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10-26-2021 City of Niagara Falls Agenda City Council Meeting Tuesday, October 26, 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 YouTube channel, the City of Niagara Falls Facebook page, along with YourTV Niagara. Page 1. IN CAMERA SESSION OF COUNCIL 1.1. Resolution to go In-Camera (Updated) October 26 2021 - Resolution to go In-Camera 12 2. CALL TO ORDER O Canada: Performed by: Mila Neamtu Land Acknowledgement and Traditional Indigenous Meeting Opening 3. ADOPTION OF MINUTES 3.1. Council Minutes of October 5, 2021 Minutes - City Council - 05 Oct 2021 - Pdf 13 - 35 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. DEPUTATIONS / PRESENTATIONS Page 1 of 595 6.1. Niagara Region Presentation - 1-5 Year Transportation Capital Budget Outlook (Presentation added) Carolyn Ryall, Director Transportation Services and Frank Tassone, Associate Director, Transportation Engineering, will be sharing a presentation to review the 1-5 Year Transportation Capital Budget Outlook. Niagara Region-2022-5 Year Capital Outlook-Niagara Falls 36 - 59 7. REPORTS 7.1. R&C-2021-17 (Presentation added) Recreation, Culture & Parks Plan Consultants from Monteith Brown Planning, Todd Brown and Anand Desai will be sharing a presentation to discuss the City of Niagara Falls' Recreation, Culture and Parks ten year plan. R&C-2021-17-RCP Plan R&C-2021-17 - Attachment #1 Niagara Falls RCPMP_DRAFT v3_Aug30 Niagara Falls Council Presentation October 2021 RCP Plan 60 - 154 7.2. MW-2021-72 Winter Sidewalk Maintenance Considerations Erik Nickel, Director of Municipal Works and Marianne Tikky, Manager of Municipal Roadways, will be sharing a presentation regarding "Winter Sidewalk Maintenance Considerations." MW-2021-72 - Winter Sidewalk Maintenance Considerations MW-2021-72 - Attach 1 SidewalkPlowOperations_24x24 MW-2021-72 - 2022 WINTER MAINTENANCE REVIEW - SIDEWALK CLEARING Presentation 155 - 192 7.3. MW-2021-75 (Presentation added) City Of Niagara Falls Climate Adaptation Plan James Sticca, Manager of Environmental Services and Dr. Jessica Blythe, Assistant Professor at Brock University's Environmental Sustainability Research Centre, will be sharing a brief presentation each regarding the City of Niagara Falls Climate Adaptation Plan. 193 - 237 Page 2 of 595 MW-2021-75 City of Niagara Falls Climate Adaptation Plan MW-2021-75 Appendix 1 CNF-MW-Climate-Adaptation Plan (October 2021) Council Presentation - Niagara Falls - Niagara Adapts - 2021 (Assistant Prof - Brock University) Council October 26 Climate Adaptation Presentation 7.4. 2022 Budget - Initial Discussion (Verbal) Jason Burgess, CAO, will be sharing a presentation regarding the 2022 Budget. Budget Presentation - October 238 - 259 7.5. PBD-2021-60 (Report updated) TARG-2021-002, Brownfield Tax Assistance and Rehabilitation Grant Application Lands adjacent to 3659 Stanley (former CN spur line) Applicant: 2806598 Ontario Limited Agent: Luciano Piccioni PBD-2021-60, TARG-2021-002, Brownfield Tax Assistance and Rehabilitation Grant Application 260 - 265 7.6. PBD-2021-61 UNESCO Global Geopark Applicant: Geospatial Niagara-Ohnia: Kara Steering Committee PBD-2021-61, UNESCO Global Geopark Geospatial Niagara-Ohnia Final PBD-2021-61, Schedule 1, NCO Policy Brief 37 PBD-2021-61, Schedule 2, UNESCO FAQs PBD-2021-61, Schedule 3, NFCHA Comments 266 - 305 7.7. R&C-2021-15 Niagara Falls Exchange Operating Plan R&C-2021-15- Niagara Falls Exchange Operating Plan.docx 306 - 382 Page 3 of 595 R&C-2021-15- Attachment #1 Operating and Business Plan R&C-2021-15- Attachment #2 Draft NF Exchange budget of new costs 8. 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. CD-2021-07 (Report has been updated to include request from Chippawa Legion 396) Fee Waiver Application Niagara Falls Community Outreach Soup Kitchen – Food Drive Chippawa Remembrance Day Ceremony CD-2021-07 - Fee Waiver - Niagara Falls Community Outreach - Food Drive & Chippawa Remembrance Day Ceremony Fee Waiver Application Form - Niagara Falls Community Outreach Soup Kitchen Fee Waiver Application Form Completed_Legion (Updated) 383 - 394 F-2021-53 Monthly Tax Receivables Report – September F-2021-53 - Tax Receivables Monthly Report (September) F-2021-53- Attachment 395 - 398 F-2021-54 Municipal Accounts F-2021-54 Municipal Accounts F-2021-54 Attachment 399 - 411 Page 4 of 595 HR-2021-09 Diversity, Inclusion and Anti-Racism / Discrimination Policy HR-2021-09 Diversity Inclusion and Anti-Racism Discrimination Policy HR-2021-09 400.44 Diversity Inclusion and Anti-Racism Discrimination Policy 412 - 416 MW-2021-69 Tallgrass Avenue – Speed Control Review MW-2021-69 Tallgrass Avenue - Speed Control Review MW-2021-69 Tallgrass Avenue - Attachment #1 MW-2021-69 Tallgrass Avenue - Attachment #2 417 - 432 MW-2021-70 Oliver Street – Speed Control Review MW-2021-70 Oliver Street - Speed Control Review MW-2021-70 Oliver Street - Attachment #1 MW-2021-70 Oliver Street - Attachment #2 433 - 447 MW-2021-71 Ridge Road – Speed Limit Review MW-2021-71 Ridge Road - Speed Limit Review MW-2021-71 Ridge Road - Attachment #1 448 - 451 MW-2021-73 (Letter from Lundy's Lane BIA added) Lundy’s Lane Streetscape Revitalization Update MW-2021-73 - Lundy's Lane Streetscaping Update MW-2021-73 Attachment 1 - LL Streetscape Ph1 Baseline MW-2021-73 Attachment 2 - LLBIA Financial Contribution 452 - 464 Page 5 of 595 MW-2021-73 Attachment 3 - LL Streetscape Revised Implementation Schedule MW-2021-73 Attachment 4 - Site Location MW-2021-73 Attachment 5 - LL Streetscape Ph1 Actuals LLBIA - File no. MW-2021-73 Lundy's Lane Revitalization Update MW-2021-74 FCM Municipal Asset Management Program Project Application MW-2021-74 FCM Municipal Asset Management Program 465 - 468 MW-2021-76 (Report added) Children’s Memorial Walkway - Update MW-2021-76 - Children's Memorial Walkway Update MW-2021-76 Attachment 1 MW-2021-19 Children's Memorial Walkway 469 - 475 PBD-2021-56 DB-2021-002, Deeming By-law Application Block 29, Plan 59M-167 Property known as 7686 Dorchester Road Applicant: Centennial Game & Fish Club. PBD-2021-56, DB-2021-002 7686 Dorchester Rd 476 - 479 PBD-2021-57 AM-2018-013, Zoning By-law Amendment Application 8004 Lundy’s Lane Applicant: 2351188 Ontario Inc. (Bernhard Peters) Removal of Holding (H) Regulations PBD-2021-57, AM-2018-013, Removal of (H) Symbol, 8004 Lundy's Lane 480 - 482 PBD-2021-58 26CD-11-2021-004 6065 McLeod Road Applicant: MV5 Inc. Exemption to Plan of Condominium 483 - 488 Page 6 of 595 PBD-2021-58, 26CD-11-2021-004, Exemption from Condominium Approval, 6065 McLeod Rd, MV5 INC PBD-2021-59 26CD-11-2018-002 Modification to Draft Approval Plan of Condominium (Phased) 4311 Mann Street Applicant: Phelps Homes Agent: James Warren PBD-2021-59, 26CD-11-2018-002, 4311 Mann Street Extension of Draft Approval 489 - 498 R&C-2021-16 (Revised policy updated and attachment #1 added) Naming and Renaming of City Property Policy– Steve Ludzik Application R&C-2021-16-Naming and Renaming of City Property - Steve Ludzik Application R&C-2021-16- Attachment #1 - Steve Ludzik Naming Application R&C-2021-16-Attachment #2 - Revised Naming Policy.docx 499 - 511 9. COMMUNICATIONS AND COMMENTS OF THE CITY CLERK 9.1. Updated Land Acknowledgement Statements - Niagara Region Attached is a report passed by the Niagara Region at its meeting held on September 23, 2021 regarding land acknowledgement statements. RECOMMENDATION: For the Information of Council. CLK-C 2021-152 Updated Land Acknowledgement Statements 512 - 517 9.2. Petition - Residents of Sixth Avenue and surrounding area Attached is a petition signed by residents of Sixth Avenue and surrounding areas regarding traffic safety concerns at the intersection of Sixth Avenue and Maple Street. RECOMMENDATION: To Refer to Staff. Letter from City to Robert McCredie (Redacted) 518 - 524 Page 7 of 595 Robert McCredie - Petition re Intersection of Sixth Ave and Maple St (Redacted) 9.3. Impacts of COVID-19 on 2SLGBTQ + Youth Experiencing Homelessness Two policy briefs are attached and a letter from Dr. Alex Abramovich (Scientist at the Institute for Mental Health Policy Research, Centre for Addiction and Mental Health) and research team outlining how COVID- 19 has impacted 2SLGBTQ+ youth experiencing homelessness and why there is a need to take action. RECOMMENDATION: For the Information of Council. COVID_Policy_Report_2SLGBTQ_HealthSafety COVID_Policy_Report_MentalHealthServiceNeeds2SLGBTQYouth 525 - 528 9.4. Niagara Poverty Reduction Network - letter of support - Niagara Region's Moving Forward Transit Plan The Niagara Poverty Reduction Network has written a letter of support for the Niagara Region's Moving Forward Transit plan. RECOMMENDATION: For the Information of Council. 2021-10-05 NPRN Letter of Support for Integrated Transit 529 - 533 9.5. Resolution - City of Welland - Niagara Region Transit Governance Strategy Update Attached is a resolution from the City of Welland regarding a Niagara Region Transit Governance Strategy Update. RECOMMENDATION: For the Information of Council. Motion 21-3 Resolution 21- 13 TRANS-2021-15 534 - 573 9.6. Proclamation Request - Economic Abuse Awareness Day The Canadian Centre for Women's Empowerment (CCFWE) is requesting the City of Niagara Falls to declare Friday, November 26, 2021 as "Economic Abuse Awareness Day." 574 - 575 Page 8 of 595 RECOMMENDATION: That the City of Niagara Falls' Council declare Friday, November 26, 2021 as "Economic Abuse Awareness Day." Proclamation Request - Economic Abuse Awareness Day - 2021 9.7. Proclamation and Illumination Request - Giving Tuesday Niagara Gives, local organization, is requesting that the City of Niagara Falls officially proclaim Tuesday, November 30, 2021 as "Giving Tuesday" and to request that the City of Niagara Falls commit to illuminating the Falls in red, blue, white and gold - the colours of the global Giving Tuesday movement, from 7 pm to 8 pm on November 30, 2021. RECOMMENDATION: That Council approve the request to officially proclaim Tuesday, November 30, 2021 as "Giving Tuesday" and to request that the City of Niagara Falls commit to illuminating the Falls in red, blue, white and gold - the colours of the global Giving Tuesday movement, from 7 pm to 8 pm on November 30, 2021. Proclamation and Illumination Request - Giving Tuesday 576 - 577 9.8. Integrity Commissioner - 15052-0921 MCIA - (Burdett/Diodati and Thomson) Attached is a letter from the Integrity Commissioner in regards to the above noted matter. RECOMMENDATION: For the Information of Council. IC-15052-0921 (BurdettDiodati and Thomson) 578 - 579 9.9. Letter from Mayor Sendzik - Relocation of the Private Watson Monument Mayor Walter Sendzik is requesting the Mayor and Council of the City of Niagara Falls to support the relocation of the Private Watson Monument to the grounds of the Niagara Military Museum, pending a funding agreement from Veterans Affairs Canada. RECOMMENDATION: To Refer to Staff. Letter from Mayor Sendzik- relocation of monument 580 10. RESOLUTIONS 10.1. Resolution - COVID-19 Testing - Land Border Crossing 581 - 582 Page 9 of 595 No.11 - Resolution - COVID-19 Testing - Land Border Crossing 10 21 10.2. Resolution - Motion for Support for a Clean Water Infrastructure for the Niagara River No.12 - Resolution-Motion for Support for a Clean Water Infrastructure for the Niagara River (updated) 583 - 584 11. RATIFICATION OF IN-CAMERA 12. BY-LAWS The City Clerk will advise of any additional by-laws or amendments to the by-law listed for Council consideration. 2021-110 - A by-law to authorize the payment of $35,582,448.55 for General Purposes. 07 - Municipal Accounts 211026 585 2021-111 - 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 OCT 26 By-law Enforcement Officers 586 - 587 2021-112 - A by-law to amend By-law 2019-004, Council’s Procedural by-law, with respect to the yearly Schedule of Meetings. 2022 Schedule of Meetings By-law Amendment 2022 Schedule of Meetings - Sched A 588 - 589 2021-113 - A by-law to declare 5925 Summer Street (Coronation Centre) and Park Lot (Corner of Lowell Avenue and Summer Street); as surplus. By-law - Declare Lands as Surplus 590 2021-114 - A by-law to exempt the property municipally known as 6065 McLeod Road from the requirements for approval of condominium descriptions under Sections 51 and 51.1 of the Planning Act. 591 Page 10 of 595 By-law - Exemption for 6065 McLeod 2021-115 - A by-law to designate Block 29, Plan 59M-167 to be deemed not to be within a registered plan of subdivision (DB-2021-002). By-law - DB-2021-002 592 2021-116 - A by-law to amend By-law No. 2018-120, which amended By-law No. 79-200, to remove the holding symbol (H) on the lands municipally known as 8004 Lundy’s Lane(AM-2018-013). By-law - AM-2018-013 Lift H 593 2021-117 - A by-law to amend By-law No. 89-2000, being a by-law to regulate parking and traffic on City Roads. (Parking Prohibited) Oct 26 - Sunhaven Drive - On-Street Parking 594 2021-118 - A by-law to adopt, ratify and confirm the actions of City Council at its meeting held on the 26th day of October, 2021. 10 26 21 Confirming By-law 595 13. NEW BUSINESS 14. ADJOURNMENT Page 11 of 595 The City of Niagara Falls, Ontario Resolution October 26, 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 October 26, 2021, Niagara Falls City Council will be holding a Closed Meeting as permitted under s. 239 (2) (c) of the Municipal Act: (2) A meeting or part of a meeting may be closed to the public if the subject matter being considered is; (b) personal matters about an identifiable individual; (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board. THEREFORE BE IT RESOLVED that on October 26, 2021 Niagara Falls City Council will go into a closed meeting to consider matters that fall under section 239 (2) (b) to discuss personal matters about an identifiable individual related to an Integrity Commissioner’s investigation as well as under section 239 (2) (e) to discuss a property assessment appeal where potential litigation may exist. AND The Seal of the Corporation be hereto affixed. WILLIAM G. MATSON JAMES M. DIODATI CITY CLERK MAYOR Page 12 of 595 MINUTES City Council Meeting Tuesday, October 5, 2021 at 4:00 PM. Council Chambers/Zoom App COUNCIL PRESENT: Mayor Jim Diodati, Councillor Wayne Campbell, Councillor Chris Dabrowski, Councillor Carolynn Ioannoni, Councillor Vince Kerrio, Councillor Lori Lococo, Councillor Victor Pietrangelo, Councillor Mike Strange, Councillor Wayne Thomson STAFF PRESENT: Alex Herlovitch, Ed Lustig, Erik Nickel, Chief Jo Zambito, Jon Leavens, Kathy Moldenhauer, Trent Dark, Bill Matson, Margaret Corbett, Heather Ruzylo, Shawn Oatley COUNCIL LATE: Councillor Mike Strange (arrived at 5:00 PM, open Council meeting began at 4:52 PM.) 1. IN CAMERA SESSION OF COUNCIL 1.1. Resolution to go In-Camera ORDERED on the motion of Councillor Chris Dabrowski, Seconded by Councillor Victor Pietrangelo that Council enter into an In-Camera session. Carried Unanimously (Councillor Mike Strange was absent from the vote). a) By-law 2021-101 Added to agenda. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Thomson that By-law 2021-101 be added to the Agenda, a by-law to appoint Erik Nickel, as Acting CAO, in the CAO's absence. Carried Unanimously (Councillor Mike Strange was absent from the vote). 2. CALL TO ORDER - 4:52 PM O Canada: Performed by: Tanisha Cheema (Recorded version) Page 1 of 23 Page 13 of 595 City Council October 5, 2021 Indigenous Land Acknowledgement: Chief Stacey Laforme presented the land acknowledgement (virtual presentation). Mayor Diodati introduced Chief Stacey Laforme: • With the aim of sharing information and educating our community on land treaties and acknowledging the many land treaties that overlay the City of Niagara Falls and Niagara Region, I now invite Chief R. Stacey Laforme, Chief of Mississaugas of the Credit, to share testimony, as we acknowledge and thank the Indigenous peoples who were stewards of this land for a millennia before us. • We look forward to continuing to build on our friendships, in harmony and in shared gratitude for this special place we live in. • Video recording was played. • Mayor Diodati thanked Chief Laforme. Hearing voices from the Indigenous Community remains important as this is a time for us to listen and learn. • We look forward to welcoming more Indigenous friends from our community and amplifying their voices, through the opportunity to share at the beginning of our Council Meetings, as we offer a land acknowledgement and strengthen our friendships. a) Motion to add an additional item to the open Council agenda pertaining to a Code of Conduct matter. Councillor Victor Pietrangelo chaired the meeting. Councillor Mike Strange arrived at 5:05 PM. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Vince Kerrio that an additional item be added to the open Council agenda pertaining to a Code of Conduct matter. Carried Unanimously (Councillor Carolynn Ioannoni abstained from the vote). ORDERED on the motion of Mayor Jim Diodati, Seconded by Councillor Chris Dabrowski that Councillor Carolynn Ioannoni offer an apology publicly for her comments made in the Niagara Falls Review on September 23, 2021, that contravenes the Code of Conduct sections 13.1 and 15, and failing to do so, that Council file a Code of Conduct complaint against Councillor Carolynn Ioannoni. Page 2 of 23 Page 14 of 595 City Council October 5, 2021 Carried (Councillors Carolynn Ioannoni abstained from the vote and Councillor Lori Lococo was opposed to the vote). 3. ADOPTION OF MINUTES 3.1. Council Minutes of September 14, 2021 ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Campbell that the minutes of September 14, 2021 be approved as recommended. 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 Lori Lococo declared a conflict of interest to: • Item #7.4 - MW-2021-68 - Road Closure Request - Downtown BIA Winter Market (Spouse's former employer). b) Councillor Victor Pietrangelo declared the following conflicts of interest: • PBD-2021-53 - Future Strategic Growth Direction - (family owns land identified in schedule 1 of the report). • CD-2021-05 - Fee Waiver Report - Saint Paul High School (NCDSB is his employer). • #9.7 - Inter-Departmental Memo from City Clerk - School Board Professional Development Day Request - (NCDSB is his employer). • #10.1 - Resolution - dealing with School Board PD Day Request matter. • PDS-36-2021 - Settlement Area Boundary Review - (family owns land identified in the report). c) Councillor Vince Kerrio declared a conflict of interest to: • Item #9.6 - Town of Fort Erie - Right of Passage along the Lake Erie Shoreline (as he owns property in Fort Erie on the shoreline). 5. MAYOR'S REPORTS, ANNOUNCEMENTS Page 3 of 23 Page 15 of 595 City Council October 5, 2021 a) Mayor Diodati extended condolences on the passing of Charles "Chuck" Thomson, brother of Councillor Wayne Thomson and long-time City of Niagara Falls Firefighter. b) Mayor Diodati recognized Councillor Lori Lococo for attending the Niagara Falls Art Competition and the Monarch Ultra Run for Pollinator Protection. c) Mayor Diodati recognized Councillor Wayne Campbell for attending the 2021 United Nations International Day of Peace. d) Mayor Diodati recognized Councillor Mike Strange and Councillor Victor Pietrangelo for attending the Trillium Award Deliveries. e) Mayor Diodati mentioned the following items: 2022 Budget Engagement • Residents can visit the “budget engagement hub” on Let’s Talk page • Letstalk.niagarafalls.ca • Learn about how the budget works & how it impacts you New Recreation, Culture & Parks Plan • The plan will guide the City for the next 10 years • Overview of outdoor recreation facilities, arts & culture, parks and open spaces • Again, I invite you to visit Letstalk.niagarafalls.ca Season Opening of Canucks Junior B • Puck drop FRI, Sept24th • • • Heater’s Heroes • Organized by Councillor Mike Strange • Also attended by Councillors Pietrangelo and Thomson • Congratulations on another successful event and the 10th anniversary 100th Birthday – Evelyn Gavin • Also attended by Councillor Thomson • Neat story—he presented her with her 90th and they both joked that they’d be back for her 100th! … and they were! • CN Eco Connexions Tree Planting • Also attended by Councillor Dabrowski Page 4 of 23 Page 16 of 595 City Council October 5, 2021 • 139 trees planted with partners and volunteers • Truth & Reconciliation Day • Thursday, SEPT 20th • Moment of silence 9AM • Flag raising “every child matters” flag & lowering of all flags • Orange shirts & falls illuminated orange • Learning opportunities / time to listen • Grand Openings: • Cheryl’s Subs • Giant Tiger • Ride Skate Shop • Sharleez Bridal • CAO Jason Burgess update • As you may have heard, our CAO was riding his bicycle & was in an accident on the weekend. • He is doing well, and at home recuperating. • We wish him well in his recovery and appreciate that during his recovery he is with us virtually tonight. f) The next Council Meeting is scheduled for Tuesday, October 26, 2021. 6. PLANNING MATTERS 6.1. PBD-2021-55 AM-2021-012, Official Plan and Zoning By-law Amendment Application 2788-2798 St. Paul Avenue Applicant: 2704432 Ontario Inc. (Mohammad Alizadeh) Agent: NPG Planning Solutions Inc. (Jeremy Tran) 5 Storey Building with 39 Apartment Dwellings The report recommends: 1. That Council approve the Official Plan and Zoning By-law amendments as detailed in this report to: a. permit a density of 150 units per hectare; b. rezone to the Residential Apartment 5E Density (R5E) zone to permit a 5 storey apartment building with 39 units, subject to the regulations outlined in this report; and, Page 5 of 23 Page 17 of 595 City Council October 5, 2021 2. That the amending zoning by-law include a Holding (H) provision to require the filing of a Record of Site Condition with the Ministry of the Environment, Conservation and Parks, prior to development. Alex Herlovitch, Director of Planning, Building and Development, gave an overview of the background report PBD-2021-55. David Opie, of 6189 Harvey Street, spoke in opposition of the report citing traffic and set-back issues expressing his opinion of the proposed development not fitting in to the area. Roseanne Morissette, of 2799 St. Paul Avenue, spoke in opposition of the application citing egress and ingress concerns. Jeremy Tran, Agent for application from NPG, shared his presentation in support of the development. ORDERED on the motion of Councillor Chris Dabrowski, Seconded by Councillor Mike Strange that the report be approved as recommended and that staff include surrounding residents in the site plan process. Carried Unanimously 7. REPORTS 7.1. CAO-2021-07 Vaccine Policy Update The report recommends that Report CAO-2021-07 be received for information. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Chris Dabrowski that Report CAO-2021-07 be received for information and that staff be directed to provide Council with a vaccination status update after November 15, 2021 to include the percentage of City employees who are vaccinated. Carried Unanimously 7.2. CD-2021-04 2022 Council Schedule Page 6 of 23 Page 18 of 595 City Council October 5, 2021 The report recommends that Council approve the proposed 2022 meeting schedule. Councillor Chris Dabrowski left the meeting at 5:55 PM. Councillor Chris Dabrowski returned to the meeting at 5:57 PM. Mayor Jim Diodati left the meeting at 5:57 PM. Mayor Jim Diodati returned to the meeting at 6:00 PM. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Chris Dabrowski that Council approve the proposed 2022 Council Meeting schedule. Carried Unanimously 7.3. F-2021-52 Property Tax Penalty and Interest Rate The report recommends that Council approve to reinstate the penalty and interest rate for unpaid property taxes to 1.25%, this represents the level that existed prior to the COVID19 pandemic effective and that this change in rate become effective on January 1, 2022. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Chris Dabrowski that Council approve to reinstate the penalty and interest rate for unpaid property taxes to 1%, for the next 6 months, starting November 1, 2021 and that staff report back to Council in 6 months. Carried Unanimously 7.4. MW-2021-68 Road Closure Request – Downtown BIA Winter Market The report recommends: 1. That Council provide direction to staff for the approval of the Downtown BIA’s requested road closures from November 1, 2021 Page 7 of 23 Page 19 of 595 City Council October 5, 2021 to December 31, 2021 as outlined in report MW-2021-68; and further, 2. That Council delegate approval of the event logistics, traffic management and Special Event permitting conditions to the Director of Municipal Works. Councillor Lori Lococo had left the meeting (as she had declared a conflict). ORDERED on the motion of Councillor Wayne Campbell, Seconded by Councillor Mike Strange that Report MW-2021-68 be deferred until later in the meeting as the BIA was currently meeting. Carried Unanimously (Councillor Lori Lococo declared a conflict). ORDERED on the motion of Councillor Wayne Campbell, Seconded by Councillor Victor Pietrangelo that the report be approved as recommended. Carried (Councillor Carolynn Ioannoni was opposed and Councillor Lori Lococo declared a conflict). 7.5. Councillor Victor Pietrangelo left the meeting as he had declared a conflict. PBD-2021-53 Future Strategic Growth Direction: Intensification Target The report recommends: 1. That Council endorse the Regional forecast of 44,430 additional people and 20,330 jobs for the City of Niagara Falls by 2051. 2. That Council endorse Option 2 to direct 65 percent of the City’s future housing growth be directed to the City’s Built-Up area. 3. That Staff be directed to notify the Region of the preferred intensification target to help guide the Region’s upcoming Settlement Area Boundary Review assessment. Alex Herlovitch, Director of Planning, Building and Development, made a presentation to Council outlining Niagara Falls Strategic Growth Direction: New Intensification Target. Page 8 of 23 Page 20 of 595 City Council October 5, 2021 Councillor Carolynn Ioannoni requested a recorded vote (to 1st motion below). Councillor Wayne Campbell requested a recorded vote (to 2nd motion below). ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Carolynn Ioannoni that recommendations in the report be approved. Motion Defeated (Councillors Campbell, Dabrowski, Kerrio, Strange, Thomson and Mayor Diodati were opposed to vote and Councillor Victor Pietrangelo declared a conflict). ORDERED on the motion of Councillor Chris Dabrowski, Seconded by Councillor Wayne Campbell that Council endorse the Regional forecast of 44,430 additional people and 20,330 jobs for the City of Niagara Falls by 2051 and that Council endorse Option 1 to direct 50 percent of the City's future housing growth to the City's Built-Up area and that staff be directed to notify the Region of the preferred intensification target to help guide the Region's upcoming Settlement Area Boundary Review assessment. Carried (Councillor Carolynn Ioannoni and Councillor Lori Lococo were opposed and Councillor Victor Pietrangelo declared a conflict). ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Mike Strange that staff bring back a report regarding the possibilities and options of Inclusionary Zoning. This would include information such as: %, demographics, annual household income, conditions, involvement of Region, consultation with Developers, organizations and public and any other relevant information. Furthermore, that staff be directed to tie this in with the Growth Direction Report and the Housing Needs report that is forthcoming. Carried Unanimously ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Wayne Campbell That staff bring back a report regarding tiny homes. This would include information such as: • Type – prefabricated, built on site, on wheels, shipping containers, etc • House size and height • Lot size • Zoning requirements – setbacks, parking Page 9 of 23 Page 21 of 595 City Council October 5, 2021 • Building Code and Planning Act requirements • Service – water, sewer, electricity • Permits • Development Charges • Rezoning or minor variance information • Any other relevant information Carried Unanimously 8. 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. CD-2021-05 Fee Waiver Application Saint Paul High School – Food Trucks The report recommends: That Council approve the Fee Waiver Application for: • Saint Paul High School - Annual Food Truck event in the amount of $150.00 for the waiver of any Specific Location Daily Sales business licence. CD-2021-06 Civic Petitions Procedure The report recommends that Council adopt the procedures outlined in this report and direct staff to update Council’s Procedural Bylaw as it relates to civic petitions that are intended to form part of a Council agenda. F-2021-50 2022 Schedule of Fees Page 10 of 23 Page 22 of 595 City Council October 5, 2021 The report recommends that the Schedule of Fees as presented in the attached schedule, be approved effective January 1, 2022. F-2021-51 Monthly Tax Receivables Report – August The report recommends that Council receive the Monthly Tax Receivables report for information purposes. L-2021-21 Declare Surplus Lands and Sale 5925 Summer Street (Coronation Centre) & Parking Lot (Corner of Lowell Avenue and Summer Street) Our File No. 2021-88 The report recommends: 1. That in the event Council determines that it is in the public interest to do so, Council declare 5925 Summer Street (Coronation Centre) & Parking Lot (Corner of Lowell Avenue and Summer Street) (hereinafter referred to as the “Subject Lands”), as outlined in yellow on Schedule “A”, as surplus to the City’s needs and pass the by-law for that purpose. 2. That the City proceed with the listing of the property for sale with a real estate agent under a listing agreement. 3. That the Mayor and City Clerk and Solicitor, be authorized to take whatever steps and sign whatever documents are required to carry out Recommendations 1 and 2. MW-2021-63 Morrison Street – Bicycle Lanes The report recommends: 1. That City Council receive report MW-2021-63 regarding new on-street bicycle lanes on Morrison Street; and further, Page 11 of 23 Page 23 of 595 City Council October 5, 2021 2. That Council pass a corresponding Bylaw on tonight’s agenda to designate a 1.5 metre bicycle lane on each side of Morrison Street between Dorchester Road and a point 100 metres west of Drummond Road. MW-2021-64 Sunhaven Drive Parking Control Review The report recommends: 1. That City Council receive report MW-2021-64 regarding a parking control review on Sunhaven Drive; and further, 2. That Council approve of the establishment of a No Parking zone on the south and west sides of Sunhaven Drive between a point 142 metres east of Jubilee Drive and a point 70 metres north of Venus Crescent. MW-2021-65 Drainage Superintendent Appointment – Nick Golia The report recommends that Council appoint Nick Golia as the Drainage Superintendent for the City of Niagara Falls. MW-2021-66 Oakes Park Outfield Improvements The report recommends: 1. That Council receive Report MW-2021-66 regarding a proposed contract change order for Oakes Park Senior Baseball Diamond Outfield Drainage Improvements; and further, 2. That Council authorize Staff to approve change orders to the contract with Touchstone Site Contractors Inc. as part of the approved capital project for the work totalling $219,000 plus applicable HST. MW-2021-67 Page 12 of 23 Page 24 of 595 City Council October 5, 2021 Garner Park Basketball Court The report recommends: 1. That City Council receive report MW-2021-67 including the attached neighbourhood petition and summary of community feedback concerning the Garner Park Basketball Court; and further, 2. That City Council direct Staff to install a multi-sport goal and children’s ball game goal at Garner Park; and further, 3. That City Council approve the expenditure and corresponding budget amendment in the amount of $12,000 for the supply and installation of the replacement fixtures with funding from the Municipal Works - Parks Grounds Maintenance Operating Budget (Account 11-3-711000- 030000). PBD-2021-54 DB-2021-001, Deeming By-law Application Lot 20, Plan 29 Property known as 6352 High Street Applicant: 12690748 Canada Inc. The report recommends that Council pass the by-law appearing on today’s agenda to deem Lot 20, Plan 29, to no longer be within the registered plan of subdivision. Councillor Chris Dabrowski pulled MW-2021-67 to discuss in more detail. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Vince Kerrio that Report MW-2021-67 be approved as recommended. Carried (Councillor Chris Dabrowski was opposed to the vote). ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Chris Dabrowski that staff report back on the connectivity of bicycle lanes to support the active transportation corridor. Carried Unanimously Page 13 of 23 Page 25 of 595 City Council October 5, 2021 ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Vince Kerrio that the remainder of the reports under the Consent Agenda be approved as recommended. Carried Unanimously (Councillor Victor Pietrangelo declared a conflict to CD- 2021-05). 9. COMMUNICATIONS AND COMMENTS OF THE CITY CLERK 9.1. Integrity Commissioner Report (IC-13443-0421 - Peebles/Pietrangelo) Attached, please find the Integrity Commissioner's letter dated September 9, 2021 and the Final Report for the above-noted matter. RECOMMENDATION: For the Information of Council. A recorded vote was requested by Councillor Carolynn Ioannoni. ORDERED on the motion of Councillor Vince Kerrio, Seconded by Councillor Mike Strange that staff forward a letter to the complainant to inform of the cost of the Integrity Commissioner's investigation and provide an opportunity to contribute any monies towards the cost. Carried (Councillor Carolynn Ioannoni was opposed to the vote). 9.2. Resolution - City of St. Catharines - Provincial Nursing Shortage The attached correspondence from the St. Catharines City Council is regarding a Provincial Nursing Shortage. The resolution asks that the City of St. Catharines call upon the Government of Ontario to immediately identify and implement solutions to this crisis that will allow the resumption of in-person learning for these children, possibly including but not limited to greater incentives to retain qualified nurses and the allowance of trained caregivers to fill these roles. RECOMMENDATION: For the Information of Council. ORDERED on the motion of Councillor Vince Kerrio, Seconded by Councillor Chris Dabrowski that Council receive and file the correspondence for information. Carried Unanimously Page 14 of 23 Page 26 of 595 City Council October 5, 2021 9.3. Parking Restrictions - Concerned residents of Chipman Crescent - Petition Concerned residents of Chipman Crescent signed a petition addressing their concerns over the parking restrictions on the street. RECOMMENDATION: To Refer to Staff. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Thomson that the matter pertaining to the parking restrictions on Chipman Crescent be referred to staff. Carried Unanimously 9.4. Special Occasion Permit Request - Tequila Expo, Niagara Falls Pablo Tovar, Event Organizer, for the Tequila Expo is requesting that the City of Niagara Falls declare the "Tequila Expo" on Saturday, December 4, 2021 at the Scotiabank Convention Centre as "municipally significant" in order to assist with obtaining a Special Occasion Permit from AGCO. The Tequila Expo is a cultural celebration of Mexico's number one export spirit that involves food, entertainment and music. RECOMMENDATION: For the Approval of Council. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Chris Dabrowski that Council approve the request to declare the "Tequila Expo" on Saturday, December 4, 2021 at Scotiabank Convention Centre as "municipally significant." Carried Unanimously 9.5. Niagara Region Correspondence The following items have been sent from the Niagara Region for information: 1)Niagara Region Council Motion to Review and Amend Section 128 (Rate of Speed) of the Highway Traffic Act. Please be guided by the attached letter . 2) Consultation Response and Further Policy Development on Niagara Region Official Plan. RECOMMENDATION: For the Information of Council. Page 15 of 23 Page 27 of 595 City Council October 5, 2021 ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Wayne Campbell that Council receive and file the correspondence for information. Carried Unanimously (Councillor Victor Pietrangelo declared a conflict). 9.6. Resolution - Town of Fort Erie - Right of Passage along the Lake Erie Shoreline The Municipal Council of the Town of Fort Erie as its meeting of September 20, 2021 passed the resolution regarding a request to the Provincial Government to implement a right of passage along the Lake Erie Shoreline. RECOMMENDATION: For the Information of Council. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Chris Dabrowski that Council receive and file the correspondence for information. Carried Unanimously (Councillor Vince Kerrio declared a conflict). 9.7. Inter-Departmental Memo from the City Clerk - School Board Professional Development Day Request Attached is a memo from the City Clerk regarding a request to ask school boards in Niagara to schedule a Professional Development Day on October 24, 2022, Municipal and School Board Election Day. RECOMMENDATION: That Council pass the resolution appearing on today’s agenda related to requesting four school boards in Niagara to schedule a Professional Development Day on October 24, 2022, Municipal and School Board Election Day. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Mike Strange that Council pass the resolution appearing on today’s agenda related to requesting four school boards in Niagara to schedule a Professional Development Day on October 24, 2022, Municipal and School Board Election Day. Carried Unanimously (Councillor Victor Pietrangelo declared a conflict). Page 16 of 23 Page 28 of 595 City Council October 5, 2021 9.8. Proclamation Request - Islamic History Month The Canadian Council of Muslim Women Niagara Halton is requesting Council to proclaim "Islamic History Month" from October 1st - 31st, 2021. RECOMMENDATION: That Council approve the request to proclaim and acknowledge "Islamic History Month" from October 1st - 31st, 2021. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Campbell that Council approve the request to proclaim and acknowledge "Islamic History Month" from October 1st - 31st, 2021. Carried Unanimously 9.9. Proclamation Request - Respiratory Therapy Week The Canadian Society of Respiratory Therapists (CSRT) celebrates Respiratory Therapy Week annually. This week-long celebration serves to educate the public about the varied roles and responsibilities of respiratory therapists and to raise awareness of the significant contribution made by respiratory therapists across our health care system. This year, Respiratory Therapy Week runs from October 23-29, 2021. RECOMMENDATION: That Council approve the request to proclaim "Respiratory Therapy Week" from October 23-29, 2021. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Thomson that Council approve the request to proclaim "Respiratory Therapy Week" from October 23-29, 2021. Carried Unanimously 9.10. Proclamation and Flag-Raising Request - International Day for the Elimination of Violence Against Women Women's Place is requesting Council to participate in the 2021 Wrapped in Courage Campaign, which focusses on ending gender- based violence in our community and beyond. November 25th marks both the International Day for the Elimination of Violence Against Women and the first day of the 16 Days of Activism Against Gender-Based Violence. They are requesting that Council proclaim November 25th as the International Day for the Elimination of Page 17 of 23 Page 29 of 595 City Council October 5, 2021 Violence Against Women and raising a Wrapped in Courage flag on November 25th to raise awareness and promote gender equality. RECOMMENDATION: That Council approve the request to proclaim November 25th as the International Day for the Elimination of Violence Against Women and raising a Wrapped in Courage flag on November 25th to raise awareness and promote gender equality. ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Victor Pietrangelo that Council approve the request to proclaim November 25th, 2021 as theInternational Day for the Elimination of Violence Against Women and raising a Wrapped in Courage flag on November 25th to raise awareness and promote gender equality. Carried Unanimously 9.11. Flag-Raising Request - Meals on Wheels Week On behalf of the Board for Meals on Wheels, Niagara Falls and Niagara- on-the-Lake, William Clark, Chairperson, is requesting Council to approve a flag-raising to recognize Meals on Wheels Week from October 3rd - October 9th, 2021. RECOMMENDATION: That Council approve the request to fly the Flag from October 3rd to October 9th, 2021 to recognize Meals on Wheels Week in Niagara Falls and Niagara-on-the-Lake. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Mike Strange that Council approve the request to fly the Flag from October 3rd to October 9th, 2021 to recognize Meals on Wheels Week in Niagara Falls and Niagara-on-the-Lake. Carried Unanimously 9.12. Flag-Raising Request - Positive Living Niagara - HIV/AIDS Awareness Week Darryl Dyball, Coordinator for Positive Living Niagara is requesting that Council approve a flag-raising for Monday, November 22, 2021 for HIV/AIDS Awareness Week. RECOMMENDATION: That Council approve a flag-raising for Monday, November 22, 2021 for HIV/AIDS Awareness Week. Page 18 of 23 Page 30 of 595 City Council October 5, 2021 ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Mike Strange that Council approve a flag-raising for Monday, November 22, 2021 for HIV/AIDS Awareness Week. Carried Unanimously 9.13. Hindu Forum Canada - Request for Renaming a Street Hindu Forum Canada is proposing a name change of one of the streets in the Region to Guru Tegh Bahadur Street. RECOMMENDATION: To Refer to Staff. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Thomson that Council refer the matter to staff regarding the request to rename a street. Carried Unanimously 9.14. Request to waive requirement for Commercial Parking Lot business licence RECOMMENDATION: That the request to receive an extension to operate not be approved and that the property at 5926 Stanley Avenue apply for a Commercial Parking Lot business licence and not be allowed to operate until such a licence be granted, if applicable. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Victor Pietrangelo that the request be granted to operate without a Commercial Parking lot business licence for the property at 5926 Stanley Avenue. Carried Unanimously 9.15. Lundy's Lane BIA - Changes to Board The Lundy's Lane BIA is requesting Council to approve changes made to the Board. RECOMMENDATION: For Council's Consideration. Page 19 of 23 Page 31 of 595 City Council October 5, 2021 ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Mike Strange that Council approve the changes to the Lundy's Lane BIA Board. Carried (Councillor Carolynn Ioannoni was opposed to the vote). 10. RESOLUTIONS 10.1. Inter-Departmental Memo from the City Clerk - School Board Professional Development Day Request Attached is a resolution from the City Clerk regarding a request to ask school boards in Niagara to schedule a Professional Development Day on October 24, 2022, Municipal and School Board Election Day. ORDERED on the motion of Councillor Mike Strange, Seconded by Councillor Chris Dabrowski that the resolution from the City Clerk of Niagara Falls regarding a request to ask school boards in Niagara to schedule a Professional Development Day on October 24, 2022, Municipal And School Board Election Day, be approved. Carried Unanimously (Councillor Victor Pietrangelo declared a conflict). 11. RATIFICATION OF IN-CAMERA a) Ratification of In-Camera ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Chris Dabrowski that Council accept an offer to purchase Part 10 on Reference Plan 59R-16028, for $279,153.00 plus H.S.T.and that Council accept an offer to purchase Parts 1 &3 on Reference Plan 59R- 16783 for $43,890.00 plus H.S.T. Carried Unanimously (Councillor Mike Strange abstained from the vote). 12. BY-LAWS The City Clerk will advise of any additional by-laws or amendments to the by- law listed for Council consideration. 2021- 101 - A by-law to appoint an Acting Chief Administrative Officer. Page 20 of 23 Page 32 of 595 City Council October 5, 2021 2021- 102 - A by-law to fees and charges for various services, licences and publications for the City of Niagara Falls. 2021- 103 - A by-law to amend By-law No. 79-200, to permit the use of the lands for a triplex dwelling (AM-2021-011). 2021- 104 - A by-law to designate Lot 20, Plan 29 to be deemed not to be within a registered plan of subdivision (DB-2021-001). 2021- 105 - A by-law to amend By-law No. 89-2000, being a by-law to regulate parking and traffic on City Roads. (Designated Lanes) 2021- 106 - A by-law to amend By-law No. 89-2000, being a by-law to regulate parking and traffic on City Roads. (Stopping Prohibited, Parking Prohibited, Stop Signs at Intersections, Speed Limits on Highways Part 2 – 60 km/h) 2021- 107 - A by-law to appoint an Acting City Clerk. 2021- 108 - 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- 109 - A by-law to adopt, ratify and confirm the actions of City Council at its meeting held on the 5th day of October, 2021. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Chris Dabrowski that the by-laws be read a first, second and third time and passed. Carried Unanimously 13. NEW BUSINESS a) Indigenous Crosswalk Page 21 of 23 Page 33 of 595 City Council October 5, 2021 ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Wayne Thomson that staff report back to Council on a possible Indigenous Crosswalk in the City of Niagara Falls and to refer the matter to the Fallsview BIA to see if they would choose an appropriate crosswalk in the Fallsview area and to further explore cost sharing. Carried Unanimously b) Traffic Concerns - Stanley Avenue and Lyons Creek Road ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Mike Strange that Staff investigate traffic safety concerns at the intersection of Stanley Avenue and Lyons Creek Road. Carried Unanimously c) Spooky Awards ORDERED on the motion of Councillor Mike Strange, Seconded by Councillor Chris Dabrowski that Council encourage homeowners to enter contest by decorating their homes and to have residents dress up for Halloween as part of a costume contest; furthermore, request $1000.00 from the budget to assist in covering the costs for the prizes; furthermore, that the residents submit their pictures to the City and that Council be encouraged to dress up in costume for the October 26, 2021 Council meeting. Carried Unanimously (Councillor Carolynn Ioannoni was absent). d) Traffic Light Request - Willodell Road and Lyons Creek Road ORDERED on the motion of Councillor Mike Strange, Seconded by Councillor Chris Dabrowski that Council make a recommendation to the Region that the "right-turn only" being recommended by the Region at the intersection of Willodell Road and Lyons Creek Road, be replaced with a traffic light as a better option, rather than a boulevard. Carried Unanimously (Councillor Victor Pietrangelo declared a conflict and Councillor Ioannoni and Councillor Thomson were absent from the vote). 14. ADJOURNMENT Page 22 of 23 Page 34 of 595 City Council October 5, 2021 a) Adjournment ORDERED on the motion of Councillor Vince Kerrio, Seconded by Councillor Wayne Thomson that the meeting be adjourned at 7:42 PM. Carried Unanimously (Councillor Carolynn Ioannoni and Councillor Thomson were absent from the vote). Mayor City Clerk Page 23 of 23 Page 35 of 595 Page 36 of 595 Agenda 1-5 Year Capital Forecast Safety Initiatives Regional Vision Page 37 of 595 Capital Budget Allocation Niagara Region’s Capital Budget is broken down into four (4) main areas: Network Expansion Intersection Improvement Program Roads Rehabilitation Program Structure Rehabilitation Program Page 38 of 595 Program Definitions Intersection Improvement Program involves modifications to improve the safety of the intersection, such as adding turn lanes and curbs, resurfacing the road and changing pavement markings, installing new traffic signals, and creating roundabouts. Structure Rehabilitation Program Will include one of the following strategies: Bridge Rehabilitation involves the modification, alteration or improvement of existing bridges on Regional Roads. The work is performed to correct deficiencies that will extend the service life or increase the load carrying capacity. Bridge Replacement involves the replacement of existing bridge structures that have reached the end of their service life. Network Expansion includes the construction of new roads, and the widening of existing roads to accommodate growth and development as part of the Region’s 10- Year Capital Roads Program identified in the Transportation Master Plan. Roads Rehabilitation Program involves reconstruction of roads to address deteriorating pavement conditions and improve the cross section. This may include new buried infrastructure, curb and gutter and active transportation.Page 39 of 595 1-5 Year Capital Forecast Network Expansion Regional Road 49 McLeod Rd •Phase 2: Road widening from Hydro Canal to Wilson Crescent •Intersection improvements at Drummond Road RR49 (McLeod Road) looking west at Merritt Avenue RR49 (McLeod Road) looking east at Drummond RoadPage 40 of 595 1-5 Year Capital Forecast Network Expansion RR57 Thorold Stone Rd looking east at RR102 Stanley Ave Status Road Design and Roundabout Construction Regional Road 57 Thorold Stone Rd Extension East of RR102 Stanley Avenue ) Proposed Roundabout at Bridge St and Victoria AvePage 41 of 595 1-5 Year Capital Forecast Network Expansion Montrose Rd looking north to Grassy Brook Rd Regional Road 98 Montrose Rd From Lyon’s Creek Rd to Canadian Dr )Status EA Underway Montrose Rd looking south to Lyon’s Creek Rd intersectionPage 42 of 595 1-5 Year Capital Forecast Network Expansion Stanley Ave looking south to Robinson St Regional Road 102 Stanley Ave From Murray St to Peer Lane ) Status Future Project Page 43 of 595 1-5 Year Capital Forecast Intersection Improvements Regional Road 57 Thorold Stone RdStatus Future Projects RR57 Thorold Stone Rd looking west at RR98 Montrose Rd Intersection Improvements at Montrose Rd Intersection Improvements at Dorchester Rd RR57 Thorold Stone Rd looking east at Dorchester RdPage 44 of 595 1-5 Year Capital Forecast Roads Rehabilitation Program RR20 Lundy’s Lane looking east from RR98 Montrose Rd Regional Road 20 Lundy’s Lane From Highland Ave to RR98 Montrose Rd ) Status EA Underway Page 45 of 595 1-5 Year Capital Forecast Roads Rehabilitation Program RR20 Lundy’s Lane looking west to Kalar Rd Regional Road 20 Lundy’s Lane From RR98 Montrose Rd to Kalar Rd ) Status Future Project Page 46 of 595 1-5 Year Capital Forecast Roads Rehabilitation Program RR43 Bridge St looking east from Crysler Avenue Regional Road 43 Bridge St From Victoria Ave to Erie Ave ) Status EA Underway Page 47 of 595 1-5 Year Capital Forecast Roads Rehabilitation Program RR61 Townline Rd looking west at Melrose Dr Regional Road 61 Townline Rd From Stanley Ave to Four Mile Creek Rd ) Status Future Project Page 48 of 595 1-5 Year Capital Forecast Roads Rehabilitation Program RR102 Stanley Ave looking south to North St Regional Road 102 Stanley Ave From Hwy 420 to Peer Lane ) Status Future Project Page 49 of 595 1-5 Year Capital Forecast Roads Rehabilitation Program RR116 Sodom Rd looking south to Mann St Regional Road 116 Sodom Rd From Lyon’s Creek Rd to Willick Rd ) Status Future Project Page 50 of 595 1-5 Year Capital Forecast Structure Rehabilitation Program Hydro Canal Bridge North Status Construction in 2022 Hydro Canal Bridge North –looking west Hydro Canal Bridge North –North elevation looking westPage 51 of 595 1-5 Year Capital Forecast Structure Rehabilitation Program Netherby Rd Bridge Status Future Project Roadway over structure -looking east Netherby Rd Bridge –South elevationPage 52 of 595 1-5 Year Capital Forecast Structure Rehabilitation Program White Pigeon Bridge Status Future Project Roadway over structure -looking north White Pigeon Bridge –East elevationPage 53 of 595 1-5 Year Capital Forecast Structure Rehabilitation Program Stanley Ave Bridge Status Future Project Roadway over structure -looking south Stanley Ave Bridge –West elevationPage 54 of 595 1-5 Year Capital Forecast Structure Rehabilitation Program Ontario Avenue / Highway 420 Bridge Status Future Project Ontario Avenue / Highway 420 Bridge –looking west Ontario Avenue / Highway 420 Bridge –south elevationPage 55 of 595 1-5 Year Capital Forecast Structure Rehabilitation Program Victoria Avenue / Highway 420 Overpass Status Future Project Victoria Avenue–looking south Victoria Avenue/Hwy 420 Overpass–west elevationPage 56 of 595 Safety Initiatives Vision Zero Road Safety Program Pavement Line Marking and Crosswalks Speed Display Trailer Sign Installations Page 57 of 595 Regional Vision Complete Streets Regional Wayfinding Niagara-Hamilton Trade Corridor Page 58 of 595 Thank-you Page 59 of 595 R&C-2021-17 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Recreation & Culture SUBJECT: R&C-2021-17 Recreation, Culture & Parks Plan RECOMMENDATION 1. That Council approve the draft Recreation, Culture & Parks Ten Year Plan. 2. And that staff report back to Council with a detailed formal implementation plan to include timing and financial impact. EXCUTIVE SUMMARY Monteith Brown Planning Consultants was hired June 2020 to develop the city of Niagara Falls, Recreation, Culture & Parks ten year plan. The ten year plan is a comprehensive document to address the current and future Recreation, Culture & Parks needs. The plan provides a facility database to identify future capital projects based on the city’s current and forecasted population, trends and gaps in service. To assist in developing the plan community input was collected through a community survey, stakeholder and staff workshops, written comments and submissions. The outcome is a document with almost 100 initiatives to implement over the next ten years. The initiatives are broken down into eight goals to address future needs while contributing to the City’s place making, planning and economic development objectives. The major recommended capital projects include the redevelopment of the Chippawa/Willoughby Memorial Arena to include the Chippawa Library branch, new cricket pitch, outdoor artificial skating path/rink, cricket ball complex, new tennis courts, natural outdoor playground, basketball courts, splash pad, north end skateboard and/or Bike Park and outdoor fitness equipment. Recommended studies include Outdoor Pool Revitalization, Festivals & events, Waterfront Plan, Urban Forest, Woodlot Management and Update to the RCP Plan. Page 60 of 595 2 R&C-2021-17 October 26, 2021 BACKGROUND The former Strategic Plan for the Provision of Parks, Recreation, Arts & Culture guided the department for ten years, 2007 - 2017. The majority of the recommendations were implemented including the development of a Culture Plan, establishing Athletic Fields rates and fees, implementing a recreation software program for rentals and programs, and new outdoor amenities including trails, playgrounds and courts. ANALYSIS/RATIONALE The purpose of the ten year plan is to serve as an instrument to strengthen and focus Niagara Falls’ parks, recreation and cultural services delivery, and enhance the City’s capacity to provide for these services now and into the future. RCP Plan Eight Goals 1. Bring the Community together through Recreation, Culture & Parks - Coordinate opportunities for children, youth and older adult programming. Consider community partners i.e. NF Library to provide additional programs. - Consider marginalized and underrepresented communities, better understand needs, develop policies and effective staffing training - Meet with Black, Indigenous & Persons of Colour to discuss opportunities, review current and future policies, for example naming opportunities. 2. Reflect Authentic Cultural Experiences & Local History -Develop communications plan to promote cultural services and programs, incorporate culture and traditions of the Black, Indigenous & Persons of Colour 3. Build & Revitalize Facilities to Reinvigorate Established Neighbourhoods -Prepare a feasibility study for a new community centre including a library at the Chippawa/Willoughby Memorial Arena -Provide 2 community gyms and aquatic facilities, adapt MacBain CC space to create community spaces -Construct 2 new rectangular fields, new basketball/multi use courts, splash pad in the south McLeod Road corridor, tennis/pickle ball courts and adult playgrounds. 4. Connect People & Places to the Outdoors - Revisit the parkland classification system - Revisit parkland related policies - Develop master plans for Firemen’s park, water front plan and George Bukator park and Trails - Develop standards for park elements including bike racks, water fountains and share structures - Develop Wayfinding Master Plan for parks and greenspace Page 61 of 595 3 R&C-2021-17 October 26, 2021 5. Embrace Natural Beauty & Sustainability within our Public Open Space - Formalize park recycling program - Develop a Climate Change Mitigation and Adaptation Plan, complete a Urban Forest Plan and Woodlot Management Plan 6. Contribute to Complete & Vibrant Communities - Formalize Public Art Policy and explore public art opportunities - Review city special events and community event space 7. Improve Access to Facilities & Services Across Niagara Falls -Review Fee for Service agreements and services - Implement Volunteer rink program - Design and construct new cricket pitch, new skateboard or bike facility in the north end, outdoor tennis court complex, construct an outdoor pickle ball complex -Review and upgrade city gravel parking lots 8. Set the Recreation, Culture & Parks System Up for Success - Confirm staffing requirements for MacBain CC, NF Exchange, centralized operational supports and staff capacity for special events - Establish a per capita target for municipal investment in the local arts and culture sector - Confirm Recreation, Culture and parks service levels - Engage community partners to discuss partnerships and public access to facilities - Implement, monitor and update the ten year plan. A feedback form was created to collect feedback from the community on the draft Recreation, Culture and Parks Plan for Niagara Falls whereby respondents were asked to reflect on what they liked, what was missing and any additional comments they had. In total, 64 submissions were received and notable themes are summarized as follows:  Strong support for the RCP Plan’s focus on inclusion by recognizing the unique needs of under-represented populations and older adults in particular;  Support for recommendations oriented to preserving green space, enhancing the trails / cycling network, and providing outdoor event space;  Appreciate the RCP Plan emphasizing the needs of the community/residents living in Niagara with a number of respondents indicating that they are excited to see Niagara Falls evolve beyond “just being a tourist destination”;  A desire to permanently keep and possibly expand the disc golf course; and  Continuing to maintain existing trails and parkland to keep them liter free, safe and accessible. Page 62 of 595 4 R&C-2021-17 October 26, 2021 FINANCIAL/STAFFING/LEGAL IMPLICATIONS The eight goals and supporting initiatives will be organized in a ten year line to address priority projects within the next 1 -3 years, medium priority 4 – 7 years and long term projects 8 – 10 years. Capital project requests will be submitted over the ten year period. Creative partnerships with other partners such local school boards, other municipalities and private partners will be explored prior to constructing major capital projects. Opportunity to discuss cost sharing and other creative options to reduce the financial impact. CITY’S STRATEGIC COMMITMENT The key action to present the 2021 Recreation, Culture & parks Ten Year Plan Culture is to develop a phased implementation plan fits the Strategic Priority, A Vibrant and Well Planned City, with the goal to build and promote a vibrant, sustainable City that supports an active, connected and creative community Recommended by: Kathy Moldenhauer, Director of Recreation and Culture Respectfully submitted: Jason Burgess, Chief Administrative Officer Page 63 of 595 Page 64 of 595 [This page has intentionally bee n left blank] Page 65 of 595 City of Niagara Falls Recreation, Culture & Parks Plan DRAFT August 30, 2021 Prepared by: Page 66 of 595 Monteith Brown Planning Consultants | TRA | WGC 4 Acknowledgements Niagara Falls residents have been living in uncertain times over the past year and a half since the COVID-19 pandemic changed nearly every aspect of daily life in Canada and across the world. Community stakeholders and residents that rely on the City’s recreation, culture, parks and tourism sectors have been especially impacted as public facilities were temporarily closed, programs and events have been cancelled, and financial pressures have mounted. Despite this, the pandemic has also highlighted how important recreation, culture and parks are to our residents and have showcased the great resiliency of user groups, service clubs, and community providers to adapt to change. Niagara Falls’ elected officials and staff have also worked tirelessly to navigate this uncharted territory to ensure continuity of service to the greatest degree possible. In light of these challenges, the role that all individuals playing a part in the development of this Recreation, Culture & Parks Plan cannot be understated. The collective efforts of all involved in the Plan is sincerely appreciated and we believe has resulted in a strategy that can help the City with its short and long-term recovery. Through recreation, culture and parks, we hope that Niagara Falls can once again find ways to reintroduce a sense of comfort and normalcy as we move forward over the next 10 years. We thank all involved in the Plan for your commitment to making Niagara Falls stronger. City of Niagara Falls Council Mayor Jim Diodati Councillor Wayne Campbell Councillor Chris Dabrowski Councillor Carolynn Ioannoni Councillor Vince Kerrio Councillor Lori Lococo Councillor Victor Pietrangelo Councillor Mike Strange Councillor Wayne Thomson RCP Plan Steering Committee Kathy Moldenhauer, Director of Recreation & Culture Erik Nickel, Director of Municipal Works David Antonsen, Landscape Architect Clark Bernat, Culture & Museums Manager Jeff Claydon, Landscape Architect Rob McDonald, Manager of Recreation & Customer Service Dale Morton, Manager of Strategic Initiatives Marianne Tikki, Manager of Roadways Project Consultants Monteith Brown Planning Consultants Ltd. Tucker-Reid & Associates Wickens Greenspace Consultants Page 67 of 595 Recreation, Culture & Parks Plan | City of Niagara Falls Acknowledgement of our Indigenous Communities Page 68 of 595 Monteith Brown Planning Consultants | TRA | WGC 6 Page 69 of 595 Recreation, Culture & Parks Plan | City of Niagara Falls Table of Contents A Vision for Recreation, Culture & Parks in Niagara Falls ......................................................................................................... 1 A Plan Shaped by Community ....................................................................................................................................................................... 9 Goal #1: Bring the Community Together through Recreation, Culture & Parks ................................................... 13 Goal #2: Reflect Authentic Cultural Experiences & Local History .................................................................................. 19 Goal #3: Build & Revitalize Facilities to Reinvigorate Established Neighbourhoods ....................................... 23 Goal #4: Connect People & Places to the Outdoors ............................................................................................................... 29 Goal #5: Embrace Natural Beauty & Sustainability within our Public Open Spaces ........................................ 37 Goal #6: Contribute to Complete & Vibrant Communities ................................................................................................... 41 Goal #7: Improve Access to Facilities & Services Across Niagara Falls ................................................................... 45 Goal #8: Set the Recreation, Culture & Parks System Up for Success ....................................................................... 51 Implementing the Plan ...................................................................................................................................................................................... 57 Technical Reports (under separate cover) Current State Report Consultation Summary Report Needs Assessment Report Page 70 of 595 Monteith Brown Planning Consultants | TRA | WGC ii [Page intentionally left blank] Page 71 of 595 1 Recreation, Culture & Parks Plan | City of Niagara Falls A Vision for Recreation, Culture & Parks in Niagara Falls 1 Page 72 of 595 Monteith Brown Planning Consultants | TRA | WGC 2 The Recreation, Culture & Parks Plan Drawing Inspiration from Niagara Falls’ World-Class Natural Settings, Prominent History and the Strength of our Community to provide Recreation, Culture and Parks for Every Resident to Thrive. - Recreation, Culture & Parks Plan Vision The Recreation, Culture & Parks Plan (“RCP Plan”) is based upon the fundamental philosophy that every Niagara Falls resident can draw inspiration from local recreation, culture and parks services in order for them to thrive, both as individuals and as a community. In turn residents - and the City as a whole - can derive the physical, social, economic and creative benefits of these services while building on Niagara Falls’ internationally recognized parks system and origins in the formation of Canada that will allow the City of Niagara Falls to advance its corporate Strategic Priorities through recreation, culture and parks. The Recreation, Culture & Parks Plan (referred to as the “RCP Plan”) guides services provided by the City of Niagara Falls between the years 2021 and 2031. The scope of the RCP Plan includes: − Indoor and outdoor recreation facilities operated through the Recreation & Culture Department; − Arts and cultural facilities operated through the Recreation & Culture Department; − Parks and open spaces maintained by the Municipal Works Department; and − Programs and services offered through the municipal recreation, culture and parks system. The RCP Plan advances 8 Goals that are intended to address the recreation, culture and parks needs of Niagara Falls residents while contributing to the City’s placemaking, planning and economic development objectives as a whole. The RCP Plan Goals – which propose 97 individual initiatives to fulfill them – are as follows: 1. Bring the Community Together through Recreation, Culture & Parks 2. Reflect Authentic Cultural Experiences & Local History 3. Build & Revitalize Facilities to Reinvigorate Established Neighbourhoods 4. Connect People & Places to the Outdoors 5. Embrace Natural Beauty & Sustainability within our Public Open Spaces 6. Contribute to Complete & Vibrant Communities 7. Improve Access to Facilities & Services Across Niagara Falls 8. Set the Recreation, Culture & Parks System Up for Success Page 73 of 595 3 Recreation, Culture & Parks Plan | City of Niagara Falls The Importance of Recreation, Culture & Parks The City of Niagara Falls’ recreation, culture and parks services provide residents with access to a number of benefits. These services are used by the City of Niagara Falls to: • provide opportunities for healthy living through physical and social activities; • aid in the planning and design of healthy communities; • create a sense of place and belonging; • spur economic development and tourism; and • promote environmental health and sustainability. Dating back 135 years and prior to the City’s formation, the Government of Ontario signed the “Niagara Falls Park Act” that established the Niagara Parks Commission in 1885 and made the river corridor between Niagara-on- the-Lake and Fort Erie the first provincial park in Ontario. At that time, the area now encompassing Niagara Falls was known as Clifton before incorporating as the City of Niagara Falls in 1901. The City significantly expanded in the mid-1960s through amalgamation of the former Stamford Township. Over the years, the City of Niagara Falls recreation, culture and parks system has flourished with investments from multiple levels of government and agency support along with a thriving tourism industry. Local parks and recreation are closely intertwined with the cultural sector. The City’s cultural sector benefits from the diverse mix of urban, agricultural and natural settings where residents and visitors can spend their leisure time learning about the area’s important role in Canada’s historical origins, partake in a successful entertainment industry, enjoy local food and wine, stroll through a number of horticultural gardens throughout the City that showcase art and the considerable skill required to design and maintain them, and experience the majestic of one of the Natural Wonders of the World through the Falls. Page 74 of 595 Monteith Brown Planning Consultants | TRA | WGC 4 Parks, Recreation & Culture Facilities in Niagara Falls The Recreation & Culture Department is responsible for a range of services including a number of indoor facilities and selected programming within them, while the Municipal Works Department is responsible for designing and maintaining parkland and trails throughout Niagara Falls. The Municipal Works Department oversees general maintenance and capital repairs for outdoor recreation facilities in parks while the Recreation & Culture Department assumes responsibility for scheduling and permitting, where applicable. Notable recreation, culture and park assets operated by these two City Departments include the following: • Two arenas at the Gale Centre and Chippawa Arena • An indoor aquatics centre, gymnasium and program rooms at the MacBain Community Centre • Coronation 50 Plus Recreation Centre • Niagara Falls History Museum, Battle Ground Hotel Museum, Willoughby Historical Museum, and the Lundy’s Lane Battlefield • The Niagara Falls Exchange arts and culture hub (presently under construction) • 424 hectares across 102 municipal parks • 36 kilometres of recreational trailways, including the Millennium Trail • 30 rectangular fields, 30 ball diamonds and 1 cricket pitch • 28 outdoor basketball courts, 38 tennis courts and 10 pickleball courts • Playgrounds at 61 parks and 7 splash pads • 8 outdoor skating rinks Page 75 of 595 5 Recreation, Culture & Parks Plan | City of Niagara Falls RCP Plan Overarching Frameworks & Selected Documents that inform the RCP Plan 5 Page 76 of 595 Monteith Brown Planning Consultants | TRA | WGC 6 Trends Influencing Recreation, Culture & Parks in Niagara Falls 6 Page 77 of 595 7 Recreation, Culture & Parks Plan | City of Niagara Falls Niagara Falls at a Glance 7 Page 78 of 595 Monteith Brown Planning Consultants | TRA | WGC 8 Niagara Falls at a Glance 8 Page 79 of 595 9 Recreation, Culture & Parks Plan | City of Niagara Falls A Plan Shaped by Community 9 Page 80 of 595 Monteith Brown Planning Consultants | TRA | WGC 10 The RCP Plan is a plan shaped by the community, for the community. Considerable efforts were made throughout the entire planning process to engage ALL Niagara Falls residents. In addition to the general public, the consultation process sought input from many stakeholders and population groups including community-based providers for recreation, culture and sport, the BIPOC (Black, Indigenous, and Persons of Colour) and LGTBQ2+ communities, residents from a range of income groups, persons with disabilities, and more. A multi-faceted consultation approach maximized opportunities for the public input through use of in-person, online and email/telephone initiatives despite the unprecedented challenges brought upon by the COVID-19 pandemic. 10 Page 81 of 595 11 Recreation, Culture & Parks Plan | City of Niagara Falls What We Heard A Recreation, Culture & Parks System that Includes Everybody: Inclusion and accessibility are top of mind priorities among staff and residents. A common theme emerging from the consultation sessions was that Niagara Falls’ recreation, culture and parks system should be inclusive of all residents, regardless of ability, gender, sexual orientation, background and income. Community Forums and Staff Workshops highlighted opportunities to showcase contributions of Indigenous Communities and other ethno- cultural groups through parks, facilities and the public realm as well as programs and initiatives such as public art and special events. The local recreation, cultural and parks system could advance principles of social justice to serve marginalized populations such as persons experiencing low income or homelessness, racialized communities, the LGBTQ2S community and persons with disabilities. Demand for Self- Scheduled Activities: Strong interest exists for unstructured, passive activities among all age groups. The community survey found that the most popular activities (prior to the COVID-19 pandemic) was walking and hiking; enjoying parks; cycling or mountain biking, fitness and dog walking. Influences of COVID- 19: The COVID-19 pandemic is influencing the way people participate in recreation, culture and parks. Staff and the public have noticed an increase in passive outdoor activities such as walking and a decline in participation/membership among certain sports during the pandemic. The public’s connection with parks has become especially important to mental health during periods of isolation and there is a keen interest to see how COVID-19 will impact the future of recreation, culture and parks facilities, programs and services. Support for Trails: Trails are highly valued amenities in Niagara Falls and were reported as the top priorities for investment through the community survey. The significance of the Millennium Recreational Trail was frequently mentioned throughout consultations along with a desire to strengthen trail connections to major destinations across the City. 11 Page 82 of 595 Monteith Brown Planning Consultants | TRA | WGC 12 Reinvesting in Aging Facilities & Parks: Revitalizing aging infrastructure and establishing a long-term strategy for facility investment was identified for key assets such as the Chippawa Willoughby Memorial Arena and the Coronation 50 Plus Recreation Centre. Proactive planning and reinvestment is required to carry out replacement, renovation and/or expansion of important community facilities. Distribution of Facilities & Services: With growing populations in south Niagara Falls, investments targeted to the MacBain Community Centre & Library, the Boys & Girls Club of Niagara, and a number of parks have been good for people living in these areas. However, certain populations in north and central Niagara Falls face challenges in being able to reach these spaces (distance and cost of travel are barriers for some residents). Emerging Interests: A number of emerging facilities and program opportunities were identified including, but not limited to, pickleball, gymnasium space, mountain and BMX biking, indoor and outdoor fitness, arts and cultural space, and special events. Empowering Community Providers to Deliver Services: Stakeholders support the City’s community development model of delivering recreation, culture and parks opportunities. Groups would like continued emphasis placed on targeted support, collaboration, and empowerment while discouraging duplication of locally available programs and services. Broad community support exists for partnerships between the City and other providers to share resources and provide many opportunities for Niagara Falls residents. Building Awareness of Recreation, Culture & Parks Opportunities in Niagara Falls: A number of residents indicate that they are not aware of many program and facility offerings in the City. Most programs are offered by dozens of community providers operating in Niagara Falls which makes it difficult to streamline information compared to if the City was acting as the central source of programming. In addition, reaching specific populations such as older adults, youth, ethno-cultural groups, non-residents, tourists and others often requires using targeted approaches that are often different, thereby requiring a diverse marketing strategy (e.g. social media, print media, multi-lingual communications, etc.).. 12 Page 83 of 595 13 Recreation, Culture & Parks Plan | City of Niagara Falls Goal #1: Bring the Community Together through Recreation, Culture & Parks 13 Page 84 of 595 Monteith Brown Planning Consultants | TRA | WGC 14 EVERYONE is Welcome! Whether infants or the elderly and everyone in between, there is ample and compelling evidence that speaks to the importance of lifelong participation in recreation, culture and outdoor pursuits. Participation in recreation and cultural activity is a critical part of Early Childhood Development, providing exposure to children and teens to continue with healthy activities into adulthood, and encouraging positive physical, social and mental health outcomes of older adults to prevent onset of chronic disease and isolation. The RCP Plan supports providing recreation, culture and park-based activities for residents of “all ages and stages” so that they can lead healthy lives for as long as they live in Niagara Falls. RCP Plan consultations strongly emphasized the role of recreation, culture and parks in bringing Niagara Falls residents together while promoting tolerance and inclusion. Through these spaces and services, people from all backgrounds have a chance to receive the various physical, social, and economic benefits that the sector offers regardless of their level of income, ability or disability, cultural background, or beliefs. Recreation, culture and park spaces are also an excellent stage to showcase local history including contributions from the Indigenous Peoples, the BIPOC (Black, Indigenous and People of Colour) community at large, in addition to showcasing history from post-colonial times. Bringing people together and making them feel welcomed in the community goes beyond simply building, designing and programming space. RCP Plan focus groups indicated that certain residents, particularly those from marginalized communities, are less likely to participate because of service- related barriers that pertain to organizational policies and practices, diversity and training of municipal staff that work with such populations, etc. Page 85 of 595 15 Recreation, Culture & Parks Plan | City of Niagara Falls Initiatives The RCP Plan Goal to “Bring the Community Together through Recreation, Culture & Parks” includes 23 Initiatives. The majority of these actions will be led by the Recreation & Culture Department and many are targeted for implementation in the next 5 years. LEGEND Initiative ID Format: RCP1-XX Timing Short-Term (2022 to 2024) Medium-Term (2025 to 2027) Long-Term (2028 to 2031) Ongoing (2022 to 2031) Implementation Lead Department RC – Recreation & Culture Dept. MW – Municipal Works Dept. HR – Human Resources Dept. Capital Implications (Est.) $ Less than $100,000 $$ $100,000 to $999,999 $$$ $1,000,000+ Timing Lead Capital Operating All Ages & Stages RCP1-1 Coordinate the delivery of older adult programming at appropriate City facilities and parks including, but not limited to, the MacBain Community Centre and the Niagara Falls Exchange. The City should set a goal of capturing a minimum of 10% of its 50+ population in programs delivered through its community partners and/or the municipality itself. Short to Medium- Term RC $ Staff Time Program Costs RCP1-2 Explore opportunities to increase the range of programming for children and youth through the City’s existing community centres and parks. In particular, ensure that programming at the Niagara Falls Exchange includes opportunities for youth that have an interest in the arts. Short to Medium- Term RC $ Staff Time Program Costs RCP1-3 Include provisions within the City of Niagara Falls Corporate Communications Strategy that are aimed to improve youth-specific communication and awareness of the recreation, culture and parks services available in Niagara Falls for this age group. Short- Term RC $ Staff Time Marketing Costs RCP1-4 Consider Niagara Falls Public Library as a partner in offering STEM, and creative programs and services within neighbourhoods to all age groups. Short- Term RC Not Applicable Staff Time Page 86 of 595 Monteith Brown Planning Consultants | TRA | WGC 16 Timing Lead Capital Operating RCP1-5 As part of the City’s planned transition to a digital version of the MyCity Guide, Recreation & Culture Department opportunities should be listed by age group to improve ease of access and awareness for residents. Short- Term RC Not Applicable Staff Time RCP1-6 Work with all providers of recreation and culture services within Niagara Falls to determine the range of opportunities and participation by age group. Report out on the availability of opportunities, gaps, and participation rates annually to Council. Ongoing RC Not Applicable Staff Time RCP1-7 Enhance accessible playground features to ensure equitable availability across the City, including as part of the Operation Awesome playground renewal program. Ongoing MW $$ Not Applicable Marginalized / Under-Represented Communities RCP1-8 Develop an Access and Inclusion Policy and Framework that speaks to the City’s role in identifying and supporting under-represented populations. Short- Term RC Not Applicable Staff Time RCP1-9 Identify potentially marginalized groups in Niagara Falls in order to better understand needs and to work collectively to address gaps in service provision. Short- Term RC Not Applicable Staff Time RCP1-10 Ensure that Recreation & Culture Department and the Municipal Works Department staff and volunteers are trained and are “Diversity Competent” in supporting the work of recreation, culture and parks. Short- Term HR Not Applicable Staff Time RCP1-11 Work with community partners to determine the participation rate of persons experiencing low income in parks, recreation and cultural programs and opportunities. Medium- Term RC Not Applicable Staff Time Page 87 of 595 17 Recreation, Culture & Parks Plan | City of Niagara Falls Timing Lead Capital Operating RCP1-12 For all community-based and Council-approved advisory committees that inform municipal recreation, cultural, and parks matters, the City should consider the importance and process of ensuring these committees are representative of the community they serve. Ongoing Clerks Not Applicable Staff Time RCP1-13 Work to ensure that Recreation & Culture Department and the Municipal Works Department staff, along with volunteers affiliated with the City, are representative of the diverse community that they serve. Ongoing RC, MW & HR Not Applicable Staff Time RCP1-14 Convene focus group meetings to identify barriers that residents may have in participating in recreational pursuits. Ongoing RC Not Applicable Staff Time RCP1-15 Convene meetings with Niagara Falls-based organizations that support persons with disabilities in order to review the support that the City provides and determine any enhancements that would increase participation rates. Ongoing RC Not Applicable Staff Time RCP1-16 Train staff working at parks, community centres, and museums to provide Positive Spaces and supports for the LGBTQ2S community. Ongoing HR Not Applicable Staff Time RCP1-17 Meet with representatives and support groups for the LGBTQ2S community to discuss barriers to participation and programming ideas. Ongoing RC Not Applicable Staff Time RCP1-18 Complete regular visits to identify who is using public spaces and who is not, with the aim of ensuring users of public programs and spaces reflect community demographics. Ongoing RC Not Applicable Staff Time Page 88 of 595 Monteith Brown Planning Consultants | TRA | WGC 18 Timing Lead Capital Operating Black, Indigenous & Persons of Colour RCP1-19 Meet with Indigenous Communities and support organizations to discuss opportunities to advance opportunities for reconciliation through the City’s, recreation, culture and parks services, as well as to better recognize contributions of Indigenous Peoples to the City of Niagara Falls through Initiatives articulated in this Recreation, Culture & Parks Plan and other City-led strategies. Short- Term RC $ Staff Time Variable costs by project RCP1-20 Engage local BIPOC (Black, Indigenous and People of Colour) communities to explore opportunities through which their culture and history can be showcased through public art located within municipal buildings, parks and other civic spaces. Short- Term RC $ Staff Time Variable costs by project RCP1-21 Review all named facilities, public art, and statues to ensure that they are relevant to current social norms and public standards. Short- Term RC & MW Not Applicable Staff Time Females / Persons Identifying as Females RCP1-22 Complete a review of the number of females and persons identifying as females that are participating in local recreation, parks, sports, and cultural pursuits by age group. With the involvement of community partners, address gaps through community discussions with females and those who identify as female to overcome barriers to participation. Medium- Term RC $ Staff Time Project- specific costs TBD RCP1-23 Collaborate with organizations supporting female participation to work towards increasing continued participation of females in leisure pursuits. Ongoing RC $ Staff Time Page 89 of 595 19 Recreation, Culture & Parks Plan | City of Niagara Falls Goal #2: Reflect Authentic Cultural Experiences & Local History 19 Page 90 of 595 Monteith Brown Planning Consultants | TRA | WGC 20 “The first step to controlling your world is to control your culture. To model and demonstrate the kind of world you demand to live in. To write the books. Make the music. Shoot the films. Paint the art.” ~ Chuck Palahniuk, American novelist and journalist The lands now encompassed by the City of Niagara Falls played a prominent role in Canadian history. Indigenous and post-colonial communities shaped the founding of the country and Niagara Falls itself. RCP Plan consultations highlighted the balance between celebrating a local history that is older than Canada itself, acknowledging positive and negative events that have occurred in the past, and recognizing that a “new culture” is being carved out as Niagara Falls evolves into the future. Together, Niagara Falls’ past, present and future collectively create a unique cultural identity that the community can showcase through providing authentic cultural experiences. The RCP Plan supports the strong tourism infrastructure that makes Niagara Falls an international destination centred upon the natural beauty of the Falls along with the vibrant food and entertainment opportunities. However, the RCP Plan also recognizes the dichotomy that exists in conveying a locally authentic experience that is based on the City’s history and community-based cultural service providers. To help build the profile of volunteer and grassroots organizations that co-exist with multi-national corporations that also serve the arts and entertainment sector, the City is encouraged to focus resources on strategic creative clusters referred to as the Main & Ferry Cultural District, the Historic Downtown Cultural District and a number of localized pockets of arts and culture that offer services, programs and events throughout Niagara Falls. Page 91 of 595 21 Recreation, Culture & Parks Plan | City of Niagara Falls Initiatives The 5 Initiatives proposed to “Reflect Authentic Cultural Experiences & Local History” will be led by the Recreation & Culture Department to increase opportunities for awareness and collaboration, as well as the Municipal Works Department through the design of parkland and public spaces. These Initiatives are intended to improve efficiencies while costs of incorporating local history and culture into public spaces can vary from simple to larger-scale investments depending on the projects. LEGEND Initiative ID Format: RCP2-XX Timing Short-Term (2022 to 2024) Medium-Term (2025 to 2027) Long-Term (2028 to 2031) Ongoing (2022 to 2031) Implementation Lead Department RC – Recreation & Culture Dept. MW – Municipal Works Dept. COM – Communications Dept. BLD – Building Services Dept. NFPL – Niagara Falls Public Library Capital Implications (Est.) $ Less than $100,000 $$ $100,000 to $999,999 $$$ $1,000,000+ Timing Lead Capital Operating Increasing Awareness & Efficiency in Delivering Arts & Culture Services RCP2-1 Engage the Corporate Communications Department to develop a Communications Plan / Marketing Strategy that guides internal and external efforts aimed at: promoting the benefits of the local arts and culture system; building awareness of the City’s arts and culture services and programs; and emphasizing areas to elevate the profile of community-based/grassroots services, activities and events that are available in Niagara Falls. Short- Term COM $ Staff Time Marketing Costs RCP2-2 Engage Niagara Falls Public Library to discuss opportunities to collaboratively work in concert with the Recreation & Culture Department and reduce areas of potential duplication in service, including through programming and collections. Short- Term RC & NFPL $ Staff Time with Costs / Savings TBD RCP2-3 Explore the feasibility of moving the Willoughby Museum collection to Willoughby Town Hall. Long- Term BLD & RC $$ TBD Page 92 of 595 Monteith Brown Planning Consultants | TRA | WGC 22 Timing Lead Capital Operating Natural & Cultural Heritage in the Design of Parks & Open Space RCP2-4 Continue the long tradition of designing new and existing parks in a manner that reflects the strong ties to the natural and built heritage of Niagara Falls. Doing so can involve a variety of means ranging from designating cultural landscapes or buildings in parks under the Ontario Heritage Act, use of interpretive signage, and conserving and integrating such historical features into parkland design. Ongoing MW Variable by project Variable by project RCP2-5 Incorporate culture and traditions of Black, Indigenous and People of Colour (BIPOC) into the design of appropriate parks and public spaces to promote Reconciliation and showcase the positive contributions of these communities. Initiatives to be considered include (but are not limited to) designing and orienting selected parks to reflect planning principles used in other cultural communities, naming parks after BIPOC individuals, and integrating public art and/or park furniture created by BIPOC artists and designers. Ongoing MW & RC Variable by project Variable by project Page 93 of 595 23 Recreation, Culture & Parks Plan | City of Niagara Falls Goal #3: Build & Revitalize Facilities to Reinvigorate Established Neighbourhoods 23 Page 94 of 595 Monteith Brown Planning Consultants | TRA | WGC 24 “You can't rely on bringing people downtown, you have to put them there.” ~ Jane Jacobs Author & Activist Niagara Falls’ population is projected to increase from 97,300 to 112,000 persons by the year 2031, adding nearly 15,000 new residents (+15%) over the next 10 years. The City will need to keep pace with this level of growth by building upon infrastructure and services that are needed to promote healthy living and social connections. Previously expressed themes about revitalization of existing space and creating new types of services is also linked to population growth. Many of the City’s recreation, culture and park-based facilities have served multiple generations of Niagara Falls residents. Some of these spaces are now at a point where they are showing signs of their age or no longer meet the needs of the community as effectively as they did in the past. In conjunction with a city-wide asset management plan, rejuvenation through reinvestments in City-owned parks and facilities can breathe new life into these spaces, act as catalysts for neighbourhood revitalization for lands that surround them, and position the City’s infrastructure to meet needs for future generations. The City is in the midst of constructing the Niagara Falls Exchange to create a dynamic cultural hub and revitalize the Niagara Falls Farmer’s Market. The 21,000 square foot building will offer shared spaces where artists, musicians, food vendors and patrons, and local businesses can come together and create. Within parks, the Operation Awesome initiative has rejuvenated play structures and improved barrier-free accessibility to provide modern, inclusive play experiences. The RCP Plan recognizes other aging facilities such as Chippawa Memorial Arena, the Coronation 50+ Centre, outdoor pools, etc. and proposes initiatives to ensure community needs continue to be met. Page 95 of 595 25 Recreation, Culture & Parks Plan | City of Niagara Falls Initiatives There are 11 Initiatives that are intended to “Build & Revitalize Facilities to Reinvigorate Established Neighbourhoods” across Niagara Falls. Indoor recreation and culture facility initiatives will be primarily led by the Recreation & Culture Department while the Municipal Works Department will coordinate a number of parks and outdoor facility developments. LEGEND Initiative ID Format: RCP3-XX Timing Short-Term (2022 to 2024) Medium-Term (2025 to 2027) Long-Term (2028 to 2031) Ongoing (2022 to 2031) Implementation Lead Department RC – Recreation & Culture Dept. MW – Municipal Works Dept. Capital Implications (Est.) $ Less than $100,000 $$ $100,000 to $999,999 $$$ $1,000,000+ Timing Lead Capital Operating Indoor Facilities RCP3-1 Prepare a Feasibility Study & Conceptual Plan for a new community centre to replace Chippawa Memorial Arena at its current site. The conceptual plan should include a new single pad arena (designed in a manner to allow future expansion, if needed) and community hall at a minimum, but also consider the inclusion of program rooms and engage Niagara Falls Public Library to determine co-location of a new branch to serve the community. Medium- Term RC $ (Study & Concept) Operating costs to be determined through Study RCP3-2 Ensure that a minimum of 2 gymnasiums are available to serve Niagara Falls residents, which may include one or more gymnasiums that are consistently accessible through agreements with third-party operators. Ongoing RC Variable (TBD) Variable (TBD) RCP3-3 Ensure that a minimum of 2 indoor aquatic centres are available to serve Niagara Falls residents, which may include one or more facilities that readily facilitate sufficient public access through agreements with third-party operators. Ongoing RC Variable (TBD) Variable (TBD) Page 96 of 595 Monteith Brown Planning Consultants | TRA | WGC 26 Timing Lead Capital Operating RCP3-4 Adapt space within the MacBain Community Centre in order to deliver active, social, educational and other programming in response to the diverse interests and abilities of the 50+ population. The adapted space should be designed in consultation with local older adult representatives. TBD pending MacBain CC plans RC $$ Variable (TBD) Outdoor Facilities RCP3-5 Prepare an Outdoor Pool Revitalization Strategy that engages communities surrounding each outdoor pool and aquatic stakeholders to confirm outdoor pool needs, determines appropriate improvements that could enhance the user experience, addresses accessible facility design requirements, and encourages greater use of the outdoor pool system through desired amenities and programming. Medium- Term RC $ (Study) Staff Time RCP3-6 Construct a minimum of 2 full-size rectangular fields. Medium- Term MW $$ Booking & Upkeep RCP3-7 Develop new basketball/multi-use courts in the Queen Victoria Community Planning District as well as the Garner South and Grand Niagara Secondary Plans. Design specifications (i.e. court size and surfacing materials) should be determined based on park configuration blocks and alignment with other park design elements. Medium- Term MW $ Not Applicable RCP3-8 Construct one major splash pad and one minor splash pad to service residential developments located south of the McLeod Road corridor, preferably within the Westlane and Drummond Community Planning Districts. Medium to Long- Term MW $$ Staff Time & Utilities Costs Page 97 of 595 27 Recreation, Culture & Parks Plan | City of Niagara Falls Timing Lead Capital Operating RCP3-9 Monitor future demand for Leash Free Dog Areas in the City of Niagara Falls based on use of the two existing off-leash areas as well as examining alternative designs/models with a view of accommodating dog owners more locally and in the City’s urbanized areas. Medium to Long- Term MW Variable (TBD) Variable (TBD) RCP3-10 Expand the number of “adult playgrounds” through outdoor fitness equipment and Bench Fit stations in order to provide affordable opportunities for residents to exercise and encourage Niagara Falls’ residents in pursuit of improved individual and community health objectives. Ongoing MW Variable by project Variable by project RCP3-11 Target a total tennis court supply of 25 to 30 courts, including tennis/pickleball combination courts, thereby requiring a reduction of 8 to 13 tennis courts in total. Surplus courts should be those that are located in close proximity to other courts, do not receive an optimal level of use, are highly advanced in their lifecycle, and/or are located in a residential or commercial area where other park-based amenities are identified as a higher need/better use. Ongoing MW To Be Determined To Be Determined Page 98 of 595 Monteith Brown Planning Consultants | TRA | WGC 28 [Page intentio nally left blank] Page 99 of 595 29 Recreation, Culture & Parks Plan | City of Niagara Falls Goal #4: Connect People & Places to the Outdoors 29 Page 100 of 595 Monteith Brown Planning Consultants | TRA | WGC 30 “Live in each season as it passes; breathe the air, drink the drink, taste the fruit, and resign yourself to the influence of the earth.” ~ Henry David Thoreau 19th Century Naturalist, Poet & Philosopher The City of Niagara Falls is internationally renowned for its parks system. The City has many partners in this regard including Niagara Parks, Ontario Power Generation, and Niagara Peninsula Conservation Authority whose lands and management practices result in the parks system that generations of Canadians and international visitors have come to know. The RCP Plan supports continued investment in the prominent parks found along the Niagara River corridor while also recommending a number of Initiatives that are intended to bolster the amount and quality of parkland for residents living across Niagara Falls. The City is anchored by a strong trail system along the Niagara River as well as more recent investments in the Millennium Trail. Trails advance many positive outcomes including health through physical activity and reducing greenhouse gas emissions, social equity and sustainable transportation by providing convenient connections to destinations for people that do not use an automobile, and environmental benefits of conservation and climate change resiliency. The RCP Plan supports continued investments that improve access and connectivity within the trails system, and provides experiences along trails that encourage residents and visitors to use them for both utilitarian and recreational purposes. Page 101 of 595 31 Recreation, Culture & Parks Plan | City of Niagara Falls Initiatives “Connecting People & Places to the Outdoors” involves 19 Initiatives over the next 10 years and beyond. The Municipal Works Department will take the lead in implementing this goal through parks and trail planning and development, with assistance provided by other Departments to promote healthy living, sustainability, economic development, active transportation and civic placemaking. LEGEND Initiative ID Format: RCP4-XX Timing Short-Term (2022 to 2024) Medium-Term (2025 to 2027) Long-Term (2028 to 2031) Ongoing (2022 to 2031) Implementation Lead Department RC – Recreation & Culture Dept. MW – Municipal Works Dept. PB – Planning & Building Dept. Capital Implications (Est.) $ Less than $100,000 $$ $100,000 to $999,999 $$$ $1,000,000+ Timing Lead Capital Operating Parks Planning & Acquisition RCP4-1 The Municipal Works, Recreation & Culture and Planning & Development Departments should collectively revisit the City of Niagara Falls parkland classification system and parkland service level targets to ensure alignment and consistency in park acquisitions as the City moves to address the needs of community recreation and culture, sport, residents living in areas of infill and intensification, and furthering to civic placemaking objectives. Short- Term PB Not Applicable Staff Time RCP4-2 Form a multi-disciplinary staff team from the Municipal Works, Planning & Development, Finance, and the Recreation & Culture Departments to explore parkland acquisition opportunities in designated areas of intensification. In addition to identifying prospective park locations, other elements to explore include the type and amount of parkland required, how to fund acquisitions, and the potential for integrating Privately Owned Public Spaces and other strategies identified in the Recreation & Parks Plan. Medium- Term MW To Be Determined Staff Time Operating costs variable by amount and type of parkland Page 102 of 595 Monteith Brown Planning Consultants | TRA | WGC 32 Timing Lead Capital Operating RCP4-3 Develop a policy to address the provision of Privately Owned Public Space (POPS) to enhance the public realm, particularly in areas where public parkland cannot be readily assembled. In addition, criteria should be prepared to guide the provision of parkland on rooftops or other built structures. Medium- Term PB Not Applicable Staff Time RCP4-4 Target a minimum total parkland supply of 549 hectares by the year 2031, thereby necessitating the acquisition of 124.5 hectares of which a significant portion will be acquired through the Mountain Road Landfill, parklands presently identified in approved land development plans, and future parkland dedications received through the Planning Act. Ongoing MW To Be Determined Operating costs variable by type of parkland Parks Development RCP4-5 Initiate a site-specific Master Plan for Firemen’s Park that includes redevelopment of the adjacent Mountain Road Landfill and 2430 Mewburn Road properties to park uses, subject to receiving the requisite approvals from the Region of Niagara and carrying out the necessary landfill decommissioning activities. Medium- Term MW $ (Study) Operating costs to be determined through study Strengthening Access to Waterfront Parks RCP4-6 Carry out a review of publically-owned locations along the Welland River that are suitable for fishing and angling, and designate these sites where appropriate to do so. Short- Term MW Not Applicable Staff Time RCP4-7 Develop a waterfront plan based on an assessment of public boating access possibilities and needs within the City of Niagara Falls. Included in this plan should be an identification of sites along the Welland River at which to improve access.. Medium- Term MW $ (Study) Staff Time Page 103 of 595 33 Recreation, Culture & Parks Plan | City of Niagara Falls Timing Lead Capital Operating RCP4-8 Develop a plan for George Bukator Park to provide better water access and associated amenities. Medium- Term MW $ (Study) Staff Time Park & Trail Amenities RCP4-9 Construct at least one natural / adventure playground to test community interest and support for these types of structures. Short- Term MW $$ Inspection & Upkeep RCP4-10 Establish standards for appropriate park elements, park furniture and amenities such as benches, picnic tables, lighting design, bike racks, water fountains / filling stations, and waste receptacles. These standards may vary depending upon park classification but should address both design and placement, and should be applied to future park development and redevelopment projects. Short- Term MW Not Applicable Staff Time RCP4-11 Install bike racks in parks, especially those located on major trails and parks that have amenities which attract younger users. Short- Term MW $ Not Applicable RCP4-12 Develop criteria to guide the provision of shade structures and shelters in park development and redevelopment projects as well as standards for their placement, design and the facilities which they should be associated with (e.g. heavily used sports fields to provide shade for players). Short- Term MW Not Applicable Staff Time RCP4-13 Carry out a washroom study to determine demand (including during the winter months) and to establish criteria for the building of permanent washroom and the placement of portable washrooms. The study should also develop design criteria for one or more standard washroom buildings and carry out a building assessment for current washrooms to determine any needed renovations, including those that ensure washroom and changeroom buildings in parks are accessible for persons with disabilities. Short- Term MW $ (Study) To Be Determined through study Page 104 of 595 Monteith Brown Planning Consultants | TRA | WGC 34 Timing Lead Capital Operating RCP4-14 Install signage consistent with the Parks and Trail Signage and Wayfinding Master Plan and regularly repair, replace or remove any signs that are in poor condition. Ongoing MW To Be Determined Staff Time & Maintenance Trail Planning & Development RCP4-15 Develop a Trails Master Plan to provide a renewed vision, a detailed trails classification system, and a comprehensive evaluation of trail development opportunities. The review should incorporate and build upon past planning exercises including the Sustainable Transportation Master Plan (2011), Trail Network Proposed Plan (2019), the Niagara Region Transportation Master Plan (2017), and the Initiatives contained in in this Recreation, Culture & Parks Plan. Short- Term MW $ (Study) Staff Time (study) Costs To Be Determined through study RCP4-16 Utilize the conceptual trail network proposed in the RCP Plan to bolster trail opportunities in the City of Niagara Falls, with an emphasis placed on creating walking loops and connecting users to key destinations, as well as linkages to existing municipal and non- municipal trails. Specifically, consideration should be given to: a. Formalizing the NS&T Trail as a primary multi-use trail to strengthen east to west linkages; b. Working collectively with the Niagara Parks Commission to strengthen connections between municipal trails to the Niagara River Recreational Trail; c. Investigating secondary trail opportunities (and sidewalks) within future residential development or established areas where possible; d. Bolstering internal pathways within parks (such as at Firemen’s Park and surrounding open spaces) to provide designated circulation areas and to support active uses (e.g., walking, cycling mountain biking, etc.); and e. Exploring new trail opportunities with the goal of increasing and promoting active movement throughout Niagara Falls. Ongoing MW To Be Determined To Be Determined Page 105 of 595 35 Recreation, Culture & Parks Plan | City of Niagara Falls Timing Lead Capital Operating RCP4-17 Establish and promote guidelines for trail user etiquette and courtesy (e.g. keep right, pass on the left, cyclists to alert pedestrians (use of bell) when passing, cyclists or other faster moving users yield to pedestrians, dogs on leash and close to owner). Short- Term RC Not Applicable Staff Time RCP4-18 As part of the City’s trail wayfinding initiatives, include a system of trail distance markers that show kilometres or consecutive numbers. This will assist trail users in orienting themselves and tracking distance, and will help City staff in documenting maintenance work. Short- Term RC $ Not Applicable RCP4-19 Consider the following through the planning, design, development and redevelopment of trails that are under the ownership or direct management of the City of Niagara Falls: a. Establishing minimum design standards for trail rights of ways for both open areas and areas which are restricted such as woodlands. b. Reviewing rights of way along existing trails to ensure that sight lines avoid blind turns and promote user safety from a CPTED perspective. Where required, a maintenance standard for vegetation control adjacent to trails should be established. c. Integrating design features and comfort amenities to promote use, safety and traffic-management, such as trail markings, gates or barriers, signage, seating, public art, shade, outdoor fitness equipment or bench exercises, pavement markings, parking, washrooms, and other features to promote and support trail usage. Automated trail counters may aid in determining high traffic routes which may benefit from these types of amenities. Short- Term Short- Term Ongoing MW Not Applicable Not Applicable Variable by project Staff Time Staff Time Variable by project Page 106 of 595 Monteith Brown Planning Consultants | TRA | WGC 36 [Page intentionally left blank] Page 107 of 595 37 Recreation, Culture & Parks Plan | City of Niagara Falls Goal #5: Embrace Natural Beauty & Sustainability within our Public Open Spaces 37 Page 108 of 595 Monteith Brown Planning Consultants | TRA | WGC 38 “Nature holds the key to our aesthetic, intellectual, cognitive and even spiritual satisfaction.” ~ Dr. Edward Osborne Wilson, Biologist, Naturalist & Author With the inspiration provided by the Falls and the beauty exemplified through the horticultural practices of City staff and community partners, the parks system allows residents to recognize the value of the beauty provided by nature, inspire them to embrace sustainability, and encourage them to become stewards of the environment in which we live. The City of Niagara Falls has long understood the importance of parks, both in manicured and natural forms, and is a champion of natural heritage. The City of Niagara Falls recognizes the need to address the future impact of climate change and to build an urban structure that is both resilient and sustainable. Parks and natural areas help cities mitigate and adapt to the impacts of climate change because they provide areas with permeable surfaces that slow down runoff and alleviate flooding. In addition, shade provided through trees and other vegetation creates microclimates that reduce the urban heat island effect and offers carbon sequestration. The RCP Plan identifies a number of Initiatives that continue to promote principles of sustainable development and encouraging the City to lead by example through investments, implementation of policies and targets, and encouraging stewardship through waste reduction and conservation of natural resources. Page 109 of 595 39 Recreation, Culture & Parks Plan | City of Niagara Falls Initiatives In order to “Embrace Natural Beauty & Sustainability with Our Parks & Open Spaces”, the RCP Plan proposes 7 Initiatives to be implemented by the Municipal Works Department primarily over the short and medium term. These are aimed to bolster sustainability, resiliency and proactive, urban forestry practices. LEGEND Initiative ID Format: RCP5-XX Timing Short-Term (2022 to 2024) Medium-Term (2025 to 2027) Long-Term (2028 to 2031) Ongoing (2022 to 2031) Implementation Lead Department RC – Recreation & Culture Dept. MW – Municipal Works Dept. Capital Implications (Est.) $ Less than $100,000 $$ $100,000 to $999,999 $$$ $1,000,000+ Timing Lead Capital Operating Sustainability & Resiliency RCP5-1 Formalize an approach to the design, placement and management of waste and recycling receptacles for parks. At a minimum, this should involve: a. Creating standards for receptacles for each classification of park, and implement these standards as the current inventory of containers is replaced. b. Establish a plan for placement of waste receptacles in parks taking into account user convenience and access for emptying containers. Placement of receptacles should also be mindful of the need to collect waste during the winter months. c. Exploring the feasibility of expanding the availability of recycling receptacles in City-wide parks to other park classifications and outdoor recreation facilities. Short- Term MW To Be Determined To Be Determined RCP5-2 Enhance the availability of water fountains and water bottle filling stations in parks, especially those where water servicing exists or can reasonably be installed, as well as parks that are situated along trails or adjacent to sports fields, sport courts and other areas where park users are engaged in moderate to vigorous physical activities. Short to Medium- Term MW $$ Variable by project Page 110 of 595 Monteith Brown Planning Consultants | TRA | WGC 40 Timing Lead Capital Operating RCP5-3 Initiate the development of Climate Change Mitigation and Adaptation Plan for parks and open spaces to address future impacts in a comprehensive way. This should occur after a similar Plan has been completed for the City’s critical infrastructure and facilities, and can build on the work already done under “Niagara Adapts”. The City should also consider partnering with other agencies such as the Niagara Peninsula Conservation Authority and Niagara Region to develop and implement the plan. Long- Term MW $ (Study) Staff Time RCP5-4 Explore enhanced stormwater management facility designs through the Municipal Works Department – including considerations regarding public safety and liability – to incorporate a greater degree of naturalized and/or passive recreational features as well as design solutions to retaining stormwater onsite inside park boundaries, within traditional subdivision and future intensification settings. Ongoing MW Variable by project Variable by project Urban Forestry RCP5-5 Conduct an Urban Forest Study that includes an examination of existing tree canopy conditions in the City of Niagara Falls in order to set a goal for tree canopy coverage for the City. Short- Term MW $ (Study) Staff Time RCP5-6 Review and establish standards for the planting, care, removal and replacement of street and park trees in the City. Medium- Term MW Not Applicable Staff Time RCP5-7 Conduct a review and update to the Niagara Falls Woodlot Management Plan. Medium- Term MW $ (Study) Staff Time Page 111 of 595 41 Recreation, Culture & Parks Plan | City of Niagara Falls Goal #6: Contribute to Complete & Vibrant Communities 41 Page 112 of 595 Monteith Brown Planning Consultants | TRA | WGC 42 “Places that succeed in attracting and retaining creative class people prosper; those that fail don't.” ~ Richard Florida Writer & Journalist People make places great. Recreation, culture and park services are an important part of creating liveable communities. People seek neighbourhoods where they can live, work, play, and express themselves creatively. The successful design of vibrant public spaces is inextricably linked to things such as natural beauty, interesting architecture, public art and open spaces, and other elements that animate the streetscape. Such considerations become even more important when considering the trend towards infill, intensification and transit- oriented development of residential and employment lands in well-established areas of the City. Public and private sector investments can bring thousands of new residents and workers into an area, and the potential to attract additional investment often hinges on factors that makes people want or choose to be in the area. Complete communities with a mix of residential, education, employment, recreational, and active transportation opportunities that function as self- sustaining and connected neighbourhoods will be most desirable. Page 113 of 595 43 Recreation, Culture & Parks Plan | City of Niagara Falls Initiatives The Recreation & Culture and Municipal Works Departments will assist other City Departments to “Contribute to Complete & Vibrant Communities” through recreation, culture and park services. The RCP Plan advances 6 Initiatives in this regard, many of which are considered to be relatively cost- effective undertakings to be targeted within the next 5 years. LEGEND Initiative ID Format: RCP6-XX Timing Short-Term (2022 to 2024) Medium-Term (2025 to 2027) Long-Term (2028 to 2031) Ongoing (2022 to 2031) Implementation Lead Department RC – Recreation & Culture Dept. MW – Municipal Works Dept. Capital Implications (Est.) $ Less than $100,000 $$ $100,000 to $999,999 $$$ $1,000,000+ Timing Lead Capital Operating Festivals, Events & Gatherings RCP6-1 Formalize the Niagara Falls Public Art Policy along with a public art funding program that can be used to support decisions regarding the selection, installation and ongoing maintenance of public art. In addition, the funding program should involve consultation with the Planning & Development and Finance Departments including exploring a “One Percent for Public Art” and/or Community Benefits Charge policy approach, as well as establishing consistent funding envelopes for maintenance. Short- Term RC To Be Determined To Be Determined RCP6-2 Identify the number of events executed in public spaces, the municipal investment, the number of attendees and the cost per attendee as well as the return on the investment to the community and businesses. This should be completed to ensure that the maximum benefit is derived from public investment. Short- Term RC Not Applicable To Be Determined RCP6-3 Investigate ways in which to increase the ability of independent artists to be engaged in the design and installation of public art, particularly among artists that may not have the City’s minimum liability insurance, WSIB certificates, and/or potential barriers that would otherwise prevent them from bidding on municipal public art projects. Medium- Term RC To Be Determined Staff Time Page 114 of 595 Monteith Brown Planning Consultants | TRA | WGC 44 Timing Lead Capital Operating RCP6-4 Establish an outdoor festival and event space in Niagara Falls that is primarily intended for the use of community-based organizations and is large enough for city-wide gatherings. Medium to Long- Term RC & MW $$$ To Be Determined RCP6-5 Explore the integration of smaller spaces through parks and other civic spaces that are conducive to neighbourhood and community- based events and gatherings, where appropriate. Ongoing RC & MW To Be Determined To Be Determined Public Art & Storytelling RCP6-6 Continue to collaborate with Niagara Falls Public Library on the development of additional “Storywalks” at an appropriate park(s). Where possible, the works created by local authors as well as stories that reflect the history and diverse cultural communities that are represented in Niagara Falls should be considered. Ongoing RC & NFPL $ Staff Time Page 115 of 595 45 Recreation, Culture & Parks Plan | City of Niagara Falls Goal #7: Improve Access to Facilities & Services Across Niagara Falls 45 Page 116 of 595 Monteith Brown Planning Consultants | TRA | WGC 46 “When Everybody is Included, Everybody Wins.” ~ Rev. Jesse Jackson Trends and interests influencing the types of facilities and services people are seeking are constantly evolving. The City has a role in understanding how changing demographics and interests affect the types of recreation, culture and parks experiences that residents are seeking. The decision to build the Niagara Falls Exchange is but one example of the City exploring ways to improve the quality of life for its residents, and encourage new types of activities to occur locally. RCP Plan consultations emphasized the need to provide an equitable balance of recreation, culture and park spaces across Niagara Falls. Residential growth in the south will require services where they do not currently exist while established areas in the north and central areas of the City will require similar consideration. With current and planned population growth in the south leading to developments such as the MacBain Community Centre and the Boys & Girls Club of Niagara Community Centre, recent investments such as the Niagara Falls Exchange and playground redevelopments in the City’s core will continue to be important. A balance will need to be struck when funding new growth-related services and reinvesting in existing spaces found in established neighbourhoods. Page 117 of 595 47 Recreation, Culture & Parks Plan | City of Niagara Falls Initiatives The RCP Plan Goal to “Improve Access to Facilities & Services Across Niagara Falls” is advanced through 13 Initiatives through a mix of low-cost and more capitally-intensive actions. The Recreation & Culture Department will focus on indoor spaces and services while the Municipal Works Department will take the lead on ensuring appropriate distribution of outdoor amenities. LEGEND Initiative ID Format: RCP7-XX Timing Short-Term (2022 to 2024) Medium-Term (2025 to 2027) Long-Term (2028 to 2031) Ongoing (2022 to 2031) Implementation Lead Department RC – Recreation & Culture Dept. MW – Municipal Works Dept. Capital Implications (Est.) $ Less than $100,000 $$ $100,000 to $999,999 $$$ $1,000,000+ Timing Lead Capital Operating Indoor Facilities RCP7-1 Prepare a budget and operating model based on the Recreation & Culture Department assuming all or portions of operations for the MacBain Community Centre, should the search for a partner to operate the community centre not come to fruition. Short- Term RC To Be Determined To Be Determined RCP7-2 Engage Niagara Falls’ sports field users to determine their interest and capacity to operate an indoor turf field while quantifying the local market and financial implications through an Indoor Turf Feasibility Study & Business Plan. Short- Term RC To Be Determined To Be Determined RCP7-3 Ensure that all Purchase of Service Agreements sufficiently detail expectations surrounding quality assurance, safety mechanisms, access and inclusion, performance measures and legislative compliance at a minimum and providing a range of services per age group. Ongoing RC Not Applicable Variable by Agreement Page 118 of 595 Monteith Brown Planning Consultants | TRA | WGC 48 Timing Lead Capital Operating Outdoor Facilities RCP7-4 Implement a Volunteer Rink Program that encourages residents to take an active role in the daily maintenance of ice rinks in parks located in their neighbourhoods, with certain supports provided by the City. Short- Term RC $ Staff Time & Hydro Rebates RCP7-5 Construct a dedicated cricket grounds in consultation with local cricket organizations to confirm elements such as location, design, funding and fundraising responsibilities, maintenance practices, and allocation of time. Medium- Term MW $$ To be determined based on design RCP7-6 Initiate a consultation and design process for a new skateboard park in the north end of the City, potentially as part of consideration through the planned Firemen’s Park Master Plan process (refer to RCP4-5). Development and redevelopment of parkland across the city should also consider “skate spots” to improve geographic distribution by way of adding a few basic skateboarding elements into an appropriate park. Medium- Term MW $$ To be determined based on design RCP7-7 Initiate consultations and subsequent design for an outdoor tennis court complex that would encourage the formation of a community tennis club. The design and amenities, including the number of courts and their surfacing, should be determined in consultation with the local and regional tennis community. Medium- Term MW & RC $$$ To be determined based on design RCP7-8 Construct a dedicated outdoor pickleball complex in consultation with the local pickleball community to explore potential sites, number of courts to be included, and how to fund the facility. To increase the potential for financial economies of scale and other operating efficiencies, consideration should be given to co-locating this complex with the proposed tennis court complex (see RCP7-7) to create a city- wide destination for outdoor racquet sports, and/or by repurposing tennis courts that are identified as surplus. Short- Term MW & RC $$ To be determined based on design Page 119 of 595 49 Recreation, Culture & Parks Plan | City of Niagara Falls Timing Lead Capital Operating RCP7-9 Explore the feasibility of providing an outdoor artificial or synthetic ice skating trail through a site selection and business plan that determines an appropriate location and potential to align with civic placemaking projects. Medium- Term MW $$$ To be determined based on design RCP7-10 Initiate a study to investigate the possibility and opportunity of providing purpose-built facilities for BMX and mountain-biking within Niagara Falls. Long- Term MW $ (Study) Staff Time Parks & Trails RCP7-11 Explore opportunities to acquire a Community Park in the Northwest Community Planning District to reconcile the geographic gap that presently exists for that classification of parkland. Short- Term MW To Be Determined based on site To Be Determined based on site RCP7-12 Work with the Park in the City Committee and local/regional stakeholders to raise awareness of parks and trails, promote their usage, and work collectively to improve connectivity within Niagara Falls. Initiatives and programs include (but are not limited to): a. walking, hiking and cycling groups; b. educational story walks (See RCP6-6); c. education on trail etiquette, safety and permitted uses; and d. establishing a mobile application – or work with others such as All Trails, Heartland Forest, Niagara Parks, etc. – to map the City’s trails, permitted activities, accessibility details, and interactive features (e.g., photo contests). Short- Term RC $ Staff Time RCP7-13 Review all gravel roadways and parking lots located in parks to determine locations which would benefit by conversion to an asphalt surface, or vice-versa. Medium- Term MW $$ To Be Determined Page 120 of 595 Monteith Brown Planning Consultants | TRA | WGC 50 [Page intentionally left blank] Page 121 of 595 51 Recreation, Culture & Parks Plan | City of Niagara Falls Goal #8: Set the Recreation, Culture & Parks System Up for Success 51 Page 122 of 595 Monteith Brown Planning Consultants | TRA | WGC 52 “Innovation is not the product of logical thought, although the result is tied to logical structure.” ~ Albert Einstein With finite resources available to a municipality along with many competing priorities for other services, it is important to identify and establish consistent funding streams to build parks and facilities, operate and maintain them, and deliver needed services or programs. Dedicating the appropriate resources to recreation, culture and parks infrastructure is critical so that current and future generations of Niagara Falls residents have access to these services and derive the many benefits from them. Adequately resourcing the sector, whether through financial or other means, also allows community partners to thrive and reduces reliance placed on the City to deliver the same. Building the capacity of the Recreation & Culture Department and the Municipal Works Department is a critical aspect of the RCP Plan. In order to be a high functioning, progressive provider of recreation, culture and parks services, the two Departments (and the City as a whole) must be aligned in their vision to deliver services effectively, intentionally, and efficiently. To do so, emphasis should continue to be placed on addressing gaps in service through community development efforts and staffing supports, quality assurance, performance measurement, and monitoring and compliance evaluations. Page 123 of 595 53 Recreation, Culture & Parks Plan | City of Niagara Falls Initiatives In order to “Set the Recreation, Culture & Parks System Up for Success”, the RCP Plan proposes 13 Initiatives oriented to service excellence. By adopting effectiveness and efficiency within Departmental service delivery practices, the Recreation & Culture and Municipal Works Departments can continue to generate strong value for Niagara Falls residents. LEGEND Initiative ID Format: RCP8-XX Timing Short-Term (2022 to 2024) Medium-Term (2025 to 2027) Long-Term (2028 to 2031) Ongoing (2022 to 2031) Implementation Lead Department RC – Recreation & Culture Dept. MW – Municipal Works Dept. Capital Implications (Est.) $ Less than $100,000 $$ $100,000 to $999,999 $$$ $1,000,000+ Timing Lead Capital Operating Setting Recreation Up for Success RCP8-1 Prepare a strategy to guide how the City accommodates tournaments in its arenas, with the goal of balancing corporate tourism and economic development objectives with the needs of local arena users. Short- Term RC Not Applicable Staff Time RCP8-2 Establish a hierarchy or classification system for sports fields in the City based on level of sport played, field size, soil profile, irrigation and drainage, amenities, and lighting. The athletic field classification developed by the Sports Turf Association may be used as a basis for this system. The classification system should be accompanied by a set of design standards and specifications for each type of sports field (including layouts, lighting criteria, surface materials and construction, player and spectator seating designs, etc.) along with maintenance levels and hours of field use. Short- Term RC & MW Not Applicable Staff Time Page 124 of 595 Monteith Brown Planning Consultants | TRA | WGC 54 Timing Lead Capital Operating Setting Culture Up for Success RCP8-3 Explore the following staffing refinements to respond to the upcoming opening of the Niagara Falls Exchange and service ongoing service requirements: a. Supervisory and Part-time staff requirement for the Niagara Falls Exchange; b. Staff resources required for the MacBain Community Centre; c. The need for centralized Operational Supports; and d. Building existing staff capacity for Special Events and Sport Tourism. Short- Term RC Not Applicable To Be Determined RCP8-4 Form a Special Events Team comprised of City Staff to establish a special event application procedure, and to designate a team-lead that will be the primary point of contact with event organizers and community organizations in order to coordinate their events. Short- Term RC & MW Not Applicable Staff Time RCP8-5 Prepare a Festivals & Special Events Strategy to define the City’s role in such initiatives, with a particular emphasis placed on differentiating financial, staffing and/or other supports available to volunteer, locally- oriented and smaller event organizers. Short- Term RC & MW $ (Study) Staff Time RCP8-6 Establish a per-capita funding target for municipal investment in the local arts and cultural sector by way of the Niagara Falls Cultural Development Fund, public art initiatives, and other appropriate streams for external organizations. This target should be regularly benchmarked with municipalities across Ontario with progressive arts and cultural policies and practices. Short- Term RC $ Annual Operating Grant To Be Determined Page 125 of 595 55 Recreation, Culture & Parks Plan | City of Niagara Falls Timing Lead Capital Operating Setting Parks Up for Success RCP8-7 Implement seasonal documented inspections of all City-owned playgrounds and ensure that certified Playground Inspectors (in- house or contractors) are in place to carry out this work. In addition, the City should review winter maintenance and inspection practices of playgrounds so that these facilities are available and safe for users throughout the year. Short- Term MW Not Applicable Staff Time RCP8-8 Review the types of amenities found in Niagara Falls parks and the way these amenities are maintained to ensure that the need for casual, non-programmed uses in parks is being met on a year-round basis. Short- Term MW Not Applicable Staff Time Progressive Systems & Internal Performance RCP8-9 Confirm the Service Levels for each discipline in parks, recreation and culture and determine the annual work hours and other resources required to meet community expectations. Short- Term RC & MW Not Applicable Staff Time RCP8-10 Regularly engage the District School Board of Niagara and Niagara Catholic District School Board to discuss opportunities for shared public access between municipal and school properties and identification of surplus school sites, particularly in areas of intensification. Ongoing RC Not Applicable Staff Time RCP8-11 Ensure that the cost of providing services, the value of the service and a comparison to the market is considered in the setting of a fair- minded fee structure. Ongoing RC Not Applicable To Be Determined Page 126 of 595 Monteith Brown Planning Consultants | TRA | WGC 56 Timing Lead Capital Operating RCP8-12 Measure program and facility capacity and utilization as well as service satisfaction levels on an annual basis. Seek to improve these satisfaction levels by addressing the areas where residents and visitors are least satisfied. Ongoing RC & MW Not Applicable Staff Time RCP8-13 Carry out regular inspections of recreation, culture, parks and trail facilities based on compliance with legislation, quality assurance standards, and best practices to ensure municipal spaces are safe, enjoyable and well documented to inform infrastructure planning. Ongoing RC & MW To Be Determined based on inspections Staff Time RCP8-14 Review the Municipal Works Parks staffing implications resulting from the recommendations of the RCPMP. Short- Term MW To Be Determined To Be Determined Page 127 of 595 57 Recreation, Culture & Parks Plan | City of Niagara Falls Implementing the Plan 57 Page 128 of 595 Monteith Brown Planning Consultants | TRA | WGC 58 Monitoring & Updating the RCP Plan The City should regularly review, assess, and periodically revise the RCP Plan’s Initiatives in order to ensure that they remain reflective of community needs. This may require monitoring activity levels, utilization, demographics, and continuing dialogue with community organizations. The development of annual work plans and year-end reporting should be undertaken to track achievements and lessons learned in order to determine the success of the RCP Plan. Through these mechanisms – or as a result of internal or external factors – adjustment in resource allocations and priorities may be required. The following steps should be considered to conduct an annual review of the RCP Plan. • Review of the past year (recommendations implemented, capital projects undertaken, success of new and existing initiatives, changes in participation levels, areas for improvement or adjustment, etc.). • Review the RCP Plan to identify and/or confirm short-term initiatives based on staff reviews and consideration (e.g., trends, consultation, usage data, funding, partnerships, etc.). • Identify potential challenges for the upcoming year. • Communicate the status of ongoing and future projects with staff, Council, and the public. • Revise capital budget and purpose external funding opportunities, as necessary. Page 129 of 595 59 Recreation, Culture & Parks Plan | City of Niagara Falls Financial Considerations Due to the City’s historical investments in its recreation, culture and parks system, the RCP Plan’s Initiatives have largely been able to focus upon leveraging ongoing works and existing infrastructure. Major capital expenditures are attributable to the redevelopment of Chippawa Memorial Arena, developing the Mountain Road Landfill with a yet-to-be-determined end-use(s), adapting space within the MacBain Community Centre for additional municipal programming, continuing to update playground infrastructure and developing outdoor infrastructure such as sports fields, playing courts, and splash pads to keep pace with population growth. Certain initiatives require further consultation and design-based work to be completed prior to understanding their respective capital implications. All Initiatives that have a capital requirement would be brought forward on an annual basis through the budgeting process once the City has the information it needs to develop costs (e.g. amount of parkland being conveyed, site selection, design characteristics, financial contributions from non-municipal sources, etc.). For the purposes of providing a preliminary estimate of capital cost implications for selected Initiatives, Table 1 indicates that the City can expect to expend a minimum of $4.2 million of which a portion would be eligible for Development Charge / Community Benefit Charge funding under provincial legislation. It is envisioned that a number of service-delivery focused Initiatives centred upon communications, policy development and volunteer supports can be worked into existing staff workloads. Table 1: Preliminary Capital Implications of Selected Recommendations Major Capital Item Recommended Estimated Cost Chippawa Memorial Arena Redevelopment MacBain Community Centre Space Adaptations Festival & Special Event Space Development To Be Determined Recreation Facility Developments Outdoor Skating Trail* Rectangular Fields (x2) Cricket Grounds (field only) Natural Playground* Tennis Court (assume 4 courts) Pickleball Complexes (assume 6 courts) Basketball Courts (x3) Splash Pads (x2) North-End Skateboard / Bike Park Outdoor Fitness Equipment / Adult Playgrounds* $750,000 $750,000 $500,000 $125,000 $250,000 $125,000 $125,000 $700,000 $400,000 $125,000 Consulting / Design Studies Outdoor Pool Revitalization Strategy Festivals & Events Strategy Waterfront Plan Urban Forest Strategy Woodlot Management Plan Update RCP Plan Update $50,000 $30,000 $75,000 $50,000 $50,000 $100,000 Preliminary Capital Implications $4,205,000 * Denotes suggested cost allocation for budgeting purposes noting that the actual cost will depend upon final design Notes: Costs for RPMP major capital items exclude purchases of land and assume optimal site development conditions. Costs are order of magnitude, preliminary in nature based on experience in other municipalities, and should be confirmed by the City through detailed analyses prior to integration into budgets/work plans. All costs stated in 2021 dollars and exclude adjustments for future escalation. Page 130 of 595 Monteith Brown Planning Consultants | TRA | WGC 60 Page 131 of 595 Recreation, Culture & Parks Plan Council PresentationOctober 26, 2021 Page 132 of 595 Purpose of the Recreation, Culture & Parks Plan The Recreation, Culture & Parks Plan (“RCP Plan”) guides services provided by the City of Niagara Falls between 2021 and 2031. The scope includes: •Indoor and outdoor recreation facilities operated through the Recreation & Culture Department; •Arts and cultural facilities operated through the Recreation & Culture Department; •Parks and open spaces maintained by the Municipal Works Department; and •Programs and services offered throughout the municipal recreation, culture and parks system.Page 133 of 595 Page 134 of 595 A Plan Shaped by Community A dynamic consultation approach maximized input opportunities through in-person and online initiatives despite the unprecedented challenges of the COVID-19 pandemic. The Draft RCP Plan was recently ‘tested’with the community receiving positive feedback supportive of the goals and recommendations.Page 135 of 595 What We Heard •Niagara Falls’ recreation, culture and parks should be inclusive of all residents, regardless of ability, gender, orientation, cultural background and income. •Strong interest for unstructured, passive activities. •The COVID-19 pandemic is influencing the way people participate in recreation, culture and parks. •Trails are highly valued amenities and were requested as top priorities for investment. Page 136 of 595 What We Heard (continued…) •Planning and reinvestment to address aging infrastructure or expand important community facilities. •Emerging facilities and programs included pickleball courts, gymnasium space, mountain and BMX biking, indoor and outdoor fitness, arts and cultural space, and special events. •Support for the City’s community development model and continued emphasis on supporting, collaborating and empowering stakeholder groups. •Request for a diverse marketing strategy to promote recreation, culture and parks opportunities in Niagara Falls.Page 137 of 595 RCP Plan Goals Address recreation, culture and parks needs while supporting placemaking, planning and economic development objectives. 1. Bring the Community Together through Recreation, Culture & Parks 2. Reflect Authentic Cultural Experiences & Local History 3. Build & Revitalize Facilities to Reinvigorate Established Neighbourhoods 4. Connect People & Places to the Outdoors 5. Embrace Natural Beauty & Sustainability within our Public Open Spaces 6. Contribute to Complete & Vibrant Communities 7. Improve Access to Facilities & Services Across Niagara Falls 8. Set the Recreation, Culture & Parks System Up for Success The RCP Plan contains 97 initiativesto fulfill the 8 goals Page 138 of 595 Goal #1Bring the Community Together through Recreation, Culture & Parks •Coordinate the delivery of older adult programming at appropriate City facilities and parks including the MacBain Community Centre and the Niagara Falls Exchange. •Increase programming for children and youth through community centres and parks. The Niagara Falls Exchange should include opportunities for youth that have an interest in the arts. •Partner with Niagara Falls Public Library to offer creative programs and services within neighbourhoods. •Enhance accessible playground features across the City, including as part of the Operation Awesome renewal program. Page 139 of 595 Goal #1Bring the Community Together through Recreation, Culture & Parks (continued…) •Develop an Access and Inclusion Policy and Framework to identify and support under-represented populations. •Meet with Indigenous Communities to discuss reconciliation through recreation, culture and parks services, as well as to better recognize contributions of Indigenous Peoples through Initiatives articulated in this RCP Plan. •Showcase the culture and history of Black, Indigenous and People of Colour (BIPOC)through public art located within municipal buildings, parks and other civic spaces. •Meet with representatives for the LGBTQ2S community to discuss barriers to participation and programming ideas. Page 140 of 595 Goal #2Reflect Authentic Cultural Experiences & Local History •Develop a Marketing Strategy aimed at: -promoting the local arts and culture system; -building awareness of the City’s arts and culture services and programs; and -emphasizing areas to elevate the profile of community-based/grassroots services, activities and events. •Explore the feasibility of moving the Willoughby Museum collection to Willoughby Town Hall. Page 141 of 595 Goal #2Reflect Authentic Cultural Experiences & Local History (continued…) •New and existing parks should reflect the City’s heritage through designating cultural landscapes or buildings in parks under the Ontario Heritage Act, providing interpretive signage, and integrating historical features into park design. •Incorporate BIPOC culture into the design of appropriate parks and public spaces. Initiatives may include: -designing selected parks to reflect planning principles used in other cultural communities; -naming certain parks after BIPOC individuals; and -integrating public art/furniture created by the BIPOC community. Page 142 of 595 Goal #3Build & Revitalize Facilities to Reinvigorate Established Neighbourhoods •Prepare a Feasibility Study & Conceptual Plan for a new community centre to replace Chippawa Memorial Arena. The concept should include a new arena, community hall, and program rooms as well as engage Niagara Falls Public Library to discuss potential for a new branch. •Provide a minimum of 2 gymnasiums and 2 indoor aquatic centres in Niagara Falls (includes the MacBain Community Centre and third-party agreements such as the Boys & Girls Club that allow sufficient public access). Page 143 of 595 Goal #3Build & Revitalize Facilities to Reinvigorate Established Neighbourhoods (continued…) •An Outdoor Pool Revitalization Strategy should identify improvements and address barrier-free accessibility to attract greater use of pools. •Construct a minimum of 2 full-size rectangular fields. •Develop new basketball/multi-use courts in the Queen Victoria Community Planning District as well as the Garner South and Grand Niagara Secondary Plans. •Construct one major splash pad and one minor splash pad south of the McLeod Road corridor. Page 144 of 595 •Acquire 124.5 hectares of parkland by the year 2031, a significant portion of which can be addressed through the Mountain Road Landfill, parks in approved development plans, and future parkland dedications. •Explore park acquisition opportunities in designated areas of intensification. •Develop a Privately Owned Public Space (POPS) Policy to enhance the public realm, particularly in areas where public parkland cannot be readily assembled. •Initiate site-specific plans for Firemen’s Park and George Bukator Park. •Develop a waterfront plan to address public boating access and improved public access to the Welland River. •Construct at least one natural / adventure playground. Goal #4Connect People & Places to the Outdoors Page 145 of 595 Use the RCP Plan’s conceptual trail network to advance trail planning, emphasizing connecting loops and destinations, and linkages to non-municipal trails. a. Formalize the NS&T Trail as a primary multi-use trail. b. Work with the Niagara Parks Commission to strengthen connections to the Niagara River Recreational Trail. c. Investigate secondary trail opportunities (and sidewalks) within future residential development or established areas. d. Bolster park pathways to provide designated circulation areas and to support active uses (e.g., walking, cycling mountain biking, etc.). e. Explore trail opportunities with the goal of increasing and promoting active movement throughout Niagara Falls. Goal #4Connect People & Places to the Outdoors(continued…)Page 146 of 595 Goal #5Embrace Natural Beauty & Sustainability within our Public Open Spaces •Enhance the number of water fountains and water bottle filling stations in parks, especially those that are along trails or where moderate to vigorous physical activities occur (e.g. sports fields, sport courts, etc.). •Develop a Climate Change Mitigation and Adaptation Plan for parks, building on work done for “Niagara Adapts”. •Conduct an Urban Forest Study that includes setting a goal for tree canopy coverage for the City. •Establish standards for the planting, care, removal and replacement of the City’s street and park trees. •Update the Niagara Falls Woodlot Management Plan. Page 147 of 595 Goal #6Contribute to Complete & Vibrant Communities •Formalize the Public Art Policy along with a funding program to support the selection, installation and maintenance of public art. •Investigate ways to increase the ability of independent artists to be engaged in the design and installation of public art. •Establish an outdoor festival and event space intended for community-based organizations and is large enough for city-wide gatherings. •Integrate smaller spaces in appropriate parks and civic spaces that allow neighbourhood and community-based events and gatherings. •Continue collaborating with Niagara Falls Public Library on “Storywalks” in parks, wherever possible using the works of local authors as well as stories that showcase the City’s diverse cultural communities.Page 148 of 595 Goal #7Improve Access to Facilities & Services Across Niagara Falls •Explore opportunities to acquire a Community Park in the Northwest Community Planning District. •Initiate consultation and design processes for: -an outdoor tennis court complex that would encourage the formation of a community tennis club; -a dedicated outdoor pickleball complex; -a dedicated cricket grounds; and -a new skateboard park in the north end of the City.Page 149 of 595 Goal #7Improve Access to Facilities & Services Across Niagara Falls (continued…) •Explore the feasibility of providing an outdoor artificial ice skating trail. •Implement a Volunteer Rink Program that supports residents who regularly maintain ice rinks in their neighbourhoods. •Investigate opportunities to provide purpose-built facilities for BMX and mountain-biking. Page 150 of 595 Goal #8Set the Recreation, Culture & Parks System Up for Success •Measure program and facility capacity, utilization and satisfaction levels each year. •Prepare an arena tournament strategy to balancing corporate tourism objectives with the needs of local arena users. •Establish a classification system for municipal sports fields that is accompanied by design standards and maintenance levels. •Explore staffing refinements to respond to the upcoming opening of the Niagara Falls Exchange.Page 151 of 595 Goal #8Set the Recreation, Culture & Parks System Up for Success (continued…) •Prepare a Festivals & Special Events Strategy to define the City’s role, with an emphasis placed on differentiating financial, staffing and/or other supports available to volunteer, locally-oriented and smaller event organizers. •Engage the District School Board of Niagara and Niagara Catholic District School Board to discuss opportunities for shared public access between municipal and school properties and identify surplus school sites, particularly in areas of intensification. Page 152 of 595 Monitoring & Updating the RCP Plan •Annual review of Initiatives implemented and accomplishments over the past year. •Identify potential challenges for the upcoming year. •Communicate the status of ongoing and future projects with staff, Council, and the public. •Revise capital budget and seek external funding opportunities. •Update the RCP Plan after 5 years to reflect continued population growth, changes in trends, and inform/align with other corporate plans (e.g. Development Charges, Official Plan, Strategic Plan, etc.). Page 153 of 595 Thank you to Council, City staff, residents and stakeholders for providing input and feedback into the development of the RCP Plan!Page 154 of 595 MW-2021-72 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Municipal Works SUBJECT: Report MW-2021-72 Winter Sidewalk Maintenance Considerations RECOMMENDATIONS 1. That Council receive Report MW-2021-72 and the corresponding presentation pertaining to Winter Sidewalk Maintenance Considerations; and further, 2. That Council direct staff to proceed with Option 4 outlined in Report MW-2021-72 being the preparation and implementation of a Sidewalk Snow Clearing Bylaw, and related education, communication, and assistance programs for enforcement commencing at the start of the 2022/2023 winter season. EXECUTIVE SUMMARY The City of Niagara Falls has an asset inventory of municipal sidewalks presently totalling over six hundred kilometres (600 km) in length that is ever increasing with the assumption of new subdivisions. Maintenance of these sidewalks, including measures to address snow and ice accumulation is prescribed by provincial regulation (O. Reg. 239/02). Current service level standards presently include the mechanical clearing / snowplowing of approximately one-third, or two hundred kilometres (200 km), of sidewalks. Locations and routes where City forces clear sidewalks in winter is dictated by risk-based factors including the pedestrian volume, proximity to health-care, proximity to schools, and proximity to high-volume roadways, amongst other things. Several options to improve accessibility and reduce the City’s overall risk of liability at unmaintained sidewalks are outlined in this report for Council’s consideration. It is Staff’s recommend to proceed with Option 4, being the preparation and implementation of a Sidewalk Snow Clearing Bylaw, and related education, communication, and assistance programs for implementation and enforcement commencing at the start of the 2022/2023 winter season. BACKGROUND This report is being provided to Council in response to the following motion passed by Council on April 8, 2021: Page 155 of 595 2 MW-2021-72 October 26, 2021 That Staff come back with a report on sidewalk plowing for the City of Niagara Falls and how this may be expanded and the possible implementation of a bylaw to be put in place and any other options for snow removal (i.e. Snow buddy Program). The City owns and maintains approximately six hundred kilometres (600km) of sidewalks of various widths, locations and conditions. This network length continues to increase as a result of new subdivision assumptions and periodic requests for new sidewalk installations or infill of missing links. Of this total, approximately one-third, or two hundred kilometres (200km) of sidewalk, is maintained in the winter through the mechanical clearing and placement of salt. Also included in this total is the “mist zone” which receives specialized treatment due to ongoing icing concern throughout the duration of the winter. Included as Attachment 1 to this report is a map illustrating the current locations where municipal snow clearing is presently performed. The current service levels for winter sidewalk maintenance are dictated solely by the budgetary allocation and corresponding resources dedicated towards this service. Accordingly, our current fleet inventory includes seven (7) dedicated rubber-tire sidewalk plows, one (1) track sidewalk plow, and one (1) spare/backup unit. Labour necessary to operate these pieces of equipment is made up of eight (8) dedicated equipment operators and one (1) supervisor whom all transition between seasonal maintenance/construction to manage the sidewalk inventory in winter. Given that the current resource allocation dedicated to winter sidewalk maintenance is limited, routes for sidewalk plowing are reviewed on a continual, ongoing basis in accordance with needs, as we follow a risk-based approach to prioritization. Locations therefore include sidewalks affected by health-care facilities, schools, and business districts as well as locations adjacent to high-volume arterial and collector roadways and linkages to parks and trails that are also maintained for winter recreation. Routing information is available on the City’s interactive mapping application on our website. ANALYSIS/RATIONALE The obligation of the City to keep sidewalks maintained in the winter is found in the Provincial Minimum Maintenance Standard Regulation O.Reg. 239/02. In general, and except in the case where a significant weather event has been declared, the regulations require: 1. Clearance of a 1.0m wide path, reduced to a depth of 8 centimetres or less, within 48 hours of a snow accumulation (or until 48 hours after the snow accumulation ends); and 2. Treatment of the sidewalk to prevent ice formation or to improve traction by placement of salt, sand or combination thereof within 48 hours of a substantial probability of ice formation (or 48 hours after ice formation occurs, or the City is made aware that it has occurred). Page 156 of 595 3 MW-2021-72 October 26, 2021 The approach to meeting the requirements of this obligation varies widely across the Province, and depends greatly on the levels of service adopted by individual municipalities – mostly influenced by the urban/rural structure and the quantity/length of sidewalks located within the municipality. The highest level of service for winter sidewalk maintenance under this Regulation is for a municipality to undertake the service in a manner with its own equipment and labour that exceed the provincial minimums; whereas the lowest level of service is to effectively “do nothing” and not abide by the regulatory requirements. As a balance to the extensive fiscal responsibilities necessary to meet the highest level of service versus the risk of liability to adopt the lowest level of service, many municipalities have taken an alternative approach by enacting a sidewalk snow clearing bylaw. This approach appeals to individual property owner to take civic responsibility for the sidewalk fronting their property, often with supplemental maintenance by municipal forces for prominent business districts, arterial roads, and vulnerable population areas where individual snow clearing obligations are unavailable or inappropriate. Thus, in light of the Council motion and in keeping with the O.Reg. 239/02 regulations, Staff have explored the following options to increase service levels: Current State (Status Quo) Service Levels  Continue to maintain one-third of the sidewalk inventory.  New sidewalks to continually be evaluated, and new maintenance efforts to continue to be included for maintenance and budgeted for increase in accordance with the prescribed sidewalk risk-factor criteria.  High liability risk associated with two-thirds unmaintained inventory. Option 1 – Expand Scope of City Maintained Sidewalk  An additional 400+ km of sidewalk is added to the City’s existing maintenance program.  Priority I & II sidewalks maintained to bare walk through plowing and salt application.  Priority III sidewalks maintained to compacted surface through plowing.  One-Time Capital Expenditures: Item Costs Purchase 9 New Sidewalk Plows * $ 1,800,000 Encroachment Removals and/or Relocations** $ 250,000 Total $ 2,050,000 Page 157 of 595 4 MW-2021-72 October 26, 2021 *assume 10-year lifespan for sidewalk plows. ** assumed at $250,000. Actual costs unknown.  Annual increase to sidewalk winter maintenance operating budget: Item Costs Labour (Seasonal staff + NU Supervisor) $ 410,000 Material (Fuel and Salt) $ 70,000 Equipment Repairs and Maintenance $ 80,000 Sod Restoration (Contract Costs) $ 100,000 Total $ 660,000 Combined, the capital expenditures and annual operating costs will result in an ongoing annual net-present-value (10yr lifecycle) increase exceeding $1,000,000 per year.  Sidewalks less than 1.0m in width will not be maintained.  Sidewalks with encroachments (poles, landscaping, utilities, etc) within 450mm (18 inches) will be required to be removed or relocated. May result in impacts to properties and businesses. Costs are unknown, but estimated at $250,000 for the purpose of this analysis.  Will drastically increase the number of complaints for winter-related sod damages.  Reduces the liability risk for trip and fall claims related to minimum maintenance standards. Option 2 – Contract Out Winter Snow Clearing  Mix of existing city-cleared locations and contract locations. Over time, the extent of City-cleared locations can be reduced if it is deemed advantageous.  Level of service target is 24 hours from the end of a storm event, or sooner.  Enforcement and penalty clauses to ensure compliance with the level of service requirements can be challenging for Staff to manage.  Contractor will be required to abide by and track the MTO operating hours rules – max 13hrs per day.  There are no additional staffing or equipment requirements related to this option.  This option would require a competitive bidding process. The ability and timing required to implement this option would depend on the availability of interested bidders Page 158 of 595 5 MW-2021-72 October 26, 2021 and their ability to secure equipment. However, it is assumed that this option could likely be implemented no sooner than the fall/winter season starting November 2024.  Sidewalks less than 1.0m in width will not be maintained.  Sidewalks with encroachments (poles, landscaping, utilities, etc) within 450mm (18 inches) will be required to be removed or relocated. City to bear this cost as noted in Option 2.  Will drastically increase the number of complaints for winter-related sod damages.  Reduces the liability risk for trip and fall claims related to minimum maintenance standards. Option 3 – Sidewalk Snow Removal “Good Neighbour” Bylaw  Requires private property owners with sidewalks fronting or abutting their property to clear snow and ice from these sidewalks within 24 hours of a snow event.  City-Maintained sidewalks (1/3 of City) will need to be revisited based on a set of criteria for this level of service (arterial, commercial frontage, park frontage, flankages, etc.). It is likely that only a small number of locations can be eliminated.  Ongoing growth of the City will contribute to minor expansion of City-cleared locations; following the established criteria for this service listed above.  Cost-recovery for contracted snow-clearing where property owners are non- compliant. o Estimated $250 admin fee per infraction; and, o Estimated $15 per metre frontage fee per infraction, subject to actual contract prices  Implementation in phases. o Year 1 = No Enforcement. Focus on education through communication, social media, by-law handouts, water-bill inserts, etc. o Year 2 = Complaint Based Enforcement incl. fines  Staffing considerations may be required for Bylaw Enforcement manpower. Can likely be accomplished with the existing resources, and will be revenue neutral with compensation from admin fees.  With compliance, this option greatly reduces the liability risk for trip and fall claims related to minimum maintenance standards. Page 159 of 595 6 MW-2021-72 October 26, 2021 Option 4 – Sidewalk Snow Removal Bylaw with Supportive Assistance  Same as Option 3 but with the addition of a Supportive Financial Assistance program for seniors and disabled persons meeting an income threshold.  Currently there are 300 residents registered with the Snow Buddies program of which 56 receive assistance from volunteers.  Annual application process could be implemented for sidewalk snow-clearing to be completed through the City’s bylaw enforcement contract. Suggest starting with a budget cap of $50,000 estimated at $1000 x 50 approved applicants per year.  Pre-Requisite (typical) for the assistance program would require: o Statement from physician o Proof of property ownership o Attestation of no other able person residing in the dwelling o Reside in a single, semi-detached, or duplex in the Urban Area o Income threshold must be met The options presented above all offer a balance between level of service, affordability and accessibility, and risk of liability. To illustrate a comparison of levels of service, the following graphic has been presented to plot relative affordability versus accessibility (accessibility meaning that more sidewalks are cleared, as early and as often as possible). Alternatives that achieve more accessibility, while still maintaining affordability, are considered to be preferable. Page 160 of 595 7 MW-2021-72 October 26, 2021 For additional comparison, the following chart compares the approach to sidewalk clearing elsewhere in Niagara and throughout Ontario Municipality and 2016 Population Approach Length Cleared by Municipal Forces St. Catharines (133,113) Bylaw 117km of 592km (20%) Welland (52,293) Bylaw 51km of 335km (15%) Fort Erie (30,710) Cleared by Town/Contract 160km of 160km (100%) Grimsby (27,314) Cleared by Town 95km of 95km (100%) Thorold (18,801) Bylaw 25km of 110km (23%) Hamilton (536,917) Bylaw 397km of 2,445km (16%) Kingston (123,798) Cleared by City 600km of 600km (100%) Milton (110,128) Bylaw 241km of 408km (59%) Waterloo (104,986) Bylaw unknown of 547km Pickering (91,771) Bylaw unknown of 331km Brantford (97,496) Bylaw 79km of 555km (14%) Newmarket (84,224) Recently Phased in to fully cleared by Town 340km of 340km (100%) Sarnia (71,594) Partial clearing, no bylaw 168km of 328km (51%) Niagara Falls (88,071) Partial clearing, no bylaw 200km of 600km (33%) FINANCIAL/STAFFING/LEGAL IMPLICATIONS The overall risk exposure to maintain the status quo approach has fortunately been very low in the recent past, with actual claims data received over the past ten (10) years totalling to $316,000. To be clear, moving forward with any of the alternatives noted in this report will not eliminate this risk exposure entirely, but is expected to reduce exposure greatly and will lead to cost-avoidance of future claims – especially the immediately concerning potential for major claims resulting from serious personal injury or fatality due to the inherent negligence associated with the City’s current policy. Should council provide direction to proceed with the implementation of a sidewalk snow clearing bylaw, Staff will proceed with drafting of this document and careful consideration of the fines and fees recoverable through the Administrative Monetary Penalties (AMPs) methodology. This bylaw will return to Council at a later date for its first, second and third reading and although the bylaw could come into force earlier, it is expected that hard enforcement would not being any earlier than the 2022/2023 winter season thus allowing for approximately twelve (12) months of education over the upcoming winter 2021/2022 season and the months to follow. The implementation of a financial support program will also require funding in a future operating budget, with the amount of financial support at Council’s discretion. If approved, budgetary allocation for this program will be required in the 2023 Operating Budget. Page 161 of 595 8 MW-2021-72 October 26, 2021 Staffing implications, with respect to bylaw enforcement will be required to be incorporated into future operating budgets if necessary. The cost of bylaw enforcement is expected to be revenue neutral. This means that fines and fees payable for bylaw offences, will offset the costs of contract clearing and administrative costs. CITY’S STRATEGIC COMMITMENT The recommendations of this report achieves the goals set out in Council’s Strategic Priorities with respect to sidewalk safety and accessibility as part of fostering a Healthy, Safe and Liveable Community, while also respecting the affordability of delivering services in accordance with Responsible and Transparent Financial Management. ATTACHMENTS Attachment 1 – Current Sidewalk Snow Clearing Route Map Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Jason Burgess, Chief Administrative Officer E. 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RdLundy's Ln Beechwood RdGra s sy Brook R d Niagara Townline Rd 405 Hy405 Hy Garner RdQueen Elizabeth WyQueen Elizabeth Wy Niagara River PyK:\Standards\Maintenance Routes\SidewalkPlowOperations_24x24.mxd Sidewalk Snowplow Routes SWP_01 SWP_02 SWP_03 SWP_04 SWP_05 SWP_06 "School / SIDEWALK PLOWOPERATIONS City of Niagara FallsOntario, Canada 11/26/2020 Page 163 of 595 Winter Sidewalk Maintenance Considerations Page 164 of 595 Overview of Presentation 1. Winter Maintenance Overview 2. Presentation of Sidewalk Clearing Options Page 165 of 595 “Winter is Coming”Page 166 of 595 WINTER MAINTENANCE 1,200 Road Lane km 600 km of Sidewalks 200 km receives Winter Maintenance Snow Fence 1,162 rolls or 1.16 km installed Fiberglass Snow Markers 608 installed City-Wide Minimum Maintenance Standards By the Numbers Page 167 of 595 VARIOUS WEATHER PORTALS Page 168 of 595 Page 169 of 595 Winter Program Provincial Regulations on Deployment -Roads Page 170 of 595 Winter Program Provincial Regulations on Deployment -Sidewalk Section 16.3 –Sidewalk Winter Maintenance •Snow accumulations shall be reduced to 8 centimeters (3.1 inches) within 48 hours of the end of the snow event. •Treat for ice formation within 48 hours of the probability of ice formation, or becoming aware of ice formation. •Minimum Maintained Width = 1.0 metresPage 171 of 595 2 Departments Roadways/Parks Construction Forestry Parks Athletic Winter Op Street Lighting Total Road Services Budget Approx. -$14.5 million Budget Breakdown $3.7 Million Road Services Page 172 of 595 City Pieces of Equipment Response to Full Scale Event Contractor Pieces of Equipment Staffing 50 4 58 (Operators, Mechanics, Supervisors, Stores, Clerical) Total Pieces of Equipment54 $29,000 -$50,000 Cost for one event, pending duration. Operators work in shift rotation abiding by HWY Traffic Act driving hours.Page 173 of 595 SIDEWALK WINTER MAINTENANCE REVIEW Page 174 of 595 600 km of Sidewalks 200 km receives Winter Maintenance 7 Tracklesss Sidewalk Plows + two (Track & spare)Page 175 of 595 CHALLENGES Matching the Deployment of Resources to Meet the Public’s Expectations Aging population Urban expansion High Volume Tourist/Pedestrian Activity Hours of Work Legislation Older Undersized Sidewalk Obstructions –Poles, Walls, Landscaping, etc. Aging EquipmentPage 176 of 595 LIABILITY The Municipal Act, 2001 requires a municipality to maintain a “highway” which includes sidewalks in a legal sense, in a state of repair that is “reasonable in the circumstances”. Municipalities have a duty to keep highways, and therefore sidewalks, in a state fit for pedestrian use. This state of repair includes remedying snowy or icy conditions however, it does not require us to keep them free from ice and snow. Gross Negligence is a greater degree of neglect than simple negligence. Minimum Maintenance Standards (MMS) has no defined guidelines That would allow the municipality to provide a service level that could be used to consistently defend itself in the claims process. No municipality has a consistent approach to winter maintenance of sidewalks.Page 177 of 595 Sidewalk Snow Plowing CHALLENGES Page 178 of 595 SIDEWALK WINTER MAINTENANCE WILLS STREETPage 179 of 595 CHALLENGES Parked VehiclesPage 180 of 595 City Sidewalk Depositing CHALLENGES Page 181 of 595 Curb Faced Sidewalk CHALLENGES Page 182 of 595 OPTIONS FOR CONSIDERATION 1.Increase City Maintenance Regime for Sidewalk 2.Contract Out 3.“Good Neighbour Bylaw” 4.“Good Neighbour Bylaw” with Assistance Program Page 183 of 595 CURRENT STATE (STATUS QUO) •Annual Review of Routes •City-owned frontage •School Routes •Commercial Districts •Vulnerable Population Locations •Parks and Trails •Service Levels Maintained at 33% •Negligible Budgetary Impacts Page 184 of 595 Priority I & II Sidewalk Maintained to bare Walk Approx $1.8 Million Cost for New Equipment Annual Operating Budget Increase $650,000 $830,000+ NPV (Capital + Operating) Unknown add’l cost to remove or relocate encroachments An additional 400+ km Capital Expenditure 9 Sidewalk Plows Increase to Winter Operation Budget Annual Operating Increase NPV (10 yr lifecycle) OPTION 1 EXPAND SCOPE OF CITY MAINTENANCE Primarily residential subdivision Cost does not include additional equipment storage =+=Page 185 of 595 No Additional Staffing or Equipment Implement no earlier than winter 2024/2025 City Staff responsible for ongoing performance monitoring. Contract cancellation due to poor performance is not an option. Unknowns/Risks: 1. Contractor Availability 2. Cost 3. Encroachments Level of Service Target 18 hours from start of plowing operation Competitive Bidding Process Ongoing Performance Monitoring OPTION 2 CONTRACT OUT WINTER SNOW CLEARING New Sidewalks to continually be evaluated Equipment availability and bidder interest is unknown and highly vulnerable to change Page 186 of 595 Complaint based enforcement: 1. Clearing required 24hrs after snowfall. 2. If not done, Bylaw issues notice. 3. 48hrs time to comply before fines apply. Likely only a small number of locations can be eliminated 1. Admin Fee $250 2. Cost Recovery for Clearing (approx. $15 per metre frontage) set annually in the Schedule of Fees subject to fluctuating Contract Prices. Therefore no net budget implications City continues to maintain 1/3 of the sidewalk network Private property owners clear snow & ice from sidewalks Cost recovery for contracted snow clearing for owner or occupant who is non-compliant Year 1 –Education 1st, No Enforcement Year 2 –Complaint Based Enforcement OPTION 3 “GOOD NEIGHBOUR” BYLAW Page 187 of 595 OPTION 4 BYLAW WITH ASSISTANCE PROGRAM •Same “Good Neighbour Bylaw” •Annual Assistance Allocation Suggest $50,000 •Authorized assistance to clear sidewalks for those who need it the most (Seniors and Disabled) Pre-Requisite (Typical) →Statement of physician →Proof of property ownership →No other able person residing in the dwelling →Reside in a single, semi-detached, or duplex in the Urban Area →Income threshold must be metPage 188 of 595 Sidewalk Snow Removal By-law with Assistance (Option 4)Full Increase -Option 1 (100% of Sidewalks Cleared) Sidewalk Snow Removal By-law (Option 3) LEVELS OF SERVICE CONTINUUM ACCESSIBILITYAFFORDABILITY lessmore less Contract Out Winter Snow Clearing (Option 2) Current State (Status Quo) (33% of Sidewalks Cleared) Reduce City Services (10% of Sidewalks Cleared by the City) Partial Increase (66% of Sidewalks Cleared)Page 189 of 595 Municipality 2016 Population Approach Length Cleared by Municipal Forces St. Catharines POP. 133,113 By-law 117 km of 592 km (20%) Welland POP. 52,293 By-law 51 km of 335 km (15%) Fort Erie POP. 30,710 Cleared by Town 160 km of 160 km (100%) Grimsby POP. 27,314 Cleared by Town 95 km of 95 km (100%) Thorold POP. 18,801 By-law 25 km of 110 km (23%) Hamilton POP. 536,917 By-law 397km of 2,445 km (16%) Kingston POP. 123,798 Cleared by City 600km of 600km (100%)Page 190 of 595 Municipality 2016 Population Approach Length Cleared by Municipal Forces Milton POP.110,128 By-law 241 km of 408 km (59%) Waterloo POP.104,986 By-law Unknown of 547 km Pickering POP. 91,771 By-law Unknown of 331 km Brantford POP. 97,496 By-law 79km of 555 km (14%) Newmarket POP. 84,224 Recently phased into Fully cleared by Town 340 km of 340 km (100%) Sarina POP. 71,594 Partial Clearing No By-law 168 km of 328 km (51%) Niagara Falls POP.88,071 Partial Clearing No By-law 200 km of 600 km (33%)Page 191 of 595 Questions? Comments? Further Information? Recommendation Today: “Council Approve proceeding with Option 4 being the preparation and implementation of a Sidewalk Snow Clearing Bylaw, and related education, communication, and assistance programs for enforcement commencing at the start of 2022/2023 winter season.Page 192 of 595 MW-2021-75 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Municipal Works – Environmental Services SUBJECT: MW-2021-75 City Of Niagara Falls Climate Adaptation Plan RECOMMENDATION 1. That City Council approve the City of Niagara Falls Climate Adaptation Plan attached to Report MW-2021-75; and further, 2. That subject to approval of the Climate Adaptation Plan, Council direct staff to prepare a follow-up report on the implementation strategy for the plan, including considerations relating, but not limited to: organizational responsibilities, governance, budget, policy implications, and communications; and further, 3. That preparation of implementation strategy incorporate collaboration and input from other stakeholders including the Park in the City Committee. EXECUTIVE SUMMARY Climate change is impacting communities around the world, the natural environment, economy and qualify of life for billions of people are seeing the effects of climate change. Government at all levels need to take action to build resilient communities, mitigate impacts of climate change and make decisions that contribute towards sustainability and resiliency. The City Of Niagara Falls Climate Adaptation Plan is a living document and was developed to initiate climate adaptation on the Municipal level, specifically helping our community. Staff will move forward with the five (5) stated objects and develop an integrated project approach to moving the plan forward within the corporation’s overall activities. Page 193 of 595 2 MW-2021-75 October 26, 2021 BACKGROUND In the summer of 2019 the City Of Niagara Falls along with six (6) other local Municipalities formed a partnership with Brock University’s Environmental Sustainability Research Centre to create “Niagara Adapts”. Niagara Adapts is a partnership designed to build innovative climate solutions right here in Niagara. By leveraging resources and expertise from seven municipalities in the Niagara Region and Brock University’s Environmental Sustainability Research Centre. Niagara Adapts also performed public consultation and survey with each respective Municipality, ensuring each community had an opportunity to provide input on climate vulnerability, Vision statement and Climate Adaptation Plan goals. The goal of Niagara Adapts is to cultivate a community of practice for climate change adaptation planning and build communities resilient to the impacts of climate change in the Niagara Region for future generations. An output of the partnership is the Climate Adaptation Plan for the City of Niagara Falls attached to this report. ANALYSIS/RATIONALE Niagara Falls is seeing the impact of climate change; increased extreme heat days, rain events of great intensity and frequency are becoming common. It is important that our community be ready for the impacts of climate change, and adapt to these changes. The Climate Adaptation Plan has five main goals each with actions associated to those goals. 1) Increase climate change literacy among staff and public o Utilize City intranet to provide educational links and information regarding climate change and climate change science o Education staff on Low Impact Design (LID) and other storm water management practices that promote groundwater recharge o Work with Municipal and Educational partners in promoting climate change awareness and consistent messaging o Utilizing existing City committees such as Park in the City and Mayor’s Youth advisory to continue to promote climate change awareness 2) Invest in infrastructure and assets that are prepared for the impacts of climate change Page 194 of 595 3 MW-2021-75 October 26, 2021 o Update engineering and design standards to create a more resilient infrastructure network o Increase LID and other storm water management philosophies to promote groundwater recharge o Strengthen tree protection through species diversification and enhancement of tree canopy o Ensure new development, redevelopment and intensification preserve and contribute to quality green spaces 3) Encourage green methods of transportation o Continue to connect trails, pathways and bike baths to create alternative methods of travel within the City o Continue to work to enhance GO Transit levels of service to full day, year- round service o Encourage electric vehicle charging as part of new development o Continue promotion of inter-municipal transit system, making public transportation convenient and timely 4) Create and implement energy conservation strategies for City facilities o Perform energy audits of City facilities to provide base level understanding of current efficiency levels o Investigate alternative energy strategies to reduce reliance on carbon fuels o Leverage upper level government programs and grants to retro fit existing facilities to improve energy efficiency o Enhanced shading and cooling options in new facilities and parks, including green roofs and non-permeable surface options 5) Mitigate consequences of extreme weather, emergency events and safety risks to the community o Reduce all sources of inflow and infiltration into the sanitary sewer system including public and private property sources o Ensure all Risk Assessments within the Corporation are updated to include climate change considerations o Continue to provide and promote easy access to heating and cooling centres to all residents o Continue to promote emergency preparedness week and 72 hour emergency kits FINANCIAL/STAFFING/LEGAL IMPLICATIONS Ongoing implementation of the plan will have real impacts to the City’s budget, in various sections, which must be examined further. Staff resources will also be required to both oversee the plan, oversee the projects required to be implemented as a result of the plan, and to incorporate the recommendations into the various organizational policies and procedures into the City’s existing policy and procedure framework. Page 195 of 595 4 MW-2021-75 October 26, 2021 At this time, no funding is being requested. These budgetary and staffing implications require further analysis and as such Staff are recommending to return to Council with a more thorough implementation plan at a later date. CITY’S STRATEGIC COMMITMENT The approval of the Climate Adaptation Plan meets Council’s Strategic Priority of developing a Climate Change Adaptation Plan to understand the vulnerabilities, and manage impacts, risks, & opportunities posed by a changing climate. LIST OF ATTACHMENTS  City Of Niagara Falls Climate Adaptation Plan Contributing Staff Lead: James Sticca, Manager of Environmental Services Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Jason Burgess, Chief Administrative Officer Page 196 of 595 CLIMATE ADAPTATION PLAN Page 197 of 595 Acknowledgements Introduction Climate Change and ClimateChange Science 1 2 3 Climate Adaptation Niagara Falls Climate DataHistorical and Projected Climate Vulnerability StudyResults 5 8 9 Vision Statement 13 Monitoring and Continuous Improvement References 20 21 Niagara Falls Climate Adaptation Plan Goals 14 TABLE OF CONTENTS Climate Vulnerability in Niagara Falls 6 Niagara Falls Climate Adaptation Plan Actions 15 Page 198 of 595 The City Of Niagara Falls Climate Adaptation Plan would not have been made possible without the guidance, expertise and support of the Niagara Adapts group, the Brock University Environmental Sustainability Research Centre and Municipal Partners from around the Niagara Region who worked in a collaborative effort to create individual climate adaptation plans. ACKNOWLEDGEMENTS CLI MA TE ADAPT ATION PLAN | 1 Page 199 of 595 The City of Niagara Falls is nestled on the edge of the Niagara River, with Niagara-on-the-Lake to the north, Fort Erie to the south, and Welland and Thorold to the west, representing a total land coverage of 213 square km. The City itself has a network of 1,183 km of roadways, 481 km of watermain and 434 km of sanitary sewer, servicing a population of over 86,760 residents – which increases exponentially during the tourist season. In the summer of 2019, the City of Niagara Falls along with 6 other local Municipalities formed a partnership with Brock University’s Environmental Sustainability Research Centre to create “Niagara Adapts”. The goal of Niagara Adapts is to cultivate a community of practice for climate change adaptation planning and build communities resilient to the impacts of climate change in the Niagara Region for future generations. Niagara Adapts performed public consultation and surveys with each respective Municipality, ensuring each community had an opportunity to provide input on climate vulnerability, Vision statement and Climate Adaptation Plan goals. INTRODUCTION CLI MA TE ADAPTATION PLAN | 2 Page 200 of 595 According to the Intergovernmental Panel on Climate Change (IPCC), climate change can be defined as a change in the state of the climate that can be identified by changes in the mean and/or variability of its properties and that persists for an extended period, typically decades or longer. Climate change may be due to natural processes or persistent anthropogenic changes in the composition of the atmosphere or in the land use. These anthropogenic changes include carbon dioxide production and deforestation, etc. The 2019 report entitled “Canada’s Changing Climate Report” published by Environment and Climate Change Canada provides evidence identifying that Canada’s climate has warmed and will warm further in the future, drive by human influence. Warmer climate will intensify some weather extremes in the future, including extreme hot temperatures becoming more frequent and intense. Seasonal availability of freshwater is changing, with an increased risk of water supply shortage in the summer. Less extreme cold, shorter snow and ice cover seasons, thinning glaciers and thawing permafrost all leading to rising sea levels. The report further warns that the effects of widespread warming are already evident in many parts of Canada. These impacts include: CLIMATE CHANGE AND CLIMATE CHANGE SCIENCE CLI MA TE ADAPTATION PLAN | 3 i ii iii Page 201 of 595 A review of the climate statistics for Niagara Falls can be found under the “Climate Vulnerability and Risk” section of the plan. These impacts have a ripple effect throughout the environment and economy. Less extreme cold and shorter snow season has resulted in the tick population increasing, impacting outdoor enjoyment. Rain events are becoming more frequent with higher intensity, resulting in infrastructure capacity constraints. Wind damage during intense storms causing property damage and impacting home owner insurance. Climate change is putting strain on our community impacting the natural environment, infrastructure and property: CLIMATE CHANGE AND CLIMATE CHANGESCIENCE CLIMATE ADAPTATIO N PLAN | 4 Page 202 of 595 The strategy for adaptingto climate change Takes appropriate measuresto prevent the impacts ofclimate change CLIMATE ADAPTATION The strategy for reducing theimpact of climate change Aimed at reducing greenhousegases CLIMATE ACTION/MITIGATION Climate adaptation can defined at the actions taken to reduce the negative impact of climate change while taking advantage of potential new opportunities. Localized in scale andscope National/ Global in scale Long term efforts andstrategies Short term goals This involves adjusting policies and actions because of observed or expected changes in the climate. Adaptation can be either reactive to past events, or proactive via anticipation of climate impacts before they are observed. Climate adaptation is different than climate action/mitigation. However, the two concepts are not independent of each other and do overlap. The focus of this plan is climate adaptation – determining ways Niagara Falls can adapt and evolve to address the expected and anticipated changes in the climate. CLIMATE ADAPTATION CLIM ATE ADAPTATION PLAN | 5 iv vMitigation VS Adaptation Page 203 of 595 Vulnerabilitynoun / vul ner a bil i ty As part of reviewing climate vulnerability, projected climate data is used to gauge future susceptibility. Projected climate data was obtained from climatedata.ca, a collaboration between Environment and Climate Change Canada (ECCC), the Computer Research Institute of Montréal (CRIM), Ouranos, the Pacific Climate Impacts Consortium (PCIC), the Prairie Climate Centre (PCC), and HabitatSeven. " The degree to which a system is susceptible to, or unable to cope with, adverse effects of climate change, including climate variability and extremes. Vulnerability is a function of the character, magnitude, and rate of climate variation to which a system is exposed, its sensitivity, and its adaptive capacity." The Niagara Adapts group agreed to use a representative concentration pathway (RCP) of 8.5, when reviewing projected climate data. An RCP 8.5 works under the assumption that greenhouse gas, aerosols and chemically active gas concentrations will continue to increase at the same rate they are today. CLIM ATE ADAPTATIO N PLAN | 6 CLIMATE VULNERABILITY IN NIAGARA FALLS vi Page 204 of 595 This is the worst case scenario and is appropriate when reviewing vulnerability. The chart below depicts a series of different main threats and changes specific to Niagara Falls. The climate scenario data sets below use a historical data average from 1950 to 2005, a projected value at the year 2050 and a projected value at the year 2100 assuming an RCP of 8.5. The data available through climatedata.ca offers a range of pathways or RCP, ranging from best case to the worst case used in this plan. CLIM ATE ADAPTATION PLAN | 7 Present day land use pattern changes, deforestation rates and land cover are also assumed to continue under an RCP 8.5 assumption. Tropical Nights in Niagara Falls 1950 - 2100 www.climatedata.ca CLIMATE VULNERABILITY IN NIAGARA FALLS Page 205 of 595 DATA SET 1950 TO 2005 AVG 2050 2100 NIAGARA FALLS CLIMATE DATA CLIM ATE ADAPTATION PLAN | 8 HISTORICAL AND PROJECTED DATA SET 1950 TO 2005AVG 2050 2100 Annual MeanTemperature Extreme Heat Days(>30°C) Extreme Heat Days(>37°C) Extreme Cold Days(<-15°C) Days Without Frost Annual TotalPrecipitationExtreme Wet Days(>10mm) Annual TotalPrecipitationExtreme Wet Days(>20mm) Annual TotalPrecipitation Tropical Nights (>22°C) 8.6°C 11.81°C 15.34°C 7 days 45 days 94 days 0 days 0 days 10 days 8 days 0 days 0 days 187 days 214 days 256 days 26 days 34 days 29 days 7 days 9 days 10 days 884 mm 1045 mm 1024 mm 2 days 19 days 57 days Page 206 of 595 The projected changes to the climate speak to what Niagara Falls may experience in the future, and the risks associated with those changes. However, the impacts of climate change are being felt today. In the fall of 2019, a vulnerability study was conducted by Niagara Adapts seeking public participation and comment on the impacts of and exposure to climate change. There were 153 respondents to the survey who provided insight on whether they have experienced any impacts of climate change, how prepared they feel the City Of Niagara Falls is to adapt to climate change, and if Municipal resources should be spent climate change adaptation. The graphic on the next page illustrates a summary of the results. CLIMATE VULNERABILITY STUDY RESULTS CLIM ATE ADAPTATION PLAN | 9 Page 207 of 595 74% CLIMATE VULNERABILITY STUDY RESULTS CLIMATE ADAPTATIO N PLAN | 10 of respondents believe climate change is impacting their community of respondents have experienced community flooding 39% of respondents have experienced extreme cold 31% of respondents have experienced extreme heat 57% of respondents have experienced severe weather 20% Only 18% of respondents feel that Niagara Falls is prepared to adapt to climate change. of respondents believe humans have the capacity to address climate change 86% of respondents support municipal resources being used for climate change adaptation 86% of respondents feel adapting to climate change is a top priority for their households 49% OPPORTUNITIES FOR ADAPTATION EXPOSURE TO CLIMATE CHANGE IN NIAGARA FALLS 13% of respondents have experienced household flooding Only 35% of respondents have a sump pump Only 22% of respondents use rain barrels 60% of respondents have household flood insurance Note: Percentages on this page reflect the 153 people who completed surveys in Niagara Falls. Page 208 of 595 "HEAT STROKE & EXHAUSTION" "PHYSICALLY SICK" “Both my husband and my daughter work outdoors and in the last two years they each suffered severe heat stroke and heat exhaustion while on their jobs.” “I work in a restaurant that is so hot, they have ac but it doesn’t put a dent in the extreme heat because the building is so old. I ride my bicycle to work in the heat and then sweat all day working hard in front of an oven and then ride home in the blazing afternoon sun. Some days the heat makes me physically sick.” "CONCERNED FOR FAMILY" “Unable to spend a lot of time outside. Kids activities are either cancelled or cut back in their intensity. Worried about my mom who is older and does not have air conditioning.” Please briefly explainthe consequences ofextreme heat The following are excerpts of the full survey, which canbe found as an appendix to this document. CLIMATE VULNERABILITY STUDY RESULTS CLIMATE ADAPTATIO N PLAN | 11 Page 209 of 595 "ADJUST WORK HOURS" "COOL DOWN CAR" “I’ve attempted to work later in the afternoon and earlier in the morning (with some success), but temperatures early in the day or in the evening remain very hard for me to deal with.” “The hot humid air affects my asthma, so I have to stay indoors in air conditioning. If I need to go to work, I remote start my car a few minutes before I drive to let the air conditioning cool the interior of the vehicle. My workplace is also air conditioned. I like to walk for exercise, and I am unable to walk outside.” "COOLING CENTRE""STAYED INSIDE" "AIR CONDITIONING" "LUCKILY WE HAVE A GOOD AIR CONDITIONING SYSTEM" Please briefly explain howyou coped/ responded toextreme heat The following are excerpts of the full survey, which canbe found as an appendix to this document. CLIMATE VULNERABILITY STUDY RESULTS CLIMATE ADAPTATIO N PLAN | 12 Page 210 of 595 V I S I O N S T A T E M E N T Niagar a Falls is committed t o protectin g the City and the n atural environment from the impacts of clim ate chan ge. Niaga ra Falls will look for ways to adapt to the change s that w ill be experienced, ensuring Niagara F alls is a great City for ge ne ra tions to com e. CLIMATE ADAPTATIO N PLAN | 13 Page 211 of 595 Ten goals were created using Niagara Falls City Council’sStrategic Priorities as a base concept. Each goal wasprovided to the public for survey and feedback, thegoals were further refined in five main goals. Goal #1 Increase climate change literacy among staff and public. Goal #2 Invest in infrastructure and assets that are prepared for the impacts of climate change. Goal #3 Encourage green methods of transportation. Goal #4 Create and implement energy conservation strategies for City facilities. Goal #5 Mitigate consequences of extreme weather, emergency events and safety risk to the community. GOALS CLIMATE ADAPTATIO N PLAN | 14 CLIMATE ADAPATION PLAN Page 212 of 595 Utilize City intranet to provide educational links and information regarding climate change and climate change science. City Intranet Increase climate change literacy among staff and public Educate staff on Low Impact Development (LID) and other storm management practices that promote groundwater recharge. Education Work with Municipal and Educational partners in promoting climate change awareness with consistent messaging. Partnerships Utilize existing City committees such as Park in the City and Mayor’s Youth advisory to continue to promote climate change awareness. Committees CLIMATE ADAPATION PLAN ACTIONS CLIMATE ADAPTATIO N PLAN | 15 Page 213 of 595 Green Spaces Update engineering and design standards to create a more resilient infrastructure network. Update Standards Invest in infrastructure and assets that are prepared for the impacts of climate change Increase LID and other storm water management philosophies to promote groundwater recharge. Groundwater Recharge Strengthen tree protection through species diversification and enhancement of tree canopy. Tree Protection Ensure new development, redevelopment and intensification preserve and contribute to quality green spaces. CLIMATE ADAPTATIO N PLAN | 16 CLIMATE ADAPATION PLAN ACTIONS Page 214 of 595 Continue to connect trails, pathways and bike paths to create alternative methods of travel within the City Alternative Methods of Travel Encourage green methods of transportation Continue to work to enhance GO Transit levels of service to full day, year-round service GO Transit Encourage electric vehicle charging as part of new development Electric Vehicles Continue promotion of the inter-municipal transit system, making public transportation convenient and timely Inter-Municipal Transit CLIMATE ADAPTATIO N PLAN | 17 CLIMATE ADAPATION PLAN ACTIONS Page 215 of 595 Perform energy audits of City facilities to provide base level understanding of current efficiency levels. Energy Audits Create and implement energy conservation strategies for City facilities Investigate alternative energy strategies to reduce reliance on carbon fuels. Alternate Energy Strategies Leverage upper level government programs and grants to retro fit existing facilities to improve energy efficiency . Government Programs and Grants Enhance shading and cooling options in new facility and parks, including green roofs and non-permeable surface options. Shading and Cooling Options CLIMATE ADAPTATIO N PLAN | 18 CLIMATE ADAPATION PLAN ACTIONS Page 216 of 595 Reduce all sources of inflow and infiltration into the sanitary sewer system including public and private property sources Reduce inflow and infiltration Mitigate consequences of extreme weather, emergency events and safety risk to the community Ensure all Risk Assessments within the Corporation are updated to include climate change considerations Climate Risk Assessments Continue to provide and promote easy access to heating and cooling centres to all residents Heating and Cooling Centres Continue to promote emergency preparedness week and 72 hour emergency kits. Emergency Preparedness CLIMATE ADAPTATIO N PLAN | 19 CLIMATE ADAPATION PLAN ACTIONS Page 217 of 595 The City Of Niagara Falls Climate Adaptation Plan is a living document, and requires annual review and update. This ensures goals and actions are appropriate and representative of present day climatic challenges. The annual update also will provide insight into successes that have taken place over the previous year. This is also an opportunity to provide an update identifying challenges including budgetary constraints, upper tier governmental concerns and new climatic concerns that may arise. MONITORING & CONTINUOUS IMPROVEMENT CLIMATE ADAPTATIO N PLAN | 20 Page 218 of 595 [i] IPCC Special Report Global Warming of 1.5 °C, 2020 https://www.ipcc.ch/sr15/chapter/glossary/ [ii ] Environment and Climate Change Canada, Canada’s Changing Climate Report, 2019 https://www.nrcan.gc.ca/sites/www.nrcan.gc.ca/files/energy/Climate- change/pdf/CCCR_FULLREPORT-EN-FINAL.pdf [iii] Ibid [iv] Adapting to Climate Change: An Introduction for Canadian Municipalities, 2010 https://www.nrcan.gc.ca/changements-climatiques/impacts- adaptation/chapter-1-introduction-climate-change-adaptation/10081 [v] District of Squamish https://squamish.ca/climateaction/climate-adaptation/ [vi] IPCC Climate Change 2001: Impacts, Adaptation, and Vulnerability https://www.ipcc.ch/site/assets/uploads/2018/03/WGII_TAR_full_report-2.pdf REFERENCES CLIMATE ADAPTATIO N PLAN | 21 Page 219 of 595 Climate Adaptation Planning in Niagara Falls Dr. Jessica Blythe Brock University October 26th, 2021 Page 220 of 595 2 Warmer Wetter Wilder Page 221 of 595 Niagara Adapts Partnership 3Page 222 of 595 4Page 223 of 595 Climate Vulnerability Study Respondents from Niagara Falls 5 153 Page 224 of 595 6Page 225 of 595 7Page 226 of 595 8Page 227 of 595 City of Niagara Falls Climate Adaptation Plan Page 228 of 595 What is Climate Change According to the Intergovernmental Panel on Climate Change (IPCC), climate change can be defined as a change in the state of the climate that can be identified by changes in the mean and/or variability of its properties and that persists for an extended period, typically decades or longer. Climate change may be due to natural processes or persistent anthropogenic changes in the composition of the atmosphere or in the land use. Page 229 of 595 Climate Change Climate change is putting strain on our community impacting the natural environment, infrastructure and property: •Less extreme cold and shorter snow season has resulted in the tick population increasing, impacting outdoor enjoyment. •Rain events are becoming more frequent with higher intensity, resulting in infrastructure capacity constraints. •Wind damage during intense storms causing property damage and impacting home owner insurance Page 230 of 595 Climate Adaptation vs Climate Mitigation Climate adaptation can defined at the actions taken to reduce the negative impact of climate change while taking advantage of potential new opportunities Climate Adaptation Climate Mitigation/ Action The strategy for adapting to climate change The strategy for reducing impacts of climate change Takes appropriate measures to prevent the impacts of climate change Aimed at reducing greenhouse gases Long term efforts and strategies Short term goals Localized in scale and scope National/ Global scalePage 231 of 595 Climate Adaptation vs Climate Mitigation Page 232 of 595 Climate Vulnerability The degree to which a system is susceptible to, or unable to cope with, adverse effects of climate change, including climate variability and extremes. Vulnerability is a function of the character, magnitude, and rate of climate variation to which a system is exposed, its sensitivity, and its adaptive capacity Data Set 1950 TO 2005 AVG 2050 2100 Annual Mean Temperature 8.6°C 11.81°C 15.34°C Extreme Heat Days (>30°C) 7 days 45 days 94 days Days Without Frost 187 days 214 days 256 days Tropical Nights (>22°C)2 days 19 days 57 days Page 233 of 595 Climate Vulnerability –Public Consultation Page 234 of 595 Vision Statement Niagara Falls is committed to protecting the City and the natural environment from the impacts of climate change. Niagara Falls will look for ways to adapt to the changes that will be experienced, ensuring Niagara Falls is a great City for generations to come.Page 235 of 595 Adaptation Plan Goals Page 236 of 595 Questions?Page 237 of 595 October, 2021 2022 Budget Initial Discussion Budget Road Map Page 238 of 595 A GREAT CITY…FOR GENERATIONS TO COME Agenda Items to be discussed 1)Overview of Budget Process 2)Budget Pressures & Impacts of Previous Decisions COVID Impacts and investments Implications of Growth & Building for the Future 3)Using our Advantages to Weather the Storm Debt Room Tax Room Reserves 4)Next Steps The need to re-frame the discussion –desired service levels to be supported by tax levy. Budget Scrub Page 239 of 595 A GREAT CITY…FOR GENERATIONS TO COME Budget Process A few additions to this years process 1)We are undertaking budget engagement via an online survey. This pre-budget engagement will increase in future years. 2)This year’s budget will have more input from across the organization. 3)More engagement from Council –more background information, budget options and service level decisions will be more extensively presented to Council. Page 240 of 595 2022 Budget Initial Discussion “Budget Pressures & Impacts of Previous Decisions”Page 241 of 595 A GREAT CITY…FOR GENERATIONS TO COME Budget Pressures Before We do Anything People Costs -$1.5 M •Salary cost increases (contractual) •September 30th potential costs Consumable Costs -$ 1M •Increase in consumable, contracted services cost etc. –inflationary costs estimated at just over 2%. In order to keep the budget to even an inflationary increase – we would need to find cuts just to address our existing budgetary pressures Page 242 of 595 A GREAT CITY…FOR GENERATIONS TO COME Impacts of Previous Decisions Deferred Arrangements from 2020 Due to COVID, steps were taken in 2020 to reduce the impact of some budgetary items. These items which would have normally been included in the Levy were put to reserves –this is creating an impact this year. Fire Fighters -$340,000 •This related to the increased service level. Other Items $300,000 •This related to cost of street sweepers that was funded from a reserve. (To confirm)Page 243 of 595 A GREAT CITY…FOR GENERATIONS TO COME Impacts of Previous Decisions Service Enhancements Council has approved a number of service enhancements to address increasing community demand in Recreation and Culture. MacBain Centre-$700,000 (approved) The Exchange $600,000 -744,000 (not approved) (Note this does not include capital replacement costs associated with these assets). As Niagara Falls grows service demands increases. Though MacBain was not a “planned” expansion, it is an important service to maintain in the Community Page 244 of 595 A GREAT CITY…FOR GENERATIONS TO COME Impacts of Previous Decisions COVID19 Impacts & Investments Council has approved a number of initiatives to address COVID challenges being faced by our business community. Interest and Penalty -$400,000 This assumes that the rate will be maintained at 1% per month. (This will be reviewed again) Clifton Hill Parking -$200,000 Paid parking spots were removed to make COVID accommodations. Staff are looking at options to increase other parking revenues to offset the parking changes. Page 245 of 595 A GREAT CITY…FOR GENERATIONS TO COME Budget Pressures COVID COSTS The City of Niagara Falls is contributing to the costs for the vaccination clinic as well as other direct COVID costs. There is no identified funding source for these costs in 2022. Costs -$300,000 (for vaccination clinics) and -$500,000 (other operating costs) (Wages for clinic staff, cleaning costs, additional PPE, signage, screening staff, etc.) We cannot plan or assume Provincial support for these costs.Page 246 of 595 A GREAT CITY…FOR GENERATIONS TO COME Budget Pressures Casino Revenues The City of Niagara Falls as a host community does receive a host fee to cover the additional and increased cost of hosting the casinos. This fee is tied to the revenue of the casinos. Revenue at the casinos has been negatively impacted by COVID19. This revenue loss has a direct impact on the City’s budget. There are very few cost mitigations we can undertake to reduce costs in alignment with the reduction in revenue. This is a $10 Million issue. We are currently forecasting only 60% of normal casino hosting revenue.Page 247 of 595 2022 Budget Initial Discussion “Implications of Growth & Building for the Future”Page 248 of 595 A GREAT CITY…FOR GENERATIONS TO COME Implications of Growth GROWTH The City of Niagara Falls has seen significant growth in recent years and is scheduled to lead Niagara Region in growth –we will grow to 140,000 in the future. This puts pressure on our services. Our Planning and Building Departments are under stress as we can’t keep up with growth and we have a $1 billion hospital being built. We have increased infrastructure demands. We have increased request for service improvements for everything from Bylaw enforcement to swimming lessons. Page 249 of 595 A GREAT CITY…FOR GENERATIONS TO COME Implications of Growth GROWTH We have to invest at the beginning of the growth curve to better capture the growth, to maintain our service levels and keep our existing residents happy. We will also need to look to do things differently and make investments in our City’s systems and procedures so we can deliver more efficient and effective services. Our City’s “back of house” hasn’t changed much. Our main finance system is approaching 15 years old.Page 250 of 595 A GREAT CITY…FOR GENERATIONS TO COME Building for the Future ASSET MANAGEMENT PLAN The City of Niagara Falls is required to have completed its Asset Management Plan and have a financing strategy for it by 2024. It is very likely that the City of Niagara Falls, like many other cities are required to invest $millions more each year to maintain its assets. The shock of this requirement will need to be gradually brought into the budget. The earlier the better. This issue will likely require $millions more each year to be added to our capital budget, and more staff to manage the projects.Page 251 of 595 2022 Budget Initial Discussion “Using Our Advantages to Weather the Storm”Page 252 of 595 A GREAT CITY…FOR GENERATIONS TO COME Debt Room Allowable Repayment Limit (ARL) The City of Niagara Falls is has traditionally been very conservative with its debt levels and this has left the City with the ability borrow debt. The capacity for the City to borrow is determined by its ARL. Currently the City’s ARL is 5% and the maximum limit is 25%. By increasing debt it does increase the tax cost but at a much lower impact. Based on current rate assumptions, borrowing $10 M in debt would require a payment of $0.6M. This means the levy impact is 0.86% instead of 14%.Page 253 of 595 A GREAT CITY…FOR GENERATIONS TO COME Tax Room Niagara Falls is the Most Competitive Large City in Niagara The City of Niagara Falls is has traditionally been very conservative with tax increases and as such is one of the lowest-cost tax areas in Niagara, while maintaining a high level of service. Property Niagara Falls Welland St. Cath.Fort Erie Grimsby $500K Res.$2,570 $4,031 $3,231 $3,400 $2,044 $700K Res.$3,597 $5,643 $4,522 $4,761 $2,862 $500K Comm.$4,458 $6,993 $5,604 $5,900 $3,547 $1M Comm.$8,915 $13,986 $11,209 $11,801 $7,094 Page 254 of 595 A GREAT CITY…FOR GENERATIONS TO COME Reserves Reserve Sources The City of Niagara Falls has limited reserves to cushion the impacts of the immediate budget pressures and does not have the reserves to shoulder the costs of the long term implications of asset management. We will maximize the use of these reserves, however this means in future years additional repayments to the reserve will be required. The use of reserves is a short term strategy and not a sustainable solution.Page 255 of 595 2022 Budget Initial Discussion “Next Steps”Page 256 of 595 A GREAT CITY…FOR GENERATIONS TO COME Next steps Re-Framing the Discussion Our budget discussions will focus increasingly on questions such as: 1)What is our existing service level?& What should be our service level? 2)What are our investment priorities? 3)What is the sustainable funding source? 4)What should the level of taxpayer support be? We will be asking more & different questions and getting input from Council on these strategic issues.Page 257 of 595 A GREAT CITY…FOR GENERATIONS TO COME Next steps Budget Scrub We are undertaking a budget scrub to look for deferrals and reductions. We will present options to Council on some key items to address budget pressures. A multi-year plan will have to be developed going forward to address the pressures.Page 258 of 595 A GREAT CITY…FOR GENERATIONS TO COME Next steps OVERALL –Key Messages •There are many things that were beyond the City’s control that created budgetary pressures. •Difficult budgetary decisions will be required. •Need to invest to prepare for growth. Increasing investments will be needed and new approaches taken. •Need to be sensitive to where we are with our economy. •Multi-year planning required. Page 259 of 595 PBD-2021-60 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-60 TARG-2021-002, Brownfield Tax Assistance and Rehabilitation Grant Application Lands adjacent to 3659 Stanley (former CN spur line) Applicant: 2806598 Ontario Limited Agent: Luciano Piccioni RECOMMENDATION 1. That Council approve the Tax Assistance and Brownfield Rehabilitation Grant application for lands location adjacent to 3659 Stanley Avenue and further identified through this report subject to the applicant meeting the program requirements including entering into an agreement with the City. 2. That the Mayor and Clerk be authorized to sign the Tax Assistance and Rehabilitation Grant Agreement.; and 3. That the Tax Assistance and Rehabilitation grant request be forwarded to the Niagara Region for support under the Smart Niagara Incentive Program (SNIP). EXECUTIVE SUMMARY The City has received an application for Tax Assistance and a Rehabilitation Grant under the Brownfield Community Improvement Plan for lands formerly used as a rail spur by CN Railway and located adjacent to 3659 Stanley Avenue. The clean-up and rehabilitation of this site meets with the programs contained in the Brownfield CIP and is eligible for a grant. The application can be supported as it: • meets the eligibility requirements for the Tax Assistance and Rehabilitation Grant; • will result in the remediation of the site; • is in compliance with the City’s Planning documents. BACKGROUND Proposal The applicant has purchased 2.6 ha (6.5 acres) of vacant land located directly north of 3659 Stanley Avenue that were formerly used as railyard, track and spurs by the CN Railway Company. The applicant completed a Phase One Environmental Site Assessment (ESA) which identified potential contamination associated with fill of unknown origin and quality, industrial operations north and south of the site, and a gasoline station south of the site. Further ESAs (Phase II and Phase II, supplemental) identified exceedances of polycyclic Page 260 of 595 2 PBD-2021-60 October 26,2021 aromatic hydrocarbon (PAH) associated with the sand and gravel fill deposits along the former spur line. Remediation of the property will involve removal of the soil to a licensed fill site. The estimated duration of the remediation works is 12 to 14 weeks and clean up is expected to commence in January 2022. The intended use of the property is for a storage facility that includes industrial storage units, office space and self-storage units in ten one-storey slab on grade buildings. The total square footage of the storage units would be approximately 3,395m2 (36,548ft2). The site plan for this development is attached as Schedule 2. ANALYSIS/RATIONALE The purpose of the Tax Assistance and Brownfields Rehabilitation Grant Program is to encourage the remediation, rehabilitation and adaptive re-use of brownfield sites by providing a freeze of taxes during property remediation followed by a grant to assist in the additional rehabilitation costs normally associated with brownfield sites. This is a tax increment based incentive that is available where rehabilitation will result in an increase in assessment values and property taxes on the lands. The subject property is located within the Pilot Project Area under the City-Wide Brownfields CIP and is eligible to receive up to 5 years of frozen taxes plus up to ten (10) years of an annual grant of 80% of the incremental tax increase in each year or until all eligible costs have been met. The annual grant available under the Rehabilitation Grant program will begin when the final building inspection for the new development has taken place (i.e. occupancy), a reassessment of the property has been completed by MPAC and property taxes have been paid in full for the year in which the grant is to be provided. The applicant has submitted the required documents and estimates for eligible environmental costs and rehabilitation costs under the incentive program (further detailed under Financial Implications below). The remediation of these lands will meet the intent of the Brownfields Community Improvement Plan with the removal of contamination on urban lands and introducing a new use of the lands. The redevelopment of the property to industrial storage and offices similar to the existing development on the adjacent lands to the south (also owned by the applicant) is in compliance with the City’s Planning documents. The development will be subject to site plan control with the City. If supported by Council, the applicant and the City will enter into a Rehabilitation Grant Agreement outlining the terms and conditions of the grant. The applicant has been provided a copy of this agreement and is agreeable to its terms. The City will seek Regional participation in the Tax Assistance and Rehabilitation Grant. The applicant will be required to enter into a separate agreement with the Region to receive Tax Assistance on the Region’s share of property tax. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The estimated total eligible environmental costs associated with the property rehabilitation is $997,947.50. This includes the costs of remediation, placing of clean fill, and the preparation and the filing of a Record of Site Condition. An Environmental Study Grant previously issued Page 261 of 595 3 PBD-2021-60 October 26,2021 by the City and Region in the amount of $12,462.50 for the preparation of the Phase II ESA and Supplement Phase II ESA has already been deducted from the environmental costs referenced above. As per the terms of the Incentive Program, environmental costs may be applied against the Tax Assistance portion of the Grant as well as against the Region’s Development Charges under their Development Charges Reduction Program - Brownfields. The estimated eligible costs of rehabilitation, which includes on-site and off-site infrastructure up-grades, totals $507,933.00. These costs, plus any eligible environmental costs remaining after the tax assistance and Regional Development Charge reduction, can be applied to the Rehabilitation Grant portion of the incentive program. It is estimated that the tax assistance will total $95,887.40 from the City and $99,092.10 from the Region and the Rehabilitation Grant will total $153,419.00 from the City and $158,547 from the Region for a maximum total incentive of $506,946.80 to the applicant. These estimates are based on an agreed upon estimated pre-project assessment value of $250,000 (MPAC has not yet applied an assessment value on the lands with the transfer to private ownership from CN Railway). The actual tax assistance/grant payment amounts will be based on the actual pre-project assessed value as determined by the MPAC with the assumption of Ownership by (applicant) and the post-project assessed value (AV) as determined by the MPAC and actual applicable City and Region and property tax rates. CITY’S STRATEGIC COMMITMENT The requested Brownfield Rehabilitation Grant will satisfy Council’s strategic priority by implementing the financial incentive programs of the Brownfield CIP and working towards a healthy and vibrant community with the remediation and redevelopment of the lands to provide a new land use to the vacant property. LIST OF ATTACHMENTS ➢ Schedule 1 – Location Map ➢ Schedule 2 – Site Plan Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, Chief Administrative Officer FBerardi:vr/cv Attach. S:\PDR\2021\PBD-2021-60, TARG-2021-002, Brownfield Tax Assistance and Rehabilitation Grant Application.docx Page 262 of 595 4 PBD-2021-60 October 26,2021 SCHEDULE 1 Location Map & Survey Plan SUBJECT LAND Page 263 of 595 5 PBD-2021-60 October 26,2021 Survey Plan Page 264 of 595 6 PBD-2021-60 October 26,2021 SCHEDULE 2 Site Plan Page 265 of 595 PBD-2021-61 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-61 UNESCO Global Geopark Applicant: Geospatial Niagara-Ohnia: Kara Steering Committee RECOMMENDATION It is recommended that Council not support or oppose the nomination by the Geospatial Niagara-Ohnia: Kara Steering Committee to recognize the Niagara Region as a UNESCO Global Geopark, and further; To direct staff to work with industry stakeholders to undertake a more fulsome review of the implications of the designation, its costs, benefits and risks to Niagara Falls if the application is successful as part of its regular review process. BACKGROUND Geospatial Niagara-Ohnia: Kara Steering Committee is a non-profit organization formed to pursue the designation of UNESCO Global Geopark for the whole of the Niagara Region. UNESCO Geoparks are “single, unified geographical areas where sites and landscapes of international geological significance are managed with a holistic concept of protection, education and sustainable development”. The Niagara-Ohnia: Kara Steering Committee believes recognition of the Niagara Region as a UNESCO Global Geopark will enhance the tourist opportunities and economic benefits beyond the traditional anchor destinations of the region. The Niagara Falls Hotel Association does not support the request and as a key industry body for the City’s tourism industry, this position needs to be considered by Council. Due to the fact that the focus of this application is for Niagara Region, as a whole, each community may have a different perspective about the benefits to this application. The deferral will allow the application to proceed from the Regional perspective without any negative connotation from Niagara Falls. However, from our municipal perspective, concerns have been raised by our tourism industry and staff require more time to further investigate these concerns as well as any unintended consequences that may occur due to this designation. Staff will engage in this process after the results of the application are known and will prepare a more fulsome review as part of the four (4) year review process that is part of the designation. Page 266 of 595 2 PBD-2021-61 October 26, 2021 ANALYSIS/RATIONALE Geotourism has been growing in popularity over the last 20 years. The Niagara Community Observatory, through Brock University, has identified at least 78 geosites of geological, environmental and cultural interest across all 12 area municipalities. The Steering Committee has received endorsement from 9 area municipalities and the Region as well as from the Niagara Peninsula Conservation Authority, Niagara Escarpment Commission and Brock University among others. The Steering Committee is seeking the City’s endorsement to form part of their application to UNESCO. A UNESCO Global Geopark is intended to foster socio-economic development that is culturally and environmentally sustainable directly affecting the area by improving human living conditions and the rural environment. It gives local people a sense of pride in their region, strengthens public identification with the area, and promotes a better understanding of the area’s geological, natural, archaeological, cultural and industrial heritage. The establishment of a UNESCO Global Geopark is said to stimulate the creation of innovative local enterprises, small businesses, sustainable tourism activities and businesses, geotrails, and new jobs by generating new sources of revenue (e.g. geotourism, geoproducts) while protecting the geo-resources. The application must demonstrate that the geological heritage has been assessed by scientific professionals, include a business and marketing plan and provide details of geo- conservation pressures and efforts. The application will be reviewed by technical experts who will conduct a site visit on the way to certification. Once designation is received, it is re- evaluated every 4 years. UNESCO Geoparks differ from UNESCO Biosphere Reserves such that Geoparks give international recognition for sites that promote the importance and significance of protecting the earth’s biodiversity through education and sustainable development whereas the main aim of biosphere reserve is to preserve genetic diversity in representative ecosystems by protecting wild animals, traditional life style of inhabitant and domesticated plant/animal genetic resources. These are scientifically managed. The Niagara Falls Canada Hotel Association (NFCHA) was circulated a copy of the request. The NFCHA does not support this initiative, citing multiple layers of bureaucracy. FINANCIAL/STAFFING/LEGAL IMPLICATIONS There is no financial request associated with the nomination proposal. However, if the application is successful, it should be stressed that the City has no plans for future funding, or committing staff time for this Geopark designation project. LIST OF ATTACHMENTS ➢ Schedule 1 – Niagara Community Observatory Policy Brief #37 ➢ Schedule 2 – FAQ Frequently asked questions about UNECO Global Geoparks ➢ Schedule 3 – Niagara Falls Canada Hotel Association Comments Page 267 of 595 3 PBD-2021-61 October 26, 2021 Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, Chief Administrative Officer AHerlovitch:cv S:\PDR\2021\PBD-2021-61, UNESCO Global Geopark Geospatial Niagara-Ohnia Final.docx Page 268 of 595 PBD-2021-61 October 26, 2021 Appendix 1 Niagara Community Observatory Policy Brief #37 Source: Phillips, Carol, PhD, Brock University Niagara Community Observatory, January 2019 Page 269 of 595 Niagara Community Observatory NCO Policy Brief #37 | January 2019 By Carol Phillips OHNIA:KARAANAspIRINgglObAlgeOpARK INTRODUCTION What is a UNESCO Global Geopark? Niagara has long been a world-famous destination, anchored by its iconic Falls. In fact, it has been a meeting place for Indigenous peoples dating back 12,000 years. The tourism infrastructure that has developed over the decades at Niagara Falls speciﬁcally has entrenched this position and its effect has gradually cascaded through Niagara-on-the-Lake and into the rest of the region, primarily through its historical, agricultural and viticulture assets. The importance of tourism to Niagara’s local economy is acknowledged by its designation as one of the Niagara Region’s four pillars of economic develop- ment strategy. Recognition of its role has been accompanied by the desire to expand its impact throughout the region. Several types of tourism already exist in Niagara, providing a spectrum of different opportunities in a variety of different cultural and environmental contexts. Many of these different types of tourism include mass, rural and farm, cycling, culinary, wine, brewery, and ecotourism. The inclusion of geotourism would serve to reinforce these existing tourism types, but also diversify into new areas, and new products and attractions, that highlight the unique character of the Niagara region. Geotourism is a niche-market that has grown over the past 20- plus years. It is a form of nature-based tourism that showcases an area’s geographical character, its “earth history” which includes geology and landscape, ﬂora and fauna, and their inter- action with humans to form a cultural identity. It is a niche that focuses on education, conservation, and sustainability (Megerle & Pietsch, 2017; Dowling, 2011; Farsani et al., 2011). It is through the growing phenomenon of geotourism that the relatively new concept of the “geopark” – and the ofﬁcial designation of the UNESCO Global Geopark – has emerged. UNESCO deﬁnes its geoparks as a “single, uniﬁed geographical area where sites and landscapes of international geological signiﬁcance are managed with a holistic concept of protection, education and sustainable development” (UNESCO 2016). While the concept of geoparks date back to the 1990s, speciﬁcally with their establishment in Europe and China, it wasn’t until 2004 that the Global Geoparks Network was formed under UNESCO. Furthermore, the ofﬁcial branding of the UNESCO Global Geopark did not occur until 2015. There are currently 140 UNESCO Global Geoparks in 36 countries, but only three of these are in Canada: Stonehammer in New Brunswick (designated a Global Geopark in 2010), Tumbler Ridge in British Columbia (2014), and Percé in Quebec (2018), signifying that the concept is relatively new in Canada. Members of the Niagara community through Geospatial Niagara have submitted an expression of interest to the Canadian National Committee for Geoparks to become a geopark. This has enabled the group to now market the concept and create a formal application as an “Aspiring Global Geopark”. The Ohnia:kara Aspiring Global Geopark is a non-proﬁt grassroots effort to bring the brand to Niagara. NCO Policy Brief 1 September 2018NCO Policy Brief 1 January 2019 NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 1 Page 270 of 595 NCO Policy Brief 2 January 2019 The UNESCO designation does not carry any regulatory status, although sites within the geopark may already be protected by local laws. Rather, it is best understood as an in- ternational brand that signiﬁes to potential tourists that this is a destination with signiﬁcant geological and geographical assets worth visiting. That may seem obvious in Niagara. However, the UNESCO Global Geopark brand was originally meant to support and encourage sustainable economic development in rural areas by showcasing their formidable geological sites. With that goal in mind, a Global Geopark designation could be a means to expanding tourism interest across the Niagara region, by increas- ing the economic beneﬁts of tourism to all 12 of its municipali- ties as well as adding value to its core tourism areas of Niagara Falls and Niagara-on-the-Lake, and giving visitors more reason to stay in the region for longer periods. This policy brief aims to introduce this relatively new concept to Niagara stakeholders and answer the question: What is a geopark, and how might it enhance an already popular tourism destination?This study will highlight challenges and opportunities that Ohnia:kara organizers face in their bid for designation. It includes a discussion of the branding process, the current impact of tourism in Niagara and how a geopark designation might differentiate itself; and a brief look at the impact of some current Global Geoparks. It will also build a case for local support of the initiative, placing the discussion within the realm of amplifying culture and tourism assets across the region to contribute to Niagara’s overall economic develop- ment. THepROCess Ohnia:kara, the Mohawk word for “neck between two bodies of water”, is proposed to be congruent with the boundaries of the Regional Municipality of Niagara. It has identiﬁed 78 “geosites” of geological, environmental, or cultural interest in all 12 municipalities of the region, but that list con- tinues to grow as the group consults with stakeholders. The sites range from the Welland Canal to the Wainﬂeet Bog to Beamer Falls, as well as historical sites from the War of 1812 and the Mewinzha Archeology Gallery in Fort Erie. The Niagara Peninsula Conservation Authority and the Niagara Parks Commission already oversee the bulk of the proposed sites, which should be considered an advantage as there is already infrastructure in place (trails, signage, parking, programming) for visitors and residents to enjoy many of these local assets. A UNESCO Global Geopark carries a four-year designation after successfully completing an application that includes a dossier of information and a site visit from technical experts. The application should demonstrate the area has “geological heritage of international value” as assessed by scientiﬁc professionals, with accompanying details of geo- conservation pressures and efforts. A management team with a business and marketing plan should be in place. Part of the process includes having already implemented geopark projects as proof of commitment and capacity. Information signs at geosites and educational programs offered to schools are such examples. The designation is re-evaluated every four years, through a progress report and another site visit. The Ohnia:kara initiative is currently at the beginning of its application process. It has a steering committee and organizers have been making contacts with other geoparks and participat- ing in international conferences and workshops. Once completed, the application will be vetted through the Canadian National Committee for Geoparks (CNCG) before moving to UNESCO for ﬁnal approvals. WhatisUNesCOlookingfor? In its application, UNESCO asks that the aspiring Global Geopark addresses 10 topics: 1. the importance of natural resources in the region and their sustainable use; 2. existing geological hazards, such as volcanoes and earthquakes, and disaster mitigation strategies; 3. climate change; 4. educational activities for all ages that spread awareness of geological heritage and its links to our geography, culture and heritage; 5. scientiﬁc research with academic institutions; 6. exploring the links between communities and Earth, including activities and partnerships with the arts and heritage communities; 7. the empowerment of women; 8. a sustainable economic development plan; 9.preserving and celebrating local and Indigenous knowledge by including those communities in the planning and management of the geopark; and 10. geo-conservation and the protection of geosites. (UNESCO 2016) NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 2 Page 271 of 595 NCO Policy Brief 3 January 2019 ROleOFTOURIsmIN NIAgARA’seCONOmY Tourism has been identiﬁed by Niagara Region as one of four priority sectors in its economic development and growth strategy, alongside agribusiness, manufacturing, and transportation/logistics. The tourism sector employs approximately 18 per cent of Niagara's workforce, or almost 40,000 people, and has a location quotient of 1.8 relative to Ontario (Niagara Region Economic Development, 2019). This signiﬁes the concentration of a specialized labour pool in this region. It is a cross-sectoral industry that includes food and beverage, accommodation, performing arts, spectator sports, heritage institutions, and gambling. As such it provides quality-of-life amenities to residents while marketing to visitors outside the region. Niagara Falls and its established tourism base is central to the region’s competitive advantage. However, challenges in “grow- ing and enriching the experience” moving forward have been identiﬁed in recent discussions around the strategic growth of the region (Niagara Region Economic Development 2018, p. 14). 1Location quotients measure employment concentration in a geographical area compared to a larger geographical area, in this case Niagara to Ontario. If the LQ is greater than 1, that indicates a larger proportion of workers in a sector than the larger area, and a comparative advantage in terms of a specialized labour pool. Agriculture (location quotient 1.94), arts/entertainment/recreation (1.92 LQ), and food/accommodation (1.75 LQ) are the three most signiﬁcant sectors in Niagara in terms of employment (Niagara Region Economic Development 2018, p. 13). TOURIsmNUmbeRs The latest data from the Ontario Ministry of Tourism shows that the St. Catharines-Niagara Census Metropol- itan Area had approximately 12.9 million “person-visits” in 2017. About 8.4 million came from Ontario (another 292,000 visitors from the rest of Canada), 1.1 million came from overseas, and 3.1 million from the U.S. Total expenditures were approximately $2.36 billion. The min- istry numbers measure, among other things, how many nights people stayed in the CMA, what type of accom- modation they used, and what they did while they were here. We know, for example, that less than half of those who visited from Ontario stayed overnight (2.98 million) and the majority of those for only a couple of nights. Less than half of overseas visitors stayed overnight in the CMA, the bulk of those spending two nights or less. (Note: The St. Catharines-Niagara CMA does not include Grimsby or West Lincoln. Overseas visitors counted were over the age of 15. Some of the challenges include: 1. encouraging return visits 2. increasing the number of overnight stays 3. making the entirety of the Niagara region a destination for those seeking a wine, culinary, or arts experience. In a geopark model, Niagara Falls anchors the tourism experi- ence, but the region-wide potential is realized. Brouder and Fullerton have referred to it as a “cascade effect” (2015). That is, Niagara Falls is still the focal point for tourists, but the rest of the region might also beneﬁt. This policy brief recognizes that tourists to the region are not all alike. The casino buses travelling down the QEW are not necessarily ﬁlled with aspiring geotourists. Nor are the bus tours that take international visitors for a quick day trip. The geopark appeals to a separate genre of tourist (and resident) and lends a different perspective to Niagara’s assets. WHYDOWeNeeDA geOpARK? If Niagara is already such a popular destination, why do we need to be ofﬁcially designated as a Global Geopark? Branding Niagara as a UNESCO Global Geopark may provide an institutional path for the entirety of the region to gain interna- tional recognition by drawing attention to the extent of the existing geological and cultural assets, including its many smaller waterfalls, trails, historical sites, wineries, and artisans. For organizers, these branding efforts come with opportunities and challenges. Tourist amenities and attractions are already abundant, and the geopark can take advantage of this infrastruc- ture to establish its own brand of tourism and add value to a visit, highlighting geological assets and earth history (which includes its interaction with humans through culture and heritage). However, the challenge occurs in: 1. differentiating what it can offer to the experience and, 2. quantifying its impact on the established tourism sector as well as the local economy at large. What difference will a UNESCO Global Geopark make and how can it be measured? The difﬁculty lies in that often these geosites are not gated (Lemky, 2014), or they may be one of several reasons someone might visit an area. This could be mitigated through geopark-speciﬁc activities and attractions. For example, if it had its own visitors’ centre and took visitor counts at its promoted geosites. Because one goal of the Ohnia:kara initiative is to attract tourists already at NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 3 Page 272 of 595 NCO Policy Brief 1 September 2018 Niagara Falls to explore the surrounding region (in the hopes they might spend more time in the area), taking counts and surveys at geosites in the surrounding municipalities would give some indication if that strategy is working. Other solutions may include on-site surveys, website visits via on-site QR codes, or “passport” programs in which visitors get stamps for each site visited and then trade them in at the end of a vacation for a small reward. Determining whether or not the geopark brand is attracting tourists who otherwise would not have made the trip to Niagara may be more difﬁcult. Overall numbers gathered by Statistics Canada before and after the branding can be compared, but one would be challenged to measure how much can be attributed to the actual geopark versus other factors. This ability to differentiate becomes a signiﬁcant issue not only when looking for funding and partnerships, but also when making its case to UNESCO in seeking ofﬁcial designation. The Niagara Escarpment, for example, has been a UNESCO World Biosphere Reserve since 1990. In the case of such branding overlap, UNESCO stipulates an “Aspiring Global Geopark” must show how it would add value to the region both independently and in cooperation with other designations. In this case, Ohnia:kara may argue that as a promoter of geotourism, it can help the Biosphere Reserve tell its story by guiding people to lesser known geosites as the escarpment winds to its greatest asset, Niagara Falls. There are other overlaps, as well: with Ontario Parks, the Niagara Peninsula Conservation Authority, the Niagara Escarpment Commission, and the Niagara Parks Commission. Megerle and Pietsch (2017) recognized this trade-off in the case of German geoparks – the risk of decreased visibility of a geopark due to the larger proﬁle of established protection agencies, versus the beneﬁt of geosites already enjoying degrees of legislated protection and administrative oversight. In the German case, geoparks overlapped with nature parks, national parks, and a UNESCO Biosphere Reserve. Risks included competition between brands2 and confusion amongst the public about the difference between them. The danger was having this play out with businesses and other stakeholders questioning the value of paid membership in a geopark. But the research also saw the opportunity of working with higher-proﬁle organiza- tions with better ﬁnancial resources and infrastructure to mount joint marketing campaigns and joint activities . NCO Policy Brief 4 January 2019 geOpARKsAROUNDTHe WORlD:THeCOsTsAND beNeFITs There is evidence that designated Global Geoparks are having positive economic impacts on their regions. China,for example, housed 204 national geoparks in 2017 (35 of them UNESCO Global Geoparks), and each was estimated to generate $26 million USD per year (Ng 2017), or approximately $34.5 million CAD. The geopark brand has been used in China since 2000 as part of a rural poverty alleviation strategy with the geoparks directly employing 20,500 managers and administrators, and 464,000 part-time and full-time frontline workers (Ng 2017).3 Of course, China could be considered an outlier due to its population size and the sheer number of geoparks. A peer-reviewed study by Farsani et al. (2011) looked at employment numbers in a survey of 25 Global Geoparks in Europe, Asia (excluding China, which did not answer the questionnaire), Australia, and South America. It found an aver- age of 18 people were directly employed by a geopark’s administration. This did not count indirect employment impact in related industries such as food and beverage, accommoda- tion, or retail. We can infer from these numbers, versus those in China, that the number of people directly employed by a geopark depends on how its management board has decided to run the business and could vary greatly. For example, does the geopark run its own tours, have its own museum, or a dedicated visitors’ centre? In the Farsani survey, direct employment by geoparks included seasonal workers in visitor centres and as tour guides at sites, as well as facility coffee shops and those working in other 2Which can result in too many signs. Biosphere Reserves had better funding and could afford more signage which led to a higher proﬁle than the geopark in which it was situated. 3The challenges of operating the brand have included managing such a “high demand for facilities and amenities, visitor management, environmental and heritage protection, and recruiting young people to work in remote parks.” NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 4 Page 273 of 595 NCO Policy Brief 5 January 2019 amenities. The survey found revenue-generating activities run directly by the geoparks included recreation/sports activities, themed restaurants, spas, and bakeries; “geoproducts”, and partnerships with existing businesses. Other activities designed to increase the awareness of the geopark and its beneﬁts included education programs (workshops, conferences, tours), and conservation activities (p. 75-76). An economic impact study conducted for three of Portugal’s four Global Geoparks in 2014 (the fourth had just opened) found that visitor numbers had doubled since designation. (The parks had been designated between 2006 and 2014, but no indication was given for the timeframe of the increase.) All indicators, as self-reported by the managers, saw various increases in employment, number of restaurants, available beds, hotels, visitors from the school community, average expenses per visitor/day, average length of stay, and overall number of visitors. The estimated average income (which it reported as average “economic beneﬁt” to the community) of the three parks was 424,940 Euros per year (approx. $647,398 CAD), 57 per cent of revenues from government sources (mainly municipal and regional), 19 per cent from private sources, and 24 per cent classiﬁed as “external”.4 The study found the initial cost of earning the UNESCO designation ranged from approximately 30,000 Euros to 80,000 Euros ($45,000 to $121,000 CAD), including marketing and management plans, inventory and assessment of geo-heritage sites, and a technical team (Portuguese National Commission for UNESCO, 2014, p. 55). The annual cost of afﬁliation, including the work of technicians, promotional rate payments to the Geopark networks, and participation in conferences, was estimated at 5,417 Euros ($8,100 CAD). In the United Kingdom,a 2013 report estimated the annual ﬁnancial beneﬁt that its seven Global Geoparks brought was 18.84 million pounds ($32 million CAD) – taking into account the estimated “cost of status” at 330,000 pounds ($562,000 CAD) or approximately 47,000 pounds each ($80,000 CAD) (UK National Commission for UNESCO, 2013, p. 12). The report stated that the designation had been used to increase tourism numbers which in turn brought spill-over effects into the local economy and the seven parks had secured a combined 4.6 million pounds/year in funding($7.8 million CAD), not accounting for revenues from visitor spending. Its Marble Arch Caves Geopark, given as an example, attracted 250,000 visitors per year which the report equated to an annual 3.9 million pounds ($6.6 million CAD) in visitor spending per year due to the UNESCO designation (pg. 14). sOURCesOFINspIRATION Part of the campaign to become a UNESCO Global Geopark, and retain its standing, is to network with already established Global Geoparks in order to gain insight, not only into best practices, but to gain ideas and inspiration into what is possible. Two geoparks that stand out as relevant to the Niagara experience are the English Riviera Global Geopark in South Devon, England and the Beaujolais Global Geopark in eastern France. But we have also included Hong Kong as a brief talking point – considered an urban geopark, it provides an example of how an already world-famous destination has used the branding. English Riviera The English Riviera UNESCO Global Geopark in southwest England is an interesting comparative case for Niagara as it has been a popular domestic vacation destination pre-dating its 2007 UNESCO designation. The English Riviera has declared it- self an “urban” geopark with a population of 134,000 over 62 square kilometres, including the resort towns of Torquay, Paignton, and Brixham, around Torbay.5 This area became well-known during the Napoleonic Wars when the families of naval ofﬁcers settled in the area and word spread of its attractiveness. It was also once the United Kingdom’s largest ﬁshing port. These days, tourism is its dominant industry, recording nine million bed-nights per year and employing 15,000 people either directly or indirectly. While the economic impact of the geopark, speciﬁcally, was not publicly available, the English Riviera Geopark Organization is mentioned more than once as part of the area’s tourism strategy moving forward as it aims to grow its visitor numbers. Between 2010 and 2015, this area saw a 12 per cent increase in domestic visitors and an eight per cent increase in their spending (to 274.4 million pounds in 2015, or $464.5 million CAD). The number of overseas visitors increased by one per cent and their spending by three per cent. Overall, in 2015, there were 4.5 million trips made to Torbay and 436 million pounds ($739.2 million CAD) spent. The English Riviera Global Geopark calls itself an “urban geopark” though 45 per cent of its land remains undeveloped as farmland, woodland, or open space. It has its own visitors’ centre, themed playground, and website promoting activities and trails centered around its 32 geosites. It encourages its business partners and commercial members to use the branding to “stand above the crowd” when seeking funding. The geopark operates within the established tourism community as one of 14 stakeholders in the Destination Management Group for the local authority. Its own management organization includes tourism, geography, heritage, business, and educational stakeholders, as well as members of the local council. (English Riviera UNESCO Global Geopark website). 4No deﬁnition was given for “external sources”, but this would include entrance fees, etc. 5By way of comparison, Niagara’s population is spread out across 1,854 square kilometres. NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 5 Page 274 of 595 NCO Policy Brief 6 January 2019 Beaujolais The Beaujolais UNESCO Global Geopark in eastern France seems a natural case to study for Niagara due to its world-fa- mous wine region (producing primarily red wine from the Gamay grape). This geopark located just northwest of Lyon, within view of the Alps, was designated in 2018 and makes the direct connection between its geological and hydraulic resources, and its viticulture, agriculture and history of its community. It currently has 26 geosites, ranging from historical buildings and sites, to vistas, trails, and protected areas. An interactive map of geo-activities on its website features guided tours and walks, museums and trails. As it is a new geopark, economic beneﬁts are not available, and details about its structure are not yet publicly available. (Beaujolais UNESCO Global Geopark website). Hong Kong The Hong Kong UNESCO Global Geopark features outcrops of volcanic rock columns, other rock formations and historical relics that are about an hour’s drive from the centre of the city. The city of seven million people acts as host to visitors who make the trek to see the geosites via land-based or water-based tours. Tour guides are accredited. It has a Geopark Visitors Centre, a Volcano Discovery Centre, and several smaller “Geoheritage Centres”. It provides an example of how a world- famous city has used the UNESCO branding to enhance and diversify the visitor experience (Ng 2014, Hong Kong UNESCO Global Geopark website). CONClUsION The UNESCO Global Geopark brand is meant to be used as a tool for communities to support and promote their natural resources and geological heritage through sustainable development practices, including geotourism, conservation, and education. The goal of this brief is to introduce this relatively new concept to economic development, tourism, conservation, and education stakeholders in Niagara. This region has already claimed its spot as a world-famous destination, thanks to the Niagara Falls and adjacent historical and cultural offerings. Wineries, breweries, and agritourism are adding to the draw of Niagara – the region – as a tourism destination. So much of this success already hinges on the uniqueness of Niagara’s geogra- phy and geology, from the many waterfalls to the building and operation of the Welland Canal, to the soil and climatic factors that lead to a robust Niagara wine industry, particularly ice wine. Supporting a bid to become an internationally recognized geopark could even broaden the region’s appeal to those looking for a recreational and educational geotourism experience, the beneﬁts of which can be shared across all 12 municipalities of the region. NeXTsTeps By Charles Conteh & Carol Phillips The vision behind the UNESCO Global Geopark initiative in Niagara is not disconnected from the economic and sociocultural advancement of the region, but rather constitutes another potential engine that can only further drive the tourism sector. It should also be emphasized that leveraging and promoting cultural assets is a fundamentally community-driven initiative if it is to be sustainable. This policy brief encourages all sectors to consider the beneﬁts of a UNESCO Global Geopark and how they may each contribute to its use as a tool of sustainable economic development. To articulate the essential elements moving forward in a successful local geopark initiative, a framework from Jennifer Clark’s work on resilient regions is instructive (2017). There are four core characteristics of resilient and adaptive regions that could inform the strategic direction of the geopark initiative in Niagara. First, building a deep specialized team of local geopark “activists”; second, creating a legitimate platform of institution- alized intermediaries to connect the various organizations and interests invested in the region’s natural, environmental and cultural assets; third, cultivating an awareness of geoparks as fundamentally about the management of relationships and narratives between stakeholders in Niagara and the world; and fourth, a clearly articulated role for government at multiple scales of authority. The rest of this section elaborates on each of these elements. The ﬁrst element is the need to cultivate a critical mass of local geopark activists who are knowl- edgeable and passionate about the region’s geological, geo- graphic, cultural and historical uniqueness. As a strategic step, this would involve effective outreach to, and partnership with, local schools and post- secondary institutions to inte- grate geopark training modules into existing curriculum, and host regular public workshops to raise awareness about the region’s stock of geopark assets. Ohnia: kara has already begun this outreach with programs in place at the post-secondary level. Engaging people of diverse backgrounds and leveraging their skills and passions to create a compelling local ecosystem of geopark activists is an important part of developing a convincing and sustainable initiative. In fact, a major reason UNESCO gives for the designation of a Global Geopark is its educational NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 6 Page 275 of 595 NCO Policy Brief 7 January 2019 beneﬁts – increasing awareness and appreciation for geology by teaching the communities within the geopark, as well as visitors, about the region’s earth history. Most importantly, geology and its role in earth history also provides a portal through which to learn about Niagara’s Indigenous cultures which have existed here since time immemorial. With the help of Geospatial Niagara and the participation of Indigenous communities (such as the Niagara Regional Native Centre), educational units can be designed with hands-on experiences for students of all ages, elementary to post-secondary. As well, information at geosites, and on educational/promotional materials can also tell the story of the land from the Indigenous perspective. The second element in the geopark region’s strategic steps would be the creation of a platform for the institutional intermediaries that share the conservation and operational oversight of Niagara’s physical assets. This platform can serve as facilitator and provide the glue that holds networks of disparate actors together. As we noted earlier, geoparks often overlap with nature parks, national parks, and biosphere reserves. An effective institutional intermediary platform will pre-empt competition between brands and confusion amongst the public about the difference between them. Moreover, it will address the concerns of businesses and other stakeholders questioning the value of paid membership in a geopark. The cooperation of these types of groups is essential to the upkeep, enhancement, and promo- tion of geosites. Working together, such an environmental net- work platform will not only provide the multidimensional per- spectives for articulating and dif- ferentiating what a geopark can offer to the experience of visitors but also operationalizing those perspectives into quantitative in- dicators for measuring its impact on the established tourism sector as well as the local economy at large. This platform could serve as the management team with a business and marketing plan. Where this new platform or management team ﬁts within the current Niagara tourism landscape is up for further discussion. But as we see from the English Riviera example, the intiative’s inclusion in Niagara’s tourism discussions and strategies is central to its success. A third element in the initiative’s strategic direction or next-steps is to frame its geopark initiative in terms of managing relationships and cultural narratives between Niagara and the world. Geopark assets are more than objects of nature. They are the critical relics of history that embody the natural heritage of a place. These relics provide the physical emblems that have shaped the worldview and even belief systems of many generations of Indigenous peoples living in the region. The geopark initiative provides a mechanism for sharing those narratives with tourists from around the world, and with Niagara residents as well who may not be familiar with those stories embedded in these natural vestiges of the distant past. This third element ties well with the concept of branding. The branding of a UNESCO Global Geopark provides an entrepreneurial opportunity to increase the number of, and expand existing, geotourism activities and visitor amenities. For those who have existing geopark-oriented businesses and events, the branding may help them build on their success by increasing international awareness of the geotourism opportunities in Niagara region. The fourth and ﬁnal element in the initiative’s strategic next-steps is the question of the role of government. While there is a tendency to tout community initiatives with leader- ship provided by ordinary residents, the fundamental need for a clear role for local government leadership must not be lost or downplayed. A global initiative aimed at gaining the attention and winning the designation of UNESCO would require the backing, authority, legitimacy and resources of the state at various levels. To what degree, is a matter for discussion. A geopark initiative for Niagara needs a broad agreement at the regional scale and requires a regional approach – and there is a tourism marketing structure in place for that. Meanwhile, tourism has been tagged by Niagara Region as a pillar of economic development moving forward and the industry is a major employer locally. The challenge is to leverage the entirety of Niagara’s geographical and cultural assets to continue to grow the industry. The proposed Ohnia:kara geosites cut across regulatory, administrative, and operational lines. The Niagara Peninsula Conservation Authority, the Niagara Parks Commission, Parks Canada, Ontario parks, Niagara Escarpment Commission, St. Lawrence Seaway Authority, Niagara Region and its 12 municipalities all share responsibility for some facet of Ohnia:kara. Other than providing legitimacy to the efforts, what role can each level of government and regulatory body play? We should also bear in mind that Ohnia:kara provides an opportunity for greater recognition and appreciation for the role of Niagara’s Indigenous peoples in the area’s history and culture, which predates local governance structures. The Ohnia:kara Aspiring Global Geopark provides an opportu- nity to broaden the appreciation for the entirety of Niagara’s geological history and its impact on our cultural history through a means of sustainable economic development. For it to succeed, we suggest the geological “activists” and the tourism stakeholders must work closely together. This policy brief is meant only as a ﬁrst step towards introducing the concept of a geopark to the Niagara community, outlining challenges and opportunities. What direction the geopark initiative takes is ultimately up to those relevant Niagara stakeholders. NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 7 Page 276 of 595 Contact information About the author:Carol Phillips, PhD, is the research coordinator at the Niagara Community Observatory, Brock University. Photos Page 1: Morningstar Mill, Comfort Maple Page 2: Beamer Falls Page 4: Niagara Gorge Pages 6-7: Beamer Conservation Area Trail Page 8: Ball’s Falls The Niagara Community Observatory at Brock University is a public-policy think-tank working in partnership with the Niagara community to foster, produce, and disseminate research on current and emerging local issues. More information on our ofﬁce, and an electronic copy of this report, can be found on our website brocku.ca/nco Contact Us 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 brocku.ca/nco @BrockNCO NCO Policy Brief 1 September 2018NCO Policy Brief 8 January 2019 Dowling, Ross, K. 2011. Geotourism’s Global Growth. Geoheritage, 3: 1-13. English Riviera UNESCO Global Geopark. http://www.englishrivierageopark.org.uk/section_main.cfm? section=101 (Accessed Dec. 6, 2018). Farsani, N.T., C. Coelho and Carlos Costa. 2011. Geotourism and Geoparks as Novel Strategies for Socio-economic Development in Rural Areas. International Journal of Tourism Research, 13: 68-81. Hong Kong UNESCO Global Geopark. http://www.geopark.gov.hk/en_index.htm (Accessed Dec. 6, 2018). Lemky, Kim. 2014. “Assessing the Economic Impact of Geoparks,” power point presentation to 6th International UNESCO Conference on Global Geoparks, Saint John, N.B. Megerle, Heidi and Dana Pietsch. 2017. Consequences of overlapping territories between large scale protection areas and Geoparks in Germany: Opportunities and risks for geoheritage and geotourism. Annales de geographie, 5 (717): 598-624. Niagara Region Economic Development. 2018. Economic Analysis & Forecasting Draft Discussion Paper. Niagara Region Economic Development. 2019. Niagara Tourism Proﬁle. Ng, Sai L. 2014. Hong Kong Geopark: a paradigm of urban sustainable tourism. Asian Geographer, 31 (1): 83-96. Ng, Young. 2017. “Economic Impacts of Geotourism and Geoparks in China,” power-point presentation to the Global Eco Asia-Paciﬁc Conference 2017, Adelaide. Portuguese National Commission for UNESCO. Study on the Economic Value of the Connection to UNESCO Networks in Portugal. December 2014. https://issuu.com/cbc_unesco_pt/docs/study_economic_value_un- esco_network (Accessed Dec. 17, 2018). UK National Commission for UNESCO. Wider Value of UNESCO to the UK, 2012-13. https://www.unesco.org.uk/wp-content/up- loads/2015/05/Wider-Value-of-UNESCO-to-UK-2012-13fullreport.pdf (Accessed Dec. 17, 2018). UNESCO. 2016. “UNESCO Global Geoparks.” http://unesdoc.unesco.org/images/0024/002436/243650e.pdf (Accessed Dec. 6, 2018). ReFeReNCes Beaujolais UNESCO Global Geopark. https://www.geopark-beaujolais.com/en/ (Accessed Dec. 6, 2018). Brouder, Patrick and Chris Fullerton. 2015. Exploring Heterogeneous Tourism Development Paths: Cascade Effect or Co-evolution in Niagara. Rural Tourism: Insights from the North Atlantic, 15 (1-2): 152-156. Clark, Jennifer. 2013. Working Regions: Reconnecting Innovation and Production in the Knowledge Economy. Regions and Cities: 66. Abingdon, Oxon; New York: Routledge. NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 8 Page 277 of 595 PBD-2021-61 October 26, 2021 Appendix 2 FAQ Frequently asked questions about UNECO Global Geoparks Source: https://en.unesco.org/sites/default/files/4_drupal_faqs_general_version_5_november_clean.pdf Page 278 of 595 FAQs general public Frequently asked questions about UNESCO GlobalGeoparks – General information, definitions,governance and framing issues What is a UNESCO Global Geopark? •Definition •What are the aims of a UNESCO Global Geopark? •What are the essential factors to be considered before creating a UNESCO Global Geopark? •How are UNESCO Global Geoparks established and managed? •Has a UNESCO Global Geopark a required minimum or a maximum size? •Is a UNESCO Global Geopark a new category of protected area? •Is there a limited number of UNESCO Global Geoparks within any one country? •What are typical activities within a UNESCO Global Geopark? •Do UNESCO Global Geoparks do scientific research? •What does community involvement and empowerment entail in a UNESCO Global Geopark? •How does a YNESCO Global Geopark deal with natural resources? •Can industrial activities and construction projects take place in a UNESCO Global Geopark? •Is the selling of any original geological material (e.g. rocks, minerals, and fossils) permitted within a UNESCO Global Geopark? •What to do if a National Geoparks Network exists in a country? •What is the Global Geoparks Network? UNESCO Global Geoparks among UNESCO designations and the role of UNESCO •What is the difference between UNESCO Global Geoparks, Biosphere Reserves and World Heritage Sites? •What is the role of UNESCO? •Does UNESCO provide training courses? What is a UNESCO Global Geopark? •Definition UNESCO Global Geoparks are single, unified geographical areas where sites and landscapes of international geological significance are managed with a holistic concept of protection, education and sustainable development. A UNESCO Global Geopark comprises a number of geological heritage sites of special scientific importance, rarity or beauty. These features are representative of a region’s geological history and the events and processes that formed it. It must also include important natural, historic, cultural tangible and intangible heritage sites. A UNESCO Global Geopark must have geological heritage of international significance which is, during the evaluation process, assessed by geo-scientific experts, from the International Union of Geosciences (IUGS). It is based on the international peer-reviewed, published research conducted on the geological sites within the area. The experts make a globally comparative assessment to determine whether the geological sites constitute international value following a fix set of criteria and questions. Page 279 of 595 •What are the aims of a UNESCO Global Geopark? A UNESCO Global Geoparks has multiple aims which included the protection and conservation of its territorial geoheritage and culturally and environmentally sustainable development of the area. UNESCO Global Geoparks are fundamentally about people and about exploring and celebrating the links between our communities and the Earth. The Earth has shaped who we are: it has shaped our farming practices, the building materials and methods we have used for our homes, even our mythology, folklore and folk traditions. UNESCO Global Geoparks, therefore, engage in a range of activities to celebrate these links. Many UNESCO Global Geoparks have strong links to the arts communities where the synergy released by bringing science and the arts together can yield surprising results. One of the primary aims is to promote geoscience education within local communities and to visitors by conveying the importance of the geological heritage to students, teachers, local decision-makers, and the broad public. A UNESCO Global Geopark fosters socio-economic development that is culturally and environmentally sustainable directly affecting the area by improving human living conditions and the rural environment. It gives local people a sense of pride in their region, strengthens public identification with the area, and promotes a better understanding of the area’s geological, natural, archaeological, cultural and industrial heritage. The establishment of a UNESCO Global Geopark stimulates the creation of innovative local enterprises, small businesses, sustainable tourism activities and businesses, geotrails, … and new jobs by generating new sources of revenue (e.g. geotourism, geoproducts) while protecting the geo-resources. •What are the essential factors to be considered before creating a UNESCO Global Geopark? A quick check to verify if an area has got all important assets to prepare an application for UGGp designation is the Self-evaluation checklist and its explanatory notes, developed by the UGGp Council. This should be the first thing to do for anybody who has the idea in to prepare an application dossier for UNESCO. https://en.unesco.org/sites/default/files/checklist_vf.pdf Before considering an application for the UNESCO Geopark designation, the territory must ensure that it has a geological heritage of international value. In order to justify that, the geology of the territory must have been the subject of studies at the international level and of academic and scientific publications. While there is no international methodology regarding geoheritage inventory, an aspiring UNESCO Global Geopark must first make use of national inventories made by geological surveys in countries where they exist. However, these methodologies may not be complete and not include the characteristics of Geoparks and their specific sites of interest. Geoparks include other aspects going beyond the geological interest which are for example sustainable development, educational, tourism interests. The ingredients to keep in mind before creating a UNESCO Global Geopark start with a project idea, and must include a multidisciplinary project team, with charismatic team members. It requires lots of negotiations, the undertaking of multidisciplinary studies to define the sites (geological and non-geological) to determine the optimum territory. It requires partnerships on local, national, and international level and must include the National UNESCO Commission. A management structure and team must be developed with a secure budget, involving local people. Most importantly, work and strategy progress over time and needs great patience (5 to 10 years development). It is essential having a community informed and involved in the project, willing to work on it, including regional and/or local governments, economic actors, education stakeholders, schools and inhabitants, to promote sustainable tourism and development. Page 280 of 595 Becoming a UNESCO Global Geopark means becoming an active member of the UGGp network. The candidate Geopark must demonstrate adherence to the terms of the Statutes of the IGGP and Operational Guidelines for UNESCO Global Geoparks. Before submitting an application, the aspiring UNESCO Global Geopark candidate must already function as a de facto UNESCO Global Geopark for at least one year. It is equally important for applicants to have already been in contact with their National Commission, the UNESCO Secretariat, the GGN and its global members and experts, possibly during some of the international conferences and workshops. Applicants should already be familiar with the philosophy of the Geoparks before applying. A candidate can request advice from the GGN Secretariat or the UNESCO Secretariat during the preparation phase and ask for assistance from a GGN expert. They can also apply for the Mentorship Programme for Aspiring UNESCO Global Geoparks organized by UNESCO. •How are UNESCO Global Geoparks established and managed? The establishment of a UNESCO Global Geopark is a bottom-up process involving a strong local multiple partnership with long-term public and political support. The initiative to develop this partnership involves a strong commitment by local communities to develop a plan, which meets all of their goals while displaying and protecting an area’s geological heritage. A UNESCO Global Geopark provides an opportunity to develop cohesive partnerships with common goals between landowners, managers, businesses, tourism providers, and other local organizations to promote its geological processes, features, a unified landscape, and historical themes linked to geology. It is possible to have multiple partners representing many different interest groups. These can include stakeholders and local enterprises in fields of education, tourism and research, as well as local and national authorities, community leaders, private interests, Geological Surveys, research and educational institutions, and tourism providers. Partners agree to co-operate in the management, to adhere to the Guidelines for UNESCO Global Geoparks, and to promote the Geopark, while respecting the strict rules for the use of the UNESCO logo. Partners also contribute to defining the terms of co-operation and activities within a UNESCO Global Geopark. UNESCO Global Geoparks are managed by a body having legal existence recognized under national legislation. This management body should be appropriately equipped to address the entire area and should include all relevant local and regional actors and authorities. UNESCO Global Geoparks require a management plan, agreed upon by all the partners, that provides for the social and economic needs of the local populations, protects the landscape in which they live and conserves their cultural identity. This plan must be comprehensive, incorporating the governance, development, communication, protection, infrastructure, finances, and partnerships of the UNESCO Global Geopark. To be managed properly, UNESCO Global Geoparks must have their own budget, allowing the continuity of implemented actions. In the same way, they have to acquire a management plan for at least 4 years, showing that the territory is orienting its strategy to the UNESCO Global Geopark creation and development. To be properly equipped, all aspiring UNESCO Global Geoparks need to have a vision document, setting out their strategy and main concept for future development. Management plans take time to develop and establish, and need to be realistic and achievable. Therefore, a fully elaborated management plan will be checked in detail during the first revalidation of a UGGp. The management plans could include: •Geopark personnel and capacity building •Geoconservation strategy including protective and conservation measures and activities Page 281 of 595 •Heritage interpretation infrastructure, tools and publications •Geoeducation strategy including partners, educational programmes and tools •Geotourism strategy including services and activities •Sustainable local development, partners and activities •Geopark promotional activities and tools •Networking and Partnerships A UNESCO Global Geopark is not only about cooperation with the local people living in the UNESCO Global Geopark area, but also about cooperating with other UNESCO Global Geoparks through the Global Geoparks Network (GGN), and regional networks for UNESCO Global Geoparks, in order to learn from each other and, as a network, improve the quality of the label UNESCO Global Geopark. Working together with international partners and to be a member of the GGN is obligatory for UNESCO Global Geoparks. By working together across borders, UNESCO Global Geoparks contribute to increasing understanding among different communities and as such help peace-building processes. •Has a UNESCO Global Geopark a required minimum or a maximum size? No, however, a UNESCO Global Geopark must be populated and cover a sufficiently large area to allow a sustainable development of the territory. It must have a clear boundary and be managed by a clearly defined management structure involving partners and local stakeholders. The Geopark territory must be coherent from the cultural and historical point of view, adapted to local administrative and political conditions and easy to be managed by its size. The territory could be adjusted in time and for example enlarged. It is obvious that huge areas, such as the Alxa Desert UNESCO Global Geopark (China) with its 68,374 km2, are by their nature more difficult to manage and require a considerable effort to demonstrate a coherent image. The smallest UNESCO Global Geopark is the English Riviera UNESCO Global Geopark (UK), with a land area of 62 km² and a sea area 41 km²; however, its population is sufficient to allow a sustainable local economic development. •Is a UNESCO Global Geopark a new category of protected area? A UNESCO Global Geopark is not a formal legislative designation, though the defining geological heritage sites within a UNESCO Global Geopark must be protected under indigenous, local, regional or national legislation as appropriate. UNESCO Global Geopark status does not imply restrictions on any economic activity inside a UNESCO Global Geopark where that activity complies with indigenous, local, regional and/or national legislation. A UNESCO Global Geopark is not a new category of protected area or landscape: therefore, a Geopark can differ from National Parks or Nature Parks, which are subject to the protection and regulation of national environmental laws. Local, state, or federal management authorities ensure appropriate site protection measures within individual site management plans, in cooperation with the appropriate agencies, to guarantee effective conservation and protection and provide necessary monitoring and maintenance of the proposed area. Sites remain under the sole jurisdiction of the landowners and managers, whether private, or local, state, tribal, or federal agencies. UNESCO does not have any type of management authority over the UNESCO Global Geopark area. •Is there a limited number of UNESCO Global Geoparks within any one country? No, there is no limited number of UNESCO Global Geoparks within a country but in terms of the number of applying Geopark projects, the number is limited. In order to guarantee a balanced geographical representation of countries the number of active UNESCO Global Geopark applications is restricted to two per country. Page 282 of 595 Any aspiring UNESCO Global Geopark less than 100 km away to another UNESCO Global Geopark has to carry on an independent study to be sure that geological heritage is complementary or consider to merge with the existent UNESCO Global Geopark. •What are typical activities within a UNESCO Global Geopark? A UNESCO Global Geopark organizes stimulating activities within its communities, which are related to its geological theme and encourages the promotion of local agricultural and traditional craft products. It further develops and provides informational material on geology and nature, printing leaflets and other material, and creates and maintains websites. Other typical activities in a UNESCO Global Geopark include the development of walking and cycling trails, the training of local people to act as guides, education courses and guided tours, provision of information, interpretation and research activities, signage and the development of modern museums and visitor centers. UNESCO Global Geoparks also work closely together with other UNESCO Global Geoparks stimulating research, education, branding, etc. It is a pre-requisite that all UNESCO Global Geoparks develop and operate educational activities for all ages to spread awareness of our geological heritage and its links to other aspects of our natural, cultural and intangible heritages. UNESCO Global Geoparks offer educational programmes for schools or offer special activities for children through “Kids Clubs” or special “Fossil Fun Days”. UNESCO Global Geoparks also offer education, both formal and informal, for adults and retired people while many provide training for local people who can then, in turn, teach others. Many UNESCO Global Geoparks promote awareness of geological hazards, including volcanoes, earthquakes and tsunamis, and many help prepare disaster mitigation strategies among local communities. Through educational activities for the local people and visitors, many UNESCO Global Geoparks give information on the source of geological hazards and ways to reduce their impact including disaster response strategies. These efforts build important capacity and contribute to building more resilient communities that have the knowledge and skills to effectively respond to potential geological hazards. UNESCO Global Geoparks have activities to sensibilize on climate change. They hold records of past climate change and are educators on current climate change as well as adopting a best practice approach to utilizing renewable energy and employing the best standards of “green tourism.” While some UNESCO Global Geoparks stimulate green growth in the region through innovative projects, others serve as outdoor museums on the effects of current climate change thus giving the opportunity to show visitors how climate change can affect our environment. Such community and educational activities and projects are important in order to raise awareness on the potential impact of climate change on the region, and to provide the local communities with the knowledge to mitigate and adapt to the potential effects of climate change. Geoparks are a platform for the development, nurturing and promotion of local cottage industry and craft products. In some UNESCO Global Geoparks women’s cooperatives also provide an opportunity for women to obtain additional income in their own area and on their own terms. They can, for example, operate accommodation services for visitors. •Do UNESCO Global Geoparks do scientific research? UNESCO Global Geoparks are encouraged to work with academic institutions to engage in active scientific research in the Earth Sciences, and other disciplines as appropriate, to advance our knowledge about the Earth and its processes. A UNESCO Global Geopark is not a museum, it is an active laboratory where people can become engaged in science from the highest academic research level to the level of the curious visitor. A UNESCO Global Geopark must take great care not to alienate the public from science and absolutely must avoid the use of technical-scientific Page 283 of 595 language on information boards, signs, leaflets, maps and books which are aimed at the general public. •What does community involvement and empowerment entail in a UNESCO Global Geopark? UNESCO Global Geoparks actively involve local and indigenous peoples, preserving and celebrating their culture. By involving local and indigenous communities, UNESCO Global Geoparks recognize the importance of these communities, their culture and the link between these communities and their land. It is one of the criteria of UNESCO Global Geoparks that local and indigenous knowledge, practice and management systems, alongside science, are included in the planning and management of the area. Local communities have to be beneficiaries of the UNESCO Global Geopark. Moreover, their traditions, skills, experiences and local knowledge about their environment and landscape have to be part of the UNESCO Global Geopark’s identity and clearly recognized in information for visitors, in publications and in public programmes. Examples of community involvement are: •Comprehensive information campaign of local communities in a Geopark’s territory about the Geopark, the related philosophy, the intended objectives and the options for local communities to participate in the development of the Geopark; •Assessment of local capacities and needs: Intensive dialogue between Geopark management and local communities on how local strengths and values (e.g. skills, traditions, products, knowledge) could be integrated into the overall development of the Geopark and how local communities could benefit; •Provision of tailored training for local communities, e.g. as tour guides, on the marketing of local products, developing new products, and/or providing services in the Geopark (e.g. accommodation, food or transport); •Allocate tasks to local communities, such as maintaining the infrastructure of a Geopark and managing some of its facilities (e.g. information centers and information points); •Collaborate with local institutions and other partners like, associations, schools, universities and geological surveys in order to develop and deliver educational programmes. •How does a UGGp deal with Natural Resources ? UNESCO Global Geoparks inform people about the sustainable use and need for natural resources, whether they are mined, quarried or harnessed from the surrounding environment, while at the same time promoting respect for the environment and the integrity of the landscape. Since the dawn of humanity natural resources provided by the Earth’s solid crust have been the basis for our social and economic development. These resources include minerals, hydrocarbons, rare earth elements, geothermal energy, air and water, and their sustainable use is vital for the continued future well-being of society. Any element which can be found on Earth has its origin in geology and geological processes, is nonrenewable and its exploitation has to be treated wisely. •Can industrial activities and construction projects take place in a UNESCO Global Geopark? Geoparks are about sustainable development aligned with viable economic development for territories. Thus, sustainable development and social activities are essential parts of a UNESCO Global Geopark. However, every activity has to be sustainable and compatible with the preservation of the territory’s geological heritage, and not damaging the integrity of the geosites. 13. Is the selling of any original geological material (e.g. rocks, minerals, and fossils) permitted within a UNESCO Global Geopark? No, the selling or destruction of the geological value of a UNESCO Global Geopark or of material either from within the Geopark or from anywhere else in the world is not permitted. Members of Page 284 of 595 the Management Group of a UNESCO Global Geopark must not participate in the sale of geological objects within the UNESCO Global Geopark area, regardless of their country of origin, and should actively discourage unsustainable sale or trade in geological material as a whole, including the sale of minerals and fossils. Where clearly justified as a responsible activity and as part of delivering the most effective and sustainable means of site management, it may permit sustainable collecting of geological materials for scientific and educational purposes from naturally renewable sites within the Geopark. Trade of geological materials (in accordance with national legislation on Earth heritage conservation) based on such a system may be tolerated in exceptional circumstances, provided it is clearly and publicly explained, justified and monitored as the best option for the Geopark in relation to local circumstances. Such circumstances will be subject to debate and approval by the UNESCO Global Geopark Council on a case-by-case basis. Selling of polished building rock material, artwork made out of building stone would be permitted. •What to do if a National Geoparks Network exists in a country? If a formal National Geoparks Network exists in a country, then the applicant must first become a certified member of that national network before submitting its application. Comments made by the nationally competent body during a successful application procedure at the national level could provide valuable appendices to the dossier. • What is the Global Geoparks Network? It is compulsory to be member of the Global Geoparks Network (GGN), which includes a membership fee, and participation in the network (Membership fee 1500 EUR). The GGN is an association under the French law and together with the International Union of Geological Sciences the main partner NGO of UNESCO for UNESCO Global Geoparks. It provides a framework to support and stimulate its members for mutual exchange to bring sustainable territorial development to the Geopark by using that territory’s geological heritage, primarily through the development of geotourism. The GGN provides a platform of cooperation and exchange between experts and practitioners in geological heritage issues and for best practices under the umbrella of UNESCO and promotes the concept on international occasions (fairs, conferences, exhibitions …). Together with UNESCO, the GGN holds international training courses and conferences and provides individual capacity building. The network will ultimately comprise all regions of the world, bringing together groups that share a common values, interests or backgrounds. The GGN functions through the operation of regional networks: •European Geoparks Network (EGN): http://www.europeangeoparks.org/ •Asia Pacific Geoparks Network (APGN): http://asiapacificgeoparks.org/ •Latin America and the Caribbean Geoparks Network (GeoLAC): http://www.redgeolac.org/index_en.html •African UNESCO Global Geoparks Network (AUGN): https://www.visitgeoparks.org/african-geopark-network UNESCO Global Geoparks within UNESCO designated sites •What is the difference between UNESCO Global Geoparks, Biosphere Reserves and World Heritage Sites? UNESCO Global Geoparks, together with the other two UNESCO designated sites Biosphere Reserves and World Heritage Sites, give a complete picture of promoting our heritage while at the same time conserving the world’s cultural, biological and geological diversity, and supporting Page 285 of 595 sustainable economic development. While Biosphere Reserves focus on the harmonised management of biological and cultural diversity and World Heritage Sites promote the conservation of natural and cultural sites of outstanding universal value, UNESCO Global Geoparks give international recognition for sites with international significance that promote the importance and significance of protecting the Earth’s geodiversity through actively engaging with the local communities. In case an aspiring UNESCO Global Geopark includes a World Heritage Site or Biosphere Reserve, a clear justification and evidence has to be provided on how UNESCO Global Geopark status will add value by being both independently branded and working in synergy with the other designations. •What is the role of UNESCO? UNESCO provides the UNESCO Global Geoparks Secretariat, contributes to and stimulates global ‘networking’, and co-organizes the International Geoparks Conferences. The Secretariat has three main missions regarding the UNESCO Global Geoparks: capacity building, improving governance and promotion. As examples, The Secretariat maintains a website, analyses application files, organizes evaluation and revalidation missions, organizes Council meetings, etc…UNESCO has also a standard-setting role and provides policy advice under high quality requirements. UNESCO Secretariat works on the improvement of governance and provides visibility and global attention for the Network members and represents with its strict quality control a label of excellence. UNESCO serves as the global umbrella partner that organizes/co-organizes and coordinates conferences and workshops, oversees and coordinates the application procedures and standards, produces publications. UNESCO together with the GGN provides a global platform of active cooperation between experts and practitioners in geological heritage and facilitates exchange between the global network partners. •Does UNESCO provide training courses? The UNESCO Natural Sciences Sector and the Global Geoparks Network organize an annual Intensive Course on UNESCO Global Geoparks which focuses on geoconservation, Geopark management and operation, geotourism development, educational activities and local development. Currently this course is hosted every year by the Lesvos Petrified Forest UNESCO Global Geopark. More information can be found: http://www.petrifiedforest.gr/geoparks2020/ UNESCO and the GGN co-organize meetings and workshops in Member States all around the world. These are linked with national and international UNESCO Global Geoparks conferences, and aim to support interested regions to adopt the Geoparks concept, facilitate planning and the preparation of a business plan, as well as providing assistance in drafting applications. UNESCO, through the International Geoscience and Geoparks Programme (IGGP), organizes a mentorships and knowledge programme. This programme supports and trains representatives of sites interested to join the UNESCO Global Geoparks by sending them to existing UNESCO Global Geoparks to introduce them to the day-to-day running of a Geopark. Page 286 of 595 PBD-2021-61 October 26, 2021 Appendix 3 Niagara Falls Canada Hotel Association Comments Page 287 of 595 Page 288 of 595 Niagara Community Observatory NCO Policy Brief #37 | January 2019 By Carol Phillips OHNIA:KARAANAspIRINgglObAlgeOpARK INTRODUCTION What is a UNESCO Global Geopark? Niagara has long been a world-famous destination, anchored by its iconic Falls. In fact, it has been a meeting place for Indigenous peoples dating back 12,000 years. The tourism infrastructure that has developed over the decades at Niagara Falls speciﬁcally has entrenched this position and its effect has gradually cascaded through Niagara-on-the-Lake and into the rest of the region, primarily through its historical, agricultural and viticulture assets. The importance of tourism to Niagara’s local economy is acknowledged by its designation as one of the Niagara Region’s four pillars of economic develop- ment strategy. Recognition of its role has been accompanied by the desire to expand its impact throughout the region. Several types of tourism already exist in Niagara, providing a spectrum of different opportunities in a variety of different cultural and environmental contexts. Many of these different types of tourism include mass, rural and farm, cycling, culinary, wine, brewery, and ecotourism. The inclusion of geotourism would serve to reinforce these existing tourism types, but also diversify into new areas, and new products and attractions, that highlight the unique character of the Niagara region. Geotourism is a niche-market that has grown over the past 20- plus years. It is a form of nature-based tourism that showcases an area’s geographical character, its “earth history” which includes geology and landscape, ﬂora and fauna, and their inter- action with humans to form a cultural identity. It is a niche that focuses on education, conservation, and sustainability (Megerle & Pietsch, 2017; Dowling, 2011; Farsani et al., 2011). It is through the growing phenomenon of geotourism that the relatively new concept of the “geopark” – and the ofﬁcial designation of the UNESCO Global Geopark – has emerged. UNESCO deﬁnes its geoparks as a “single, uniﬁed geographical area where sites and landscapes of international geological signiﬁcance are managed with a holistic concept of protection, education and sustainable development” (UNESCO 2016). While the concept of geoparks date back to the 1990s, speciﬁcally with their establishment in Europe and China, it wasn’t until 2004 that the Global Geoparks Network was formed under UNESCO. Furthermore, the ofﬁcial branding of the UNESCO Global Geopark did not occur until 2015. There are currently 140 UNESCO Global Geoparks in 36 countries, but only three of these are in Canada: Stonehammer in New Brunswick (designated a Global Geopark in 2010), Tumbler Ridge in British Columbia (2014), and Percé in Quebec (2018), signifying that the concept is relatively new in Canada. Members of the Niagara community through Geospatial Niagara have submitted an expression of interest to the Canadian National Committee for Geoparks to become a geopark. This has enabled the group to now market the concept and create a formal application as an “Aspiring Global Geopark”. The Ohnia:kara Aspiring Global Geopark is a non-proﬁt grassroots effort to bring the brand to Niagara. NCO Policy Brief 1 September 2018NCO Policy Brief 1 January 2019 NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 1 Page 289 of 595 NCO Policy Brief 2 January 2019 The UNESCO designation does not carry any regulatory status, although sites within the geopark may already be protected by local laws. Rather, it is best understood as an in- ternational brand that signiﬁes to potential tourists that this is a destination with signiﬁcant geological and geographical assets worth visiting. That may seem obvious in Niagara. However, the UNESCO Global Geopark brand was originally meant to support and encourage sustainable economic development in rural areas by showcasing their formidable geological sites. With that goal in mind, a Global Geopark designation could be a means to expanding tourism interest across the Niagara region, by increas- ing the economic beneﬁts of tourism to all 12 of its municipali- ties as well as adding value to its core tourism areas of Niagara Falls and Niagara-on-the-Lake, and giving visitors more reason to stay in the region for longer periods. This policy brief aims to introduce this relatively new concept to Niagara stakeholders and answer the question: What is a geopark, and how might it enhance an already popular tourism destination?This study will highlight challenges and opportunities that Ohnia:kara organizers face in their bid for designation. It includes a discussion of the branding process, the current impact of tourism in Niagara and how a geopark designation might differentiate itself; and a brief look at the impact of some current Global Geoparks. It will also build a case for local support of the initiative, placing the discussion within the realm of amplifying culture and tourism assets across the region to contribute to Niagara’s overall economic develop- ment. THepROCess Ohnia:kara, the Mohawk word for “neck between two bodies of water”, is proposed to be congruent with the boundaries of the Regional Municipality of Niagara. It has identiﬁed 78 “geosites” of geological, environmental, or cultural interest in all 12 municipalities of the region, but that list con- tinues to grow as the group consults with stakeholders. The sites range from the Welland Canal to the Wainﬂeet Bog to Beamer Falls, as well as historical sites from the War of 1812 and the Mewinzha Archeology Gallery in Fort Erie. The Niagara Peninsula Conservation Authority and the Niagara Parks Commission already oversee the bulk of the proposed sites, which should be considered an advantage as there is already infrastructure in place (trails, signage, parking, programming) for visitors and residents to enjoy many of these local assets. A UNESCO Global Geopark carries a four-year designation after successfully completing an application that includes a dossier of information and a site visit from technical experts. The application should demonstrate the area has “geological heritage of international value” as assessed by scientiﬁc professionals, with accompanying details of geo- conservation pressures and efforts. A management team with a business and marketing plan should be in place. Part of the process includes having already implemented geopark projects as proof of commitment and capacity. Information signs at geosites and educational programs offered to schools are such examples. The designation is re-evaluated every four years, through a progress report and another site visit. The Ohnia:kara initiative is currently at the beginning of its application process. It has a steering committee and organizers have been making contacts with other geoparks and participat- ing in international conferences and workshops. Once completed, the application will be vetted through the Canadian National Committee for Geoparks (CNCG) before moving to UNESCO for ﬁnal approvals. WhatisUNesCOlookingfor? In its application, UNESCO asks that the aspiring Global Geopark addresses 10 topics: 1. the importance of natural resources in the region and their sustainable use; 2. existing geological hazards, such as volcanoes and earthquakes, and disaster mitigation strategies; 3. climate change; 4. educational activities for all ages that spread awareness of geological heritage and its links to our geography, culture and heritage; 5. scientiﬁc research with academic institutions; 6. exploring the links between communities and Earth, including activities and partnerships with the arts and heritage communities; 7. the empowerment of women; 8. a sustainable economic development plan; 9.preserving and celebrating local and Indigenous knowledge by including those communities in the planning and management of the geopark; and 10. geo-conservation and the protection of geosites. (UNESCO 2016) NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 2 Page 290 of 595 NCO Policy Brief 3 January 2019 ROleOFTOURIsmIN NIAgARA’seCONOmY Tourism has been identiﬁed by Niagara Region as one of four priority sectors in its economic development and growth strategy, alongside agribusiness, manufacturing, and transportation/logistics. The tourism sector employs approximately 18 per cent of Niagara's workforce, or almost 40,000 people, and has a location quotient of 1.8 relative to Ontario (Niagara Region Economic Development, 2019). This signiﬁes the concentration of a specialized labour pool in this region. It is a cross-sectoral industry that includes food and beverage, accommodation, performing arts, spectator sports, heritage institutions, and gambling. As such it provides quality-of-life amenities to residents while marketing to visitors outside the region. Niagara Falls and its established tourism base is central to the region’s competitive advantage. However, challenges in “grow- ing and enriching the experience” moving forward have been identiﬁed in recent discussions around the strategic growth of the region (Niagara Region Economic Development 2018, p. 14). 1Location quotients measure employment concentration in a geographical area compared to a larger geographical area, in this case Niagara to Ontario. If the LQ is greater than 1, that indicates a larger proportion of workers in a sector than the larger area, and a comparative advantage in terms of a specialized labour pool. Agriculture (location quotient 1.94), arts/entertainment/recreation (1.92 LQ), and food/accommodation (1.75 LQ) are the three most signiﬁcant sectors in Niagara in terms of employment (Niagara Region Economic Development 2018, p. 13). TOURIsmNUmbeRs The latest data from the Ontario Ministry of Tourism shows that the St. Catharines-Niagara Census Metropol- itan Area had approximately 12.9 million “person-visits” in 2017. About 8.4 million came from Ontario (another 292,000 visitors from the rest of Canada), 1.1 million came from overseas, and 3.1 million from the U.S. Total expenditures were approximately $2.36 billion. The min- istry numbers measure, among other things, how many nights people stayed in the CMA, what type of accom- modation they used, and what they did while they were here. We know, for example, that less than half of those who visited from Ontario stayed overnight (2.98 million) and the majority of those for only a couple of nights. Less than half of overseas visitors stayed overnight in the CMA, the bulk of those spending two nights or less. (Note: The St. Catharines-Niagara CMA does not include Grimsby or West Lincoln. Overseas visitors counted were over the age of 15. Some of the challenges include: 1. encouraging return visits 2. increasing the number of overnight stays 3. making the entirety of the Niagara region a destination for those seeking a wine, culinary, or arts experience. In a geopark model, Niagara Falls anchors the tourism experi- ence, but the region-wide potential is realized. Brouder and Fullerton have referred to it as a “cascade effect” (2015). That is, Niagara Falls is still the focal point for tourists, but the rest of the region might also beneﬁt. This policy brief recognizes that tourists to the region are not all alike. The casino buses travelling down the QEW are not necessarily ﬁlled with aspiring geotourists. Nor are the bus tours that take international visitors for a quick day trip. The geopark appeals to a separate genre of tourist (and resident) and lends a different perspective to Niagara’s assets. WHYDOWeNeeDA geOpARK? If Niagara is already such a popular destination, why do we need to be ofﬁcially designated as a Global Geopark? Branding Niagara as a UNESCO Global Geopark may provide an institutional path for the entirety of the region to gain interna- tional recognition by drawing attention to the extent of the existing geological and cultural assets, including its many smaller waterfalls, trails, historical sites, wineries, and artisans. For organizers, these branding efforts come with opportunities and challenges. Tourist amenities and attractions are already abundant, and the geopark can take advantage of this infrastruc- ture to establish its own brand of tourism and add value to a visit, highlighting geological assets and earth history (which includes its interaction with humans through culture and heritage). However, the challenge occurs in: 1. differentiating what it can offer to the experience and, 2. quantifying its impact on the established tourism sector as well as the local economy at large. What difference will a UNESCO Global Geopark make and how can it be measured? The difﬁculty lies in that often these geosites are not gated (Lemky, 2014), or they may be one of several reasons someone might visit an area. This could be mitigated through geopark-speciﬁc activities and attractions. For example, if it had its own visitors’ centre and took visitor counts at its promoted geosites. Because one goal of the Ohnia:kara initiative is to attract tourists already at NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 3 Page 291 of 595 NCO Policy Brief 1 September 2018 Niagara Falls to explore the surrounding region (in the hopes they might spend more time in the area), taking counts and surveys at geosites in the surrounding municipalities would give some indication if that strategy is working. Other solutions may include on-site surveys, website visits via on-site QR codes, or “passport” programs in which visitors get stamps for each site visited and then trade them in at the end of a vacation for a small reward. Determining whether or not the geopark brand is attracting tourists who otherwise would not have made the trip to Niagara may be more difﬁcult. Overall numbers gathered by Statistics Canada before and after the branding can be compared, but one would be challenged to measure how much can be attributed to the actual geopark versus other factors. This ability to differentiate becomes a signiﬁcant issue not only when looking for funding and partnerships, but also when making its case to UNESCO in seeking ofﬁcial designation. The Niagara Escarpment, for example, has been a UNESCO World Biosphere Reserve since 1990. In the case of such branding overlap, UNESCO stipulates an “Aspiring Global Geopark” must show how it would add value to the region both independently and in cooperation with other designations. In this case, Ohnia:kara may argue that as a promoter of geotourism, it can help the Biosphere Reserve tell its story by guiding people to lesser known geosites as the escarpment winds to its greatest asset, Niagara Falls. There are other overlaps, as well: with Ontario Parks, the Niagara Peninsula Conservation Authority, the Niagara Escarpment Commission, and the Niagara Parks Commission. Megerle and Pietsch (2017) recognized this trade-off in the case of German geoparks – the risk of decreased visibility of a geopark due to the larger proﬁle of established protection agencies, versus the beneﬁt of geosites already enjoying degrees of legislated protection and administrative oversight. In the German case, geoparks overlapped with nature parks, national parks, and a UNESCO Biosphere Reserve. Risks included competition between brands2 and confusion amongst the public about the difference between them. The danger was having this play out with businesses and other stakeholders questioning the value of paid membership in a geopark. But the research also saw the opportunity of working with higher-proﬁle organiza- tions with better ﬁnancial resources and infrastructure to mount joint marketing campaigns and joint activities . NCO Policy Brief 4 January 2019 geOpARKsAROUNDTHe WORlD:THeCOsTsAND beNeFITs There is evidence that designated Global Geoparks are having positive economic impacts on their regions. China,for example, housed 204 national geoparks in 2017 (35 of them UNESCO Global Geoparks), and each was estimated to generate $26 million USD per year (Ng 2017), or approximately $34.5 million CAD. The geopark brand has been used in China since 2000 as part of a rural poverty alleviation strategy with the geoparks directly employing 20,500 managers and administrators, and 464,000 part-time and full-time frontline workers (Ng 2017).3 Of course, China could be considered an outlier due to its population size and the sheer number of geoparks. A peer-reviewed study by Farsani et al. (2011) looked at employment numbers in a survey of 25 Global Geoparks in Europe, Asia (excluding China, which did not answer the questionnaire), Australia, and South America. It found an aver- age of 18 people were directly employed by a geopark’s administration. This did not count indirect employment impact in related industries such as food and beverage, accommoda- tion, or retail. We can infer from these numbers, versus those in China, that the number of people directly employed by a geopark depends on how its management board has decided to run the business and could vary greatly. For example, does the geopark run its own tours, have its own museum, or a dedicated visitors’ centre? In the Farsani survey, direct employment by geoparks included seasonal workers in visitor centres and as tour guides at sites, as well as facility coffee shops and those working in other 2Which can result in too many signs. Biosphere Reserves had better funding and could afford more signage which led to a higher proﬁle than the geopark in which it was situated. 3The challenges of operating the brand have included managing such a “high demand for facilities and amenities, visitor management, environmental and heritage protection, and recruiting young people to work in remote parks.” NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 4 Page 292 of 595 NCO Policy Brief 5 January 2019 amenities. The survey found revenue-generating activities run directly by the geoparks included recreation/sports activities, themed restaurants, spas, and bakeries; “geoproducts”, and partnerships with existing businesses. Other activities designed to increase the awareness of the geopark and its beneﬁts included education programs (workshops, conferences, tours), and conservation activities (p. 75-76). An economic impact study conducted for three of Portugal’s four Global Geoparks in 2014 (the fourth had just opened) found that visitor numbers had doubled since designation. (The parks had been designated between 2006 and 2014, but no indication was given for the timeframe of the increase.) All indicators, as self-reported by the managers, saw various increases in employment, number of restaurants, available beds, hotels, visitors from the school community, average expenses per visitor/day, average length of stay, and overall number of visitors. The estimated average income (which it reported as average “economic beneﬁt” to the community) of the three parks was 424,940 Euros per year (approx. $647,398 CAD), 57 per cent of revenues from government sources (mainly municipal and regional), 19 per cent from private sources, and 24 per cent classiﬁed as “external”.4 The study found the initial cost of earning the UNESCO designation ranged from approximately 30,000 Euros to 80,000 Euros ($45,000 to $121,000 CAD), including marketing and management plans, inventory and assessment of geo-heritage sites, and a technical team (Portuguese National Commission for UNESCO, 2014, p. 55). The annual cost of afﬁliation, including the work of technicians, promotional rate payments to the Geopark networks, and participation in conferences, was estimated at 5,417 Euros ($8,100 CAD). In the United Kingdom,a 2013 report estimated the annual ﬁnancial beneﬁt that its seven Global Geoparks brought was 18.84 million pounds ($32 million CAD) – taking into account the estimated “cost of status” at 330,000 pounds ($562,000 CAD) or approximately 47,000 pounds each ($80,000 CAD) (UK National Commission for UNESCO, 2013, p. 12). The report stated that the designation had been used to increase tourism numbers which in turn brought spill-over effects into the local economy and the seven parks had secured a combined 4.6 million pounds/year in funding($7.8 million CAD), not accounting for revenues from visitor spending. Its Marble Arch Caves Geopark, given as an example, attracted 250,000 visitors per year which the report equated to an annual 3.9 million pounds ($6.6 million CAD) in visitor spending per year due to the UNESCO designation (pg. 14). sOURCesOFINspIRATION Part of the campaign to become a UNESCO Global Geopark, and retain its standing, is to network with already established Global Geoparks in order to gain insight, not only into best practices, but to gain ideas and inspiration into what is possible. Two geoparks that stand out as relevant to the Niagara experience are the English Riviera Global Geopark in South Devon, England and the Beaujolais Global Geopark in eastern France. But we have also included Hong Kong as a brief talking point – considered an urban geopark, it provides an example of how an already world-famous destination has used the branding. English Riviera The English Riviera UNESCO Global Geopark in southwest England is an interesting comparative case for Niagara as it has been a popular domestic vacation destination pre-dating its 2007 UNESCO designation. The English Riviera has declared it- self an “urban” geopark with a population of 134,000 over 62 square kilometres, including the resort towns of Torquay, Paignton, and Brixham, around Torbay.5 This area became well-known during the Napoleonic Wars when the families of naval ofﬁcers settled in the area and word spread of its attractiveness. It was also once the United Kingdom’s largest ﬁshing port. These days, tourism is its dominant industry, recording nine million bed-nights per year and employing 15,000 people either directly or indirectly. While the economic impact of the geopark, speciﬁcally, was not publicly available, the English Riviera Geopark Organization is mentioned more than once as part of the area’s tourism strategy moving forward as it aims to grow its visitor numbers. Between 2010 and 2015, this area saw a 12 per cent increase in domestic visitors and an eight per cent increase in their spending (to 274.4 million pounds in 2015, or $464.5 million CAD). The number of overseas visitors increased by one per cent and their spending by three per cent. Overall, in 2015, there were 4.5 million trips made to Torbay and 436 million pounds ($739.2 million CAD) spent. The English Riviera Global Geopark calls itself an “urban geopark” though 45 per cent of its land remains undeveloped as farmland, woodland, or open space. It has its own visitors’ centre, themed playground, and website promoting activities and trails centered around its 32 geosites. It encourages its business partners and commercial members to use the branding to “stand above the crowd” when seeking funding. The geopark operates within the established tourism community as one of 14 stakeholders in the Destination Management Group for the local authority. Its own management organization includes tourism, geography, heritage, business, and educational stakeholders, as well as members of the local council. (English Riviera UNESCO Global Geopark website). 4No deﬁnition was given for “external sources”, but this would include entrance fees, etc. 5By way of comparison, Niagara’s population is spread out across 1,854 square kilometres. NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 5 Page 293 of 595 NCO Policy Brief 6 January 2019 Beaujolais The Beaujolais UNESCO Global Geopark in eastern France seems a natural case to study for Niagara due to its world-fa- mous wine region (producing primarily red wine from the Gamay grape). This geopark located just northwest of Lyon, within view of the Alps, was designated in 2018 and makes the direct connection between its geological and hydraulic resources, and its viticulture, agriculture and history of its community. It currently has 26 geosites, ranging from historical buildings and sites, to vistas, trails, and protected areas. An interactive map of geo-activities on its website features guided tours and walks, museums and trails. As it is a new geopark, economic beneﬁts are not available, and details about its structure are not yet publicly available. (Beaujolais UNESCO Global Geopark website). Hong Kong The Hong Kong UNESCO Global Geopark features outcrops of volcanic rock columns, other rock formations and historical relics that are about an hour’s drive from the centre of the city. The city of seven million people acts as host to visitors who make the trek to see the geosites via land-based or water-based tours. Tour guides are accredited. It has a Geopark Visitors Centre, a Volcano Discovery Centre, and several smaller “Geoheritage Centres”. It provides an example of how a world- famous city has used the UNESCO branding to enhance and diversify the visitor experience (Ng 2014, Hong Kong UNESCO Global Geopark website). CONClUsION The UNESCO Global Geopark brand is meant to be used as a tool for communities to support and promote their natural resources and geological heritage through sustainable development practices, including geotourism, conservation, and education. The goal of this brief is to introduce this relatively new concept to economic development, tourism, conservation, and education stakeholders in Niagara. This region has already claimed its spot as a world-famous destination, thanks to the Niagara Falls and adjacent historical and cultural offerings. Wineries, breweries, and agritourism are adding to the draw of Niagara – the region – as a tourism destination. So much of this success already hinges on the uniqueness of Niagara’s geogra- phy and geology, from the many waterfalls to the building and operation of the Welland Canal, to the soil and climatic factors that lead to a robust Niagara wine industry, particularly ice wine. Supporting a bid to become an internationally recognized geopark could even broaden the region’s appeal to those looking for a recreational and educational geotourism experience, the beneﬁts of which can be shared across all 12 municipalities of the region. NeXTsTeps By Charles Conteh & Carol Phillips The vision behind the UNESCO Global Geopark initiative in Niagara is not disconnected from the economic and sociocultural advancement of the region, but rather constitutes another potential engine that can only further drive the tourism sector. It should also be emphasized that leveraging and promoting cultural assets is a fundamentally community-driven initiative if it is to be sustainable. This policy brief encourages all sectors to consider the beneﬁts of a UNESCO Global Geopark and how they may each contribute to its use as a tool of sustainable economic development. To articulate the essential elements moving forward in a successful local geopark initiative, a framework from Jennifer Clark’s work on resilient regions is instructive (2017). There are four core characteristics of resilient and adaptive regions that could inform the strategic direction of the geopark initiative in Niagara. First, building a deep specialized team of local geopark “activists”; second, creating a legitimate platform of institution- alized intermediaries to connect the various organizations and interests invested in the region’s natural, environmental and cultural assets; third, cultivating an awareness of geoparks as fundamentally about the management of relationships and narratives between stakeholders in Niagara and the world; and fourth, a clearly articulated role for government at multiple scales of authority. The rest of this section elaborates on each of these elements. The ﬁrst element is the need to cultivate a critical mass of local geopark activists who are knowl- edgeable and passionate about the region’s geological, geo- graphic, cultural and historical uniqueness. As a strategic step, this would involve effective outreach to, and partnership with, local schools and post- secondary institutions to inte- grate geopark training modules into existing curriculum, and host regular public workshops to raise awareness about the region’s stock of geopark assets. Ohnia: kara has already begun this outreach with programs in place at the post-secondary level. Engaging people of diverse backgrounds and leveraging their skills and passions to create a compelling local ecosystem of geopark activists is an important part of developing a convincing and sustainable initiative. In fact, a major reason UNESCO gives for the designation of a Global Geopark is its educational NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 6 Page 294 of 595 NCO Policy Brief 7 January 2019 beneﬁts – increasing awareness and appreciation for geology by teaching the communities within the geopark, as well as visitors, about the region’s earth history. Most importantly, geology and its role in earth history also provides a portal through which to learn about Niagara’s Indigenous cultures which have existed here since time immemorial. With the help of Geospatial Niagara and the participation of Indigenous communities (such as the Niagara Regional Native Centre), educational units can be designed with hands-on experiences for students of all ages, elementary to post-secondary. As well, information at geosites, and on educational/promotional materials can also tell the story of the land from the Indigenous perspective. The second element in the geopark region’s strategic steps would be the creation of a platform for the institutional intermediaries that share the conservation and operational oversight of Niagara’s physical assets. This platform can serve as facilitator and provide the glue that holds networks of disparate actors together. As we noted earlier, geoparks often overlap with nature parks, national parks, and biosphere reserves. An effective institutional intermediary platform will pre-empt competition between brands and confusion amongst the public about the difference between them. Moreover, it will address the concerns of businesses and other stakeholders questioning the value of paid membership in a geopark. The cooperation of these types of groups is essential to the upkeep, enhancement, and promo- tion of geosites. Working together, such an environmental net- work platform will not only provide the multidimensional per- spectives for articulating and dif- ferentiating what a geopark can offer to the experience of visitors but also operationalizing those perspectives into quantitative in- dicators for measuring its impact on the established tourism sector as well as the local economy at large. This platform could serve as the management team with a business and marketing plan. Where this new platform or management team ﬁts within the current Niagara tourism landscape is up for further discussion. But as we see from the English Riviera example, the intiative’s inclusion in Niagara’s tourism discussions and strategies is central to its success. A third element in the initiative’s strategic direction or next-steps is to frame its geopark initiative in terms of managing relationships and cultural narratives between Niagara and the world. Geopark assets are more than objects of nature. They are the critical relics of history that embody the natural heritage of a place. These relics provide the physical emblems that have shaped the worldview and even belief systems of many generations of Indigenous peoples living in the region. The geopark initiative provides a mechanism for sharing those narratives with tourists from around the world, and with Niagara residents as well who may not be familiar with those stories embedded in these natural vestiges of the distant past. This third element ties well with the concept of branding. The branding of a UNESCO Global Geopark provides an entrepreneurial opportunity to increase the number of, and expand existing, geotourism activities and visitor amenities. For those who have existing geopark-oriented businesses and events, the branding may help them build on their success by increasing international awareness of the geotourism opportunities in Niagara region. The fourth and ﬁnal element in the initiative’s strategic next-steps is the question of the role of government. While there is a tendency to tout community initiatives with leader- ship provided by ordinary residents, the fundamental need for a clear role for local government leadership must not be lost or downplayed. A global initiative aimed at gaining the attention and winning the designation of UNESCO would require the backing, authority, legitimacy and resources of the state at various levels. To what degree, is a matter for discussion. A geopark initiative for Niagara needs a broad agreement at the regional scale and requires a regional approach – and there is a tourism marketing structure in place for that. Meanwhile, tourism has been tagged by Niagara Region as a pillar of economic development moving forward and the industry is a major employer locally. The challenge is to leverage the entirety of Niagara’s geographical and cultural assets to continue to grow the industry. The proposed Ohnia:kara geosites cut across regulatory, administrative, and operational lines. The Niagara Peninsula Conservation Authority, the Niagara Parks Commission, Parks Canada, Ontario parks, Niagara Escarpment Commission, St. Lawrence Seaway Authority, Niagara Region and its 12 municipalities all share responsibility for some facet of Ohnia:kara. Other than providing legitimacy to the efforts, what role can each level of government and regulatory body play? We should also bear in mind that Ohnia:kara provides an opportunity for greater recognition and appreciation for the role of Niagara’s Indigenous peoples in the area’s history and culture, which predates local governance structures. The Ohnia:kara Aspiring Global Geopark provides an opportu- nity to broaden the appreciation for the entirety of Niagara’s geological history and its impact on our cultural history through a means of sustainable economic development. For it to succeed, we suggest the geological “activists” and the tourism stakeholders must work closely together. This policy brief is meant only as a ﬁrst step towards introducing the concept of a geopark to the Niagara community, outlining challenges and opportunities. What direction the geopark initiative takes is ultimately up to those relevant Niagara stakeholders. NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 7 Page 295 of 595 Contact information About the author:Carol Phillips, PhD, is the research coordinator at the Niagara Community Observatory, Brock University. Photos Page 1: Morningstar Mill, Comfort Maple Page 2: Beamer Falls Page 4: Niagara Gorge Pages 6-7: Beamer Conservation Area Trail Page 8: Ball’s Falls The Niagara Community Observatory at Brock University is a public-policy think-tank working in partnership with the Niagara community to foster, produce, and disseminate research on current and emerging local issues. More information on our ofﬁce, and an electronic copy of this report, can be found on our website brocku.ca/nco Contact Us 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 brocku.ca/nco @BrockNCO NCO Policy Brief 1 September 2018NCO Policy Brief 8 January 2019 Dowling, Ross, K. 2011. Geotourism’s Global Growth. Geoheritage, 3: 1-13. English Riviera UNESCO Global Geopark. http://www.englishrivierageopark.org.uk/section_main.cfm? section=101 (Accessed Dec. 6, 2018). Farsani, N.T., C. Coelho and Carlos Costa. 2011. Geotourism and Geoparks as Novel Strategies for Socio-economic Development in Rural Areas. International Journal of Tourism Research, 13: 68-81. Hong Kong UNESCO Global Geopark. http://www.geopark.gov.hk/en_index.htm (Accessed Dec. 6, 2018). Lemky, Kim. 2014. “Assessing the Economic Impact of Geoparks,” power point presentation to 6th International UNESCO Conference on Global Geoparks, Saint John, N.B. Megerle, Heidi and Dana Pietsch. 2017. Consequences of overlapping territories between large scale protection areas and Geoparks in Germany: Opportunities and risks for geoheritage and geotourism. Annales de geographie, 5 (717): 598-624. Niagara Region Economic Development. 2018. Economic Analysis & Forecasting Draft Discussion Paper. Niagara Region Economic Development. 2019. Niagara Tourism Proﬁle. Ng, Sai L. 2014. Hong Kong Geopark: a paradigm of urban sustainable tourism. Asian Geographer, 31 (1): 83-96. Ng, Young. 2017. “Economic Impacts of Geotourism and Geoparks in China,” power-point presentation to the Global Eco Asia-Paciﬁc Conference 2017, Adelaide. Portuguese National Commission for UNESCO. Study on the Economic Value of the Connection to UNESCO Networks in Portugal. December 2014. https://issuu.com/cbc_unesco_pt/docs/study_economic_value_un- esco_network (Accessed Dec. 17, 2018). UK National Commission for UNESCO. Wider Value of UNESCO to the UK, 2012-13. https://www.unesco.org.uk/wp-content/up- loads/2015/05/Wider-Value-of-UNESCO-to-UK-2012-13fullreport.pdf (Accessed Dec. 17, 2018). UNESCO. 2016. “UNESCO Global Geoparks.” http://unesdoc.unesco.org/images/0024/002436/243650e.pdf (Accessed Dec. 6, 2018). ReFeReNCes Beaujolais UNESCO Global Geopark. https://www.geopark-beaujolais.com/en/ (Accessed Dec. 6, 2018). Brouder, Patrick and Chris Fullerton. 2015. Exploring Heterogeneous Tourism Development Paths: Cascade Effect or Co-evolution in Niagara. Rural Tourism: Insights from the North Atlantic, 15 (1-2): 152-156. Clark, Jennifer. 2013. Working Regions: Reconnecting Innovation and Production in the Knowledge Economy. Regions and Cities: 66. Abingdon, Oxon; New York: Routledge. NCO New Layout:Layout 1 04/02/2019 12:44 PM Page 8 Page 296 of 595 FAQs general public Frequently asked questions about UNESCO GlobalGeoparks – General information, definitions,governance and framing issues What is a UNESCO Global Geopark? •Definition •What are the aims of a UNESCO Global Geopark? •What are the essential factors to be considered before creating a UNESCO Global Geopark? •How are UNESCO Global Geoparks established and managed? •Has a UNESCO Global Geopark a required minimum or a maximum size? •Is a UNESCO Global Geopark a new category of protected area? •Is there a limited number of UNESCO Global Geoparks within any one country? •What are typical activities within a UNESCO Global Geopark? •Do UNESCO Global Geoparks do scientific research? •What does community involvement and empowerment entail in a UNESCO Global Geopark? •How does a YNESCO Global Geopark deal with natural resources? •Can industrial activities and construction projects take place in a UNESCO Global Geopark? •Is the selling of any original geological material (e.g. rocks, minerals, and fossils) permitted within a UNESCO Global Geopark? •What to do if a National Geoparks Network exists in a country? •What is the Global Geoparks Network? UNESCO Global Geoparks among UNESCO designations and the role of UNESCO •What is the difference between UNESCO Global Geoparks, Biosphere Reserves and World Heritage Sites? •What is the role of UNESCO? •Does UNESCO provide training courses? What is a UNESCO Global Geopark? •Definition UNESCO Global Geoparks are single, unified geographical areas where sites and landscapes of international geological significance are managed with a holistic concept of protection, education and sustainable development. A UNESCO Global Geopark comprises a number of geological heritage sites of special scientific importance, rarity or beauty. These features are representative of a region’s geological history and the events and processes that formed it. It must also include important natural, historic, cultural tangible and intangible heritage sites. A UNESCO Global Geopark must have geological heritage of international significance which is, during the evaluation process, assessed by geo-scientific experts, from the International Union of Geosciences (IUGS). It is based on the international peer-reviewed, published research conducted on the geological sites within the area. The experts make a globally comparative assessment to determine whether the geological sites constitute international value following a fix set of criteria and questions. Page 297 of 595 •What are the aims of a UNESCO Global Geopark? A UNESCO Global Geoparks has multiple aims which included the protection and conservation of its territorial geoheritage and culturally and environmentally sustainable development of the area. UNESCO Global Geoparks are fundamentally about people and about exploring and celebrating the links between our communities and the Earth. The Earth has shaped who we are: it has shaped our farming practices, the building materials and methods we have used for our homes, even our mythology, folklore and folk traditions. UNESCO Global Geoparks, therefore, engage in a range of activities to celebrate these links. Many UNESCO Global Geoparks have strong links to the arts communities where the synergy released by bringing science and the arts together can yield surprising results. One of the primary aims is to promote geoscience education within local communities and to visitors by conveying the importance of the geological heritage to students, teachers, local decision-makers, and the broad public. A UNESCO Global Geopark fosters socio-economic development that is culturally and environmentally sustainable directly affecting the area by improving human living conditions and the rural environment. It gives local people a sense of pride in their region, strengthens public identification with the area, and promotes a better understanding of the area’s geological, natural, archaeological, cultural and industrial heritage. The establishment of a UNESCO Global Geopark stimulates the creation of innovative local enterprises, small businesses, sustainable tourism activities and businesses, geotrails, … and new jobs by generating new sources of revenue (e.g. geotourism, geoproducts) while protecting the geo-resources. •What are the essential factors to be considered before creating a UNESCO Global Geopark? A quick check to verify if an area has got all important assets to prepare an application for UGGp designation is the Self-evaluation checklist and its explanatory notes, developed by the UGGp Council. This should be the first thing to do for anybody who has the idea in to prepare an application dossier for UNESCO. https://en.unesco.org/sites/default/files/checklist_vf.pdf Before considering an application for the UNESCO Geopark designation, the territory must ensure that it has a geological heritage of international value. In order to justify that, the geology of the territory must have been the subject of studies at the international level and of academic and scientific publications. While there is no international methodology regarding geoheritage inventory, an aspiring UNESCO Global Geopark must first make use of national inventories made by geological surveys in countries where they exist. However, these methodologies may not be complete and not include the characteristics of Geoparks and their specific sites of interest. Geoparks include other aspects going beyond the geological interest which are for example sustainable development, educational, tourism interests. The ingredients to keep in mind before creating a UNESCO Global Geopark start with a project idea, and must include a multidisciplinary project team, with charismatic team members. It requires lots of negotiations, the undertaking of multidisciplinary studies to define the sites (geological and non-geological) to determine the optimum territory. It requires partnerships on local, national, and international level and must include the National UNESCO Commission. A management structure and team must be developed with a secure budget, involving local people. Most importantly, work and strategy progress over time and needs great patience (5 to 10 years development). It is essential having a community informed and involved in the project, willing to work on it, including regional and/or local governments, economic actors, education stakeholders, schools and inhabitants, to promote sustainable tourism and development. Page 298 of 595 Becoming a UNESCO Global Geopark means becoming an active member of the UGGp network. The candidate Geopark must demonstrate adherence to the terms of the Statutes of the IGGP and Operational Guidelines for UNESCO Global Geoparks. Before submitting an application, the aspiring UNESCO Global Geopark candidate must already function as a de facto UNESCO Global Geopark for at least one year. It is equally important for applicants to have already been in contact with their National Commission, the UNESCO Secretariat, the GGN and its global members and experts, possibly during some of the international conferences and workshops. Applicants should already be familiar with the philosophy of the Geoparks before applying. A candidate can request advice from the GGN Secretariat or the UNESCO Secretariat during the preparation phase and ask for assistance from a GGN expert. They can also apply for the Mentorship Programme for Aspiring UNESCO Global Geoparks organized by UNESCO. •How are UNESCO Global Geoparks established and managed? The establishment of a UNESCO Global Geopark is a bottom-up process involving a strong local multiple partnership with long-term public and political support. The initiative to develop this partnership involves a strong commitment by local communities to develop a plan, which meets all of their goals while displaying and protecting an area’s geological heritage. A UNESCO Global Geopark provides an opportunity to develop cohesive partnerships with common goals between landowners, managers, businesses, tourism providers, and other local organizations to promote its geological processes, features, a unified landscape, and historical themes linked to geology. It is possible to have multiple partners representing many different interest groups. These can include stakeholders and local enterprises in fields of education, tourism and research, as well as local and national authorities, community leaders, private interests, Geological Surveys, research and educational institutions, and tourism providers. Partners agree to co-operate in the management, to adhere to the Guidelines for UNESCO Global Geoparks, and to promote the Geopark, while respecting the strict rules for the use of the UNESCO logo. Partners also contribute to defining the terms of co-operation and activities within a UNESCO Global Geopark. UNESCO Global Geoparks are managed by a body having legal existence recognized under national legislation. This management body should be appropriately equipped to address the entire area and should include all relevant local and regional actors and authorities. UNESCO Global Geoparks require a management plan, agreed upon by all the partners, that provides for the social and economic needs of the local populations, protects the landscape in which they live and conserves their cultural identity. This plan must be comprehensive, incorporating the governance, development, communication, protection, infrastructure, finances, and partnerships of the UNESCO Global Geopark. To be managed properly, UNESCO Global Geoparks must have their own budget, allowing the continuity of implemented actions. In the same way, they have to acquire a management plan for at least 4 years, showing that the territory is orienting its strategy to the UNESCO Global Geopark creation and development. To be properly equipped, all aspiring UNESCO Global Geoparks need to have a vision document, setting out their strategy and main concept for future development. Management plans take time to develop and establish, and need to be realistic and achievable. Therefore, a fully elaborated management plan will be checked in detail during the first revalidation of a UGGp. The management plans could include: •Geopark personnel and capacity building •Geoconservation strategy including protective and conservation measures and activities Page 299 of 595 •Heritage interpretation infrastructure, tools and publications •Geoeducation strategy including partners, educational programmes and tools •Geotourism strategy including services and activities •Sustainable local development, partners and activities •Geopark promotional activities and tools •Networking and Partnerships A UNESCO Global Geopark is not only about cooperation with the local people living in the UNESCO Global Geopark area, but also about cooperating with other UNESCO Global Geoparks through the Global Geoparks Network (GGN), and regional networks for UNESCO Global Geoparks, in order to learn from each other and, as a network, improve the quality of the label UNESCO Global Geopark. Working together with international partners and to be a member of the GGN is obligatory for UNESCO Global Geoparks. By working together across borders, UNESCO Global Geoparks contribute to increasing understanding among different communities and as such help peace-building processes. •Has a UNESCO Global Geopark a required minimum or a maximum size? No, however, a UNESCO Global Geopark must be populated and cover a sufficiently large area to allow a sustainable development of the territory. It must have a clear boundary and be managed by a clearly defined management structure involving partners and local stakeholders. The Geopark territory must be coherent from the cultural and historical point of view, adapted to local administrative and political conditions and easy to be managed by its size. The territory could be adjusted in time and for example enlarged. It is obvious that huge areas, such as the Alxa Desert UNESCO Global Geopark (China) with its 68,374 km2, are by their nature more difficult to manage and require a considerable effort to demonstrate a coherent image. The smallest UNESCO Global Geopark is the English Riviera UNESCO Global Geopark (UK), with a land area of 62 km² and a sea area 41 km²; however, its population is sufficient to allow a sustainable local economic development. •Is a UNESCO Global Geopark a new category of protected area? A UNESCO Global Geopark is not a formal legislative designation, though the defining geological heritage sites within a UNESCO Global Geopark must be protected under indigenous, local, regional or national legislation as appropriate. UNESCO Global Geopark status does not imply restrictions on any economic activity inside a UNESCO Global Geopark where that activity complies with indigenous, local, regional and/or national legislation. A UNESCO Global Geopark is not a new category of protected area or landscape: therefore, a Geopark can differ from National Parks or Nature Parks, which are subject to the protection and regulation of national environmental laws. Local, state, or federal management authorities ensure appropriate site protection measures within individual site management plans, in cooperation with the appropriate agencies, to guarantee effective conservation and protection and provide necessary monitoring and maintenance of the proposed area. Sites remain under the sole jurisdiction of the landowners and managers, whether private, or local, state, tribal, or federal agencies. UNESCO does not have any type of management authority over the UNESCO Global Geopark area. •Is there a limited number of UNESCO Global Geoparks within any one country? No, there is no limited number of UNESCO Global Geoparks within a country but in terms of the number of applying Geopark projects, the number is limited. In order to guarantee a balanced geographical representation of countries the number of active UNESCO Global Geopark applications is restricted to two per country. Page 300 of 595 Any aspiring UNESCO Global Geopark less than 100 km away to another UNESCO Global Geopark has to carry on an independent study to be sure that geological heritage is complementary or consider to merge with the existent UNESCO Global Geopark. •What are typical activities within a UNESCO Global Geopark? A UNESCO Global Geopark organizes stimulating activities within its communities, which are related to its geological theme and encourages the promotion of local agricultural and traditional craft products. It further develops and provides informational material on geology and nature, printing leaflets and other material, and creates and maintains websites. Other typical activities in a UNESCO Global Geopark include the development of walking and cycling trails, the training of local people to act as guides, education courses and guided tours, provision of information, interpretation and research activities, signage and the development of modern museums and visitor centers. UNESCO Global Geoparks also work closely together with other UNESCO Global Geoparks stimulating research, education, branding, etc. It is a pre-requisite that all UNESCO Global Geoparks develop and operate educational activities for all ages to spread awareness of our geological heritage and its links to other aspects of our natural, cultural and intangible heritages. UNESCO Global Geoparks offer educational programmes for schools or offer special activities for children through “Kids Clubs” or special “Fossil Fun Days”. UNESCO Global Geoparks also offer education, both formal and informal, for adults and retired people while many provide training for local people who can then, in turn, teach others. Many UNESCO Global Geoparks promote awareness of geological hazards, including volcanoes, earthquakes and tsunamis, and many help prepare disaster mitigation strategies among local communities. Through educational activities for the local people and visitors, many UNESCO Global Geoparks give information on the source of geological hazards and ways to reduce their impact including disaster response strategies. These efforts build important capacity and contribute to building more resilient communities that have the knowledge and skills to effectively respond to potential geological hazards. UNESCO Global Geoparks have activities to sensibilize on climate change. They hold records of past climate change and are educators on current climate change as well as adopting a best practice approach to utilizing renewable energy and employing the best standards of “green tourism.” While some UNESCO Global Geoparks stimulate green growth in the region through innovative projects, others serve as outdoor museums on the effects of current climate change thus giving the opportunity to show visitors how climate change can affect our environment. Such community and educational activities and projects are important in order to raise awareness on the potential impact of climate change on the region, and to provide the local communities with the knowledge to mitigate and adapt to the potential effects of climate change. Geoparks are a platform for the development, nurturing and promotion of local cottage industry and craft products. In some UNESCO Global Geoparks women’s cooperatives also provide an opportunity for women to obtain additional income in their own area and on their own terms. They can, for example, operate accommodation services for visitors. •Do UNESCO Global Geoparks do scientific research? UNESCO Global Geoparks are encouraged to work with academic institutions to engage in active scientific research in the Earth Sciences, and other disciplines as appropriate, to advance our knowledge about the Earth and its processes. A UNESCO Global Geopark is not a museum, it is an active laboratory where people can become engaged in science from the highest academic research level to the level of the curious visitor. A UNESCO Global Geopark must take great care not to alienate the public from science and absolutely must avoid the use of technical-scientific Page 301 of 595 language on information boards, signs, leaflets, maps and books which are aimed at the general public. •What does community involvement and empowerment entail in a UNESCO Global Geopark? UNESCO Global Geoparks actively involve local and indigenous peoples, preserving and celebrating their culture. By involving local and indigenous communities, UNESCO Global Geoparks recognize the importance of these communities, their culture and the link between these communities and their land. It is one of the criteria of UNESCO Global Geoparks that local and indigenous knowledge, practice and management systems, alongside science, are included in the planning and management of the area. Local communities have to be beneficiaries of the UNESCO Global Geopark. Moreover, their traditions, skills, experiences and local knowledge about their environment and landscape have to be part of the UNESCO Global Geopark’s identity and clearly recognized in information for visitors, in publications and in public programmes. Examples of community involvement are: •Comprehensive information campaign of local communities in a Geopark’s territory about the Geopark, the related philosophy, the intended objectives and the options for local communities to participate in the development of the Geopark; •Assessment of local capacities and needs: Intensive dialogue between Geopark management and local communities on how local strengths and values (e.g. skills, traditions, products, knowledge) could be integrated into the overall development of the Geopark and how local communities could benefit; •Provision of tailored training for local communities, e.g. as tour guides, on the marketing of local products, developing new products, and/or providing services in the Geopark (e.g. accommodation, food or transport); •Allocate tasks to local communities, such as maintaining the infrastructure of a Geopark and managing some of its facilities (e.g. information centers and information points); •Collaborate with local institutions and other partners like, associations, schools, universities and geological surveys in order to develop and deliver educational programmes. •How does a UGGp deal with Natural Resources ? UNESCO Global Geoparks inform people about the sustainable use and need for natural resources, whether they are mined, quarried or harnessed from the surrounding environment, while at the same time promoting respect for the environment and the integrity of the landscape. Since the dawn of humanity natural resources provided by the Earth’s solid crust have been the basis for our social and economic development. These resources include minerals, hydrocarbons, rare earth elements, geothermal energy, air and water, and their sustainable use is vital for the continued future well-being of society. Any element which can be found on Earth has its origin in geology and geological processes, is nonrenewable and its exploitation has to be treated wisely. •Can industrial activities and construction projects take place in a UNESCO Global Geopark? Geoparks are about sustainable development aligned with viable economic development for territories. Thus, sustainable development and social activities are essential parts of a UNESCO Global Geopark. However, every activity has to be sustainable and compatible with the preservation of the territory’s geological heritage, and not damaging the integrity of the geosites. 13. Is the selling of any original geological material (e.g. rocks, minerals, and fossils) permitted within a UNESCO Global Geopark? No, the selling or destruction of the geological value of a UNESCO Global Geopark or of material either from within the Geopark or from anywhere else in the world is not permitted. Members of Page 302 of 595 the Management Group of a UNESCO Global Geopark must not participate in the sale of geological objects within the UNESCO Global Geopark area, regardless of their country of origin, and should actively discourage unsustainable sale or trade in geological material as a whole, including the sale of minerals and fossils. Where clearly justified as a responsible activity and as part of delivering the most effective and sustainable means of site management, it may permit sustainable collecting of geological materials for scientific and educational purposes from naturally renewable sites within the Geopark. Trade of geological materials (in accordance with national legislation on Earth heritage conservation) based on such a system may be tolerated in exceptional circumstances, provided it is clearly and publicly explained, justified and monitored as the best option for the Geopark in relation to local circumstances. Such circumstances will be subject to debate and approval by the UNESCO Global Geopark Council on a case-by-case basis. Selling of polished building rock material, artwork made out of building stone would be permitted. •What to do if a National Geoparks Network exists in a country? If a formal National Geoparks Network exists in a country, then the applicant must first become a certified member of that national network before submitting its application. Comments made by the nationally competent body during a successful application procedure at the national level could provide valuable appendices to the dossier. • What is the Global Geoparks Network? It is compulsory to be member of the Global Geoparks Network (GGN), which includes a membership fee, and participation in the network (Membership fee 1500 EUR). The GGN is an association under the French law and together with the International Union of Geological Sciences the main partner NGO of UNESCO for UNESCO Global Geoparks. It provides a framework to support and stimulate its members for mutual exchange to bring sustainable territorial development to the Geopark by using that territory’s geological heritage, primarily through the development of geotourism. The GGN provides a platform of cooperation and exchange between experts and practitioners in geological heritage issues and for best practices under the umbrella of UNESCO and promotes the concept on international occasions (fairs, conferences, exhibitions …). Together with UNESCO, the GGN holds international training courses and conferences and provides individual capacity building. The network will ultimately comprise all regions of the world, bringing together groups that share a common values, interests or backgrounds. The GGN functions through the operation of regional networks: •European Geoparks Network (EGN): http://www.europeangeoparks.org/ •Asia Pacific Geoparks Network (APGN): http://asiapacificgeoparks.org/ •Latin America and the Caribbean Geoparks Network (GeoLAC): http://www.redgeolac.org/index_en.html •African UNESCO Global Geoparks Network (AUGN): https://www.visitgeoparks.org/african-geopark-network UNESCO Global Geoparks within UNESCO designated sites •What is the difference between UNESCO Global Geoparks, Biosphere Reserves and World Heritage Sites? UNESCO Global Geoparks, together with the other two UNESCO designated sites Biosphere Reserves and World Heritage Sites, give a complete picture of promoting our heritage while at the same time conserving the world’s cultural, biological and geological diversity, and supporting Page 303 of 595 sustainable economic development. While Biosphere Reserves focus on the harmonised management of biological and cultural diversity and World Heritage Sites promote the conservation of natural and cultural sites of outstanding universal value, UNESCO Global Geoparks give international recognition for sites with international significance that promote the importance and significance of protecting the Earth’s geodiversity through actively engaging with the local communities. In case an aspiring UNESCO Global Geopark includes a World Heritage Site or Biosphere Reserve, a clear justification and evidence has to be provided on how UNESCO Global Geopark status will add value by being both independently branded and working in synergy with the other designations. •What is the role of UNESCO? UNESCO provides the UNESCO Global Geoparks Secretariat, contributes to and stimulates global ‘networking’, and co-organizes the International Geoparks Conferences. The Secretariat has three main missions regarding the UNESCO Global Geoparks: capacity building, improving governance and promotion. As examples, The Secretariat maintains a website, analyses application files, organizes evaluation and revalidation missions, organizes Council meetings, etc…UNESCO has also a standard-setting role and provides policy advice under high quality requirements. UNESCO Secretariat works on the improvement of governance and provides visibility and global attention for the Network members and represents with its strict quality control a label of excellence. UNESCO serves as the global umbrella partner that organizes/co-organizes and coordinates conferences and workshops, oversees and coordinates the application procedures and standards, produces publications. UNESCO together with the GGN provides a global platform of active cooperation between experts and practitioners in geological heritage and facilitates exchange between the global network partners. •Does UNESCO provide training courses? The UNESCO Natural Sciences Sector and the Global Geoparks Network organize an annual Intensive Course on UNESCO Global Geoparks which focuses on geoconservation, Geopark management and operation, geotourism development, educational activities and local development. Currently this course is hosted every year by the Lesvos Petrified Forest UNESCO Global Geopark. More information can be found: http://www.petrifiedforest.gr/geoparks2020/ UNESCO and the GGN co-organize meetings and workshops in Member States all around the world. These are linked with national and international UNESCO Global Geoparks conferences, and aim to support interested regions to adopt the Geoparks concept, facilitate planning and the preparation of a business plan, as well as providing assistance in drafting applications. UNESCO, through the International Geoscience and Geoparks Programme (IGGP), organizes a mentorships and knowledge programme. This programme supports and trains representatives of sites interested to join the UNESCO Global Geoparks by sending them to existing UNESCO Global Geoparks to introduce them to the day-to-day running of a Geopark. Page 304 of 595 NFCHA NIAGARA FALLS CANADA HOTEL ASSOCIATION February 6,2020 Serge Felicettiz Director of Business Development Department Corporation of the City of Niagara Falls 4310 Queen Street Niagara Falls,ON Canada L2E 6X5 The Niagara Falls Canada Hotel Association has reviewed the prospect of exploring a UNESCO Global Geopark designation for Niagara Falls.It was very interesting to review some of the other Geoparks throughout the world. At this time,we do not support this initiative for Niagara.We are concerned with this effort having an adverse impact on development in the tourist core and we are already heavily regulated with multiple layers of bureaucracy and do not wish to compound this further. As you are aware,Niagara Falls enjoys its own unique brand,which is admired on all aspects of family entertainment attractions,waterparks,golf courses,concurrent with adult entertainment;Casino Niagara,fine dining and wine country tours.The focus needs to be its consistency key marketing message. Thank you, A.Douglas Birrell Executive Director Niagara Falls Canada Hotel AssociationPage 305 of 595 R&C-2021-15 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Recreation & Culture SUBJECT: R&C-2021-15 Niagara Falls Exchange Operating Plan RECOMMENDATION 1. To gradually phase in the Niagara Falls Exchange Business and Operating Plan (2019) staffing recommendations. 2. To approve the hiring of three new full time positions and part-time staff to provide community programming, events, customer service and facility services for the Niagara Falls Exchange. EXECUTIVE SUMMARY On February 14, 2017, City Council approved the City’s 2017 capital budget. One of the approved projects was the development of a new facility that would accommodate a Culture Hub and new Farmers’ Market space in the Main & Ferry area. The first step to develop the new facility was to conduct a stakeholder and community consultation. The City hired DTAH to consult with the community, and conduct seven stakeholder meetings and an online survey to collect ideas for the direction of the facility. The study, conducted in two phases (community consultation and concept plan), included market, operational, financial, economic and social impact analyses of a multi-use facility that would house exhibition space, farmers market, administrative offices, classrooms/studios/presentation/rehearsal spaces, public spaces and green spaces. Two public meetings were conducted to develop a concept that meets the needs of the community. Report R&C-2017-16 provided the details of these plans and the report was approved as recommended unanimously. At the December 12, 2017 Council meeting, the 2018 capital budget was unanimously approved and supported finalizing the architectural drawings for the cultural facility, developing a branding package for the facility and determining the operating and business plan for the facility. The Culture Hub & Farmers’ Market (CHFM) Steering Committee has Page 306 of 595 2 R&C-2021-15 October 26, 2021 been working alongside the consultant firms, dtah, Entro and 360 Collective Consulting to examine all aspects of the site. The operations of this facility are directed by the Operating & Business Plan presented to Council on April 9, 2019 (R&C-2019-07) which was a result of studying similar facility operations, examining community expectations and potential for this facility. The operating plan considered Culture and Museum operations current and future service levels. Though the document was the blue print for the operations, staff having taken into account the impact of the pandemic and current budgetary strain facing the City have recommended a more modest plan be adopted for the initial phase of operations. On 11 August 2020, Council approved report R&C-2020-04 that awarded the construction contract to Garritano Bros. Limited and since that date, construction has moved forward, with Substantial Completion anticipated for late Spring/early summer 2022. The Hub was a major piece of the 2015 Culture Plan. It is a key component drawn from that plan to be a central place for the community to come together, and a space to facilitate creativity through a multi-disciplinary approach. BACKGROUND Community places that are dedicated to creation, ideas and arts presentation in the City are lacking. The proposed Culture Hub will be a place where arts, arts creation and the community can come together, providing for a more engaged, involved and vibrant community. The City is also lacking a proper indoor facility to house the Farmers Market. It is important to provide access to healthy food and farm to table opportunities alongside business opportunities for farmers and small businesses that support the Market activities. The design and plans presented for the Niagara Falls Exchange propose highly adaptable and durable interior and exterior spaces that reinforce Main & Ferry as a vibrant, all- season cultural precinct in the heart of Niagara Falls. The CHFM Steering Committee presented Council with an Operations Plan in April of 2019. Since that time, the Steering Committee has worked with dtah to finalize the plans for the new facility. There has been ongoing discussion with stakeholders and communications with potential user groups and the community. In September 2019, Heritage Canada notified the City of Niagara Falls, that they would provide $3,000,000 towards the construction of this facility. Construction on the facility started in late 2020, with the foundations, steel structure and some of the exterior work now complete. The contractors are planning to enclose the facility before the onset of winter. Page 307 of 595 3 R&C-2021-15 October 26, 2021 The facility itself proposes to be a community gathering space. Farmers’ Market running Saturdays and Wednesdays, Artists Studios, Gallery space, Wood Working Studio, Café and capacity to host many community events and activities, the Exchange will be a place for the people of Niagara Falls to come together, in the historic Main & Ferry district of our City. To prepare for the opening of the facility in summer 2022 recruitment for new positions will begin in the first quarter of 2022 for the Culture Division to ensure that proper planning, facility maintenance and community needs are met. Staff will need to bring in artists for the studios, establish a gallery schedule, work with café operators, build the Farmers’ Market capacity, establish new policies and practices and work with the community on utilizing the facility for many events and activities. ANALYSIS/RATIONALE The Recreation, Culture and Parks ten year Plan is currently in the third phase with the consultants analyzing the engagement comments received from the community, stakeholders and staff. Culture and cultural events are seen as having a tremendous community building attribute by the stakeholder engagement portion. The need to have a team in place that an execute the final phases of the Culture Plan (2012), start looking at the Recreation, Culture and Parks ten year Plan and start operating The Exchange. In April 2019, the Recreation and Culture committee brought to council the Operating and Business (R&C 2019-07) plan for this facility. In that plan many staffing and operating models were explored including lease agreements, social enterprises and collectives. The report to council supported the City led model for this facility at this time. To ensure consistency, continuity and to build up community capacity. The operating plan outlines clear objectives in ensuring that the space meets the needs of Niagara Falls. Many of these parallel the needs that are addressed in the forthcoming Department Ten Year Plan. The principles of the site is that it is locally oriented, has spaces dedicated to creative making, that the city both develops activities and also provides a space that enables users to develop programmes. This team will be contributing to the place making of Main & Ferry and make this a gathering space for the community. The facilities will also enhance the Niagara Falls History Museum programming by providing additional space for some of the larger programmes such as Discovering Kanata, Night of Art, March Break, Family Day and more. The team will be challenged with ensuring that all users are a part of something positive in the community and that the creatives in the space are able to share their vision, passion and skills with the residents and visitors to our City. Page 308 of 595 4 R&C-2021-15 October 26, 2021 FINANCIAL/STAFFING/LEGAL IMPLICATIONS The 2019 Operating and Business Plan recommended the future staffing needs for the Niagara Falls Exchange. The plan identified 3.5 full time positions. One of the recommendations to be implemented at a later date, is the hiring of a Head of Cultural Services. This position would be responsible for the overall supervision of the activities, customer service, programs and staff. The Cultural Development Coordinator, Market Coordinator, Customer Service Assistants, Woodshop Technicians, Summer Students and Volunteers will report to this position. A Cultural Development Coordinator will be required to maintain the Centre, respond to day-to-day facility issues, develop programming, attract and retain vendors for the Farmers’ Market, attract and retain Studio members, work with internal and external users to host their events, activities and also book and manage the site. Current job descriptions will be reviewed to determine if additional staffing adjustments are required. To operate the Exchange six days a week, 10 – 12 hours per day, additional front line staff resources will be required. To ensure the building is maintained to a high standard, two caretakers will need to be hired. The two caretakers will report to Building Services. Additional culture front line administration staff will also need to be hired to perform customer service duties. Visitor Services who presently work at the Museums will be utilized for some of this support, but additional PT Customer Service Assistants will assist with weekend and evening shifts at the facility. With the operations of a Woodworking Studio, part time technician positions will be added to the site to conduct classes, ensure safety protocols are followed and provide training and shop management. Due to the current budgetary pressures facing the City, staff are recommending not hiring the Head of Cultural Services at this time and combining the new Culture Coordinator role with an existing part-time role. Additionally with the Exchange not scheduled for Substantial completion until late spring/early summer, the front line positions will be hired June of 2022. Staff will review the operations of the Exchange after the first year to re- evaluate the staffing level and scope of cultural services being provided to the community. New City Position # of positions Cultural Development Coordinator 1 non-union Customer Service Assistants Part-time Caretaker- Building Services staff 2 union Woodshop Tech Part-time instructors The NF Exchange new costs budget is attached, Attachment #2. The overall budget includes programming, facility maintenance including utilities, staffing, facility rentals and Page 309 of 595 5 R&C-2021-15 October 26, 2021 marketing. Several of the positions will not start until closer to completion of the facility, and we anticipate that the budgetary cost for several of the part-time, contract and Janitorial positions will be 60% of the year or less. The anticipated 2022 budgetary impact for staffing will be $380,520 and the estimated full total new costs to operate the Exchange will be $551,764. There are some reductions in the Museums operations, as some programming will shift to the cultural facility (i.e. Niagara Falls Night of Art). There are more efficiencies with staffing at both the Museums and Exchange having opportunities to support activities and services at both facilities. Due to the cost implications, the total number of operating days and/or hours of the Exchange could also be reduced. This reduction would decrease the number of part time staff positions required. Management will actively review the hours of service for this operation. Report R&C-2021-12, highlighted that Building Services has requested one additional new staff person, a Facility Technologist to support the MacBain Community Centre and the new culture facility, the Niagara Falls Exchange which will opened June 2022. The new Facility Supervisor position will also support the Exchange. Communications Staffing Plan The three new recently approved communications positions will assist Recreation & Culture and other City departments to support activities, programmes and events taking place at the Exchange and Niagara Falls Museums. The three roles align well with the City’s shift to a central and enhanced corporate communications division that has goals to elevate communications, create efficiencies and build a stronger City identity and presence. The Corporate Communications positions approved include:  Communications Officer: This position will absorb all current communications activities of the Recreation & Culture Department and will support other city departments. Social media would be scheduled appropriately and aligned with corporate channels and messaging. Each channel would be used more effectively and follow best practice.  Marketing and Advertising Officer: With the opening of the Niagara Falls Exchange, and the reopening of the MacBain Community Centre for new recreational programming, a Marketing and Advertising position is vital to creating marketing strategies to encourage enrollment, increase participation, generate revenue and promote the City as a vibrant and connected community to local stakeholders. Page 310 of 595 6 R&C-2021-15 October 26, 2021  Graphic Design Specialist: Communicating visually is more important than ever. Strong visual content results in greater impact and is more easily remembered than text. A Graphic Designer would be responsible to provide high quality graphic design services and advice across the organization to enhance the professional image and reputation of the City of Niagara Falls and its operations, and to promote our programs and services. This position will support the marketing and communications needs for the corporation, including the MacBain Community Centre and Niagara Falls Exchange. CITY’S STRATEGIC COMMITMENT Infrastructure Sustainability, to operate, maintains and upgrades the City’s infrastructure and other assets in an affordable, reliable, environmentally sustainable and integrated way. LIST OF ATTACHMENTS 1. Operating & Business Plan 2. Draft NF Exchange budget of new costs Recommended by: Kathy Moldenhauer, Director of Recreation and Culture Respectfully submitted: Jason Burgess, Chief Administrative Officer Page 311 of 595 Niagara Falls Cultural Facility / Farmers’ Market Operating and Business Plan December 19, 2018 FINAL Three Sixty Collective John Archer, Chief Development Officer 99 Ivy Ave, Suite 100 Toronto ON M4L 2H8 647 339 9008 john@360collective.co A DAY IN LIFE BOB USHER LONDON COVENT GARDEN MARKET Page 312 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 2 of 72 TABLE OF CONTENTS 1. INTRODUCTION .................................................................................................................. 5 1.1 Background and Objectives ................................................................................... 5 1.2 Work Undertaken .................................................................................................... 10 2. SOCIO-ECONOMIC PROFILE OF THE IMMEDIATE TRADE AREAS ................................... 12 2.1 Population Growth .................................................................................................. 13 2.2 Age Profile ............................................................................................................... 13 2.3 10-Minute Walk Time Age Profile Change 2011 to 2016, (no. of individuals)..... 14 2.4 City of Niagara Falls Age Profile Change 2011 to 2016, (no. of individuals) ...... 15 2.5 Ethnicity and Immigration ...................................................................................... 16 2.6 Household Income and Housing Tenure............................................................... 16 2.7 Travel to Work .......................................................................................................... 17 2.8 Annual Household Expenditure ............................................................................. 18 2.9 Summary and Implications for the Facility ........................................................... 19 3. VISION, MISSION AND GUIDING PRINCIPLES ................................................................. 20 3.1 Vision ....................................................................................................................... 20 3.2 Mission ..................................................................................................................... 20 3.3 Guiding Principles ................................................................................................... 21 3.4 Ownership ............................................................................................................... 21 3.5 Governance ............................................................................................................ 21 3.6 Oversight ................................................................................................................. 22 4. BUSINESS PLAN: AREA/ ROOM ANALYSIS ...................................................................... 23 4.1 Café/Lounge ........................................................................................................... 23 4.2 Artists’ Studio Space ............................................................................................... 36 4.3 Farmers’ Market and Market Hall .......................................................................... 40 4.4 Woodworking Studio Space ................................................................................... 45 4.5 Programmed Events ............................................................................................... 47 5. MARKETING PLAN FOR THE FACILITY .............................................................................. 48 6. OTHER ISSUES – ACCESS SYSTEMS .................................................................................. 50 7. OPERATING BUDGET ........................................................................................................ 51 7.1 Budget Summary .................................................................................................... 52 8. ECONOMIC IMPACT OF THE FACILITY ............................................................................ 66 8.1 Areas of Economic Impact .................................................................................... 66 8.2 Indicators and Metrics for Success........................................................................ 67 9. SAMPLE AGREEMENTS ..................................................................................................... 68 9.1 MOU / Lease / License for Operations of Maker Space and Tool Library .......... 68 9.2 Lease of Municipal Space (or other) for Purposes of Operating a Café Workshop ............................................................................................................................ 68 9.3 MOU by Social Enterprise for Operations of a Café ............................................. 68 9.4 Shared Artist Studio Space Rentals (incl. reduced rental rates) ......................... 68 9.5 Artist in Residence Program Agreements ............................................................. 68 9.6 Room Rental Agreement ........................................................................................ 68 9.7 Market Vendor Agreements .................................................................................. 69 Page 313 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 3 of 72 9.8 Tool Library Membership and Waivers .................................................................. 69 9.9 Maker Space Membership and Waivers .............................................................. 69 9.10 Tool Library and Maker Space Volunteer Waivers ............................................... 69 9.11 Food Truck Application Forms ............................................................................... 70 9.12 Other Agreements .................................................................................................. 70 APPENDIX ................................................................................................................................ 71 ORGANIZATION of the FACILITY and MUSEUM PRECINCT .................................................... 71 Concept .............................................................................................................................. 71 Organization Chart and Position Descriptions.................................................................. 71 Page 314 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 4 of 72 DISCLAIMER This report is based on information and documentation that was made available to THREE SIXTY COLLECTIVE by the client at the date of this report. THREE SIXTY COLLECTIVE has not attempted to independently verify the information provided unless otherwise indicated. Should additional information be provided to THREE SIXTY COLLECTIVE after the issuance of this report, THREE SIXTY COLLECTIVE reserves the right (but will be under no obligation) to review this information and adjust its comments accordingly. Pursuant to the terms of our engagement in May 2018, it is understood and agreed that all decisions in connection with the implementation of advice and recommendations as provided by THREE SIXTY COLLECTIVE during the course of this engagement shall be the responsibility of, and made by, the City of Niagara Falls. THREE SIXTY COLLECTIVE has not and will not perform management functions or make management decisions for the City of Niagara Falls. This report includes or make reference to future oriented financial information. Readers are cautioned that since financial projections are based on assumptions regarding future events, actual results will vary from the information presented even if the hypotheses occur, and the variations may be material. Comments in this report are not intended, nor should they be interpreted, to be legal advice or opinion. STEERING COMMITTEE AND CONSULTANT MEMBERS Name Organization Steering Committee Clark Bernat Niagara Falls – Culture and Museums Manager Kathy Moldenahauer Niagara Falls – Director of Recreation and Culture Dale Morton Niagara Falls – Manager of Strategic and Corporate Initiatives Dino Fazio Niagara Falls – Arts, Culture, Museum Co Chair Laura Moffat Niagara Falls – Arts, Culture, Museum Co Chair John Barnsley Niagara Falls – Manager of Policy Planning Sam Valeo Niagara Falls – Chief Building Official Carmen Mignelli Niagara Falls – Building Services Serge Felicetti Niagara Falls – Business Development 360 Collective Team Consultants John Archer 360 Collective Greg Young TCI Management Jon Linton TCI Management Doug Tipple Creva Group Bob Usher GM London Covent Garden Market Pat Watt A DAY IN LIFE FOOD SERVICE Other members included Ken Todd, CAO City of Niagara Falls and Megan Torza, Partner, DTAH. Page 315 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 5 of 72 1. INTRODUCTION 1.1 Background and Objectives The City of Niagara Falls has identified its farmers market property and Niagara Falls Museum site in the Main and Ferry Street area as the ideal location for a cultural facility and revitalized farmers’ market (henceforth called the ‘Facility’1). The purpose of the Facility potentially would be to achieve several important strategic visions for the City of Niagara Falls. It will: • Create an enhanced Museum Precinct including the museum, Battleground Museum, Drummond Hill Cemetery, among other venues in the area. • Provide artists and cultural providers with affordable work and creation space, thus providing an impetus to help promote the City’s new and established artists with a venue to grow and promote local arts and culture. This will in effect provide retention and expansion opportunities for local Niagara Falls artists. • Help retain the City’s and region’s youth who are interested in arts and culture with educational and career development opportunities. • Assist local farmers, growers, and others in the agri-food sector by providing a venue for them to promote local foods. • Work towards meeting the City’s objective of promoting culture and the creative economy as a key contributor to local and regional economic growth. • Serve as a facility primarily oriented to residents of the City and the region. • Be a vibrant, successful development that will help stimulate the Main and Ferry area as well as the City itself. This study follows the Cultural Hub/Farmers’ Market Needs Assessment and Concept Plan, undertaken by DTAH Architects Limited, in February 2018, that was based on consultations with the local cultural and farmers' market community to determine the overall feasibility, needs, and direction of such a facility. The study explored different site configurations and resulted in a building program and recommendations to form the basis of the concept architectural design of the Facility. The preferred design approach was for the development of a new conjoined two-storey building with a one- storey building totalling approximately 14,000 SF Gross Floor Area excluding the basement portion. This will house the Farmers’ Market and Market Hall in a wing facing Sylvia’s Place, as well as several activities designed to support the cultural elements including Artists’ Studio Space, an anchor café/lounge, and Woodworking Studio Space in order to promote flexible use of the site as much as possible. The building will work in conjunction with the entire Museum Precinct including using the museum theatre space for meeting, workshop, and classroom space (see the site map below). The February DTAH study also made extensive recommendations about the outdoor space: how it can be activated, as well as the supporting landscaping program components. 1 Note that the original name for the development was the ‘Niagara Falls Exchange’ which is the label on the DTAH drawings. Page 316 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 6 of 72 Following a competitive tendering process, in May 2018, the City of Niagara Falls engaged the Three Sixty Collective Team to prepare an Operating Plan and a Business Plan for the concept of a Cultural Hub and Farmers’ Market in Niagara Falls, Ontario. The study would include marketing, operational, financial and organizational requirements to operate the multi-use facility as envisioned by DTAH described above. The Three Sixty Collective Team developed an initial Operating and Business Plan for the Facility based on the original DTAH Concept Plan and design which had been accepted by the City. Following the submission of the original Operating and Business Plan, in July, the City decided to reconceptualize the Facility taking into account its relationship to the entire Museum Precinct including the museum, Battleground Museum, Drummond Hill Cemetery, among other venues in the area. In August 2018, a meeting with the City, stakeholders, DTAH, and the Three Sixty Collective Team led to a further refinement of the space configuration and uses at the Facility. As a result, the Operating and Business Plan was further modified to focus on the Facility within the entire Museum Precinct illustrating the incremental revenues and expenses associated with the Facility from a precinct-wide perspective. This report focuses solely on the operating and financial implications of the amended design on the Facility itself (and not other venues) within the overall Museum Precinct. The original DTAH recommended building program as outlined in the February 2018 report as well as the updated space configuration agreed upon at the August 2018 meeting are shown below: Facility Space Configuration Original February 2018 Revised August 2018 Market Hall incl. storage 3,000 SF 3,952 SF Café/Lounge 1,350 SF 1,798 SF Artist Studios 2,150 SF 3,705 SF Woodworking Space 1,000 SF 1,110 SF Tool Library 600 SF Removed Basement Storage n/a To be used by the Facility only Multipurpose Rooms 1,075 SF Removed from the Facility Total 9,175 SF 10,565 SF Notes: • Support spaces include washrooms, administrative office space, storage space for furniture and utilities • Multipurpose activities and programming will utilize the café, existing museum theatre, and Market Hall space. • The basement storage would not be used for artist or member works but for the facility storage (e.g., tables, chairs, tents, etc.) Page 317 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 7 of 72 Museum Precinct – Cultural Hub and Farmers’ Market Facility, DTAH Page 318 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 8 of 72 Ground Floor Layout – Cultural Hub and Farmers’ Market Facility, DTAH Page 319 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 9 of 72 Second Floor Layout – Cultural Hub and Farmers’ Market Facility, DTAH Page 320 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 10 of 72 1.2 Work Undertaken The Three Sixty Collective Team undertook the following tasks to develop the Operating and Business Plan for the Facility. • Reviewed documentation including the DTAH Needs Assessment and Concept Plan • Met with DTAH to review the Needs Assessment and Concept Plan • Compiled socio-economic profile analysis of the local market including residents and households using Statistics Canada, 2016 Census and Environics Estimates for 2018 data • Attended regularly scheduled meetings with the Steering Committee to review study progress and plan next steps (four meetings in total) • Reviewed vision, mission and guiding principles developed by the Steering Committee to obtain an understanding of the City’s and users’ goals and philosophy associated with the development. • Reviewed the ownership structure and organizational model associated with the development and its components • Conducted targeted research on the various components proposed to be included in the development (e.g., culture centre, Artists’ Studio Space, farmers market, Woodworking Studio Space, café/lounge, events potential, etc.) in order to determine likely operating parameters, revenues, costs and requirements of each of the components. This research included: • Reviewed comparable spaces and organizational models in other jurisdictions through interviews, documentation, and website reviews • Reviewed comparable local City-owned and other facility rental spaces • Interviewed potential users and managers of the facilities (e.g., artists, craftspersons, cultural providers, events programmers, etc.) • Reviewed documentation potentially useful to the Facility from other best practice organizations, e.g., lease agreements, liability waivers, volunteer waivers, etc. • Interviewed stakeholders potentially associated with the development including artists, culture producers, craftspersons, event organizers, space programmers, etc. • Developed an Operating Plan on a room by room (or operating component) basis. Page 321 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 11 of 72 For each component, these plans included relevant information with regard to: • Goals • Client segments • Space parameters • Hours of Operations • Operations management issues • Activities and events • Special cost considerations • Revenue and expense analysis • Revenue contribution to the Facility • Marketing considerations • Developed a 5 Year Financial Model using projected operating revenues and costs associated with the Cultural Hub and Farmers' Market components of the development for each functional unit within the Facility, as well as reviewed the direct and indirect costs of operating the development itself. • Developed a preliminary Communications and Marketing Plan associated with the development. • Refined the Operating and Business Plan based on a revised concept with the City, stakeholders, and DTAH as well as staffing model as proposed by the City. • • Reviewed the economic impact in qualitative terms associated with the facility based on its construction and ongoing operation. Page 322 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 12 of 72 2. SOCIO-ECONOMIC PROFILE OF THE IMMEDIATE TRADE AREAS Trade areas for the Facility site within the Museum Precinct were established to review the socio-economic profile of the local residents and households. These included: • 5-minute walking distance • 10-minute walking distance • City of Niagara Falls • 30 Minute Drive Time - Niagara Region, Eastern Section (east of Vineland) the Facility 5 and 10 Minute Walking Distance Source: Statistics Canada, 2016 Census, 2011 Census, and Environics Estimates for 2018 Page 323 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 13 of 72 2.1 Population Growth 5 Minute Walk Time 10 Minute Walk Time Niagara Falls 30 Minute Drive Time* Population 2016 1,700 6,499 88,075 384,409 Annual Growth Rate 2011 to 2016 1.7% 0.3% 1.2% 0.7% Persons Per Household 2.1 2.1 2.4 2.3 Daytime Worker Population 962 5,732 37,213 148,282 Source: Statistics Canada, 2016 Census, 2011 Census, and Environics Estimates for 2018 * excludes US population Findings: • There has been high population growth in the immediate area surrounding the Facility from 2011 to 2016. • There is a sizeable workforce of over 5,700 workers within the 10-minute walking distance including Niagara Region and hospital staff. 2.2 Age Profile 5 Minute Walk Time 10 Minute Walk Time Niagara Falls 30 Minute Drive Time 0 to 9 9% 10% 10% 9% 10 to 19 9% 9% 11% 11% 20 to 29 16% 14% 12% 12% 30 to 39 11% 12% 12% 10% 40 to 49 12% 12% 13% 12% 50 to 59 17% 16% 16% 16% 60 to 69 13% 13% 13% 14% 70 + 11% 12% 14% 15% Median Age 43.2 43.4 44.9 46.2 Source: Statistics Canada, 2016 Census, 2011 Census, and Environics Estimates for 2018 Findings: • Compared to elsewhere in the City of Niagara Falls and, in the region, there is a younger adult age profile (ages 20 to 29) in the immediate area. However, the average age profile is slightly younger for the immediate area than for Niagara Falls. • There is a high proportion of young families with children living nearby • The senior population is high but proportionately lower than elsewhere in the City and region. It was noted that some hotels had been converted to seniors’ homes and income assisted (affordable) housing. Page 324 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 14 of 72 2.3 10-Minute Walk Time Age Profile Change 2011 to 2016, (no. of individuals) Source: Statistics Canada, 2016 Census, 2011 Census, and Environics Estimates for 2018 Findings: • There is an aging resident profile which follows the national trends of an aging baby boomer population; this is reflected in the fact that additional seniors’ housing is being developed nearby. • There is a slight increase in the number of young adults but significant growth in the number of young children (under age 10) living within a 10-minute walk time. 0 200 400 600 800 1,000 1,200 0 to 9 10 to 19 20 to 29 30 to 39 40 to 49 50 to 59 60 to 69 70 + 2011 2016 Page 325 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 15 of 72 2.4 City of Niagara Falls Age Profile Change 2011 to 2016, (no. of individuals) Source: Statistics Canada, 2016 Census, 2011 Census, and Environics Estimates for 2018 Findings: • The City of Niagara Falls has a high senior age profile. A high proportion of the residents are over 50 years of age. Since 2011 this has increased in line with both the aging baby boomers in the City and as retirees and older families move into the area. • There is a slight increase in the number of young families (20 to 39 year olds combined with children under 10 years of age). 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 0 to 9 10 to 19 20 to 29 30 to 39 40 to 49 50 to 59 60 to 69 70 + 2011 2016 Page 326 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 16 of 72 2.5 Ethnicity and Immigration 5 Minute Walk Time 10 Minute Walk Time Niagara Falls 30 Minute Drive Time Visible Minority 16% 14% 13% 10% Non-Canadian Population 11% 8% 5% 4% 1st Generation 27% 23% 22% 19% 2nd Generation 19% 20% 24% 22% 3rd + Generation 54% 57% 54% 59% Source: Statistics Canada, 2016 Census, 2011 Census, and Environics Estimates for 2018 Findings: • Overall, the City has a relatively low visible minority population. • There is a higher proportion of visible minorities in the immediate trade areas as well as a higher proportion of first-generation Canadians and non-Canadians compared to elsewhere in the City and the region. • This higher diversity in the immediate trade areas may have implications regarding the types of goods and service available, and events held, at the Facility. 2.6 Household Income and Housing Tenure 5 Minute Walk Time 10 Minute Walk Time Niagara Falls 30 Minute Drive Time Average Household Income $52,267 $55,285 $75,678 $78,447 Own/Rent 44% / 56% 53% / 47% 72% / 28% 72% / 28% Occupation Labour Force Participation Rate 56% 61% 62% 60% Management, Business, Admin 16% 17% 20% 23% Science Related 5% 3% 4% 4% Health Related 6% 5% 6% 7% Education, Government 2% 4% 9% 10% Arts, Culture, Recreation 4% 2% 2% 2% Sales and Services 46% 45% 38% 30% Other Blue Collar 17% 21% 19% 20% Source: Statistics Canada, 2016 Census, 2011 Census, and Environics Estimates for 2018 Findings: • Household income in the immediate trade area and within 10-minute walking distance is quite low compared to the rest of the City and the region. • The labour force participation rate is lower than elsewhere in the City. • There is a high proportion of workers in the City who work in sales and service. Within the immediate trade area, this proportion is very high. • There is a sizeable blue-collar workforce in the City. • Although small in percentage terms, compared to elsewhere in the City, there is a much higher proportion who work in arts, culture, or recreation. Page 327 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 17 of 72 • There is a very low proportion in the immediate trade area who work in education or government-related fields. 2.7 Travel to Work 5 Minute Walk Time 10 Minute Walk Time Niagara Falls 30 Minute Drive Time Vehicle 65% 74% 90% 90% Public Transit 7% 6% 3% 3% Walk 27% 19% 5% 5% Bike 1% 1% 1% 1% Other 0% 0% 1% 1% Source: Statistics Canada, 2016 Census, 2011 Census, and Environics Estimates for 2018 Findings: • Local area residents in the immediate trade area are very reliant on walking to get to work. The proximity of the Falls and associated occupations at eating establishments, tourism activities, accommodations, etc. makes this Main and Ferry neighbourhood community accessible for workers with limited access to transportation options. • The nature of the hospitality industry including shift work and late hours (as well as early hours) means that public transit often is not a viable option. As a result, many of these workers try to find housing within walking distance of their workplace. Page 328 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 18 of 72 2.8 Annual Household Expenditure 5 Minute Walk Time 10 Minute Walk Time Niagara Falls 30 Minute Drive Time Local Neighbour Goods Food from Grocery Stores $4,635 $5,356 $7,255 $7,281 Alcohol Purchased from Stores $894 $872 $1,307 $1,366 Retail Merchandise Workshop Equipment $57 $54 $109 $115 Art Supplies $12 $11 $19 $19 Books $140 $133 $195 $199 Artwork $35 $26 $53 $56 Photography $27 $23 $49 $50 Collecting (memorabilia, dolls) $16 $10 $14 $14 Food Services Dinner at Restaurants $1,165 $1,323 $1,940 $1,998 Lunch $537 $639 $949 $977 Breakfast $206 $253 $331 $343 Snacks and Beverages $414 $453 $558 $554 Alcohol Serviced on Premises $342 $317 $483 $502 Services Movies $51 $36 $44 $44 Performing Arts $16 $21 $66 $73 Museums $17 $13 $22 $23 Recreation Memberships $104 $96 $200 $211 Source: Statistics Canada, 2016 Census, 2011 Census, and Environics Estimates for 2018 Findings: • Due to the lower annual household income of the immediate trade area households, they generally spend less than other households in the City and the region. • However, proportionate to their budget, households in the immediate areas spend more on: o Movies o Collecting o Museums o Snacks and beverages o Alcohol served on premises o Books o As well as food from grocery stores and alcohol purchased from stores Page 329 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 19 of 72 2.9 Summary and Implications for the Facility The review of the socio-economic profile of the immediate trade areas reveals the following in terms of implications for the Facility: • There is a significant daytime resident population of nearly 6,500 individuals who live within a short (10 min.) walking distance of the Facility, and who would be able to easily access goods and services provided at the Facility (farmers’ market days for food, visits to the café, attendance at special events). This local population is interested in visual arts, movies/cinema, literature, culture, collecting, and food. In addition, there is a growing base of newcomers to the area that are more culturally diverse and will add to the identity and character of the City. • Further, there is a large workday population of nearly that size (nearly 6,000 workers) who are also within easy walking distance, augmenting this potential farmers’ market as well as other activities such as the Cafe/Lounge. • There is a higher proportion of young adults (in the 20 to 29 age bracket) who may be more likely to utilize the artisan facilities (Artists’ Studio Space, Woodworking Studio Space) at a formative stage in their careers when they may be more likely to need lower-cost space and facilities. In addition, there is a sizeable and growing number of young retirees with increased time to spend on leisure pursuits such as art and woodworking. • Individuals and households living within the 10-minute walking radius of the Facility have significantly lower incomes than the City overall, and thus are more likely to need and use certain of the facilities such as the Woodworking Studio Space, and possibly, the Artist Studio Space. They need the ability to have access to quality food as well given their limited mobility options. • A higher percentage of those living within a very short distance (5 minutes’ walk) have arts, culture and recreation careers (double the City average) and thus are possibly more likely candidates for the Facility operations – particularly the Woodworking Studio Space, and Artists’ Studio Space. The immediate demographic environment thus seems very supportive to the Facility concept. Page 330 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 20 of 72 3. VISION, MISSION AND GUIDING PRINCIPLES The following descriptions reflect our current understanding of the strategic positioning of the Facility. 3.1 Vision A Collaborative and Creative Centre for Arts & Culture in Niagara Falls. • Locally oriented – for the residents, local artists, local makers, local farmers, culinary, local vendors, etc. as well as visitors • Makers space - space dedicated to creative making – farmers, crafts, woodworkers, artists, filmmakers, culinary, etc. • Hybrid model that both enables users to develop activities and programs as well as management that curates its own activities and programs • Add to the positive vibe of the neighbourhood • Gathering space – for local Niagara Falls residents to come together, and allows for maker collaboration (work together, mentoring, education, training, social, etc.) • Complement museum programming such as the Thursday night concerts • Users of the space are to enter into a contract with the building to participate in future shows or give back in terms of providing education, training, mentoring, etc. • Keywords are arts, culture, experience, engagement, collaboration 3.2 Mission The ‘Facility' is a welcoming place for artists, makers, creators, and community to create and connect • Who are you? – a public space for residents to create • Whom do you serve? – the people of Niagara Falls • What do they need? – Interesting space to create and connect • Why we do it? – to provide the community with a safe public space that encourages creativity • How do you serve? – with accessible space • Why? – to create a vibrant community Page 331 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 21 of 72 3.3 Guiding Principles The Operating and Business Plan for the Facility should align with two of the City’s Strategic Goals including (1) Economic Growth and Prosperity and (2) Vibrant and Well- Planned City. In addition, the Operating and Business Plan needs to be integrated with the entire Museum Precinct. Based on these two overarching goals, the guiding principles for the Facility include: • Support (enable) artists, makers, food producers/makers to prosper and grow economically by providing a high-quality space for them • Create a vibrant atmosphere for people to gather, collaborate, and socialize • Seek to maximize efficiencies • Create a space that will be: accessible, safe and welcoming • Draw sustenance from the local: what takes place at the Facility should be based on what we make, bake and grow with emphasis on the City of Niagara Falls and the 160-kilometre principle2 • Develop an expansive understanding of the arts: to include the visual, performing, literary arts and also the folk arts and culinary arts • Value art and artists for the sake of strengthening and enriching the fabric of our community • Create an environment of value and respect 3.4 Ownership • All land contemplated for the development is owned by the City of Niagara Falls including the parking lot that the Region uses for its employees • The City is not planning on selling or buying any land for purposes of this report 3.5 Governance • The Facility will be managed by the City of Niagara Falls Recreation and Culture Department • In the future, the City could turn the management over to an incorporated non- profit, but this is not contemplated in the financial analysis in this Report 2 Based on the social-economic movement that advocates buying locally grown food, typically within a 100 mile radius. Page 332 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 22 of 72 3.6 Oversight • No separate board of directors, advisory board or Committee of Council is envisioned • There may be a sub-committee advising on specific issues – for example, a committee to review applications for the allocation of space • The Facility and Museum Precinct would work with the City’s Culture Advisory Committee • Individual spaces including the Artist Space, Woodworking Workshop, and the Market Hall would be managed and overseen by the City. This may change in the future. Page 333 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 23 of 72 4. BUSINESS PLAN: AREA/ ROOM ANALYSIS Each of the activity areas or rooms were analyzed for the business plan analysis. 4.1 Café/Lounge 4.1.1 Goals • Provide a quality, good value and locally sourced menu where the Niagara Falls population can meet and enjoy a neighbourhood environment. • Designed to encourage a Hub type atmosphere for all ages and community groups to come together over food and beverage. • Will be an extension of the event aspect of the Facility with the capability of providing a small venue for live and DJ music for all ages as well as other programmed activities/events, workers, makers, and creative people. • Ensure that there is some business activity during main hours if makers or visitors come to the site (psychologically a visitor knows that at least the café will be open if he or she wanted to visit the site and see what was happening). • Add to the makers aspect of the vision by having locally made and locally sourced products (exception would be a coffee roastery and tea). • Include aspects of a demonstration kitchen in the design that can be used for programmed events. 4.1.2 Management Options • There are three major options for operating/managing the Café space o Social Enterprise – for example, John Howard Society and Stamford Collegiate. o Lease Agreement with another organization – e.g., local area entrepreneur, private sector, or non-profit organization. o City/the Facility – Culture Coordinator staff. • There is a fourth option which is a hybrid model of the Lease Agreement management but with stipulations put in the agreement that they use and work with social enterprises such as the John Howard Society. • Pros and cons of each management model include the following: Page 334 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 24 of 72 Café/Lounge Management Model Pros and Cons Pros Cons Social Enterprise (e.g., John Howard Society with Stamford Collegiate • If partnered with John Howard and Stamford Collegiate – there are established models for how to run this type of business successfully including food operations • Recommend that the Facility only partner with an agency that has in-depth experience running an eating establishment • Would be able to receive grants and funding for training and staffing expenses to offset operating costs or other crowdfunding programs • May enter into a profit-sharing model to pay rent (However, it is very unlikely the café would generate a profit) • Will tend to keep hours of operation limited due to the extra staff oversight cost and safety issues at night resulting in the café not being open as much as the Facility would prefer • May run into conflicts if there is alcohol at an event on-site or potentially sold at the Cafe/Lounge • May require additional security and oversight • Kitchen fit-out, furnishings, and fixtures would need to be provided by the Facility capital budget • Limited catering sales • Limited menu • Limited programmed events Lease Agreement • Would be professionally run with longer operating hours • Allows a local business entrepreneur or non-profit to test market with new ideas • May allow for a business to incubate out if successful (e.g., Starbucks at Pike’s Place) • If managed successfully, could develop art specific programming at the entire facility and not just in the café space • Able to access grants for hiring disadvantaged staff and other programs • Access to skilled culinary and product development • Inherent incentive to bring maximum traffic to the Facility at all operating hours. • Local rents are low and there are currently high vacancy rates. • A significant tenant improvement allowance would likely need to be offered. • The City of Niagara Falls has an abundance of eating establishments due to the high tourism factor making it extremely competitive for eating establishments • Local entrepreneur or non-profit may deem it too difficult to work with the City at the Facility rather than renting a space privately elsewhere in the City (it was noted that the café would not be part of the City’s concession program at other venues such as the arenas) • This location would probably be a café’s second or third location, so it may not be a “flagship” type location Page 335 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 25 of 72 City / the Facility • Centralized room booking for the Artist Studio Space, Woodworking Studio Space, museum meeting room rentals, and café space rental could be performed with the same staff thereby avoiding duplication of staffing and creating operational efficiencies • Ensures café adheres to the vision and principles established for the Facility • Any profits generated would flow back into the programming and operations of the Facility (e.g., owners of Distillery District in Toronto operate many of the eating establishments) • Able to develop, manage or control its own program events • Catering would be in-house reducing event expenses if only paying wholesale costs • Would be able to receive grants and funding for training and staffing expenses • Can be entrepreneurial with quick market reaction with proper hiring of manager • Requires staff to have expertise in not only the operation of the cultural facility but also food services, health and safety procedures, staffing, etc. and may stretch limited staffing resources too much • May operate at a significant loss which would need to be covered by the operating budget • May be viewed as unfair competition by other eating establishments in the area if it is subsidized Hybrid Model – Lease Agreement (or Hub management) operates with required partnership with social enterprise • May be able to achieve multiple objectives of a professionally managed café space with programmed events and work with social enterprise • Could be a training centre for Niagara College Canadian Food and Wine Institute • May require additional oversight by the City to ensure the café is adhering to the agreed upon rules and how to enforce the rules and penalties if they are not adhered to Page 336 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 26 of 72 4.1.3 Hours of Operation Following are key considerations for the hours of operation for the Facility. • Based on the local population eating and drinking expenditures and the location, there is not likely to be a big demand for breakfast at this site. The site would be best positioned for snacks (morning and afternoon coffee with baked goods), lunch and a light and reasonable dinner offering (lunch and dinner menu can be the same). This matches the museum visitation hours. • An exception would be the farmers’ market day; the Cafe/Lounge should open at 7 AM, where there may be some demand for breakfast. • Whether the café is City / the Facility managed or is a Lease Agreement, it should still be managed in an entrepreneurial fashion with hours that match demand – hours would vary during the week. • Recommended core hours of operation should be: Monday to Wednesday (10 AM – 8 PM); Thursday to Friday (10 AM – 10 PM maybe later; Saturday (7 AM – 10 PM); and Sunday - possibly closed or open just for brunch from 10 AM – 3 PM. 4.1.4 Client Segments Key client segments include: • Local service and sales workers and neighbourhood residents including some commuting traffic would be key target market segments. • A less important market segment would be makers and visitors who visit the Facility (for events, browse artists, visit museum, visit farmers’ market, yoga, movie, etc.) from the entire Museum Precinct – However it is important to note that this is a secondary market - the café cannot sustain a viable revenue stream from this target market. • If a Lease Agreement is entered into with an outside organization, the team would be able to develop a calendar of events to draw visitors to the café and the Facility through programmed activities (note that the social enterprise model would not be able to develop a similar programmed event schedule and would rely on the Facility’s own programming). However, as noted above, relying on attendees to programs will be supplemental revenue and not a core base of the café revenue. 4.1.4 Space Parameters The main space parameters include: • Ground level of Cultural Building facing plaza on Main Street • Opportunity to use plaza for outdoor seating in the summer as well as programmed events • Dual access from plaza and from inside the building • Total area: 1,798 SF • Number of seats – based on industry metric of 13 to 15 SF/ seat, allowing for production space this café will seat at least 60+ people • Number of outdoor seats – depending on configuration, it should be possible to have at least 40 seats outside • Space could be reconfigured at different times to allow for art shows, performances, movies, kitchen demonstrations, etc. Page 337 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 27 of 72 4.1.5 Other Key Activities and Programmed Events Following are a number of possible activities and events that could occur on the site. • Have places for co-working to occur on site • Singers/concerts Thursday and Saturday • Karaoke Wednesday • Game night Sunday • Book club, poem night, speaker series (get to know your HUB members) Thursday (once a month for each) • Comedy Tuesday • Yoga, Pilates, Tai Chi, etc. in the plaza in the morning and/or early evening • Movie nights inside winter and outside in summer (repertoire moves- e.g., art- themed movies) • Art shows or artwork on the walls of the café (some may charge a commission on sales) • Culinary classes and workshops • Kitchen cocktail type events (or local food / wine / beer pairing events) • Corporate events and off-site convention venue • On-site and off-site catering • Merchandise – t-shirts, mugs, posters Note: Under the Lease Agreement management option, the lessor organization would be able to develop and run these types of programmed activities and events. Under the social enterprise and City / the Facility managed options, these activities would all be programmed and managed by City / the Facility management. 4.1.7 Special Capital Cost Considerations, Venting, etc. – based on fully equipped cooking kitchen Following are key capital cost considerations for a fully equipped kitchen. • Demonstration kitchen • Service counter for carry out service including coffee. • Internet broadband and Wi-Fi (on its own or through the Facility) • Bluetooth connectivity • Audio/video capabilities for small performances, movies, open mic nights, etc. • Multiple plugins, electrical outlets throughout the seating area • Space built to baffle sound and reduce noise • Base building requirements supplied by the City / the Facility in all management options include: o 10–16-feet cooking exhaust hood (estimate 3000–4000 CFM) o Make up air system (80% of cooking exhaust hood CFM) o 208 / 240-volt electrical capacity for dishwasher or food prep equipment; a series of NEMA 5-20 receptacles at all counters and in the presentation area o Designated hot water supply (140ºF) o Grease interceptor for pot sink / ware washing o Wall finishes to be smooth and easily washed down o Stainless steel wall finish behind hood from floor to bottom of exhaust hood o Secured storage area Page 338 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 28 of 72 o Waste sorting and holding. o Full HVAC for seating area • Some base kitchen equipment supplied by the City / the Facility for all management models would be: o Two-door reach in cooler and separate freezer o Stainless steel prep sink o Hand-washing station o 3-well pot sink o Commercial dishwasher with ventilation • Other equipment that may also be supplied by the City (on behalf of a Facility-run or social enterprise run model) or alternatively would be supplied by the Lease Agreement operator include: o Convection oven (gas) o 6-burner cooking range (gas) o Flat grill o 20-quart mixer and small-food processing equipment o Fryer – optional o Proofer/ warmer - optional o Walk-in refrigerator (freezer) - optional • The café/lounge vendor/tenant should be responsible for: o Cooking equipment o Prep tables, mobile stainless tables, storage and pan racks o POS o Display cases o Millwork o Wall décor and specific finishes o Exterior and interior signage o Furniture, furnishings o Small wares o Operating products 4.1.8 Revenue and Expenses for Café Projecting café revenue for the four options will be difficult and varies depending on each option. • The social enterprise venture café revenue could generate $100,000 to $200,000 annually based on limited menu items, lower priced items, no alcohol sales, and limited hours of operation. • The Lease Agreement model has higher revenue based on an extensive menu, competitive pricing, alcohol sales, longer hours of operation, and the ability to program space to draw customers for events. Revenues could reach $450,000 + annually within five years. Page 339 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 29 of 72 An analysis of local rents in the area yields the following. Private Sector Local Retail Rents in Main and Ferry Area Address Size (Sf) Rent / Sf 6065 Main St. 400 $21 – gross 6458 Allendale 500 $12 6360 Lundy’s Lane 3,600 $20 – gross 6474 Lundy’s Lane 2,630 $18 – gross 6566 Lundy’s Lane 1,400 $22 – gross 5762 Stanley Ave 500 $11 - net 5846 Drummond Rd 1,667 $17 - net 6710 Drummond Rd 864 $10.50 plus $6.50 TMI 6689 Drummond Rd 12,000 $20 - gross Net rents are in the range of $10 to $14/SF Potential Revenue Contribution to the Facility: Three Options 1. Social Enterprise Managed: $0 2. Lease Agreement Managed: based on 5% to 8% net rent on sales which would be equivalent to $10,000 to $15,000 net rent but this could grow to $36,000 in the future if managed successfully (10% sales if gross rent is charged and the City / the Facility pays for the full fit out of the café space 3. City / the Facility Managed: $10,000 estimated return to operating budget 4. Hybrid model: similar to Lease Agreement model $10,000 growing to $25,000 in year 5 Hybrid and Lease Agreement recommended to have a base rent of minimum $1000 per month plus a percentage of revenue. Operating Expenses • Café will be metered, and operator/tenant charged for utilities (electricity, gas, water), CAM charge, insurance charge, etc. • Under the social enterprise model and City / the Facility model, additional expenses beyond staffing and cost of goods sold are all absorbed by the Facility and the City (rent, utilities, programmed events, etc.) • Some staffing expenses are covered by grants and programs through different government bodies and agencies if it is a social enterprise. Even a private sector and hybrid model can access staff funding programs if they hire disadvantaged persons or other similar programs (e.g. youth). Other Rules and Regulations • Potential to make product such as a coffee roastery, baking/sweets on site, or full restaurant • Adhere to 100-mile product sourcing condition; however, it is very difficult to administer and adhere to these specific rules. It will require some type of guidelines which can be reviewed and evaluated by the Facility Page 340 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 30 of 72 • Café has right of first refusal to operate a stall during events • No corporations or chains allowed if it is a Lease Agreement • Operator must hold valid licenses, permits, health certificates, insurance, etc. Other Following are other considerations the City should consider: • Develop mechanisms to encourage locally sourced talent • If run by a social enterprise or Lease Agreement, coordination on items such as security, janitorial staff, hours of operation, code of conduct, etc. would need to be determined with the rest of the Facility operations • Catering (some or all) events at the Facility as part of the contract • Hours of operation to be included as part of the RFI • Any lease or MOU would be reviewed bi-annually for two years and annually thereafter to address any specific products sold, sourcing, and conflicts with the Farmers’ Market or local area businesses • Definition of use and restriction of parking to be addressed 4.1.9 Marketing Key marketing considerations for each option include the following: • If café is operated by social enterprise or Lease Agreement, they would be responsible for the majority or all marketing • the Facility would be allowed to market the café, hours, access, etc. in their overall marketing strategy • Encourage direct marketing to Wi-Fi visitors, the Facility members, the Facility visitors (potentially a loyalty card stamp system, an app system, or other) • Consider the development of a real-time app system that lets followers know what is specifically happening at the café (e.g., What’s in the café’s ovens this morning? Today we have blueberry muffins made with fresh off the farm Niagara blueberries….) This creates immediacy demand and allows the café to keep their marketing fresh • Develop an extensive social media platform for the Café – Twitter, Facebook, Instagram • Encourage guerrilla marketing tactics such as postering around the neighbourhood and City, standing outside on the street and in the plaza with sample trays, free samples, chalking the sidewalks, and sandwich boards should be used • Encourage partners to do the heavy lifting in marketing to get the word out about the high-quality product and the social good work that is undertaken at the café (e.g., coffee partner, social enterprise partner) • Develop a public relations campaign • Become social enterprise certified (B Certified, Buy Social Canada) • Develop a brand linking (1) café/eating and drinking, (2) social enterprise, and (3) programmed events • Carry out a detailed programmed events calendar Page 341 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 31 of 72 4.1.10 Case Studies Examples of Other Cafes Run as Social Enterprises 1. Fabarnak Café: The 519 Community Centre, Toronto Type of Operation: Operated as a social enterprise directly by the Community Centre, Fabarnak provides job opportunities and training to individuals with employment barriers, offering them a chance to work side by side with a team of professional chefs and front-of-house staff. • Hours of Operation: M-F 8:30 AM to 4 PM; Sat 9 AM to 4 PM (approx. 8 hour/day) • Total Revenues including catering: $60,000 (based on sources from 2010) primarily from catering in-house events and programs • Total Expenses: $75,000 (based on sources from 2010) 2. Out of this World Café, CAMH, Toronto: Operated by Working for Change Working for Change also operates Green Thumb (landscaping / horticultural oriented) and Raging Spoon (catering only) Type of Operation: Working for Change is a charitable organization that emphasizes the importance of work in the lives of people who have been marginalized. The organization operates social purpose enterprises, leadership, and pre-employment training programs, as well as provides community - based research and public education on issues related to poverty, mental health, and addictions, violence against women and newcomer/refugee challenges. • Manages four locations including café and catering spaces • Sales $900,000 including café and catering (café is $585,000) • Pay rent to CAMH of 2% of gross sales = $18,000 approximately 65% is café = $11,700 • 4 FT employees used, and they are all funded through government programs such as Toronto Enterprise (United Way), Cooperators Community Fund, Ontario Ministry of Health, etc. • CAMH clients are paid minimum wage or higher • No volunteers • Generally, open Monday to Friday 7 AM to 4 PM • Do not organize any other sales or events on sites • Working for Change paid for all their equipment in the café • Need a good relationship with hospital • Have no exclusivities related to other food services leased on CAMH properties • Primarily clients and CAMH staff use the café • Increased consumer trend to social enterprises but are not B Certified Page 342 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 32 of 72 3. Klink, Danforth and Pape Avenue, Toronto, John Howard Society Type of Operation: Employment readiness, skills training, and services for former prisoner clients, internship at KLINK Coffee -- social enterprise, on-the-job work experience, and job placement and follow-up • Certified: Buy Social Enterprise Certificate • Original grants were from the Federal Government and continued support for branding • The company does accept donations from website visitors • Currently, the company is still a charitable social enterprise, but plans are for the business to be incorporated and seek out private sector funders/partners as a private non-profit corporation (all proceeds go into training) • Sell: Reunion Island coffee • Locations: Sell through Imperial Coffee Service and storefront on Pape Ave. Toronto • Online Partner: Culture Coffee Bean manages their website sales • Work with Employment Ontario Service Providers – Dixon Hall, Centre for Education and Training, JVS Toronto, St. Stephen’s House Lessons Learned – Klink Coffee • Cannot compete with lower-priced Cafe/Lounges in the private sector • There is demand for a higher quality product built around the model of the Social Enterprise / Charity • Most sales come from wholesale operations to office clients and other non- profits • Can partner with an online supplier however due to the high delivery costs this model needs to be thought through to determine if the product can be shipped directly from the roastery rather than paying for double shipping • Begin early negotiations with Canada Revenue Agency to ensure the business is in compliance with all rules, regulation, competition, charity status, etc. • Growth is limited within a charity status Page 343 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 33 of 72 Example of Private Sector Café with Arts and Culture Orientation 1. Mahtay Cafe/Lounge Locations • Have main location in Downtown St. Catharines • Second location associated with Brock University contract Rent • Rent at second location is based on 10% gross revenue (equals gross rent and covers CAM costs) • If landlord pays for full build-out, then % rent is 10%; if tenant pays build out then % rent is 8% to 9% • TI: 6 months free rent Staffing • Primarily private sector staffing • Do apply for grants to hire staff for in need individuals such as developmentally delayed • Used grant programs to hire a disadvantaged person and after the grant ran out continued to employ that person Sales • Increased sales 555% from 2012 to 2017 (fivefold increase in sales) • Sales split by 80% food, 15% alcohol, and 5% catering • Offer 10% discount to local employees Hours of Operations • Operate 7 AM to 11 PM Partnerships • Extensive partnerships Event • Book events using Google Calendars Activities • Co-working space offered on-site • Events – event organizers who book space raise money through their own fundraising whether that is cover charge at the door, passing a hat, etc. but they do not get a % of sales • But they are not charged for the space either • Other groups (e.g., meetings) are charged to use space ranging from $0 to $40/hour (sliding scale) and are charged for food if they purchase • Sell art in space and receive 20% commission Page 344 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 34 of 72 Example Visitation at Area Cafes – Thursday and Saturday (or Friday) Mahtay Café. St. Catharines Black Sheep Lounge, Welland CSI Café Paint Box Bistro, Regent Park, Toronto Out of This World Café, CAMH Toronto Page 345 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 35 of 72 Findings: • Early afternoons are some of the busiest times for these Cafe/Lounges • Many places close early or are closed on weekends • Mahtay Café has higher visitation in the evening • Most places, weekends are lighter than weekdays or as mentioned, they are closed 4.1.11 Café Recommendation Issue a Request for Expression of Interest for a Lease Agreement with a private or non- profit sector operator who will agree to hours of operation and program activities and events in the space. This allows potential operators greater flexibility and creativity in developing their proposed business models without committing to specifics on their revenue model. The City can then choose the operator that best aligns with its needs and then determine the financial model that works best. Page 346 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 36 of 72 4.2 Artists’ Studio Space 4.2.1 Goals • Offer competitive and sliding scale below market rates for artists and makers to create visual arts • Offer flexibility in terms of weekly, monthly, and annual membership agreements (monitor demand in the first year to determine if daily rates may be applicable) • Provide high-quality space conducive to artists' needs in terms of ceiling heights, lighting, ventilation, freight elevator, finishing areas, some tools, fume hood, washing station and disposal area, etc. • Provide space primarily for City of Niagara residents, new artists, and artists wishing for increased collaborations • Encourage or insist that artists agree to participate and exhibit in a set number of art shows per year and/or contribute in other ways such as leading workshops, training, education, mentorship or other programmed events at the Facility (see next bullet point) • Encourage artists to develop their own programming and events (set number of free – or reduced fee rates for use of other space in the Facility for programmed event that brings people into the site) – artist offering painting instruction to young children or John Howard Society members, etc. 4.2.2 Management Options • There are two models of managing/operating the Artists’ Studio Space (as well as coordinated use of other rooms in the Facility such as the classroom meeting rooms) o Managed by the Facility o Managed by an artist cooperative 4.2.3 Hours of Operation • Hours of Operation - 24 hours / day access limited staff support 4.2.4 Space Parameters • Second floor of Cultural Hub building • 3,705 SF of space for artists broken up by east room 1,207 SF (2) west room 2,250 SF, including fume hood area, and (3) washing areas 248 SF • Efficiency ratio 81% of the usable 3,457 SF for circulation equates to 2,800 SF for stalls for artists • Stall size: 10 x 10 or 100 SF with moveable partitions permitting flexible floorplans • 28 stalls (note an artist can occupy two stalls, half a stall, one and half stalls, etc., and some stalls will be private including the option for secured storage) 4.2.5 Key Activities • Local artists in primarily the City of Niagara Falls or Region – beginning artists who have no access to space at present, specialized artists, or artists who wish for increased collaboration, and artists wanting specialized space for finishing projects • Determine if there are restrictions on materials and what is provided by the Facility Page 347 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 37 of 72 • Primarily all materials must be brought onto the premises and removed at the end of the session, but some artists’ space may be longer term oriented • Storage may be available on second floor and basement 4.2.6 Potential Partnerships • Niagara Falls Art Gallery • Niagara Arts Showcase • Neto Native Arts • Niagara Art Centre • Carmel Fine Art and Music Festival 4.2.7 Special Capital Cost Considerations • Moveable walls/dividers • Workshop space for finishing art/framing • Broadband and Wi-Fi (on its own or through the Facility) • Bluetooth connectivity • Multiple plugins, electrical outlets • Spill-resistant flooring • Non-slip floors • Utility sink (potential for a special disposal sink) • Spray paint room, screen print station • Light exposing table and other photographic type processing equipment • Frame or wood working station • Some tools will be available on-site including a limited number of easels, frame making tools such as screwdrivers, small handsaw, level, etc. as well as some products such as cleaning solutions, solvents, rags, hanging wire, screws, drying racks, etc. • Natural light and special use artificial light • Vibration and noise mitigation from Café and Workshop 4.2.8 Revenue and Expenses for Artists Space Two potential scenarios are envisioned with respect to this space. The ideal situation would be to have an Artist Cooperative run the space. However, in the beginning years, a City managed program may be the best until there is a local Niagara Falls based cooperative. Artist Cooperative • Lease space to an Artist Cooperative to manage on behalf of the Facility • Cooperative would require a subsidy to manage the space on behalf of the City $10,000 to $30,000 • The City would not have expenses related to staff management, recruitment marketing, etc. of the Artists’ Space City Managed • Create 28 10 x 10 stalls (can be divided or added together (e.g., 50 SF or 150 SF or 200 SF) Page 348 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 38 of 72 • Some stalls would be monthly use and some would be longer term rentals • Rate Structure: o Monthly: $125 o Annual: $1,000 - $1,500 Artists’ Studio Space Rental Revenue – Year One (see appendix operating budget for full five-year budget) Rental Period Number of Stalls Utilization Rate Revenue Monthly 15 stalls 40% $125/month $9,000 Annual – open area 8 stalls 80% $1,000/year $6,400 Annual - private space with storage 5 stalls 80% $1,200/year $4,800 Total 28 stalls $20,200 Annual membership fees: $40 100 Artists Revenue: $4,000 This fee along with the stall rental would allow an artist access to the Woodworking Space. Expenses • Other fees that may be considered are waste disposal fee, security and cleaning fees, printing, etc. These would primarily be flow through expenses and not revenue generating fees. • We have built in some storage fees associated with the space. Additional storage fees may be considered in the future depending on layouts. Note that revenues and expenses can be affected by grants, subsidies, financial assistance programs, and crowdfunding initiatives. 4.2.9 Marketing Extensive artist retention, recruitment, and expansion campaign that is focused on: 1. Come back to Niagara Falls – call to action 2. Emerging artists at colleges, universities, technical schools (e.g., Brock University) 3. Guerrilla tactics at art shows, craft fairs, etc. with postering 4. Niagara Falls Art Gallery and other artist centres 5. Online discussion groups – Facebook, Instagram, etc. 6. PR – have articles written in newsletters, newspapers, artist journals, and magazines, as well as active website that is easy to sign up for membership and space rentals, etc. 4.2.10 Volunteers • Demarcate space for artists, users Page 349 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 39 of 72 • Ensure tables/chairs put away at end of session and report any issues to Facility Manager • Answer Inquiries (room temperature, set up, access tables and chairs, etc.) • Help with programmed events put on by artists including shows, workshops, training, etc. Examples of Artist Spaces Rental Agreements See examples • Centre for Social Innovation • 401 Richmond Open Studio • White House Studio • Akin Collective • Gerrard Arts Centre • Niagara Arts Centre 4.2.11 Artist Studio Space Recommendation The City manages the Artists’ Studio Space and, in the future, transitions over to a local Niagara Falls based Artist Cooperative. This allows for direct oversight by the City to ensure that space is being used by local artists and that sufficient resources are provided to produce high quality work. This scenario will benefit the City of Niagara Falls by allowing for desired artist retention and growth as well as some opportunities for artist recruitment into the City. Page 350 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 40 of 72 4.3 Farmers’ Market and Market Hall 4.3.1 Goals Farmers’ Market • Provide indoor and outdoor space for a year-round farmers’ market in order to retain and attract farmers and vendors – the space would provide a local alternative to Welland and St. Catharines markets • Adhere to the vision of a makers' space where a high proportion of vendors grow, produce, make their own products and/or source the products within a 100-mile radius (on the Canadian side of the border) • Preference given to locally sourced vendors • Add excitement to the area • Potential to add further market days or other events such as an art market, vintage market, antique book fair/book fair, Holiday market, etc. Other Activities • Develop other similar programming related to artists, creators and makers of things to use the space requiring 2,000 to 3,000 SF for their activities (e.g., 100 to 150-person capacity venue) • Allow members to develop programmed events in the space, such as the Café running a workshop or film night, an artist running a larger workshop requiring 2,000 SF, and art show, etc. • Finally, if the room is available, the space can be rented out to organizations (public, non-profit, other, private) and individuals • Do not compete with other venues in Niagara Falls for weddings etc. 4.3.2 Management of Market Hall • Market Hall including the Farmers’ Market is managed by City staff 4.3.3 Space Parameters: • 3,952 SF including storage area • Market Hall and parking lot on Sylvia Place • Access from inside facility and two garage doors on outside – allow trucks/vehicles to drive into space • Loading dock area to the side (north entrance) along with additional entrance that would include shelving and cold storage for event catering • Venue is equipped for audio / video performances • Space built to baffle sound and reduce noise 4.3.4 Key Activities at Market Hall Space Farmers’ Market • The Farmers' Market would operate every Saturday morning (7 AM to 1 PM with a 2- hour window on each side for set up and tear down = 5 AM to 3 PM) • Market would eventually expand to a weekday • the Facility provides tables and tents for outdoor vendors for consistent identity and stored in the Facility basement Page 351 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 41 of 72 • No vendor would be allowed to store any of their display equipment on-site. All materials must be set up and removed at the end of day. • The parking lot area should be as flexible as possible to allow multiple layouts. Obstructions such as trees and planters should be kept to a minimum and consideration for mid-sized truck turning movements, grade should be reviewed • Ideally, no vendor will sell from the back of their truck/vehicle. However, if allowed, the vendor would be charged according to the number of stalls they require for their entire operation (including the space in the market area for their truck). Market Hall • The Market Hall can be structured to allow other Facility users and members such as the café, Woodworking Studio Space, makers, artists, makers, museum, etc. to use the Market Hall space as part of their agreements. (Determine if members may also be entitled to free or discounted rent) • Any private programmed events or meetings would be charged full rates Programmed Events Beyond Farmers’ Market Following are diverse examples of the type of programming that may be encouraged on the site. • Art, craft festival type shows (can be large multiple day events) including Holiday Market • Vintage shows – clothing, home furnishings, books, maps, etc. • Demonstrations for artists, makers, bookmaking, etc. (e.g., Niagara wood carver demonstration and competition) • Education, training, mentoring related to artists, makers, etc. • Food programs (e.g., how to cook – seniors, newcomers, kids – growing chef program), vendors use of kitchen – how to make pickles, artistic food (e.g., cake decorating), ethnic specialty cooking, mothers club (note some of these programs may need to be coordinated with the kitchen in the café) • Concerts – local school choirs, buskers, musicians, comedy, open mic, theatre performances, larger concerts/bands (including use of parking lot area) • Major events such as Art Shows held several times throughout the year • Charity, non-profit group meeting – e.g., Parkinsons board meeting, Niagara Crime Stoppers • Private sector – meetings, internal meetings, etc. (that cannot be accommodated elsewhere) Note that many of these events will make use of not only the Market Hall space but also the adjoining outdoor spaces Page 352 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 42 of 72 4.3.5 Revenue and Expenses for Market Hall Revenue • Market Hall Rates are established based on the type of user. Our analysis has the following types: o Community Makers o Private Sector o Internal • Farmers’ Market rates are established based on a combination of the following factors o Hi and Lo Season Rates for Saturdays o Hi Season Rates for weekday market o Different rates for inside and outside stalls A summary of other market rental rates is provided below: Summary Comparison of Other Farmers’ Markets Municipality Location Stall Size Type of Vendor Number of Stalls Daily Rate Special Rates - Charity 1 Month Rate 20 Weeks to 6 Months 12 Months Annual Fee Electricity Fees Grimsby Outdoor 10 x 10 $30 to $35 $35 St. Catharines Indoor 8 x 8 $38.32 *$15.93 $147.52 $885 $1,770 $25 $17.61/month $127.52 $765 $1,530 $17.61/month $100.52 $603 $1,206 $17.61/month NOTL Outdoor Tables Farmer $30 + 2% sales $125 $440 Prep Fd $75 $325 $1,000 Welland Indoor $500 to $700 Outdoor $36.75 $120 Cambridge Outdoor 35 to 40 $20 $775 $775 Indoor Perm.$2,600 Dieppe Outdoor 32 $33.46 Art Shop $25 Halifax Outdoor 4 ft. linear 20 $45 London CG Outdoor $30 $520 Perth Ind/Outdoor 20 $15 $220 $30 Page 353 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 43 of 72 Market Hall Rental Revenue – Year One (see appendix operating budget for full five- year budget) Rental Period Number of Stalls Utilization Annual Rate Revenue Indoor Market Hall Saturdays - Hi Season 14 80% $450 $5,040 Indoor Market Hall Saturdays – Lo Season 16 60% $200 $1,920 Outdoor Market Saturdays – Hi Season with Electricity 27 50% $460 $6,210 Outdoor Market Saturdays – Hi Season without Electricity 27 20% $400 $2,160 Outdoor Market Saturdays – Lo Season with Electricity 27 60% $100 $1,620 Outdoor Market Saturdays – Lo Season without Electricity 27 15% $75 $304 Weekday Market 35 60% $150 $3,150 Hall Rental – Internal Rate 300 days 5% $0 $0 Hall Rental – Community Makers 300 days 10% $250 $7,500 Hall Rental – Private Sector 300 days 7.5% $500 $11,250 Hall and Outdoor Space Rental – Community Makers 300 days 5% $375 $5,625 Hall and Outdoor Space Rental – Private Sector 300 days 3% $775 $6,975 TOTAL $51,754 Page 354 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 44 of 72 Expenses • Staff oversight and marketing expenses are part of the Facility operating budget • Vendors clean their stalls but overall cleaning and maintenance and if security is required are provided by the City / the Facility Other Rules and Regulations • Need to enact strict rules and regulations related to number of farmers, number of certified farmers, number of local farmers/vendors (see rules and regulations for other markets, MyPick certified, etc. However, the Facility will determine the exact rules and regulations including number of farmers and any certification as the farmers’ market evolves. 4.3.6 Marketing Farmers’ Market • Signage around the site • Increased use of technology with an app loyalty program (e.g., Follow farmer as they pick and when they leave for farmers market, Send out reminder to the Facility followers that farmers are loaded and on their way to the market, Market – “What’s in my truck today”: “I’m leaving the farm now… in my truck I have strawberries, raspberries, apples, …”, etc.) • Create videos and YouTube videos of farmers (use Google, Facebook, etc.) • Join local neighbourhood groups such as mom groups – Momstown Niagara, Niagara Moms and Me, and neighbourhood residents’ associations • Create a Niagara Falls recipe book Other Events • Capture performance at Market Hall on YouTube videos and send out to members (clips of videos) • Signage, sampling trays, postering • Any programmed event would be marketed by that organization. the Facility can assist with amplifying message to their social media and print/radio contacts 4.3.7 Volunteers • Set up and tear down of events • Demarcate space for vendors or space users • the Facility programmed event – waiters, servers, pourers, sales/tickets, coat check, greeters, ambassadors, ticket/entry control (not security) • Run programs such as kids’ zone at the farmers’ market Page 355 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 45 of 72 4.4 Woodworking Studio Space 4.4.1 Goals • Create a Woodworking Studio Space area with a selection of tools that are costly to rent commercially but practical for the creation of art and arts and craft materials. These tools could include: o Table saw o Miter saw o Planer/ Joiner o Drill Press o Band Saw o Sander o Bench with Vises • Develop the space for the needs of local residents as well as craftsmen who can use the space for their projects • The space could also be used by artists in the Artist Studio Space for their projects • Ensure that all materials must be removed at the end of the day, some storage provided onsite for a fee • Encourage members to provide additional workshops, mentoring, training, etc. that will draw visitors to the site 4.4.2 Management Options • Managed by the City 4.4.3 Hours of Operation • Generally, hours are limited to one staff person shift 4.4.4 Space Parameters • The gross square footage is 1,110 SF which should accommodate a limited number of machines and workbenches (see above under Goals for a partial list of potential tools) • Noise baffling measures need to be installed • Special requirements such as power, dust collection and waste disposal need to be addressed 4.4.5 Key Activities • Use of the space will be restricted to the following: o Limited on-site storage is available in the woodworking studio space o Focused on higher quality woodworking o No highly flammable materials • Workshop members would be encouraged to provide additional programming of events/shows, education, training, mentoring that would take place elsewhere in the Facility or Museum Precinct Page 356 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 46 of 72 4.4.6 Special Cost Considerations • The cost and replacement of the tools associated with the space will be significant. Interviewees indicated most tools are donated either from homes, workplaces or from retailers. • CRA rules on donations should be followed up by the Facility 4.4.6 Revenue and Expenses for Woodworking Space • Rate Structure: o Daily: $25 o Monthly: $100 o Annual: $800 to $1,000 Woodworking Space Revenue – Year One (see appendix operating budget for full five- year budget) Rental Period Number of Visitors Rate Revenue Daily (excl. holidays) 1 $25/day $8,900 Monthly 20 $100/month $24,000 Annual 3 $1,000/year $3,000 Total $35,900 Individuals wishing to use this space must successfully complete a training course. With an estimated 200 paying members, the revenue received would be $8,000 annually. Annual membership fees would include training course costing $40. Note that most of this revenue would be spent on hiring personnel to conduct the training course. Other fees may include storage fees. Note that revenues and expenses can be affected by grants, subsidies, financial assistance programs, and crowdfunding initiatives. Expenses the Facility is responsible for cleaning, maintenance, room booking, marketing, staff supervision, training, and replacement or repair of machines. Page 357 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 47 of 72 4.5 Programmed Events 4.5.1 Goals Programmed events will be essential for the operations of the site. Facility programs will be developed to achieve the following goals. • The primary goal will be for members to develop their own events • City / Facility management is also encouraged to develop its own programs. • Event managers and programmers should Include many of these programmed event ideas have been listed in previous sections (e.g., Market Hall events) • Events should be developed with a view to creating a long-term sustainable model based on paying it forward • Events will be a place of constant renewal and will ensure the programming is fresh and relevant through evolving and expanding programmed events 4.5.3 Management • Events will be produced in-house by the Facility as well as those developed by others and staged at the Facility 4.5.2 Space Parameters • Events will take place at any and all of the indoor and outdoor spaces 4.5.3 Key Activities • Each artist studio tenant, (member) Woodworking Studio Space maker develops his or her own programming • Contracts may be written to enforce or encourage member programmed events in return for access to free or low rent space • Other activities at events could include food truck revenue generation 4.5.5 Revenue and Expenses for Programmed Events • Limited revenue is expected for the Facility and member programmed events • There are a variety of programmed event financial models based on revenues earned and dependent upon who is responsible for expenses • the Facility will encourage a wide range of uses. However, actual experience has dictated that most events break even 4.5.6 Marketing • Each member is responsible for their own marketing • the Facility will amplify the message through its marketing network 4.5.7 Volunteers Volunteers can perform a number of useful functions at the venue, including for example: • Ambassadors, greeters, wayfinding, coat check • Ticket sales, entry check at gated area • Set up, tear down • Assist in running events on a case by case basis Page 358 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 48 of 72 5. MARKETING PLAN FOR THE FACILITY While each of the various component parts of the Facility development will have its own ‘constituency’ of interest and marketing in terms its own users and supporters, there is a larger sense in which the Facility should be marketed as a ‘place’ unto itself. Other successful similar venues such as Toronto’s Artscape Wychwood Barns, London’s Covent Garden Market, and Toronto’s St. Lawrence Market, have established themselves as distinct areas, and contributed greatly to the quality of place of the areas in which they are located. The Facility has a similar potential and should be promoted as a place in its own right. While this is not the place to outline a complete marketing plan for the Facility, there are certain elements of an overall marketing plan that should be noted. These are: • Branding: An iconic and distinct brand identity should be developed for the Facility, with a visually attractive logo and possible tag line. • Signage: Interesting and innovative signage for the Facility should be developed (using the brand developed) and used not just within the Facility but as part of a wayfinding strategy in the neighbourhood to orient visitors to its location. • Web site: An attractive web site should be developed for the overall the Facility development and its operations, linked to but distinct from, the City. • Place promotion: The Facility should also be used as a prominent location for key public relations opportunities and key events (such as political announcements about key cultural events; start and ending location for parades or marathons; etc.). This will help entrench the Facility as a top of mind cultural location in the municipality. • Social media: An active online and social media presence should be established around the Facility, using the full range of media tools. Real time apps such as “what’s in the farmers’ truck this morning, what’s on the band’s playlist for tonight, what’s the artist working on today, what’s in the café’s oven this morning…” • Newsletter: A regular (bi-weekly or monthly) newsletter of upcoming activities and events should be created with an active intention to grow and develop the list of free subscribers to the list. • Traditional media coverage: In addition to the above, occasional ‘traditional’ media coverage may be appropriate for certain events and activities when it is desirable to reach a larger audience. Radio and print media are likely the two traditional media to be most frequently used in this regard. • Animation: Ideally, the Facility will be animated with activities, programming and events as much as possible generating a sense of energy and traffic around the site Page 359 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 49 of 72 and its components. In addition to this promotion of the Facility as a unified place and entity, each of the individual enterprises comprising the cluster will have its own marketing activities as well. These are described in the individual descriptions of each activity. Components of the Development The Facility is conceptualized as consisting of a series of inter-related and mutually- supporting enterprises that collectively comprise a compelling attraction for residents of Niagara Falls, as well as visitors and tourists to the City. The ways in which the components support one another are outlined below. Farmers’ Market: The core of the operation will be the twice-weekly Farmers’ Market, occupying a large Market Hall area that could be used for other activities on days other than Wednesdays and Saturdays. The market will sell locally produced and sourced foods as well as crafts and artisan items. Café: A food service café operation is essential to support the Farmers’ Market, as this will cater to the needs of the visitors to the market. As well, being accessible the surrounding area it will provide essential foodservice availability to the neighbourhood as well as the users of the Facility in the Artist Studios and Woodworking Workshop including programmed events. Food Trucks: In peak times (i.e. market days, and various other times when major events are on), food trucks will be critical to supply a variety and volume of food items that are not carried by the Café operation. Artists’ Studio Space: the provision of Artists’ Studio Space is another core function of the Facility. This also acts to draw in residents and visitors to the Facility. As well, artists using the space provided by the Facility can sell their productions on market or programming event days, so the Facility acts successfully to ‘bring in the market’ to them. Woodworking Studio Space: Users of the Artists’ Studio Space, as well as members of the public (presumably those living in the nearby vicinity of the Facility) will be able to use the woodworking tools. In addition to being a key strategic resource available to users of the Facility, this provides another reason for residents to come to the overall facility. Page 360 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 50 of 72 6. OTHER ISSUES – ACCESS SYSTEMS The following compares the attributes of a magnetic stripe card and an RFID card to be used for access control. Both systems are in common use and the training and equipment required of each is widely available. The RFID card would be similar to the City of Niagara Falls’ use of proximity readers. Note that eventually through the use of Bluetooth technology, rooms can be accessed with a smart phone. MAGNETIC STRIPE RFID (Proximity Reader is a type of RFID) What is it? • A magnetic strip is encoded with information that is read by swiping it past a magnetic reading head. • RFID Key is short for Radio Frequency Identification Key and it uses very high frequency radio waves to read the card Pros • Digital room metrics and analytics • Digital shutoff if lost or stolen • More affordable than RFID • Ability to store more data on the card • Suitable for more complex ticketing allowing data to be written and read in the field • Digital room metrics and analytics • Digital shutoff if lost or stolen • Can be used from inside wallet or pocket • RFID locks are weatherproof as there is no exposed slot • Data on card is secure due to encryption • An RFID tag could be used to track assets (who, when, how) Cons • Mag stripes can get dirty and not work • Plastic card may break • Needs to be inserted in card reader to function • Mag stripes that come in close proximity to a magnetic force may erase the data (magnetic clasp on wallet or purse) • Poor security unless supplementary measures are taken • Expensive to replace cards • More expensive lock • Limited data storage • Can be incompatible with some cell phones Cost $.20 to $.40 per card $2.50 per card Page 361 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 51 of 72 7. OPERATING BUDGET The Operating Budget has been prepared on the basis of operating the various rooms and activities as identified in the DTAH report and Concept Plan and as modified by the August meeting which further refined the original concepts. In order to estimate revenue, each of the areas has been modelled. The key assumptions utilized in forecasting revenue are contained in the detailed calculations. The results are presented in the Budget Summary. For expenses, we identified the typical industry cost categories and the City Department responsible for paying these expenses. We understand the City does not employ a cost allocation process and as a result, only costs paid by Recreation and Culture are included in the budget. In determining some of the costs, reliance was placed on the Museum’s actual costs and the balance on estimates based on industry experience. In addition, the expenses represent a best estimate as the building materials and construction standards are unknown, and the specific hours of operation have yet to be finalized. Lastly, certain expenses such as marketing and advertising are minimal and depending on the extent of promotional activities undertaken by the Facility in cooperation or independent of partnerships, these costs could increase significantly. The expenses are shown in the Budget Summary. Page 362 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 52 of 72 7.1 Budget Summary OPERATING BUDGET Responsibility YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 ANTICIPATED REVENUE MARKET HALL Saturday Market - Outside Stall Revenue $10,294 $11,687 $12,956 $13,878 $14,127 Saturday Market - Inside Stall Revenue $6,960 $8,306 $9,074 $9,426 $9,426 Weekday Market $3,150 $3,859 $4,052 $4,052 $4,052 Market Hall Revenue $18,750 $19,688 $20,672 $21,705 $22,791 Market Hall and Outdoor $12,600 $13,230 $13,892 $14,586 $15,315 CULTURE CENTRE Café Rent Revenue $10,000 $15,000 $22,000 $28,000 $36,000 Artists’ Studio Space $20,200 $20,200 $20,200 $21,210 $22,271 Woodworking Studio Space $35,900 $35,900 $35,900 $37,695 $39,580 Membership $12,000 $12,000 $12,000 $12,000 $12,000 Courtyard Rental $990 $2,558 $3,696 $5,445 $5,610 Grants/ Donations Ontario Grants Federal Grants Donations Food Trucks $0 $0 $3,890 $4,085 $4,289 Parking $0 $0 $0 $0 $0 Equipment Rental Other Funds Reserve Funds Special Reserve Funds ANTICIPATED REVENUE TOTAL $130,844 $142,427 $158,331 $172,082 $185,460 Page 363 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 53 of 72 OPERATING BUDGET Responsibility YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 ANTICIPATED EXPENSES Annual Inflation Rate 2.5% DIRECT COSTS Personnel Rec. & Culture City Employees Labour - Wages $260,290 $337,559 $345,998 $354,647 $363,514 Labour - Overtime $0 $0 $0 $0 $0 Employee Benefits Professional Development $2,000 $2,050 $2,101 $2,154 $2,208 Contract Employees - Full Time -$54,600 $0 $0 $0 $0 Contract Employees - Part Time $45,550 $46,689 $47,856 $49,052 $50,279 Personnel Total $253,240 $386,297 $395,955 $405,854 $416,000 Utilities Rec. & Culture Electricity $75,000 $76,875 $78,797 $80,767 $82,786 Water $5,000 $5,125 $5,253 $5,384 $5,519 Natural Gas $25,000 $25,625 $26,266 $26,922 $27,595 Utilities Total $105,000 $107,625 $110,316 $113,074 $115,900 Page 364 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 54 of 72 OPERATING BUDGET Responsibility YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 ANTICIPATED EXPENSES Annual Inflation Rate 2.5% Repairs and Maintenance Rec. & Culture Elevator $3,500 $3,588 $3,677 $3,769 $3,863 Workshop Tools - Repair and Replacement $250 $256 $263 $269 $276 Rental Equipment $2,000 $2,050 $2,101 $2,154 $2,208 Contractors/ Outside Services - Seasonal Maintenance $5,000 $5,125 $5,253 $5,384 $5,519 Repairs $3,000 $4,000 $5,000 $5,500 $6,000 Vehicle $0 $0 $0 $0 $0 Supplies/ Materials $500 $513 $525 $538 $552 Repairs and Maintenance Total $14,250 $15,531 $16,820 $17,615 $18,418 Site Services Landscaping Municipal Works $0 $0 $0 $0 $0 Snow removal Rec. & Culture $5,000 $5,125 $5,253 $5,384 $5,519 Contractors/ Outside Services (cleaning) Rec. & Culture $25,000 $26,000 $27,000 $28,000 $29,000 Supplies Rec. & Culture $2,500 $2,563 $2,627 $2,692 $2,760 Waste Disposal Rec. & Culture $1,000 $1,000 $1,000 $1,000 $1,000 Washroom Supplies Rec. & Culture $1,500 $1,600 $1,700 $1,800 $1,900 Pest Control $4,000 $4,200 $4,400 $4,500 $4,600 Site Services Total $39,000 $40,488 $41,980 $43,377 $44,779 Page 365 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 55 of 72 OPERATING BUDGET Responsibility YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 ANTICIPATED EXPENSES Annual Inflation Rate 2.5% Communications Advertising Rec. & Culture $1,250 $1,250 $1,000 $1,000 $1,000 Website Rec. & Culture $2,500 $500 $500 $500 $500 Social Media Rec. & Culture $750 $500 $500 $500 $500 Signage/ Banners Rec. & Culture $5,000 $2,500 $2,500 $2,500 $2,500 Internet Information Services $0 $0 $0 $0 $0 Telephone Information Services $0 $0 $0 $0 $0 Communications Total $9,500 $4,750 $4,500 $4,500 $4,500 Programming Materials Rec. & Culture $11,000 $11,275 $11,557 $11,846 $12,142 Performance Fees Rec. & Culture $5,000 $5,125 $5,253 $5,384 $5,519 Equipment Rental/ Contract Rec. & Culture $2,000 $2,050 $2,101 $2,154 $2,208 Liquor License/ Fees Rec. & Culture $2,000 $2,050 $2,101 $2,154 $2,208 Programming Total $20,000 $20,500 $21,013 $21,538 $22,076 Page 366 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 56 of 72 OPERATING BUDGET Responsibility YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 ANTICIPATED EXPENSES Annual Inflation Rate 2.5% Security Monitoring (doors, windows, alarms & elevator) Rec. & Culture $5,000 $5,125 $5,253 $5,384 $5,519 Guard Service Rec. & Culture $5,000 $6,000 $7,000 $8,000 $9,000 Equipment Rental/ Contract Rec. & Culture $0 $0 $0 $0 $0 Security Total $10,000 $11,125 $12,253 $13,384 $14,519 DIRECT COSTS TOTAL $450,990 $586,316 $602,835 $619,341 $636,192 INDIRECT COSTS Insurance Int. Resources Legal Int. Resources Accounting Int. Resources Information Systems Int. Resources Travel/ Conventions Rec. & Culture $1,500 $1,538 $1,576 $1,615 $1,656 Membership/ subscriptions Rec. & Culture $1,000 $1,000 $1,000 $1,000 $1,000 Office Supplies Rec. & Culture $1,000 $1,000 $1,000 $1,000 $1,000 INDIRECT COSTS TOTAL $3,500 $3,538 $3,576 $3,615 $3,656 CONTINGENCY @ 20% $90,898 $117,971 $121,282 $124,591 $127,970 TOTAL ESTIMATED COSTS $545,388 $707,824 $727,693 $747,548 $767,817 TOTAL FORECAST NET INCOME -$414,544 -$565,398 -$569,362 -$575,466 -$582,357 Page 367 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 57 of 72 REVENUE SOURCES MARKET HALL YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Saturday Market - Outside Stalls Stall Area 3000 3000 3000 3000 3000 Area per Stall - 10 x 10 sf 192 192 192 192 192 Circulation Space 20% 20% 20% 20% 20% # of Stalls 27 27 27 27 27 Rental Rates (Saturday Only) Escalation Rate (%) 5% 5% 0% 0% Hi Seasonal Rate - with Electricity $460 $483 $507 $507 $507 Hi Seasonal Rate - No Electricity $400 $420 $441 $463 $486 Low Season - with Electricity $100 $105 $110 $116 $122 Low Season - No Electricity $75 $79 $83 $87 $91 Utilization Rates (%) Hi Season - With Electricity 50% 55% 60% 65% 65% Hi Season - No Electricity 20% 22% 22% 22% 22% Low Season - with Electricity 60% 60% 60% 60% 60% Low Season - No Electricity 15% 15% 15% 15% 15% Saturday Market - Outside Stall Revenue $10,293.75 $11,687.29 $12,956.30 $13,877.98 $14,126.86 Page 368 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 58 of 72 MARKET HALL YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Weekday Market - Stalls Total # of Stalls - Inside and Out 35 35 35 35 35 Rental Rates (One Day Only) Escalation Rate (%) 5% 5% 0% 0% Hi Seasonal Rate $150 $158 $165 $165 $165 Utilization Rates (%) Hi Season 60% 70% 70% 70% 70% Weekday Market - Total Stall Revenue $3,150 $3,859 $4,052 $4,052 $4,052 Page 369 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 59 of 72 MARKET HALL YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Inside Stalls Stall Area 3952 3952 3952 3952 3952 Area per Stall - 8 x 8 sf 64 64 64 64 64 Circulation Space 43% 43% 43% 43% 43% # of Stalls 14 14 14 14 14 Rental Rates (Saturday Only) Escalation Rate (%) 5% 5% 0% 0% Hi Seasonal Rate $450 $473 $496 $496 $496 Low Season $200 $210 $221 $221 $221 Utilization Rates (%) Hi Season 80% 90% 90% 90% 90% Low Season 60% 70% 80% 90% 90% Inside Stall Revenue $6,960 $8,306 $9,074 $9,426 $9,426 Page 370 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 60 of 72 MARKET HALL YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Hall Rental Hall Area 3952 3952 3952 3952 3952 Availability(days) 300 300 300 300 300 Rental Rates - Daily Escalation Rate (%) 5% 5% 5% 5% Community Makers $250 $263 $276 $289 $304 Private Sector $500 $525 $551 $579 $608 Internal $0 $0 $0 $0 $0 Utilization Rates (%) Community Makers 10% 10% 10% 10% 10% Private Sector 7.5% 7.5% 7.5% 7.5% 7.5% Internal 5% 5% 5% 5% 5% Hall Revenue $18,750 $19,688 $20,672 $21,705 $22,791 Page 371 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 61 of 72 MARKET HALL YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Hall and Outdoor Rental Availability(days) 300 300 300 300 300 Rental Rates - Daily Escalation Rate (%) 5% 5% 5% 5% Community Makers $375 $394 $413 $434 $456 Private Sector $775 $814 $854 $897 $942 Internal $0 $0 $0 $0 $0 Utilization Rates (%) Community Makers 5% 5% 5% 5% 5% Private Sector 3.0% 3.0% 3.0% 3.0% 3.0% Internal 5% 5% 5% 5% 5% Hall and Outdoor Revenue $12,600 $13,230 $13,892 $14,586 $15,315 Page 372 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 62 of 72 CULTURE CENTRE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Café Rental Total Area (sf) 1350 1350 1350 1350 1350 Service Areas (wait station, counter, equipment) 350 350 350 350 350 Seats (15 SF per seat) 67 67 67 67 67 Rental Rates Rent on a Net Lease (Profit sharing) $10,000 $15,000 $22,000 $28,000 $36,000 Cafe Rental Revenue $10,000 $15,000 $22,000 $28,000 $36,000 Page 373 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 63 of 72 CULTURE CENTRE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Artists’ Studio Space Artist Area 4986 4986 4986 4986 4986 Circulation Space 38% 38% 38% 38% 38% Area per Artist (10x10) 100 100 100 100 100 # of Artists 28 28 28 28 28 Number of Stalls (10 x 10 SF) Weekly 0 0 0 0 0 Monthly 15 15 15 15 15 Annual 8 8 8 8 8 Annual and Storage 5 5 5 5 5 Rental Rates Rental Rate Escalation (%) 0% 0% 5% 5% Weekly $0 $0 $0 $0 $0 Monthly $125 $125 $125 $131 $138 Annual $1,000 $1,000 $1,000 $1,050 $1,103 Annual and Storage $1,500 $1,500 $1,500 $1,575 $1,654 Utilization Rates (%) Weekly 40% 40% 40% 40% 40% Monthly 40% 40% 40% 40% 40% Annual 80% 80% 80% 80% 80% Annual and Storage 80% 80% 80% 80% 80% Artist s’ Studio Space Revenue $21,400 $21,400 $21,400 $22,470 $23,594 Page 374 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 64 of 72 CULTURE CENTRE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Woodworking Studio Space Number of Attendees Daily 1 1 1 1 1 Monthly 20 20 20 20 20 Annual 3 3 3 3 3 Rental Rates Rental Rate Escalation 0% 0% 5% 5% Daily $25 $25 $25 $26 $28 Monthly $100 $100 $100 $105 $110 Annual $1,000 $1,000 $1,000 $1,050 $1,103 Woodworking Studio Space Revenue $36,125 $36,125 $36,125 $37,931 $39,828 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Membership Fees Membership Fee $40 $40 $40 $40 $40 Artist Space 100 100 100 100 100 Woodworking Space 200 200 200 200 200 Total Membership Fees $12,000 $12,000 $12,000 $12,000 $12,000 Page 375 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 65 of 72 SPECIAL EVENTS YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Food Trucks Maximum # of Food Trucks 5 5 5 5 5 # of Summer Events 38 38 38 38 38 # of Winter Events 12 12 12 12 12 Rental Rates Rental Rate Escalation (%) 5% 5% 5% Per Summer Event $50.00 $52.50 $55.13 Per Winter Event $15.00 $15.75 $16.54 Utilization Rates (%) Average Utilization - Summer 40% 40% 40% Average Utilization - Winter 10% 10% 10% Food Truck Revenue $0 $0 $3,890 $4,085 $4,289 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Courtyard Rental Area 300 300 300 300 300 Availability (days) 330 330 330 330 330 Rental Rates Daily Rate $150 $155 $160 $165 $170 Utilization Rates (%) Overall 2% 5% 7% 10% 10% Courtyard Revenue $990 $2,558 $3,696 $5,445 $5,610 Page 376 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 66 of 72 8. ECONOMIC IMPACT OF THE FACILITY 8.1 Areas of Economic Impact There are several ways in which the Facility development will have a positive economic impact upon the City of Niagara Falls. Given the uncertainty regarding the exact nature of the development or its operation at this point, is not possible to quantify these economic impacts with any certitude, but it is important to understand that they will occur. First, the construction project itself will have positive economic impact upon the City. Construction will bring in workers and company suppliers who will purchase materials, meals, gasoline, and other supplies from other businesses in the City. This expenditure will help sustain these existing businesses. And, to the extent that the City can require the purchase of materials sourced locally and the use of local professionals in the construction project itself, this impact will be larger. Second, the operation of the Facility itself will create positive local impact, as it will require purchases of local materials and will use local suppliers. And, as a venue supporting local and regional farmers and artisans, it will help these businesses to grow and thrive as well. The component of asking members to develop programming ensures the site remains relevant, fresh, and a must-attend facility. Third, the establishment and operation of the Facility will act as a catalyst for the development of other related businesses in the vicinity especially as a catalyst for the creative and creative related industries. Retail operations such as art galleries and crafts stores may establish themselves in the vicinity of this new cultural facility. New restaurants and bars will find the Facility vicinity a desirable one in which to locate. Over time, there may be a rationale to support other cultural activities locating in the area. Fourth, to the extent that the Facility becomes a tourist attraction, there may be some benefit on this front as well. Even though the primary purpose of the Facility is to meet local needs, most Farmers’ Markets end up being of interest to tourists as well (either brought to the market through visiting friends and relatives who take them to the market as one of the attractions in the area, or because they themselves are seeking locally-produced food and crafts). Any tourism expenditure (whether at the Facility itself, or at other nearby stores and restaurants) is incremental to the area and creates positive economic impact. Finally, a new and innovative development such as the Facility has the potential to add positively to the overall brand image and impression of Niagara Falls as an interesting place where ‘cool’ things are happening. This can add to the brand equity of the municipality and help in attracting future visitors, residents and business investment. In contrast to catering to the tourism industry, ultimately this development will create a sense of local identity that residents can take pride in. Page 377 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 67 of 72 8.2 Indicators and Metrics for Success To measure success the following indicators should be used: • Artists and other memberships sold (split between active and passive/lapsed members) • Membership renewal rates • Member visitation (number of visits per month) • Average member dwell time • Room utilization rate • Number of certified vendors at the market • Events and programs offered • Event and program attendance (and rentals) • Hours of operation open – track using security cards with time stamp • Volunteers and volunteer hours • User feedback and suggestions • Web site metrics Other financials might include: • Monthly annual revenue • Cost (City subsidy) per member or user • Café transactions, sales, sales/sq. ft. • Determine the set revenue required to operate the Facility for five years and determine the amount over/under of base line budget Page 378 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 68 of 72 9. SAMPLE AGREEMENTS 9.1 MOU / Lease / License for Operations of Maker Space and Tool Library • Ontario Long and short form lease standard • London Covent Garden lease 9.2 Lease of Municipal Space (or other) for Purposes of Operating a Café Workshop • Oshawa, Dewey’s Café at library • Hospital Café Lease • San Francisco Café Lease • Nickel Beach Café RFP • Municipal Lease Principles • Toronto Metro Hall Café/YMCA – lease discussions • Toronto Café on the Square (revenue shortfall review) • Toronto St. Lawrence Market Biagio Restaurants (some terms and conditions) 9.3 MOU by Social Enterprise for Operations of a Café • John Howard Society, Klink Café Case Study • Working for Change, CAMH, Out of this World Café Case Study 9.4 Shared Artist Studio Space Rentals (incl. reduced rental rates) • White House, Toronto – application and rental rates • Open Studio – rental rates, products allowed and provided • Akin Collective – rental rates • Niagara Arts Cultural Center, NF New York 9.5 Artist in Residence Program Agreements • Quetico Provincial Park Artist in Residence Application • Canada Sample Template Artist in Residence Application • Spread Art – Artist in Residence Application 9.6 Room Rental Agreement • London Covent Garden room rental agreement • London Covent Garden day use agreement • The 519 Community Centre – Space Use agreement and policies • CSI room rental rates and booking agreement Page 379 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 69 of 72 9.7 Market Vendor Agreements • London Covent Garden • Boston Public Market • Crescent City FM • Davis FM • Goldstream FM • Haney FM • Mill Market SSM, FM • Ottawa FM • Santa Monica FM • Omaha Reds FM • Vancouver FM Handbook • Food Safety Regulations • St. Catharines, Welland, and NOTL rental rate comparison 9.8 Tool Library Membership and Waivers (note included but not present in the current business and operating plan) • Vancouver Tool Library Become a Member • Toronto Tool Library Borrowing Policies • Ottawa Tool Library Borrowing Policies • Vancouver Tool Library Hours of Operation • Toronto Tool Library Liability and Waiver • Vancouver Tool Library Membership Form • West Philly Tool Library Registration • Toronto Tool Library Membership Form • West Philly Tool Library Policy Waiver 9.9 Maker Space Membership and Waivers • Pickering Public Library Maker Space Waiver • Toronto Tool Library Maker Space Policy • Weston Library Maker Space Policies • Summerside Maker Space Liability Waiver • Waiver Maker Space 9.10 Tool Library and Maker Space Volunteer Waivers • Toronto Tool Library Volunteer Form • Toronto Tool Library Maintenance and Repair Volunteer Sign Up • Ottawa Tool Library Volunteer Form • Volunteer Handbook for Art Gallery of Greater Victoria • Volunteer Art Agreement Page 380 of 595 Cultural Facility/ Farmers’ Market – Operating Plan and Business Plan 2018-12-19 Page 70 of 72 • Volunteer Letter of Agreement Tool • Volunteer Agreement Canada Day University of Waterloo • Sample Volunteer Agreement 9.11 Food Truck Application Forms • Food Truck Canada Application • Food Truck Usage Agreement • Food Truck Application 9.12 Other Agreements Page 381 of 595 2022 New Costs attributed to the Exchange Revenues based on half year of operation Niagara Falls Exchange - 724004 11-4-724004-690000 Rentals 20,000 11-4-724004-710000 User Fees (memberships)25,000 11-4-724004-690000 Other Revenue (café lease)5,000 Total Receipts 50,000 11-3-724004-010000 Labour 360,032 11-3-724004-010013 Benefits 91,482 11-3-724004-030001 Materials - programming 39,000 11-3-724004-030001 Materials - Washroom and Cleaning supplies 4000 11-3-724004-030005 Professional Development 4750 11-3-724004-030008 Hydro 37500 11-3-724004-030009 Water 2500 11-3-724004-030012 Gas 12500 11-3-724004-030015 Advertising 8500 11-3-724004-040001 Contracted Services - Temporary Public Art 30000 11-3-724004-040001 Contracted Services - Farmers' Market Programming 5000 11-3-724004-040001 Contracted Services - Security services 4000 11-3-724004-040001 Contracted Services - Woodshop repairs and maintenance 500 11-3-724004-050001 Rents and Financial Expenses ITC 2,000 11-3-724004-070000 Long term debt principal 0 Total Costs 601,764 Niagara Falls Exchange Surplus/(Deficit)(551,764)Page 382 of 595 CD-2021-07 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: City Clerk SUBJECT: CD-2021-07 Fee Waiver Applications 1) Niagara Falls Community Outreach Soup Kitchen – Food Drive 2) Chippawa Remembrance Day Ceremony RECOMMENDATION That Council approve the Fee Waiver Applications for: 1) Niagara Falls Community Outreach Soup Kitchen – Food Drive taking place on Saturday, November 27, 2021 in the amount of $1,175.20 for the use of a city bus for this community event. 2) Chippawa Remembrance Day Ceremony – The Chippawa Legion 396 is requesting road closure costs to be waived for the event held on Sunday, November 7th, 2021 from 11:30 AM – 2:30 PM. EXECUTIVE SUMMARY Niagara Falls City Council adopted the Council Discretionary Spending report on February 12, 2019. This included the Fee Waiver Policy that accompanied the report. The City of Niagara Falls is committed to supporting volunteer, community-based organizations in order to maintain a quality of life for its residents. This policy aims to protect the City’s assets, interests, goals, facilities, programs and services while also ensuring that festivals and events grow and prosper, positively impacting the quality of life of Niagara Falls residents. The financial scope of this policy is limited to the Council approved budgetary amount for the corresponding year. The City of Niagara Falls will waive fees to eligible applicants to help offset the fee(s) that would have been charged by the City related to the delivery or presentation of a festival or event. Examples of City fees that can be waived include, but are not limited to: Page 383 of 595 2 CD-2021-07 October 26, 2021  Park permit fees  Rental of City Property  Road Closure Fees  Staffing costs outside normal operations Eligible groups must be not-for-profit organizations which demonstrate a degree of community support and representation including, but not limited to:  Registered charities  Arts and culture organizations  Athletic and social clubs  Service clubs  Neighbourhood groups and organizations,  School associations BACKGROUND (Community Outreach Soup Kitchen) A review of the attached completed Fee Waiver Application from the Niagara Falls Community Outreach Soup Kitchen shows that the request is for the use of a city bus for their community food drive. This request would entail the waiving of the cost for a bus charter (8 hours) estimated by Transportation Services staff to be in the amount of $1,175.20. A review of the application depicts that the organization is a not-for-profit incorporated group, which is in keeping with the intent of the policy. The Event Description details the following:  The Food Drive helps supply food to feed the hungry.  Niagara Falls Community Outreach have been handing out bagged lunches serving 150-250 lunches per day (last year, they were handing out 150-180).  The food collected will help to serve nutritious meals to the marginalized people in the community.  When there is a surplus of goods, they share with Night Light, YWCA, the Women’s Shelter and over 25 other charities in the Region. Page 384 of 595 3 CD-2021-07 October 26, 2021 BACKGROUND (Chippawa Remembrance Day Ceremony- Chippawa Legion 396) A review of the attached completed Fee Waiver Application from the Chippawa Legion 396 shows that the request is to waive the fees associated with the road closure (staff time). This request would entail the waiving of fees totalling $400.00. A review of the application depicts that the organization is a not-for-profit incorporated group, which is in keeping with the intent of the policy. The Event Description details the following:  The event is a memorial day observed by Canadians and other members of the Commonwealth since the end of the First World War in order to remember all those who fought and died in the line of duty to keep us free.  There are a number of impacts that this event has on City residents. It is a day that is educational for our youth and an important social ceremony that acknowledges those that had fallen before us.  The event is typically held at the Chippawa Arena with the support of the City of Niagara Falls. Due to Covid, the event has been moved outdoors for the 2nd year in a row. They do not have a budget for this and would appreciate the assistance from the City of Niagara Falls to cover the costs of closing the road. FINANCIAL IMPLICATIONS/BUDGET IMPACT If approved, the $1,175.20 fee waiver and the $400.00 fee waiver would be withdrawn from the $51,000.00 allocated from the 2021 operating budget. ORGANIZATION / EVENT FEES WAIVED BY COUNCIL (2021) 2021 BUDGET – Fee Waiver Requests $51,000.00 Blackburn Brew House- Back-to-School” Campaign – Project Share $881.40 Project Share – Good News Breakfast $3,900.00 + HST Stamford Centre Volunteer Firemen’s Association – licensing fee $325.00 Cruising on the Q – Downtown Board of Management $7,700.00 Thursday Bike Night – Downtown Board of Management $3,300.00 Page 385 of 595 4 CD-2021-07 October 26, 2021 SPN Slo Pitch – Use of Chippawa Arena for 3 weekends (August 27-29; September 10- 12 and September 17-19, 2021) $4,345.29 Downtown BIA – Christmas Market No direct costs anticipated. Saint Paul HS – Food Truck TOTAL (Approved for 2021): $20,601.69 Requests for Consideration Niagara Falls Community Outreach Soup Kitchen $1,175.20 Chippawa Remembrance Day Ceremony – Chippawa Legion 396 $400.00 TOTAL (if approved in this report): $22,176.89 LIST OF ATTACHMENTS Appendix 1 – Fee Waiver Application Forms (completed) Recommended by: Bill Matson, City Clerk Respectfully submitted: Jason Burgess, Chief Administrative Officer Page 386 of 595 7/T Fee Waiver Application Form Niagara?alls CANADA Applicant Information Food Drive Name of Event: Niagara Falls Community Outreach Soup Kitchen Organization Name: 4865 St.Lawrence Ave. Organization Address: Niagara Falls L2E 3Y1 City:Postal Code: Bonnie Brady Fundraising Chair Contact Name:Position: 289-968-8442 Phone Number (days):Phone Number (evenings): bradybonnie@hotmai|.com nfcommunityoutreachorgEmail:Website: Type of Organization: III Not-for-profit Incorporation #: 883743817RRO01 Charitable Organization Registration #: El Other (please specify): Waiving of Fees The City of Niagara Fallswillwaive fees that would have been charged by the City for eligible non—profitgroups or organizations that provide programs,services or events that are of a general benefit to the community.Fee Waiver Policy (700.22)is to ensure that the City's support of functions and events through the waiving of fees is facilitated in a fair and equitable manner and does not burden the City's annual operating budget. Examples of City fees that can be waived include,but are not limitedto: -Park permit fees -Rental of City Property -Road Closure Fees -Staffing costs outside normal operations Note:Insurance fees willnot be waived.Page 1 of4Page 387 of 595 /7 Fee Waiver Application Form Niagara?alls l'AN4\llA Form Submission Information Applications can be submitted by email to:clerk@niagarafa||s.ca In person or by mail to:City Hall 4310 Queen Street Niagara Falls,ON L2E6X5 Clerks Department Hours:8:30am —4:30pm Activit or Event Information Use of City Bus Amount of Request: Fees to be Waived (i.e.facility rental,park permit,etc.): Saturday November 27th 8:00—4:00 Dates and Times: Food Drive Purpose of Event: Unknown 0 Number of People Expected:Admission Fee (Ifapplicable): no no Are you sewing food?Are you sewing alcohol? Activity or Event Description 1.How willyour activity or event enhance recreation and community services in the City of Niagara Falls? The food drive helps supply food to feed the hungry 2.Please describe the projected social,cultural,economic and environmental impact that the activity or event willhave on the City and its residents. we were handing out 150-180).The food willhelp us serve nutritious meals to the marginalizedpeopleinourcommunity.When we have a surplus of goods we share with Night Light,YWCA,thewomensshelter,and over 25 other charities in the region.Page 2 of 4Page 388 of 595 / Niagar.alls (‘.\I\‘All4\ Fee Waiver Application Form 3.What willthe impact on the event be ifthe fee is not waived? We loose the “tillthe bus”theme and willbe forced to use our van.This would mean much more manpower and labour. 4.Are you seekim;funding from any other sources?(Fundraising._grants,sponsorships) Chris Russell has volunteered his time to drive the bus. 5.What features willyou have inplace to ensure that your event is accessible to all residents (residents with disabilities)? Zehrs is accessible. o lication Checklist Please submit one copy of each of the following documents. Mandatory Documents El A detailed budget,showing revenues and expenditures [:1 Documents relating to City rental permit(ifapplicable): -Dates,times and location of event -AllCity fees associated withthe event El Confirmation letter from charity (if applicable): o For special events whereby a portion or all of the proceeds are being donated to charity,a confirmation letter fromthat charity must accompany the application For Internal Use Only: "+/_,'5.,.‘Completed by:/JDA1 .,p5/,,_‘Na7JSignature:‘I;/I-7°»_.?bPage3of4Page 389 of 595 /7 Fee Waiver Application Form Niagara?alls ('/\N.\l)A Authorization for A -plication On behalf of,and with the authority of,the above-mentioned organization,we certify that the information given in this application for waiving of City fees is true,correct and complete in every respect. Signature of Senior Staff Person Name and Title Date Signature of Board ChairIRepresentative Name and Title Date Personal Information Consent Personal information,as defined in the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA),is collected under the authority ofthe Municipal Act,2001,as amended,and in accordance with MFIPPA.Personal information collected on this application form willbe used to assist in granting fee waivers and willbe made available to the members of City Council and staff and used for administrative purposes. Informationcollected may be subject to disclosure in accordance with the provisions of MFIPPA.The City resen/es the right to verify all information contained in submissions. Questions regarding the collection,use and disclosure of this personal information may be directed to the City Clerk,BillMatson,at bmatson@niagarafa||s.ca By completing this application form,you consent to the collection and disclosure of your personal information, and to its use by the City of Niagara Falls,as described above. Page 4 of 4Page 390 of 595 Fee Waiver Application Form Niagara?alls (‘A N.\I)I\ Name “Event;Chippawa Remebrance Day Ceremony Organization Name;L€gi0l’i Organization Address:L9gi0“Street City:Niagara Fans Postaicode: contact Name;Trish FiSCher Position:President Phone Number (days):Phone Number (evenings): Ema",pfischer3@cogeco.ca Website: Type of Organization: El Noi—for—profit incorporation #: El CharitableOrganization Registrailon#: mi Other (please specify):_____”__ The City of Niagara Falls willwaive fees that wouldhave been charged by the Cityfor eligible non~proiiigroups ororganizations that provide programs.services or events that are of a general benefit to the community.Fee Waiver Policy(700.22)isto ensure that the City's support of functionsand events through the waiving of fees is facilitatedina fair and equitable mannerand does not burden the City's annual operating budget. Examples of Cityfees that can be waived include.but are not limitedto: -Park permitfees -Rental of Ciiy Property Road Closure Fees -Staffing costs outside normal operations The City of Niagara Falls Rates 8;Fees can be found on the City's website at: hlms://nlaqaraiaiis,oa/lodf/bviaws/sched.iiLa—of—iees ndf insurance fees willnot be waived.Page 1 of4Page 391 of 595 Fee Waiver Application Form Niagara?ulls l‘«\N.\i>.\ Applications can be submitted by emailto:clerk@nlagarafal|s.ca Inperson or by mailto:City Hall 4310 Queen Street Niagara Falls,ON L2E6X5 ClerksDepartment Hours:8:80am —4:30pm Amount of Request: Fees to be Waived (i.e.facilityrental,park permit,etc.):R0ad CIOSUTBfee Dates and Times:)November -1. Pu,-po3eofEVenf;Chippawa Remembrance Day Ceremony Admission Fee (Ifapplicable):N0neNumberofPeopleExpected: Are you serving food?NO Are you serving alcohol?N0 The event is a memorialday observed by Canadiansand other members of the Commonwealth since the end ofthe FlrstWorld War in order to remember allthose who fought and died inthe line duty to keep us free. aes.e.1cleslc..rlb.e...ltl:>.l2nole9lesi..soc1allCcultu event willhave on‘the City ‘anditsresidents. There are a number of impacts that thisevent has on City residents.it is a day that is educational for ouryouth and an important social ceremony that acknowledges those that had fallen beforeus. Page 2 ofll //'‘3()‘’:<9''30’mZc_¢a.w2»<’£>Page 392 of 595 Fee Waiver Application Form Niagara?allsl‘r\Nl\lJo\ “"3."Whatwillthe Impact on the event be ifthe fee is not waived?-‘ This event is typicallyheldat the Ohippawa Arenawiththe support of the Cityof Niagara Falls.Due to COVlD we have had to movethe event outdoors forthe 2ndyear in a row.We do nothave a budget for thisand wouldappreciated the assistance from the City of Niagara Falls to coverthe costs of closing the road. '=.':2"4.I':~‘Areyouseeking iundingfrom any other sources?,§FundraisinQlQrallte.Sponsorships)‘~'-. No Whatfeatureswillyouh h disabllitlegs)_’{‘ The event is outdoors on a hard surface so accessibility won'tbe an issue. Please submit one copy of each of the following documents. ManclatorvDocuments i:i Adetailed budget,showing revenues and expenditures ~«/"\o Amu/9/U!/fr‘7’/1-?rEVJ/"71 El Documents relating to City rental permit (ifapplicable):_,[A 9 /9.erm\»""~V v Dates,times and locationofevent -AllCity fees associated withthe event E1 Confirmationletterfromcharity (ifapplicable):.For special events whereby a portionor allofthe proceeds are being donated to charity,a confirmationletter from that charity must accompany the application For internal Use Only: Pleasellst-thecostofall feewaivers reduestedon page 2 '‘Amount($)'= Completedby:mMMatheWBnodeau Signature:Page 3 oft}Page 393 of 595 Fee Waiver Application Form Niagara gas ‘ti ..... On behalf of,and withthe authorityof,the aboveamentioneclorganization,we certify that the informationgiven inthis applicationforwaiving ofCity fees is true,correctand complete in every respect. Signature of Senior Staff Person Name and Title Date Oct 19,2021~3 2g Trish Fischer Signature of BoardChairlRepresentative Name and Title Date Personalinformation,as defined inthe Municipal Freedom of information and Protection of Privacy Act: (MFIPPA),is collected under the authority of the Municipal Act,2001,as amended,and inaccordance with MFIPPA.Personal informationcollected onthis applicationform willbe used to assist ingranting feewaivers and willbe made availableto the membersof CityCounciland staff and used foradministrative purposes. informationcollectedmay be subject to disclosure in accordance withthe provisions of MFIPPA.The City reserves the right to verify allinformationcontained insubmissions, Questionsregarding the collection.use and disclosure ofthis personal informationmay be directedto the City Clerk,BillMaison,at bmatson@niagarafalis.ca By completingthisapplicationform,you consent to the collection and disclosure of yourpersonal information, and to its use bythe City of Niagara Falls,as described above. Page 4 of 4Page 394 of 595 F-2021-53 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2021-53 Monthly Tax Receivables Report – September 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 September 30, 2021 were $31.9 million compared to $14.2 million in 2020. During September, tax receivables as a percentage of taxes billed decreased from 34.3% in 2020 to 26.6% in 2021. It is important to note that the residential tax bills in 2020 were not due until October 31st compared to the historical due date and due date for 2021 of September 30th. 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 seven 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 is notably behind the collection history for 2020 for the month of September. Table 1 shows that taxes outstanding at September 30, 2021 are $31.9 million. This represents a large increase from $14.2 million in arrears for the same period in 2020. Again, because the residential tax bills were not due until October 31st in 2020 and were due on September 30th in 2021 it is difficult to compare these two values at this time. 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. Residential property taxes outstanding have decreased by $10.4 million compared to September 2020 and commercial property taxes outstanding have decreased by $4.1 million. An important note is due to the COVID pandemic, the residential final bills were due October 31st in 2020 and due September 30th in 2021. Page 395 of 595 2 F-2021-53 October 26, 2021 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) summarizes the progress of these actions after nine months of activity. This table shows 90.3% of the tax accounts or 327 properties have been paid in full or the owners have made suitable payment arrangements. During September, eleven 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 78.7 % or 48 properties have paid in full or made suitable payment arrangements in the month of September. 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 September, no properties were registered. The outstanding taxes for registered properties represents 0.55% 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 September 30, 2021 is 26.6%, which is a decrease of 2020’s value at 34.3%. 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 September 30, 2021 Table 2 Taxes Receivable by Property Class at September 30, 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: Jason Burgess, Chief Administrative Officer A.Ferguson Page 396 of 595 TABLE 1 Taxes Receivable at September 30, 2021 2021 2020 Outstanding Taxes @ August 31, 2021 19,281,762$ 19,420,255$ Taxes Billed and Due Sept 30, 2021 31,481,730$ 24,162,972$ Penalty/Interest charged in September 98,921$ 147,897$ Taxes Collected during September 18,946,531$ 29,521,914$ Outstanding Taxes @ Sept 30, 2021 31,915,882$ 14,209,210$ Taxes Billed and Due October 29, 2021 22,667,872$ 55,194,223$ Supplemental Taxes Billed and Due October 29, 2021 1,045,291$ 738,815$ Supplemental Taxes Billed and Due Nov 30, 2021 1,045,291$ 738,815$ Total Taxes to be Collected 55,629,045$ 70,881,064$ Outstanding Taxes by Year: 3 Years and Prior 1,448,807$ 1,350,516$ 2 Year 1,682,082$ 2,168,607$ 1 Year 4,665,224$ 4,628,062$ Current 47,832,932$ 62,733,879$ Total 55,629,045$ 70,881,064$ TABLE 2 2021 2020 Variance Taxes Owing Taxes Owing ($) Residential 24,435,224$ 34,869,681$ (10,434,457)$ Multi-Residential 2,194,548$ 2,317,432$ (122,884)$ Commercial 27,231,837$ 31,380,023$ (4,148,186)$ Industrial 1,704,810$ 2,172,800$ (467,990)$ Farmlands 62,626$ 141,128$ (78,502)$ Total Receivables 55,629,045$ 70,881,064$ (15,252,019)$ Taxes Receivable by Property Class at September 30, 2021 Page 397 of 595 TABLE 3 (a) Number of Properties Subject to % Registration as at July 31, 2021 Initial Amount (January 1, 2021)362 Paid in Full 164 45.3% Payment Arrangements 163 45.0% Ongoing Collection Action 35 9.7% Registered 0 0.0% 362 100.0% TABLE 3 (b) Initial Amount (January 1, 2020)61 Paid in Full 30 49.2% Payment Arrangements 18 29.5% Ongoing Collection Action 13 21.3% Registered 0 0.0% 61 100.0% TABLE 4 November 2021 3 97,052$ May 2022 5 204,920$ Totals 8 301,972$ Scheduled Tax Sales Dates for Registered Properties Number of Properties Taxes Outstanding Amount Page 398 of 595 F-2021-54 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2021-54 Municipal Accounts RECOMMENDATION That Council approve the municipal accounts totaling $35,582,448.55 for the period August 27, 2021 to October 8, 2021. EXECUTIVE SUMMARY The accounts have been reviewed by the Acting 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: Jason Burgess, Chief Administrative Officer Page 399 of 595 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount 1006057 ONTARIO LIMITED O/A NIAGARA OLYMPIA HOMES 447119 01-Sep-2021 REFUND 42,500.00 1238956 ONTARIO INC EDWARD P LUSTIG LLB 447120 01-Sep-2021 CONTRACT SERVICES 28,137.00 1238956 ONTARIO INC EDWARD P LUSTIG LLB 447636 06-Oct-2021 CONTRACT SERVICES 26,442.00 1346704 ONTARIO INC O/A MARKEN HOMES 447121 01-Sep-2021 REFUND 1,250.00 1527151 ONTARIO LIMITED 447426 22-Sep-2021 REFUND 500.00 1712092 ONTARIO INC 447519 29-Sep-2021 REFUND 750.00 1776415 ONTARIO LTD O/A PURE WATER NIAGARA 447520 29-Sep-2021 MATERIALS 593.75 1888097 ONTARIO LTD 447521 29-Sep-2021 REFUND 1,250.00 1931055 ONTARIO LIMITED 447522 29-Sep-2021 REFUND 1,500.00 1960332 ONTARIO INC 447427 22-Sep-2021 REFUND 750.00 1984370 ONTARIO INC. O/A ALFIDOME CONSTRUCTION NIAGARA 00374-0001 23-Sep-2021 CONTRACT SERVICES 480,107.44 1984370 ONTARIO INC. O/A ALFIDOME CONSTRUCTION NIAGARA 00377-0001 04-Oct-2021 CONTRACT SERVICES 124,939.35 2095527 ONTARIO LTD O/A EMBASSY SUITES 447523 29-Sep-2021 REFUND 1,250.00 2265160 ONTARIO INC O/A HICKORY DICKORY DECKS NIAGARA 447428 22-Sep-2021 REFUND 500.00 2348441 ONTARIO INC O/A MR QUICK SOFT CLOTH 447234 08-Sep-2021 MATERIALS 128.82 2578139 ONTARIO INC O/A HALCO PORTABLES 00368-0001 30-Aug-2021 CONTRACT SERVICES 1,419.28 2578139 ONTARIO INC O/A HALCO PORTABLES 00369-0001 07-Sep-2021 CONTRACT SERVICES 1,615.90 2578139 ONTARIO INC O/A HALCO PORTABLES 00370-0001 13-Sep-2021 CONTRACT SERVICES 3,764.03 2578139 ONTARIO INC O/A HALCO PORTABLES 00371-0001 20-Sep-2021 CONTRACT SERVICES 4,142.58 2578139 ONTARIO INC O/A HALCO PORTABLES 00374-0002 23-Sep-2021 LEASES AND RENTS 1,696.13 2578139 ONTARIO INC O/A HALCO PORTABLES 00377-0002 04-Oct-2021 CONTRACT SERVICES 1,893.88 4 IMPRINT INC 447429 22-Sep-2021 MATERIALS 2,377.80 407 ETR EXPRESS TOLL ROUTE 447524 29-Sep-2021 MATERIALS 106.79 4K WELDING-KEVIN KIDDLE 447525 29-Sep-2021 MATERIALS 452.00 5009882 ONTARIO LTD. O/A FROGGYS AUTO GLASS 00368-0002 30-Aug-2021 CONTRACT SERVICES 621.50 516317 ONTARIO LTD O/A B & B LIFT TRUCK SERVICE 00369-0002 07-Sep-2021 CONTRACT SERVICES 276.27 516317 ONTARIO LTD O/A B & B LIFT TRUCK SERVICE 00377-0003 04-Oct-2021 CONTRACT SERVICES 522.01 867934 ONTARIO INC 447526 29-Sep-2021 REFUND 112.45 AAA BIGGAR'S LOCKSMITH & SECURITY 00369-0003 07-Sep-2021 MATERIALS 24.74 AAA BIGGAR'S LOCKSMITH & SECURITY 00371-0002 20-Sep-2021 MATERIALS 283.63 AAA BIGGAR'S LOCKSMITH & SECURITY 00377-0004 04-Oct-2021 MATERIALS 1,087.85 ABBRUSCATO,ANTHONY 447122 01-Sep-2021 MATERIALS 210.00 ACA ENGINEERING SERVICES LIMITED 447123 01-Sep-2021 CONTRACT SERVICES 850.21 ACCEO SOLUTIONS INC.00368-0003 30-Aug-2021 LEASES AND RENTS 2.15 ACCEO SOLUTIONS INC.00370-0002 13-Sep-2021 LEASES AND RENTS 1,274.64 ACCU LOCK AND SECURITY 00370-0003 13-Sep-2021 MATERIALS 23.73 ACCU LOCK AND SECURITY 00371-0003 20-Sep-2021 CONTRACT SERVICES 180.80 ADR CHAMBERS 447637 06-Oct-2021 CONTRACT SERVICES 26,752.75 ADVANCE TOWING & RECOVERY 447124 01-Sep-2021 CONTRACT SERVICES 649.75 ADVANCE TOWING & RECOVERY 447235 08-Sep-2021 CONTRACT SERVICES 1,226.33 ADVANCE TOWING & RECOVERY 447308 15-Sep-2021 CONTRACT SERVICES 452.00 ADVANCE TOWING & RECOVERY 447430 22-Sep-2021 CONTRACT SERVICES 197.75 ADVANCE TOWING & RECOVERY 447527 29-Sep-2021 CONTRACT SERVICES 395.50 ADVANCE TOWING & RECOVERY 447638 06-Oct-2021 CONTRACT SERVICES 1,525.50 AFTERMARKET PARTS COMPANY LLC 447125 01-Sep-2021 STORES/INVENTORY 3,651.70 AFTERMARKET PARTS COMPANY LLC 447236 08-Sep-2021 MATERIALS 904.42 AFTERMARKET PARTS COMPANY LLC 447309 15-Sep-2021 STORES/INVENTORY 1,531.47 AFTERMARKET PARTS COMPANY LLC 447431 22-Sep-2021 STORES/INVENTORY 845.74 AFTERMARKET PARTS COMPANY LLC 447528 29-Sep-2021 STORES/INVENTORY 3,762.46 AFTERMARKET PARTS COMPANY LLC 447639 06-Oct-2021 STORES/INVENTORY 581.28 AGUILAR,ROSITA 447310 15-Sep-2021 REFUND 145.59 AIRD & BERLIS LLP 00371-0004 20-Sep-2021 CONTRACT SERVICES 13,148.56 AIRD & BERLIS LLP 00374-0003 23-Sep-2021 CONTRACT SERVICES 1,839.08 AIRD BERLIS LLP IN TRUST 447749 06-Oct-2021 MATERIALS 29,250.00 AJ STONE COMPANY LTD 00368-0004 30-Aug-2021 MATERIALS 698.34 AJ STONE COMPANY LTD 00370-0004 13-Sep-2021 MATERIALS 231.65 AJ STONE COMPANY LTD 00371-0005 20-Sep-2021 MATERIALS 4,006.58 ALBERTON,SILVANA 447311 15-Sep-2021 REFUND 693.48 ALISON'S SPORTS AWARDS & PROMOTIONS 00368-0005 30-Aug-2021 MATERIALS 33.84 ALISON'S SPORTS AWARDS & PROMOTIONS 00371-0006 20-Sep-2021 MATERIALS 1,434.08 ALLAN,CATHERINE MARY 447640 06-Oct-2021 REFUND 750.00 ALLAN,MIKAEL WAYNE 447313 15-Sep-2021 REFUND 142.07 ALLEN'S LANDSCAPE SUPPLY DEPOT INC 447312 15-Sep-2021 MATERIALS 610.20 ALLEN'S LANDSCAPE SUPPLY DEPOT INC 447432 22-Sep-2021 MATERIALS 176.14 ALLEN'S LANDSCAPE SUPPLY DEPOT INC 447529 29-Sep-2021 MATERIALS 162.72 ALLEN'S LANDSCAPE SUPPLY DEPOT INC 447641 06-Oct-2021 MATERIALS 193.23 ALLIED MEDICAL INSTRUMENTS INC 00368-0006 30-Aug-2021 MATERIALS 973.95 ALLIED MEDICAL INSTRUMENTS INC 00369-0005 07-Sep-2021 MATERIALS 111.52 ALLIED MEDICAL INSTRUMENTS INC 00370-0005 13-Sep-2021 MATERIALS 299.15 ALLISON,LANCE 447127 01-Sep-2021 MATERIALS 150.00 ALTIERI BUILDING SUPPLIES LTD 00368-0007 30-Aug-2021 MATERIALS 381.43 ALTIERI BUILDING SUPPLIES LTD 00371-0007 20-Sep-2021 MATERIALS 1,416.45 ALTIERI BUILDING SUPPLIES LTD 00377-0005 04-Oct-2021 MATERIALS 370.25 AMALGAMATED TRANSIT UNION #1582 00369-0006 07-Sep-2021 REMITTANCE 5,067.96 AMALGAMATED TRANSIT UNION #1582 00372-0001 20-Sep-2021 REMITTANCE 5,156.09 AMALGAMATED TRANSIT UNION #1582 00377-0006 04-Oct-2021 REMITTANCE 4,802.91 AMG ENVIRONMENTAL INC 00368-0008 30-Aug-2021 CONTRACT SERVICES 2,203.50 AMG ENVIRONMENTAL INC 00374-0004 23-Sep-2021 CONTRACT SERVICES 2,203.50 ANDERSON,JENNIFER 447314 15-Sep-2021 REFUND 104.48 ANDERSON,SUZANNE 447129 01-Sep-2021 MATERIALS 141.05 ANDERSON,SUZANNE 447315 15-Sep-2021 MATERIALS 207.43 ANDERSONS CEMETERY CONTRACTING LTD 00377-0007 04-Oct-2021 MATERIALS 32,417.44 ANDREWS,EMILY& GOOLD, NATHANIAL 447128 01-Sep-2021 MATERIALS 315.00 ANDREWS,EMILY 447642 06-Oct-2021 MATERIALS 1,500.00 ANTHONY'S EXCAVATING CENTRAL INC 00374-0005 23-Sep-2021 CONTRACT SERVICES 791.00 ARAMARK CANADA LTD 447530 29-Sep-2021 MATERIALS 50.70 ARAMARK CANADA LTD 447643 06-Oct-2021 SUPPLIES 140.81 ARBUTHNOT,MORAN 447316 15-Sep-2021 REFUND 147.34 ARC ENGINEERING INC 00369-0007 07-Sep-2021 CONTRACT SERVICES 24,419.74 ARC ENGINEERING INC 00370-0006 13-Sep-2021 CONTRACT SERVICES 2,843.76 ARC ENGINEERING INC 00374-0006 23-Sep-2021 CONTRACT SERVICES 28,983.11 ARMSTRONG,EDWARD 447531 29-Sep-2021 REFUND 750.00 ARTISTA DESIGN & PRINT INC 00368-0009 30-Aug-2021 MATERIALS 7,849.52 ARTISTA DESIGN & PRINT INC 00369-0008 07-Sep-2021 ADVERTISING 288.15 ARTISTA DESIGN & PRINT INC 00370-0007 13-Sep-2021 SUPPLIES 67.80 Page 400 of 595 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount ARTISTA DESIGN & PRINT INC 00371-0008 20-Sep-2021 MATERIALS 205.64 ARTISTA DESIGN & PRINT INC 00374-0007 23-Sep-2021 MATERIALS 2,030.61 ARTISTA DESIGN & PRINT INC 00377-0008 04-Oct-2021 MATERIALS 768.40 ASSOCIATED ENGINEERING (ONT) LTD 00370-0008 13-Sep-2021 MATERIALS 5,974.49 ASSOCIATED ENGINEERING (ONT) LTD 00371-0009 20-Sep-2021 MATERIALS 47,124.12 ASSOCIATED ENGINEERING (ONT) LTD 00374-0008 23-Sep-2021 MATERIALS 502.96 AUTO PARTS CENTRES 447532 29-Sep-2021 MATERIALS 718.07 AUTO PARTS CENTRES 447645 06-Oct-2021 MATERIALS 387.04 AUTOTRIM & SIGNS OF NIAGARA 00368-0010 30-Aug-2021 MATERIALS 1,971.38 AUTOTRIM & SIGNS OF NIAGARA 00370-0009 13-Sep-2021 CONTRACT SERVICES 2,527.57 AUTOTRIM & SIGNS OF NIAGARA 00377-0009 04-Oct-2021 CONTRACT SERVICES 858.80 B & S POOL SERVICES 00377-0010 04-Oct-2021 MATERIALS 71.73 BACANI,JOVIT 447317 15-Sep-2021 REFUND 115.66 BAINS,JASPAL KAUR 447433 22-Sep-2021 REFUND 72.38 BAIOCCO CONSTRUCTION CORP 447237 08-Sep-2021 CONTRACT SERVICES 555,154.98 BAIOCCO CONSTRUCTION CORP 447434 22-Sep-2021 CONTRACT SERVICES 791,199.34 BAKER TRANSIT PARTS INC.00368-0011 30-Aug-2021 STORES/INVENTORY 753.03 BAKER TRANSIT PARTS INC.00369-0009 07-Sep-2021 STORES/INVENTORY 1,371.93 BAKER TRANSIT PARTS INC.00370-0010 13-Sep-2021 STORES/INVENTORY 1,387.17 BAKER TRANSIT PARTS INC.00371-0010 20-Sep-2021 STORES/INVENTORY 478.98 BAKER TRANSIT PARTS INC.00374-0009 23-Sep-2021 STORES/INVENTORY 519.35 BAKER TRANSIT PARTS INC.00377-0011 04-Oct-2021 STORES/INVENTORY 621.86 BARNES,ROBERT EDWARD 447646 06-Oct-2021 REFUND 750.00 BASELINE CONSTRUCTORS INC.00369-0010 07-Sep-2021 CONTRACT SERVICES 20,994.16 BATTLEFIELD EQUIPMENT RENTALS 447318 15-Sep-2021 CONTRACT SERVICES 4,927.32 BEALES,TOM 447647 06-Oct-2021 MEMBERSHIP 67.80 BEATTIES 00368-0012 30-Aug-2021 SERVICES 214.70 BEATTIES 00377-0012 04-Oct-2021 SERVICES 222.58 BEE,BRIAN ERNEST 447533 29-Sep-2021 REFUND 500.00 BELL CANADA 447130 01-Sep-2021 MATERIALS 99.44 BELL CANADA 447534 29-Sep-2021 MATERIALS 99.44 BELL CANADA - PUBLIC ACCESS 447436 22-Sep-2021 SERVICES 169.50 BELLUZ,MONICA 447535 29-Sep-2021 CONTRACT SERVICES 1,250.00 BEN BERG FARM & INDUSTRIAL EQUIPMENT LTD 00368-0013 30-Aug-2021 MATERIALS 1,572.37 BEN BERG FARM & INDUSTRIAL EQUIPMENT LTD 00370-0011 13-Sep-2021 MATERIALS 2,411.23 BEN BERG FARM & INDUSTRIAL EQUIPMENT LTD 00374-0011 23-Sep-2021 MATERIALS 222.44 BEN BERG FARM & INDUSTRIAL EQUIPMENT LTD 00377-0013 04-Oct-2021 MATERIALS 1,061.23 BENT MAHMOUD,KHADIJA 447319 15-Sep-2021 REFUND 67.96 BERKOWSKI,RONALD 447648 06-Oct-2021 REFUND 500.00 BERNARD,JOHN 447320 15-Sep-2021 MATERIALS 75.00 BERNAVA,KATHERINE FRANCES 447321 15-Sep-2021 REFUND 80.00 BESHIR,OMAR 447437 22-Sep-2021 REFUND 200.00 BETTS,JOSHUA 447322 15-Sep-2021 REFUND 230.00 BEYER,CARL 447438 22-Sep-2021 REFUND 750.00 BICKLE MAIN INDUSTRIAL SUPPLY INC 00369-0011 07-Sep-2021 MATERIALS 8.81 BICKLE MAIN INDUSTRIAL SUPPLY INC 00371-0011 20-Sep-2021 MATERIALS 10.11 BICKLE MAIN INDUSTRIAL SUPPLY INC 00377-0014 04-Oct-2021 MATERIALS 81.25 BLACK,TIMOTHY 447323 15-Sep-2021 MEMBERSHIP 67.80 BLENDOSE INC.447649 06-Oct-2021 REFUND 750.00 BMO NATIONAL SERVICES 447324 15-Sep-2021 REFUND 189.21 BOB ROBINSON & SON CONSTRUCTION 00369-0012 07-Sep-2021 CONTRACT SERVICES 3,751.61 BOB ROBINSON & SON CONSTRUCTION 00371-0012 20-Sep-2021 CONTRACT SERVICES 4,279.88 BOB ROBINSON & SON CONSTRUCTION 00377-0015 04-Oct-2021 CONTRACT SERVICES 2,415.38 BOBCAT OF HAMILTON LTD 00377-0016 04-Oct-2021 MATERIALS 4,294.00 BOLES,MARILYN 447325 15-Sep-2021 REFUND 227.08 BOOT SHOP 00374-0012 23-Sep-2021 MATERIALS 655.40 BOTBYL,BROC 447537 29-Sep-2021 LEASES AND RENTS 1,500.00 BOTTRELL,KURTIS 447538 29-Sep-2021 MEMBERSHIP 332.18 BOURMA,ASMAA 447131 01-Sep-2021 MATERIALS 50.00 BOYS & GIRLS CLUB OF NIAGARA 00368-0014 30-Aug-2021 FEE FOR SERVICE 17,371.50 BOYS & GIRLS CLUB OF NIAGARA 00374-0013 23-Sep-2021 FEE FOR SERVICE 17,371.50 BRAND BLVD INC 447650 06-Oct-2021 MATERIALS 2,462.96 BRECHT,VICTORIA 447540 29-Sep-2021 MATERIALS 1,500.00 BRENNAN PAVING LTD.447326 15-Sep-2021 CONTRACT SERVICES 296,809.23 BRENNAN PAVING LTD.447539 29-Sep-2021 CONTRACT SERVICES 205,504.41 BRINKS CANADA LTD 447541 29-Sep-2021 CONTRACT SERVICES 1,253.10 BROCK FORD SALES 447132 01-Sep-2021 MATERIALS 108,239.75 BROCK FORD SALES 447239 08-Sep-2021 MATERIALS 1,237.69 BROCK FORD SALES 447542 29-Sep-2021 MATERIALS 2,271.14 BROCK FORD SALES 447651 06-Oct-2021 MATERIALS 810.91 BROKERLINK INSURANCE 447133 01-Sep-2021 SERVICES 1,180,928.24 BROKERLINK INSURANCE 447439 22-Sep-2021 REMITTANCE 37,800.00 BROMAC CONSTRUCTION INC 00374-0014 23-Sep-2021 CONTRACT SERVICES 372,687.27 BROOKS,DJ 447134 01-Sep-2021 MATERIALS 264.14 BROUSSEAU,MARGIE-ANN 447328 15-Sep-2021 REFUND 107.56 BROUWER'S CUSTOM UPHOLSTERY & BLINDS LTD 447652 06-Oct-2021 MATERIALS 1,514.20 BURGESS,JASON 447240 08-Sep-2021 MATERIALS 154.25 BURGESS,JASON 447653 06-Oct-2021 MATERIALS 339.94 CABRAL,DIONISIO LEITE 447440 22-Sep-2021 REFUND 750.00 CAMPBELL,MATTHEW 447241 08-Sep-2021 MATERIALS 175.00 CANADA CLEAN FUELS 00368-0015 30-Aug-2021 FUEL 64,894.90 CANADA CLEAN FUELS 00369-0013 07-Sep-2021 FUEL 63,829.73 CANADA CLEAN FUELS 00370-0012 13-Sep-2021 FUEL 21,804.91 CANADA CLEAN FUELS 00371-0013 20-Sep-2021 FUEL 122,564.57 CANADA CLEAN FUELS 00374-0015 23-Sep-2021 FUEL 20,989.58 CANADA CLEAN FUELS 00377-0017 04-Oct-2021 FUEL 59,489.00 CANADA POST CORPORATION 00368-0016 30-Aug-2021 MATERIALS 4,109.02 CANADA POST CORPORATION 00370-0013 13-Sep-2021 MATERIALS 8,774.54 CANADA POST CORPORATION 00371-0014 20-Sep-2021 MATERIALS 4,529.85 CANADA POST CORPORATION 00377-0018 04-Oct-2021 MATERIALS 5,305.80 CANADIAN BEARINGS LTD 447543 29-Sep-2021 MATERIALS 179.08 CANADIAN BEARINGS LTD 447654 06-Oct-2021 MATERIALS 115.83 CANADIAN CORPS OF COMMISSIONAIRES (HAMILTON)00368-0017 30-Aug-2021 CONTRACT SERVICES 15,138.14 CANADIAN CORPS OF COMMISSIONAIRES (HAMILTON)00370-0014 13-Sep-2021 CONTRACT SERVICES 14,297.86 CANADIAN CORPS OF COMMISSIONAIRES (HAMILTON)00374-0016 23-Sep-2021 CONTRACT SERVICES 13,765.80 CANADIAN DOOR DOCTOR 00368-0018 30-Aug-2021 CONTRACT SERVICES 478.56 Page 401 of 595 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount CANADIAN DOOR DOCTOR 00369-0014 07-Sep-2021 CONTRACT SERVICES 245.78 CANADIAN LINEN & UNIFORM 00368-0019 30-Aug-2021 CONTRACT SERVICES 655.43 CANADIAN LINEN & UNIFORM 00369-0015 07-Sep-2021 CONTRACT SERVICES 655.43 CANADIAN LINEN & UNIFORM 00370-0015 13-Sep-2021 CONTRACT SERVICES 620.67 CANADIAN LINEN & UNIFORM 00371-0015 20-Sep-2021 CONTRACT SERVICES 526.28 CANADIAN LINEN & UNIFORM 00374-0017 23-Sep-2021 CONTRACT SERVICES 526.28 CANADIAN LINEN & UNIFORM 00377-0019 04-Oct-2021 CONTRACT SERVICES 1,094.73 CANADIAN LOCATORS INC.00374-0018 23-Sep-2021 CONTRACT SERVICES 53,865.68 CANADIAN NATIONAL 00368-0020 30-Aug-2021 CONTRACT SERVICES 3,826.50 CANADIAN NATIONAL 00374-0019 23-Sep-2021 CONTRACT SERVICES 3,826.50 CANADIAN PACIFIC RAILWAY CO 447242 08-Sep-2021 CONTRACT SERVICES 1,510.50 CANADIAN PACIFIC RAILWAY CO 447656 06-Oct-2021 CONTRACT SERVICES 1,510.50 CANADIAN PAYROLL ASSOCIATION 447657 06-Oct-2021 MEMBERSHIP 507.37 CANADIAN TIRE PROPERTIES INC.00368-0021 30-Aug-2021 LEASES AND RENTS 3,772.98 CANADIAN TIRE PROPERTIES INC.00376-0001 01-Oct-2021 LEASES AND RENTS 3,772.98 CANON CANADA INC 447655 06-Oct-2021 SUPPLIES 381.26 CANSEL SURVEY EQUIPMENT INC 447544 29-Sep-2021 MATERIALS 6,248.90 CANSEL SURVEY EQUIPMENT INC 447658 06-Oct-2021 MATERIALS 1,293.85 CANTEC SECURITY SERVICES INC 00368-0022 30-Aug-2021 CONTRACT SERVICES 22,475.60 CANTEC SECURITY SERVICES INC 00374-0020 23-Sep-2021 CONTRACT SERVICES 13,648.14 CARBONE,MIRELLA& CARBONE, RICCARDO 447545 29-Sep-2021 REFUND 750.00 CARDIFF,RYAN 447329 15-Sep-2021 REFUND 22.55 CARR,SAMANTHA 447330 15-Sep-2021 REFUND 264.42 CARR MCLEAN 447659 06-Oct-2021 MATERIALS 937.31 CARRIERE,DEREK 447135 01-Sep-2021 REFUND 500.00 CARUSO,MIKE 447441 22-Sep-2021 REFUND 500.00 CASSELS BROCK & BLACKWELL LLP 447136 01-Sep-2021 CONTRACT SERVICES 203.40 CASSELS BROCK & BLACKWELL LLP 447331 15-Sep-2021 CONTRACT SERVICES 4,090.60 CASSELS BROCK & BLACKWELL LLP 447660 06-Oct-2021 CONTRACT SERVICES 24,400.66 CASTLE MECHANICAL 00371-0016 20-Sep-2021 CONTRACT SERVICES 146.90 CASTLE MECHANICAL 00377-0020 04-Oct-2021 CONTRACT SERVICES 168.88 CBM N.A. INC 00369-0016 07-Sep-2021 STORES/INVENTORY 1,016.38 CBM N.A. INC 00370-0016 13-Sep-2021 STORES/INVENTORY 154.25 CBM N.A. INC 00371-0017 20-Sep-2021 STORES/INVENTORY 222.72 CBM N.A. INC 00374-0021 23-Sep-2021 STORES/INVENTORY 561.44 CBM N.A. INC 00377-0021 04-Oct-2021 STORES/INVENTORY 1,430.02 CENTENNIAL DEVELOPMENTS (NIAGARA) INC 00371-0018 20-Sep-2021 MATERIALS 1,663,924.14 CENTENNIAL INFRASTRUCTURE (NIAGARA) INC 00369-0017 07-Sep-2021 CONTRACT SERVICES 52,511.14 CENTRAL COMMUNICATIONS 00370-0017 13-Sep-2021 CONTRACT SERVICES 849.76 CERVUS EQUIPMENT #2602 00368-0023 30-Aug-2021 STORES/INVENTORY 511.46 CERVUS EQUIPMENT #2602 00371-0019 20-Sep-2021 MATERIALS 222.73 CERVUS EQUIPMENT #2602 00374-0022 23-Sep-2021 STORES/INVENTORY 4,226.87 CERVUS EQUIPMENT #2602 00377-0022 04-Oct-2021 STORES/INVENTORY 1,652.69 CHAMBERS WATER HAULAGE 1174723 ONTARIO LIMITED 00371-0020 20-Sep-2021 MATERIALS 83.00 CHARLES JONES INDUSTRIAL LTD 00368-0024 30-Aug-2021 STORES/INVENTORY 169.76 CHARLES JONES INDUSTRIAL LTD 00369-0018 07-Sep-2021 STORES/INVENTORY 764.60 CHARLES JONES INDUSTRIAL LTD 00370-0018 13-Sep-2021 STORES/INVENTORY 2,689.54 CHARLES JONES INDUSTRIAL LTD 00371-0021 20-Sep-2021 STORES/INVENTORY 805.07 CHARLES JONES INDUSTRIAL LTD 00374-0023 23-Sep-2021 STORES/INVENTORY 1,089.48 CHARLES JONES INDUSTRIAL LTD 00377-0023 04-Oct-2021 STORES/INVENTORY 445.15 CHEM AQUA 447137 01-Sep-2021 CONTRACT SERVICES 169.50 CHIODO,JOHN 447661 06-Oct-2021 MATERIALS 200.00 CIBC ELECTRONIC BANKING OPERATIONS 447332 15-Sep-2021 REFUND 108.25 CIBC ELECTRONIC BANKING OPERATIONS 447333 15-Sep-2021 REFUND 1,017.22 CIBC MORTGAGES INC 447243 08-Sep-2021 REFUND 1,728.84 CICCARELLI-MOORE,LIANA 447138 01-Sep-2021 REFUND 750.00 CIMCO REFRIGERATION 00369-0019 07-Sep-2021 CONTRACT SERVICES 443.23 CIMCO REFRIGERATION 00370-0019 13-Sep-2021 CONTRACT SERVICES 215.85 CIRCLE P. PAVING INC.00369-0020 07-Sep-2021 CONTRACT SERVICES 15,987.15 CITRIGNO,PAUL 447546 29-Sep-2021 REFUND 750.00 CITY ELECTRIC SUPPLY 447244 08-Sep-2021 MATERIALS 841.69 CJED-FM 447442 22-Sep-2021 ADVERTISING 442.96 CLEARY,JOE 447245 08-Sep-2021 MATERIALS 150.00 CLOCKWORK SYSTEMS INC 447443 22-Sep-2021 SERVICES 641.61 CODE 4 FIRE & RESCUE INC 00369-0022 07-Sep-2021 MATERIALS 284.76 COGECO CONNEXION INC 447547 29-Sep-2021 MATERIALS 146.79 COKER,JANET 447334 15-Sep-2021 MATERIALS 50.00 COLVOY ENTERPRISES 2012 LTD 00370-0020 13-Sep-2021 MATERIALS 674.97 COMPLETE COMFORT NIAGARA INC 00368-0025 30-Aug-2021 CONTRACT SERVICES 394.37 COMPLETE COMFORT NIAGARA INC 00369-0023 07-Sep-2021 CONTRACT SERVICES 1,825.57 COMPUGEN INC 447335 15-Sep-2021 SERVICES 14,349.31 CONCOLINO,THOMAS 447140 01-Sep-2021 REFUND 500.00 CONDOTTA,EVA ANNE& CONDOTTA, AMEDEO 447139 01-Sep-2021 REFUND 500.00 CONSEIL SCOLAIRE CATHOLIQUE MONAVENIR 00375-0002 30-Sep-2021 REMITTANCE 239,939.29 CONSEIL SCOLAIRE VIAMONDE 00375-0001 30-Sep-2021 .74,091.60 COPFER,ROBERT& COLITTI, ROSANN 447444 22-Sep-2021 REFUND 750.00 CORRIGAN,LESLIE& CORRIGAN, RACHELLE 447336 15-Sep-2021 REFUND 197.84 COULOMBE-KAFAL,LYNN 447548 29-Sep-2021 REFUND 500.00 CRAIG,CHLOE ALANA& CRAIG, RYAN 447446 22-Sep-2021 REFUND 750.00 CRAWFORD & COMPANY (CANADA) INC IN TRUST 447663 06-Oct-2021 CONTRACT SERVICES 7,000.00 CRAWFORD & COMPANY CANADA INC 447447 22-Sep-2021 CONTRACT SERVICES 1,667.50 CRAWFORD & COMPANY CANADA INC 447662 06-Oct-2021 CONTRACT SERVICES 644.00 CRAWFORD SMITH & SWALLOW 447448 22-Sep-2021 REMITTANCE 62,150.00 CRL CAMPBELL CONSTRUCTION & DRAINAGE LTD 00371-0023 20-Sep-2021 CONTRACT SERVICES 8,485.33 CRL CAMPBELL CONSTRUCTION & DRAINAGE LTD 00377-0024 04-Oct-2021 CONTRACT SERVICES 29,244.14 CROZIER ENTERPRISES LTD 447549 29-Sep-2021 MATERIALS 191.87 CUBIC ITS INC US DRAFT 16-Sep-2021 MATERIALS 7,077.00 CUCUZ,ZORAN 447246 08-Sep-2021 MATERIALS 200.00 CUPE LOCAL 133 00369-0024 07-Sep-2021 REMITTANCE 11,609.51 CUPE LOCAL 133 00372-0002 20-Sep-2021 REMITTANCE 10,918.69 CUPE LOCAL 133 00377-0025 04-Oct-2021 REMITTANCE 10,596.45 CUSTOM LOT CLEARING INC.447449 22-Sep-2021 CONTRACT SERVICES 1,130.00 DA-LEE DUST CONTROL LTD.447337 15-Sep-2021 CONTRACT SERVICES 7,369.26 DAL BIANCO,MARK JONATHAN 447142 01-Sep-2021 REFUND 750.00 DALEY,HILARY J& DALEY, MARK A 447451 22-Sep-2021 REFUND 500.00 DARCH FIRE 00377-0027 04-Oct-2021 MATERIALS 908.20 Page 402 of 595 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount DAVES TOTAL AUTOMOTIVE 00368-0027 30-Aug-2021 CONTRACT SERVICES 1,443.11 DAVID,KIMBERLEY WILFRED 447665 06-Oct-2021 REFUND 98.88 DAVIDSON ENVIRONMENTAL 00377-0028 04-Oct-2021 CONTRACT SERVICES 174.47 DEALMEIDA,ANTHONY 447338 15-Sep-2021 REFUND 101.69 DEGAGNE,DARLA 447339 15-Sep-2021 REFUND 116.04 DEMAR CONSTRUCTION INC.00371-0024 20-Sep-2021 CONTRACT SERVICES 83,185.74 DEMOL'S TIRE SALES & SERVICE 447143 01-Sep-2021 MATERIALS 672.29 DEMOL'S TIRE SALES & SERVICE 447247 08-Sep-2021 CONTRACT SERVICES 60.00 DEMOL'S TIRE SALES & SERVICE 447551 29-Sep-2021 MATERIALS 102.89 DEMOL'S TIRE SALES & SERVICE 447666 06-Oct-2021 CONTRACT SERVICES 60.00 DEPENDABLE EMERGENCY VEHICLES 447248 08-Sep-2021 MATERIALS 322.05 DEPENDABLE EMERGENCY VEHICLES 447552 29-Sep-2021 CONTRACT SERVICES 3,120.20 DESIGN ELECTRONICS 447553 29-Sep-2021 MATERIALS 9,681.09 DESJARDINS 447554 29-Sep-2021 REFUND 651.29 DHULKIFL,HASSAM 447555 29-Sep-2021 REFUND 500.00 DICAN INC.00374-0024 23-Sep-2021 CONTRACT SERVICES 1,488.22 DILLON CONSULTING LIMITED 00368-0028 30-Aug-2021 CONTRACT SERVICES 19,087.11 DIODATI,JIM 447556 29-Sep-2021 MATERIALS 1,277.72 DIRECT IT LTD.00369-0025 07-Sep-2021 SERVICES 12,712.50 DISTRICT SCHOOL BOARD OF NIAGARA 00374-0025 23-Sep-2021 REFUND 3,750.00 DISTRICT SCHOOL BOARD OF NIAGARA 00375-0003 30-Sep-2021 REMITTANCE 7,061,963.63 DOMINION NIAGARA HOLDINGS LTD 447144 01-Sep-2021 REFUND 1,250.00 DON'S SPRING REPAIR AND SERVICE 447557 29-Sep-2021 MATERIALS 4,054.44 DOWNTOWN BOARD OF MANAGEMENT 00368-0029 30-Aug-2021 CONTRACT SERVICES 3,250.00 DOWNTOWN BOARD OF MANAGEMENT 00374-0026 23-Sep-2021 CONTRACT SERVICES 21,000.00 DOWNTOWN BOARD OF MANAGEMENT 00377-0029 04-Oct-2021 MATERIALS 100,000.00 DRAGOSAVLJEVIC,DANIJEL 447667 06-Oct-2021 TRAVEL/MILEAGE 147.50 DRAGUN CORPORATION 447145 01-Sep-2021 MATERIALS 80,243.84 DREN,JAMES& DREN, SUSAN 447340 15-Sep-2021 REFUND 150.94 DROLLIS SAFETY SUPPLY CO LTD 00368-0030 30-Aug-2021 STORES/INVENTORY 1,654.32 DRZEWICKI,WITOLD 447146 01-Sep-2021 MATERIALS 75.00 DS ENVIRO SYSTEMS INC.447558 29-Sep-2021 CONTRACT SERVICES 282.50 DTAH ARCHITECTS LTD.00371-0025 20-Sep-2021 CONTRACT SERVICES 6,825.12 DUECK,GREG 447452 22-Sep-2021 MATERIALS 175.00 DUMELE,GREGORY 447668 06-Oct-2021 REFUND 500.00 DURIGON,MIKE 447559 29-Sep-2021 CONTRACT SERVICES 4,601.77 E & R LAWN & GARDEN EQUIPMENT 447148 01-Sep-2021 STORES/INVENTORY 908.29 E & R LAWN & GARDEN EQUIPMENT 447459 22-Sep-2021 STORES/INVENTORY 599.62 E-QUIP RENTALS & REPAIRS INC 447342 15-Sep-2021 MATERIALS 2,917.03 E-QUIP RENTALS & REPAIRS INC 447458 22-Sep-2021 MATERIALS 3,572.41 E-QUIP RENTALS & REPAIRS INC 447561 29-Sep-2021 MATERIALS 1,420.36 E-QUIP RENTALS & REPAIRS INC 447673 06-Oct-2021 MATERIALS 259.29 EASHAK,ALBERT CHARLES 447147 01-Sep-2021 REFUND 1,281.00 ELLIS,JULIE 447669 06-Oct-2021 MATERIALS 812.00 ELLIS ENGINEERING INC.00369-0026 07-Sep-2021 MATERIALS 4,366.61 ELLIS ENGINEERING INC.00370-0021 13-Sep-2021 MATERIALS 3,744.03 ELREG DISTRIBUTORS LTD 447453 22-Sep-2021 STORES/INVENTORY 21.24 EMCO WATERWORKS 00370-0022 13-Sep-2021 MATERIALS 17,624.87 EMCO WATERWORKS 00371-0026 20-Sep-2021 MATERIALS 237.30 EMCO WATERWORKS 00374-0027 23-Sep-2021 MATERIALS 8,168.54 EMPLOYMENT PROFESSIONALS CANADA INC.447670 06-Oct-2021 CONTRACT SERVICES 3,076.67 EMTRAC CANADA 447454 22-Sep-2021 MATERIALS 17,967.00 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00368-0031 30-Aug-2021 UTILITIES 953.48 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00369-0027 07-Sep-2021 UTILITIES 6,423.80 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00370-0023 13-Sep-2021 UTILITIES 214.95 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00371-0027 20-Sep-2021 UTILITIES 3,548.48 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00374-0028 23-Sep-2021 UTILITIES 1,907.38 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00377-0030 04-Oct-2021 UTILITIES 9,755.54 ENGHOUSE TRANSPORTATION LIMITED 00368-0032 30-Aug-2021 CONTRACT SERVICES 5,989.00 ENNS,JONATHAN RYAN 447455 22-Sep-2021 REFUND 500.00 ENTERPRISE RENT A CAR CANADA COMPANY 447341 15-Sep-2021 LEASES AND RENTS 3,349.32 ENTERPRISE RENT A CAR CANADA COMPANY 447456 22-Sep-2021 LEASES AND RENTS 3,349.32 ENTERPRISE RENT A CAR CANADA COMPANY 447560 29-Sep-2021 LEASES AND RENTS 6,698.64 ENTERPRISE RENT A CAR CANADA COMPANY 447671 06-Oct-2021 LEASES AND RENTS 3,349.32 ENTERPRISE RENT A CAR CANADA COMPANY 447672 06-Oct-2021 LEASES AND RENTS 6,698.64 ENTRO COMMUNICATIONS INC 447457 22-Sep-2021 MATERIALS 635.63 ERIC WIENS CONSTRUCTION LTD 447562 29-Sep-2021 REFUND 1,000.00 ESRI CANADA LTD 447149 01-Sep-2021 SERVICES 8,147.30 EVANS UTILITY & MUNICIPAL PRODUCTS SUPPLY LTD 00368-0033 30-Aug-2021 MATERIALS 6,701.17 EVANS UTILITY & MUNICIPAL PRODUCTS SUPPLY LTD 00371-0028 20-Sep-2021 MATERIALS 1,742.96 EVANS UTILITY & MUNICIPAL PRODUCTS SUPPLY LTD 00374-0029 23-Sep-2021 MATERIALS 59,058.69 EVANS UTILITY & MUNICIPAL PRODUCTS SUPPLY LTD 00377-0031 04-Oct-2021 MATERIALS 806.22 EVERPLAY INSTALLATION INC 447563 29-Sep-2021 MATERIALS 783.09 EVOLUTION TRUCK & TRAILER SERVICE 00377-0032 04-Oct-2021 MATERIALS 309.08 EXP SERVICES INC 447249 08-Sep-2021 MATERIALS 2,748.16 EXP SERVICES INC 447674 06-Oct-2021 MATERIALS 47,708.60 FAIRLEY,HEATHER 447150 01-Sep-2021 MATERIALS 50.00 FAJTA,MICHAEL& DHAND-FAJTA, MONIQUE 447151 01-Sep-2021 REFUND 500.00 FALLS CHEVROLET CADILLAC 00370-0024 13-Sep-2021 MATERIALS 1,196.44 FALLS CHEVROLET CADILLAC 00377-0033 04-Oct-2021 MATERIALS 4,637.23 FALLS ELECTRIC INC 00368-0034 30-Aug-2021 CONTRACT SERVICES 492.00 FALLS ELECTRIC INC 00374-0030 23-Sep-2021 CONTRACT SERVICES 5,346.75 FALLS ELECTRIC INC 00377-0034 04-Oct-2021 MATERIALS 1,013.80 FASTENAL CANADA LTD 00368-0035 30-Aug-2021 STORES/INVENTORY 916.18 FASTENAL CANADA LTD 00369-0028 07-Sep-2021 STORES/INVENTORY 292.99 FASTENAL CANADA LTD 00370-0025 13-Sep-2021 STORES/INVENTORY 1,763.98 FASTENAL CANADA LTD 00377-0035 04-Oct-2021 STORES/INVENTORY 3,854.28 FAZIO,DINO 447675 06-Oct-2021 MATERIALS 162.72 FEHR,DAVID 447152 01-Sep-2021 MATERIALS 67.80 FERREIRA,TINA 447564 29-Sep-2021 REFUND 750.00 FERRI,BRANDON 447461 22-Sep-2021 REFUND 7,728.00 FERRON,HOLLY 447153 01-Sep-2021 MATERIALS 76.70 FILION WAKELY THORUP ANGELETTI LLP 00374-0031 23-Sep-2021 CONTRACT SERVICES 565.00 FILION WAKELY THORUP ANGELETTI LLP 00377-0036 04-Oct-2021 CONTRACT SERVICES 282.50 FIRE MONITORING OF CANADA INC 00368-0036 30-Aug-2021 CONTRACT SERVICES 1,624.94 FIRE MONITORING OF CANADA INC 00371-0029 20-Sep-2021 SERVICES 2,701.83 Page 403 of 595 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount FIREHALL BOOKSTORE 447250 08-Sep-2021 MATERIALS 2,281.99 FIRST GENERAL SERVICES OF NIAGARA 447251 08-Sep-2021 REFUND 1,250.00 FLAGS UNLIMITED INC 00369-0029 07-Sep-2021 STORES/INVENTORY 101.70 FLAGS UNLIMITED INC 00374-0032 23-Sep-2021 STORES/INVENTORY 81.63 FLEURY,EMMA LEE 447565 29-Sep-2021 MATERIALS 1,500.00 FLEXO PRODUCTS LTD 00368-0037 30-Aug-2021 STORES/INVENTORY 12.81 FLEXO PRODUCTS LTD 00369-0030 07-Sep-2021 MATERIALS 862.76 FLEXO PRODUCTS LTD 00370-0026 13-Sep-2021 CONTRACT SERVICES 282.50 FLEXO PRODUCTS LTD 00371-0030 20-Sep-2021 STORES/INVENTORY 1,847.02 FLEXO PRODUCTS LTD 00374-0033 23-Sep-2021 MATERIALS 2,811.92 FLEXO PRODUCTS LTD 00377-0037 04-Oct-2021 MATERIALS 3,353.34 FOLINO,MARIO 447154 01-Sep-2021 REFUND 500.00 FORMICA,MIKE 447462 22-Sep-2021 TRAINING 76.01 FRAONE,JOSEPHINE 447155 01-Sep-2021 REFUND 2,500.00 FROESE,TERRI 447463 22-Sep-2021 REFUND 750.00 FURTADO,JOSE 447343 15-Sep-2021 REFUND 184.12 GALES GAS BARS LIMITED 00368-0038 30-Aug-2021 MATERIALS 783.36 GALES GAS BARS LIMITED 00377-0038 04-Oct-2021 MATERIALS 792.08 GANATRA,JANVI 447566 29-Sep-2021 LEASES AND RENTS 1,500.00 GARAGE SUPPLY CONTRACTING INC.00368-0039 30-Aug-2021 CONTRACT SERVICES 1,327.75 GARAGE SUPPLY CONTRACTING INC.00374-0034 23-Sep-2021 CONTRACT SERVICES 2,931.66 GARCIA BOURAS,ALEJANDRO 447567 29-Sep-2021 REFUND 366.30 GAROFALO SEWER CLEANING 447157 01-Sep-2021 CONTRACT SERVICES 203.40 GARRITANO BROS LTD.00371-0031 20-Sep-2021 CONTRACT SERVICES 174,569.39 GARRITANO BROS LTD.00377-0039 04-Oct-2021 CONTRACT SERVICES 552,817.28 GAUBOC CONSTRUCTION LIMITED 447158 01-Sep-2021 CONTRACT SERVICES 8,164.25 GAUBOC CONSTRUCTION LIMITED 00377-0040 04-Oct-2021 CONTRACT SERVICES 44,908.18 GILL,ANDREW 447252 08-Sep-2021 MATERIALS 204.00 GIURA PAINT & WALLPAPER LTD 447253 08-Sep-2021 MATERIALS 181.78 GM BLUEPLAN ENGINEERING LIMITED 00368-0040 30-Aug-2021 MATERIALS 23,223.30 GM BLUEPLAN ENGINEERING LIMITED 00371-0032 20-Sep-2021 MATERIALS 12,425.89 GM BLUEPLAN ENGINEERING LIMITED 00374-0035 23-Sep-2021 MATERIALS 22,741.26 GM BLUEPLAN ENGINEERING LIMITED 00377-0041 04-Oct-2021 MATERIALS 12,968.35 GOODWIN,THOMAS& CICCHINO, MELISSA 447344 15-Sep-2021 REFUND 180.55 GOOSEN,CHRISTOPHER PAUL 447676 06-Oct-2021 REFUND 750.00 GP EMPIRE COMMUNITES (NIAGARA) LTD 447159 01-Sep-2021 REFUND 4,000.00 GP EMPIRE COMMUNITES (NIAGARA) LTD 447464 22-Sep-2021 REFUND 2,000.00 GRANITE TELECOMMUNICATIONS 447465 22-Sep-2021 SERVICES 80.99 GRAY,DALTON 447345 15-Sep-2021 REFUND 120.41 GRAYBAR CANADA 00368-0041 30-Aug-2021 MATERIALS 142.41 GRAYBAR CANADA 00370-0027 13-Sep-2021 MATERIALS 4,438.87 GREAT LAKES FIRE SERVICES LTD.00370-0028 13-Sep-2021 MATERIALS 28.25 GREAT LAKES FIRE SERVICES LTD.00371-0033 20-Sep-2021 MATERIALS 1,904.05 GREAT LAKES FIRE SERVICES LTD.00374-0036 23-Sep-2021 MATERIALS 118.65 GREAT LAKES FIRE SERVICES LTD.00377-0042 04-Oct-2021 MATERIALS 28.25 GRIFFIN LANDSCAPE MANAGEMENT SOLUTIONS INC.00371-0034 20-Sep-2021 CONTRACT SERVICES 11,688.48 GSP GROUP 447346 15-Sep-2021 MATERIALS 3,013.02 GSP GROUP 447568 29-Sep-2021 MATERIALS 11,318.53 GSP GROUP 447677 06-Oct-2021 MATERIALS 1,341.88 GT FRENCH 447569 29-Sep-2021 MATERIALS 84.44 GT FRENCH 447678 06-Oct-2021 MATERIALS 202.74 GUILD ELECTRIC LIMITED 00374-0037 23-Sep-2021 CONTRACT SERVICES 18,382.83 GUNNEBO CANADA INC 00370-0029 13-Sep-2021 CONTRACT SERVICES 522.94 HALLEX ENGINEERING LTD 447466 22-Sep-2021 MATERIALS 8,441.10 HALLEX ENGINEERING LTD 447679 06-Oct-2021 MATERIALS 12,061.62 HARRIS BROS. CONTRACTING 447570 29-Sep-2021 CONTRACT SERVICES 4,000.00 HAY,JENNIFER LYNNE 447467 22-Sep-2021 REFUND 500.00 HEDDEN,KRYSTINA& DUNCAN, AIDEN 447468 22-Sep-2021 REFUND 750.00 HEINRICH,HEINZ 447347 15-Sep-2021 REFUND 166.88 HENDERSON,EGAN 447254 08-Sep-2021 TRAVEL/MILEAGE 48.97 HENDERSON RECREATION EQUIPMENT LIMITED 00371-0035 20-Sep-2021 MATERIALS 1,003.37 HERC RENTALS 447160 01-Sep-2021 LEASES AND RENTS 2,902.97 HERC RENTALS 447348 15-Sep-2021 LEASES AND RENTS 5,805.94 HERC RENTALS 447469 22-Sep-2021 LEASES AND RENTS 2,177.23 HERC RENTALS 447571 29-Sep-2021 LEASES AND RENTS 2,902.97 HICKS MORLEY HAMILTON STEWART STORIE LLP 447572 29-Sep-2021 CONTRACT SERVICES 1,462.22 HILL,MIKE 447470 22-Sep-2021 MATERIALS 152.54 HILL,RICHARD 447681 06-Oct-2021 MATERIALS 1,500.00 HILLBORN,MR. KEITH 447680 06-Oct-2021 MATERIALS 1,100.76 HOBBS,KEVIN 447161 01-Sep-2021 MATERIALS 847.50 HOLJAK,DENNIS 447573 29-Sep-2021 REFUND 500.00 HOLM,MELANIE 447471 22-Sep-2021 REFUND 200.00 HORINGA,JACOB 447574 29-Sep-2021 LEASES AND RENTS 1,500.00 HORTH,CHRISTOPHER& MARALDO, JAMIE 447255 08-Sep-2021 REFUND 197.75 HOSPITALITY FALLSVIEW HOLDINGS 447162 01-Sep-2021 REFUND 1,250.00 HOUGHTON,PATRICK DONALD 447472 22-Sep-2021 REFUND 500.00 HRDOWNLOADS 447163 01-Sep-2021 MATERIALS 18,530.87 HRDOWNLOADS 447682 06-Oct-2021 MATERIALS 565.00 HU,MING 447683 06-Oct-2021 REFUND 1,250.00 HU,YINGJIAO 447684 06-Oct-2021 REFUND 487.68 HUANG,LI 447349 15-Sep-2021 MATERIALS 31.86 HUBB CAP 00374-0038 23-Sep-2021 MATERIALS 1,174.85 HYATT,JOE 447575 29-Sep-2021 REFUND 500.00 HYDRO ONE NETWORKS INC 447685 06-Oct-2021 REFUND 1,250.00 IANNAZZO,ANTONIO 447256 08-Sep-2021 MATERIALS 4,050.00 ICECO ADVANCED ARENA PRODUCTS 447473 22-Sep-2021 CONTRACT SERVICES 4,313.61 IDEAL PLUMBING 447576 29-Sep-2021 REFUND 750.00 IDRIS,AWAB 447577 29-Sep-2021 LEASES AND RENTS 1,500.00 IMPIRICA INC.447474 22-Sep-2021 CONTRACT SERVICES 2,425.50 INFOR (CANADA) LTD 447350 15-Sep-2021 SERVICES 3,937.94 INLAND LIFERAFTS & MARINE 00369-0031 07-Sep-2021 MATERIALS 379.48 INNOVATIVE GATE SYSTEMS INC 447257 08-Sep-2021 CONTRACT SERVICES 514.15 INNOVATIVE SURFACE SOLUTIONS CANADA 00369-0032 07-Sep-2021 MATERIALS 5,595.29 INTACT PUBLIC ENTITIES INC.447686 06-Oct-2021 MATERIALS 2,163.47 J J MACKAY CANADA LTD 00368-0042 30-Aug-2021 CONTRACT SERVICES 23.81 J J MACKAY CANADA LTD 00374-0039 23-Sep-2021 CONTRACT SERVICES 25.72 Page 404 of 595 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount J K JOUPPIEN HERITAGE RESOURCE CONSULTANT INC.447260 08-Sep-2021 MATERIALS 1,423.80 J K JOUPPIEN HERITAGE RESOURCE CONSULTANT INC.447582 29-Sep-2021 MATERIALS 536.75 J K JOUPPIEN HERITAGE RESOURCE CONSULTANT INC.447690 06-Oct-2021 MATERIALS 565.00 JACENS PLUMBING (ELLIOTT HAMILTON)447687 06-Oct-2021 CONTRACT SERVICES 1,200.00 JACK DOW AUTO SUPPLIES LIMITED 00368-0043 30-Aug-2021 MATERIALS 376.24 JACK DOW AUTO SUPPLIES LIMITED 00369-0033 07-Sep-2021 MATERIALS 25.54 JACK DOW AUTO SUPPLIES LIMITED 00370-0030 13-Sep-2021 MATERIALS 83.73 JACK DOW AUTO SUPPLIES LIMITED 00371-0036 20-Sep-2021 MATERIALS 1,227.73 JACK DOW AUTO SUPPLIES LIMITED 00374-0040 23-Sep-2021 MATERIALS 54.24 JACK DOW AUTO SUPPLIES LIMITED 00377-0043 04-Oct-2021 MATERIALS 1,298.68 JACKSON,DAVE 447578 29-Sep-2021 TRAVEL/MILEAGE 302.08 JACKSON,DAVE 447688 06-Oct-2021 MATERIALS 200.00 JACKSON,MARY 447351 15-Sep-2021 REFUND 81.89 JADE EQUIPMENT CO LTD 00370-0031 13-Sep-2021 MATERIALS 340.93 JALUVKA,TATJANA 447258 08-Sep-2021 MATERIALS 294.12 JALUVKA,TATJANA 447689 06-Oct-2021 TRAVEL/MILEAGE 89.68 JAREB,MARINKO 447579 29-Sep-2021 MATERIALS 2,000.00 JENINO HVAC & ELECTROMECHANICAL INC.447164 01-Sep-2021 CONTRACT SERVICES 1,412.50 JENINO HVAC & ELECTROMECHANICAL INC.447259 08-Sep-2021 CONTRACT SERVICES 4,130.15 JETWAYZ MOBILE SANDBLASTING AND PAINTING 447580 29-Sep-2021 CONTRACT SERVICES 21,846.79 JIFFY LUBE 447165 01-Sep-2021 CONTRACT SERVICES 49.82 JIFFY LUBE 447581 29-Sep-2021 CONTRACT SERVICES 98.28 JOE JOHNSON EQUIPMENT 00368-0044 30-Aug-2021 LEASES AND RENTS 12,712.50 JOE JOHNSON EQUIPMENT 00377-0044 04-Oct-2021 LEASES AND RENTS 12,712.50 JORDAN,JOSIAH 447352 15-Sep-2021 MATERIALS 52.51 JORDAN,JOSIAH 447475 22-Sep-2021 MATERIALS 200.00 JORDAN,JOSIAH 447691 06-Oct-2021 TRAVEL/MILEAGE 60.77 JUICE WILLIS ENTERTAINMENT 447692 06-Oct-2021 MATERIALS 150.00 K. PAUL ARCHITECT INC 447166 01-Sep-2021 REFUND 1,250.00 KAUR,SANDEEP 447584 29-Sep-2021 REFUND 80.00 KEHOE LAW ENFORCEMENT (LE) DISTRIBUTORS INC.447261 08-Sep-2021 MATERIALS 746.93 KELLY DIGS LANDSCAPING 00370-0032 13-Sep-2021 CONTRACT SERVICES 43,321.32 KERRY T HOWE ENGINEERING LTD 00368-0045 30-Aug-2021 MATERIALS 1,544.71 KERRY T HOWE ENGINEERING LTD 00377-0045 04-Oct-2021 MATERIALS 9,406.29 KHAMPHASITHIVONG,XAYKEO& KHAMPHASITHIVONG, MANIVANH 447476 22-Sep-2021 UTILITIES 151.57 KIMBERLEY,WILFRED DAVID 447693 06-Oct-2021 REFUND 98.88 KLAS ENTERPRISES 447477 22-Sep-2021 REFUND 750.00 KMB INTERNATIONAL 00371-0037 20-Sep-2021 CONTRACT SERVICES 7,729.20 KOSANOVIC,MILAN 447478 22-Sep-2021 REFUND 500.00 KOSHABA,NADA 447479 22-Sep-2021 REFUND 424.16 KROWN - 1907611 ONTARIO INC 00368-0046 30-Aug-2021 CONTRACT SERVICES 169.44 KROWN - 1907611 ONTARIO INC 00369-0034 07-Sep-2021 STORES/INVENTORY 589.86 KRUTASKY,MARIANNE 447694 06-Oct-2021 REFUND 110.18 KUMANOVSKIY,TATYANA 447585 29-Sep-2021 REFUND 500.00 LABRECHE,BETTY MARIE 447353 15-Sep-2021 LEASES AND RENTS 80.00 LAI,ANDERSON 447354 15-Sep-2021 REFUND 136.12 LANDTEK LIMITED 447586 29-Sep-2021 MATERIALS 2,147.00 LANGLOIS,MARYANN 447355 15-Sep-2021 REFUND 89.36 LATUNDRESS,GERALD 447480 22-Sep-2021 MATERIALS 150.00 LAURENCE,ROSLYN RUTH 447356 15-Sep-2021 REFUND 205.75 LAW CRUSHED STONE 447357 15-Sep-2021 MATERIALS 458.87 LAW CRUSHED STONE 00368-0047 30-Aug-2021 MATERIALS 10,970.41 LAW CRUSHED STONE 00374-0041 23-Sep-2021 MATERIALS 1,431.40 LAWNS AND MORE INC.447358 15-Sep-2021 CONTRACT SERVICES 1,904.05 LAWSON PRODUCTS 00368-0048 30-Aug-2021 MATERIALS 555.06 LAWSON PRODUCTS 00369-0035 07-Sep-2021 MATERIALS 465.69 LAWSON PRODUCTS 00370-0033 13-Sep-2021 MATERIALS 664.60 LAWSON PRODUCTS 00371-0038 20-Sep-2021 MATERIALS 541.13 LAWSON PRODUCTS 00374-0042 23-Sep-2021 MATERIALS 652.00 LEAD MECHANICAL 447481 22-Sep-2021 CONTRACT SERVICES 344.65 LELIEVRE,PETER 447588 29-Sep-2021 REFUND 1,425.13 LEXISNEXIS CANADA INC 447695 06-Oct-2021 MATERIALS 497.20 LI,BONNY KAMAN 447359 15-Sep-2021 REFUND 5,634.22 LIBERA,JUSTIN& LIBERA, KRISTINE 447589 29-Sep-2021 REFUND 1,750.00 LIFEWORKS (CANADA) LTD.447360 15-Sep-2021 MATERIALS 5,452.92 LIFEWORKS (CANADA) LTD.447482 22-Sep-2021 MATERIALS 2,726.46 LIGHTNING EQUIPMENT SALES INC 00370-0034 13-Sep-2021 MATERIALS 473.47 LINCOLN APPLIANCE SERVICE CENTRE 447696 06-Oct-2021 MATERIALS 296.06 LINDE CANADA INC.447262 08-Sep-2021 MATERIALS 29.78 LINDE CANADA INC.447361 15-Sep-2021 CONTRACT SERVICES 160.85 LINDE CANADA INC.447483 22-Sep-2021 MATERIALS 103.57 LINDE CANADA INC.447590 29-Sep-2021 MATERIALS 383.73 LIPNICKY,JAMES ERIC HOBBS 447484 22-Sep-2021 REFUND 500.00 LMCBO GROUP 447591 29-Sep-2021 MEMBERSHIP 300.00 LOCOCO,LORI 447167 01-Sep-2021 SERVICES 122.12 LOETFERING,NANCY BERNADETTE 447485 22-Sep-2021 REFUND 750.00 LOUIS,CHRIS 447486 22-Sep-2021 MATERIALS 600.00 LOYALIST CROSSING DEVELOPMENT INC 447592 29-Sep-2021 REFUND 750.00 LOYALIST CROSSING DEVELOPMENT INC 447697 06-Oct-2021 REFUND 500.00 LUCIOW,CARRIE 447168 01-Sep-2021 TRAINING 282.10 M&L SUPPLY FIRE AND SAFETY 00368-0049 30-Aug-2021 MATERIALS 542.85 MACKENZIE,RON 447362 15-Sep-2021 REFUND 200.00 MACLEAN,DAVE 447593 29-Sep-2021 MATERIALS 150.00 MACLEOD,JOHN 447264 08-Sep-2021 MATERIALS 67.80 MALATEST,RANDALL JOHN& MALATEST, ANN-MARIE 447487 22-Sep-2021 REFUND 2,500.00 MALE,ROY 447169 01-Sep-2021 CONTRACT SERVICES 8,483.34 MALLETT,MELISSA 447265 08-Sep-2021 REFUND 108.39 MANCUSO,TONY 447170 01-Sep-2021 MATERIALS 75.00 MANCUSO CHEMICALS LIMITED 00368-0050 30-Aug-2021 MATERIALS 1,668.61 MANCUSO CHEMICALS LIMITED 00369-0037 07-Sep-2021 MATERIALS 480.77 MANCUSO CHEMICALS LIMITED 00370-0035 13-Sep-2021 MATERIALS 405.31 MANCUSO CHEMICALS LIMITED 00371-0039 20-Sep-2021 MATERIALS 1,230.32 MANCUSO CHEMICALS LIMITED 00374-0044 23-Sep-2021 STORES/INVENTORY 442.33 MANCUSO CHEMICALS LIMITED 00377-0046 04-Oct-2021 MATERIALS 394.39 MANICONE,VINCE 447171 01-Sep-2021 TRAVEL/MILEAGE 127.44 MANICONE,VINCE 447363 15-Sep-2021 TRAVEL/MILEAGE 127.44 Page 405 of 595 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount MANNELLA,MICHELE& DI BARTOLO, PATRICIA 447594 29-Sep-2021 REFUND 1,224.89 MANOJLOVIC,STEVAN 447699 06-Oct-2021 MATERIALS 30.00 MARAZZO,ASHLEY 447595 29-Sep-2021 MATERIALS 750.00 MARK'S L'EQUIPEUR 00368-0052 30-Aug-2021 MATERIALS 6,457.26 MARK'S L'EQUIPEUR 00369-0038 07-Sep-2021 MATERIALS 9,720.43 MARK'S L'EQUIPEUR 00370-0036 13-Sep-2021 MATERIALS 1,687.31 MARK'S L'EQUIPEUR 00371-0040 20-Sep-2021 MATERIALS 218.66 MARK'S L'EQUIPEUR 00374-0045 23-Sep-2021 MATERIALS 2,225.70 MARK'S L'EQUIPEUR 00377-0047 04-Oct-2021 MATERIALS 9,064.29 MARKS SUPPLY INC 00368-0053 30-Aug-2021 MATERIALS 1,223.23 MARKS SUPPLY INC 00369-0039 07-Sep-2021 MATERIALS 1,821.59 MARKS SUPPLY INC 00370-0037 13-Sep-2021 MATERIALS 39.75 MARKS SUPPLY INC 00371-0041 20-Sep-2021 MATERIALS 620.51 MARKS SUPPLY INC 00374-0046 23-Sep-2021 MATERIALS 1,287.24 MARKS SUPPLY INC 00377-0048 04-Oct-2021 MATERIALS 180.34 MARONE,ALESSANDRO 447172 01-Sep-2021 REFUND 750.00 MASIMO CANADA ULC 447596 29-Sep-2021 MATERIALS 1,038.47 MASIMO CANADA ULC 447700 06-Oct-2021 MATERIALS 84.75 MAURICE,STEVE 447266 08-Sep-2021 TRAVEL/MILEAGE 112.10 MCALLISTER,PETER 447597 29-Sep-2021 REFUND 3,078.39 MCCALLUM,HELEN 447701 06-Oct-2021 REFUND 141.25 MCCARTNEY,ANTHONY JOHN& MCCARTNEY, CHRISTOPHER A 447364 15-Sep-2021 REFUND 258.09 MCDONALD,MATT 447173 01-Sep-2021 MATERIALS 118.64 MCGEE MARKING DEVICES 447174 01-Sep-2021 MATERIALS 79.10 MCKENZIE,AMANDA S.447598 29-Sep-2021 REFUND 500.00 MCLEOD & SAVOIE AUTO AND TRUCK REPAIRS LTD 447267 08-Sep-2021 CONTRACT SERVICES 220.35 MCNAMARA,SUSAN 447365 15-Sep-2021 MATERIALS 50.00 MCNEIL MANAGEMENT SERVICES 447176 01-Sep-2021 MATERIALS 1,582.00 MCQUEEN,SHERARD 447702 06-Oct-2021 REFUND 750.00 MCQUESTION,JENNIFER& LAROCHE, DAN 447177 01-Sep-2021 REFUND 500.00 MCSWEENEY & ASSOCIATES CONSULTING INC.447366 15-Sep-2021 CONTRACT SERVICES 7,514.50 METAL SUPERMARKETS 00370-0038 13-Sep-2021 MATERIALS 23.53 METRO FREIGHTLINER HAMILTON 447178 01-Sep-2021 MATERIALS 18,700.37 METRO FREIGHTLINER HAMILTON 447268 08-Sep-2021 STORES/INVENTORY 1,314.62 METRO FREIGHTLINER HAMILTON 447367 15-Sep-2021 STORES/INVENTORY 1,112.87 METRO PLUMBING & HEATING 00374-0047 23-Sep-2021 CONTRACT SERVICES 24,353.29 METROLAND MEDIA GROUP 447179 01-Sep-2021 ADVERTISING 318.66 METROLAND MEDIA GROUP 447269 08-Sep-2021 ADVERTISING 1,230.57 METROLAND MEDIA GROUP 447368 15-Sep-2021 ADVERTISING 551.44 METROLAND MEDIA GROUP 447488 22-Sep-2021 ADVERTISING 1,255.20 METROLAND MEDIA GROUP 447599 29-Sep-2021 ADVERTISING 1,709.69 METROLAND MEDIA GROUP 447703 06-Oct-2021 ADVERTISING 318.66 MGE NIAGARA ENTERTAINMENT INC.447460 22-Sep-2021 REFUND 2,500.00 MICHITSCH,HERB 447180 01-Sep-2021 MATERIALS 175.00 MIDCITY AUTO SERVICE 447489 22-Sep-2021 MATERIALS 678.00 MIELE,SAMUEL 447600 29-Sep-2021 REMITTANCE 1,500.00 MINISTER OF FINANCE 447181 01-Sep-2021 PAYROLL REMITTANCE 90,080.75 MINISTER OF FINANCE 447182 01-Sep-2021 PAYROLL REMITTANCE 4,505.63 MINISTER OF FINANCE 447369 15-Sep-2021 TRAINING 390.00 MINISTER OF FINANCE 447704 06-Oct-2021 PAYROLL REMITTANCE 132,384.31 MINISTER OF FINANCE 447705 06-Oct-2021 PAYROLL REMITTANCE 6,725.77 MINISTER OF FINANCE 447706 06-Oct-2021 MATERIALS 9,600.00 MINISTRY OF TRANSPORTATION 447707 06-Oct-2021 MATERIALS 247.50 MINISTRY OF ATTORNEY GENERAL 00369-0040 07-Sep-2021 PAYROLL REMITTANCE 3,551.10 MINISTRY OF ATTORNEY GENERAL 00372-0003 20-Sep-2021 PAYROLL REMITTANCE 3,551.10 MINISTRY OF ATTORNEY GENERAL 00377-0049 04-Oct-2021 PAYROLL REMITTANCE 3,551.10 MIRABELLI,SAM 447601 29-Sep-2021 MATERIALS 200.00 MISIK,CHRIS 447183 01-Sep-2021 MATERIALS 45.00 MISIR,STEVEN ZYGMUND 447370 15-Sep-2021 REFUND 200.00 MISSISSAUGA BUS COACH & TRUCK REPAIRS INC 00368-0054 30-Aug-2021 STORES/INVENTORY 351.94 MISSISSAUGA BUS COACH & TRUCK REPAIRS INC 00370-0039 13-Sep-2021 STORES/INVENTORY 1,178.79 MISSISSAUGA BUS COACH & TRUCK REPAIRS INC 00374-0048 23-Sep-2021 STORES/INVENTORY 7,930.36 MISSISSAUGA BUS COACH & TRUCK REPAIRS INC 00377-0050 04-Oct-2021 STORES/INVENTORY 197.47 MITCHELL,RANDY 447371 15-Sep-2021 REFUND 145.53 MOBILE SMART CITY CORP US DRAFT 09-Sep-2021 CONTRACT SERVICES 1,485.00 MODERN LANDFILL INC 00368-0055 30-Aug-2021 CONTRACT SERVICES 5,018.45 MODERN LANDFILL INC 00370-0040 13-Sep-2021 CONTRACT SERVICES 243.67 MODERN LANDFILL INC 00374-0049 23-Sep-2021 CONTRACT SERVICES 1,238.20 MODERN LANDFILL INC 00377-0051 04-Oct-2021 CONTRACT SERVICES 6,160.12 MODERN NIAGARA TORONTO INC 447270 08-Sep-2021 CONTRACT SERVICES 448.61 MODU-LOC FENCE RENTALS 00369-0041 07-Sep-2021 CONTRACT SERVICES 722.64 MOHANDAS VIRWANI,ASHOK 447372 15-Sep-2021 REFUND 176.74 MOHAWK MFG & SUPPLY CO 447184 01-Sep-2021 STORES/INVENTORY 172.48 MOHAWK MFG & SUPPLY CO 447373 15-Sep-2021 STORES/INVENTORY 280.42 MOHAWK MFG & SUPPLY CO 447602 29-Sep-2021 STORES/INVENTORY 614.30 MONTANA,CHUCK 447185 01-Sep-2021 MATERIALS 200.00 MONTEITH BROWN PLANNING CONSULTANTS 00369-0042 07-Sep-2021 MATERIALS 11,719.51 MOREAU,NORM 447708 06-Oct-2021 REFUND 500.00 MOUNTAINVIEW HOMES NIAGARA LTD 00374-0050 23-Sep-2021 REFUND 19.69 MRP STUDIOS 447709 06-Oct-2021 ADVERTISING 791.00 MTB TRANSIT SOLUTIONS INC 447271 08-Sep-2021 CONTRACT SERVICES 19,735.91 MTB TRANSIT SOLUTIONS INC 447374 15-Sep-2021 MATERIALS 5,544.40 MTE PARALEGAL PROFESSIONAL CORPORATION 00368-0056 30-Aug-2021 CONTRACT SERVICES 3,080.10 MTE PARALEGAL PROFESSIONAL CORPORATION 00377-0052 04-Oct-2021 CONTRACT SERVICES 23,160.58 MULLER'S WORKWEAR 447186 01-Sep-2021 MATERIALS 243.68 MULLER'S WORKWEAR 447272 08-Sep-2021 MATERIALS 542.40 MULLER'S WORKWEAR 447375 15-Sep-2021 MATERIALS 1,639.20 MULLER'S WORKWEAR 447603 29-Sep-2021 MATERIALS 513.25 MULLER'S WORKWEAR 447710 06-Oct-2021 MATERIALS 172.83 MURSALIN,FARIA 447376 15-Sep-2021 REFUND 84.75 MUSZ,MONIKA 447377 15-Sep-2021 REFUND 26.67 N.S. HUQ MEDICINE PROFESSIONAL CORP 447714 06-Oct-2021 REFUND 1,250.00 NASATO,JASON GERALD& NASATO, LINDSAY 447187 01-Sep-2021 REFUND 750.00 NEDERMAN CANADA LIMITED 00369-0043 07-Sep-2021 CONTRACT SERVICES 474.60 NELLA CUTLERY (HAMILTON) INC.00370-0041 13-Sep-2021 CONTRACT SERVICES 271.20 NELLA CUTLERY (HAMILTON) INC.00371-0042 20-Sep-2021 CONTRACT SERVICES 67.80 Page 406 of 595 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount NEPP,KARL ANTON KONRAD 447378 15-Sep-2021 REFUND 36.45 NEPTUNE TECHNOLOGY GROUP CANADA CO.00374-0051 23-Sep-2021 MATERIALS 646,024.39 NEPTUNE TECHNOLOGY GROUP CANADA CO.00377-0053 04-Oct-2021 MATERIALS 291,621.36 NIAGARA ANALYTICAL LABORATORIES INC 00371-0043 20-Sep-2021 CONTRACT SERVICES 2,914.27 NIAGARA ANALYTICAL LABORATORIES INC 00374-0052 23-Sep-2021 CONTRACT SERVICES 657.66 NIAGARA BATTERY & TIRE 447604 29-Sep-2021 MATERIALS 357.08 NIAGARA BATTERY & TIRE 447605 29-Sep-2021 MATERIALS 8,060.96 NIAGARA BATTERY & TIRE 447711 06-Oct-2021 MATERIALS 263.29 NIAGARA BLOCK INCORPORATED 00371-0044 20-Sep-2021 MATERIALS 112.77 NIAGARA CATHOLIC DISTRICT SCHOOL BOARD 00375-0004 30-Sep-2021 REMITTANCE 3,220,340.50 NIAGARA CATHOLIC DISTRICT SCHOOL BOARD (EDC)00368-0057 30-Aug-2021 REMITTANCE 64,547.00 NIAGARA CHRYSLER DODGE JEEP 00371-0045 20-Sep-2021 MATERIALS 241.59 NIAGARA CHRYSLER DODGE JEEP 00377-0054 04-Oct-2021 MATERIALS 1,552.76 NIAGARA CUSTOM SIGNS & GRAPHICS 447188 01-Sep-2021 MATERIALS 822.08 NIAGARA DISTRICT FIREFIGHTERS ASSOCIATION 447606 29-Sep-2021 MEMBERSHIP 225.00 NIAGARA FALLS PROFESSIONAL FIRE FIGHTERS ASSOC 00369-0044 07-Sep-2021 REMITTANCE 11,220.78 NIAGARA FALLS PROFESSIONAL FIRE FIGHTERS ASSOC 00372-0004 20-Sep-2021 REMITTANCE 19,956.76 NIAGARA FALLS PROFESSIONAL FIRE FIGHTERS ASSOC 00377-0055 04-Oct-2021 REMITTANCE 11,302.09 NIAGARA FALLS ART GALLERY 00368-0058 30-Aug-2021 FEE FOR SERVICE 2,333.33 NIAGARA FALLS ART GALLERY 00370-0042 13-Sep-2021 MATERIALS 364.07 NIAGARA FALLS ART GALLERY 00374-0053 23-Sep-2021 FEE FOR SERVICE 2,333.33 NIAGARA FALLS CANADA HOTEL ASSOCIATION INC 00371-0046 20-Sep-2021 REMITTANCE 176,291.09 NIAGARA FALLS CITY NON-PROFIT HOUSING 447379 15-Sep-2021 REFUND 153.76 NIAGARA FALLS HISTORIC B & B'S 447490 22-Sep-2021 REFUND 1,250.00 NIAGARA FALLS HUMANE SOCIETY 00368-0059 30-Aug-2021 FEE FOR SERVICE 44,224.08 NIAGARA FALLS HUMANE SOCIETY 00374-0054 23-Sep-2021 FEE FOR SERVICE 44,224.08 NIAGARA FITNESS SOLUTIONS 00371-0047 20-Sep-2021 MATERIALS 6,056.75 NIAGARA HEALTH SYSTEM 447712 06-Oct-2021 REFUND 1,250.00 NIAGARA METER SERVICES INC.00368-0060 30-Aug-2021 MATERIALS 5,485.36 NIAGARA METER SERVICES INC.00370-0043 13-Sep-2021 CONTRACT SERVICES 5,775.26 NIAGARA METER SERVICES INC.00374-0055 23-Sep-2021 CONTRACT SERVICES 6,604.57 NIAGARA ON THE LAKE HYDRO INC 00368-0061 30-Aug-2021 UTILITIES 116.70 NIAGARA ON THE LAKE HYDRO INC 00377-0056 04-Oct-2021 UTILITIES 121.59 NIAGARA PENINSULA ENERGY INC 447189 01-Sep-2021 UTILITIES 78,447.18 NIAGARA PENINSULA ENERGY INC 447381 15-Sep-2021 UTILITIES 109.11 NIAGARA PENINSULA ENERGY INC 447491 22-Sep-2021 UTILITIES 268.69 NIAGARA PENINSULA ENERGY INC 447607 29-Sep-2021 UTILITIES 209,684.14 NIAGARA REGIONAL BROADBAND NETWORK 00368-0062 30-Aug-2021 MATERIALS 41,720.35 NIAGARA REGIONAL BROADBAND NETWORK 00374-0056 23-Sep-2021 SERVICES 41,720.35 NIAGARA VACUUMS 447380 15-Sep-2021 MATERIALS 30.51 NIAGARA WATER CONDITIONING LTD 447190 01-Sep-2021 CONTRACT SERVICES 138.99 NIAGARA WATER CONDITIONING LTD 447382 15-Sep-2021 MATERIALS 58.76 NICKEL,ERIK 447273 08-Sep-2021 TRAVEL/MILEAGE 31.86 NING,JENNIFER 447191 01-Sep-2021 REFUND 500.00 NOBLE CORPORATION 447383 15-Sep-2021 MATERIALS 99.08 NOBLE CORPORATION 447608 29-Sep-2021 MATERIALS 26.33 NOTHDURFT,CONNIE 447713 06-Oct-2021 REFUND 750.00 NOWAK,STANISLAW& NOWAK, MALGORZATA 447403 15-Sep-2021 REFUND 142.11 NPG PLANNING SOLUTIONS 00370-0045 13-Sep-2021 CONTRACT SERVICES 1,850.38 O BRIEN,JANINE 447492 22-Sep-2021 REFUND 500.00 OMAR,MIKAL ABU 447274 08-Sep-2021 TRAVEL/MILEAGE 8.26 OMERS 00367-0001 31-Aug-2021 PAYROLL REMITTANCE 804,406.60 OMERS 00367-0002 31-Aug-2021 PAYROLL REMITTANCE 39,220.34 OMERS 00373-0001 30-Sep-2021 PAYROLL REMITTANCE 820,993.90 OMERS 00373-0002 30-Sep-2021 PAYROLL REMITTANCE 38,820.04 ONTARIO ASSOCIATION OF PROPERTY STANDARDS OFFICERS 447192 01-Sep-2021 TRAINING 850.00 ONTARIO BUILDING OFFICIALS ASSOCIATION 447193 01-Sep-2021 CONTRACT SERVICES 345.59 ONTARIO BUILDING OFFICIALS ASSOCIATION 447610 29-Sep-2021 CONTRACT SERVICES 304.93 ONTARIO BUILDING OFFICIALS ASSOCIATION 447715 06-Oct-2021 CONTRACT SERVICES 304.93 ONTARIO DUCT CLEANING 447194 01-Sep-2021 CONTRACT SERVICES 446.35 ONTARIO ENVIRONMENTAL & SAFETY NETWORK LTD 00368-0063 30-Aug-2021 CONTRACT SERVICES 4,877.13 ONTARIO GYM SPORTS 447275 08-Sep-2021 MATERIALS 155.93 ONTARIO ONE CALL 00368-0064 30-Aug-2021 CONTRACT SERVICES 1,354.07 ONTARIO ONE CALL 00374-0057 23-Sep-2021 CONTRACT SERVICES 1,326.10 ONTARIO TRUCKING ASSOCIATION 447609 29-Sep-2021 MATERIALS 528.92 ORKIN CANADA CORPORATION 00370-0046 13-Sep-2021 CONTRACT SERVICES 188.71 OWNERA GROUP INC 00368-0065 30-Aug-2021 MATERIALS 8,475.00 OWNERA GROUP INC 00369-0045 07-Sep-2021 ADVERTISING 19,775.00 PARADISE POOLS 447195 01-Sep-2021 MATERIALS 218.03 PARADISE POOLS 447276 08-Sep-2021 MATERIALS 922.77 PARADISE POOLS 447384 15-Sep-2021 MATERIALS 603.91 PARADISE POOLS 447493 22-Sep-2021 MATERIALS 558.94 PARKWAY NISSAN OF STONEY CREEK 00368-0066 30-Aug-2021 MATERIALS 24,237.90 PARKWAY NISSAN OF STONEY CREEK 00369-0046 07-Sep-2021 MATERIALS 27,388.83 PATERSON,JAMES& PATERSON, LORI 447716 06-Oct-2021 REFUND 750.00 PCA CONTRACTING LTD 447494 22-Sep-2021 MATERIALS 1,116.25 PEC ROOF MAINTENANCE 00368-0067 30-Aug-2021 CONTRACT SERVICES 304.37 PEEBLES,ANGELA 447385 15-Sep-2021 REFUND 200.00 PENINSULA AUTO RECYCLING INC 447717 06-Oct-2021 MATERIALS 508.50 PENINSULA HOSE & HYDRAULICS LTD.00368-0068 30-Aug-2021 MATERIALS 127.39 PENINSULA HOSE & HYDRAULICS LTD.00377-0057 04-Oct-2021 MATERIALS 1,521.57 PENINSULA PEST CONTROL AND CHEMICAL LTD 447495 22-Sep-2021 CONTRACT SERVICES 4,084.95 PENNER BUILDING CENTRE 447278 08-Sep-2021 MATERIALS 24.37 PENNER BUILDING CENTRE 447386 15-Sep-2021 MATERIALS 684.62 PENNER BUILDING CENTRE 447611 29-Sep-2021 MATERIALS 1,199.51 PENNER BUILDING CENTRE 447718 06-Oct-2021 MATERIALS 35.02 PERFORMANCE CHRYSLER DODGE JEEP RAM FIAT 447196 01-Sep-2021 MATERIALS 1,145.28 PERFORMANCE CHRYSLER DODGE JEEP RAM FIAT 447279 08-Sep-2021 MATERIALS 703.00 PERFORMANCE CHRYSLER DODGE JEEP RAM FIAT 447612 29-Sep-2021 MATERIALS 2,388.73 PETERS EXCAVATING INC 00369-0047 07-Sep-2021 CONTRACT SERVICES 214,490.55 PETERS EXCAVATING INC 00370-0047 13-Sep-2021 CONTRACT SERVICES 7,671.39 PETERS EXCAVATING INC 00371-0048 20-Sep-2021 CONTRACT SERVICES 221,537.39 PETERS EXCAVATING INC 00377-0058 04-Oct-2021 CONTRACT SERVICES 93,104.55 PETROPOULOS,NICHOLAS 447387 15-Sep-2021 REFUND 154.22 PIETRANGELO,DAN 447281 08-Sep-2021 FUEL 40.00 PIETRANGELO,FRANK 447280 08-Sep-2021 REFUND 135.60 Page 407 of 595 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount PINERIDGE TREE SERVICE LTD 00368-0069 30-Aug-2021 CONTRACT SERVICES 6,929.16 PINERIDGE TREE SERVICE LTD 00371-0049 20-Sep-2021 CONTRACT SERVICES 922.08 PINERIDGE TREE SERVICE LTD 00374-0058 23-Sep-2021 CONTRACT SERVICES 5,966.40 PIPEFLO CONTRACTING CORPORATION 00370-0048 13-Sep-2021 CONTRACT SERVICES 122,038.73 PIPETEK INFRASTRUCTURE SERVICES INC 00374-0059 23-Sep-2021 CONTRACT SERVICES 1,988.80 PIROSKO,JASON 447388 15-Sep-2021 MATERIALS 200.00 PML FOODS 00368-0070 30-Aug-2021 MATERIALS 70.00 PML FOODS 00369-0048 07-Sep-2021 MATERIALS 60.00 PML FOODS 00370-0049 13-Sep-2021 MATERIALS 70.00 PML FOODS 00371-0050 20-Sep-2021 MATERIALS 70.00 PML FOODS 00374-0060 23-Sep-2021 LEASES AND RENTS 50.00 PPE SOLUTIONS INC 447197 01-Sep-2021 MATERIALS 1,743.70 PRECISE PARK LINK INC 00377-0059 04-Oct-2021 CONTRACT SERVICES 904.00 PRECISION AUTOMOTIVE MACHINE SHOP 447613 29-Sep-2021 CONTRACT SERVICES 389.85 PRECISION AUTOMOTIVE MACHINE SHOP 447719 06-Oct-2021 CONTRACT SERVICES 169.50 PREMIER EQUIPMENT LTD 447282 08-Sep-2021 MATERIALS 58.03 PREMIER TRUCK GROUP 00377-0060 04-Oct-2021 CONTRACT SERVICES 7,382.32 PREVOST 00370-0050 13-Sep-2021 STORES/INVENTORY 5,041.27 PREVOST 00371-0051 20-Sep-2021 STORES/INVENTORY 5,176.94 PREVOST 00374-0061 23-Sep-2021 STORES/INVENTORY 221.80 PREVOST 00377-0061 04-Oct-2021 STORES/INVENTORY 5,447.91 PRINTING HOUSE LTD 00368-0071 30-Aug-2021 MATERIALS 41.12 PRINTING HOUSE LTD 00370-0051 13-Sep-2021 MATERIALS 149.49 PRINTING HOUSE LTD 00374-0062 23-Sep-2021 MATERIALS 1,081.93 PRO BATTERY SHOPS 00368-0072 30-Aug-2021 MATERIALS 900.90 PRO BATTERY SHOPS 00370-0052 13-Sep-2021 STORES/INVENTORY 1,261.08 PRO BATTERY SHOPS 00371-0052 20-Sep-2021 MATERIALS 1,378.60 PRO BATTERY SHOPS 00374-0063 23-Sep-2021 STORES/INVENTORY 281.94 PRO BATTERY SHOPS 00377-0062 04-Oct-2021 MATERIALS 1,129.09 PROJECT SHARE 447496 22-Sep-2021 FEE FOR SERVICE 24,866.67 PROPERTY REHAB 447497 22-Sep-2021 REFUND 500.00 PROPHET CORPORATION 447306 08-Sep-2021 MATERIALS 160.59 PROVINCIAL CONSTRUCTION (NIAGARA FALLS) LTD 00370-0053 13-Sep-2021 CONTRACT SERVICES 254,719.29 PROVINCIAL CONSTRUCTION (NIAGARA FALLS) LTD 00377-0063 04-Oct-2021 CONTRACT SERVICES 165,238.54 PROVINCIAL MAINTENANCE INC 447389 15-Sep-2021 REFUND 196.43 PULLMAN,ELIZABETH 447198 01-Sep-2021 REFUND 750.00 PURE WATER SUPPLIES 447390 15-Sep-2021 MATERIALS 695.75 PUROLATOR INC 00368-0073 30-Aug-2021 COURIER 46.12 PUROLATOR INC 00369-0049 07-Sep-2021 COURIER 95.82 PUROLATOR INC 00370-0054 13-Sep-2021 COURIER 191.38 PUROLATOR INC 00371-0053 20-Sep-2021 COURIER 188.82 PUROLATOR INC 00374-0064 23-Sep-2021 COURIER 23.82 PUROLATOR INC 00377-0064 04-Oct-2021 COURIER 68.72 PYRAMID TRAFFIC INC 00369-0050 07-Sep-2021 CONTRACT SERVICES 9,740.60 PYRAMID TRAFFIC INC 00370-0055 13-Sep-2021 CONTRACT SERVICES 3,593.40 QIAN,JIANG& YANG, YAN 447720 06-Oct-2021 REFUND 500.00 QRX TECHNOLOGY GROUP 00368-0074 30-Aug-2021 SERVICES 910.29 QRX TECHNOLOGY GROUP 00369-0051 07-Sep-2021 SERVICES 222.41 QRX TECHNOLOGY GROUP 00371-0054 20-Sep-2021 SERVICES 506.86 QRX TECHNOLOGY GROUP 00374-0065 23-Sep-2021 SERVICES 836.72 QUADIENT LEASING CANADA LTD 00374-0066 23-Sep-2021 LEASES AND RENTS 627.15 R J SMITH EQUIPMENT INC 447392 15-Sep-2021 MATERIALS 2,904.10 R J SMITH EQUIPMENT INC 447616 29-Sep-2021 MATERIALS 2,723.30 R W HAMILTON LTD.00370-0056 13-Sep-2021 MATERIALS 3,244.79 R W HAMILTON LTD.00377-0065 04-Oct-2021 MATERIALS 399.60 R. STASIAK ENGINEERING INC 00368-0075 30-Aug-2021 MATERIALS 2,034.00 RACO AUTO SUPPLY LTD 00368-0076 30-Aug-2021 STORES/INVENTORY 455.00 RACO AUTO SUPPLY LTD 00369-0052 07-Sep-2021 STORES/INVENTORY 298.36 RACO AUTO SUPPLY LTD 00370-0057 13-Sep-2021 STORES/INVENTORY 279.62 RACO AUTO SUPPLY LTD 00371-0055 20-Sep-2021 STORES/INVENTORY 138.98 RACO AUTO SUPPLY LTD 00374-0067 23-Sep-2021 STORES/INVENTORY 60.05 RACO AUTO SUPPLY LTD 00377-0066 04-Oct-2021 STORES/INVENTORY 753.08 RANKIN CONSTRUCTION INC 00369-0053 07-Sep-2021 MATERIALS 36,321.21 RANKIN CONSTRUCTION INC 00371-0056 20-Sep-2021 CONTRACT SERVICES 177,401.45 RANKIN CONSTRUCTION INC 00377-0067 04-Oct-2021 CONTRACT SERVICES 23,999.91 RBC INSURANCE 00369-0054 07-Sep-2021 REMITTANCE 2,161.58 RECEIVER GENERAL OF CANADA 447199 01-Sep-2021 REMITTANCE 639,942.12 RECEIVER GENERAL OF CANADA 447425 15-Sep-2021 REMITTANCE 629,494.54 RECEIVER GENERAL OF CANADA 447614 29-Sep-2021 REMITTANCE 581,988.39 REFRIGERATION ENERGY SOLUTIONS LTD 00368-0077 30-Aug-2021 CONTRACT SERVICES 21,799.63 REFRIGERATION ENERGY SOLUTIONS LTD 00369-0055 07-Sep-2021 CONTRACT SERVICES 15,726.68 REFRIGERATION ENERGY SOLUTIONS LTD 00370-0058 13-Sep-2021 CONTRACT SERVICES 1,836.25 REFRIGERATION ENERGY SOLUTIONS LTD 00371-0057 20-Sep-2021 CONTRACT SERVICES 16,703.52 REFRIGERATION ENERGY SOLUTIONS LTD 00374-0068 23-Sep-2021 CONTRACT SERVICES 14,991.70 REFRIGERATION ENERGY SOLUTIONS LTD 00377-0068 04-Oct-2021 CONTRACT SERVICES 3,503.27 REGIONAL MUNICIPALITY OF NIAGARA 00368-0078 30-Aug-2021 CONTRACT SERVICES 4,106.50 REGIONAL MUNICIPALITY OF NIAGARA 00369-0056 07-Sep-2021 CONTRACT SERVICES 2,109,497.45 REGIONAL MUNICIPALITY OF NIAGARA 00371-0058 20-Sep-2021 LEASES AND RENTS 24,450.00 REGIONAL MUNICIPALITY OF NIAGARA 00373-0003 30-Sep-2021 REMITTANCE 1,033,952.12 REGIONAL MUNICIPALITY OF NIAGARA 00374-0069 23-Sep-2021 CONTRACT SERVICES 4,106.50 REGIONAL MUNICIPALITY OF NIAGARA 00377-0069 04-Oct-2021 CONTRACT SERVICES 2,244,335.24 REGIONAL NIAGARA OCCUPATIONAL HEALTH CLINIC 00374-0070 23-Sep-2021 MATERIALS 1,695.00 REID,TED 447391 15-Sep-2021 REFUND 33.62 RICHARDSON,MARLENE 447200 01-Sep-2021 REFUND 500.00 RICHARDSON FIRE SYSTEMS INC.447283 08-Sep-2021 CONTRACT SERVICES 6,174.69 RICOH CANADA INC 00368-0079 30-Aug-2021 SERVICES 3,715.04 RICOH CANADA INC 00370-0059 13-Sep-2021 LEASES AND RENTS 7,069.61 RICOH CANADA INC 00374-0071 23-Sep-2021 SERVICES 212.04 RING,JOANNE 447615 29-Sep-2021 MATERIALS 1,500.00 RITE-WAY FENCING (2000) INC 447201 01-Sep-2021 MATERIALS 483.61 ROADSIDE RENTALS INC 447393 15-Sep-2021 MATERIALS 710.32 ROBB,JAMES& ROBB, SUSAN 447721 06-Oct-2021 REFUND 500.00 ROBBINS,RICHARD 447202 01-Sep-2021 MATERIALS 75.00 ROBERT JOHNSTON O/A DOLLAR WISE PLUMBING HEATING & COOLING447583 29-Sep-2021 CONTRACT SERVICES 5,200.00 ROCHESTER MIDLAND CANADA CORPORATION 00377-0070 04-Oct-2021 CONTRACT SERVICES 360.86 RODGERS,DAVID 447722 06-Oct-2021 MATERIALS 40.00 Page 408 of 595 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount RODGERS,GREGG& RODGERS, SUSANA 447204 01-Sep-2021 REFUND 500.00 ROGERS 447284 08-Sep-2021 CONTRACT SERVICES 3,319.24 ROGERS WIRELESS 447285 08-Sep-2021 MATERIALS 363.06 ROGERS WIRELESS 447617 29-Sep-2021 MATERIALS 363.45 ROGERS WIRELESS 447723 06-Oct-2021 MATERIALS 695.67 ROWE,CATHARINE ANN& ROWE, FRED J 447205 01-Sep-2021 REFUND 500.00 ROY,ERIC 447394 15-Sep-2021 REFUND 171.21 RUDDY,JODY 447395 15-Sep-2021 REFUND 187.11 RUSH TRUCK CENTRES OF CANADA LTD 00368-0080 30-Aug-2021 MATERIALS 593.25 RUSH TRUCK CENTRES OF CANADA LTD 00370-0060 13-Sep-2021 MATERIALS 343.54 RUSH TRUCK CENTRES OF CANADA LTD 00377-0071 04-Oct-2021 CONTRACT SERVICES 6,897.59 SAFESTOR RECORDS MANAGEMENT 447499 22-Sep-2021 MATERIALS 294.93 SAFETY-KLEEN CANADA INC 447498 22-Sep-2021 CONTRACT SERVICES 1,050.19 SALHANY,RENEE 447286 08-Sep-2021 MATERIALS 210.00 SALOMON,ANTHONY& OJEDA, CONCEPCION 447396 15-Sep-2021 REFUND 5.07 SALVATORE,NICK 447206 01-Sep-2021 REFUND 750.00 SANI GEAR 00369-0057 07-Sep-2021 MATERIALS 3,023.66 SANI GEAR 00370-0061 13-Sep-2021 MATERIALS 1,812.18 SANI GEAR 00374-0072 23-Sep-2021 MATERIALS 1,659.41 SARENA PROPERTIES LTD 447207 01-Sep-2021 REFUND 750.00 SASSAFRAS FARMS 00374-0073 23-Sep-2021 CONTRACT SERVICES 3,107.50 SB SIMPSON GROUP INC.00368-0081 30-Aug-2021 STORES/INVENTORY 32.77 SCHNEIDER,GEORGE& SCHNEIDER, DIANE 447397 15-Sep-2021 REFUND 2,940.27 SCOTIABANK BILL PAYMENT SERVICES 447398 15-Sep-2021 REFUND 98.64 SCOTT CONSTRUCTION NIAGARA INC 00368-0082 30-Aug-2021 CONTRACT SERVICES 13,979.91 SCOTT CONSTRUCTION NIAGARA INC 00369-0058 07-Sep-2021 REFUND 1,250.00 SCOTT CONSTRUCTION NIAGARA INC 00370-0062 13-Sep-2021 CONTRACT SERVICES 3,293.27 SEAWAY FLUID POWER GROUP LTD 00368-0083 30-Aug-2021 MATERIALS 25.55 SEAWAY FLUID POWER GROUP LTD 00374-0074 23-Sep-2021 STORES/INVENTORY 28.17 SEBESLAV,NOAH 447399 15-Sep-2021 TRAVEL/MILEAGE 177.00 SEELEY EQUIPMENT INC.447500 22-Sep-2021 MATERIALS 228.63 SEGUIN ENGINEERING INC 447724 06-Oct-2021 MATERIALS 904.00 SENKERIK FIRE PROTECTION 00370-0063 13-Sep-2021 CONTRACT SERVICES 906.15 SENKERIK FIRE PROTECTION 00374-0075 23-Sep-2021 CONTRACT SERVICES 351.36 SERIANNI,ROSS 447501 22-Sep-2021 REFUND 1,250.00 SERVICEMASTER CLEAN OF NIAGARA 00368-0084 30-Aug-2021 CONTRACT SERVICES 21,388.64 SERVICEMASTER CLEAN OF NIAGARA 00369-0059 07-Sep-2021 CONTRACT SERVICES 2,118.75 SERVICEMASTER CLEAN OF NIAGARA 00374-0076 23-Sep-2021 CONTRACT SERVICES 23,309.64 SERVICES FLO INC 00374-0077 23-Sep-2021 CONTRACT SERVICES 1,356.00 SGL PLANNING & DESIGN INC.00369-0060 07-Sep-2021 CONTRACT SERVICES 3,683.80 SHERWOOD,ANN 447725 06-Oct-2021 MATERIALS 2,240.33 SID GRABELL CONTRACTING LTD 00371-0059 20-Sep-2021 CONTRACT SERVICES 395.50 SIENNA-RSH FACILITY INC 00374-0078 23-Sep-2021 REFUND 566,500.00 SIGNATURE SIGN & IMAGE 00368-0085 30-Aug-2021 MATERIALS 3,390.00 SIGNATURE SIGN & IMAGE 00370-0064 13-Sep-2021 MATERIALS 3,390.00 SIGNS AND DESIGN 447400 15-Sep-2021 MATERIALS 9.49 SIMON,KERRY 447401 15-Sep-2021 REFUND 203.37 SIMPLISTIC LINES INC 00371-0060 20-Sep-2021 MATERIALS 3,668.27 SINKOWSKI,JESSICA 447502 22-Sep-2021 TRAVEL/MILEAGE 164.02 SIPLYARSKY,ALEXANDER 447208 01-Sep-2021 REFUND 500.00 SIRIANNI,PAOLO& SIRIANNI, ROSALBA 447209 01-Sep-2021 REFUND 750.00 SLBC INC.00368-0086 30-Aug-2021 MATERIALS 5,412.70 SMEJDA,KACPER 447210 01-Sep-2021 TRAVEL/MILEAGE 31.86 SMITH,BRYAN 447726 06-Oct-2021 MATERIALS 75.00 SOJAN,DELIGHT& CHACKO, JINCY 447402 15-Sep-2021 REFUND 69.81 SOLIDCAD 447727 06-Oct-2021 SERVICES 27,888.40 SOMERVILLE,CASSANDRA 447503 22-Sep-2021 REFUND 750.00 SONG,WON BEOM 447728 06-Oct-2021 REFUND 850.00 SPANTON,EMILY 447288 08-Sep-2021 REFUND 400.00 SPARK INNOVATION EDUCATIONAL CENTER INC 00367-0003 31-Aug-2021 REMITTANCE 86,347.19 SPARK INNOVATION EDUCATIONAL CENTER INC 00373-0004 30-Sep-2021 REMITTANCE 86,347.19 SPARKY STARS FARM & HOME INC 447211 01-Sep-2021 REFUND 750.00 SPECK,AMANDA& SPECK, MICHAEL PAUL 447729 06-Oct-2021 REFUND 500.00 ST CATHARINES TRANSIT COMMISSION 447289 08-Sep-2021 CONTRACT SERVICES 200.00 ST JOHN AMBULANCE 00368-0087 30-Aug-2021 FEE FOR SERVICE 2,741.67 ST JOHN AMBULANCE 00370-0065 13-Sep-2021 FEE FOR SERVICE 34,854.25 ST JOHN AMBULANCE 00374-0079 23-Sep-2021 FEE FOR SERVICE 2,741.67 ST MARYS CEMENT INC 447405 15-Sep-2021 MATERIALS 6,837.95 ST MARYS CEMENT INC 447620 29-Sep-2021 MATERIALS 3,984.38 STAMFORD HOME HARDWARE 00371-0061 20-Sep-2021 MATERIALS 36.01 STAMFORD HOME HARDWARE 00374-0080 23-Sep-2021 MATERIALS 13.55 STANDARD MACHINERY LTD 447213 01-Sep-2021 REFUND 1,250.00 STANGL'S ENVIRO LAWN CARE 447730 06-Oct-2021 CONTRACT SERVICES 395.50 STANTEC CONSULTING LTD 447212 01-Sep-2021 MATERIALS 6,370.18 STANTEC CONSULTING LTD 447619 29-Sep-2021 MATERIALS 7,815.89 STAPLES PROFESSIONAL 00368-0088 30-Aug-2021 STORES/INVENTORY 1,685.60 STAPLES PROFESSIONAL 00369-0061 07-Sep-2021 STORES/INVENTORY 1,044.96 STAPLES PROFESSIONAL 00370-0066 13-Sep-2021 STORES/INVENTORY 2,669.25 STAPLES PROFESSIONAL 00371-0062 20-Sep-2021 STORES/INVENTORY 3,552.73 STAPLES PROFESSIONAL 00374-0081 23-Sep-2021 STORES/INVENTORY 2,820.19 STAPLES PROFESSIONAL 00377-0072 04-Oct-2021 STORES/INVENTORY 2,628.70 STARBUCKS COFFEE CANADA 447505 22-Sep-2021 REFUND 800.00 STEPHENSON'S RENTAL SERVICES 00368-0089 30-Aug-2021 MATERIALS 203.50 STEPHENSON'S RENTAL SERVICES 00377-0073 04-Oct-2021 CONTRACT SERVICES 167.49 STEWART,JENNIFER& CONROD, GLENN 447404 15-Sep-2021 REFUND 143.79 STOKES INTERNATIONAL 00377-0074 04-Oct-2021 MATERIALS 7,069.05 STORAGE NIAGARA 00370-0067 13-Sep-2021 MATERIALS 2,373.00 STORAGE NIAGARA 00377-0075 04-Oct-2021 MATERIALS 2,373.00 STORM,WILL 447504 22-Sep-2021 MATERIALS 170.00 STREAMLINE UPHOLSTERY INC 447731 06-Oct-2021 MATERIALS 73.45 SULLIVAN MAHONEY 447214 01-Sep-2021 CONTRACT SERVICES 1,609.97 SUN LIFE ASSURANCE COMPANY OF CANADA 00369-0062 07-Sep-2021 REMITTANCE 496,815.48 SUN LIFE ASSURANCE COMPANY OF CANADA 00370-0068 13-Sep-2021 REMITTANCE 1,367.47 SUNBELT RENTALS INC 447406 15-Sep-2021 MATERIALS 826.49 SUNBELT RENTALS INC 447621 29-Sep-2021 MATERIALS 179.32 SUNBELT RENTALS INC 447732 06-Oct-2021 MATERIALS 826.49 Page 409 of 595 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount SUNROOMS OF NIAGARA INC 447215 01-Sep-2021 REFUND 750.00 SUPERIOR LAUNDRY SERVICE LTD.00377-0076 04-Oct-2021 CONTRACT SERVICES 63.85 SUPERIOR PROPANE 447506 22-Sep-2021 MATERIALS 39.56 SWEITZER,TINA 447407 15-Sep-2021 REFUND 171.30 SWYRICH CORPORATION 447290 08-Sep-2021 MATERIALS 1,325.49 SYED,AHMED 447216 01-Sep-2021 REFUND 750.00 SZABOLCS,ZEKE& MINARCSIK, JUDIT ZEKENE 447408 15-Sep-2021 REFUND 68.98 TALK WIRELESS INC 00368-0090 30-Aug-2021 CONTRACT SERVICES 1,130.00 TALK WIRELESS INC 00369-0063 07-Sep-2021 CONTRACT SERVICES 508.50 TALK WIRELESS INC 00374-0082 23-Sep-2021 CONTRACT SERVICES 1,747.66 TALK WIRELESS INC 00377-0077 04-Oct-2021 MATERIALS 1,530.95 TAYLOR,CARRIE LYNN 447217 01-Sep-2021 REFUND 750.00 TD CANADA TRUST 447409 15-Sep-2021 REFUND 1,229.02 TD CANADA TRUST 447733 06-Oct-2021 REFUND 575.16 TEAM GREEN LAWN CARE 447291 08-Sep-2021 CONTRACT SERVICES 2,997.00 TEAM GREEN LAWN CARE 447507 22-Sep-2021 CONTRACT SERVICES 1,981.00 TENAQUIP LIMITED 00368-0091 30-Aug-2021 MATERIALS 151.32 TENAQUIP LIMITED 00370-0069 13-Sep-2021 MATERIALS 191.64 TENAQUIP LIMITED 00371-0064 20-Sep-2021 MATERIALS 384.37 TENAQUIP LIMITED 00374-0083 23-Sep-2021 STORES/INVENTORY 778.01 TENAQUIP LIMITED 00377-0078 04-Oct-2021 STORES/INVENTORY 307.72 TESSELAAR,THOMAS NICHOLAS 447622 29-Sep-2021 REFUND 750.00 THE BURKE GROUP 00370-0070 13-Sep-2021 CONTRACT SERVICES 90.40 THERMO KING EASTERN CANADA 447218 01-Sep-2021 MATERIALS 628.12 THISTLEWAITE,HARRY 447508 22-Sep-2021 CONTRACT SERVICES 468.00 THOMPSON,TRAVIS& VAN OOSTEN, RACHEL 447219 01-Sep-2021 112073000400058 840.87 THOMSON REUTERS CANADA 447410 15-Sep-2021 MEMBERSHIP 442.05 THOMSON REUTERS CANADA 447734 06-Oct-2021 MATERIALS 163.80 TIKKY,MARIANNE 447220 01-Sep-2021 PETTY CASH 238.97 TK ELEVATOR (CANADA) LTD.00368-0092 30-Aug-2021 CONTRACT SERVICES 1,847.68 TK ELEVATOR (CANADA) LTD.00374-0084 23-Sep-2021 CONTRACT SERVICES 966.28 TNT WORK & RESCUE 00377-0079 04-Oct-2021 MATERIALS 557.35 TOOLBOX 447221 01-Sep-2021 MATERIALS 689.12 TOPMED ASSESSMENT CENTRE INC.447735 06-Oct-2021 REFUND 1,250.00 TOROMONT CAT 447292 08-Sep-2021 MATERIALS 647.34 TOZER,PETER 447411 15-Sep-2021 REFUND 56.50 TRAN,THANH DUONG& TRAN, KENDALL 447510 22-Sep-2021 REFUND 750.00 TRANSAFE TECHNOLOGY 447293 08-Sep-2021 CONTRACT SERVICES 531.10 TRANSAXLE PARTS (HAMILTON) INC.00368-0093 30-Aug-2021 STORES/INVENTORY 5,688.87 TRANSAXLE PARTS (HAMILTON) INC.00369-0064 07-Sep-2021 STORES/INVENTORY 4,606.45 TRANSAXLE PARTS (HAMILTON) INC.00371-0065 20-Sep-2021 STORES/INVENTORY 373.35 TRANSAXLE PARTS (HAMILTON) INC.00377-0080 04-Oct-2021 MATERIALS 56.33 TRANSFORM FLEET OUTFITTERS INC 447509 22-Sep-2021 MATERIALS 3,881.56 TRAPEZE SOFTWARE ULC 00368-0094 30-Aug-2021 CONTRACT SERVICES 3,064.41 TRAPEZE SOFTWARE ULC 00370-0071 13-Sep-2021 MATERIALS 75,104.32 TRAPEZE SOFTWARE ULC 00374-0085 23-Sep-2021 CONTRACT SERVICES 5,243.79 TRIANTOPOULOS,ANNA 447412 15-Sep-2021 REFUND 304.00 TULIPAN,JOHN GARRY 447736 06-Oct-2021 REFUND 56.50 TURF CARE PRODUCTS CANADA LIMITED 00368-0095 30-Aug-2021 MATERIALS 58.76 TURF CARE PRODUCTS CANADA LIMITED 00370-0072 13-Sep-2021 MATERIALS 97.89 TURF CARE PRODUCTS CANADA LIMITED 00377-0081 04-Oct-2021 MATERIALS 449.32 TURNER FLEISCHER ARCHITECTS INC 00377-0082 04-Oct-2021 REFUND 1,250.00 TWARDAWSKY,NICK 447294 08-Sep-2021 TRAVEL/MILEAGE 124.49 U NEED A PITA 447413 15-Sep-2021 REFUND 373.33 UCC INDUSTRIES INTERNATIONAL INC 00369-0065 07-Sep-2021 MATERIALS 20,729.85 ULINE CANADA CORPORATION 447295 08-Sep-2021 MATERIALS 1,280.53 ULINE CANADA CORPORATION 447623 29-Sep-2021 MATERIALS 82.14 ULINE CANADA CORPORATION 447737 06-Oct-2021 MATERIALS 382.25 UNISYNC GROUP LTD 00369-0066 07-Sep-2021 MATERIALS 251.43 UNISYNC GROUP LTD 00370-0073 13-Sep-2021 MATERIALS 135.60 UNITED WAY NIAGARA 00369-0067 07-Sep-2021 PAYROLL REMITTANCE 828.46 UNITED WAY NIAGARA 00377-0083 04-Oct-2021 PAYROLL REMITTANCE 1,227.69 UPPER CANADA CONSULTANTS 00371-0066 20-Sep-2021 MATERIALS 30,259.65 URBAN & ENVIRONMENTAL MANAGEMENT INC 00368-0096 30-Aug-2021 MATERIALS 15,379.95 URBAN & ENVIRONMENTAL MANAGEMENT INC 00370-0074 13-Sep-2021 MATERIALS 2,119.60 URBAN & ENVIRONMENTAL MANAGEMENT INC 00371-0067 20-Sep-2021 MATERIALS 9,365.59 URBAN & ENVIRONMENTAL MANAGEMENT INC 00374-0086 23-Sep-2021 MATERIALS 29,988.51 URGE TO PURGE 447222 01-Sep-2021 CONTRACT SERVICES 8,186.85 URGE TO PURGE 447297 08-Sep-2021 CONTRACT SERVICES 2,316.50 URGE TO PURGE 447414 15-Sep-2021 CONTRACT SERVICES 8,881.80 URGE TO PURGE 447511 22-Sep-2021 CONTRACT SERVICES 3,260.05 URGE TO PURGE 447624 29-Sep-2021 CONTRACT SERVICES 3,666.85 URGE TO PURGE 447739 06-Oct-2021 CONTRACT SERVICES 1,858.85 V GIBBONS CONTRACTING LTD 00368-0097 30-Aug-2021 CONTRACT SERVICES 801,926.96 V GIBBONS CONTRACTING LTD 00369-0068 07-Sep-2021 CONTRACT SERVICES 25,526.31 V GIBBONS CONTRACTING LTD 00377-0084 04-Oct-2021 CONTRACT SERVICES 327,278.91 VALLEN CANADA INC 00368-0098 30-Aug-2021 MATERIALS 1,632.29 VALUE MUFFLER & BRAKE CENTRE 00369-0069 07-Sep-2021 MATERIALS 25.43 VALUE MUFFLER & BRAKE CENTRE 00377-0085 04-Oct-2021 CONTRACT SERVICES 121.37 VAN KLEEF,PHILLIP 447223 01-Sep-2021 REFUND 500.00 VAN VO,PHILIPE 447224 01-Sep-2021 REFUND 500.00 VECTOR TOOLING 447225 01-Sep-2021 MATERIALS 6,130.25 VIKING CIVES LTD 00368-0099 30-Aug-2021 MATERIALS 352.25 VIKING CIVES LTD 00371-0068 20-Sep-2021 MATERIALS 369.65 VIKING CIVES LTD 00377-0086 04-Oct-2021 MATERIALS 369.65 VIRGUTTO,GIAN CARLO 447226 01-Sep-2021 MATERIALS 115.00 VOTH,MICHELLE 447740 06-Oct-2021 MATERIALS 600.00 WAJAX 447415 15-Sep-2021 MATERIALS 4,442.54 WALKER AGGREGATES INC 447227 01-Sep-2021 MATERIALS 5,756.36 WALKER AGGREGATES INC 447298 08-Sep-2021 MATERIALS 1,342.56 WALKER AGGREGATES INC 447416 15-Sep-2021 MATERIALS 945.02 WALKER AGGREGATES INC 447512 22-Sep-2021 MATERIALS 7,025.40 WALKER AGGREGATES INC 447625 29-Sep-2021 MATERIALS 958.05 WALKER AGGREGATES INC 447741 06-Oct-2021 MATERIALS 3,578.80 WAN,KELVIN 447626 29-Sep-2021 MATERIALS 175.00 WANG,GE& WANG, MENG 447417 15-Sep-2021 REFUND 255.59 Page 410 of 595 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount WARNER,DONNA 447627 29-Sep-2021 REFUND 500.00 WATSON,BRIE 447628 29-Sep-2021 MATERIALS 1,450.00 WEBB,KATIE 447629 29-Sep-2021 MATERIALS 825.00 WEESTREEM 447630 29-Sep-2021 MATERIALS 1,130.00 WEINMANN LIMITED 00368-0100 30-Aug-2021 CONTRACT SERVICES 556.27 WEINMANN LIMITED 00374-0088 23-Sep-2021 CONTRACT SERVICES 3,045.83 WEINMANN LIMITED 00377-0088 04-Oct-2021 CONTRACT SERVICES 12,287.98 WELDDARE METAL WORKS LTD 447299 08-Sep-2021 CONTRACT SERVICES 457.65 WELLAND PELHAM CHAMBER OF COMMERCE 447742 06-Oct-2021 ADVERTISING 1,130.00 WESCO DISTRIBUTION CANADA INC 447228 01-Sep-2021 STORES/INVENTORY 58.38 WESCO DISTRIBUTION CANADA INC 447300 08-Sep-2021 STORES/INVENTORY 1,300.45 WESCO DISTRIBUTION CANADA INC 447418 15-Sep-2021 STORES/INVENTORY 2.94 WESCO DISTRIBUTION CANADA INC 447513 22-Sep-2021 STORES/INVENTORY 327.07 WESCO DISTRIBUTION CANADA INC 447743 06-Oct-2021 STORES/INVENTORY 25.76 WESTPIER MARINE & INDUSTRIAL SUPPLY INC.00369-0070 07-Sep-2021 STORES/INVENTORY 854.48 WHADWA,SHILPA 447744 06-Oct-2021 REFUND 1,250.00 WHITE CAP SUPPLY CANADA INC.447301 08-Sep-2021 MATERIALS 61.59 WHITE CAP SUPPLY CANADA INC.447419 15-Sep-2021 MATERIALS 493.61 WICKS,DONNA L.447420 15-Sep-2021 REFUND 85.96 WILCOX BODIES LTD 447302 08-Sep-2021 MATERIALS 508.50 WILCOX BODIES LTD 447632 29-Sep-2021 MATERIALS 607.02 WILLETT,ANDREA 447421 15-Sep-2021 REFUND 45.62 WILLIAMS,ALEXYZ 447631 29-Sep-2021 REMITTANCE 1,500.00 WILLIAMS,JOCELYN 447229 01-Sep-2021 REFUND 500.00 WILLIAMS,MELISSA DIANE 447514 22-Sep-2021 REFUND 750.00 WILLISTON,CANDICE 447422 15-Sep-2021 REFUND 162.74 WILLOUGHBY VOLUNTEER FIRE DEPARTMENT 447303 08-Sep-2021 LEASES AND RENTS 7,653.11 WILSON,KRISTEN JUNE 447423 15-Sep-2021 REFUND 200.85 WILSON,STEVE 447515 22-Sep-2021 MATERIALS 600.00 WINROW,BRIAN 447516 22-Sep-2021 MATERIALS 130.00 WINSTON,FRED 447230 01-Sep-2021 MATERIALS 75.00 WOLSELEY CANADA INC.00370-0077 13-Sep-2021 STORES/INVENTORY 343.69 WOLSELEY CANADA INC.00374-0090 23-Sep-2021 MATERIALS 4,584.79 WOLSELEY CANADA INC.00377-0090 04-Oct-2021 STORES/INVENTORY 96.24 WOMEN'S PLACE OF SOUTH NIAGARA INC 447517 22-Sep-2021 FEE FOR SERVICE 1,612.50 WOODS,STEPHANIE 447745 06-Oct-2021 REFUND 500.00 WORK AUTHORITY 447424 15-Sep-2021 MATERIALS 600.00 WORK AUTHORITY 447633 29-Sep-2021 MATERIALS 200.00 WORK AUTHORITY 447746 06-Oct-2021 MATERIALS 575.14 WORK EQUIPMENT LTD 00370-0078 13-Sep-2021 MATERIALS 733.67 WORKPLACE MEDICAL CORP 447231 01-Sep-2021 MATERIALS 129.95 WSIB 447232 01-Sep-2021 REMITTANCE 6,752.93 WSIB 447233 01-Sep-2021 REMITTANCE 646.85 WSIB 447307 08-Sep-2021 REMITTANCE 22,022.93 WSIB 447518 22-Sep-2021 REMITTANCE 4,384.22 WSIB 447634 29-Sep-2021 REMITTANCE 38,714.98 WSIB 447747 06-Oct-2021 REMITTANCE 33,462.10 WSIB 447748 06-Oct-2021 REMITTANCE 939.52 XCG CONSULTING LIMITED 00371-0069 20-Sep-2021 MATERIALS 5,601.95 XPLORNET COMMUNICATIONS INC 00368-0101 30-Aug-2021 SERVICES 107.34 XPLORNET COMMUNICATIONS INC 00374-0091 23-Sep-2021 SERVICES 107.34 YWCA 00368-0102 30-Aug-2021 FEE FOR SERVICE 4,277.75 YWCA 00374-0092 23-Sep-2021 FEE FOR SERVICE 4,277.75 ZAMBONI COMPANY LTD 447305 08-Sep-2021 MATERIALS 182.66 ZAMBONI COMPANY LTD 447635 29-Sep-2021 MATERIALS 110.93 35,582,448.55 Page 411 of 595 HR-2021-09 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Human Resources SUBJECT: HR 2021-09 Diversity, Inclusion and Anti-Racism / Discrimination Policy RECOMMENDATION That Council approve the attached corporate policy (400.44 Diversity, Inclusion and Anti-Racism / Discrimination Policy). EXECUTIVE SUMMARY On August 26, 2021, staff met with the Committee Chair(s) and Council Representatives from the Diversity and Inclusion Advisory Committee and the Anti-Racism Advisory Committee. The purpose of this meeting was to provide an overview of various city corporate policies and initiatives related to Diversity, Inclusion, Equality and Anti-Racism. One of the topics of discussion was the need to have a specific corporate policy addressing Diversity, Inclusion and Anti-Racism / Discrimination. Staff prepared a draft policy and requested both committees to review and provide feedback to staff on any suggested edits and or changes. With the approval of this policy, the two committees will begin to formulate recommendations to support diversity, inclusion and anti-racism initiatives within our community. Within the Corporation, City staff and various departments are responsible for initiating action items that support this policy within the organization. In doing so, staff may consult with these committees from time to time in an advisory capacity. BACKGROUND On August 11, 2020, Council endorsed support for participation in the “Coalition of Inclusive Municipalities”. The Coalition of Inclusive Municipalities is an international network, which includes eighty-two (82) Canadian municipal members at present. Twenty (20) Ontario municipalities are members of CIM, including the Region of Peel, the cities of Hamilton, London, and Windsor. Page 412 of 595 Further, at the October 27, 2020 Council meeting, City Council approved the Terms of Reference for the Diversity and Inclusion Advisory Committee and the Anti-Racism Advisory Committee. This new policy will provide further support to both committees, and will assist with promoting the City of Niagara Falls as a diverse and inclusive city and workplace that is welcoming of all people. FINANCIAL IMPLICATIONS/BUDGET IMPACT No financial impacts. CITY’S STRATEGIC COMMITMENT Under the Guiding Principles of Council’s Strategic Priorities (2019 – 2022), the City is committed to applying various principles to shape decision-making, policy development and resource allocation. One of those specific guiding principles includes (Organizational efficiency and effectiveness) as well as (using public engagement to collect diverse perspectives and to act fairly, responsibly and equitably on behalf of our residents). Recommended by: Trent Dark, Director, Human Resources ________________________________________________ Kathy Moldenhauer, Director, Recreation and Culture Respectfully submitted: Jason Burgess, Chief Administrative Officer Attachment Page 413 of 595 HR Policy #: 400.44 Issue Date: October 2021 Diversity, Inclusion and Anti-Racism/Discrimination Policy 1. POLICY STATEMENT The City of Niagara Falls is committed to fostering a diverse, equitable and inclusive workplace where all employees participate fully and contribute to the development of programs and services that meet the needs and expectations of our community. We strive to create an inclusive culture in which differences are recognized and valued. The City is dedicated to ensuring respectful, and equitable service delivery and employment practices. This policy articulates the City’s commitment to further enhance and develop diversity, equality and inclusion in the workplace. 2. DEFINITIONS Corporation – refers to The Corporation of the City of Niagara Falls Discrimination – Treating someone unfairly by either imposing a burden on them, or denying them a privilege, benefit, or opportunity enjoyed by others, because of their race, citizenship, gender, family status, disability or other personal characteristics. Diversity – The concept of diversity includes acceptance and respect. It means understanding that each individual is unique and recognizing the differences along the various dimensions of race, ethnicity, gender expression and gender identity, socio-economic status, sexual orientation, physical and invisible disabilities, creed amongst many other dimensions. It is exploring these differences in a safe, positive and nurturing environment. It is about moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual. Equity – The rights of the individual to an equitable share of the goods and services in society. Equality of treatment will not guarantee equal results, creating equal results sometimes requires treating people differently from each other. Focusing on the results instead of treatment is the concept of equity. Inclusion – Acknowledging and valuing people’s differences to enrich social planning, decision- making, and quality of life for everyone. In an inclusive municipality, we each have a sense of belonging, acceptance, and are recognized as valued and contributing members of the society. Real inclusion takes place when those already included in the mainstream learn from those that are historically and currently excluded and then work together to initiate change. Page 414 of 595 A Great City … For Generations To Come Privilege – Unearned power, benefits, advantages, access and/or opportunities that exist for members of the dominant group(s) in society. Can also refer to the relative privilege of one group compared to another group. Systemic barriers – Obstacles that exclude groups or communities of people from full participation in and the benefits of social, economic and political life, they may be hidden or unintentional, but are built into the way society works. Existing policies, practices and procedures, as well as assumptions and stereotypes, reinforce them. Systemic oppression(s) – Systemic use of power to disempower, marginalize, silence or otherwise subordinate one social group or category, often in order to further empower and/or privilege the oppressor. 3. APPLICATION This policy shall apply to members of council, all levels of management/administration, all employees, students, volunteers, interns, visitors and vendors on record. Members of the public, visitors to City facilities or individuals conducting business with the City are expected to refrain from harassment and discrimination against City employees. Further, employment-related incidents that occur beyond the normal workplace, on social media, and or outside of working hours may also be captured by this policy. Employees found in contravention of this Corporate Policy, may be subject to discipline by the Corporation, up to and including termination, and may be personally subject to other civil or criminal liabilities. 4. PURPOSE When we understand and accept diversity, we remove barriers and achieve very important benefits. Through encouraging the active, equitable and full participation of every person, we are drawing on the diverse life experiences and points of view of our fellow employees and citizens. This leads to more innovative and creative solutions. Additionally, when we promote the City of Niagara Falls as a diverse and inclusive city and workplace that is welcoming of all people, the city is more competitive in the global marketplace and more attractive as a destination for visitors, new residents and new employees. Further, when we respect, value, and nurture diversity as an exciting and integral part of our collective experience and identity, we can strengthen and create a safe, healthy, and vibrant community. In order to enjoy the benefits of a diverse community, we need to address barriers that impede equal participation, work toward the elimination of bias, prejudice and discrimination (which can be intentional, unintentional or systemic) and promote diversity and foster inclusion in an equitable manner. 5. OPERATING PRINCIPLES The City of Niagara Falls (including its agencies, boards, commissions, and advisory committees) plays a significant role in leadership and education in the community. As such, the Corporation is committed to the following: Page 415 of 595 A Great City … For Generations To Come 5.1 Ensuring all employees, customers and volunteers of the City will be treated with dignity and respect. 5.2 The City will identify, prevent and remove barriers to services, programs and opportunities. 5.3 The City of Niagara Falls facilities aims to be safe, welcoming and inclusive for diverse staff and members of the community. 5.4 The City will create an inclusive organizational culture where diverse employees feel valued for their knowledge and skills. 5.5 Principles of equity and inclusion will be embedded in the City’s education, training and professional development for staff. 5.6 Promoting the Diversity, Inclusion and Anti-Racism/Discrimination Policy, both internally and for the community at large in the City of Niagara Falls. 5.7 Ensuring setting standards for compliance to the policy internally at the organizational level. 5.8 Ensuring external organizations and individuals have access to this policy. 5.9 Encouraging and recognizing excellence in corporate and community citizenship in the areas of diversity, inclusion and anti-racism. 5.10 Encouraging public and private organizations to respect and adhere to the objectives of this policy. 6. GUIDELINES The City of Niagara Falls has specific policies in place to prevent any discrimination based on the protected grounds in any employment, stakeholder or external personnel matter. As such, the City is dedicated to promoting diversity and inclusion within the workplace. All administrative actions regarding hiring, compensation, promotion, benefits, job assignments, transfers, lay-offs, return from lay-offs, company sponsored programs or events, etc. will be taken without regard to race, ethnic origin, creed, disability, ancestry, citizenship, sex, marital status, place of origin, colour, sexual orientation, family status, gender identity, and or gender expression. Further, the City will ensure accommodations are made for individuals who require them as per the Ontario Human Rights Code and the Accessibility of Ontarians Disability Act (AODA). Individuals are encouraged to advise management of any required accommodations that are necessary. The City of Niagara Falls is dedicated to recruiting and retaining a qualified workforce. Through valuing a diverse and inclusive workforce, the City is committed to hiring practices that are fair and equitable. Administration will always hire the most qualified candidate for a position. In addition, the City will ensure the search and hiring process is fair, equitable and that the appropriate qualifications of each candidate are the only criteria upon which a hiring or promotion decision is made. Page 416 of 595 MW-2021-69 October 26, 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-2021-69 Tallgrass Avenue – Speed Control Review RECOMMENDATIONS 1. That the speed control plan consisting of two (2) speed cushions and one (1) raised pedestrian crossover on Tallgrass Avenue between Cinnamon Grove and Eclipse Way be approved and; 2. The construction of the speed cushions and raised pedestrian crossover on Tallgrass Avenue is referred to the 2022 Capital Budget deliberations. EXECUTIVE SUMMARY Staff received a resident request to review the potential installation of speed control devices on Tallgrass Avenue to curtail speeding concerns. Staff followed up with speed studies and noted that a speeding problem was present. During the initial request, questionnaires distributed to residents on Tallgrass Avenue between Cinnamon Grove and Eclipse Way did not garner a majority support for speed control devices from the neighbourhood. However, after a second round of questionnaires to residents who initially did not respond, a consensus favouring the implementation of speed control devices was reached. The combined results from both sets of questionnaires are provided in the table below: Total Delivered In favour Opposed No Response 21 11 (52 percent) 0 (0 percent) 10 (48 percent) As per the City’s Neighbourhood Traffic Management Policy, the residential component has met the minimum 51% support rate from the neighbourhood. Staff is recommending that the speed control plan be approved as a result of the following:  Operating speeds are consistently above acceptable threshold;  Safety concern for pedestrians, specifically children given the vicinity of Chippawa West Neighbourhood Park; Page 417 of 595 2 MW-2021-69 October 26, 2021  Continued safety concerns are being raised by residents regarding the speed of drivers next to the community park; and  Residential support BACKGROUND Tallgrass Avenue is a local residential roadway that extends predominantly in the north- south direction between Tristar Crescent and Emerald Avenue. The study area encompasses Tallgrass Avenue between Cinnamon Grove and Eclipse Way. The roadway has an 8.2 metre pavement width, with concrete sidewalks separated by a grass boulevard on both sides. Light poles are present on both sides of the roadway providing illumination at night. The horizontal and vertical alignments of the roadway within the study area are predominantly level and straight despite a minor vertical crest between a point 70 metres south of Cinnamon Grove and a point 105 metres south of Cinnamon Grove. The study area consists of residential dwellings and Chippawa West Park on the east side of the roadway. Parking is permitted on both sides of the roadway within the study area during the daytime period. The legal speed limit of the study roadway is 50 km/h. ANALYSIS/RATIONALE Speed studies carried out on Tallgrass Avenue between Cinnamon Grove and Eclipse Way revealed an operating speed of 55 km/h in the vicinity of Chippawa West Neighbourhood Park. Staff considers a speeding problem when the operating speed exceeds the speed limit where there is at least one pedestrian generator, such as a school or a community park abutting the road. Given the study results, the technical component for speed control devices is fulfilled. Tallgrass Avenue carries approximately 400 cars daily. These traffic volumes are within the expectations of a local residential roadway. There is not a collision problem on Tallgrass Avenue based on an analysis for the previous three years. Given that a speeding problem was identified, Staff solicited the input of the neighbourhood in September 2020 on their preference for speed control devices. A total of twenty-one (21) questionnaires were delivered to all property owners. Eight (8) responses were received, representing a 38% response rate. All respondents identified that they were in support of speed control devices. Subsequent questionnaire deliveries to non-respondents in November 2020 yielded an additional three (3) responses in favour of speed control, bringing the neighbourhood support to 52%. Staff prepared a speed control plan that consisted of two speed cushions and a raised pedestrian crossover. Speed cushions are a modified speed hump that have openings to allow vehicles with wider wheelbases, such as a fire truck or an ambulance, Page 418 of 595 3 MW-2021-69 October 26, 2021 unencumbered passage. A driver of a passenger vehicle will have one side of their vehicle pass over the hump. Speed cushions are generally round or flat-topped encouraging motorists to drive over them at speeds of 30-40 km/h. Speed cushions have been constructed on Angie Drive in autumn 2016 as part of the subdivision speed control plan, Mount Carmel Boulevard in spring 2018, and Forestview Boulevard in summer 2020. No negative comments have been received from residents of the aforementioned streets, and their respective surrounding neighbourhood, regarding these devices. Pedestrian crossovers are a device that gives pedestrians the right-of-way to cross the road. Motorists and cyclists must stop and yield to pedestrians intending to cross the road, and wait for them to completely reach the other side before proceeding. Pedestrian crossovers are marked by signs and pavement markings. In some cases they may also have pedestrian-activated flashing lights. In the case for Tallgrass Avenue, the warrant for pedestrian-activated flashing lights is not met. Fire Service Staff has no objections to the proposed speed control plan. The proposed speed cushions will allow their fire response vehicles to bypass the devices without being delayed. Residents were invited to attend a neighbourhood meeting on September 28, 2021, via the online ZOOM platform to allow Tallgrass Avenue stakeholders the opportunity to review Staff’s concept plan and provide comments. The public meeting material was posted on the City’s website following the scheduled date of the online meeting for those that could not attend, and this information was identified in the meeting notice letter delivered to all abutting homeowners on Tallgrass Avenue within the study area. There were no comments received from stakeholders that revealed opposition against the proposed speed control plan. Both the technical component and residential component have been fulfilled. Staff is recommending the construction of two (2) speed cushions and one (1) raised pedestrian crossover in the locations identified at the September 28, 2021 public meeting. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The construction of the two (2) speed cushions and one (1) raised pedestrian crossover is estimated at $23,000. The project will be included in the 2022 Capital Budget deliberations. The installation of the signs for the devices is to be carried out by Municipal Works - Transportation Services staff. It is estimated that the cost to install the signs and apply the appropriate pavement markings is approximately $2,000. Page 419 of 595 4 MW-2021-69 October 26, 2021 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 September 28, 2021, Public Meeting Boards Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Jason Burgess, Chief Administrative Officer M. Bilodeau Page 420 of 595 MW-2021-69 Tallgrass Avenue Speed Control Review 95 m80 m - Raised PXO - Speed Cushion 95 m Tallgrass Ave Cinnamon Gv- Chicane (existing) 15 m Page 421 of 595 WELCOME TALLGRASS AVENUE SPEED CONTROL REVIEW NEIGHBOURHOOD OPEN HOUSE City of Niagara Falls Municipal Works – Transportation Services Page 422 of 595 • • • • • • • • • • • • • NEIGHBOURHOOD TRAFFIC REVIEW OBJECTIVES A Neighbourhood Traffic Review should be undertaken in consideration of the following goals: Enhance the quality of life and livability in City of Niagara Falls' neighbourhoods through the use of traffic management measures, such as speed humps, that reduce or control the impact of vehicle traffic; Change the culture of neighbourhood street use from 'cars first' to 'people first'; Create neighbourhood environments that support and encourage the use of non-auto modes of travel such as cycling, walking and transit; and, Develop a transportation system that recognizes and accommodates to the greatest extent possible, the multitude of activities that take place along the roadway. The process should involve: Public consultation and input in all aspects of the process; A process that is fair, balanced and equitable and reflects the needs of all users; and A process that reflects the City of Niagara Falls funding capabilities. Specific objectives of the Neighbourhood Traffic Review are to: Improve safety and convenience for all users of the street; Reduce the number and severity of collisions; Reduce the volume and/or speed of motorized traffic; Reduce the volume of traffic that has neither its origin or destination within the residential neighbourhood; Minimize effects on the adjacent or nearby local residential streets; and Reduce motor vehicle emissions.Page 423 of 595 • • • • • • • • • • BACKGROUND & EXISTING CONDITIONS The City received a request from a resident to review the speed of traffic and consider speed control devices on Tallgrass Avenue. Tallgrass Avenue: is a two-lane, two-way residential local roadway; extends 1.05 kilometres from Tristar Crescent to Emerald Avenue; extends between Cinnamon Grove and Eclipse Way within the study area; has an urban cross-section consisting of a concrete curb & gutter, grass boulevard and continuous sidewalk on each side throughout the study area; has a 8.2 metre pavement width; has a 50 km/h speed limit; is not a transit route; includes side-street stop control at both ends of the study area facing traffic on Cinnamon Grove and Eclipse Way; includes Chippawa West Park, located on the east side of the study area; and permits parking on each side of the road during the daytime period.Page 424 of 595 TECHNICAL DATA Tallgrass Avenue carries approximately 400 cars daily between Cinnamon Grove and Eclipse Way. These traffic volumes are within the expectations of a local residential roadway. A collision problem has not been found on Tallgrass Avenue. There have been no reported collisions related to excessive vehicle speeds in the previous three years. Speed data collected in the field identified that the operating speed is 55 km/h in the vicinity of Chippawa West Park. Per City policy, the warranting criteria for the installation of traffic calming devices is met when at least one of the following applies: 1.Operating speed exceeds the speed limit by more than 10 km/h; or 2.Operating speed exceeds the speed limit and there is at least one pedestrian generator abutting the road. Given that a neighbourhood park abuts Tallgrass Avenue, the technical component for speed control devices is fulfilled.Page 425 of 595 PUBLIC CONSULTATION Given that a speeding problem was identified, Staff solicited the input of the neighbourhood on their preference for speed control devices. The area of solicitation encompasses residences between Cinnamon Grove and Eclipse Way. Tallgrass Avenue between Cinnamon Grove and Eclipse Way o 21 questionnaires were delivered o 11 responses were received (52%) o 11 respondents are in support of speed control devices which equates to 52% support Given that a simple majority of residents support traffic calming, the residential support component for speed control devices is fulfilled.Page 426 of 595 SPEED CUSHIONS Speed cushions are a modified speed hump that has openings to allow vehicles with wider wheelbases, such as a fire truck or an ambulance, unencumbered passage. A driver of a passenger vehicle will have one side of their vehicle pass over the hump. Speed cushions are generally round or flat-topped encouraging motorists to drive over them at speeds of 30-40 km/h. Each speed cushion costs approximately $5,500 Advantages: ▪Prevents drivers from exceeding the speed limit while not requiring them to fully stop ▪Have the advantage of being self-enforcing ▪May reduce number & severity of collisions ▪Safer conditions for cyclists and pedestrians ▪A parking restriction is not required at the speed cushion location ▪Discourages cut-through traffic ▪Does not slow down emergency vehicles (due to wider wheelbases) as drivers can pass through the gaps Disadvantages: ▪Increases noise with drivers decelerating & accelerating over the humps *Photo of a portable speed cushion for clarity Page 427 of 595 SPEED CUSHION SPECIFICATIONS What is the difference between a speed bump and a speed cushion? 0.3m 4.0m Speed Bump Speed Cushion 8cm8cm Speed Bump Speed Cushion Height 8 centimetres 8 centimetres Length 30-40 centimetres 4 metres Causes…Abrupt vertical motion Gentle rocking motion Encourages speeds of…10 km/h or less 30-40 km/h Legal on Public Roads?No Yes Page 428 of 595 GUIDING PRINCIPLES Speed control devices are located based on the following: ▪Devices are most effective if they are evenly spaced, ideally 100 metres apart, so that motorists are not able to speed between them. ▪Cannot be placed in front of driveways since signs are posted on both sides of the road next to the device. This way their location is known when the roads are snow covered. ▪Devices are avoided on road curves. ▪Avoid placing them where utilities, manholes, valves, catch basins, etc. are located; and ensure positive drainage is maintained.Page 429 of 595 CONCEPT PLAN 80 m Legend - Raised PXO - Speed Cushion Tallgrass Ave Cinnamon Gv95 m95 m 15 m - Chicane (existing) Two Speed Cushions are Proposed as Follows: 1.Between 9131 & 9141 Tallgrass Avenue 2.In front of 9241 Tallgrass Avenue One Raised Pedestrian Crossover is Proposed as Follows: 1.Between 9191 & 9201 Tallgrass Avenue Page 430 of 595 • • • • • • NEXT STEPS Your input is important! Please take the time to comment on the study findings and recommended plan by either completing the comments sheet or getting in touch with one of the project team members. Talk to your neighbours who could not attend tonight and encourage them to provide their support for the speed control plan. Staff will incorporate and/or address the comments and suggestions received from this neighbourhood meeting in the final plan. Comments are requested by Monday, October 4, 2021. Bring the matter to City Council for approval, and include this project in the 2022 Capital Budget Deliberation Pending approvals, construction is expected to occur in early summer 2022 Page 431 of 595 • • THANK YOU FOR ATTENDING The display boards and comment form from tonight’s meeting will be posted on the City’s website by the end of the week. www.niagarafalls.ca City Hall Departments Transportation Services Transportation Engineering Project team members: John Grubich, C.E.T.David Dulat •Traffic Planning Supervisor •(905) 356-7521 ext. 5214 •jgrubich@niagarafalls.ca •Traffic Technologist •(905) 356-7521 ext. 5202 •ddulat@niagarafalls.ca Page 432 of 595 MW-2021-70 October 26, 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-2021-70 Oliver Street – Speed Control Review RECOMMENDATIONS 1. That the speed control plan consisting of two (2) speed cushions on Oliver Street between Welland Street and Gunning Drive be approved; and, 2. The construction of the speed cushions on Oliver Street is referred to the 2022 Capital Budget deliberations. EXECUTIVE SUMMARY Staff received a resident request to review the installation of speed control devices on Oliver Street between Welland Street and Gunning Drive to curtail speeding concerns. Staff followed up with speed studies and noted that the operating speed met the warranting criteria for the installation of traffic calming devices, as per City policy. Questionnaires to the abutting homeowners were delivered thereafter. The results from the questionnaires are provided in the table below: Total Delivered In favour Opposed No Response 4 2 (50 percent) 1 (25 percent) 1 (25 percent) According to the City’s Neighbourhood Traffic Management Policy, the residential component has met the minimum 51% support rate from the neighbourhood. Staff is recommending that the speed control plan be approved as a result of the following:  Operating speeds are above the acceptable threshold;  Safety concern for pedestrians, specifically children given the vicinity of both Sacred Heart Catholic Elementary School and Chippawa Lions Neighbourhood Park; and,  A majority resident support is achieved. Page 433 of 595 2 MW-2021-70 October 26, 2021 BACKGROUND The City received a request from a resident on Oliver Street between Welland Street and Gunning Drive to investigate speed control devices to mitigate a speeding issue. Oliver Street is a local residential roadway that extends in the northwest-southeast direction between Bridgewater Street and MacKenzie Drive. The study area encompasses Oliver Street between Welland Street and Gunning Drive. The roadway has a 9.0-metre pavement width, with a concrete sidewalk separated by a grass boulevard on the northeast side and an asphalt trail separated by a grass boulevard on the southwest side. Light poles are present on the southwest side of the roadway providing illumination at night. The horizontal and vertical alignments of the roadway are straight and level. The study area consists of residential dwellings, Chippawa Lions Neighbourhood Park on the southwest side of the roadway, and Sacred Heart Catholic Elementary School on the northeast side. The legal speed limit of Oliver Street is 50 km/h. ANALYSIS/RATIONALE Speed studies carried out on Oliver Street between Welland Street and Gunning Drive revealed an operating speed of 51 km/h next to both Sacred Heart Catholic Elementary School and Chippawa Lions Park. Per City policy, the warranting criteria for the installation of traffic calming devices is met when the operating speed exceeds the speed limit where there is at least one pedestrian generator, such as a school or a community park abutting the road. Given the study results, the technical component for speed control devices is fulfilled. Oliver Street carries approximately 960 cars daily within the study area. These traffic volumes are within the expectations of a residential local road. There is not a collision problem on Oliver Street. Given that a speeding problem was identified, Staff solicited the input of the neighbourhood in October 2020 on their preference for speed control devices. A total of four (4) questionnaires were delivered to all property owners. Three (3) responses were received, representing a 75% response rate. Two (2) respondents identified that they were in support of speed control devices, equating to 50% support. Staff prepared a speed control plan that consists of two (2) speed cushions. Speed cushions are a modified speed hump that has openings to allow vehicles with wider wheelbases, such as a fire truck or an ambulance, unencumbered passage. A driver of a passenger vehicle will have one side of their vehicle pass over the hump. Speed cushions are generally round or flat-topped encouraging motorists to drive over them at speeds of 30-40 km/h. Page 434 of 595 3 MW-2021-70 October 26, 2021 Niagara Falls Fire Station 4 is located on Banting Avenue approximately 200 metres away from the study area. Fire Service Staff has no objections to the speed control plan. The proposed speed cushions will allow their fire response vehicles to bypass the devices without being delayed. Residents were invited to attend a neighbourhood meeting on September 28, 2021, via the online ZOOM platform to allow Oliver Street stakeholders the opportunity to review Staff’s concept plan and provide comments. The public meeting material was posted on the City’s website following the scheduled date of the online meeting for those that could not attend, and this information was identified in the meeting notice letter delivered to all abutting homeowners on Oliver Street within the study area. There were no comments received from stakeholders that revealed opposition against the proposed speed control plan. Both the technical component and residential component have been fulfilled. Staff is recommending the construction of two (2) speed cushions in the locations identified at the September 28, 2021, public meeting. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The construction of the two (2) speed cushions is estimated at $15,000. The project will be included in the 2022 Capital Budget deliberations. The installation of the signs for the devices is to be carried out by Municipal Works - Transportation Services staff. It is estimated that the cost to install the signs and apply the appropriate pavement markings is approximately $2,000. 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 September 28, 2021, Public Meeting Board Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Jason Burgess, Chief Administrative Officer M. Bilodeau Page 435 of 595 MW-2021-70 Oliver Street Speed Control Review - Speed Cushion 75 m60 m 65 m Page 436 of 595 WELCOME OLIVER STREET SPEED CONTROL REVIEW NEIGHBOURHOOD OPEN HOUSE City of Niagara Falls Municipal Works – Transportation Services Page 437 of 595 • • • • • • • • • • • • • NEIGHBOURHOOD TRAFFIC REVIEW OBJECTIVES A Neighbourhood Traffic Review should be undertaken in consideration of the following goals: Enhance the quality of life and livability in City of Niagara Falls' neighbourhoods through the use of traffic management measures, such as speed humps, that reduce or control the impact of vehicle traffic; Change the culture of neighbourhood street use from 'cars first' to 'people first'; Create neighbourhood environments that support and encourage the use of non-auto modes of travel such as cycling, walking and transit; and, Develop a transportation system that recognizes and accommodates to the greatest extent possible, the multitude of activities that take place along the roadway. The process should involve: Public consultation and input in all aspects of the process; A process that is fair, balanced and equitable and reflects the needs of all users; and A process that reflects the City of Niagara Falls funding capabilities. Specific objectives of the Neighbourhood Traffic Review are to: Improve safety and convenience for all users of the street; Reduce the number and severity of collisions; Reduce the volume and/or speed of motorized traffic; Reduce the volume of traffic that has neither its origin or destination within the residential neighbourhood; Minimize effects on the adjacent or nearby local residential streets; and Reduce motor vehicle emissions.Page 438 of 595 • • • • • • • • • • • • • • • BACKGROUND & EXISTING CONDITIONS The City received a request from a resident to review the speed of traffic and consider speed control devices on Oliver Street. Oliver Street between Welland Street and Gunning Drive: is a two-lane, two-way local residential road; has a straight and level road alignment; has a concrete sidewalk separated by a grass boulevard on the northeast side and an asphalt trail separated by a grass boulevard on the southwest side; contains light standards on the southwest side to provide illumination during the night time period; is a transit route (Route 106/206 and Route 112); allows parking on the southwest side of the road during the daytime period; prohibits stopping on the northeast side of the road from Monday to Friday, 8:00 A.M. to 4:30 P.M.; contains all-way stop control at both ends of Oliver Street, intersecting Welland Street and Gunning Drive, respectively; has a school crossing guard at the intersection of Welland Street and Oliver Street; contains Sacred Heart Catholic Elementary School, located on the northeast side of the road; contains Chippawa Lions Park, located on the southwest side of the road; has a pavement width of approximately 9.0 metres; is in close proximity (1 block away) from Fire Hall; Oliver Street extends approximately 500 metres from Bridgewater Street to MacKenzie Drive; and has a 50 km/h speed limit.Page 439 of 595 TECHNICAL DATA Oliver Street carries approximately 960 cars daily between Welland Street and Gunning Drive. These traffic volumes are within the expectations of a local road. There is not a collision problem on Oliver Street. There have been no reported collisions related to excessive vehicle speeds in the previous three years. Speed data collected in the field identified that the operating speed is 51 km/h in the vicinity of Sacred Heart Catholic Elementary School. Per City policy, the warranting criteria for the installation of traffic calming devices is met when at least one of the following applies: 1.Operating speed exceeds the speed limit by more than 10 km/h; or 2.Operating speed exceeds the speed limit and there is at least one pedestrian generator abutting the road. Given that an elementary school abuts Oliver Street, the technical component for speed control devices is fulfilled.Page 440 of 595 PUBLIC CONSULTATION Given that a speeding problem was identified, Staff solicited the input of the neighbourhood on their preference for speed control devices. The area of solicitation encompasses the school, Chippawa Lions Park, and residences between Welland Street and Gunning Drive. Oliver Street between Welland Street and Gunning Drive o 4 questionnaires were delivered o 3 responses were received (75%) o 2 respondents are in support of speed control devices which equates to 50% support Given that a simple majority of residents support traffic calming, the residential support component for speed control devices is fulfilled.Page 441 of 595 SPEED CUSHIONS Speed cushions are a modified speed hump that has openings to allow vehicles with wider wheelbases, such as a fire truck or an ambulance, unencumbered passage. A driver of a passenger vehicle will have one side of their vehicle pass over the hump. Speed cushions are generally round or flat-topped encouraging motorists to drive over them at speeds of 30-40 km/h. Each speed cushion costs approximately $5,500 Advantages: ▪Prevents drivers from exceeding the speed limit while not requiring them to fully stop ▪Have the advantage of being self-enforcing ▪May reduce number & severity of collisions ▪Safer conditions for cyclists and pedestrians ▪A parking restriction is not required at the speed cushion location ▪Discourages cut-through traffic ▪Does not slow down emergency vehicles (due to wider wheelbases) as drivers can pass through the gaps Disadvantages: ▪Increases noise with drivers decelerating & accelerating over the humps *Photo of a portable speed cushion for clarity Page 442 of 595 SPEED CUSHION SPECIFICATIONS What is the difference between a speed bump and a speed cushion? 0.3m 4.0m Speed Bump Speed Cushion 8cm8cm Speed Bump Speed Cushion Height 8 centimetres 8 centimetres Length 30-40 centimetres 4 metres Causes…Abrupt vertical motion Gentle rocking motion Encourages speeds of…10 km/h or less 30-40 km/h Legal on Public Roads?No Yes Page 443 of 595 GUIDING PRINCIPLES Speed control devices are located based on the following: ▪Devices are most effective if they are evenly spaced, ideally 100 metres apart, so that motorists are not able to speed between them. ▪Cannot be placed in front of driveways since signs are posted on both sides of the road next to the device. This way their location is known when the roads are snow covered. ▪Devices are avoided on road curves. ▪Avoid placing them where utilities, manholes, valves, catch basins, etc. are located; and ensure positive drainage is maintained.Page 444 of 595 CONCEPT PLAN Two Speed Cushions are Proposed as Follows: 1.60 metres east of Welland Street 2.65 metres west of Gunning Drive Legend - Speed Cushion 75 m60 m 65 m Page 445 of 595 • • • • • • NEXT STEPS Your input is important! Please take the time to comment on the study findings and recommended plan by either completing the comments sheet or getting in touch with one of the project team members. Talk to your neighbours who could not attend tonight and encourage them to provide their support for the speed control plan. Staff will incorporate and/or address the comments and suggestions received from this neighbourhood meeting in the final plan. Comments are requested by Monday, October 4, 2021. Bring the matter to City Council for approval, and include this project in the 2022 Capital Budget Deliberation Pending approvals, construction is expected to occur in early summer 2022 Page 446 of 595 • • THANK YOU FOR ATTENDING The display boards and comment form from tonight’s meeting will be posted on the City’s website by the end of the week. www.niagarafalls.ca City Hall Departments Transportation Services Transportation Engineering Project team members: John Grubich, C.E.T.David Dulat •Traffic Planning Supervisor •Traffic Technologist •(905) 356-7521 ext. 5214 •(905) 356-7521 ext. 5202 •jgrubich@niagarafalls.ca •ddulat@niagarafalls.ca Page 447 of 595 MW-2021-71 October 26, 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-2021-71 Ridge Road – Speed Limit Review RECOMMENDATION That the speed limit on Ridge Road between Montrose Road and Morris Road be reduced from 70 km/h to 60 km/h. EXECUTIVE SUMMARY The lower speed limit is warranted due to existing physical road conditions and traffic characteristics. BACKGROUND City Staff received a request to investigate reducing the speed limit on Ridge Road between Montrose Road and Morris Road. Ridge Road between Montrose Road and Morris Road is a rural collector roadway that extends in an east-west direction. The road contains minor variations in vertical and horizontal geometry. This section of Ridge Road carries approximately 235 vehicles daily. Between Montrose Road and Morris Road, the speed limit is 70 km/h. The road has a pavement width of 6.0 metres, and consists of a rural cross-section with one lane in each direction and a narrow shoulder and ditch on each side. A sidewalk for pedestrian-use is not available. The surrounding land-use consists of forested lands, agricultural lands, and approximately seventeen (17) residential dwellings. Page 448 of 595 2 MW-2021-71 October 26, 2021 ANALYSIS/RATIONALE City Staff has received concerns from residents regarding speeding within the study area. A speed study carried out on Ridge Road identified that the operating speed within the 70 km/h zone was 87 km/h for the eastbound direction and 83 km/h for the westbound direction. Speed limits are set according to the road geometry and the prevailing operating speed. Staff collected information on the physical attributes of the road under review, including but not limited to the lane widths, roadside hazards, horizontal and vertical road alignments, number of accesses and intersections, and pedestrian and cycling activity. An analysis of the information was conducted based on various criteria and guidelines outlined by the Transportation Association of Canada’s (TAC) Speed Limit Warrant and Geometric Design Guide for Canadian Roads, to determine an appropriate posted speed limit. The TAC Geometric Design Guide for Canadian Roads identifies the minimal lane width on a rural collector roadway as 3.5 metres. Currently the existing travel lane widths on Ridge Road are 3.0 metres, which is less than what warrant guidelines require. Therefore, the posted speed limit on Ridge Road, within the study area, is justified to be reduced from 70 km/h to 60 km/h. A collision analysis revealed that a collision problem does not exist on Ridge Road. City of Niagara Falls Staff recommends lowering the speed limit on Ridge Road between Montrose Road and Morris Road from 70 km/h to 60 km/h. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The installation of the 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. It is estimated that the cost to replace the speed limit signs is approximately $500. CITY’S STRATEGIC COMMITMENT Encourage multi-modal travel and active transportation initiatives, and enhance motorist, cyclist and pedestrian safety. LIST OF ATTACHMENT Study Area drawing Page 449 of 595 3 MW-2021-71 October 26, 2021 Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Jason Burgess, Chief Administrative Officer M. Bilodeau Page 450 of 595 MW-2021-71 Ridge Road Speed Limit Review Boundary for Sections of Roadway with Different Speed Limits Boundary for Section of Roadway with Proposed Adjustment to Speed Limit Location of Traffic Data Collection 50 KM/H September 2021 EB: 87 KM/H WB: 83 KM/H Both: 85 KM/H AADT:235 Page 451 of 595 MW-2021-73 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of the Municipal Council SUBMITTED BY: Municipal Works – Engineering Services SUBJECT: MW-2021-73 Lundy’s Lane Streetscape Revitalization Update RECOMMENDATION 1. That Council receive Report MW-2021-73 and the corresponding attachments summarizing the Lundy’s Lane Streetscape Revitalizing Phase 1 Budget and Expenditures, as well as forecasted timelines for future Streetscaping and underground infrastructure Capital Works; 2. That Council authorize staff to allocate remaining funds from the approved 2017 Capital Budget for Lundy’s Lane Streetscape Revitalization Phase 1 project to leverage additional Public Realm Investment Program funding from Niagara Region and advance the Lundy’s Lane Trail Heads at Canal and OPG Canal Overpass streetscaping projects; and further, 3. That Council authorize staff to work with the Lundy’s Lane BIA to establish a new funding agreement to reflect changes to the Lundy’s Lane Streetscape Revitalizing Phasing as a result of Regional dependencies. EXECUTIVE SUMMARY The City of Niagara Falls has completed several components of the Lundy’s Lane Streetscape Revitalization Project. The project has advanced to a point where the remaining components are dependent on Niagara Regional projects along Lundy’s Lane or require further Capital Funding and study. This report provides an update to Council on the Lundy’s Lane Streetscape Revitalization Project progress, as well as seeks authorization to advance the Lundy’s Lane Trail Heads at Canal and OPG Canal Overpass streetscaping projects using remaining capital funds from Phase 1 works. Page 452 of 595 2 MW-2021-73 October 26, 2021 BACKGROUND On November 22, 2016 Niagara Falls City Council accepted the Lundy’s Lane Streetscape Master Plan (report MW-2016-46), authorized funding for proposed Phase 1 works of the Lundy’s Lane Streetscape Revitalization Project (see Attachment 1), and accepted the Lundy’s Lane BIA cost sharing proposal (see Attachment 2). Several items included in Phase 1 of the Lundy’s Lane Streetscape Revitalization Project have been completed, including;  Update light pole bases from Garner Road to Kalar Road – Completed 2017  Street Tree Planting – Completed 2018  Street furniture improvements – Completed 2019  Sidewalk (Bus/WEGO stop) improvements – Completed 2019  Utility box wraps – Completed 2019  Streetscape median and gateway features at Garner Road and Kalar Road – completed 2020 On September 15, 2020 Niagara Falls City Council also accepted Lundy’s Lane Streetscape Revitalization OPG Parkette request (report MW-2020-24), authorizing City staff to allocation approximately $90,000 to advance the preliminary design works for the Lundy’s Lane OPG Parkette project. This work is well underway and the conceptual work is nearing completion. Niagara Region has several ongoing and planned projects along Lundy’s Lane. This includes the OPG Canal North Bridge Rehabilitation Detailed Design, Lundy’s Lane Elevated Tank Removal Study, and Highland Avenue to Montrose Road Reconstruction Environmental Assessment which are currently underway. The Region also has projects planned for the Dorchester Road Intersection Improvements and Montrose Road to Kalar Road Reconstruction. These Regional projects will have a direct impact on City owned infrastructure including watermains, storm, sanitary, and streetlights. City Staff have completed a preliminary review of City owned Infrastructure along Lundy’s Land from Kalar Road to Highland Avenue and have noted condition and capacity issues that are expected to be addressed with the Regional reconstruction projects, this will require a significant amount of investment in future Capital Budgets. The outstanding Phase 1 items (1B Drummond Road Medians, 1G Light Standard Upgrade Montrose to Kalar, 1I Light Standard Upgrade from Drummond to Highland) are dependent upon the results and timing of ongoing or planned Niagara Region Road Reconstruction Environmental Assessment and Reconstruction projects along Lundy’s Lane. Beyond Phase 1 items, the outstanding items included in the Lundy’s Lane Streetscape Master Plan are also dependent on Niagara Region project timing or require comprehensive studies and funding beyond assumptions made in the original Phasing Plan. Based on the anticipated Regional Project timing and assumed Capital Funding availability a Revised Implementation Schedule has been provided for information (see Attachment 3). Page 453 of 595 3 MW-2021-73 October 26, 2021 ANALYSIS/RATIONALE The outstanding Phase 1 items (1B Drummond Road Medians, 1G Light Standard Upgrade Montrose to Kalar, 1I Light Standard Upgrade from Drummond to Highland) are dependent upon the results and timing of ongoing or planned Niagara Region Environmental Assessment and Road Reconstruction projects along Lundy’s Lane, and are unable to be advanced at this time. The Region is currently completing the detailed design of the OPG Hydro Canal North Bridge Rehabilitation, with construction planned in 2022. Two items included in the Streetscape Master Plan can be completed with the Regions work in this area, including 2B Trail Heads at Canal and 3C OPG Canal Overpass Streetscaping. Completion of these items would provide a new connection to the Millennium Trail at the northwest quadrant of the bridge and enhance existing connections between Lundy’s Lane and the Millennium Trail system at the southwest quadrant of the bridge and the Gary Hendershot Trail at the southeast quadrant of the bridge. The new trail connection and enhanced existing connections will provide safe access to the OPG Parkette currently under development (see Attachment 4). It’s recommended that the remaining Phase 1 Streetscaping items be deferred, and that the remaining budget (approximately $160,000) is reallocated to items 2B and 3C (see Attachment 5). The reallocated budget will also be used to leverage additional Public Realm Investment Program funding from Niagara Region in 2022. As the original Phasing Plan is no longer an actual reflection of the expected implementation timelines for the Lundy’s Lane Streetscape Revitalization Project, the cost sharing proposal provided by the Lundy’s Lane BIA needs to be amended to redefine program milestones that are no longer tied to the original three Phase plan. It’s recommended that City staff enter discussions with the Lundy’s Lane BIA to establish a new cost sharing agreement with revised cost sharing milestones. FINANCIAL/STAFFING/LEGAL IMPLICATIONS $1,547,412 was approved in the 2017 Capital Budget for the Lundy’s Lane Streetscape Revitalization Phase 1 project. The City was successful with its 2018 Public Realm Investment Program funding from Niagara Region, securing an additional $100,000 bringing the total budget to $1,647,412. To date approximately $1,485,782 has been spent or committed to the Streetscaping Activities described. Approximately $160,000+HST will be reallocated to design and construction for the Trail Heads at Canal and OPG Canal Overpass Streetscaping items which are expected to be constructed in 2022. A revised cost sharing proposal will be established with the Lundy’s Lane BIA. The value of the cost sharing won’t be impacted, however the project milestones will be revised to better reflect the expected implementation of the program of work. Page 454 of 595 4 MW-2021-73 October 26, 2021 There are no staffing or legal implications with this report. CITY’S STRATEGIC COMMITMENT The recommendations in this report Encourage multi-modal travel and active transportation initiatives, and enhance motorist, cyclist and pedestrian safety. LIST OF ATTACHMENTS 1. Lundy’s Lane Streetscape Master Plan Baseline Budget and Schedule 2. Lundy’s Lane BIA Cost Sharing Proposal 3. Lundy’s Lane Streetscape Master Plan Revised Implementation Schedule 4. Site Location 5. Lundy’s Lane Streetscape Master Plan – Phase 1 Expenditures and Proposed Deferrals Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Jason Burgess, Chief Administrative Officer Zach Staples Page 455 of 595 Lundy's Lane Master Plan DRAFT SCHEDULE FOR IMPLEMENTATION Ref.Scope of Work Task 2017 2018 2019 2020+ Consulting $23,124.24 Construction $231,242.40 Consulting $54,264.60 Construction $361,764.00 Consulting $44,404.57 Construction $444,045.72 Consulting $9,427.77 Construction $188,555.40 Design Construction 129,250.00$ Light Standard Upgrade from Drummond to Highland Design ▪ dependent on Region Construction 44,000.00$ Update Light Pole Bases from Kalar to Garner Design ▪ work to undertaken by BIA Construction 17,334.00$ $131,221.18 $1,416,191.52 Consulting $180,624.76 Construction $1,204,165.05 Consulting $36,199.73 Construction $241,331.55 Consulting $15,925.21 Construction $106,168.08 Consulting N/A Construction $250,000.00 $0.00 $232,749.70 $1,801,664.67 October 20, 2016 2F Push Button Crosswalk at New Fire Station YEARLY SUBTOTAL PHASE 1 COMPONENTS - for 2017 Implementation, Design in Spring 2017 Phase 1 is based on the assumption that the following items can be implemented with Design commencing in 2017. Many Phase 1 items are relatively free of constraints, others such as 1i and 1j are dependent on other organizations (Region and BIA). 1B Drummond Road Medians 1D Kalar Road Intersection 1G Light Standard Upgrade Montrose to Kalar Main Street to Drummond Road Parkette at Canal including Parking 1E Garner Road Medians/Entrance Feature 1F Street Tree Planting 1i 2A 1J PHASE 2 COMPONENTS YEARLY SUBTOTAL 2B Trail Heads at Canal Phase 2 items have constraints associated with approvals from the Region, OPG, and/or other agencies. At this time it is estimated that design work could potentially take place in 2018 with implementation in 2019. Crosswalk at New Fire Station: This item needs to be implemented in coordination with the construction of the new fire station. Ideally a traffic study and design work could be undertaken in 2018 with presentation to Council in 2018 and implementation in 2019. 1A 1Page 456 of 595 Lundy's Lane Master Plan DRAFT SCHEDULE FOR IMPLEMENTATION Ref.Scope of Work Task 2017 2018 2019 2020+ Consulting $35,226.45 Construction $234,842.99 Consulting $33,467.95 Construction $223,119.65 3C Consulting $30,193.32 Construction $201,288.83 3D Consulting n/a Construction $217,250.00 3E Consulting n/a Construction $52,250.00 1C Consulting $13,175.64 Construction $87,837.60 Consulting $30,709.77 Construction $204,731.80 QEW Overpass including Medians Design $65,204.17 ▪ dependent on MTO approvals Construction $434,694.46 Gateway Feature @ Main Street Intersection Design $21,913.98 ▪ work is dependent on land acquisition Construction $219,139.80 YEARLY SUBTOTAL $2,105,046.40 YEARLY GRAND TOTAL, PHASES 1, 2 AND 3:$131,221.18 $1,648,941.22 $1,801,664.67 $2,105,046.40 PHASE 3 COMPONENTS - Beyond 2019 Phase 3 items are dependent on road work being undertaken by the Region. October 20, 2016 2C 3B Dorchester Road Medians 3A Montrose Medians and Banner Poles 1H OPG Canal Overpass Lighting Upgrades - Highland to Montrose Belmont Avenue Intersection Highland Avenue Intersection 2E Montrose Road Tree Planting 2Page 457 of 595 David Antonsen From:DavidJovanovic <davidjovanovic.|lbia@gmai|.com> Sent:Monday,November 28,2016 9:29 AM To:David Antonsen Cc:Geoff Holman;Tish DiBe|lonia Subject:LLBIAFinancialContribution toward Lundy'sLane Streetscape Master Plan Hi David, As to our conversation lastweek,here is the breakdown of the ?nancial contribution that the LLBIA proposedto councilfor the Lundy's Lane Streetscape Master Plan, The LLBIA will provide: 0 Upto $100,000 at the completionof Phase 1 0 Upto $100,000 at the completionof Phase 2 0 Upto $200,000 at the completion of Phase 3 0 Thatthe total contributionnot begreater than $400,000 0 that any grants or funds that the LLBIA can obtainwill be offset against the contribution amount ofthe LLBIA The LLBIA is very excited about moving forward with this project.Please keep us abreast ofthe next steps insecuring a firm thatwill proceed with the design of the working drawings and as to when you would like to meet to discuss prioritizationof projects. Thank you for all of your efforts towards this project Best Regards, David Jovanovic Project Administrator Lundy's Lane BIA PO Box 26008,Lundy's RPO Niagara Falls,Ontario L2G 7K2 Tel:905 40]8247 email:david.'ovanovic.llbia(a,gmaiLcgg Visit us at:www.lunclyslane,com Discover us at:www_.facebook.cmn/l.undvsl..aneNi:waraF s Follow us at:wwwtwitter.com/L.undysLancNl7 '_M Page 458 of 595 Lundy's Lane Streetscape Master Plan - Revised Implementation Schedule ID Scope of Work Task Timeline Driven By 2021 2022 2023 2024 2025 2026 Consulting (underway)X X Construction City of Niagara Falls Capital Budget X Consulting Niagara Region - OPG Canal Rehabilitation X Construction Niagara Region - OPG Canal Rehabilitation X Consulting Niagara Region - OPG Canal Rehabilitation X Construction Niagara Region - OPG Canal Rehabilitation X Consulting Niagara Region - Highland to Montrose X Construction Niagara Region - Highland to Montrose X Consulting Niagara Region - Highland to Montrose X Construction Niagara Region - Highland to Montrose X Consulting Niagara Region - Highland to Montrose X Construction Niagara Region - Highland to Montrose X Consulting Niagara Region - Highland to Montrose X Construction Niagara Region - Highland to Montrose X Consulting Niagara Region - Highland to Montrose X Construction Niagara Region - Highland to Montrose X Consulting Niagara Region - Highland to Montrose X Construction Niagara Region - Highland to Montrose X Consulting Niagara Region - Highland to Montrose X Construction Niagara Region - Highland to Montrose X Consulting Niagara Region - Dorchester Road Intersection Improvements X Construction Niagara Region - Dorchester Road Intersection Improvements X Consulting Niagara Region - Montrose to Kalar Reconstruction X Construction Niagara Region - Montrose to Kalar Reconstruction X Consulting Niagara Region - Montrose to Kalar Reconstruction X Construction Niagara Region - Montrose to Kalar Reconstruction X Consulting City of Niagara Falls Capital Budget X Construction City of Niagara Falls Capital Budget X Consulting City of Niagara Falls Capital Budget X Construction City of Niagara Falls Capital Budget X Consulting City of Niagara Falls Capital Budget X Construction City of Niagara Falls Capital Budget X Consulting City of Niagara Falls Capital Budget X Construction City of Niagara Falls Capital Budget X Consulting City of Niagara Falls Capital Budget X Construction City of Niagara Falls Capital Budget X Consulting NPEI - transition to underground X Construction NPEI - transition to underground X Legend: Note: Dates are based on current timeframes provided by Niagara Region, or timelines are estimated based on assumptions of when the earliest Capital Funding would be available for projects not dictated by Regional Projects. These dates are subject to change. Project is underway Project timing is dictated by the City's Capital Budget Project timing is dictated by projects directed by others Project feasibility is unknown / additional study is required on alternatives Project complete 3C OPG Canal Overpass 2A Parkette at Canal Including Construction 2B Trail Heads at Canal 1F Street Tree Planting (Highland to Montrose) 1C Highland Avenue Intersection 3A Montrose Medians and Banner Poles 2C QEW Overpass Including Medians 2F Push Button Crosswalk at New Fire Station 1I Light Standard Upgrade - Drummond to Highland 3B Dorchester Road Medians 1G Light Standard Upgrade - Montrose to Kalar 3D Lighting Upgrades - Highland to Montrose 3E Belmont Avenue Intersection 1H Montrose Road Street Tree Planting, Banner Poles and Intersection Lighting Upgrades Drummond Road Medians 1F Street Tree Planting (Drummond to Highland) 1J Upgrade Light Poles - Kalar to Garner (North Side of Lundy's Lane) 1A Main Street to Drummond Road 2E Gateway Feature at Main Street Intersection 1B Page 459 of 595 1:94121:94121:94121:94121:94121:94121:94121:9412 Copyright 2020 - City of Niagara FallsCopyright 2020 - City of Niagara Falls April 2020 Page 460 of 595 Lundy's Lane Streetscape Master Plan - Expenditures and Proposed Deferrals CNF Project Ref. Scope of Work Consulting Budget Consulting Actual Construction Budget Construction Actual Light Standard Upgrade from Drummond to Highland ▪ dependent on Region Update Light Pole Bases from Kalar to Garner ▪ work to undertaken by BIA $131,221.18 $182,275.12 $1,516,191.52 $1,303,507.52 Summary: Summary: Original Budget NR Grant Total Budget Actual Spend Remaining Budget Value $1,547,412.70 $100,000.00 $1,647,412.70 $1,485,782.64 $161,630.06 Legend: Proposed to be Deferred Original Budget Item Original Budget Item (Extracted from Detailed Estimates) Phase 2 Item (MW-2020-24) brought forward PHASE 1 COMPONENTS $2,169.00 $10,684.82 $114,460.00 $249,039.71 429-16 Drummond Road Medians# Kalar Road Intersection* ** 1B Light Standard Upgrade Montrose to Kalar1G CNF-2019-429-16 1D 1E Garner Road Medians/Entrance Feature* CNF-2017-429-16A Street Tree Planting1F SUBTOTAL 1I 1J Bus Stop Improvements and Street Furnishings+ ^ $44,000.00 Proposed to be Deferred $15,000.00 $17,334.00 $30,010.74 1D 1D / 1E 2A CNF-2018-472-18 429-16 508-20 $13,783.85 $91,498.52 Utility Box Wraps^ Parkette at Canal Including Parking ++ $10,231.38 $23,124.24 Proposed to be Deferred $231,242.40 Proposed to be Deferred $129,250.00 Proposed to be Deferred $776,349.72 $752,345.34 $188,555.40 $258,327.88 $103,977.94 $69,860.40 $1,950.00 Page 461 of 595 October 25, 2021 Mayor Jim Diodati & Members of City Council City of Niagara Falls 6310 Queen Street Niagara Falls, ON L2E 6X5 Dear Mayor Diodati & Members of City Council, Re: MW-2021-73 Lundy’s Lane Streetscape Revitalization Update The Lundy’s Lane BIA has received and reviewed Report MW-2021-73 Lundy’s Lane Streetscape Revitalization Update. The report and corresponding attachments summarize the current position of the Lundy’s Lane Revitalization Phase 1 Budget and Expenditures, as well as lays out the newly forecasted timelines for future streetscaping and underground infrastructure capital works. Before going into the specifics of the Report, the Lundy’s Lane BIA would like to thank members of the City Council for your forward thinking and support of the Lundy’s Lane Streetscape Master Plan. The LLBIA would also like to acknowledge the great working relationship that we have maintained with David Antonsen throughout the process as well as Zach Staples, and of course Eric Nickel. Back on November 22, 2016, the Lundy’s Lane BIA came before council to give an overview of the much- needed Lundy’s Lane Streetscape Master Plan. This was a vision that was based on 3 Phases that were to be implemented in conjunction with the Region’s infrastructure works projects to achieve the best economies. As time passed, and the Region’s timelines changed, our 3 phases became a bit fuzzy, and changes were made to accommodate projects that were most feasible at the time. Through what is/was considered to be Phase 1, a number of key initiatives were achieved:  Updating light pole bases from Garner to Kalar  The planting of 140 trees from Garner to Montrose  Street furniture, planter boxes and Bus/WEGO stop shelters from Garner to Montrose  The stunning Utility Box Wraps (the first legal wraps in the Niagara Peninsula)  And, the impressive gateway signage, irrigated planter beds and centre medians at Kalar and Garner. o All of the features above will also be incorporated in the future Phases of the Lundy’s Lane Streetscape Master Plan  The overall impact on Lundy’s Lane was dramatic, and something that we can all be proud of.  However, the main disappointment that was not completed in Phase 1, is the much-needed street poles and improved lighting. The current lighting situation on Lundy’s Lane is woefully inadequate. The Lundy’s Lane BIA is extremely excited about the progress in the design of the Lundy’s Lane OPG Parkette, which will be the start of Phase 2 projects. This will be the first public space that we will have on Lundy’s Lane. Through an agreement with Ontario Power Generation, the park will have a presentation plaza that will depict the history of the hydro canal and hydro-electric power generation in Niagara Falls. The presentation plaza will have artifacts from OPG, story walls, water features and a hybrid surface that will allow the LLBIA to have year-round events for locals and visitors alike, as well as educational outings for school groups. The back half of the park will be called the Nature, Mindfulness and Arts Presentation Zone Page 462 of 595 that will retain the natural fauna of the area with nature and art being the key elements. Stantec, a world class urban design company, has been retained to do the design work and budgeting. A full presentation will be made to Council later this year. The parkette project will be one part of the upcoming projects scheduled to take place on and around the hydro canal bridge in 2022. The Region is currently going through the detailed design process of OPG Hydro Canal North Bridge Rehabilitation, which will include a new permanent centre median planter(s) complete with irrigation, hydro-electric power, flag poles, possible OPG artifacts and public art. Now is the perfect time to also coordinate the completion of the Trail Heads and landscaping on the NW, SW and SE corners of the bridge and take advantage of the financial saving by doing these projects together. When completed, along with Parkette on the NE corner, this zone will truly be the new gem on Lundy’s Lane and for the city. With these imminent work projects, the Lundy’s Lane BIA supports the recommendation from staff to redirect the approximate remaining $160,000 from the Phase 1 budget toward the municipal portion of the Lundy’s Lane Streetscape Masterplan work to be done on and around the OPG Hydro Canal Bridge. The Lundy’s Lane BIA, as noted above, understands that the projects associated with the original Phases of the Lundy’s Lane Streetscape Master Plan, will have to be reconfigured to better reflect the most recent updates to the works planned by the Region on Lundy’s Lane. The LLBIA is happy to have the opportunity to sit down with staff to realign projects, project milestones and the relating LLBIA financial contribution schedule. As per the bottom of page 3 of MW-2021-73, ‘The value of the cost sharing won’t be impacted, however the project milestones will be revised to better reflect the expected implementation of the program of work.’ The Lundy’s Lane BIA would like to draw Council to the agreement that emanated from the LLBIA presentation to Council on November 22, 2021. As per the attached copy of the email, the LLBIA agreed to the following schedule and understandings: The LLBIA will provide:  Up to $100,000 at the completion of Phase 1  Up to $100,000 at the completion of Phase 2  Up to $200,00 at the completion of Phase 3  That the total combined contribution not be greater than $400,000  That any grants or funds the LLBIA can obtain will be offset against the contribution amount of the LLBIA This was the agreement that was reached with Council on November 22, 2021. Even though the cost of the works completed to date do not equal the original budgeted amount:  The LLBIA supports that the remaining funds from the Phase 1 budget be directed toward the Municipal/LLBIA Streetscape Master Plan related works on and around the OPG Hydro Canal Bridge, the Trailheads and Lundy’s Lane OPG Parkette;  That the LLBIA will forward the $100,000 for phase 1 completion, in the spirit of good faith, minus the $29,013 that was received from the Region on the application by the municipality on behalf of the LLBIA, as the LLBIA can not make the application to the Region on its own;  That the total amount of financial contributions from the LLBIA not be greater than $400,00, less any grants or funds that the LLBIA can obtain through joint, or municipal led applications. Lundy’s Lane is shaping up to be the most important East West commercial corridor in Niagara Falls and is the hub of the burgeoning current and future growth of residential and commercial development in the West End of the city and is the main connector link to Niagara as a whole. With the Region finally approving their full participation in the LLBIA CIP last week, major road work projects scheduled by the Region in the near future, the Lundy’s Lane Streetscape Master Plan, the Lundy’s Lane OPG Canal Parkette, residential Page 463 of 595 intensification initiatives, the new Lundy’s Lane Branding about to be rolled out, and many more projects… we have a once in a lifetime opportunity to reshape Lundy’s Lane and set the new standard for Niagara. The Lundy’s Lane BIA looks forward to working with Council, staff, and various agencies to help us obtain our common goal of making Lundy’s Lane and Niagara Falls a great place to live, work and do business. If Council or staff have any questions, please feel free to contact the LLBIA at any time. Best Regards, David Jovanovic Tish DiBellonia Project Administrator, Chair, Lundy’s Lane BIA Lundy’s Lane BIA 905-401-8247 905-371-8579 Page 464 of 595 MW-2021-74 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Municipal Works – Engineering Services SUBJECT: MW-2021-74 FCM Municipal Asset Management Program Project Application RECOMMENDATION 1. That Council direct staff to apply for Federal grant funding from the Federation of Canadian Municipalities (FCM) Municipal Asset Management Program (MAMP) for the following project: a. Stormwater Management Pond Condition Assessment & Rehabilitation Program Development EXECUTIVE SUMMARY The Municipal Asset Management Program (MAMP) is an eight-year, $110-million program funded by Infrastructure Canada to support Canadian municipalities and communities in making informed infrastructure investment decisions based on stronger asset management practices. The program offers municipal grant funding as well as grants to partner organization to provide training and capacity-building activities to increase skills within local governments to sustainable maintain their asset management programs now and in the future. This funding offer is open to all municipal governments in Canada and it focuses on building strong foundations in asset management by supporting activities that incorporate asset management into daily practices. Staff are currently recommending the City submit an application to the FCM MAMP program for funding to support the condition assessment and development of rehabilitation plans for the City’s stormwater pond infrastructure inventory. BACKGROUND Municipalities deliver essential services and infrastructure that support Canadians’ quality of life. From the roads and bridges that keep people and goods moving, to the treatment plants that make our water safe to drink, local governments are building better lives for residents. Page 465 of 595 2 MW-2021-74 October 26, 2021 The Federation of Canadian Municipalities is making available grants to help municipalities strengthen their asset management practices and ultimately make the most of every infrastructure dollar. Good asset management practices enable municipalities to secure the future of transportation systems, drinking water and wastewater systems, buildings and other key infrastructure. As well, asset management policies and practices will enable the City to continue to provide the Niagara Falls community with reliable services and a high quality of life. The MAMP program funds a broad spectrum of asset management related activities which have been outlined in Table 1. Table 1 MAMP Program Eligible Activities Eligible Activities Examples Asset management assessments  Asset management needs assessments or risk assessments Asset management plans, policies & strategies  Development of asset management strategies, policies, or plans Data Collection & Reporting  Asset Condition Assessments  Data collection to establish and track levels of service  Inventory of existing assets  Long-term financial modelling to support asset management decisions  Improvement to data reporting Training & Organizational Development  Asset management training (staff/elected officials)  Establishment of an Asset Management committee  Adoption of new asset management systems or processes Knowledge Transfer  Developing asset management frameworks, tools, & training materials The MAMP funding offer is intended to support Canadian municipal governments and eligible municipal partners. Eligible costs for the grant program include all costs to be considered to be direct and necessary for the successful implementation of a project. The maximum MAMP contribution to a project is $50,000 and the City qualifies for 90% of eligible costs. ANALYSIS/RATIONALE A stormwater management pond is man-made asset designed to gather rainfall and surface water runoff. Stormwater runs off of our roads, driveways, sidewalks, and other Page 466 of 595 3 MW-2021-74 October 26, 2021 hard surfaces throughout our community collecting dirt, litter and other pollutants before draining into a stormwater pond. In a natural environment, runoff easily soaks into the soil or is absorbed by trees and plants. In developed areas where the ground is mostly covered in hard surfaces such as roads, sidewalks, patios, and rooftops, runoff cannot be absorbed. Instead, the water travels quickly over these surfaces to our waterways. Stormwater management ponds provide 3 core functions: 1. Stormwater management ponds collect the runoff to reduce flooding and pollution, 2. The remove sediment particles that pollutants attach themselves to. Clean water is then returned to waterways, and 3. The also help to provide flood protection to downstream properties by providing a space for the additional runoff to be detained. Niagara Falls currently owns and operates 25 stormwater management ponds located throughout the City. Semi-routine, visual inspections are conducted annually when staff investigate and report on operational details such as maintaining nearby vegetation and plants as well as maintenance of structures including fencing, gates, and pond structures. Maintenance of the ponds is necessary for the asset to operate as designed on a long- term basis. Over time pollutant removal, channel protection, and flood control capabilities will decrease. As sediment levels in the pond increase the overall storage volume is reduced thereby increasing the potential for capacity constraints and localized flooding upstream in the system. The intention of the Stormwater Management Pond Condition Assessment & Rehabilitation Program Development project is to assess the condition of 23 assumed ponds and related infrastructure but also to conduct capacity assessment activities to assess the performance of the facilities against original facility design guidelines and targets. The proposed scope of work for the assessment will include a functional assessment – examining the performance of the pond by undertaking bathymetric surveys to ascertain the volume of solids accumulated in the ponds. The assignment will also include a visual assessment of the components within the stormwater pond including but not limited to:  Identify existing deficiencies / damage (aquatic vegetation, access routes, encroachments, structures, signage, utilities, fencing, etc.)  Identify maintenance issues at inlet, outlet, ponded area and storm pond facility area. Page 467 of 595 4 MW-2021-74 October 26, 2021 Finally, the assignment will result in the development of remedial action plans for each facility including cost estimates. The recommended work will be identified as either maintenance or capital based on the scope and the financial requirement. Operational and maintenance needs will be addressed through the operating budget and the capital improvement projects will be brought forward to Council for consideration as part of the annual budget development process. FINANCIAL/STAFFING/LEGAL IMPLICATIONS As part of the 2021 capital budget Council approved project STMS 51-21 entitled “2021 Stormwater Pond Assessment and Cleanout Program”, with a budget allocation of $150,000. The maximum value of the grant under the MAMP grant program is $50,000. If successful the $50,000 would be used to offset a portion of the original project budget allowing the City to return $50,000 to the stormwater reserve. These funds can be re- drawn in the future to fund stormwater management related capital works. CITY’S STRATEGIC COMMITMENT Application to the grant program and implementation of this project meets the intent of Council’s Strategic Priorities by providing strong and resilient infrastructure in a healthy and safe livable community through accountable government practices. Application to the grant program also support Council’s Strategic Priorities commitment to responsible and transparent financial management. LIST OF ATTACHMENTS N/A Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Jason Burgess, Chief Administrative Officer T. Gudgeon Page 468 of 595 MW-2021-76 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Municipal Works – Engineering Services SUBJECT: MW-2021-76 Children’s Memorial Walkway - Update RECOMMENDATIONS 1. That Council receive Report MW-2021-76 Children’s Memorial Walkway – Update for information EXECUTIVE SUMMARY Niagara Falls City Council authorized the development of the site works for the Children’s Memorial Walkway at Firemen’s Park with a capital budget of $160,000. Tendered bids exceeded the approved budget however with modest reductions to the hard surface walkway paving the project may be kept within the funding allocation. Construction completion is anticipated for late spring 2022. BACKGROUND At the January 19, 2021 Council Meeting, staff were directed to report back on an initiative to recognize children whom have passed within the City of Niagara Falls. In response City staff conducted out-reach and developed a conceptual sketch and budgetary costing for the creation of a Children’s Memorial Walkway at Firemen’s Park. Staff presented report MW-2021-19 Children’s Memorial Walkway, at the March 23, 2021 meeting for project budget approval and implementation. See attachment 1. ANALYSIS/RATIONALE Staff developed detailed engineering plans for the construction of the Children’s Memorial Walkway. The project tender was issued on September 21, 2021 and closed on October 5, 2021. Three bidders responded as per the following table. FIRM TENDER PRICE CORRECTED BID Touchstone Site Contractors Inc. $177,600.00+HST $177,500.00+HST Stonecast Contracting Limited $188,925.00+HST - Stevensville Lawn Service Inc. $194.820.00+HST - Page 469 of 595 2 MW-2021-76 October 26, 2021 The lowest bid submitted by Touchstone Site Contractors Inc exceeded the project budget of $160,000+HST. As a strategy to advance the Children’s Memorial Walkway, Staff are proposing to reduce the scope of work to bring the project within the approved budget. This would be achieved by removing hard surface paving treatments on the walkway. The constructed granular surface walkway could be hard surface paved in the future. Key components of the project including the memorial butterfly and pollinator gardens are still intended to go forward without reductions and will include an irrigation system. In September 2021, City maintenance staff constructed the water service for the irrigation system. Completion of the remainder of works are anticipated for late spring 2022. FINANCIAL/STAFFING/LEGAL IMPLICATIONS $160,000 in project funding was authorized by City Council (Report MW-2021-19) as a preapproval of 2022 capital funding. No further funding is required. There are no staffing or legal implications. CITY’S STRATEGIC COMMITMENT The content included in this report aligns with Council’s adoption of the 2019-2022 Strategic Priorities to provide a Healthy, Safe & Livable Community. ATTACHMENTS: 1. Report MW-2021-19 Children’s Memorial Walkway Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Jason Burgess, Chief Administrative Officer D. Antonsen Page 470 of 595 MW-2021-19 March 23, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Municipal Works – Engineering Services SUBJECT: MW-2021-19 Children’s Memorial Walkway RECOMMENDATION 1. That City Council approve of the Children’s Memorial Walkway concept plan for Firemen’s Park as outlined in Report MW-2021-19; and further, 2. That City Council preapprove the allocation of 2022 capital funding in the amount of $160,000 to tender the construction works for the Children’s Memorial Walkway project in 2021. EXECUTIVE SUMMARY At the January 19, 2021 Council Meeting, staff were directed to report back on an initiative to recognize children whom have passed within the City of Niagara Falls. In response City staff have conducted out-reach and developed a conceptual sketch and budgetary costing for the creation of a Children’s Memorial Walkway at Firemen’s Park. Staff are requesting pre-approval of $160,000 from the 2022 capital budget to construct the Children’s Memorial Walkway in 2021. Subject to Council approval, Staff will also begin to develop the memorial donation program that will accompany this new facility. BACKGROUND City Council provided direction to staff at the January 19, 2021 meeting to report back on options for the recognition of children who have passed with the preferred location for this to be done at Firemen’s Park. City Council requested that the recognition space be attractively designed and have numerous opportunities for families to participate. ANALYSIS/RATIONALE Staff conducted outreach with City Council members, members of the Stamford Centre Volunteer Firemen’s Association and participant families. As part of this outreach, staff Page 471 of 595 2 MW-2021-19 March 23, 2021 presented a conceptual sketch that provided a potential opportunity to realize a children’s memorial walkway at Firemen’s Park. The design was well received. The proposed location within Firemen’s Park is near the northwest quadrant of the Mountain Road and Dorchester Road intersection. See attachment 1. The proposed conceptual sketch provides for a Children’s Memorial Walkway that integrates with the existing pollinator gardens and establishes an accessible walkway that includes expanded pollinator gardens (with irrigation) and a stone paver plaza space. Opportunities for child recognition could include (but not limited to,) memorial trees, memorial benches, memorial bricks, memorial butterfly sculptures and memorial stones. See attachment 2. As part of the project, child recognition requests could be facilitated through the existing memorial program operated by Cemetery Services. Opportunities to include ash scattering at the Children’s Memorial Walkway space could also be explored. Should Council approve of this project to proceed to construction, Staff will also begin to develop of the memorial program that will be attached to this facility. It is anticipated to adopt a similar program to the existing Cemetery Commemorative Tree and Bench Program; however, with alternative memorial options including those noted previously in this report. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The anticipated tendered cost of the proposed Children’s Memorial Walkway (excluding child recognition elements as per above) has been estimated to be $160,000. Project costs may be off-set by implementation strategies including; private donations, grants, in- kind services and other opportunities that could be explored. Currently no capital funding has been allocated to this project. To advance the construction of this project in 2021 Staff are recommending preapproval of $160,000 from the 2022 capital budget. The contents of this report do not involve any 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. LIST OF ATTACHMENTS Attachment 1 – Proposed Site Location Map. Page 472 of 595 3 MW-2021-19 March 23, 2021 Attachment 2 – Children’s Memorial Walkway Concept Sketch Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Ken Todd, Chief Administrative Officer D. Antonsen Page 473 of 595 Proposed Site Location Map Print Date:© City of Niagara Falls 3/10/2021 This data is provided "as is" and the City of Niagara Falls (the City) makes no representations or warranties, expressed or implied, as to the accuracy or completeness of the data. The maps and drawings contained herein are intended for general layout purposes only and shall not be considered as official plans or drawings. For further information, please contact the City. The City shall not be held liable for special, incidental, consequential or indirect damages arising from the use of this data. Users assume all risks in using this data. No part of these digital images, or information, or hardcopies made from them may be reproduced and/or distributed without this disclaimer. Page 474 of 595 Page 475 of 595 PBD-2021-56 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-56 DB-2021-002, Deeming By-law Application Block 29, Plan 59M-167 Property known as 7686 Dorchester Road Applicant: Centennial Game & Fish Club. RECOMMENDATION That Council pass the by-law appearing on today’s agenda to deem Block 29, Plan 59M- 167, to no longer be within the registered plan of subdivision. EXECUTIVE SUMMARY Block 29, Plan 59M-167 is located on Dorchester Road, south of Sunrise Court as shown on Schedule 1. Centennial Game & Fish Club has been granted approval of a consent application for a property, south of the Block, known as 7686 Dorchester Road and also shown on Schedule 1. The consent application requests the rear portion of the property to be severed and added to Block 29, Plan 59M-167. (Part 2 as shown on Schedule 2). The consent was granted on August 31, 2021; as Block 29 is a full block in a plan of subdivision, a condition of the consent requires this block to be deemed to no longer be within the registered plan of subdivision. This will facilitate the merger of Parts 2 and Block 29. The applicant has requested Council to pass a deeming by-law under the Planning Act so that Block 29, on Plan 59M-167 will no longer be a lot within the registered plan of subdivision. Once passed by Council, the registration of the deeming by-law will allow Parts 2 and Block 29 to be legally merged into one parcel and will fulfill the condition of consent. The deeming by-law is included in today’s agenda. BACKGROUND Proposal The applicant submitted a consent application for lands known as 7686 Dorchester Road (see Schedule 1 for location). The applicant has requested the rear portion of this property (Part 2 on Schedule 2) to be severed off and conveyed to Block 29, Plan 59M-167, as a lot addition. The application was approved by the Committee of Adjustment at its meeting of August 31, 2021. Page 476 of 595 2 PBD-2021-56 October 26, 2021 Block 29 is a full block in a plan of subdivision; prior to the final approval of the consent being granted, a condition requires a by-law to be passed to deem Block 29 to no longer be within the registered plan of subdivision. Under Section 50(4) of the Planning Act, Council may, by by-law, deem all or part of a plan of subdivision not to be a registered plan of subdivision. By deeming Block 29 not to be a block in a registered plan, it can be legally merged with Part 2. Passage and registration of the requested deeming By-law will fulfill the condition of consent and facilitate the legal merger of Part 2 and Block 29 into one parcel. Once merged, the parcel will meet the regulatory provisions of the Zoning By-law. FINANCIAL/STAFFING/LEGAL IMPLICATIONS Construction of future dwellings will be subject to applicable Development Charges. CITY’S STRATEGIC COMMITMENT The proposal supports Council’s strategic priority of a vibrant and diverse economy. LIST OF ATTACHMENTS ➢ Schedule 1 - Location Map ➢ Schedule 2 – Survey Sketch Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, Chief Administrative Officer P Boyle: Attach. S:\DEEMING BY-LAW\DB-2021-002, 7686 Dorchester Road\PBD-2021-56, DB-2021-002, 7686 Dorchester Rd.docx Page 477 of 595 3 PBD-2021-56 October 26, 2021 SCHEDULE 1 Location Map 7686 Dorchester Road Page 478 of 595 4 PBD-2021-56 October 26, 2021 SCHEDULE 2 Survey Sketch Page 479 of 595 PBD-2021-57 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-57 AM-2018-013, Zoning By-law Amendment Application 8004 Lundy’s Lane Applicant: 2351188 Ontario Inc. (Bernhard Peters) Removal of Holding (H) Regulations RECOMMENDATION That Council pass the by-law appearing on tonight’s agenda to lift the holding (H) regulation from 8004 Lundy’s Lane which is currently zoned R5C(H)-1078, to permit the existing motel to be converted into a 52 unit apartment building. EXECUTIVE SUMMARY • On August 14, 2018, Council passed a zoning by-law (By-law No. 2018-120) which places a site specific Residential Apartment 5C Density zone on the lands (see Schedule 1) to permit the existing motel to be converted into a 52 unit apartment building • Council included a holding (H) regulation in the by-law to ensure the completion of Environmental Site Assessments and filing of a Record of Site Condition prior to the building being converted for residential use. • Environmental Site Assessments were completed and a Record of Site Condition (RSC) was filed with the Ministry of the Environment, Conservation and Parks, which indicates the lands are acceptable for residential use. • The holding (H) regulation can be lifted from the by-law because the necessary assessments and RSC were filed to the satisfaction of the Niagara Region. Proposal In 2018, Council passed Zoning By-law No. 2018-120 to zone the lands Residential Apartment 5C Density (R5C(H)-1078), permitting the existing building to be converted into 52 apartment units. The building on the property was originally the 90 unit Carriage House Motor Lodge. Page 480 of 595 2 PBD-2021-57 October 26, 2021 To ensure the building and property are safe for residential use, a holding (H) regulation was included in the by-law requiring the completion of the necessary Environmental Site Assessments and the filing of a Record of Site Condition (RSC) with the Ministry of the Environment, Conservation and Parks (MECP). The assessments have been completed and the RSC has been filed with the MECP. The owner has requested the holding (H) regulation be lifted to permit the development to proceed. Circulation Comments The Planning Act requires notice of the lifting of a holding regulation to be given to landowners affected by it and any members of the public or agencies that have submitted a written request for notice. In accordance with these regulations, notice regarding the lifting of the holding regulation was circulated to the applicant and the Regional Municipality of Niagara. The Region of Niagara has no objections to the lifting of the holding regulation. ANALYSIS The applicant completed Phase 1 & 2 Environmental Assessments and filed a RSC with the MECP, which has acknowledged its receipt. These documents indicate the lands are acceptable for residential use. No further measures are recommended. As the requirements of the holding regulation have been met, the “H” can be lifted from the lands. CITY’S STRATEGIC COMMITMENT Removal of the holding regulation is supported by the Diverse and Affordable Housing Principle as it will allow the conversion of the motel to residential units, providing housing choices for residents. LIST OF ATTACHMENTS ➢ Schedule 1 – Location Map Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, Chief Administrative Officer P. Boyle:pb Attach. S:\ZONING\AMS\2018\AM-013\Lifting of Holding\PBD-2021-57, AM-2018-013, Removal of (H) Symbol, 8004 Lundy's Lane.docx Page 481 of 595 3 PBD-2021-57 October 26, 2021 SCHEDULE 1 Page 482 of 595 PBD-2021-58 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-58 26CD-11-2021-004 6065 McLeod Road Applicant: MV5 Inc. Exemption to Plan of Condominium RECOMMENDATION 1. That Council exempts the condominium description from approvals required under Section 51 and Section 51.1 of the Planning Act for lands municipally known as 6065 McLeod Road, as identified in Schedule 1, pursuant to Sections 9(3)(b) and 9(7) of the Condominium Act; 2. That the Certificate of Exemption, required to be issued by the City under Sections 9(3)(b) and 9(7) of the Condominium Act, be conditional on submission to the City of the final condominium plan for compliance review with the registered site plan agreement prior to registration; and 3. That Council pass the by-law on tonight’s agenda. EXECUTIVE SUMMARY The subject property (See Schedule 1) has site specific zoning which permits 3 three storey apartment buildings with a total of 54 units. The applicant wishes to sell individual condominium units within the buildings. The applicant has requested an exemption from draft plan approval under the provisions in the Condominium Act, 1998, which provides a mechanism to proceed directly to final approval where all relevant planning considerations have been satisfied. The property is subject to a municipal Site Plan Agreement (see Schedule 2 for the approved site plan drawing) which governs the development of the site including building locations, driveways and parking, landscaped areas, servicing and site services, among other things. The buildings and site works are substantially complete. Staff has reviewed the standard development requirements and found that all aspects of development including site works, servicing, landscaping and vehicle access have been met through the Site Plan approval process. Sufficient securities remain in place to ensure all on-site works are completed. Therefore, staff can support the request for exemption from draft plan of condominium approval process. Page 483 of 595 2 PBD-2021-58 October 26, 2021 BACKGROUND The subject property is designated Residential and is zoned Residential Apartment 5C Density (R5C-1089) which permits 3 three storey apartment buildings. The applicant wishes to sell individual units within the buildings under condominium ownership and has requested an exemption from the draft plan approval requirements of the Planning Act. Provisions in the Condominium Act, 1998, provide a mechanism to proceeding directly to final approval where all relevant planning considerations have been reviewed and found to be acceptable. The property is being developed in accordance with a registered Site Plan Agreement (see Schedule 2 for the approved site plan drawing) which governs the development of the site including building locations, driveways and parking, landscaped areas, servicing, site services, among other things. The buildings and site works are substantially complete. ANALYSIS/RATIONALE The Condominium Act, 1998, Section 9, contains provisions permitting an application for a plan of condominium to proceed directly to final approval, thereby by-passing the draft plan approval requirements. The municipality must be satisfied that criteria of Section 51 of the Planning Act have been met. This includes: conformity with the Official Plan; the suitability of the land for the intended purpose; land use restrictions; and adequacy of municipal services, among other matters. The property was rezoned in 2019 for the current use. The development is being constructed in compliance with the land use regulations. During the Site Plan Approval process, the development was reviewed with regard to the adequacy of the road network and site servicing requirements. The Site Plan Agreement is registered on the property and transfers with the title of the property. Sufficient financial deposits are held by the City to ensure on-site works will be completed to the City’s satisfaction. Staff has reviewed the standard development requirements and found that through the Site Plan approval process, all aspects of development including site works, servicing, and vehicle access are substantially complete. Sufficient securities remain in place to ensure all remaining on-site works, such as landscaping, are completed. Therefore, staff can support the request for exemption from draft plan of condominium. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The property is subject to the City’s parkland dedication by-law. Parkland dedication was taken at the time of Building Permit issuance. The owner shall be responsible for the City’s fees for preparation of agreements (if any) and for the costs of registration. Page 484 of 595 3 PBD-2021-58 October 26, 2021 CITY’S STRATEGIC COMMITMENT The proposal contributes to a diverse housing market in the City. LIST OF ATTACHMENTS ➢ Schedule 1 – Location Map ➢ Schedule 2 – Site Plan ➢ Schedule 3 – Exterior Rendering Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, Chief Administrative Officer J. Hannah Attach. S:\PDR\2021\PBD-2021-58, 26CD-11-2021-004, Exemption from Condominium Approval, 6065 McLeod Rd, MV5 INC.docx Page 485 of 595 4 PBD-2021-58 October 26, 2021 SCHEDULE 1 LOCATION MAP Page 486 of 595 5 PBD-2021-58 October 26, 2021 SCHEDULE 2 SITE PLAN Page 487 of 595 6 PBD-2021-58 October 26, 2021 SCHEDULE 3 EXTERIOR RENDERING Page 488 of 595 PBD-2021-59 October 26, 2021 REPORT TO: Mayor James M. Diodati And Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-59 26CD-11-2018-002 Modification to Draft Approval Plan of Condominium (Phased) 4311 Mann Street Applicant: Phelps Homes Agent: James Warren RECOMMENDATION 1. That the Draft Plan of Condominium (Phased) for 4311 Mann Street be draft approved subject to the modified conditions in Appendix A, to allow the registration of the condominium plans to proceed in three (3) phases; 2. That the Mayor or designate be authorized to sign the modified draft plan as "approved" 20 days after notice of Council’s decision has been given as required by the Planning Act, provided no appeals of the decision have been lodged; and 3. That a modified draft approval be given for three years, after which approval will lapse unless an extension is requested by the developer and granted by Council. EXECUTIVE SUMMARY Council draft approved a Draft Plan of Standard Condominium on the subject lands on June 19, 2018. The approval would allow the creation of 45 condominium units for the 45 townhouse units proposed on the land. Council granted a 1 year extension to this draft approval on July 13, 2021. A site plan agreement to permit the construction of the units has been executed. Phelps Homes Ltd. is proposing to construct and sell the units in three phases, as shown on Schedule 2. To accomplish this, the applicant has requested modifications to the conditions of draft approval to permit condominium plans to be registered in three (3) phases. There are no changes to the number or configuration of the units. Staff support the requested modifications for the following reasons: - The requested modification will allow for the construction and sale of townhouse units for the first phase to proceed at this time without delay to unit purchasers, and will allow the sale of townhouse units in the second and third phases to proceed at a later date; and - A site plan has been executed and sufficient securities have been collected to ensure necessary site works are constructed. Page 489 of 595 2 PBD-2021-59 October 26, 2021 BACKGROUND Proposal Council approved a Draft Plan of Standard Condominium for 4311 Mann Street (see Schedule 1 for location) on June 19, 2018. The approval would allow the creation of standard condominium units for the 45 townhouse units to be constructed on the land. Council granted a 1 year extension to this draft approval on July 13, 2021. A site plan agreement has been executed and sufficient securities have been deposited to ensure site works are completed. Phelps Homes Ltd has requested the draft plan conditions be modified to allow a phased standard condominium with 3 phases, as shown on Schedule 2. Phase 1 will include all visitor parking spaces and community mailboxes along with 15 units. Phase 2 will consist of 16 units and Phase 3 will comprise of the remaining 14 units. The private road and services already have been constructed for the entire development. The layout of the condominium is illustrated on Schedule 2. ANALYSIS The Condominium Act allows the City to consider approval of phased standard condominiums. A phased condominium allows developers to submit condominium plans and register them in phases, allowing the creation of units for phases once the townhouse units identified in the phase are substantially completed. This allows for some units to be sold without waiting for the completion of all the units, therefore allowing purchasers to take possession in a timely manner and allowing the developer flexibility in obtaining financing for construction of the units. The Condominium Act specifies that in a phased condominium services and facilities need to be provided to ensure the first phase can function without completion of the subsequent phases. To this extent, a site plan agreement has been executed and the applicant has serviced the site under the terms of this agreement. The first phase, as shown on Schedule 2, includes a laneway with a turn around for fire and waste vehicles, as well as necessary visitor parking. The necessary services and facilities will be provided when this first phase is registered. A condition has been included in Appendix A to require the certification of these works prior to registration of the first phase. Conditions of approval are included in Appendix “A”. A condition (No.4 in bold) has been added to permit the registration of condominium plans in 3 phases. Conditions 6 to 9 inclusive have been satisfied. A Condominium Agreement will be completed and registered on the title to the entire property prior to the registration of first phase. FINANCIAL IMPLICATIONS The proposed development will generate development charge contributions and property tax revenue for the City when it proceeds. Sufficient security has been deposited to ensure any remaining site works are completed and certified. There are no other financial implications. Page 490 of 595 3 PBD-2021-59 October 26, 2021 CITY’S STRATEGIC COMMITMENT The proposed Condominium will provide additional housing in the City. LIST OF ATTACHMENTS ➢ Schedule 1 – Location Map ➢ Schedule 2 – Draft Plan ➢ Schedule 3 – Request for the Phased Draft Plan Approval ➢ Appendix A – Conditions for Draft Approval Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, Chief Administrative Officer N.DeBenedetti: Attach. S:\PDR\2021\PBD-2021-59, 26CD-11-2018-002, 4311 Mann Street Extension of Draft Approval.docx Page 491 of 595 4 PBD-2021-59 October 26, 2021 SCHEDULE 1 Page 492 of 595 5 PBD-2021-59 October 26, 2021 SCHEDULE 2 Page 493 of 595 6 PBD-2021-59 October 26, 2021 SCHEDULE 3 Page 494 of 595 7 PBD-2021-59 October 26, 2021 Page 495 of 595 8 PBD-2021-59 October 26, 2021 APPENDIX “A” Conditions for Draft Plan Approval 1. Approval applies to the Draft Plan of Condominium (Standard) – Phased prepared by J.D. Barnes Limited, dated August 20, 2021, showing 45 unit townhouses as well as common element areas for private road, visitor parking and amenity area (parkette). 2. The developer enter into a condominium agreement with the City, to be registered on title, to satisfy all requirements, financial and otherwise, related to the division of the land. 3. The developer submits a Solicitor’s Certificate of Ownership for the condominium land to the City Solicitor prior to the preparation of the condominium agreement. 4. The registration of each plan shall proceed in three phases to the satisfaction of the City. 5. The developer submits to the City all necessary drawings and information to confirm zoning and confirm substantial completion and certification of site works for each phase in accordance with the site plan agreement. 6. That garbage and recycling collection is done within Block 95, arranged through the Niagara Region, or alternatively by a private collector. 7. The owner shall complete to the satisfaction of the Director of Engineering of the City of Niagara Falls and Canada Post: a) Include on all offers of purchase and sale, a statement that advises the prospective purchaser: i) that the home/business mail delivery will be from a designated Centralized Mail Box. ii) that the developers/owners be responsible for officially notifying the purchasers of the exact Centralized Mail Box locations prior to the closing of any home sales. b) The owner further agrees to: i) work with Canada Post to determine and provide temporary suitable Centralized Mail Box locations which may be utilized by Canada Post until the curbs, boulevards and sidewalks are in place in the remainder of the subdivision. ii) install a concrete pad in accordance with the requirements of and in locations to be approved by Canada Post to facilitate the placement of Community Mail Boxes. iii) identify the pads above on the engineering servicing drawings. Said pads are to be poured at the time of the sidewalk and/or curb installation within each phase of the plan of subdivision. iv) determine the location of all centralized mail receiving facilities in co-operation with Canada Post and to indicate the location of the centralized mail facilities on appropriate maps, information boards and plans. Maps are also to be Page 496 of 595 9 PBD-2021-59 October 26, 2021 prominently displayed in the sales office(s) showing specific Centralized Mail Facility locations. c) Canada Post’s multi-unit policy, which requires that the owner/developer provide the centralized mail facility (front loading lockbox assembly or rear loading mailroom [mandatory for 100 units or more]), at their own expense, will be in effect for buildings and complexes with a common lobby, common indoor or sheltered space. 8. a) The applicant shall contact Enbridge Gas Distribution’s Customer Connections department by emailing SalesArea80@enbridqe.com for service and meter installation details and to ensure all gas piping is installed prior to the commencement of site landscaping (including, but not limited to: tree planting, silva cells, and/or soil trenches) and/or asphalt paving. b) If the gas main needs to be relocated as a result of changes in the alignment or grade of the future road allowances or for temporary gas pipe installations pertaining to phase construction, all costs are the responsibility of the applicant. c) Easement(s) are required to service this development and any future adjacent developments. The applicant will provide all easement(s) to Enbridge Gas Distribution at no cost. d) In the event a pressure reducing regulator station is required, the applicant is to provide a 3 metre by 3 metre exclusive use location that cannot project into the municipal road allowance. The final size and location of the regulator station will be confirmed by Enbridge Gas Distribution’s Customer Connections department. For more details contact SalesArea80@enbridqe.com. 9. That the Condominium Agreement between the owner and the City include the following clauses: a) The condominium corporation agrees to implement and maintain the mitigation measures outlined on the approved Tree Savings Plan, prepared by Savanta Inc. (dated March 17, 2007). b) That in order to accommodate Regional Waste Collection service, waste collection the plan shall be revised to include waste collection pads for Units 14-19, as illustrated on the approved Site Plan. The waste collection pads shall be designed and located in accordance with the requirements outlined in Niagara Region’s Corporate Policy for Waste Collection. Location of pads will need to be reviewed by Regional Waste collection staff prior to clearance of this condition and construction. c) That the owner ensures that all streets and development blocks can provide access in accordance with Niagara Region’s Corporate Policy for Waste Collection and by-laws relating to the curbside collection of waste. d) That the owner enters into an Indemnity Agreement with the Region prior to the start of collection. If the Indemnity Agreement has not been entered into at the time clearance of this condition is requested, a similar clause shall be included in the Condominium Agreement between the owner and the City. Page 497 of 595 10 PBD-2021-59 October 26, 2021 Notes: 1. Prior to granting final plan approval, the City must be in receipt of written confirmation that the requirements of each condition have been met and all fees have been paid to the satisfaction of the Niagara Region. 2. Prior to final approval for registration, a copy of the draft condominium agreement for the proposed development should be submitted to the Niagara Region for verification that the appropriate clause pertaining to this condition has been included. A copy of the executed agreement shall also be provided prior to registration. 3. In order to request clearance of the above noted Regional conditions, a letter outlining how the conditions have been satisfied, together with all studies and reports (two hard copies and a PDF digital copy), the applicable review fee, and the draft condominium agreement shall be submitted to the Niagara Region by the applicant as one complete package, or circulated to the Niagara Region by the City of Niagara Falls. Prior to granting approval to the final plan, Planning & Development requires written notice from applicable City Divisions and the following agencies indicating that their respective conditions have been satisfied: - City’s Planning Department for Conditions 4 and 5 - City’s Transportation Services for Condition 6 - Canada Post for Condition 7 - Enbridge Gas Distribution Inc. for Condition 8 - Region of Niagara Condition 9 Page 498 of 595 R&C-2021-16 October 26, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Recreation & Culture SUBJECT: R&C-2021-16 Naming and Renaming of City Property Policy– Steve Ludzik Application RECOMMENDATION 1. That Council approve the Recreation Committee’s recommendation to name the Press Box in Pad 1 at the Gale Centre in honour of Steve Ludzik. 2. That Council approve the revisions to the Naming and Renaming of City Property Policy. EXECUTIVE SUMMARY At the September 21st, 2021, Recreation Committee Meeting, the committee reviewed and discussed a “Naming/Renaming Request of a Park/Open Space or Park Feature” application to name Section 2 of the Millennium Recreational Trail in recognition of Steve Ludzik. The committee concluded that Steve Ludzik was a good candidate for recognition, however, recommended that the recognition be more closely tied with hockey. At the same meeting staff and the Recreation Committee reviewed the Naming/Renaming Policy. Policy revisions were recommended and are highlighted in Attachment #2 the draft Naming and Renaming of City Property. The name and purpose of the policy is revised to outline a procedure for naming or renaming City Property including buildings, parks/open spaces and amenities. The original policy only considered naming/renaming of parks and open spaces. Some of the additional recommended policy updates include the addition of duration of naming parameters and updated procedures to expand review of the proposed name to include consultation with local BIPOC organizations and applicable City committees. Once a name has been be vetted by staff, applicable organizations, and committees the naming/renaming request will be shared on the City’s website for 30 days to allow the public to comment on the request. Page 499 of 595 2 R&C-2021-16 October 26, 2021 BACKGROUND Steve Ludzik is a former professional hockey player who had an incredibly successful junior career playing for the Niagara Falls Flyers in the Ontario Hockey League. Steve went on to an illustrious coaching career, and later worked as a television analyst. Steve is a Niagara resident and is well known for his work with the Steve Ludzik Foundation. Steve was inducted into the Niagara Falls Sports Wall of Fame in 2017 for his accomplishments in hockey. The Recreation & Culture Department received a “Naming/Renaming Request of a Park/Open Space or Park Feature” application in honour of Steve Ludzik to name section 2 of the Millennium Trail (currently under construction) in his honour. On September 21st, 2021, the Recreation Committee discussed Mr. Ludzik’s significant achievements, as well as his current level of recognition in the City. The Committee felt that Steve was a suitable candidate for recognition, however, that it would be more appropriate to recognize Steve at a City Property more connected with hockey. Staff investigated potential locations to recognize Steve and suggested the Press Box in Pad 1 at the Gale Centre. IT WAS MOVED BY Paisley Janvary-Pool, seconded by Michael Audibert, that the Press Box in Pad 1 at the Gale Centre be named in honour of Steve Ludzik. Motion Carried ANALYSIS/RATIONALE The policy for naming parks and facilities was created in 1982, updated in 1995 and 2007. Given a number of recent requests received for the naming/renaming and current circumstances, a review of the policy was recommended. The purpose of the City of Niagara Falls, Naming/Renaming Request of a Park/Open Space or Park Feature Policy is to outline a procedure for the commemorative naming or renaming of parks/open spaces, and component features as part of the acquisition and/or management of these spaces by the City of Niagara Falls. Commemorative Naming refers to the naming of a property in honour of outstanding achievement, distinctive service, or significant community contribution, generally without financial consideration. Due to Steve’s significant contributions and success, the Recreation Committee recommends that the Press Box in Pad 1 at the Gale Centre be named in his honour. Page 500 of 595 3 R&C-2021-16 October 26, 2021 FINANCIAL/STAFFING/LEGAL IMPLICATIONS A plaque will be created and installed with no other financial/staffing/legal implications. CITY’S STRATEGIC COMMITMENT The City of Niagara Falls is committed to building and promoting a vibrant, sustainable City that supports an active, connected, healthy, and creative community. Through recognition of notable residents, the City will help to enhance a sense of pride and commitment from our residents and visitors. ATTACHMENT 1. Steve Ludzik Application 2. Draft Naming and Renaming of City Property Policy Recommended by: Kathy Moldenhauer, Director of Recreation and Culture Respectfully submitted: Jason Burgess, Chief Administrative Officer Page 501 of 595 <CITY OF NIAGARA FALIS N;,,'gm.;,,.-,1]NAMING/1wNAMINGREQUES1‘or APARK/0l'EN syncs on PARK l4'EA'l‘URl€.,..,.,.,;...,...n,,...Fnday Apnl 30th 2021 ~....u Colton Hess Adams:6820 Cherrxgpve Road cumNiagara Falls PaxluICm1c:L2E 5M6 Trk-|ulunncNumlIrr~n:y:Ev:-nlug: coItonhess19@ mai!.com Nun:nl Numhmc:SteVe Ludzik :\I|drus=54 MEITOSEDHVB ciuy:Niagara On The Lake Pnslnl(‘udc:LOSIJO 1‘c|cp|mncNImIhcr-Day:905-356-4732 Evening: 2...."Addn.-ss:|udzy9@sympatico.ca Lunar of cnmcnl mun numinrr nr um umn nllntlzcd:QYcs 1::Nu PART A-Type ofkrquc? bNuuuIng -ltcqucsx mname an nnlcuily not currently namcd. U Renaming -Request anmuanu:an c.\ish'ug uarncd nmcnily. Fur nuuuxng muuumnnly .mum Indk-nu Ihc ulsllng nnme nunynn nu rcqu uung hr thnngcd. 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Plcnu:uihmil ?u rnmplctui lpplicllinn package,nunnu ncconlpnnying documents :0: nmuuuu &cunnm 1150zuunumscmud,Unit I.Nhagarl Falli.0N.LZII ms Tuk-phmlu Number:(ans)355.7521.m.3342 Fax:(905)356-7404 S:\I'nlicics‘Nc\\’Fnlidts S:Proccdurcs M:m:Iu.I\l00?.'l NxmingRunning Rcqucsl nT:IParkFm‘m\\pLl Page 502 of 595 Steve Ludzikwas introduced to the game of hockey at a very early age growing up in Etobicoke.Itwas clearfrom the beginning that Ludzys dream to play in the NHLwas going to take him places and meet amazing people and one day payoff from all of his hard work and his determination he had generated he had a distinguished junior career playing for the Niagara Falls flyers ofthe Ontario hockey league I'masking 125 goals and 233 assist for 358 points this broke the career pointtotal for the flyers which stillstands today and he's regarded as one of the great al|—time Niagara Falls flyers he was named to the Flyers all time five man All-Starteam. He was drafted 28th overall by the Chicago Black Hawks in 1980 at the entry draft he had one year left ofjunior hockey but before Turning pro in 19 8182 is what the season between the Blackhawks and the American hockey league New Brunswick Cox and the following where he became a Blackhawk regular and played with a Chicago by Black Hawks from 1989 to 1990 and then 11 games at towards the end of his career withthe Buffalo Sabres he played a total of 424 NHLgames scoring 46 scores and assisting in 93 goals. Upon his retirement as a player Ludzy turned to coaching and started in the international hockey league withthe Muskegon flurry and then the Detroit vipers where he had won the 19 9697 turner cup with many great players on this team with GM Rick Dudley as well and good friend. He moved from there to the national hockey league as the coach of the Tampa Bay Lightning during this.Ludzy was diagnosed with Parkinson's disease after noticing a trimmer with his finger over the next 12 years she moved from coaching to being in the front of the camera most notably on the score net work withlongtime friend Steve Kouleas. He also created a book "been there done that"all the while making the decision to not publiclyacknowledge his diagnosis having settled back in Niagara on the lake Maryann and their two sons Stephen Junior and Bryan it became clear that Steve that there were no services available to people livingwith Parkinson's and in 2012 he decided to make his Diagnosis of Parkinson‘s public. "ltry to ignore you you are you're a bully they willnot go away I ran from you head from you hoping that you would leave me alone but someone should've told you or warned you before you got started and all those years ago you picked the wrong guy you dial the wrong number now because I am the hunter not the hunted Iam the hammer not the nail that's why iview Parkinson's and want do whatever Ican to help others fight this Despicable disease“ Steve LudzikThe light shines on the need for life-saving liver donation.Ludzy never been one to back down from a challenge Ludzy is always been a battle or his entire career now as the former NHLor is facing a stage four liver disease.Where he patiently waited for his opportunity in the battle of his life .He is a warrior!(Quote from Paul Coffey) We were playing in Chicago and Steve does what Steve does best good player good antlcipator good offensively and he could attack like nobody else and he was going after Wayne and Wayne came in in between periods tell your buddy Ludzy to get away from me I told him no you're gonna have to fight this battle on your own.Wayne after the game while the boys were having a couple pops was stillupset at me for not taking care or telling my Page 503 of 595 buddy Ludzy to back off at which time Wayne said you know what Ihave them all at most respect for that Ludzik Ludzys career almost came to an end at the age of 16 years old when he was diagnosed with Crohn's disease and then at the age of 39 he was diagnosed with Parkinson's while coaching the Tampa Bay lightning while he was working on television at the score network for 12 years he did not reveal that he had struggled with Parkinson's there was a reporter from the Toronto star said I love Ludzy but itseems like he's drinking while he's on air he slurs his words itwas Ludzy struggling with his Parkinson's especially when he was getting tired itwas at this point in Ludzy‘s lifethat he realized he could help a lot of people by coming out and saying he has Parkinson's .At this point he was trying to figure out what he could do to help others that are struggling like him.Itwas at this time that the Steve LudzikFoundation was formed at the Hotel Dieu Shaver Hospital.We are encouraging people with Parkinson's in different forms of exercise. At the age of 58 Ludzy had been dealing with liver disease for nearly 30 years with having Sundays really good and other days he struggled mightily I remember one time in particular when him and lwere out driving around and Iasked him straight up Isaid Ludzy how are you feeling l could tell he was a littlebit off he wasn't feeling the greatest and he turned to me and said you know what it's like he said it's like caring a telephone pole with me all the time in the weight of that pole is always with me What Ludzys suffered from was the scarring of the ducts in the liverwhich is simply put A lot of people are certainly Ludzy was always cognizant of people thinking that he was a big drinker which he is not what is a stigma associated with liver disease and alcohol While playing for the Chicago Black Hawks At the age of 23 he started to show signs back then During the past four years he's been waiting patiently for an angel to be found and finally that Angel came to Ludzy almost 4 months ago now when he had the liver procedure done it has been an up and down battle since that point as well dealing with other health issues Nothing seems to come easy for Ludzy.He has to fight for his life. A quote from Steve Ludzik himself, "Be a little kinder to each other,be a littlenicer,we are not all here for a long time be productive help someone else you'll get a greater sense of accomplishment love more people" So we continue with the Ludzikfoundation to raise money for Steve's Parkinson's clinicat the Hotel Dieu Shaver Hospital annually we put on a celebrity golf tournament which comes this August 26 at grand Niagara the support has been overwhelming and quickly sold out we did a T-shirt drive last year did any just recently and we sold over 1000 T-shirts well over the Page 504 of 595 support and the love for for Ludzy is like no otherToday the Steve Ludzik Parkinson's foundation is raised to shave $1 million A quote from Don Cherry, "Steve Ludzikis one of those people no matter what problems he has is always thinking of other people's problems Mary—annand Steve are an amazing team and put in many hours working to fight against Parkinson's disease they are exceptional people"Don cherry. it's nothing to know Ludzy and to call him a friend is an honour,and the main reason why i am putting this idea into dedicate the trail in honour of Mr.Ludzik,is because he is a warrior! He never gave up in his battles with Crohn‘s disease or Parkinson's disease.He battled through and came out successful in the end.The main lesson through all of this is to never give up on yourself and push yourself to be the best you can be and that's what Steve did. He made the best he could be and he never gave up on his challenges, So to anyone reading this.I hope you agree with my decision to dedicate the last part of the millennium Trail in Niagara Falls to the Steve Ludzik Foundation Trail. 2 l l Page 505 of 595 POLICY Recreation & Culture Policy #: 1000.7 Issue Date: April 13, 1982 Revision Date: November 26, 2007, October 26, 2021 Naming and Renaming of City Property Purpose The purpose of this policy is to outline a procedure for the commemorative naming or renaming of City property including buildings, parks/open spaces, and component features and amenities as part of the acquisition and/or management of these spaces by the City of Niagara Falls. Objective 1 To provide a consistent process for the City of Niagara Falls to recognize significant local events, people and geographic features through the naming of City property; 2 To provide guidelines by which names will be chosen for new City property, and by which they will be renamed, if necessary; 3 To include community involvement in the naming/renaming, and dedication of City property, and features through a clearly defined process. Definition of Terms The following terms are provided for greater clarity. City Property – Buildings, parks, open spaces, and features or amenities. Component Feature or Amenity – all substantial structures or recreational aspects of a park or greenspace which includes, but is not limited to, such things as sport fields, ball diamonds, trails, hard surface courts, tennis courts, lawn bowling greens, bocce courts, gardens, playgrounds, washrooms and skateboard park facilities, etc. Commemorative Naming - naming rights granted to honour outstanding achievement, distinctive service, or significant community contribution. Commemorative naming will not be tied to a financial contribution. Individual and Community Organization Commemorative Naming – naming rights granted to an individual, group of individuals, family foundation, or a non-profit community organization in recognition of significant philanthropy. Building – includes any City owned and operated building. Page 506 of 595 2 A Great City … For Generations To Come Open Space – includes, but not limited to, trails, pathway systems, utility features such as storm- water management ponds, and other like structure under the jurisdiction of the City of Niagara Falls. Parkland – means all parkland designations including, but not limited to, dedicated parkland, city- wide parks, community parks, neighbourhood parks, parkettes, open space, etc. owned by and/or under the jurisdiction of the City of Niagara Falls. Significant Financial Gifts – means a monetary donation reflective of the total capital cost or appraised value of the amenity being considered for naming. Criteria 1.0 Commemorative Name Designation Associated with Functional Use, Geographic Location or Historical Significance. 1.1 Generally, chosen names shall reflect the adjacent street name. For example, Ontario park – majority of street frontage on Ontario Avenue. This is to ensure continuity and minimize conflicts for emergency services. Staff may assign a name based on the adjacent street, functional use, geographic feature, community name or historic significance. Examples include: Alpine Park - adjacent to Alpine Drive Lundy’s Lane Battlefield - Historical Significance 1.2 Chosen names within this designation shall be assigned by Staff and may remain unchanged until a formal request for a name change has been approved by Council. 1.3 The chosen name shall not conflict with similar names, in whole or in part. For example, if a park is named Oakes Park, no other similar name shall be used, such as Red Oak Park. 2.0 Commemorative Name Designation Associated in Honour of Individuals or Groups. 2.1 This section applies to any request to naming or renaming of City property in honour of individuals or groups. 2.2 Council shall approve all names in honour of individuals or groups. All requests for naming, designating or renaming in honour of individuals or groups shall be submitted in writing, with supporting explanation and/or justification to the Chair of the Recreation Committee, c/o the Director of Recreation & Culture. Staff will forward a report with the Committee’s recommendations to Council for consideration. 2.3 Names for consideration shall be those of distinguished persons, organizations, corporations, foundations or families: a. where there has been significant contribution to the quality of life, well-being of the City of Niagara Falls; or Page 507 of 595 3 A Great City … For Generations To Come b. Where the person/group is perceived as a role model and open to close scrutiny relative to their character, integrity and values; or c. demonstrated excellence, courage or exceptional service to the citizens of the City of Niagara Falls; or d. to memorialize or otherwise recognize substantial gifts and significant donors, individuals designated by donors, or individuals who have made exemplary or meritorious contributions to the City of Niagara Falls; or, e. where there is a strong historical or cultural connection to the City and has a major contribution to the historical or cultural preservation of the City; or, f. where there is a strong contribution toward environmental preservation, conservation or enhancement of the City; or g. where there is a major contribution made to the acquisition, development or conveyance of land or building in question and/or its subsequent development; or h. where there is a direct relationship or association that exists between the place or former place of residence of the person or group and the facility/park to be named. 2.4 Naming in honour of elected or appointed public officials, City officials, or Staff shall normally occur only after the public service or City employment has concluded. 2.5 Notwithstanding the above, Council, by resolution, may approve a name or name change in honour of individuals or groups when circumstances justify such an action. Council may also remove the original name designation when circumstances justify such action. 3.0 Commemorative Names of Provincial, National or International Significance 3.1 Council may approve a name or name change in honour of individuals or groups who have made an outstanding contribution provincially, nationally, or internationally. 3.2 In such instances, and prior to approving the use of any name of individuals or group, Staff shall investigate any protocol and/or requirements of any provincial, national or international agency or organization. 4.0 Names Derived from Significant Financial Contributions 4.1 In select instances where a naming request has been proposed as a result of receiving a unique and extraordinary financial, or other significant contribution, towards the acquisition, creation or redevelopment of a City property consideration will be given to the sponsorship contribution being provided. The merits and value of each such name will be evaluated on a case-by-case basis. It should not be assumed that a financial contribution guarantees that a park is named after the service club/business/individual /organization. Page 508 of 595 4 A Great City … For Generations To Come 5.0 Renaming Existing Parks 5.1 Renaming of parks and open spaces carries with it a much greater burden of process compared to initial naming. Tradition and continuity of name and community identification are important community values. Each application must meet the criteria in this policy, but meeting all criteria does not automatically ensure renaming. 5.2 Critical examination will be conducted to ensure that renaming the park will not diminish the original justification for the name or the prior contributors. Renaming will follow the same procedures as naming a park/open space, or component feature: a. Only parks and facilities named for geographic location, outstanding feature or subdivision should be considered for renaming. Parks that have been named by deed restriction shall not be considered for renaming; b. Parks and facilities named after individuals shall not be changed unless it is found that because of the individual’s character the continued use of their name would not be in the best interest of the community. 5.3 Existing names will not be changed without the consideration of: a. the historical significance of the existing name; b. the impact on the individual or organization associated with the existing name; c. the cost and impact of changing existing signage, rebuilding community recognition and updating records (data bases, maps, promotional materials, etc.). d. consultation with local BIPOC organizations. 5.4 Only nominations having a direct relevance to the City property in question will be considered for renaming. 5.5 Renaming of City property, or component feature may occur if: a. the policy criteria are met; and b. a valid justification for renaming the facility is provided; and c. changing the name will not cause undue confusion within the community; and d. an appropriate level of community support exists. 6.0 Duration of Naming 6.1 Unless otherwise negotiated, the duration of the naming will be the useful life of the City Property in question. The party for which the asset has been named will be advised of the impending change. When the function of asset is changed due to the asset being sold, demolished, substantially renovated, rebuilt or designated for another use, the City may continue to Page 509 of 595 5 A Great City … For Generations To Come use the name, transfer the name to another comparable asset, or discontinue the use of the name. 7.0 Inventory of Names 7.1 The Recreation & Culture Department shall be responsible for maintaining an inventory of names for City property. 7.2 Proposals for names that will not be given consideration or counted as part of the inventory include: a. names that cause confusion for the public or emergency services due to duplication with an existing name; b. names that duplicate a school or facility name that is not directly adjacent to the area to be named; c. names that are meaningful only to a few members of the community; d. the proposal suggests name after a specific builder or developer; e. the proposed name advertises a product or private company. 8.0 Signage 8.1 The City will be responsible for coordinating the public presentation of signage to acknowledge the name/renaming designation. Costs associated with naming/renaming of City property as outlined in this policy will be assumed by the City of Niagara Falls. 8.2 The City will have final approval for the selection and location of any signage, including signage text and design. 8.3 The addition of flowers, plant material, other signage and/or ornaments/memorials near the sign, by the public is prohibited. 8.4 The City will bear the responsibility of ongoing maintenance for the signage. PROCEDURES 1 Any individual or group wishing to submit a request for naming/renaming any City property must provide a written proposal to the Recreation Committee, c/o the Director of Recreation & Culture Department, and should include at least the following minimum information: i. name of the applicant; and ii. identification of the City property to be name/renamed; and iii. proposed name; and iv. background information describing the accomplishments and/or legitimacy of the name designation; and Page 510 of 595 6 A Great City … For Generations To Come v. Proposals are encouraged to include letters of endorsement supporting the application. 2 When a request for naming/renaming is received staff shall conduct a careful review of the name, including consultation with local BIPOC organizations, to evaluate potential reputational risks and opportunities before moving forward with the next steps. All naming opportunities will be subject to ongoing ethical evaluation to ensure the City’s reputation is upheld. 3 When a naming/renaming request is received, staff shall conduct a historical review of the current name of the City property prior to recommending approval. 4 When a naming/renaming request is received, staff shall share the request with all the City’s Advisory Committees for their review and input. 5 Once the name has been fully vetted the following steps can take place. 6 The Recreation & Culture Department will convene a meeting of the Recreation Committee, as appropriate, to review the request. Staff will consult and request comments from all other divisions that have jurisdiction relative to the amenity in question. If the Recreation Committee supports moving the naming/renaming request forward the following steps will take place. a. When there is a local neighbourhood association or community group associated with the area in which the City property is to be named, the Recreation & Culture Department will circulate the proposal to those parties. b. When possible, if a request to name/rename is directly associated with, or is on land that has been donated to the City, the original donor or family will be advised. c. When a naming/renaming request is submitted, staff will ensure that the nominee being honoured is in agreement with the naming proposal (if they are living), or by their legal representative should they be deceased. 7 Once vetted by staff and supported by the Recreation Committee, naming/renaming requests will appear on the City’s website allowing for (30) thirty calendar days for written comments from the public to the Recreation Committee. 8 Staff will forward the recommendation(s) of the Recreation Committee via a report to Council. 9 The Recreation & Culture Department will notify the applicant of Council’s decision. Submitted By: Kathy Moldenhauer, Director Recommended By: Jason Burgess, CAO Approved By Council On: Report #: R&C-2021-16 Page 511 of 595 CLK-C 2021-151 Administration Office of the Regional Clerk 1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7 Telephone: 905-980-6000 Toll-free: 1-800-263-7215 Fax: 905-687-4977 www.niagararegion.ca September 24, 2021 CL 18-2021, September 23, 2021 LOCAL AREA MUNICIPALITIES NIAGARA PENINSULA CONSERVATION AUTHORITY NIAGARA REGIONAL POLICE SERVICE SENT ELECTRONICALLY Re: Report CAO 15-2021 – Updated Land Acknowledgement Statements Regional Council, at its meeting held on September 23, 2021, passed the following motion: That Report CAO 15-2021, dated August 26, 2021, respecting Updated Land Acknowledgement Statements, BE RECEIVED and the following recommendations BE APPROVED: 1. That the short, long and documents versions of Land Acknowledgement Statements outlined in Report CAO 15-2021 BE APPROVED and that the short version be recited at Council and Committee meetings on a go forward basis; 2. That the Region’s Land Acknowledgement Statements BE REVIEWED and updated as new understandings of treaties and agreements in the Niagara Region evolve; and 3. That this report BE SHARED by the Regional Clerk with Local Area Municipalities, the Niagara Peninsula Conservation Authority and Niagara Regional Police Service. A copy of Report CAO 15-2021 is attached for your reference. Yours truly, Ann-Marie Norio Regional Clerk Page 512 of 595 CAO 15-2021 August 26, 2021 Page 1 Subject: Updated Land Acknowledgement Statements Report to: Regional Council Report date: Thursday, August 26, 2021 Recommendations 1. That the short, long and documents versions of Land Acknowledgement Statements outlined in Report CAO 15-2021 BE APPROVED and that the short version be recited at Council and Committee meetings on a go forward basis; 2. That the Region’s Land Acknowledgement Statements BE REVIEWED and updated as new understandings of treaties and agreements in the Niagara Region evolve; and 3. That this report BE SHARED by the Regional Clerk with Local Area Municipalities. Key Facts • Land Acknowledgement Statements are increasingly being used as a practice of reconciliation aimed at recognizing the traditional or treaty territories of Indigenous peoples. The statements are typically made at the introduction of meetings, gatherings, events, or presentations • Various versions of a Land Acknowledgement are currently in use by the Local Area Municipalities and the Region • At the request of community members and the Local Area Municipalities, and as one step in demonstrating the Region’s commitment to advancing the recommendations in the Creating our Way Forward Indigenous Engagement report (https://www.niagararegion.ca/health/equity) and Niagara’s Community Safety and Well-Being Plan (https://www.niagararegion.ca/projects/community-safety-well- being/), a consultation was undertaken with multiple Indigenous organizations to develop an updated Land Acknowledgement for the Region • There are diverse perspectives surrounding the treaties relevant to Niagara. Due to these complexities, there is not consensus among First Nations to the treaties and the historical details relevant to the proposed Land Acknowledgement • It is proposed that the Region’s Land Acknowledgement be reviewed and updated as new understandings of treaties and agreements in relation to the Niagara region evolve Page 513 of 595 CAO 15-2021 August 26, 2021 Page 2 ______________________________________________________________________ • Staff have created three versions of the Land Acknowledgement for different purposes (long, short, and documents versions) Financial Considerations There are no financial considerations associated with this report. Analysis Traditional land acknowledgement statements are increasingly being used in Canada by governments, schools, post-secondary institutions, non-governmental organizations, and other civil institutions as a practice of reconciliation aimed at recognizing the traditional or treaty territories of Indigenous peoples. The statements are typically made at the introduction of meetings, gatherings, events, or presentations. Some are featured on organization websites or event description pages. Understanding and recognizing Indigenous history, and an individual’s personal and ancestral relationship to this history, is the foundation of respect and reciprocity, which are the building blocks of reconciliation between settlers and First Nations. Updating the Land Acknowledgement is one step among many that the Region has committed to as a means to improve local understanding and relationships with First Nations communities and those living off-reserve in Niagara. Additional events slated for this Fall will provide opportunities for senior-level staff, Regional Council and Local Area Municipal Councils to engage, learn, and work together with local Indigenous organizations and First Nation governments. Through consultation with the Mississaugas of the Credit First Nation, Six Nations of the Grand River Elected Council, and leaders from the Niagara Indigenous Community Executives, staff have developed an updated Land Acknowledgement. The history of this land is complex and there are diverse perspectives surrounding the treaties. Due to these complexities, there is not consensus among First Nations to the treaties relevant in Niagara and the historical details relevant to the Land Acknowledgement. The Land Acknowledgement is a dynamic, living document and should be reviewed on a regular basis as new understandings of treaties and agreements in relation to the Niagara Region evolve. Feedback from Indigenous community members encourages any person reading or using an acknowledgement to take time to consider its content so that it is not Page 514 of 595 CAO 15-2021 August 26, 2021 Page 3 ______________________________________________________________________ something that is said and forgotten, or checked off an agenda, but requires thought and intention. The statement should also be part of an integrated process of moving words to action by establishing meaningful relationships and a path towards reconciliation with First Nations, Métis, and Inuit people and organizations in the area. Staff strongly recommend that everyone who uses a Land Acknowledgement receive locally relevant Indigenous Cultural Safety Training so that the terms, treaties, history, and Nations included become familiar and staff feel comfortable using it. Supports and reference material are being developed. Staff reading the Acknowledgement should practice the pronunciation of the Nations.1 Proposed Land Acknowledgement Staff have created three versions of the Land Acknowledgement for different purposes. The short version of the Acknowledgement was designed to fit on a presentation slide and would be used by Niagara Regional Council and related Committee meetings and events. This can be used for official openings, large public gatherings, and at any event when a prominent Indigenous person (Chief or Band Councillor), or political representative of the Provincial or Federal government is present. The long version has more details and can be read at the beginning of other meetings, presentations, or gatherings where you would like to provide a bit more context. The document option is the most direct and can be used in written documents (such as strategies, engagement reports, etc), job postings, newsletters, training sessions, websites, and in email signatures. Long version As we take a moment today to reflect on the importance of the land on which we gather, our provider and sustainer, we look to understand the history of the land. Niagara Region is situated on treaty land. These lands are steeped in the rich history of the First Nations such as the Hatiwendaronk, the Haudenosaunee, and the Anishinaabe, including the Mississaugas of the Credit First Nation. 1 You can watch a video on how to pronounce Anishinaabe here, https://www.youtube.com/watch?v=RHFqWyZQ4T0. You can watch a video on how to pronounce Haudenosaunee here, https://www.youtube.com/watch?v=jKV9u-pEevk Page 515 of 595 CAO 15-2021 August 26, 2021 Page 4 ______________________________________________________________________ Intended to guide the relationship between the First Nations and Europeans, the Two Row Wampum is an important symbol of everlasting equality, peace, and friendship. It remains the foundation upon which Canada was built, and we recognize that this mutually respectful relationship between nations is essential for reconciliation today. There are many First Nations, Métis, and Inuit people from across Turtle Island that live and work in Niagara today. The Regional Municipality of Niagara stands with all Indigenous people, past and present, in promoting the wise stewardship of the lands on which we live. We recognize that we must do more to learn about the history and current situation of Indigenous people. This will help us better understand our roles and take responsibility towards reconciliation as treaty people, residents, and caretakers. Short version Niagara Region is situated on treaty land. This land is steeped in the rich history of the First Nations such as the Hatiwendaronk (Hat-i-wen-DA-ronk), the Haudenosaunee (Hoe-den-no-SHOW-nee), and the Anishinaabe (Ah-nish-ih-NAH-bey), including the Mississaugas of the Credit First Nation. There are many First Nations, Métis, and Inuit people from across Turtle Island that live and work in Niagara today. The Regional Municipality of Niagara stands with all Indigenous people, past and present, in promoting the wise stewardship of the lands on which we live. Documents Niagara Region is situated on treaty land. This land has a rich history of First Nations such as the Hatiwendaronk, the Haudenosaunee, and the Anishinaabe, including the Mississaugas of the Credit First Nation. There are many First Nations, Métis, and Inuit people from across Turtle Island that live and work in Niagara today. Alternatives Reviewed Land Acknowledgements established by other municipalities that fall within the traditional territory of the respective First Nations were consulted to ensure consistency and accuracy of Indigenous history and language is reflected in the new Niagara Region Land Acknowledgement. Page 516 of 595 CAO 15-2021 August 26, 2021 Page 5 ______________________________________________________________________ Relationship to Council Strategic Priorities The Land Acknowledgement relates to the strategic priority of Sustainable and Engaging Government by providing a statement that is supported by the local Indigenous community. Other Pertinent Reports CAO 12-2021 – Niagara’s Community Safety and Well-Being Plan 2021-2025 ________________________________ Prepared by: Cassandra Ogunniyi Diversity, Equity, and Inclusion Program Manager Corporate Strategy and Innovation _______________________________ Recommended by: Natalie Early Director Corporate Strategy and Innovation ________________________________ Submitted by: Ron Tripp, P.Eng. Acting Chief Administrative Officer This report was prepared in consultation with Gina van den Burg, Government and Stakeholder Relations Specialist, and Michelle Johnston, Community Safety and Well- being Program Manager, Mississaugas of the Credit First Nation, Six Nations of the Grand River Elected Council, leaders from the Niagara Indigenous Community Executives, ASI Heritage Consultants, and reviewed by Ann-Marie Norio, Regional Clerk. Page 517 of 595 Niagra ggA1Al,§ August 16,2021 Robert McCredie Niagara Falls,ON I RE:Maple Street and Sixth Avenue —Stop Sign Compliance Dear Mr.Mccredie, This letter isfurtherto your request for Staff to review the stop sign compliance at the intersection of Maple Street and Sixth Avenue. Maple Street is a local road extending between Stanley Avenue and Victoria Avenue with a 9.0 metre pavement width in the study area.The roadways alignment is straight and levelwith a minor curve west of Sixth Avenue.Sixth Avenue is a local road that extends between Rcsedale Drive to a dead end north of HamiltonStreet with a 75 meter pavement width inthe study area. The roadway has a straight and level alignment and consists of residential dwellings. The intersection of Maple Street and Sixth Avenue is stop-controlled for northbound and southbound traffic on Sixth Avenue.Sidewalks are present on eachvside of Maple Street and SixthAvenue with illuminationduring the nighttime period.Both roads have a posted legal speed limitof 50 kmlh. Staff conducted various technical studies atthe intersection of Maple Street and SixthAvenue including stop compliance studies,visibility reviews,,a review of the existing signs,and a review of collision history. Stop compliance was carried out to determine the extent of driver compliance at the posted stop signs.During morning and afternoon peak periods,most of the motorists observed completed a fulllegal stop. The visibilityreview determined that all motorists approaching the intersection have adequate inspected to ensure they are in good condition and located properly.The stop signs on SixthAvenueareinacceptableconditionandclearlyvisibletomotoristsapproachingtheintersection.A collision analysis revealed that a collision problem does not exist at the intersection,nor on anyWorkingTogethertoServeOurCommunityTrangpg?a?on servicesExt5215Fax905-356-5576hvu@nlagarafalls.caPage 518 of 595 road segment extending away from the intersection,based on a review for the previous three years. Based on the above information,it is recommended that no changes be made at this time. The City of Niagara Falls takes your concerns for the safety of motorists and pedestrians very seriously.Please feel free to contact the undersigned should you have any questions. Yours truly, Hanh Vu Traffic Technologist Cc:Carey Campbell,Manager,Office of the Mayor and CAO i5 ii i s E2E i i S:\TPS\TPS 7.00 TrafficEnglneerlng\TPS 7.08 Studles\7.08.t Street S\S|xlh Avenue @ Maple Street ~Stop Sign ComplianceReview~July 2021\6th Avenue @ Maple Street -stop Sign Compliance~Letter to ResidentdocxPage 519 of 595 ROBERTMCCREDIE NIAGARAFALLS,ONTARIO Cityof Niagara FallsOntario CityCouncil 4310 Queen Street Niagara Falls,Ontario L2E6X5 Dear Council Members Thank—youfor your letter ofAugust 16,2021 regarding the stop sign compliance at the intersection of Sixth Avenue and Maple Street,very closeto our home..;The letter stated that most drivers complied with the stop—signs atthe corner in the morning and afternoon peak periods. While simple observation maygive one a casual understanding oftraffic and issues in a neighbourhood,there is nothing quite likelivingthere,being outside in the day and evenings, and observing. After livinghere for a number of years,l,along with a number of our neighbours,have several issues and concerns: 1.Stop sign compliance at non-peak times is often poor,with vehicles completelyfailing to stop or evenslow down 2.Highspeeds of vehiclestraveling on straight residential streets,racing between stop signs 3.Dangers to children and pedestrians from behaviours of drivers.With the newly reconstructed streets there is no buffer at all between the sidewalk and the road,with the sidewalk being directlyalongside the curb.Thisdoes enable a wider road,but it also means that children and pedestrians are that much closerto vehicular traffic,increasing their risk. The key concern is the safety of and pedestrians.We urge the City of Niagara Fallstoimplement some changes to our neighbourhood,particularly the intersection of SixthAvenue and Maple Street:Page 520 of 595 1.installan All-WayStop at the corner.Thiswould slowdowntraffic on Maple Street, particularlyas it approaches Maple Street Park.Maple Street is downhillfrom Homewood and cars naturallytravel faster.An A|l—WayStop would slowthe traffic, particularly as the sightline from northbound SixthAvenue westward up Maple Street is inhibited by the bend on Maple Street,landscaping,and on—roadparking, 2.Highlightthe stop signs on SixthAvenue (and Maple Street,ifan All-Way ’ _. is implemented)with whiteand red hazard signs,similarto the sample." Stop signs are easily lost inthe "visualclutter"of the neighbourhood. Such hazardsigns would alert driversto the existence of the stop signs, to the intersection itself,and would remind and encourage drivers to proceed with caution, 3.installSpeed ”Humps”throughout the neighbourhood.The streets inour neighbourhood are straightand flat.These are often used as short-cuts to avoid the main roads such as BridgeStreet,Morrison Street,or Stanley Avenue.The installation of Speed Humps in the area (for example,one or two sets on each block)would discourage high—speedcut through traf?c and would slow and calmtraffic down,making the area safer. l have taken the effort to discussthis issue with a number of residents inthe area,whoshare my concerns,and have attached a form with their signatures,petitioning for changes. We love our city,and desire to make itan even better place to live.Street and traffic improvements such as the ones mentioned,would help make our neighbourhood safer and more enjoyable for the residents. Iwould be pleased to discuss anything in this letter with you,the Mayor,or any other members of Council. Yours truly, Robert MccrediePage 521 of 595 _ )m_,,.,m:4\mwh..._\\. \.. x C)..,.3I,.,\..~.U<MrI_.\ _/_\U~:3.zu.\Fumd.xu..,/c..o,35w?u?9»).i€+:\M15nudon.m..O¢432.7/WA00.7,\U,.Wan/..\?..,div\u-wowJ.3,.zq3a.oz?.4..a¢,omwc,w9u.\f_a,F30.4%=o_Eo._Page 522 of 595 $2.3W4/2.0/.,7w \M:u>..Q.m§q.«h\wv.s.‘?wné\),\I Page 523 of 595 4..,1.JJ»:V,3d,3 Page 524 of 595 Prioritizing the Health and Safety of 2SLGBTQ+ Youth Experiencing Homelessness During COVID-19 What is our research about? Our research sought to examine the impact of the COVID-19 pandemic on 2SLGBTQ+ youth at risk of, and experiencing, homelessness. Utilizing a mixed-methods convergent parallel design, 92 youth completed virtual surveys and 47 individuals (youth and frontline staff and management from youth serving organizations) participated in virtual one-on-one interviews. All participants were from the Greater Toronto Area and surrounding areas. How did COVID-19 impact 2SLGBTQ+ youth experiencing homelessness? People with a recent history of homelessness are more likely to contract COVID-19 and experience worse health outcomes compared to the general public, due to a higher burden of comorbidities and systemic health inequities. Numerous barriers, such as congregate living conditions and restricted access to public washrooms have made it difficult for people experiencing homelessness to follow public health guidelines. The pandemic has also exacerbated mental health and substance use issues for this population due to isolating with unsupportive and/or abusive family, and losing access to safe, supportive, and inclusive community spaces and health and social services. Why take action? During and after the 3rd wave of the pandemic, young people made up the largest number of COVID-19 cases. This is especially concerning for the most marginalized youth who face additional risks and barriers associated with the virus. Despite the compounding health and safety concerns that 2SLGBTQ+ youth experiencing homelessness face, public health messaging/guidelines and the COVID-19 vaccine rollout were inequitable and inaccessible to this group in many ways. 2SLGBTQ+ inclusive, targeted and trauma-informed public health messaging and vaccine strategy must be prioritized in order to ensure the health and safety of this population moving forward. Authors: Alex Abramovich, PhD; Sharumathy Kunasekaran, MSc; Amanda Moss, MSW; Nelson Pang, MSW. Based on: The Impacts Of COVID-19 On LGBTQ2S Youth At-Risk Of, And Experiencing, Homelessness Principal Investigator: Dr. Alex AbramovichResearch Coordinator: Nelson Pang Research Analysts: Amanda Moss & Sharumathy Kunasekaran Study funded by: Making the Shift Page 525 of 595 Action Area #1: 2SLGBTQ+ inclusive & targeted public health messaging & guidelines In response to… • Widespread mistrust in social and health systems, resulting in youth rarely seeking information from government and public health agency sources. • Public health messaging failed to consider the lived realities and accessibility needs of 2SLGBTQ+ youth experiencing homelessness. • Public health messaging and guidelines that are infeasible or irrelevant for this demographic: Ways forward: • Create targeted, accessible, and trauma-informed public health messaging geared towards the unique needs and lived realities of 2SLGBTQ+ youth experiencing homelessness. • Ensure that public health guidelines are feasible for unhoused youth to follow, provide more graphics to illustrate key concepts, simplify messaging, and avoid jargon. • Deliver public health messaging through trusted and familiar sources, such as social media channels, community leaders, peer support workers, and service providers. • Offer space for two-way dialogue inviting youth to engage in discussions about any questions and concerns they may have regarding public health guidelines and safety during the pandemic. Action Area #2: Targeted and trauma-informed vaccination strategy In response to… • Historical and current-day traumatizing and oppressive experiences within healthcare (e.g., racism, homophobia, transphobia) have eroded trust in the healthcare system. • Accessibility barriers, such as mental health issues, transportation to vaccination clinics, and different levels of health literacy limit the ability for this group to get vaccinated. • Youth experiencing homelessness may not have a history or familiarity with immunizations. • Perception of COVID-19 as non-threatening relative to lived experiences. Ways forward: • Prioritize 2SLGBTQ+ youth experiencing homelessness in vaccine rollout. • Engage peer ambassadors to disseminate vaccine-related information to youth. • Staff vaccination clinics with trusted 2SLGBTQ+ inclusive, trauma-informed workers. • Educate frontline workers on how to discuss COVID-19 vaccine hesitancy with youth. • Ensure that youth have accessible options when getting vaccinated (e.g., location, time of day). • Provide incentives to increase motivation for youth to get vaccinated in a timely manner. “Stay at home” Those experiencing homelessness typically do not have a stable, secure, or safe home to stay at. “My mask keeps my parents safe” Identity-based family conflict is the leading cause of homelessness for 2SLGBTQ+ youth. Incentivization of parent safety may not be effective for this demographic. Mandatory mask guidelines Affordability is a barrier to accessing masks. Social distancing Congregate living conditions make social distancing difficult to follow. Page 526 of 595 Prioritizing the Mental Health and Service Needs of 2SLGBTQ+ Youth Experiencing Homelessness During COVID-19 What is our research about? Our research sought to examine the impact of the COVID-19 pandemic on 2SLGBTQ+ youth experiencing homelessness. Utilizing a mixed-methods convergent parallel design, 92 youth completed virtual surveys and 47 individuals (youth and frontline staff and management from youth serving organizations) participated in virtual one-on-one interviews. All participants were from the Greater Toronto Area and surrounding areas. How did COVID-19 impact 2SLGBTQ+ youth experiencing homelessness? 2SLGBTQ+ youth reported higher rates of mental health and substance use issues since the start of the COVID-19 pandemic, due to various reasons, including economic and service impacts (e.g., lay-offs), being forced to isolate with unsupportive or abusive family, limited access to health and social services, and losing access to safe community spaces and supports. Moreover, people with a recent history of homelessness are significantly more likely to contract COVID-19 and experience worse health outcomes compared to the general public, due to a higher burden of comorbidities and systemic health inequities. Why take action? During and after the 3rd wave of the pandemic, younger people made up the largest number of growing COVID-19 cases. This is especially concerning for some of the most marginalized youth who face additional risks and barriers associated with the pandemic. Healthcare, social supports, and housing programs have been largely inequitable and inaccessible to 2SLGBTQ+ youth experiencing homelessness during the pandemic, despite increased rates of mental health and substance use issues. 2SLGBTQ+ inclusive and trauma-informed public services and housing programs must be prioritized in order to appropriately address the mental health needs and well-being among 2SLGBTQ+ youth during the COVID-19 pandemic and beyond. Authors: Alex Abramovich, PhD; Sharumathy Kunasekaran, MSc; Amanda Moss, MSW; Nelson Pang, MSW. Based on: The Impacts Of COVID-19 On LGBTQ2S Youth At-Risk Of, And Experiencing, Homelessness Principal Investigator: Dr. Alex AbramovichResearch Coordinator: Nelson Pang Research Analysts: Amanda Moss & Sharumathy Kunasekaran Study funded by: Making the Shift Page 527 of 595 Action Area #1: 2SLGBTQ+ inclusive and trauma-informed service provision In response to… • Youth experiencing homelessness reported high rates of poor mental health, self-harm, suicidality, and increased alcohol and substance use during the pandemic. • Many services, including specialized healthcare clinics, social services, and housing programs previously available to 2SLGBTQ+ youth offered limited support during the pandemic, increasing wait-times and decreasing frequency and level of support received. • Virtual care increased privacy concerns, particularly for those living at home with unsupportive families, and increased inequitable access for folks without reliable internet and/or devices. Ways forward: • Efforts are required to ensure that services are more accessible to youth experiencing homelessness and to those unable to access services virtually. • There is an urgent need for preventive and long-term 2SLGBTQ+ specialized mental health support and treatment, in addition to emergency/crisis services. • Ensure that mental health services are 2SLGBTQ+ inclusive and affirming by training and educating all staff on the lived realities and needs of this population, and increasing 2SLGBTQ+ representation among staff. Action Area #2: 2SLGBTQ+ inclusive housing programs In response to… • There was a significant rise in 2SLGBTQ+ youth living in shelters, transitional housing programs, group homes, and public spaces since the start of the COVID-19 pandemic. • Congregate living settings have made it difficult to follow public health guidelines. • Rigid rules within housing programs resulted in decreased accessibility (e.g., restricting outside social interactions, including seeing loved ones and going to work). Ways forward: • Ensure that housing programs are 2SLGBTQ+ inclusive, affirming, and trauma-informed by creating a standardized model of care and service delivery across shelter and housing systems (standardized intake process, including questions regarding chosen name and pronouns; respecting and accepting each clients’ chosen name and pronouns; equip services with 2SLGBTQ+ resources, all-gender washrooms, and support obtaining legal name change and ID). • Provide options for residents to have social bubbles while living in shelters to encourage social connection, improve wellbeing, and decrease isolation and loneliness. • Provide support and resources for shelter staff to improve well-being and decrease stress and burnout, so that they are best prepared to optimally support youth throughout the pandemic. • Expand mandatory staff training focused on all aspects of 2SLGBTQ+ inclusive and affirming care, built on the needs and lived experiences of 2SLGBTQ+ youth. Page 528 of 595 NIAGARA POVERTY REDUCTION NETWORK NIAGARA POVERTY REDUCTION NETWORK www.WipeOutPoverty.ca c/o United Way Niagara 63 Church St, Suite LC1, St. Catharines, ON L2R 3C4 email: info@wipeoutpoverty.ca October 5, 2021 To: Fort Erie Council Grimsby Council Lincoln Council Niagara Falls Council Niagara-on-the-Lake Council Pelham Council Port Colborne Council St. Catharines Council Thorold Council Wainfleet Council Welland Council West Lincoln Council Niagara Regional Council Cc: Wayne Gates, Niagara Falls MPP Jennie Stevens, St. Catharines MPP Jeff Burch, Niagara Centre MPP Sam Oosterhoff, Niagara West MPP Tony Baldinelli, Niagara Falls MP Chris Bittle, St. Catharines MP Vance Badawey, Niagara Centre MP Dean Allison, Niagara West MP To the members of our Niagara municipal councils (cc’ing our provincial and federal representatives): We are writing on behalf of the Niagara Poverty Reduction Network (NPRN) in order to share some feedback regarding the inter-municipal Moving Transit Forward plan that our councils will be reviewing and voting on this fall. NPRN is a collective of over 30 agencies and individuals working to wipe out poverty in Niagara through education, collaboration, and advocacy to address poverty’s root causes. Our vision is for all Niagara residents to live above the poverty line, which can be achieved through our mission of Niagara residents, businesses and organizations working together to improve the quality of life in Niagara. We appreciate your consideration of our concerns. In an acute way, we recognize that investment in Niagara transit needs to come from provincial and federal governments just as much or more than from our over-burdened municipalities. In light of this, we are particularly grateful for our councils’ leadership on the relevant file. Our MPPs Page 529 of 595 NIAGARA POVERTY REDUCTION NETWORK NIAGARA POVERTY REDUCTION NETWORK www.WipeOutPoverty.ca c/o United Way Niagara 63 Church St, Suite LC1, St. Catharines, ON L2R 3C4 email: info@wipeoutpoverty.ca and MPs are cc’d on this letter in order to also inform them of our concerns, and in hopes of hearing their feedback and relevant plans. Thank you for the years of thought and consultation that you have put into the vital policy debate tied to the Moving Transit Forward plan. Thank you as well for your careful work in developing the plan’s various pieces. Re: Moving Transit Forward Service Plan, Financing, and Governance The Moving Transit Forward model of improving transit through uploading, i.e. the Region uploading the existing lower- tier transit systems and combining them with the existing Regional system, is one that makes eminent sense to us, as this will improve coordination of our municipalities’ scarce transit resources. We thus fully support the plan’s core principle of funding transit through the Regional levy. However, we are concerned by a principle simultaneously enshrined in the current version of Moving Transit Forward, to the effect that taxpayers in the lower tier municipalities are only to pay for the transit that their individual municipalities receive. This will severely limit the available municipal funds for transit expansion and improvement. The proposed rule will decrease the willingness of taxpayers both in the municipalities that currently use transit more and in the municipalities that currently use transit less from supporting significant new investment. We thus urge you to consider a more collaborative financing model, pursuant to which higher-income Niagara municipalities agree to pay more for transit that their citizens are not currently using – so as to support our impoverished neighbours across the peninsula in a civic way, but also so as to encourage more transit and ridership within our higher-income communities, as taxpayers demand rightly demand better access to the transit that they pay for. Our hope is that this direction will be fostered by the proposed Moving Transit Forward governance plan, which rightly enshrines a principle of representation from all municipalities on the regional transit governance body. Simultaneously, given the high economic and social stakes of transit policy, our hope is that councils’ concerns about the exact appropriate structure of power-sharing within the governance model will not unduly delay the plan’s implementation. We appreciate the plan’s proposal of a citizen advisory body within the transit governance model, separate from the primary governance committee. However, we urge you to incorporate citizens into the primary table, rather than leaving them out. This inclusion will permit our transit governance table to draw on the deep well of talent and goodwill among our communities’ potential volunteers, and to leverage the lived experience of regular transit riders. Transit and Intersectional Poverty Reduction From an anti-poverty perspective, we strongly support the coordination of additional investment into transit for Niagara by all three levels of government, aimed at improving transit accessibility, availability, and quality. It is of course central to our analysis that transit is currently more used people in Niagara living in poverty than by non-impoverished people. Page 530 of 595 NIAGARA POVERTY REDUCTION NETWORK NIAGARA POVERTY REDUCTION NETWORK www.WipeOutPoverty.ca c/o United Way Niagara 63 Church St, Suite LC1, St. Catharines, ON L2R 3C4 email: info@wipeoutpoverty.ca Disproportionate ridership among people living in poverty flows from the reality that many people living in poverty cannot afford a car and/or gas (notwithstanding the fact that a car is generally essential in order to live anywhere in Niagara, even including the peninsula’s denser/more urban areas). As you know, better transit is key to developing our regional economy as a whole and to linking people to jobs. But our status quo in Niagara is insufficient transit (at both the lower tier/local and peninsular inter-municipal levels) and insufficiently coordinated transit (between our lower and upper tiers). The result is too many people unable to get to work opportunities in a reasonable amount of time, and/or simply unable to get to work opportunities at all. The economic fall-out of this problem is of course felt most keenly by the low-income families and individuals who most rely on transit. Significantly, we note that the fall-out is intersectional: Indigenous, racialized, female, LGBTQ2S+, and/or disabled Niagarans are more likely to be impoverished than white, male, and/or cisgender Niagarans, due to systemic bigotry, and thus rely more on transit. On many levels, then, the Moving Transit Forward plan is justified from the perspective of human rights. Transit and Public Health Better transit is also important from the perspective of improving local health, for all people. In order to get to transit, people have to walk – a small but significant benefit. More use of transit would also be good from the perspective of decreasing emissions from our cars and slowing climate change – developments that would have positive implications for public health. Further, using transit is good from the perspective of mental health. It is certainly less stressful to travel by bus or train, than to drive on our increasingly congested roads. Transit Improvement: A Positive Feedback Loop It was observed at our NPRN Roundtable that it will be vital, precisely from an anti-poverty perspective, for our councils to develop Moving Transit Forward as a plan to make transit more appealing to people of all income levels. In reality and in public perception, transit in Niagara is currently a mode of transportation mostly for the impoverished. While the inconvenience and frequent non-availability of Niagara transit is the primary reason why higher-income people use Niagara transit much less frequently, the brand and image of Niagara transit as “the mode of the impoverished” are also a factor. In a negative, circular way, the current result of this systemic discouragement of higher-income riders is less investment in Niagara transit, by all levels of government. Higher-income taxpayers are less likely to support investment in systems that they do not use and do not see themselves or their children using in the future. In order for Moving Transit Forward to be truly successful, then, it will have to improve the brand and image of transit. The way to achieve this (now in a positive, circular way) is to be more available and more coordinated. Page 531 of 595 NIAGARA POVERTY REDUCTION NETWORK NIAGARA POVERTY REDUCTION NETWORK www.WipeOutPoverty.ca c/o United Way Niagara 63 Church St, Suite LC1, St. Catharines, ON L2R 3C4 email: info@wipeoutpoverty.ca Investment to achieve the necessary next stages of improvement will thus require courage and foresight on your part as council members. We are thus particularly grateful for your consideration. In light of the above, we add only that, as transit improves through the investments that you are contemplating, more taxpayers of all income levels will be able to use transit. Public support for even more investment in transit from all three levels of government will thus grow too. We urge you to embrace this positive, cascading effect. More taxpayers across Niagara support significantly better funded and coordinated transit than is widely known. It is our privilege to speak for some of those citizens through this letter. We are grateful to you for considering their priorities. Thank you to all of you for your leadership in these challenging, unprecedented days. The fact that our councils are prioritizing discussion of how to improve transit, as part of our pandemic recovery, is a cause for real celebration and hope. Please feel free to reach out to NPRN regarding any aspect of this letter. We look forward to your feedback. Best, Aidan Johnson (they/them/Mx) Chair, Niagara Poverty Reduction Network Jennifer Gauthier (she/her/Ms) Vice-Chair, Niagara Poverty Reduction Network Page 532 of 595 NIAGARA POVERTY REDUCTION NETWORK NIAGARA POVERTY REDUCTION NETWORK www.WipeOutPoverty.ca c/o United Way Niagara 63 Church St, Suite LC1, St. Catharines, ON L2R 3C4 email: info@wipeoutpoverty.ca NPRN Member Organizations: Alzheimer Society of Niagara Ample Labs Bethlehem Housing and Support Services CARP Niagara Community Care of West Niagara Community Care of St. Catharines Credit Canada Debt Solutions Cultivating Hope Foundation District School Board of Niagara ETFO Niagara Occasional Teachers Goodwill Niagara John Howard Society of Niagara Niagara Catholic District School Board Niagara College Niagara Community Foundation Niagara Community Legal Clinic Niagara Falls Community Health Centre Niagara Furniture Bank Niagara Region Anti-Racism Association Positive Living Niagara Salvation Army Fort Erie Social Justice Research Institute, Brock University Start Me Up Niagara St. Barnabus Anglican Church Town of Fort Erie United Way Niagara Welland Public Library Women’s Place of South Niagara YMCA Page 533 of 595 City of Welland Office of the Chief Administrative Officer "Office of the City Clerk ’60 East Main Street,Welland,ON L3B 3X4 .V‘Phone:905-735-1700 Ext.2159 |Fax:905-732-191 Email:clerk@we|land.ca |wvvvv.wel|and.ca ONTARIO -CANADA October 19,2021 File No.21-13 SENT VIA EMAIL Niagara Region P.O.Box 1042 1815 Sir Isaac Brock Way Thorold,ON L2V4T7 Attention:Ann-Marie Norio,Regional Clerk Dear Ms.Norio: Re:October 12 2021 —WELLAND CITY COUNCIL At its meeting of October 12,2021,Welland City Council passed the following motion: “See attached motion” Yours truly, jgapkwu Tara Stephens City Clerk TS:b| Enclosure c.c:-Local Area Municipalities,sent via email ‘A ’i"‘EB‘d§ih§'i}:ep¢;:;rpr;e;;a;¢:anamire Page 534 of 595 kgnwnrutiun,,f 2 l -133852::PAGE 3 4 —7 0 $REF.NO. @zuun‘° RESOLUTION RESOLUTlONNO.2021 - ?a"‘,—_.. MOVED BY:(,£lJ§;@Ul -——-—-s_«—.»'SECONDED BY:-:55: THAT THE COUNCIL OF THE CITY OF WELLAND receives for information Report TRANS-2021-11 — Update #2 Niagara Region Transit (NRT)Governance Strategy;and THAT Welland City Council supports the current levels of Niagara Region Transit service in place and the emergence of on-demand services for smaller municipalities,which do not provide conventional and specialized services;and further THATThe Triple Majority Vote does not occur until the following updates are forwarded to all municipalities; a)Update the ?nancial model to reflect Welland,St.Catharines,Niagara Falls and Niagara lnter- Regional Transit operating costs based upon Council approved 2022 Transit Budgets including: i Assumptions regarding PGT funding (OPTA has forecasted a reduction and Welland has assumed a 25%reduction for 2022 Transit Budget)and ridership levels forecasted to be reduced to 70%pre-COVID. ii Assumptions regarding Safe Restart Funding. iii Both items (PGT and SRA Funding)are currently being lobbied by Ontario Public Transit Association (OPTA) iv Proposed annual lease payments to be made to the City of Niagara Falls for the WEGO Transit Facility b)Updated 5-year Transit Capital Budgets (2022-2026)for Welland,St.Catharines,Niagara Falls and Niagara lnter—Regional Transit.Transit capital costs and allocation percentages proposed to allocate these costs to lower-tiered Municipalities;and further c)Updated Capital assets schedules for Welland,St.Catharines,Niagara Falls and Niagara Region summarizing assets including but not limited to revenue fleet,non-revenue vehicles and facilities. .ucon?nued“. Page 535 of 595 A 21-13AGENDAPAGE- NUMBER ‘A 3 4 —7 0 %REF.NO. ?zliatf? RESOLUTION RESOLUTIONNO.2921 _ THAT Report TRANS-2021-15 —Second Update on Niagara Region Transit (NRT)Governance Strategy be circulated to all area municipalities. Iii GREEN SPECK CHIOCCHIO MCLEOD DIMARCO RICHARD GRIMALDI MASTROIANNI FOKKENS MOOTE VAN VLIET MAYOR CAMPION CARRIED LOST NOT PUT Page 536 of 595 34Page 537 of 595 35Page 538 of 595 36Page 539 of 595 37Page 540 of 595 38Page 541 of 595 39Page 542 of 595 40Page 543 of 595 41Page 544 of 595 42Page 545 of 595 43Page 546 of 595 44Page 547 of 595 45Page 548 of 595 46Page 549 of 595 47Page 550 of 595 48Page 551 of 595 49Page 552 of 595 50Page 553 of 595 51Page 554 of 595 52Page 555 of 595 53Page 556 of 595 54Page 557 of 595 55Page 558 of 595 56Page 559 of 595 57Page 560 of 595 58Page 561 of 595 59Page 562 of 595 60Page 563 of 595 61Page 564 of 595 62Page 565 of 595 63Page 566 of 595 64Page 567 of 595 65Page 568 of 595 66Page 569 of 595 67Page 570 of 595 68Page 571 of 595 69Page 572 of 595 70Page 573 of 595 2021 Proclamation Information Request: XXXX proclamation Date: November 26th, 2021 Organization: Canadian Centre For Women’s Empowerment Proclamation Name: Economic Abuse Awareness Day Proclamation Type: Awareness Campaign Address: Andrea Howard 1012-44 Dunfield Ave Toronto, ON, M4S2H2 Contact: Andrea Howard Cause/Issue/Reason for Proclamation: November is National Domestic Violence Awareness Month and National Financial Literacy Month and the CCFWE is campaigning for support for survivors of economic abuse, an aspect of domestic violence that is not yet part of the conversation in Canada. About Organization: The Canadian Centre for Women’s Empowerment is a national organization, based in Ottawa, Canada dedicated to empowering survivors of domestic violence through advocacy, mentorship, and economic empowerment. Specific Activities Carried Out: National Awareness Campaign for Economic Abuse Awareness Day State the End Result Activities: To raise awareness about the impact of economic abuse and to create economic justice for survivors Delivery or Pick Up: Pick-Up Please indicate how you would like to receive the proclamation: Presented by the Mayor or a Member of Council. Page 574 of 595 Proclamation Title and Exact Wording: City X Proclamation for Day of National Awareness Campaign for Economic Abuse Awareness Day ● Whereas domestic economic abuse is a pattern of control, exploitation or sabotage of money, finances and economic resources (car, food, education, transportation) which affects an individual’s capacity to acquire, use and maintain economic resources and threatens their economic security and self-sufficiency; and ● Whereas a lack of access to economic resources undermines a woman’s independence, such as leaving abusing relationship, limiting her access to social support services, undermining mental and physical well-being and exacerbating other risk factors contributing to homeless, generational trauma and other forms of marginalization affecting women; and ● Whereas women who experience economic abuse are five times more likely to experience physical and other forms of gender-based violence; and 99% of situations which include coercive control will lead to economic and financial abuse. ● Whereas economic abuse has severely impacted numerous generations of Canadian and continues to occur regardless of socio-economic status, race, age or other identity factors; and ● Whereas it is of utmost importance that government, at all levels, take action to support survivors of financial and economic abuse; Therefore, I, (mayor (title) and name), for the City of (name of municipality), hereby proclaim (date) of each year as “Economic Abuse Awareness Day ” in the City of (name of municipality). Dated at (name of municipality) this day/month/year. [word count: approx. 183 words] 227 word count with the mayor statement Commented [1]: Check the word count Page 575 of 595 1 Heather Ruzylo Subject:Proclamation and Falls Illumination Request for City of Niagara Falls From: Niagara Gives <niagaragives@gmail.com> Sent: Wednesday, October 13, 2021 1:51 PM To: Kristine Elia <kelia@niagarafalls.ca> Subject: [EXTERNAL]-Proclamation and Falls Illumination Request for City of Niagara Falls Good evening Kristine, I am connecting with you as you were the contact person for our movement’s previous mayoral proclamation request — Residential School Remembrance Week here in Niagara Falls. I would like to provide to you an additional proclamation request and Falls illumination request regarding this years’ planned GivingTuesday activities, which happen worldwide. I may have already sent a request, but please consider this the most up-to-date concerning GivingTuesday. //Request Begins// Mayor Diodati and Members of Council, This year, on Tuesday, November 30, 2021, we are part of a call to action that will change the calendar and help make history. We are celebrating a day dedicated to giving -- when charities, families, businesses, community centers, students, retailers and more will all come together for GivingTuesday – a movement to celebrate giving and encourage more, better and smarter giving during the Holiday Season that we are proud to be part of. Last year, Mayors throughout North America formally endorsed GivingTuesday. The Governor General also publicly supported GivingTuesday. In 2019, more than 7,000 partners participated in Canada. Through the power of social media, millions of people spread the word resulting in milestone trending on Twitter and we received tens of millions of media impressions. The movement has also resulted in a significant increase in donations to Canadian charities. As the official GivingTuesday civic movement for Niagara’s 12 municipalities, including Niagara Falls, we would like to respectfully request that the City of Niagara Falls officially proclaim November 30, 2021 as GivingTuesday in our great city. Additionally, we humbly request that the City of Niagara Falls commit to illuminating the Falls in red, blue, white, and gold — the colours of the global GivingTuesday movement — from 7pm to 8pm on November 30, 2021. The City of Niagara Falls can really help to make this years’ GivingTuesday into something that will really change the way we think about philanthropy and community service for generations to come. Page 576 of 595 2 The campaign provides a framework and ideas for people to choose their own best way to contribute to their communities and will provide the citizens of Niagara Falls with an opportunity to share their giving stories. For additional information, please visit our national team website at www.givingtuesday.ca. It would be truly be an honor to have the City of Niagara Falls formally proclaim GivingTuesday as a day of giving and commit to illuminating the Falls in the hopes of spreading generosity even further. Thank you for considering our request. //Request Ends// If you have any additional questions, please feel free to contact me via this email. Thank you for your time and your consideration. Best, -- Josh “Yasyszcjosh” Bieuz-Yasyszczuk Coordinator, NiagaraGives Regional Municipality of Niagara, ON, Canada CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Page 577 of 595 EDWARD T. MCDERMOTT Integrity Commissioner City of Niagara Falls Integrity@adr.ca October 25, 2021 Sent by email to: Bill Matson, City Clerk billmatson@niagarafalls.ca Re: IC- 15052-0921 Dear Mr. Matson: I wish to advise you that upon considering the above-noted Complaint and materials referred to therein, I have determined that this Complaint filed against Mayor Jim Diodati and Councillor Wayne Thompson (as well as other unspecified Councillors) must be dismissed and the Complainant has been so advised. After a careful review of the extensive material placed before me I have found that I do not have jurisdiction to deal with the issues set forth in the Complaint. In addition, even if I did have such jurisdiction it is my view that the Complaint did not set forth any or sufficient grounds for conducting an investigation under the City’s Code of Conduct for Members of Council as required by section 17.5 of the Code. I have further found that to the extent the Complaint references the Municipal Conflict of Interest Act (the “MCIA”), it does not comply with the preconditions to an application under that statue. It also does not allege or provide any facts which would lead to a conclusion that any Councillor referenced in the application has any “pecuniary interest” in the issues raised by the Complainant. I will accordingly not Page 578 of 595 2 proceed with any inquiry into a contravention of that statue under either the Code or the MCIA. I am accordingly providing you with this Report that the Complaint is dismissed and I will not be undertaking an investigation under the Code or inquiry under the MCIA. Yours very truly, Edward T. McDermott Integrity Commissioner, City of Niagara Falls Page 579 of 595 1 Heather Ruzylo To:Carey Campbell Subject:RE: for Mayor and Council's consideration From: Carey Campbell <ccampbell@niagarafalls.ca> Sent: Monday, October 25, 2021 6:00 PM To: Carey Campbell <ccampbell@niagarafalls.ca> Subject: letter Sent from my iPhone Page 580 of 595 Mayor Jim Diodati & Niagara Falls City Council City Hall 4310 Queen Street P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.niagarafalls.ca (905) 356-7521 Ext. 4201 Fax: (905) 374-3357 jdiodati@niagarafalls.ca 1 RESOLUTION COVID-19 Testing – Land Border Crossing WHEREAS the communities of Niagara Falls, Ontario and Niagara Falls, New York enjoy a close, longstanding history that goes back centuries and includes many ties of friendship and family across the world’s longest undefended border; and WHEREAS Niagara Falls, Ontario and Niagara Falls, New York are like one City, divided by our international border; and WHEREAS the nations of Canada and the United States enjoy bonds and alliances that include a shared history, supporting one another through challenging times, world wars, and the aftermath of 9/11, both here at home and abroad during the shared mission to Afghanistan that cost many Canadian lives; and WHEREAS Canadian citizens have endured hardships during the COVID-19 pandemic due to the unprecedented extended closure of the land border between Canada and the United States; and WHEREAS the United States government will be opening the land borders to Canadian travelers as of November 8, 2021, following the opening of our border to American travelers as of August 9, 2021; and Page 581 of 595 2 WHEREAS the Canadian government is continuing to insist that fully vaccinated Canadian and American travelers to Canada pay for a costly and difficult to source molecular COVID-19 (PCR) test in order to return through the land borders into Canada; and WHEREAS this test will continue to make travel between the United States and Canada through the land borders prohibitive due to its high cost and added time, especially for day travelers who make up the vast majority of local visitors using any one of our international bridges into Niagara; and THEREFORE be it resolved that the City of Niagara Falls request that the Federal Government remove the requirement to show negative PCR test results for all travelers at land borders who prove they are fully vaccinated AND THAT copies of this resolution be sent to the Right Honourable Justin Trudeau, Prime Minister of Canada; the Honourable Bill Blair, Minister of Public Safety and Emergency Preparedness; the Honourable Doug Ford, Premier of Ontario; Tony Baldinelli, MP, Niagara Falls; Wayne Gates, MPP, Niagara Falls. Page 582 of 595 Mayor Jim Diodati & Niagara Falls City Council City Hall 4310 Queen Street P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.niagarafalls.ca (905) 356-7521 Ext. 4201 Fax: (905) 374-3357 jdiodati@niagarafalls.ca 1 RESOLUTION Support for a Clean Water Infrastructure for the Niagara River WHEREAS our neighboring city of Niagara Falls, New York, by the Niagara Falls Water Board therein, has undertaken an effort described as its “Infrastructure Initiative,” and WHEREAS the said Initiative includes a “Request for Federal Infrastructure Funding,” and WHEREAS the said request details the need for funding the conversion and modification of the Water Board’s Waste Water Treatment Plant (WWTP), from a “physico-chemical process” using activated carbon filtration, to an up-to-date biological process, and WHEREAS the WWTP is the largest remaining physico-chemical treatment plant in the United States, and WHEREAS the WWTP is inefficient and obsolete as evidenced by the occurrence of July 2017 whereby “black water” infiltrated into the lower Niagara River, threatening harm to the river and Great Lakes waterways, and WHEREAS the said incident cast unwanted attention upon one of the world’s great natural wonders, to wit: our falls of Niagara, on both sides of the international boarder, and Page 583 of 595 2 WHEREAS the day-to-day operation of the said WWTP has become increasingly more costly, with the one recent example being an extraordinary increase in the cost of Sodium Hypochlorite (commonly referred to as bleach) from US $0.359 per gallon to US $1.18 per gallon, resulting in a yearly, and unsustainable, cost increase of US $6,059.000, and WHEREAS with the estimated cost of the conversion and modification exceeding the sum of US $200 million, it is obvious that without substantial support from New York State and the United States government the project is not economically feasible, and WHEREAS approximately 13,140 to 17,520 gallons (109,657 to 146,213 lbs) of Sodium Hypochlorite are dumped into the Niagara River yearly and with that this body recognizes the significance of the initiative described above and wishes to publicly express our support, THEREFORE BE IT RESOLVED that the Niagara Falls, Ontario City Council hereby formally expresses its support for the Support for a Clean Water Infrastructure for the Niagara River and urges the State of New York and the government of the United States to do all in their power to provide adequate funds for the conversion and modification of the Niagara Falls Water Board’s Waste Water Treatment Plant, AND IT IS FURTHER RESOLVED copies of this resolution be forthwith provided to United States Senators Chuck Schumer and Kirsten Gillibrand, to U.S. House of Representatives Member Brian Higgins, and to such other elected and appointed officials as the Niagara Falls Water Board may deem appropriate. Page 584 of 595 CITY OF NIAGARA FALLS By-law No. 2021 - A by-law to authorize the payment of $35,582,448.55 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 August 27, 2021 to October 8, 2021. Passed this twenty sixth day of October, 2021 ..................................................... .......................................................... WILLIAM G. MATSON, JAMES M. DIODATI, CITY CLERK MAYOR First Reading: October 26, 2021 Second Reading: October 26, 2021 Third Reading: October 26, 2021 Page 585 of 595 CITY OF NIAGARA FALLS By-law No. 2021 - 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. Read a first, second, third time and passed. Signed and sealed in open Council on this 26th day of October, 2021. ............................................................... ........................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 586 of 595 SCHEDULE “C” 1. Parking By-law Enforcement Officers: Dillon Betts Paul Brown Marianne Catherwood Bill Crowder Harold Colpitts Jesse de Smit John Garvie Cathy Hanson Andrea Malgie Krista McGowan Marcella Monte Liam Raymond Philip Rudachuk Morgan Sereeira Thomas Tavender Page 587 of 595 CITY OF NIAGARA FALLS By-law No. 2021 - A by-law to amend By-law 2019-004, Council’s Procedural by-law, with respect to the yearly Schedule of Meetings. WHEREAS Section 5.1 of the Procedural By-law states that all regular meetings of Council shall be held according to the schedule to be set annually and approved by Council. WHEREAS Council has approved the 2022 Schedule of meetings by way of approval of report CD-2021-04, 2022 Council Schedule. THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1 . That Schedule “A” attached hereto be adopted to reflect the 2022 Council Meeting Schedule. 2. That the Council Meetings be scheduled to start at 4:00pm on the applicable dates as noted in the attached schedule, with the exception of July 12, 2022 and August 9, 2022 where the meetings will commence at 1:00pm. 3. That the Inaugural meeting of the next term of Council take place on November 15, 2022 at a time to be determined by staff and to be announced. Read a first, second and third time and passed. Signed and sealed in open Council on this 26th day of October, 2021 ............................................................... ........................................................ WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 588 of 595 2022 JANUARY FEBRUARY MARCH MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY 1 2 3 4 1 2 3 4 3 4 5 6 7 7 8 9 10 11 7 8 9 10 11 10 11 12 13 14 14 15 16 17 18 14 15 16 17 18 17 18 19 20 21 21 22 23 24 25 21 22 23 24 25 24 25 26 27 28 28 28 29 30 31 31 APRIL MAY JUNE MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY 1 2 3 4 5 6 1 2 3 4 5 6 7 8 9 10 11 12 13 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 20 21 22 23 24 25 26 27 28 29 30 31 27 28 29 30 JULY AUGUST SEPTEMBER MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY 1 1 2 3 4 5 1 2 4 5 6 7 8 8 9 10 11 12 5 6 7 8 9 11 12 13 14 15 15 16 17 18 19 12 13 14 15 16 18 19 20 21 22 22 23 24 25 26 19 20 21 22 23 25 26 27 28 29 29 30 31 26 27 28 29 30 OCTOBER NOVEMBER DECEMBER MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY 1 2 3 4 1 2 3 4 5 6 7 7 8 9 10 11 5 6 7 8 9 10 11 12 13 14 14 15 16 17 18 12 13 14 15 16 17 18 19 20 21 21 22 23 24 25 19 20 21 22 23 24 25 26 27 28 28 29 30 26 27 28 29 30 31 New Y e Family Day Good Friday Easter Monday Victoria Day Canada Day Holiday Civic Holiday Labour Day Boxing Day Council Meeting Holiday March Break Council Meeting Council Meeting Council Meeting Council Meeting Council Meeting Council Meeting Council Meeting Council Meeting Council Meeting Council Meeting Council Meeting Council Meeting AMO 2021 Inaugural Council Meeting Election Christmas Day Observed New Years ObservedChristmas FloaterClosed Election Inaugural Council Meeting Page 589 of 595 CITY OF NIAGARA FALLS By-law No. 2021 - A by-law to declare 5925 Summer Street (Coronation Centre) and Parking Lot (Corner of Lowell Avenue and Summer Street), 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 October 5, 2021, adopted the Recommendations of Council Report L-2021-21, to declare 5925 Summer Street (Coronation Centre) - Lot D w/s Portage Rd., Plan 653 abstracted as Block 2 Village of Niagara Falls; Part Block w/s Portage Rd. or Main St., Plan 653 abstracted as Block 11 Village of Niagara Falls; Part Lot 8 w/s Portage Rd., N. of Lundy’s Lane, Plan 653 abstracted as Block 2 Village of Niagara Falls as in RO279972; City of Niagara Falls being all of PIN 64315-0098 (LT), and Parking Lot (Corner of Lowell Avenue and Summer Street) - Part Block w/s Portage Rd. or Main St., Plan 653 abstracted as Block 11 Village of Niagara Falls as in NF55034; City of Niagara Falls being all of PIN 64315-0125 (LT) as surplus. 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. 5925 Summer Street (Coronation Centre) - Lot D w/s Portage Rd., Plan 653 abstracted as Block 2 Village of Niagara Falls; Part Block w/s Portage Rd. or Main St., Plan 653 abstracted as Block 11 Village of Niagara Falls; Part Lot 8 w/s Portage Rd., N. of Lundy’s Lane, Plan 653 abstracted as Block 2 Village of Niagara Falls as in RO279972; City of Niagara Falls being all of PIN 64315-0098 (LT), and Parking Lot (Corner of Lowell Avenue and Summer Street) - Part Block w/s Portage Rd. or Main St., Plan 653 abstracted as Block 11 Village of Niagara Falls as in NF55034; City of Niagara Falls being all of PIN 64315-0125 (LT), 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 twenty-sixth day of October, 2021. ................................................................ ................................................................ WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 590 of 595 CITY OF NIAGARA FALLS By-law No. 2021- A by-law to exempt the property municipally known as 6065 McLeod Road from the requirements for approval of condominium descriptions under Sections 51 and 51.1 of the Planning Act. WHEREAS Sections 9(3)(b) and 9(7) of the Condominium Act, 1998, provides that the approval authority may by by-law exempt a plan from the provisions of Sections 51 and 51.1 of the Planning Act; AND WHEREAS the property is subject to a registered site plan agreement (Instrument Nos. SN633280 and SN673859); AND WHEREAS all issues regarding development, servicing, grading, parking, landscaping and zoning compliance were reviewed at the time of Site Plan Approval; NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. The lands described as Lots 42 & 43, and Duncan Avenue, Plan 67 Stamford (Closed by Order RO279159); Part Lot 21, Plan 246 & Part Lot 173 Township of Stamford, Parts 1, 2, & 3, 59R-16518 save and except Parts 1, 2 & 3, 59R-16619; subject to an easement over Part Lot 173, Township of Stamford, Part 3, 59R- 16518 as in RO390317; subject to an easement as in SN645582; subject to an easement in gross as in SN674579, City of Niagara Falls are hereby exempt from the provisions of Sections 51 and 51.1 of the Planning Act in accordance with Sections 9(3)(b) and 9(7) of the Condominium Act, 1998. 2. This by-law shall be in effect for a period of one year from October 26, 2021. Read a First, Second and Third time; passed, signed and sealed in open Council this 26th day of October, 2021. ....................................................................... ..................................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 591 of 595 CITY OF NIAGARA FALLS By-law No. 2021 - A by-law to designate Block 29, Plan 59M-167 to be deemed not to be within a registered plan of subdivision (DB-2021-002). WHEREAS subsection 50(4) of the Planning Act, R.S.O.1990, provides that the council of a local municipality may by by-law, designate any plan of subdivision, or part thereof, that has been registered for eight years or more, to be deemed not to be a registered plan of subdivision for the purpose of subsection 50(3) of the Planning Act, R.S.O.1990; AND WHEREAS the said land is within a plan of subdivision registered in 1989; AND WHEREAS to facilitate the legal merger of the said land to allow it to be developed as one parcel, the passing of a by-law as provided in subsection 50(4) is necessary; AND WHEREAS the Council of the Corporation of the City of Niagara Falls, in the Regional Municipality of Niagara deems it expedient to designate the said land to be deemed not to be within a registered plan of subdivision as provided in said subsection 50(4). THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACT AS FOLLOWS: 1. Block 29, Plan 59M-167, in the City of Niagara Falls, in the Regional Municipality of Niagara, shall be deemed not to be within a registered plan of subdivision for the purpose of subsection 50(3) of the Planning Act, R.S.O.1990. Read a First, Second and Third time; passed, signed and sealed in open Council this 26th day of October, 2021. ......................................................................... ....................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR S:\DEEMING BY-LAW\DB-2021-002, 7686 Dorchester Road\Deeming By-law.docx Page 592 of 595 CITY OF NIAGARA FALLS By-law No. 2021- A by-law to amend By-law No. 2018-120, which amended By-law No. 79-200, to remove the holding symbol (H) on the lands municipally known as 8004 Lundy’s Lane (AM-2018-013). WHEREAS By-law No. 2018-120 includes land use holding prohibitions that have the effect of zoning the lands R5C(H)-1078; AND WHEREAS 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; AND WHEREAS the purpose of this by-law is to remove the land use holding prohibitions set out in By-law No. 2018-120 on the Lands, to have the effect of zoning the Lands R5C-1078; AND WHEREAS the purpose of this by-law is to amend By-law No. 2018-120 such that the provisions of By-law No. 2018-120 concerning the permitted uses and governing regulations for the Lands will be of full force and effect in accordance with this by-law; AND WHEREAS the Council of the City of Niagara Falls is satisfied that the purpose of the holding provisions of By-law No. 2018-120 with respect to the Lands, will be achieved and that the conditions required for the removal of the holding provisions of By-law No. 2018-120 for the Lands will or can be fulfilled; AND WHEREAS it is and has always been the intent of the Council of the City of Niagara Falls that the holding provisions of By-law No. 2018-120 would be removed and the permitted uses and regulations set out in the by-law would be implemented once the conditions set out in By-law No. 2018-120 had been fulfilled; AND WHEREAS the Council of the City of Niagara Falls is proceeding in accordance with subsection 36(4) of the Planning Act, R.S.O. 1990, c. P.13. THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. The holding provisions of By-law No. 2018-120 are hereby declared to be of no force and effect on the Lands. 2. The holding symbol (H) is removed from the zoning designation of the Lands, as shown on Schedule 1. 3. The balance of By-law No. 2018-120 is declared to be in full force and effect on the Lands. Read a First, Second and Third time; passed, signed and sealed in open Council this 26th day of October, 2021. ............................................................... ................................................................ WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 593 of 595 THE CORPORATION OF THE CITY OF NIAGARA FALLS BY-LAW Number 2021 - XX A by-law to amend By-law No. 89-2000, being a by-law to regulate parking and traffic on City Roads. (Parking Prohibited) ------------------------------------------------------------ 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 adding to the specified columns of Schedule C thereto the following item: PARKING PROHIBITED COLUMN 1 HIGHWAY COLUMN 2 SIDE COLUMN 3 BETWEEN COLUMN 4 TIMES/DAYS Sunhaven Drive South/West A point 142 metres east of Jubilee Drive and a point 70 metres north of Venus Crescent At All Times This By-law shall come into force when the appropriate signs are installed. Passed this twenty-sixth day of October, 2021. ............................................................... ........................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR First Reading: October 26, 2021 Second Reading: October 26, 2021 Third Reading: October 26, 2021 Page 594 of 595 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 26th day of October, 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 26th day of October, 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 26th day of October, 2021. .............................................................. ............................................................. WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 595 of 595