outdoor patio shall not occupy any accessible parking spaces nor shall an outdoor patio or sidewalk café block any fire route or emergency access. 1.6. Notwithstanding any other regulation contained in By-law No. 79-200, an enclosure, fence, wall or structure erected to contain an outdoor patio or sidewalk café shall not remain beyond the duration of this by-law. In the case of a conflict with any other agreement, the shortest time period shall apply. 1.7. The regulations of Section 4, General Provisions, clause.4.33.2(c) shall not apply regarding the maximum duration a tent or air supported structure may be erected for outdoor patios or sidewalk cafes. 1.8. Nothing in this by-law shall exempt a sidewalk café from any requirement of an agreement to operate such sidewalk café on a municipal property or road allowance right of way granted by the Corporation of the City of Niagara Falls or the Regional Municipality or Niagara. 1.9. Notwithstanding the policies of the Corporation regarding fees to occupy municipal property, road allowance or sidewalks, the Director of Planning, Building and Development is hereby authorized to waive the fee with regard to temporary outdoor patios or sidewalk cafes. 1.10. Notwithstanding the policies and by-laws of the Corporation, the Director of Municipal Works is hereby authorized to waive the fees associated with Road Occupancy or other permits to facilitate the temporary patio expansions into the municipal roadway or street right-of-way. Page 446 of 459 3 By-law No. 5335, 1955 2. That By-law No. 5335, 1955 as amended, is hereby further amended, as follows: 2.1. An outdoor patio or sidewalk café may be permitted as an accessory use to the following: a) Section 13, C-1 Commercial District - (a) bake shop; (b) hotel; (c) premises licensed for the sale of wine, beer or liquor and (d) restaurant; and b) Section 15, I-1 Industrial District - (a) bake shop; (b) hotel; (c) premises licensed for the sale of wine, beer or liquor; (d) restaurant and (e) breweries, distilleries and wineries. 2.2 Notwithstanding any regulation contained in Section 5 - PARKING FACILITIES; Section 13 - C1 COMMERCIAL DISTRICT REQUIREMENTS; and Section 15 - I- 1 INDUSTRIAL DISTRICT REQUIREMENTS of By-law No. 5335, 1955, an outdoor patio or sidewalk café accessory to one or more of the uses listed in Section 2, Clause 2.1 of this by-law shall be subject to Section 1, Clauses 1.2 to 1.10 inclusive of this by-law. By-law No. 395, 1966 3. That By-law No. 395, 1966 as amended, is hereby further amended, as follows: 3.1. An outdoor patio or sidewalk café may be permitted as an accessory use to the following: c) Section VII, VILLAGE RESIDENTIAL - (a) restaurant, where such use is permitted under By-law No. 2004-168; and d) Section IX, HIGHWAY COMMERCIAL - (a) hotel or hotel establishment; (b) restaurants, premises licensed for the sale of beer, wine or liquor. 2.2 Notwithstanding any regulation contained in Section III, Clause 6 - GENERAL PROVISIONS, Accessory Buildings; Section VII, Clause 2 - Village Residential Requirements; and Section IX, Clause 2 – Highway Commercial Requirements of By-law No. 395, 1966, an outdoor patio or sidewalk café accessory to one or more of the uses listed in Section 3, Clause 3.1 of this by-law shall be subject to Section 1, Clauses 1.2 to 1.10 inclusive of this by-law. The provisions of the by-law shall expire on December 31, 2022. Read a First, Second and Third time; passed, signed and sealed in open Council this 2nd day of March, 2021. .................................................................. ................................................................ WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR S:\ZONING\AMS\2021\By-laws\Byam003.docx Page 447 of 459 THE CORPORATION OF THE CITY OF NIAGARA FALLS BY-LAW Number 2021 - A by-law to repeal By-law No. 2021-16, being a By-law to establish a System of Administrative Penalties respecting the stopping, standing or parking of vehicles in the City of Niagara Falls. -------------------------------------------------------------- The Council of the Corporation of the City of Niagara Falls hereby ENACTS as follows: 1. That By-law No. 2021-16 be repealed and that any amendments made by such by- law are no longer in effect. 2. That By-law No. 2014-65 be considered as the current by-law for establishing a System of Administrative Penalties respecting the stopping, stand or parking of vehicles in the City of Niagara Falls. Read a first, second, third time and passed. Signed and sealed in open Council this 2nd day of March, 2021. ............................................................... ........................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 448 of 459 CITY OF NIAGARA FALLS By-law No. 2021 - A by-law to declare Part of the Road Allowance between Concession 1 and Broken Front Concession Niagara River, in the former Township of Willoughby, being Part 2 on 59R-12161 as surplus. WHEREAS City of Niagara Falls By-law No. 2003-16, as amended by 2005-123, governing the sale of land by the City of Niagara Falls provides that prior to selling any land, the Council of The Corporation of the City of Niagara Falls shall by by-law or resolution declare the land to be surplus; AND WHEREAS the Council of The Corporation of the City of Niagara Falls, at its meeting of November 28, 2017, adopted the Recommendations of Council Report L- 2017-29, to declare surplus Part of the Road Allowance between Concession 1 and Broken Front Concession Niagara River, in the former Township of Willoughby, being Part 2 on 59R-12161 (being all of PIN 64254-0295). AND WHEREAS the Council of The Corporation of the City of Niagara Falls now deems it expedient to pass this by-law; THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. Part of the Road Allowance between Concession 1 and B roken Front Concession Niagara River, in the former Township of Willoughby, being Part 2 on 59R-12161, in the City of Niagara Falls, in the Regional Municipality of Niagara, is hereby declared surplus. 2. The Mayor and City Clerk and City Solicitor are hereby authorized to execute all documents that may be required for the purpose of carrying out the intent of this by-law and the Clerk is hereby authorized to affix the corporate seal thereto and to deliver such documents. Read a First, Second and Third time; passed, signed and sealed in open Council this second day of March, 2021. ................................................................ ................................................................ WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 449 of 459 THE CORPORATION OF THE CITY OF NIAGARA FALLS BY-LAW Number 2021 - A by-law to amend By-law No. 89-2000, being a by-law to regulate parking and traffic on City Roads. (Speed Limits on Highways) --------------------------------------------------------------- The Council of the Corporation of the City of Niagara Falls hereby ENACTS as follows: 1. By-law No. 89-2000, as amended, is hereby further amended (a) by removing from the specified columns of Schedule W thereto the following item: SPEED LIMITS ON HIGHWAYS - (PART3 - 70KM/H) COLUMN 1 COLUMN 2 COLUMN 3 HIGHWAY BETWEEN MAXIMUM SPEED Miller Rd. Niagara River Pkwy. And Willoughby Dr. 70 (b) by adding to the specified columns of Schedule W thereto the following item: SPEED LIMITS ON HIGHWAYS - (PART2 - 60KM/H) COLUMN 1 COLUMN 2 COLUMN 3 HIGHWAY BETWEEN MAXIMUM SPEED Miller Road Willoughby Drive and a point 250 metres 60 West of Niagara River Parkway Page 450 of 459 This By-law shall come into force when the appropriate signs are installed. Read a first, second and third time; passed, signed and sealed in open Council this 2nd day of March, 2021 ............................................................... ........................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 451 of 459 CITY OF NIAGARA FALLS By-law No. 2021 – A by-law to authorize the execution of an Agreement of Purchase and Sale with Her Majesty The Queen in right of the Province of Ontario, represented by the Minister of Transportation for the Province of Ontario, for lands surrounding the Beaver Valley Corridor Subdivision (26T-11-2017-004), being Block 31 on 59M-257, Block 36 on 59M- 224 and Block 46 on 59M-241. WHEREAS the Council of The Corporation of the City of Niagara Falls, at its meeting of April 9, 2019, adopted the Recommendations of Council Report PBD-2019-19, and, granted draft plan approval to the Beaver Valley Corridor Subdivision. AND WHEREAS in conjunction with the registration of the subdivision, certain reserve blocks need to be lifted and established as parts of a public highway for access purposes, being Block 31 on 59M-257, Block 36 on 59M-224 and Block 46 on 59M-241 (the “Reserve Blocks”); AND WHEREAS Schedule “G” of the Beaver Valley Corridor Phase 1 Subdivision Agreement requires that the Reserve Blocks be deeded to The Corporation of the City of Niagara Falls before the Reserve Blocks can be lifted and access granted. AND WHEREAS the Developer purchased the Beaver Valley Corridor Subdivision lands from Her Majesty The Queen in right of the Province of Ontario, represented by the Minister of Transportation for the Province of Ontario (the “Minister of Transportation”) on December 6, 2017, which such lands should have included the Reserve Blocks, but were inadvertently missed. AND WHEREAS the Minister of Transportation has requested that the lands be deeded from the Minister of Transportation directly to The Corporation of the City of Niagara Falls for nominal consideration ($2.00). AND WHEREAS the Council of The Corporation of the City of Niagara Falls now deems it expedient to pass this by-law; THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. An Agreement of Purchase and Sale made between The Corporation of the City of Niagara Falls, as the Purchaser, and, Her Majesty The Queen in right of the Province of Ontario, represented by the Minister of Transportation for the Province of Ontario, as the Vendor, for Block 31 on 59M-257, Block 36 on 59M-224 and Block 46 on 59M-241, in the form attached hereto, is hereby approved and authorized. 2. The Mayor and City Clerk are hereby authorized to execute the said Agreement of Purchase and Sale, and to affix the corporate seal. Page 452 of 459 2 3. That the City Solicitor, or in his absence, the Chief Administrative Officer, or his designate, is authorized to execute all other documentation and take whatever steps necessary to carry out and complete the transaction. Read a First, Second and Third time; passed, signed and sealed in open Council this 2nd day of March, 2021. ................................................................ ................................................................ WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 453 of 459 1 M.T.O. File: T-09827 AGREEMENT OF PURCHASE AND SALE BETWEEN: HER MAJESTY THE QUEEN in right of the Province of Ontario, represented by the Minister of Transportation for the Province of Ontario (hereinafter called the "Vendor") and The Corporation of the City of Niagara Falls (hereinafter called the "Purchaser") WHEREAS: Under this Agreement the Vendor shall sell and the Purchaser shall buy the Lands more particularly described as: All of PIN 64304-0277, shown as Block 31 on Plan 59M-257, being part of Lot 116 in the Geographic Township of Stamford, in the City of Niagara Falls and in the Regional Municipality of Niagara. All of PIN 64304-0243, shown as Block 36 on Plan 59M-224, being part of Lot 116 in the Geographic Township Stamford, in the City of Niagara Falls and in the Regional Municipality of Niagara. All of PIN 64304-0280, shown as Block 46 on Plan 59M-241 Eeing part Lot 116 of the Geographic Township of Stamford, in the City of Niagara Falls and in the Regional Municipality of Niagara. The Vendor has agreed to transfer the Lands to the Purchaser on the terms and conditions set out herein. NOW THEREFORE in consideration of the mutual covenants hereinafter set forth and other good and valuable consideration, the parties hereto agree as follows: 1. The above recitals are true and correct. DEFINITIONS 2. As used in this Agreement, the following terms shall have the following meanings: (a) “Authority” means any governmental authority, quasi-governmental authority, agency, body or department whether federal, provincial or municipal, having jurisdiction over the Lands, or use thereof. (b) “Date of Closing,” means the day which is thirty days from the date that the Purchaser’s Condition (as hereinafter defined) has been satisfied or waived or such other date as the parties or their respective solicitors may in writing mutually agree to. (c) “Inspection Period” means that period of time, which is sixty (60) days following the date of acceptance of this Agreement by the Vendor or the Purchaser, as the case may be. (d) “the Lands” means the Lands and premises located as Block 31 on Plan 59M-257, Block 36 on Plan 59M-224, and Block 46 on Plan 59M-241 as described above. Page 454 of 459 2 (e) “Minister” means the Minister of Transportation and or her servants or agents. PAYMENT OF PURCHASE PRICE 3. (1) The Vendor agrees to sell to the Purchaser and the Purchaser agrees to purchase from the Vendor the Lands for the purchase price (the “Purchase Price”) of TWO DOLLARS ($2.00) for the Lands of lawful money of Canada and shall be made payable to the Minister of Finance. (2) The Purchase Price of the Lands does not include Harmonized Sales Tax (HST) payable by the Purchaser in respect of the purchase of the Lands pursuant to the Excise Tax Act (Canada) (the "Act"). The Purchaser shall, on the Date of Closing, as a condition of completion of this transaction of purchase and sale, remit to the Vendor payable to the Vendor, by certified cheque or bank draft, the purchase price of the Lands plus the applicable HST. However, if the Purchaser provides to the Vendor, prior to the Date of Closing, confirmation that the Vendor is a registrant under the Act, including the Purchaser's registration number, together with an undertaking in a form reasonably acceptable to the Vendor to the effect that the Purchaser shall remit as required by the Act any HST payable in respect of the sale of the Lands to the Purchaser and shall indemnify the Vendor in respect of any HST so payable, then the Purchaser shall not be required to remit to the Vendor HST on the Date of Closing as aforesaid. INSPECTION AND CONDITION 4. The Purchaser agrees to purchase the Lands in their current condition on the Date of Closing on an “as-is, where is” basis subject however to the provisions of sections 6 and 7 of this Agreement and further agrees that the Vendor shall not be obligated to perform any work in respect of the Lands in order to bring the Lands, or any part of the Lands into compliance with any applicable standards of any relevant Authority. The Purchaser also agrees not to make any claim against the Vendor in respect of any such work that may be required in order to bring the Lands or any part thereof into compliance. 5. Upon the request of the Purchaser, the Vendor shall forthwith deliver letters addressed to such Authorities as may be requested by the Purchaser or its solicitors authorizing each such Authority to release to the Purchaser such information and material presently in their files with respect to the Lands. Provided any such authorizations shall not impose any additional monetary or other obligations upon the Vendor, as owner of the Lands. 6. During the Inspection Period the Purchaser shall be allowed to satisfy itself with respect to all matters respecting the condition of the Lands including geoenvironmental and geophysical conditions. The Vendor hereby grants to the Purchaser the right to enter upon the Lands and to conduct such inspections, investigations, surveys, and tests as the Purchaser deems necessary provided that the Purchaser takes all reasonable care in the conduct of such investigations, surveys and tests. The Vendor assumes no responsibility for any claims, demands, costs, damages, expenses and liabilities (together the “Claims”) whatsoever arising out of the Purchaser’s presence on the Lands or out of its activities on or in connection with the Lands. The Purchaser covenants to indemnify and save harmless the Vendor in respect of any Claims. The Purchaser further covenants to make good any damage to the Lands caused by the Purchaser or those for whom the Purchaser is in law, responsible, caused during the conduct of such inspections, investigations, surveys and tests, which obligation shall survive the termination of this Agreement. PURCHASER’S CONDITION 7. This Agreement is subject to the conditions set forth in this section, which have been inserted for the sole benefit of the Purchaser, and any one or more of such conditions may be waived by the Purchaser in its sole and absolute discretion, or by its solicitors on its behalf. Each condition shall be waived or fulfilled within the Page 455 of 459 3 time limits, if any, as set out herein. If a condition is not fulfilled within the applicable time period and the Purchaser fails to notify the Vendor or the Vendor’s solicitors that such condition has been waived within the applicable time period allowed, this Agreement shall be null and void, notwithstanding any intermediate act or negotiations, and, neither the Vendor or the Purchaser shall be liable to the other for any loss, costs or damages, and all deposit monies paid by the Purchaser shall be returned to the Purchaser without deduction. The condition set out in this section is a condition of the obligation of the Purchaser to complete this Agreement on the Date of Closing and is not a condition precedent to this Agreement. The said conditions (the “Purchaser’s Conditions”) are as follows: (a) upon the expiry of the Inspection Period, the Purchaser being satisfied in its sole discretion with respect to the geoenvironmental and geophysical condition of the Lands. 8. The Purchaser shall be responsible for and hereby indemnifies and saves harmless the Vendor from any costs, including legal and witness costs, claims, demands, civil actions, prosecutions, or administrative hearings, fines, judgements or awards, including awards of costs, that may arise as a result of the condition of the Lands in respect of its condition as of the Date of Closing. This covenant shall not merge but shall survive the Date of Closing. 9. This Agreement may be executed in any number of counterparts, each of which shall be deemed to be an original, and all of which, taken together, shall be deemed to constitute one and the same agreement. Counterparts shall be accepted in original, facsimile, and/or electronic form, and the parties to this agreement agree to adopt any signatures received electronically or by facsimile as original signatures of the parties. VACANT POSSESSION 10. The Purchaser shall have vacant possession of the Lands on the Date of Closing PLANNING ACT 11. This Agreement is subject to compliance with Section 50 of The Planning Act, R.S.O. 1990, as amended. The parties acknowledge that the registered owner is by virtue of clause 50(3) (c) of the Act, exempt from compliance with Section 50 and agree therefore that no consent will be obtained for the conveyance or transfer of the Lands. TITLE 12. The Purchaser shall accept title subject to: (a) all easements existing at the date of acceptance of this Agreement; (b) any unregistered hydro easements; (c) other agreements and restrictions on title to the extent that they have been complied with; (d) any restriction contained in this Agreement may, at the Vendor’s discretion, be included on the Transfer/Deed of Lands to the Purchaser, including any restriction, term or condition contained in this Agreement which has not been fulfilled on the Date of Closing. Page 456 of 459 4 INVESTIGATION OF TITLE 13. (a) The Purchaser shall have 30 days from the Date of Acceptance of this Agreement to investigate title at the Purchaser's expense and if within that time the Purchaser furnishes the Vendor in writing with any valid objection to title which the Vendor is unwilling or unable to correct, this Agreement shall be terminated notwithstanding any intermediate acts or negotiations with respect to such objection and the deposit money shall be returned to the Purchaser without interest and the Vendor shall not be liable for any costs or damages. The Purchaser agrees not to call for the production of any title deed, abstract, survey or other evidence of title to the Lands except such as are in the possession or control of the Vendor. (b) The Purchaser shall satisfy itself as to compliance with any Subdivision or other Agreement or restriction and the Vendor shall have no obligation to obtain any release or to provide any evidence of compliance. (c) Pursuant to the provisions of Section 2 of the Public Transportation and Highway Improvement Act, R.S.O. 1990, c. P.50 title to the Lands is vested in the Minister of Transportation. On the Date of Closing the Vendor agrees to provide and the Purchaser agrees to accept a Transfer/Deed of Lands for the Lands from Her Majesty the Queen in right of the Province of Ontario, represented by the Minister of Transportation for the Province of Ontario. ASSIGNMENT OR REGISTRATION 14. The Purchaser shall not assign or register this Agreement or any assignment of this Agreement or any part of either or register a Caution in relation thereto without first obtaining the prior written consent of the Vendor, which consent the Vendor may arbitrarily withhold. PREPARATION OF DOCUMENTS 15. The Transfers/Deed of Lands will be prepared in registrable form by the Vendor except the Affidavit of Residence and Value of the Consideration, and each party shall pay its own legal and registration costs. GENERAL 16. The Purchaser warrants that the Purchaser is not a non-resident of Canada pursuant to the Lands Transfer Tax Act (Ontario). 17. Time shall be of the essence. 18. Any covenants in this Agreement not completed on or before the Date of Closing shall survive the closing of this transaction. 19. Any tender of documents or money hereunder may be made upon the Vendor or the Purchaser or their respective solicitors on the Date of Closing. 20. Signature of this Agreement by the Purchaser and submission thereof to the Vendor constitutes an offer under seal which is irrevocable until midnight on the day of March 31, 2021. This Agreement when accepted constitutes a binding contract of Purchase and Sale. If this offer is not accepted by the Vendor, the deposit monies will be returned to the Purchaser without interest or deduction. 21. This Agreement constitutes the entire agreement between the parties and there is no representation, warranty, collateral agreement or condition affecting this Agreement or the Lands other than expressed herein. 22. Whenever the singular is used in this Agreement it shall mean and include the plural and whenever the masculine gender is used in this Agreement it shall mean and include the feminine gender if the context so requires. Page 457 of 459 5 VENDOR AND PURCHASER MUTUALLY AGREE 23. If the Purchaser fails to pay the of the Purchase Price within the time limit under this Agreement, the Vendor may elect to terminate this Agreement. The Vendor may then sell, lease or otherwise dispose of or deal with the Lands free of any claim of the Purchaser. NOTICE 24. Any notice under this Agreement is sufficiently given if delivered personally or if sent by registered prepaid mail or prepaid courier or by electronic facsimile machine address to the Purchaser at: Corporation of the City of Niagara Falls 4310 Queen Street, Niagara Falls ON L2E 6X5 Attention: Jordan Hadler Telephone: (905) 356-7521 ext.5209, Fax: (905) 371-2892 Email: jhadler@niagarafalls.ca and to the Vendor at: Ministry of Transportation 3rd Floor, Property Section 159 Sir William Hearst Avenue Toronto ON M3M 0B7 Attention: Izsak Dewar Telephone: 437-234-6126, Fax: 416-235-4940 Email: izsak.dewar@ontario.ca Or at such other addresses as the Vendor and the Purchaser may designate from time to time. Any such notice shall be conclusively deemed to have been given and received upon the same day if personally delivered or sent by facsimile or, if mailed, three (3) business days after the same is mailed. Any party may, at any time by notice given in writing to the other party, change the address for service of notice on it. This Agreement shall ensure to the benefit of and shall be binding on the parties and their respective heirs, legal representatives, successors and permitted assigns. OFFERED by the Purchaser this day of , 2021. Corporation of the City of Niagara Falls ____________________________ Name: Title: Authorized Signing Officer ACCEPTED by the Vendor this day of , 2021. HER MAJESTY THE QUEEN in right of the Province of Ontario, represented by The Minister of Transportation for the Province of Ontario ___________________________ Steven McInnis, P.Eng. ` Director, Design & Engineering Authorized Signing Officer The James M. Diodati Mayor William G. Matson City Clerk Page 458 of 459 CITY OF NIAGARA FALLS By-law No. 2021 - A by-law to adopt, ratify and confirm the actions of City Council at its meeting held on the 2nd day of March, 2021. WHEREAS it is deemed desirable and expedient that the actions and proceedings of Council as herein set forth be adopted, ratified and confirmed by by-law. NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. The actions of the Council at its meeting held on the 2nd day of March 2021 including all motions, resolutions and other actions taken by the Council at its said meeting, are hereby adopted, ratified and confirmed as if they were expressly embodied in this by-law, except where the prior approval of the Ontario Municipal Board or other authority is by law required or any action required by law to be taken by resolution. 2. Where no individual by-law has been or is passed with respect to the taking of any action authorized in or with respect to the exercise of any powers by the Council, then this by-law shall be deemed for all purposes to be the by-law required for approving, authorizing and taking of any action authorized therein or thereby, or required for the exercise of any powers thereon by the Council. 3. The Mayor and the proper officers of the Corporation of the City of Niagara Falls are hereby authorized and directed to do all things necessary to give effect to the said actions of the Council or to obtain approvals where required, and, except where otherwise provided, the Mayor and the Clerk are hereby authorized and directed to execute all documents arising therefrom and necessary on behalf of the Corporation of the City of Niagara Falls and to affix thereto the corporate seal of the Corporation of the City of Niagara Falls. Read a first, second, third time and passed. Signed and sealed in open Council this 2nd day of March, 2021. .............................................................. ............................................................. WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 459 of 459