11-16-2021
City of Niagara Falls
Agenda
City Council Meeting
Tuesday, November 16, 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
November 16, 2021 - Resolution to go In-Camera
13
2. CALL TO ORDER
O Canada: Performed by: Kristin Paterson
Land Acknowledgement and Traditional Indigenous Meeting Opening
3. ADOPTION OF MINUTES
3.1.
Council Minutes of October 26, 2021
Minutes - City Council - 26 Oct 2021 - Pdf
14 - 34
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 625
6.1. 2022 Canada Games
Doug Hamilton, Matt Hill, and Vittoria Wikston, from the 2022 Canada
Games Committee, will be sharing a presentation to Council regarding
the upcoming 2022 Canada Summer Games in Niagara. Doug Hamilton
will be presenting.
R&C-2021-18 (Report & presentation added)
Canada Summer Games 13 for 13 Cultural Event Budget Request
N22 Games - Niagara Falls Council Presentation - Nov 16th'21
R&C-2021-18-Canada Summer Games 13 for 13 Cultural Event Budget
Request
R&C-2021-18 - Attachment #1 13 for 13 cultural event draft budget
R&C-2021-18-Attachment #2 Niagara Falls 2022 13 for 13 Letter of
Intent
R&C-2021-18-Attachment #3 13 for 13 Cultural Event Outline
R&C-2021-18-Attachment
35 - 65
6.2.
Cannabis Facilities Study
Susanne MacDonald, Senior Planner, and Paul Lowes, both from SGL
Planning will be providing Council a presentation on the final
recommendations on the Cannabis Facilities Study.
PBD-2021-71
Cannabis Growing Facilities - Status Update
PBD-2021-71, Cannabis Growing Faciliites Study Update
PBD-2021-71, Schedule 4 - SGL Letter November 8 2021
66 - 74
6.3.
Update from Business Development - Upcoming City events
Serge Felicetti, Director of Business Development, will be providing a
verbal update regarding upcoming City events including the New Year's
Eve festivities.
6.4.
2022 Parking Budget Presentation
Jonathan Leavens, Acting Director of Finance, to speak to this
presentation.
2022 Parking Budget Presentation 11.16.21
75 - 108
Page 2 of 625
2022 PARKING BUDGET - MEDIA
6.5.
2022 Capital Budget
Jonathan Leavens, Acting Director of Finance and James Dowling,
Manager of Capital Accounting will speak to the capital budget.
F-2021-56 (Report and presentation added; Capital Budget
Revised)
2022 Capital Budget
2022 Capital Budget (Revised)
Presentation-2022 Capital Budget 11.16.21
F-2021-56 - 2022 Capital Budget
F-2021-56 - Attachment 1 - 2022 Capital Budget – Project Funding
Available for Re-Allocation
F-2021-56 - Attachment 2 - 2022 Capital Budget – Summary of Funding
Re-Allocations
F-2021-56 - Attachment 3 - 2022 Capital Budget – Debt Financing
Summary
F-2021-56 - Attachment 4 - 2022 Capital Budget – Annual Repayment
Limit (ARL)
109 - 383
7. PLANNING MATTERS
7.1.
PBD-2021-66 (Presentation added)
AM-2021-015, Zoning By-law Amendment Application
Old McLeod Road, west of Stanley Avenue
Part Lot 2, Plan 4 Stamford
Applicant: 2773765 Ontario Ltd. (Bojan Petrov)
Agent: RADEFF Architect Ltd. (Constantine Radeff)
6 Storey Building with 35 Dwelling Units
PBD-2021-66, AM-2021-015 Old McLeod Road Property ID #25014
Presentation-PBD-2021-66 Old Mcleod Rd
384 - 404
Page 3 of 625
8. REPORTS
8.1.
F-2021-55 (Report updated)
2020 Parking Fund Budget to Actual (unaudited) Comparison
F-2021-55 2020 Parking Fund Budget to Actual (unaudited) Comparison
F-2021-55 Attachment 1 - Parking Fund Budget to Actual (unaudited)
Comparison
405 - 408
8.2.
MW-2021-78
School Crossing Guard Reviews – Multiple Locations
MW-2021-78 School Crossing Guard Reviews - Multiple Locations
MW-2021-78 Attachment 1 - School Crossing Guard Reviews - Multiple
Locations Study Area Map
MW-2021-78 Attachment 2 - Letter from St John Henry Newman
Catholic School
409 - 417
8.3.
PBD-2021-64
Housing Concepts
Dunn Street Extension
PBD-2021-64, Dunn Street Extension Housing Concepts
PBD-2021-64, Schedules 3-7
418 - 427
8.4.
PBD-2021-69
RL-2009-001, Request for Extension of Revitalization Grant
Approval for 5698 Main Street (Wellness Suites)
Applicant: 753049 Ontario Ltd. (Nick Vacarro)
PBD-2021-69, Request for Extension, Revitalization Grant, 5698 Main
Street, 753049 Ontario
428 - 433
9. 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.
Page 4 of 625
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.
MW-2021-77
Carlton Avenue – Parking Review
MW-2021-77 Carlton Avenue - Parking Review
MW-2021-77 Attachment 1 - Carlton Avenue - Parking Review Study
Area Map & Pictures
434 - 440
MW-2021-79
McMicking Street at Piva Avenue
Pedestrian Crossover
MW-2021-79 McMicking Street @ Piva Avenue - Pedestrian Crossover
MW-2021-79 Attachment 1 - McMicking Street @ Piva Avenue -
Pedestrian Crossover Study Area Map
441 - 444
MW-2021-80
Multiple Intersections
Intersection Control Review
MW-2021-80 Multiple Intersections - Intersection Control Review
MW-2021-80 Attachment 1 - Multiple Intersections - Intersection Control
Review - Study Area
445 - 449
MW-2021-81
Heritage Drive
Parking Control Review
MW-2021-81 Heritage Drive - Parking Control Review
MW-2021-81 Attachment 1 - Heritage Drive - Parking Control Review
450 - 453
PBD-2021-62
PLC-2021-003, Request for Removal of Part Lot Control
Lot 27, Range 2, Plan 284
454 - 457
Page 5 of 625
4437-4443 First Avenue
Applicant: Brian O’Neill
PBD-2021-62, PLC-2021-003, First Ave
PBD-2021-63
Execution by-law to authorize the Mayor and Clerk to bind the City
PBD-2021-63, Execution Agreement
458
PBD-2021-65
PLC-2021-004, Request for Removal of Part Lot Control
Blocks 1, 6 & 10, Registered Plan 59M-474
6713-6723 Cropp Street and 4877-4897 Pettit Street
Applicant: Winzen Niagara Homes Limited
PBD-2021-65, PLC-2021-004, Winzen Niagara Homes
459 - 465
PBD-2021-67
AM-2020-016, Zoning By-law Amendment Application
Part 1: 6663, 6671 and 6683 Stanley Avenue and 5640 and 5582
Dunn Street
Part 2: Part Range 6 Plan 1 Stamford Surface Only, as in ST40172
Applicants: Stanley JV Inc. (Kyle Bittman) and Tom and Susan
Newell
Agent: NPG Planning Solutions (Mary Lou Tanner)
Mixed Use 30-Storey Development Consisting of Two Apartment
Buildings and a Hotel Building
PBD-2021-67, AM-2020-016 Stanley & Dunn, Deem Changes Minor
466 - 470
PBD-2021- 68
Matters Arising from Municipal Heritage Committee
5017 Victoria Avenue, Carnegie Library
5688 Robinson Street, Climenhage House
PBD-2021-68, Matters Arising from MHC, 2021DPG
471 - 473
10. COMMUNICATIONS AND COMMENTS OF THE CITY CLERK
10.1.
Resolution - City of St. Catharines - Recommendations for the
National Summit on Islamophobia
474 - 476
Page 6 of 625
At its meeting of October 18, 2021, St. Catharines City Council
approved the following motion regarding Recommendations for the
National Summit on Islamophobia:
• That Council endorse the municipal recommendations as
prepared by the National Council of Canadian Muslims (NCCM)
for the National Summit on Islamophobia, as presented in
Appendix 2 of this report; and
• That the City Clerk notify the City’s Anti-Racism Advisory
Committee and the Equity and Inclusion Advisory Committee of
this endorsement; and
• That the motion be circulated to the local area municipalities.
RECOMMENDATION: To Refer to Staff as well as the Diversity and
Inclusion Advisory Committee and the Anti-Racism Committee.
Appendix 2 CAO-169-2021 National Council of Canadian Muslims
Municipal Recommendations
10.2.
Niagara Region Correspondence
The following items have been sent from the Niagara Region for
information:
RECOMMENDATION: For the Information of Council.
1) Regional Report - PDS 31-2021 - Niagara Region Incentives Policy
2) Regional Report - PDS 37-2021 - Regional Incentives Information
and Alternatives
3) Correspondence Respecting ED-C - 2021 Comprehensive Marine
Strategy
4) Regional Report - CSD 58-2021 - Additional Information Respecting
Optional Small Business Tax Subclass
5) Designation of a Community Safety Zone on Regional Road 20
(Lundy's Lane) in the City of Niagara Falls.
6) Development Update - Hawkins Street/Heximer Avenue, Niagara
Falls - Letter sent to neighbours.
CLK-C 2021-163 PDS 31-2021 - Niagara Region Incentives Policy
CLK-C 2021-162 PDS 37-2021- Regional Incentives Information and
Alternatives
477 - 565
Page 7 of 625
CLK-C 2021-161 ED-C 1-2021 - 2021 Comprehensive Marine Strategy
ED-C 1-2021 - Comprehensive Marine Strategy Letter
CLK-C 2021-164 CSD 58-2021 - Additional Info respecting optional
samll business tax subclass
By-law No. 2021-86 - Designation of a Community Safety Zone
CLK-C 2021-165 By-law 2021-86
Hawkins-Heximer fact sheet Oct 2021
letter to Hawkins Neighbours Nov2021
10.3.
City of Kitchener - Resolution - Vaccine Passport Program
That the City of Kitchener thank the Province of Ontario for developing
the vaccine passport program, but urge the Province to provide financial
supports for businesses to cover capital and human resource costs
necessary to execute the program.
RECOMMENDATION: For the Information of Council.
Letter - Vaccine Passport Program
566 - 567
10.4.
Flag-Raising Request
56 Year Anniversary - 2022 - Since the establishment of diplomatic ties
between the relations of the Republic of Bulgaria and Canada.
RECOMMENDATION: That Council approve the request for a flag-
raising on Thursday, March 3, 2022 to celebrate the 56th Anniversary of
establishing diplomatic ties between the relations of the Republic of
Bulgaria and Canada.
Flag-Raising Request - Diplomatic Relationship between Republic of
Bulgaria and Canada
568 - 569
10.5.
Downtown BIA - Parking - Holiday Shopping
The Downtown BIA is seeking a resolution by Council to approve free
parking within the BIA area for the purpose of holiday shopping for
2021.
570
Page 8 of 625
RECOMMENDATION: That Council approve two-hour on -street free
parking on Queen Street between December 1, 2021 and December 31,
2021.
City Council Letter - Free Holiday Parking
10.6.
Proclamation Request - The Year of the Garden
An invitation has been extended to municipalities to consider joining the
celebration of the Year of the Garden 2022.
The Year of the Garden 2022 will mark an important period for
Candadians of all ages to learn more about growing, enjoying and
experiencing gardens, and all the vitality of life benefits they provide.
RECOMMENDATION: That Council approve the request to proclaim
the year 2022 as the Year of the Garden.
Year of the Garden 2022 - Presentation
Year of the Garden 2022 - Invitation to Municipalities
template Municipal Proclamation of 2022 as Year of the Ga rden
571 - 594
11. RESOLUTIONS
11.1.
Resolution regarding Tree Protection and Intensification
Attached is a resolution from Councillor Lococo regarding a request to
strengthen our tree protection to preserve and enhance our urban
forests.
No.13 - Resolution - Tree Protection and Intensification (2)
595 - 596
11.2.
PBD-2021-67
AM-2020-016, Zoning By-law Amendment Application
Part 1: 6663, 6671 and 6683 Stanley Avenue and 5640 and 5582
Dunn Street
Part 2: Part Range 6 Plan 1 Stamford Surface Only, as in ST40172
Applicants: Stanley JV Inc. (Kyle Bittman) and
Tom and Susan Newell
Agent: NPG Planning Solutions (Mary Lou Tanner)
Mixed Use 30-Storey Development Consisting of Two Apartment
Buildings and a Hotel Building
That subject to subsection 34(17) of the Planning Act, 1990 R.S.O
Council deems the change in the zoning by -law minor and exempts the
requirement for further written notice.
597 - 598
Page 9 of 625
No.14 - Resolution - AM-2020-016
12. RATIFICATION OF IN-CAMERA
13. BY-LAWS
The City Clerk will advise of any additional by-laws or amendments to
the by-law listed for Council consideration.
2021-119 - A by-law to provide for the adoption of Amendment No. 140
to the City of Niagara Falls Official Plan (AM-2021-012).
By-law - OPA 140
By-law - OPA 140 PART 2 BODY
By-law - OPA 140 Preamble
By-law - OPA 140 Schedule 1
599 - 602
2021-120 - A by-law to amend By-law No. 79-200, to permit the use of
lands for a 5 storey apartment dwelling, containing a total of 39 units,
subject to the removal of holding (H) symbol (AM-2021-012).
AM-2021-012 draft by-law
AM-2021-012_Schedule 1
603 - 605
2021-121 - A by-law to amend By-law No. 79-200, to permit the use of
the lands for a 9 storey apartment dwelling, containing a total of 96
dwelling units and ancillary commercial space, subject to the removal of
a holding (H) symbol (AM-2021-006).
AM-2021-006 by-law
AM-2021-006 Schedule 1
AM-2021-006 Schedule 2
606 - 610
2021-122 - A by-law to amend By-law No. 79-200, to regulate the
Garner Road plan of subdivision on the lands (AM-2021-001).
AM-2021-001 by-law
611 - 614
Page 10 of 625
AM-2021-001 Schedule
2021-123 - A by-law to designate Lot 27, Range 2, Registered Plan 284,
not to be subject to part-lot control (PLC-2021-003).
By-law for PBD-2021-62
615
2021-124 - A by-law to designate Blocks 1, 6 & 10, Registered Plan
59M-474, not to be subject to part-lot control (PLC-2021-004).
By-law for PBD-2021-65
616
2021-125 - A by-law to authorize the execution of an agreement with
Walker Aggregates Inc. to recover the costs of processing an Official
Plan Amendment and Zoning By-law Amendment application.
By-law for PBD-2021-63
617
2021-126 - Being a by-law to repeal By-law 2010-090, a Designation By-
law under the Ontario Heritage Act, designating the property formerly
known as the Lundy’s Lane School at Green’s Corners, 7565 Lundy’s
Lane, as being of cultural heritage value and interest.
By-law to repeal heritage designation 7565 Lundys Lane
618 - 619
2021-127 - A by-law to amend By-law No. 89-2000, being a by-law to
regulate parking and traffic on City Roads. (Stopping Prohibited)
Nov 16 - Carlton Avenue
620
2021-128 - A by-law to amend By-law No. 89-2000, being a by-law to
regulate parking and traffic on City Roads. (Stopping Prohibited,
Pedestrian Crossovers)
Nov 16 - McMicking Street @ Piva Avenue By-law
621 - 622
2021-129 - A by-law to amend By-law No. 89-2000, being a by-law to
regulate parking and traffic on City Roads. (Speed Limits on Highways –
(Part 3 – 70km/h), Speed Limits on Highways – (Part 2 – 60km/h).
November 16 - Ridge Road
623 - 624
Page 11 of 625
2021-130 - A by-law to adopt, ratify and confirm the actions of City
Council at its meeting held on the 16th day of November, 2021.
11 16 21 Confirming By-law
625
14. NEW BUSINESS
15. ADJOURNMENT
Page 12 of 625
The City of Niagara Falls, Ontario
Resolution
November 16, 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 November 16, 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 subj ect matter
being considered is;
(b) personal matters about an identifiable individual;
THEREFORE BE IT RESOLVED that on November 16, 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.
AND The Seal of the Corporation be hereto affixed.
WILLIAM G. MATSON JAMES M. DIODATI
CITY CLERK MAYOR
Page 13 of 625
MINUTES
City Council Meeting
Tuesday, October 26, 2021
Council Chambers/Zoom App at 4:00 PM
COUNCIL PRESENT: Mayor Jim Diodati, Councillor Wayne Campbell, Councillor Chris Dabrowski,
Councillor Vince Kerrio, Councillor Lori Lococo, Councillor Victor Pietrangelo,
Councillor Mike Strange, Counicllor Wayne Thomson
COUNCIL ABSENT: Councillor Carolynn Ioannoni
STAFF PRESENT: Erik Nickel, Alex Herlovitch, Bill Matson, Ed Lustig, Chief Jo Zambito, Jonathan
Leavens, Kathy Moldenhauer, Serge Felicetti, Trent Dark, Marianne Tikky,
James Sticca, Margaret Corbett, Heather Ruzylo, Shawn Oatley
1. IN CAMERA SESSION OF COUNCIL
1.1. Resolution to go In-Camera (Updated)
ORDERED on the motion of Councillor Wayne Thomson, Seconded by
Councillor Vince Kerrio that Council enter into an In-Camera session.
Carried Unanimously (Councillor Ioannoni, Pietrangelo and Strange
were absent from the vote).
2. CALL TO ORDER
O Canada: Performed by: Mila Neamtu
Land Acknowledgement and Traditional Indigenous Meeting Opening
• 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 Brian Kon who is
a local artist of Metis decent, an advocate and strong voice in the
Indigenous community, to share his 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 of Brian Kon shown.
Page 1 of 21
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City Council
October 26, 2021
• 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.
3. ADOPTION OF MINUTES
3.1. Council Minutes of October 5, 2021
ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by
Councillor Vince Kerrio that the minutes of October 5, 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 pecuniary interest to the following
cheques:
• Chq 447167, Sept 1, 2021 for $122.12, payable to herself
(expenses)
• Chq 00368-0058, Aug 30, 2021 for $2,333.33 (cheque payable to
Niagara Falls Art Gallery)
• Chq 00370-0042, Sept 13, 2021 for $364.07 (cheque payable to
Niagara Falls Art Gallery)
• Chq 00374-0053, Sept 23, 2021 for $2,333.33 (cheque payable
to Niagara Falls Art Gallery, which she sits on the board as a
director)
• Chq 00368-0029, Aug 30, 2021 for $3,250.00, payable to
Downtown Board of Management.
• Chq 00374-0026, Sept 23, 2021 for $21,000.00, payable to
Downtown Board of Management.
• Chq 00377-0029, Oct 4, 2021 for $100,000.00, payable to
Downtown Board of Management. (spouse's former employer).
• Also noted: Item #7.7 - The Niagara Falls Exchange Operating
and Business Plan - On page 37, it lists "Potential Partnerships
with Niagara Arts Showcase and Carmel Fine Art and Music
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City Council
October 26, 2021
Festival." Councillor Lococo was the Administrator of these
organizations. They have not been active since 2018. Councillor
Lococo does not have a conflict of interest any longer but
because they were mentioned in the report, she wanted to clarify
with this explanation.
b) Councillor Victor Pietrangelo declared a conflict of interest to the
following:
• Item #6.1 - Niagara Region Presentation - reconstruction of
Montrose/Lyons Creek, as family owns land that will be affected.
• Indicates a pecuniary interest to the following ch eques:
o Cheque #00374-0025 and #00375-0003, payable to
DSBN, Spouse's employer.
o Cheque #00375-0004 and 00368-0057, payable to
NDCSB, Councillor Pietrangelo's employer.
c) Mayor Jim Diodati declared a pecuniary interest to cheque #447556,
payable to himself.
5. MAYOR'S REPORTS, ANNOUNCEMENTS
a) Mayor Diodati extended condolences on the passing of Robert Judge,
Father of Jim Judge of our Municipal Works Department.
Mayor Diodati also extended condolences on the passing of Sandie
Bellows, Chair, Niagara Parks Commission.
• City Councillor & Regional Councillor
• Falls was illuminated in pink on Monday, Oct18th in her honour
• Nickname “Hollywood”
• Loved chicken wings & pizza at Yanks
• NPC Power Plant opened under her leadership
• Will have a dedication ceremony in future
• Our best wishes to Spencer and Colton, her sons
b) Mayor Diodati recognized Councillor Lori Lococo for attending the Grand
Opening of the Green Door Project and to Councillor Wayne Campbell
for attending the Gharba Dance & Concert Greetings, the Virtual
Islamophobia & Racism presentation and the Diwali Lamp Lighting.
c) Mayor Diodati discussed the following events:
Remembrance Day Ceremony
• Thursday, November 11th at 10:45AM
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City Council
October 26, 2021
• Last year we did an outdoor ceremony to align with COVID
protocols
• This year we will once again host an outdoor ceremony
• Seating limited and distanced
• Face coverings requested if distancing can’t be achieved
• Open to the public to attend
• Will be live-streamed at niagarafalls.ca
Fire Department Line of Duty Ceremony
• In memory of Fred Hall
• Also honoured our 11 past fallen members
• Also attended by Councillor Lococo, Councillor Thomson,
Councillor Pietrangelo
Grand Openings:
• Fortius Physiotherapy & Wellness Niagara
• Business Retirement:
• Fred & Lou’s Barber Shop & Hairstyling
o Retirement after more than 50 years
o Also attended by Councillor Thomson
d) Mayor Diodati extended Halloween greetings to all.
e) The next Council meeting is scheduled for Tuesday, November 16th,
2021.
6. DEPUTATIONS / PRESENTATIONS
6.1. Niagara Region Presentation - 1-5 Year Transportation Capital
Budget Outlook
Carolyn Ryall, Director Transportation Services and Frank Tassone,
Associate Director, Transportation Engineering, shared a presentation to
review the 1-5 Year Transportation Capital Budget Outlook.
ORDERED on the motion of Councillor Mike Strange, Seconded by
Councillor Wayne Thomson that the presentation provided by the
Niagara Region, outlining the 1-5 Year Transportation Capital Budget
Outlook, be received for information.
Carried Unanimously (Councillor Pietrangelo declared a conflict).
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City Council
October 26, 2021
7. REPORTS
7.1. R&C-2021-17
Recreation, Culture & Parks Plan
Consultants from Monteith Brown Planning, Todd Brown and Anand
Desai shared a presentation to discuss the City of Niagara Falls'
Recreation, Culture and Parks ten year plan.
The report recommends:
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.
ORDERED on the motion of Councillor Wayne Thomson, Secon ded by
Councillor Mike Strange that the report be approved as recommended.
Carried Unanimously
7.2. MW-2021-72
Winter Sidewalk Maintenance Considerations
Erik Nickel, Director of Municipal Works and Marianne Tikky, Manager
of Municipal Roadways, shared a presentation regarding "Winter
Sidewalk Maintenance Considerations."
The report recommends:
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 4B 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.
ORDERED on the motion of Councillor Chris Dabrowski, Seconded by
Councillor Vince Kerrio that the report be received by Council and that
staff be directed to come back with a communication plan that will
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City Council
October 26, 2021
include public input from residents and from members of the Seniors
Advisory Committee and to go back to staff for contract estimates.
Carried Unanimously
7.3. MW-2021-75
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, shared a brief presentation each
regarding the City of Niagara Falls Climate Adaptation Plan.
Councillor Wayne Campbell left the meeting at 7:18 PM and did not
return.
The report recommends:
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.
ORDERED on the motion of Councillor Lori Lococo, Seconded by
Councillor Victor Pietrangelo that the report be approved as
recommended and to include the agriculture industry as part of the
planning process.
Carried Unanimously (Councillor Campbell was absent).
ORDERED on the motion of Councillor Lori Lococo, Seconded by
Councillor Vince Kerrio that staff bring back a report regarding the City
of Niagara Falls considering a local tree by-law that would include:
other Niagara local area municipalities' by-laws; the Niagara Regional
by-law; zoning definitions for different environmental protection areas, a
tree inventory and to request a presentation to Council from the City's
forestry staff.
Page 6 of 21
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City Council
October 26, 2021
Carried Unanimously (Councillor Campbell was absent).
ORDERED on the motion of Councillor Lori Lococo that staff contact the
Ontario Government to review the following policies: The Municipal Act;
The Forestry Act; The Planning Act and the Natural Heritage Reference
Manual as it pertains to the sections of the acts/policies regarding the
removal/destruction of trees, definitions of woodlands, density of trees,
zoning in EPAS, to lower the density of woodlands and any other
changes in which trees can be protected and reduce the negative
impact of climate change.
Motion denied as there was no seconder.
7.4. 2022 Budget - Initial Discussion (Verbal)
Jason Burgess, CAO, shared a presentation regarding the 2022 Budget.
ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by
Councillor Lori Lococo that the CAO's presentation regarding the 2022
Budget be received and filed.
Carried Unanimously (Councillor Campbell was absent).
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
The report recommends:
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).
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ORDERED on the motion of Councillor Wayne Thomson, Seconded by
Councillor Mike Strange that the report be approved as recommended.
Carried Unanimously (Councillor Campbell was absent).
7.6. PBD-2021-61
UNESCO Global Geopark
Applicant: Geospatial Niagara-Ohnia: Kara Steering Committee
The report recommends the following:
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.
ORDERED on the motion of Councillor Lori Lococo, Seconded by
Councillor Victor Pietrangelo that Council defer PBD-2021-61 to the
Council Meeting on November 16, 2021 so that the steering committee
could bring forth a presentation.
Motion Defeated (Councillors Dabrowski, Kerrio,Thomson, Diodati
opposed the vote) (Councillor Campbell was absent).
ORDERED on the motion of Councillor Wayne Thomson, Seconded by
Councillor Chris Dabrowski that the report be approved as
recommended.
Carried (Councillor Lococo was opposed and Councillor Campbell was
absent).
7.7. R&C-2021-15
Niagara Falls Exchange Operating Plan
The report recommends:
1. To gradually phase in the Niagara Falls Exchange Business and
Operating Plan (2019) staffing recommendations.
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City Council
October 26, 2021
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.
ORDERED on the motion of Councillor Wayne Thomson, Seconded by
Councillor Vince Kerrio that the report be approved as recommended.
Carried Unanimously (Councillor Campbell was absent).
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
The report recommends 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.
F-2021-53
Monthly Tax Receivables Report – September
The report recommends that Council receive the Monthly Tax Receivables
report for information purposes.
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October 26, 2021
F-2021-54
Municipal Accounts
The report recommends that Council approve the municipal accounts totaling
$35,582,448.55 for the period August 27, 2021 to October 8, 2021.
HR-2021-09
Diversity, Inclusion and Anti-Racism / Discrimination Policy
The report recommends that Council approve the attached corporate policy
(400.44 Diversity, Inclusion and Anti-Racism / Discrimination Policy).
MW-2021-69
Tallgrass Avenue – Speed Control Review
The report recommends:
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.
MW-2021-70
Oliver Street – Speed Control Review
The report recommends:
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.
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MW-2021-71
Ridge Road – Speed Limit Review
The report recommends that the speed limit on Ridge Road between Montrose
Road and Morris Road be reduced from 70 km/h to 60 km/h.
MW-2021-73 (Letter from Lundy's Lane BIA added)
Lundy’s Lane Streetscape Revitalization Update
The report recommends:
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.
MW-2021-74
FCM Municipal Asset Management Program Project Application
The report recommends:
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
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MW-2021-76
Children’s Memorial Walkway - Update
The report recommends that Council receive Report MW-2021-76 Children’s
Memorial Walkway –Update for information.
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.
The report recommends 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.
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
The report recommends 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.
PBD-2021-58
26CD-11-2021-004
6065 McLeod Road
Applicant: MV5 Inc.
Exemption to Plan of Condominium
The report recommends:
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October 26, 2021
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.
PBD-2021-59
26CD-11-2018-002
Modification to Draft Approval Plan of Condominium (Phased)
4311 Mann Street
Applicant: Phelps Homes
Agent: James Warren
The report recommends:
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.
R&C-2021-16 (Revised policy updated and attachment #1 added)
Naming and Renaming of City Property Policy– Steve Ludzik Application
The report recommends:
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October 26, 2021
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.
Councillor Victor Pietrangelo requested to pull MW-2021-73 (Lundy's Lane
Streetscape Revitalization Update) from the Consent Agenda to further
discuss.
ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by
Councillor Vince Kerrio that the recommendations in Report MW-2021-73 -
Lundy's Lane Streetscape, be approved and that the Lundy's Lane BIA's
overall streetscaping contribution be reduced by $29,013 in accordance with
their written request to Council dated October 25, 2021.
Carried Unanimously (Councillor Campbell was absent).
ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by
Councillor Chris Dabrowski that the reports are approved as recommended.
Carried Unanimously (Councillor Campbell was absent from the vote).
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.
ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by
Councillor Vince Kerrio that Council receive and file the correspondence
for information.
Carried Unanimously (Councillor Campbell was absent)
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.
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RECOMMENDATION: To Refer to Staff.
ORDERED on the motion of Councillor Vince Kerrio, Seconded by
Councillor Victor Pietrangelo that the matter regarding traffic safety
concerns at the intersection of Sixth Avenue and Maple Street be
referred to staff.
Carried Unanimously (Councillor Campbell was absent).
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.
ORDERED on the motion of Councillor Vince Kerrio, Seconded by
Councillor Chris Dabrowski that Council receive and file the
correspondence for information.
Carried Unanimously (Councillor Campbell was absent).
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.
ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by
Councillor Wayne Thomson that Council receive and file the
correspondence for information.
Carried Unanimously (Councillor Campbell was absent).
9.5. Resolution - City of Welland - Niagara Region Transit Governance
Strategy Update
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October 26, 2021
Attached is a resolution from the City of Welland regarding a Niagara
Region Transit Governance Strategy Update.
RECOMMENDATION: For the Information of Council.
ORDERED on the motion of Councillor Lori Lococo, Seconded by
Councillor Chris Dabrowski that Council receive and file the
correspondence for information.
Carried Unanimously (Councillor Campbell was absent).
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."
RECOMMENDATION: That the City of Niagara Falls' Council declare
Friday, November 26, 2021 as "Economic Abuse Awareness Day."
ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by
Councillor Vince Kerrio that the City of Niagara Falls' Council declare
Friday, November 26, 2021 as "Economic Abuse Awareness Day."
Carried Unanimously (Councillor Campbell was absent).
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.
ORDERED on the motion of Councillor Wayne Thomson, Seconded by
Councillor Mike Strange that Council approve the request to officially
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October 26, 2021
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.
Carried Unanimously (Councillor Campbell was absent).
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.
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 Campbell was absent).
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.
ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by
Councillor Mike Strange that the matter regarding the relocation of the
Private Watson Monument to the grounds of the Niagara Military
Museum be referred to staff.
Carried Unanimously (Councillor Campbell was absent).
10. RESOLUTIONS
10.1. Resolution - COVID-19 Testing - Land Border Crossing
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October 26, 2021
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.
ORDERED on the motion of Councillor Chris Dabrowski, Seconded by
Councillor Mike Strange that the resolution from the City of Niagara
Falls regarding the 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, be approved.
Carried (Councillor Lococo was opposed to the vote and Councillor
Wayne Campbell was absent from the vote).
10.2. Resolution - Motion for Support for a Clean Water Infrastructure for
the Niagara River
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.
ORDERED on the motion of Councillor Vince Kerrio, Seconded by
Councillor Mike Strange 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.
Carried Unanimously (Councillor Campbell was absent).
11. RATIFICATION OF IN-CAMERA
a) Ratification of In-Camera
ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by
Councillor Vince Kerrio that the Treasurer be authorized to spend up to
$50,000.00 in additional costs to support the City's position in a property
tax appeal matter.
Carried Unanimously (Councillor Campbell was absent from the vote).
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October 26, 2021
ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by
Councillor Vince Kerrio that direction be given to staff on how to proceed
with a current Integrity Commissioner investigation.
Carried (Councillor Lococo was opposed and Councillor Campbell was
absent 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-
110 -
A by-law to authorize the payment of $35,582,448.55 for General
Purposes.
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-
112 -
A by-law to amend By-law 2019-004, Council’s Procedural by-law, with
respect to the yearly Schedule of Meetings.
2021-
113 -
A by-law to declare 5925 Summer Street (Coronation Centre) and Park
Lot (Corner of Lowell Avenue and Summer Street); as surplus.
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.
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).
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).
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)
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City Council
October 26, 2021
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.
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 (Councillor Campbell was absent).
13. NEW BUSINESS
a) Rail Relocation Study
Councillor Lori Lococo asked Erik Nickel, Director of Municipal Works, to
provide Council with an update regarding the status of the Rail
Relocation Study.
b) Council Chambers - Gallery
Councillor Lori Lococo requested an updated as to when the gallery in
Chambers would be open to the public once again. Topic to be
addressed at the next EOC (Emergency Operating Centre) meeting.
c) Update from Business Development - Upcoming City events
ORDERED on the motion of Councillor Chris Dabrowski, Seconded by
Councillor Wayne Thomson that Council invite Niagara Falls Tourism
(NFT) or Business Development staff to the next Council meeting to
provide an update on upcoming City events including the New Year's
Eve festivities.
Carried Unanimously (Councillor Campbell was absent).
d) Fee Waiver Budget - Spooky Awards
ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by
Councillor Mike Strange that Council authorize $1000.00 to be allocated
from the fee waiver budget, for any overages related to the Spooky
Awards.
Carried Unanimously (Councillor Campbell was absent).
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October 26, 2021
14. ADJOURNMENT
a) Adjournment
ORDERED on the motion of Councillor Wayne Thomson, Seconded by
Councillor Mike Strange that the meeting be adjourned at 8:58 PM.
Carried Unanimously (Councillor Campbell was absent).
Mayor City Clerk
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City of Niagara Falls Games’ Programs
INSPIRE. TRANSFORM. UNIFY.Page 35 of 625
Festivals and Celebrations
Arts & Culture
Page 36 of 625
RUNNING OF THE TORCH
Niagara Falls ProgramSunday, June 26, 2022
Page 37 of 625
August 5, 2022 ●VIP Red Carpet Event
●Games Alumni Inductee Event
HALL OF HONOUR & WELCOME RECEPTION
SCCN
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Travel across Canada without leaving Niagara
August 7 to 20, 2022
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●Synergy pairing of natural wonder,
lights & illumination
●Event serves as a unofficial Closing
Ceremony for Week One of Games
Niagara Falls & Northwest Territories
Saturday, August 13, 2022Queen Victoria Park
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August 21, 2022 ●Cultural & musical performances
●Illumination & fireworks
●Games flag handover to PEI 2023
Winter Games
CLOSING CEREMONY
QVP
Open to the publicPage 41 of 625
Sport Competitions
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Golf | Week Two
Legends on the Niagara
Baseball | Week One
Oakes Park
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●Replacement of existing hitting
tunnel with new covered twin
hitting tunnel
●Host Society working with GNBA and
local businesses for support
●Ontario grant has been applied for
●A collaborative project between
Host Society, GNBA and the City
HOUCK PARKPage 44 of 625
Thank You
QUESTIONS?Page 45 of 625
R&C-2021-18
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Recreation & Culture
SUBJECT: R&C-2021-18
Canada Summer Games 13 for 13 Cultural Event Budget
Request
RECOMMENDATION
1. That Council consider a one-time 2022 Recreation and Culture service level
increase to the 2022 operating budget up to the amount of $58,735.00, equal to
the proposed Canada Summer Games 13 for 13 Cultural Event Budget, funded by
the 2022 tax levy and to defer this item to the 2022 operating budget discussion.
2. And that council direct staff to negotiate with the Niagara 2022 Canada Games
Committee to provide additional funds for the Niagara Falls Cultural Event.
EXECUTIVE SUMMARY
The Canada Games represent the top level of sport competition in Canada and occur
every two years, alternating between summer and winter. The Canada Summer Games
will take place in Niagara from August 6 to 21, 2022.
The Niagara 2022 Canada Games Committee, who will oversee all aspects of the
Summer Games have requested all twelve local municipalities to host a “13 for 13 Cultural
Event” in their community. Each of the 13 municipalities (12 plus the Region) has been
paired with a Province or Territory for their cultural event. Niagara Falls and the Northwest
Territories have been matched and programming will highlight both locations.
In addition, Niagara Falls has been tasked with acting as a soft closing to week one of
the Games. Due to the event scope Niagara Falls event budget is higher than other
municipalities. Staff recommend securing additional funds from the Niagara 2022
Canada Games committee.
Staff has met with counterparts in the Northwest Territories and have built a draft budget.
In order to move forward with planning the event, booking entertainment and production
elements, it is necessary to have a budget in place.
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R&C-2021-18
November 16, 2021
BACKGROUND
The Niagara Region will be hosting the Canada Summer Games from August 6 to 21,
2022. The Canada Games occur every two years and alternate between summer and
winter. The Games are the largest multi-sport event held in Canada and are the top level
of interprovincial/territorial sport competition. The Summer Games will include over 4500
participants (athletes, coaches, and support staff).
The Niagara 2022 Canada Summer Games Committee, who will oversee every aspect
of the Games have created a “13 for 13 Cultural Event” concept and have requested all
of the local municipalities to take part.
The concept for the 13 for 13 Cultural Event festival is that people are able to travel across
Canada without leaving the Niagara Region. An event will be held every evening between
August 7 and 20, 2022, that will enable each of Niagara’s municipalities to collaborate
with a paired Province or Territory and showcase the unique cultural heritage,
entertainment, art, and culinary experiences of their pairing on their assigned special
evening of celebration.
Each nightly showcase is expected to attract national audiences of 2,000 – 5,000, and in
the case of the Niagara Falls event, a foreseeable minimum attendance of 5,000 is
expected. In total, this unparalleled cultural festival could attract over 100,000 attendees,
which advances the awareness and importance of the Canada Games.
The expectation is that the Niagara Falls 13 for 13 Cultural Event include renowned
headliners and/or cultural groups representing the Northwest Territories.
Niagara Falls has been assigned the date for the 13 for 13 Cultural Event , August 13,
2022, to correspond with the last day of competition for week one of the Games and have
been asked to act as a soft closing.
Hosting the Canada Summer Games in the Niagara Region is an exciting opportunity to
showcase the Region, increase visitors, and to have a long lasting impact on the
community through legacy projects.
In addition to the 13 for 13 Cultural Event, Niagara Falls is home to the venues for baseball
and golf and the closing ceremonies for the Summer Games.
ANALYSIS/RATIONALE
Recreation & Culture Staff are currently working with representatives from the Northwest
Territories to develop the 13 for 13 Cultural Event program and corresponding budget.
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R&C-2021-18
November 16, 2021
The Niagara 2022 Summer Games Committee will be contributing $10,000 to each of the
municipalities for their 13 for 13 Cultural Event.
It is important to note that the Niagara 2022 Committee has requested the Niagara
Falls/Northwest Territories event to represent the soft closing to week one of the Games.
In addition, that the venue for the event be Queen Victoria Park Event Field, a spectacular
and large Niagara Parks Commission owned property. T his large venue is located right
by the falls and can be an extremely busy location even without an event. The annual
New Year’s Eve event is held at this location.
To develop a cultural event to adequately represent Niagara Falls and the Northwest
Territories, to act as a soft closing, and animate a large and magnificent location such as
Queen Victoria Park a significant event budget will be required.
In contrast, other municipalities are able to develop smaller community events using
municipally owned and operated locations. In fact, some municipalities are planning to
incorporate their 13 for 13 Cultural Event into an existing event , or event format, in order
to keep costs to a minimum. Other municipalities will be able to plan and implement their
event within the $10,000 provided by the Niagara 2022 Games Committee.
FINANCIAL/STAFFING/LEGAL IMPLICATIONS
To implement an event at the scale required to animate the Queen Victoria Park Event
Field, and act as a soft closing to week one of the games, a significant budget will be
required. High level talent and production elements need to be booked well in advance to
ensure availability. In addition, it is anticipated that there will be more competition for
talent and production due to increased post-pandemic demand and a reduction in the
companies available to provide services (lost due to the pandemic) and early booking is
recommended.
The Niagara Falls event site, Queen Victoria Park Event Field will be utilized for the
closing ceremonies one week later and cost-sharing opportunities are being explored.
Currently, the stage is being provided free of charge (it is important to note that this does
not include any production elements). All other potential cost sharing options will continue
to be explored including back of house/green room trailer, front of house, event fencing,
and all rental items.
Our partner, the Northwest Territories are investigating covering the cost of headline and
other talent representing their Territory. They will be involved in all planning for the event
and will be supporting in any way possible.
The Niagara 22 Committee requests that our 13 for 13 Cultural Event culminate with
Fireworks and the Niagara Parks Commission has agreed to cover the cost. In addition,
the Niagara Parks Commission has waived the venue fee.
Page 48 of 625
4
R&C-2021-18
November 16, 2021
Item Amount
Production $28,807
Safety/Security $12,208
Programming $49,000
Local/NWT Artist Market $2,900
Venue Fees $3,820
Total Event Budget $96,735
Anticipated NWT Contribution -$20,000
In-Kind Niagara Parks Commission -$8,000
N22 Cash Contribution -$10,000
Total Budget Request $58,735
An event budget is attached, Attachment #1. The overall budget includes entertainment
and production.
Human Resources from Recreation & Culture will be provided by the City and volunteer
support will be provided by the Niagara 2022 Summer Games and may be augmented by
local volunteers and committee members.
Due to the cost implications of hosting the event, staff have developed an option for
Council to consider:
1. Change Scale of the Event: change the event venue, book a smaller stage, and
program with mainly local entertainment. This could involve switching to Queen
Victoria Place or moving the event to a City owned property. The budget estimate for
a scaled down event is $66,450 with the City portion of $28,450.
CITY’S STRATEGIC COMMITMENT
The City of Niagara Falls is committed to building and promoting a vibrant, sustainable
City that supports an active, connected, and creative community. Through community
events, the City can stimulate a sense of pride and commitment from residents and
visitors to the City of Niagara Falls.
LIST OF ATTACHMENTS
1. DRAFT 13 for 13 Cultural Event Budget
2. Niagara Falls 2022 13 for 13 Letter of Intent
3. 13 for 13 Cultural Event Outline
4. Event Space Information Sheet - QVP
Page 49 of 625
5
R&C-2021-18
November 16, 2021
Recommended by:
Kathy Moldenhauer, Director of Recreation and Culture
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
Page 50 of 625
N22 Canada Summer Games - Niagara Falls 13 for 13 Cultural Event
Budget Item Amount
Production
Sound Equipment 8,750.00$
Lights 6,500.00$
Audio Tech 1,050.00$
Lighting Tech 1,050.00$
Stage hands set up 1,400.00$
Stage hands strike 1,400.00$
Scafold, wrap, power distro 1,575.00$
Front of House Tent 250.00$
Load Deliver and Pick Up 500.00$
Fork lift, genie, other production support cost 2,000.00$
Electrician - NPC 332.00$
ESA, Stage Inspection, etc 1,500.00$
Back of House/Green Room and Furnishing 2,500.00$ 28,807.00$
Security/Policing/Safety
Event Security 1,600.00$
Security Overnight 480.00$
Niagara Parks Police 988.00$
St. John Ambulance donation 400.00$
Volunteer Food/Beverage 2,000.00$
Portolets 1,500.00$
Road Closure Fees 2,240.00$
Event Fencing 3,000.00$ 12,208.00$
Program - Talent, Supplies, Equipment
Talent - NWT Musicians/Story Tellers/Fine Artists 20,000.00$
Talent - Transportation & Accomodation 5,000.00$
Talent - Local Musicians/Story Tellers/Fine Artists 10,000.00$
Live Painting Supplies 3,000.00$
Additional Banners/Stage Décor 3,000.00$
Fireworks 5,000.00$
Video Screens and Projection Rental 3,000.00$
49,000.00$
Local/NWT Artist Market
Tent Rental (40 x 60)2,500.00$ incl. engineer & permits
Tables 400.00$
2,900.00$
Venue
NPC waste management 820.00$
NPC Venue Rental Fee 3,000.00$ 3,820.00$
TOTAL EVENT EXPENSES 96,735.00$
Revenue and In-Kind
NPC Venue Rental - In Kind (3,000.00)$ confirmed
NWT Talent Contribution (20,000.00)$ requested not confirmed
Niagara 2022 Fireworks (5,000.00)$ confirmed NPC
Stage in kind Canada Summer Games host -$ confirmed
Niagara 2022 pageantry -$ confirmed
Niagara 2022 Cash Conribution (10,000.00)$ confirmed
TOTAL ANTICIPATED REVENUE AND IN-KIND (38,000.00)$
TOTAL BUDGET REQUEST 58,735.00$
Page 51 of 625
Small Stage - Queen Victoria Place
Budget Item Amount
Production
Sound Equipment 6,850.00$
Lights 5,200.00$
Audio Tech 350.00$
Lighting Tech 350.00$
Stage hands set up 1,200.00$
Stage hands strike 1,200.00$
Scafold, wrap, power distro 450.00$
Load Deliver and Pick Up 250.00$ 15,850.00$
Fork lift, genie, other production support cost 2,000.00$
Crane - Stage in and out 800.00$
ESA, Stage Inspection, etc 2,000.00$
4,800.00$
Security/Policing/Safety
Event Security 800.00$
Security Overnight 480.00$
St. John Ambulance donation 200.00$
Volunteer Food/Beverage 500.00$
Program - Talent, Supplies, Equipment
Talent - NWT 20,000.00$
Talent - Transportation & Accomodation 5,000.00$
Talent - Local 10,000.00$
Fireworks 5,000.00$
40,000.00$
Venue
NPC waste management 820.00$
NPC Venue Rental Fee 3,000.00$ 3,820.00$
66,450.00$
Revenue and In-Kind
NPC Venue Rental - In Kind (3,000.00)$
NWT Talent Contribution (20,000.00)$ requested not confirmed
Niagara 2022 Fireworks (5,000.00)$ NPC
Stage in kind Canada Summer Games host -$
Niagara 2022 pageantry -$
Niagara 2022 Cash Conribution (10,000.00)$
(38,000.00)$
28,450.00$
Page 52 of 625
NIAGARA 2022 CANADA SUMMER GAMES | JEUX D’ÉTÉ DU CANADA NIAGARA 2022
January 12, 2021
Kathy Moldenhauer
Director of Recreation and Culture
City of Niagara Falls
7150 Montrose Road
Niagara Falls, ON
L2H 3N3
Re: 13 For 13 Cultural Festival Program | 2022 Canada Games
Dear Kathy:
As you are aware, our 2021 Canada Games Host Society recently made the difficult decision to postpone
our Canada Games to August 2022 to better protect the health and safety of participants and spectators
as a result of the COVID-19 pandemic. The purpose of this letter is to provide you with an update
concerning our planning for the 13 For 13 Cultural Festival in 2022.
The 13 For 13 Cultural Festival will continue to provide a wonderful opportunity for each of our 13
municipalities (including Niagara Region) to host a unique cultural event in partnership with the 2022
Canada Games and one of Canada’s 13 Provinces and Territories. The 13 For 13 Cultural Festival will
enable each municipality to collaborate with a paired Province or Territory to showcase its unique
cultural heritage and flavour.
Our new schedule would see the 13 For 13 Cultural Festival event in Niagara Falls (paired with
Northwest Territories) held on Saturday, August 13 , 2022. Please see Appendix A for the current
schedule of municipal and provincial/territorial pairings and event dates.
While we anticipate that each of the cultural celebration events planned as part of our 13 For 13 Cultural
Festival will be different, the purpose of this letter is to provide some general guidance concerning the
organization of these events. In general, our plan is that,
Each Municipality will:
● Work closely with both our 3rd party contractor (Absolute XM Events) and Paula Racher, our Niagara
2022 Manager of Events & Community Relations;
● Determine the theme and scope of your Municipality’s unique event - the theme and scope should
align with the particular Province/Territory that your Municipality has been paired with; and
Page 53 of 625
NIAGARA 2022 CANADA SUMMER GAMES | JEUX D’ÉTÉ DU CANADA NIAGARA 2022
● Prepare and submit an updated project plan for your Municipality’s unique event to Niagara 2022
for its review and approval. That plan should address details relating to the organization of the
event, such as:
○ what permits your Municipality must obtain for the event;
○ what suppliers your Municipality would need to contract with;
○ your Municipality’s plan to engage volunteers to staff the event; and
○ how Niagara 2022 can satisfy commitments for Games sponsors - e.g., onsite signage and/or
activation.
To assist in the organization and hosting of these events,
Niagara 2022 will:
● Contribute funding assistance to your Municipality based on an approved project plan. The amount
of funding assistance could vary depending on the scope of your Municipality’s event;
● Assist in promoting and marketing the event; and
● Assist in engaging volunteers and providing pageantry for the event.
Proposed Timelines:
Task To Be Completed By Date
Municipal Working Group meetings to
prepare project plan for each event
Each Municipality - pleased
include Paula Racher (Niagara
2022)
Ongoing
Connect particular Provincial Marketing
Organizations (or other) with Municipality
Niagara 2022 Ongoing
Submit preliminary project plan for the
event to Niagara 2022 for discussion
Each Municipality April 15, 2021
Submit final project plan to Niagara 2022
for review and approval
Municipality June 2021
Niagara 2022 review and approval of event
project plan, and determination of funding
Niagara 2022 September 2021
Finalize project plan for event Municipality and Niagara 2022 January 2022
Page 54 of 625
NIAGARA 2022 CANADA SUMMER GAMES | JEUX D’ÉTÉ DU CANADA NIAGARA 2022
We look forward to continuing to work with you on this exciting project - a project that will be key to
hosting a Canada Games that will inspire, transform, and unify Niagara.
Sincerely,
Doug Hamilton,
Chair, Niagara 2022 Canada Games
cc: Vittoria Wikston, CMM, Director, Marketing & Community Development
Paula Racher, Manager, Events & Community Relation
Page 55 of 625
NIAGARA 2022 CANADA SUMMER GAMES | JEUX D’ÉTÉ DU CANADA NIAGARA 2022
Appendix A
The following is our current plan for the 13 For 13 Cultural Festival schedule. It is possible that there may be some
changes if it is determined that changes are necessary to the planned sport schedule. Any such changes would be
discussed with any affected Municipality before such changes are made. Please note that the following schedule
also includes the Opening and Closing Ceremony celebrations.
Week One: August 6 to 13, 2022
Date Pairing
Saturday, August 6 Opening Ceremonies, Meridian Centre, St. Catharines
Sunday, August 7 Lincoln & Newfoundland
Monday, August 8 West Lincoln & Saskatchewan
Tuesday, August 9 Thorold & Manitoba
Wednesday, August 10 NOTL & British Columbia
Thursday, August 11 St. Catharines & Yukon
Friday, August 12 Fort Erie & Nova Scotia
Saturday, August 13 Niagara Falls & Northwest Territories
Week Two: August 14 to 21, 2022
Date Pairing
Sunday, August 14 Niagara Region & Ontario
Monday, August 15 Port Colborne & New Brunswick
Tuesday, August 16 Wainfleet & Nunavut
Wednesday, August 17 Open
Thursday, August 18 Pelham & Alberta
Friday, August 19 Welland & Québec
Saturday, August 20 Grimsby and Prince Edward Island
Sunday, August 21 Closing Ceremonies, Queen Victoria Park, Niagara Falls
Page 56 of 625
FOR
AUGUST 6 - 21, 2022, NIAGARA REGION, ONTARIO, CANADA
COMING TOGETHER IN CELEBRATION
Page 57 of 625
Alex Cuba, 2017 Canada Summer Games
Travel across Canada without leaving the Niagara Region!
NIGHTLY SHOWCASE – AUGUST 6 - 21, 2022
Every evening between August 7 and 20, 2022, the 13 For 13 Cultural Festival will enable each of Niagara’s
municipalities to collaborate with a paired Province or Territory and showcase the unique cultural heritage,
entertainment, art, and culinary experiences of their pairing on their assigned special evening of celebration.
BETTER DAYS AHEAD
A unique opportunity for all Canadians to come together
and celebrate moving forward from unprecedented
country-wide shut downs due to coronavirus pandemic
Page 58 of 625
Yu kon
North-WestTerritories
Alberta
British-Columbia
Saskatchewan
Manitoba
Quebec
Ontario
New Brunswick
PORT COLBORNE
GRIMSBY
WELLAND
WAINFLEET
NIAGARA FALLS
THOROLD
PELHAM
REGION OF NIAGARA
WEST LINCOLN
ST. CATHARINES
NIAGARA-ON-THE-LAKE
FORT ERIE
Nova-Scotia
PEI
Newfoundland and Labrador
LINCOLN
Nunavut
1
2
3
4
5
6
7
8
9
10
11
12
13
The 13 For 13 logo is a stylized map of Canada shaped like a maple leaf. Beams of light radiate
from Niagara Region out towards each province and territory. The light projects positive energy
and hope, representing Canadians travelling to come together after a long period of isolation.
The translucent, converging shapes have the appearance of crystal chards, representing the
resilient nature of our citizens, but also implies the power of healing.
13 For 13 Brand Story
The Canada Games serve as a nation-
building event and are designed to bring
residents from across the country together
in a celebration of Canada’s sport, arts,
culture and community.
Page 59 of 625
Week One: August 6 to 13, 2022
Date Pairing
Saturday, August 6th Opening Ceremony
Sunday, August 7th Lincoln & Newfoundland and Labrador
Monday, August 8th West Lincoln & Saskatchewan
Tuesday, August 9th Thorold & Manitoba
Wednesday, August 10th NOTL & British Columbia
Thursday, August 11th St. Catharines & Yukon
Friday, August 12th Fort Erie & Nova Scotia
Saturday, August 13th Niagara Falls & Northwest Territories (turnover event)
Week Two: August 14 to 21, 2022
Date Pairing
Sunday, August 14th Niagara Region & Ontario (turnover event)
Monday, August 15th Port Colborne & New Brunswick
Tuesday, August 16th Wainfleet & Nunavut
Wednesday, August 17th Open | TBD
Thursday, August 18th Pelham & Alberta
Friday, August 19th Welland & Québec
Saturday, August 20th Grimsby & Prince Edward Island
Sunday, August 21st Closing Ceremony
A warm welcome to Niagara Region
PAIRING CANADA’S PROVINCES AND TERRITORIES WITH NIAGARA’S COMMUNITIES
Page 60 of 625
At the peak of Niagara’s boldest summer yet, more than 5,000 up-and-coming athletes, dedicated
coaches and support staff will gather to compete for the podium in Canada’s largest multi-sport
event. From August 6th to 21st, 2022, Niagara will surge stronger than ever on the national stage. The
2022 Games, made possible thanks to funding and support from the Government of Canada, the
Government of Ontario, the Niagara Region, and the Canada Games Council, will give rise to new
legacies of ambition, confidence, and compassion that will inspire generations to come.
Canada Games
The highest level of national competition for young Canadian athletes
SPARKING COMMUNITY PRIDE AND NATIONAL UNITY
Page 61 of 625
Entertainment
Renown headliners and/or cultural groups
representing each province/territory
Each nightly showcase is expected to attract national audiences
of 2,000 – 5,000, and in the case of the Niagara Falls event, a
foreseeable minimum attendance of 30,000 is expected. In total,
this unparalleled cultural festival could attract over 100,000
attendees, which advances the awareness and importance of
the Canada Games.
Event Check-in App
Anticipating that Canadians will not only be
ready to celebrate post COVID-19, but to travel
and rediscover our country, the Niagara 2022
team will make available a festival check-in app
that will allow 13 For 13 Cultural Festival visitors to
plan their nightly festival visits.
Destination Prizes
Visitors will be eligible to win round trip all-
inclusive destination prizes to the featured
Province or Territory by using the Check-in app.
A NATIONAL BLOCKBUSTER EVENT
Powerful concerts and cultural entertainment
2017 Canada Summer Games
Page 62 of 625
For more information
The Niagara 2022 team is happy to discuss these ideas and
opportunities further. Please connect with Paula Racher, Manager,
Events & Community Relations: pracher@2022canadagames.ca or
t/ 289-690-7044.
Your Participation
• Talent | Assist with curating
musical talent for a paired
event consisting of renown
headliners and/or cultural
groups representing each
province/territory
• Prizing | Supply a round trip
all-inclusive Destination
Prize to support the festival
engagement app contest
• Onsite Activation | Contribute
to spectator experience with
provincial/territorial cultural
games, promotional products,
food samples, etc.
• Branding | Augment signage
and pageantry of the paired
municipality’s festival site with
provincial/territory specific
branding
Festival augmentation will require the full collaboration of each province/territory to ensure its success.
Seize the moment to bring Canadians together
Page 63 of 625
Queen Victoria Park (Event Field)
Queen Victoria Park is a prime location with a scenic view of both the American and Canadian
Horseshoe Falls.
Address: 6161 Niagara River Parkway, Niagara Falls
Event Space: 6,225m²
Washrooms: Accessible washrooms available
Women’s 5 Stalls (1 is accessible)
Men’s 3 Stalls (1 is accessible)
5 Urinals
Page 64 of 625
2 of 2
Power: Two Panels located along the recreational trail/pathway. 100amps with 5-8 receptacles
each. Additional 2000amps distribution available. 3 Phase or Single Phase. Electrical hook up
required.
Parking: Limited onsite parking available for production only. The site is situated adjacent to
Queen Victoria Place and is 1.5kms away from Falls Parking Lot-A.
Queen Victoria Place
Buyout Available: No
Cost: Metered
Rates Apply
Parking Spots: 1
Parking Spots 52
Total Parking: 53 Spots
Falls Parking
Buyout Available: No
Cost: Metered
Rates Apply
Accessible
Parking Spots:
5 Spots
Parking Spots: 276 Spots
Total Parking: 281 Spots
Page 65 of 625
PBD-2021-71
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Planning, Building & Development
SUBJECT: PBD-2021-71
Cannabis Growing Facilities Study - Update
RECOMMENDATION
It is recommended that Council:
1) Receive the presentation and update by SGL Planning & Design; and,
2) Direct the consultants to prepare the amendments to the Official Plan, Zoning By-laws
and Site Plan Control By-law for a future Public Meeting under the Planning Act.
EXECUTIVE SUMMARY
SGL Planning & Design undertook a Cannabis Growing Facilities Land Use Study and
presented a Phase 2 report (Cannabis Growing Facilities Land Use Review Recommendation
Report) On June 1, 2021. . The Recommendation Report examined: odour, separation
distances, site plan control, crime & enforcement; property values; traffic impacts; social &
tourism impacts; environmental impacts; and building/fire code compliance.
City Council adopted the following motion:
“That the report be approved as recommended and to take into account the comments
offered by Council.”
The consultants consolidated the comments of the June 1 meeting together with additional
input from City residents. SGL has now prepared and submitted a response for Council’s
consideration (attached).
The return of the consultant’s response was somewhat delayed pending the outcome of a
study being conducted by the Ministry of Environment, Conservation and Parks (MECP).
MECP was conducting a review of the Minimum Distance Separation guidelines between
industrial uses and sensitive uses and also examined separation distances as it pertained to
cannabis cultivation. On October 13, 2021, MECP issued the statement:
“During the 94-day consultation period, the ministry received over 500 comments. In
response to the comments received, the ministry has decided not to move forward
with this version of the proposed Land Use Compatibility Guideline.”
Therefore, the industrial distance separations (D-6 Guidelines) remain in place and no
provincial guidance is provided directly to cannabis cultivation and processing facilities.
Page 66 of 625
2
PBD-2021-71
November 16, 2021
The consultants do not recommend permitting outdoor cannabis cultivation anywhere in
Niagara Falls. The consultants recommend indoor cultivation and processing, as-of-right, only
in certain industrial zones where emissions can be regulated and to use site plan control so
that light/odour/traffic studies are provided and mitigation implemented. New maps have been
produced, as requested, to illustrate distance separations from the various industrial zones.
The consultants recommend that indoor cultivation and processing in industrial zones provide
a minimum separation distance of 150 metres between the property and a sensitive land use.
Indoor cultivation in rural and agricultural areas should only be considered through a site
specific application under the Planning Act.
The Study recommends that the City’s Official Plan, zoning by-laws and site plan control by-
law be updated to address licenced cannabis facilities (including micro-cultivation). As well,
cultivation by a designated grower for medical purposes under the Access to Cannabis for
Medical Purposes Regulations (ACMPR) should also be addressed. These policies,
regulations and provisions would be presented at a future Public Meeting under the Planning
Act.
Paul Lowes and Susanne MacDonald, SGL Planning & Design Inc. will make a full
presentation to Council.
NEXT STEPS
Following Council’s adoption of the consultant’s presentation and report tonight, the
consultants will prepare the necessary draft amendments to the Niagara Falls Official Plan,
Zoning By-laws and Site Plan Control By-law. These documents will be made available to the
public for review and comment. A statutory Public Meeting under the Planning Act will be
scheduled for early in the New Year.
LIST OF ATTACHMENTS
➢ Schedule 1 – 75 metre separation buffer
➢ Schedule 2 – 150 metre separation buffer
➢ Schedule 3 – 300 metre separation buffer
➢ SGL Letter, November 8, 2021
Recommended by:
Alex Herlovitch, Director of Planning, Building & Development
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
A.Herlovitch:cv
Attach.
S:\PDR\2021\PBD-2021-71, Cannabis Growing Faciliites Study Update.docx
Page 67 of 625
3
PBD-2021-71
November 16, 2021
SCHEDULE 1
Page 68 of 625
4
PBD-2021-71
November 16, 2021
SCHEDULE 2
Page 69 of 625
5
PBD-2021-71
November 16, 2021
SCHEDULE 3
Page 70 of 625
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Page 74 of 625
November 16, 2021
City of Niagara Falls
2022 Parking Budget
Page 75 of 625
A GREAT CITY…FOR GENERATIONS TO COME
2022 Parking Budget Overview
•Pressures and
opportunities
•New initiatives
•Budget Summary
Page 76 of 625
A GREAT CITY…FOR GENERATIONS TO COME
2022 Parking Budget Pressures
Parking Initiatives Update
Reduction in parking demand
•Decrease in visitors to the City
•Increase in work at home arrangements
•Increase in Online business
•Estimating demand to be at 60% of pre-
pandemic levels
Reduction in parking spaces
•Clifton Hill sidewalk widening
•Exchange construction and post
construction periods
•Change in use of Lot #10 Park/Crysler
(social housing)Page 77 of 625
A GREAT CITY…FOR GENERATIONS TO COME
2022 Parking Budget Opportunities
Parking Initiatives Update
New local attractions
•2022 events have been scheduled at the new
5,000 seat Fallsview Casino Entertainment
Centre
•Parking revenue generated in this sector will
help offset budget pressures
Summer student pilot project
•Hire summer students to assist
Commissionaires with parking control
•Provide students with real life experience
while enhancing parking service levels
Page 78 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Future Parking Initiatives
•Strategic Parking Plans
–Review supply and demand,
parking rates and future
growth for new service areas
Chippawa Boat Launch
Niagara Falls Exchange
GO station developments
Page 79 of 625
A GREAT CITY…FOR GENERATIONS TO COME
2022 Parking Budget Summary
•There is a significant parking loss forecasted due
to the anticipated loss in revenue.
•No 2022 SRA funding to cover lost revenue
•2022 budget requires subsidization from the tax
levy, approximately $421K or a 0.6% tax levy
impact
Page 80 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Parking Budget Comparison –Revenues
Revenues 2022 2021 Variance
$
Variance
%
Fines 438,250 500,000 (61,750)(12.35%)
Permits 119,160 126,200 (7,040)(5.58%)
User Fees 483,200 694,500 (211,300)(30.42%)
From Reserve Fund 421,017 31,965 389,052 1217.12%
Total 1,461,627 1,352,665 108,962 8.06%Page 81 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Parking Budget Comparison –Expenses
Expenditures 2022 2021 Variance
$
Variance
%
Salaries & Wages 461,328 405,704 55,624 13.71%
Employee Benefits 133,262 124,542 8,720 7.00%
Overtime 1,500 1,500 0 0.00%
Materials 94,765 83,440 11,325 13.57%
Contract Services 497,000 472,500 24,500 5.19%
Rents & Financials 83,000 93,000 (10,000)(10.75%)
Transfer to Reserves 0 0 0 NA
Internal Transfers 190,772 171,979 18,793 10.93%
Total 1,461,627 1,352,665 108,962 8.06%Page 82 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Parking Budget –By Responsibility Centre
Responsibility Centre
Surplus/
(Deficit)
2022
Surplus/
(Deficit)
2021
Change
$
Change
%
Insurance Claim Services (20,000)(20,000)0 0.00%
Parking Maintenance (38,996)(291,645)252,649 (86.63%)
Lot 2 (Park/Erie)12,000 13,800 (1,800)(13.04%)
Lot 3 (Park/St. Clair)9,960 17,000 (7,040)(41.41%)
Lot 4 (Ellen)51,500 107,000 (55,500)(51.87%)
Lot 5 (College/Palmer)1,800 6,500 (4,700)(72.31%)
Lot 7 (Huron/Ontario)1,800 6,500 (4,700)(72.31%)
Lot 8 (Huron/St. Clair)1,100 4,500 (3,400)(75.56%)
Lot 9 (Huron/St. Lawrence)(4,000)(2,800)(1,200)42.86%
Lot 10 (Park/Crysler)-(2,000)2,000 (100.00%)
*** Continued on next slide ***Page 83 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Parking Budget –By Responsibility Centre
Responsibility Centre
Surplus/
(Deficit)
2022
Surplus/
(Deficit)
2021
Change
$
Change
%
Lot 12 (Sylvia Place)5,000 14,000 (9,000)(64.29%)
Lot 13 (Main)(2,800)(2,300)(500)21.74%
Lot 14 (Lundy's)7,000 0 7,000 NA
Lot 15 (McGrail)4,000 6,500 (2,500)(38.46%)
Lot 17 (Morrison)20,500 21,500 (1,000)(4.65%)
Lot 18 (Kitchener/Victoria)10,400 19,500 (9,100)(46.67%)
Lot 19 (City Hall)4,900 13,500 (8,600)(63.70%)
Lot 20 (Bender/Palmer)20,500 40,500 (20,000)(49.38%)
Parking Control Services (84,664)47,945 (132,609)(276.59%)
Total 0 0 0 Page 84 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Recommendation
1.That Council approve the 2022 proposed parking
budget as presented.
2.That Staff report back to Council in the fall of 2022
regarding the results of the student pilot project,
as well as the strategic parking plan. Page 85 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Questions?Page 86 of 625
1 Parking Budget
Page 87 of 625
Index
PARKING BUDGET
Summary
Insurance Claims
Parking Maintenance Services
Parking Lot #2 -Park/Erie
Parking Lot #3 Park/St.Clair
Parking Lot #4 -Ellen
Parking Lot #5 -College/Palmer
Parking Lot #7 -Huron/Ontario
Parking Lot #8 -Huron/St.Clair
Parking Lot #9 -Huron/St.Lawrence
Parking Lot #10 -Park/Crysler
Parking Lot #12 -Sylvia Place
Parking Lot #13 -Main
Parking Lot #14 -Lundy's Lane
Parking Lot #15 -McGrail
Parking Lot #17 -Morrison
Parking Lot #18 Kitchener/Victoria
Parking Lot #19 -City Hall
Parking Lot #20 -Bender/Palmer
Parking Control Services
Page 88 of 625
2022 Budget to 2021 Budget Comparison
Budget Budget
Increase/
(Decrease)
Increase/
(Decrease)
2022 2021 $%
REVENUES
Fines 438,250 500,000 (61,750)-12.35%
Permits 119,160 126,200 (7,040)-5.58%
User Fees 483,200 694,500 (211,300)-30.42%
From Reserve Funds 421,017 31,965 389,052 1217.12%
Miscellaneous Revenue 1,461,627 1,352,665 108,962 8.06%
TOTAL REVENUE 1,461,627 1,352,665 108,962 8.06%
EXPENSES
Labour 461,328 405,704 55,624 13.71%
Employee Benefits Allocation 133,262 124,542 8,720 7.00%
Overtime 1,500 1,500 0 0.00%
Labour and Benefits 596,090 531,746 64,344 12.10%
Materials 80,800 69,500 11,300 16.26%
Professional
Development/Workshops 800 1,200 (400)-33.33%
Insurance Premiums 165 140 25 17.86%
Conferences/Conventions 3,000 3,000 0 0.00%
Membership/Subscriptions 1,400 1,400 0 0.00%
Office Supplies 6,400 6,400 0 0.00%
Electricity 2,200 1,800 400 22.22%
Materials 94,765 83,440 11,325 13.57%
Contracted Services 393,000 369,000 24,000 6.50%
Snow Plowing 104,000 103,500 500 0.48%
Contracted Services 497,000 472,500 24,500 5.19%
Rents and Financial Expenses 83,000 93,000 (10,000)-10.75%
Internal Rent 84,392 77,573 6,819 8.79%
Indirect Costs 106,380 94,406 11,974 12.68%
Internal Transfers 190,772 171,979 18,793 10.93%
TOTAL EXPENSES 1,461,627 1,352,665 108,962 8.06%
(Surplus)/Deficit 0 0 0
PARKING FUND
1
Page 89 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:33 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-132015-??????To :17-4-132015-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
132015-->INSURANCE CLAIM SERVICES
3-->EXPENSE
17-3-132015-030000 MATERIALS 20,000 20,000
Total EXPENSE 20,000 20,000
INSURANCE CLAIM SERVICES Surplus/Deficit 20,000 20,000
Total PARKING FUND 20,000 20,000
2
Page 90 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:34 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341000-??????To :17-4-341000-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341000-->PARKING MAINTENANCE SERVICES
3-->EXPENSE
17-3-341000-010000 LABOUR 355,149 346,099
17-3-341000-010013 EMPLOYEE BENEFITS ALLOCATION 107,111 105,118
17-3-341000-010016 OVERTIME 1,500 1,500
17-3-341000-030001 MATERIALS ITC 34,800 34,800
17-3-341000-030005 PROFESSIONAL DEVELOPMENT/WORKS 800 1,200
17-3-341000-030017 INSURANCE PREMIUMS 165 140
17-3-341000-030018 CONFERENCES/CONVENTIONS 3,000 3,000
17-3-341000-040001 CONTRACTED SERVICES ITC 98,000 98,000
17-3-341000-040007 SNOW PLOWING 45,000 45,000
17-3-341000-050001 RENTS AND FINANCIAL EXPENSES I 22,000 22,000
17-3-341000-090000 INTERNAL RENT 47,108 32,847
17-3-341000-090001 INDIRECT COSTS 106,380 94,406
Total EXPENSE 821,013 784,110
4-->REVENUE
17-4-341000-680000 PERMITS -11,000 -10,500
17-4-341000-710000 USER FEES -350,000 -450,000
17-4-341000-780001 FROM RESERVE FUNDS 0 -31,965
17-4-341000-780003 FROM SPECIAL PURPOSE RESERVES -421,017 0
Total REVENUE -782,017 -492,465
PARKING MAINTENANCE SERVICES Surplus/Deficit 38,996 291,645
Total PARKING FUND 38,996 291,645
3
Page 91 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:34 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341102-??????To :17-4-341102-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341102-->PARKING LOT #2 - PARK / ERIE
3-->EXPENSE
17-3-341102-030001 MATERIALS ITC 1,000 1,000
17-3-341102-040007 SNOW PLOWING 7,000 7,000
Total EXPENSE 8,000 8,000
4-->REVENUE
17-4-341102-680000 PERMITS -18,000 -18,000
17-4-341102-710000 USER FEES -2,000 -3,800
Total REVENUE -20,000 -21,800
PARKING LOT #2 - PARK / ERIE Surplus/Deficit -12,000 -13,800
Total PARKING FUND -12,000 -13,800
4
Page 92 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:35 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341103-??????To :17-4-341103-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341103-->PARKING LOT #3 - PARK / ST CLAIR
3-->EXPENSE
17-3-341103-030001 MATERIALS ITC 3,000 1,000
17-3-341103-040007 SNOW PLOWING 5,000 5,000
Total EXPENSE 8,000 6,000
4-->REVENUE
17-4-341103-680000 PERMITS -13,960 -13,000
17-4-341103-710000 USER FEES -4,000 -10,000
Total REVENUE -17,960 -23,000
PARKING LOT #3 - PARK / ST CLAIR Surplus/Deficit -9,960 -17,000
Total PARKING FUND -9,960 -17,000
5
Page 93 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:36 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341104-??????To :17-4-341104-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341104-->PARKING LOT #4 - ELLEN
3-->EXPENSE
17-3-341104-030001 MATERIALS ITC 7,900 7,200
17-3-341104-030008 ELECTRICITY ITC 600 800
17-3-341104-040007 SNOW PLOWING 5,000 5,000
Total EXPENSE 13,500 13,000
4-->REVENUE
17-4-341104-710000 USER FEES -65,000 -120,000
Total REVENUE -65,000 -120,000
PARKING LOT #4 - ELLEN Surplus/Deficit -51,500 -107,000
Total PARKING FUND -51,500 -107,000
6
Page 94 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:36 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341105-??????To :17-4-341105-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341105-->PARKING LOT #5 - COLLEGE / PALMER
3-->EXPENSE
17-3-341105-030001 MATERIALS ITC 200 0
17-3-341105-040007 SNOW PLOWING 500 500
Total EXPENSE 700 500
4-->REVENUE
17-4-341105-710000 USER FEES -2,500 -7,000
Total REVENUE -2,500 -7,000
PARKING LOT #5 - COLLEGE / PALMER Surplus/Deficit -1,800 -6,500
Total PARKING FUND -1,800 -6,500
7
Page 95 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:37 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341107-??????To :17-4-341107-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341107-->PARKING LOT #7 - HURON / ONTARIO
3-->EXPENSE
17-3-341107-030001 MATERIALS ITC 700 0
17-3-341107-040007 SNOW PLOWING 4,500 4,500
Total EXPENSE 5,200 4,500
4-->REVENUE
17-4-341107-680000 PERMITS -7,000 -11,000
Total REVENUE -7,000 -11,000
PARKING LOT #7 - HURON / ONTARIO Surplus/Deficit -1,800 -6,500
Total PARKING FUND -1,800 -6,500
8
Page 96 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:37 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341108-??????To :17-4-341108-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341108-->PARKING LOT #8 - HURON / ST CLAIR
3-->EXPENSE
17-3-341108-030001 MATERIALS ITC 400 0
17-3-341108-040007 SNOW PLOWING 5,500 5,500
Total EXPENSE 5,900 5,500
4-->REVENUE
17-4-341108-680000 PERMITS -7,000 -10,000
Total REVENUE -7,000 -10,000
PARKING LOT #8 - HURON / ST CLAIR Surplus/Deficit -1,100 -4,500
Total PARKING FUND -1,100 -4,500
9
Page 97 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:38 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341109-??????To :17-4-341109-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341109-->PARKING LOT #9 - HURON / ST LAWRENCE
3-->EXPENSE
17-3-341109-030001 MATERIALS ITC 500 0
17-3-341109-040007 SNOW PLOWING 4,500 4,500
Total EXPENSE 5,000 4,500
4-->REVENUE
17-4-341109-680000 PERMITS -700 -1,200
17-4-341109-710000 USER FEES -300 -500
Total REVENUE -1,000 -1,700
PARKING LOT #9 - HURON / ST LAWRENCE Surplus/Defic 4,000 2,800
Total PARKING FUND 4,000 2,800
10
Page 98 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:38 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341110-??????To :17-4-341110-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341110-->PARKING LOT #10 - PARK / CRYSLER
3-->EXPENSE
17-3-341110-040007 SNOW PLOWING 0 2,000
Total EXPENSE 0 2,000
PARKING LOT #10 - PARK / CRYSLER Surplus/Deficit 0 2,000
Total PARKING FUND 0 2,000
11
Page 99 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:39 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341112-??????To :17-4-341112-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341112-->PARKING LOT #12 - SYLVIA PLACE
3-->EXPENSE
17-3-341112-030001 MATERIALS ITC 1,000 0
17-3-341112-040007 SNOW PLOWING 2,000 2,000
Total EXPENSE 3,000 2,000
4-->REVENUE
17-4-341112-680000 PERMITS -8,000 -15,000
17-4-341112-710000 USER FEES 0 -1,000
Total REVENUE -8,000 -16,000
PARKING LOT #12 - SYLVIA PLACE Surplus/Deficit -5,000 -14,000
Total PARKING FUND -5,000 -14,000
12
Page 100 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:39 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341113-??????To :17-4-341113-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341113-->PARKING LOT #13 - MAIN
3-->EXPENSE
17-3-341113-040007 SNOW PLOWING 3,000 3,000
Total EXPENSE 3,000 3,000
4-->REVENUE
17-4-341113-680000 PERMITS 0 -500
17-4-341113-710000 USER FEES -200 -200
Total REVENUE -200 -700
PARKING LOT #13 - MAIN Surplus/Deficit 2,800 2,300
Total PARKING FUND 2,800 2,300
13
Page 101 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:40 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341114-??????To :17-4-341114-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341114-->PARKING LOT #14 - LUNDY'S
3-->EXPENSE
17-3-341114-030001 MATERIALS ITC 500 0
17-3-341114-040007 SNOW PLOWING 2,500 0
Total EXPENSE 3,000 0
4-->REVENUE
17-4-341114-680000 PERMITS -10,000 0
Total REVENUE -10,000 0
PARKING LOT #14 - LUNDY'S Surplus/Deficit -7,000 0
Total PARKING FUND -7,000 0
14
Page 102 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :12:41 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341115-??????To :17-4-341115-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341115-->PARKING LOT #15 - McGRAIL
3-->EXPENSE
17-3-341115-040007 SNOW PLOWING 2,500 2,500
Total EXPENSE 2,500 2,500
4-->REVENUE
17-4-341115-680000 PERMITS -6,500 -9,000
Total REVENUE -6,500 -9,000
PARKING LOT #15 - McGRAIL Surplus/Deficit -4,000 -6,500
Total PARKING FUND -4,000 -6,500
15
Page 103 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :1:01 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341117-??????To :17-4-341117-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341117-->PARKING LOT #17 - MORRISON STREET
3-->EXPENSE
17-3-341117-030001 MATERIALS ITC 1,000 0
17-3-341117-040007 SNOW PLOWING 4,500 4,500
Total EXPENSE 5,500 4,500
4-->REVENUE
17-4-341117-680000 PERMITS -26,000 -26,000
Total REVENUE -26,000 -26,000
PARKING LOT #17 - MORRISON STREET Surplus/Deficit -20,500 -21,500
Total PARKING FUND -20,500 -21,500
16
Page 104 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :1:01 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341118-??????To :17-4-341118-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341118-->PARKING LOT #18 - KITCHENER / VICTORIA
3-->EXPENSE
17-3-341118-030001 MATERIALS ITC 1,500 0
17-3-341118-030008 ELECTRICITY ITC 1,600 1,000
17-3-341118-040007 SNOW PLOWING 4,500 4,500
17-3-341118-050001 RENTS AND FINANCIAL EXPENSES I 15,000 25,000
Total EXPENSE 22,600 30,500
4-->REVENUE
17-4-341118-680000 PERMITS -1,000 0
17-4-341118-710000 USER FEES -32,000 -50,000
Total REVENUE -33,000 -50,000
PARKING LOT #18 - KITCHENER / VICTORIA Surplus/Def -10,400 -19,500
Total PARKING FUND -10,400 -19,500
17
Page 105 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :1:02 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341119-??????To :17-4-341119-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341119-->PARKING LOT #19 - CITY HALL
3-->EXPENSE
17-3-341119-030001 MATERIALS ITC 1,800 0
17-3-341119-040007 SNOW PLOWING 5,500 5,500
Total EXPENSE 7,300 5,500
4-->REVENUE
17-4-341119-680000 PERMITS -10,000 -12,000
17-4-341119-710000 USER FEES -2,200 -7,000
Total REVENUE -12,200 -19,000
PARKING LOT #19 - CITY HALL Surplus/Deficit -4,900 -13,500
Total PARKING FUND -4,900 -13,500
18
Page 106 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :1:02 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-341120-??????To :17-4-341120-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
341120-->PARKING LOT #20 - BENDER / PALMER
3-->EXPENSE
17-3-341120-030001 MATERIALS ITC 2,000 2,000
17-3-341120-040007 SNOW PLOWING 2,500 2,500
Total EXPENSE 4,500 4,500
4-->REVENUE
17-4-341120-710000 USER FEES -25,000 -45,000
Total REVENUE -25,000 -45,000
PARKING LOT #20 - BENDER / PALMER Surplus/Deficit -20,500 -40,500
Total PARKING FUND -20,500 -40,500
19
Page 107 of 625
GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 01, 2021 Time :1:03 pm
Budget Report By Function
From Category :100000 To Category :823021
Account Code :17-3-342005-??????To :17-4-342005-??????
2022 2021
Account Code Account Description FINAL BUDGET
- BUDGET
VALUES
FINAL BUDGET
- BUDGET
VALUES
17-->PARKING FUND
342005-->PARKING CONTROL SERVICES
3-->EXPENSE
17-3-342005-010000 LABOUR 106,179 59,605
17-3-342005-010013 EMPLOYEE BENEFITS ALLOCATION 26,151 19,424
17-3-342005-030001 MATERIALS ITC 4,500 3,500
17-3-342005-030034 MEMBERSHIP/SUBSCRIPTIONS 1,400 1,400
17-3-342005-030035 OFFICE SUPPLIES 6,400 6,400
17-3-342005-040001 CONTRACTED SERVICES ITC 295,000 271,000
17-3-342005-050001 RENTS AND FINANCIAL EXPENSES I 46,000 46,000
17-3-342005-090000 INTERNAL RENT 37,284 44,726
Total EXPENSE 522,914 452,055
4-->REVENUE
17-4-342005-730001 FINES -438,250 -500,000
Total REVENUE -438,250 -500,000
PARKING CONTROL SERVICES Surplus/Deficit 84,664 -47,945
Total PARKING FUND 84,664 -47,945
20
Page 108 of 625
1 Summary
2 Pre-Approved Projects
3 Contingent Projects
4 Building &Municipal Enforcement
Services
5 Fire
6 General Government/Information
Services
7 Library
8 Municipal Works -Cemeteries &Parks
9 Municipal Works -Engineering
10 Municipal Works -Fleet
Page 109 of 625
11 Municipal Works -Transportation
12 Transit
13 Recreation &Culture
Page 110 of 625
Index
SUMMARY
Consolidated Summary
Pre-Approved Projects Summary
Projects Contingent on Grant Funding Approval Summary
All Services Summary
Page 111 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)3,461,300 3,619,750 220,000 160,000 150,000 4,149,750
Project Management (Consultant)- 15,784,370 350,000 350,000 350,000 16,834,370
Contract Administration (Consultant)240,000 732,750 50,000 - - 782,750
Land 1,000,000 50,000 - - - 50,000
Building 5,464,000 5,386,500 250,000 - - 5,636,500
Fixtures, Furniture and Equipment 802,000 12,495,299 1,798,659 1,773,345 1,080,746 17,148,049
Construction:- - - - -
Roads 3,980,000 12,746,300 - - - 12,746,300
Water 9,263,671 13,155,928 1,150,000 650,000 1,610,000 16,565,928
Storm Sewers 1,100,927 1,407,560 - - - 1,407,560
Sanitary Sewers 7,944,600 3,817,870 1,900,000 1,900,000 - 7,617,870
Sitework/Landscaping 1,150,000 3,361,135 1,100,000 - - 4,461,135
Contingency 693,153 4,724,052 350,000 195,000 485,000 5,754,052
Other 643,500 3,191,377 - - - 3,191,377
TOTAL EXPENDITURES 35,743,151 80,472,891 7,168,659 5,028,345 3,675,746 96,345,641
FUNDING SOURCES
Transfer from Operating (1,592,231) (4,200,000) - - - (4,200,000)
Transfer from Library - (8,395) - - - (8,395)
Transfer from Sewer (6,767,874) (4,339,256) - - - (4,339,256)
Transfer from Water (4,167,599) (3,405,397) - - - (3,405,397)
Capital SPRs (5,680,944) (4,819,994) (1,086,299) (1,035,985) (705,746) (7,648,024)
OLG Reserve Fund (2,933,403) (1,812,135) - - - (1,812,135)
Reserve Funds (30,000) - - - - -
Development Charges (1,411,955) (1,837,072) - - - (1,837,072)
Debentures*(4,971,000) (27,410,981) - - - (27,410,981)
Federal/Provincial Gas Tax (5,250,000) (10,765,455) - - - (10,765,455)
Federal/Provincial Grants (1,914,945) (18,276,485) (215,200) (215,200) - (18,706,885)
External Contributions (983,200) (2,997,721) (172,160) (172,160) - (3,342,041)
Other (40,000) (600,000) - - - (600,000)
TOTAL FUNDING SOURCES (35,743,151) (80,472,891) (1,473,659) (1,423,345) (705,746) (84,075,641)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
CONSOLIDATED 2022 RECOMMENDED, PRE-APPROVED AND
CONTINGENT ON GRANT APPROVAL
FORECAST
1
Page 112 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)843,000 197,500 - - - 197,500
Project Management (Consultant)- - - - - -
Contract Administration (Consultant)- - - - - -
Land 1,000,000 - - - - -
Building 5,001,000 3,691,395 - - - 3,691,395
Fixtures, Furniture and Equipment - 3,777,739 - - - 3,777,739
Construction:- - - - - -
Roads 460,000 1,321,475 - - - 1,321,475
Water 8,663,064 2,887,688 - - - 2,887,688
Storm Sewers - 25,000 - - - 25,000
Sanitary Sewers - - - - - -
Sitework/Landscaping 1,070,000 3,161,135 - - - 3,161,135
Contingency 683,153 467,862 - - - 467,862
Other - 306,912 - - - 306,912
TOTAL EXPENDITURES 17,720,217 15,836,706 - - - 15,836,706
FUNDING SOURCES
Transfer from Operating (20,000) (697,500) - - - (697,500)
Transfer from Library - - - - - -
Transfer from Sewer (1,630,549) - - - - -
Transfer from Water (3,691,647) - - - - -
Capital SPRs (4,022,414) (1,680,974) - - - (1,680,974)
OLG Reserve Fund (808,662) (1,386,135) - - - (1,386,135)
Reserve Funds - - - - - -
Development Charges (36,000) (526,522) - - - (526,522)
Debentures*(4,971,000) (5,820,918) - - - (5,820,918)
Federal/Provincial Gas Tax (1,270,000) (221,475) - - - (221,475)
Federal/Provincial Grants (1,269,945) (3,703,305) - - - (3,703,305)
External Contributions - (1,199,877) - - - (1,199,877)
Other - (600,000) - - - (600,000)
TOTAL FUNDING SOURCES (17,720,217) (15,836,706) - - - (15,836,706)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
PRE-APPROVED PROJECTS (2021 and Prior)
FORECAST
2
Page 113 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)120,000 1,095,250 - - - 1,095,250
Project Management (Consultant)- 15,284,370 - - - 15,284,370
Contract Administration (Consultant)- - - - - -
Land - - - - - -
Building - 758,105 - - - 758,105
Fixtures, Furniture and Equipment - - - - - -
Construction:- - - - - -
Roads - - - - - -
Water - - - - - -
Storm Sewers - - - - - -
Sanitary Sewers - - - - - -
Sitework/Landscaping - - - - - -
Contingency - 3,389,640 - - - 3,389,640
Other - 150,000 - - - 150,000
TOTAL EXPENDITURES 120,000 20,677,365 - - - 20,677,365
FUNDING SOURCES
Transfer from Operating - (274,365) - - - (274,365)
Transfer from Library - - - - - -
Transfer from Sewer - - - - - -
Transfer from Water - - - - - -
Capital SPRs - - - - - -
OLG Reserve Fund (120,000) - - - - -
Reserve Funds - - - - - -
Development Charges - - - - - -
Debentures*- (9,630,663) - - - (9,630,663)
Federal/Provincial Gas Tax - - - - - -
Federal/Provincial Grants - (10,772,337) - - - (10,772,337)
External Contributions - - - - - -
Other - - - - - -
TOTAL FUNDING SOURCES (120,000) (20,677,365) - - - (20,677,365)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
PROJECTS CONTINGENT ON GRANT FUNDING APPROVAL
FORECAST
3
Page 114 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)2,498,300 2,327,000 220,000 160,000 150,000 2,857,000
Project Management (Consultant)- 500,000 350,000 350,000 350,000 1,550,000
Contract Administration (Consultant)240,000 732,750 50,000 - - 782,750
Land - 50,000 - - - 50,000
Building 463,000 937,000 250,000 - - 1,187,000
Fixtures, Furniture and Equipment 802,000 8,717,560 1,798,659 1,773,345 1,080,746 13,370,310
Construction:- - - - -
Roads 3,520,000 11,424,825 - - - 11,424,825
Water 600,607 10,268,240 1,150,000 650,000 1,610,000 13,678,240
Storm Sewers 1,100,927 1,382,560 - - - 1,382,560
Sanitary Sewers 7,944,600 3,817,870 1,900,000 1,900,000 - 7,617,870
Sitework/Landscaping 80,000 200,000 1,100,000 - - 1,300,000
Contingency 10,000 866,550 350,000 195,000 485,000 1,896,550
Other 643,500 2,734,465 - - - 2,734,465
TOTAL EXPENDITURES 17,902,934 43,958,820 7,168,659 5,028,345 3,675,746 59,831,570
FUNDING SOURCES
Transfer from Operating (1,572,231) (3,228,135) - - - (3,228,135)
Transfer from Library - (8,395) - - - (8,395)
Transfer from Sewer (5,137,325) (4,339,256) - - - (4,339,256)
Transfer from Water (475,952) (3,405,397) - - - (3,405,397)
Capital SPRs (1,658,530) (3,139,020) (1,086,299) (1,035,985) (705,746) (5,967,050)
OLG Reserve Fund (2,004,741) (426,000) - - - (426,000)
Reserve Funds (30,000) - - - - -
Development Charges (1,375,955) (1,310,550) - - - (1,310,550)
Debentures*- (11,959,400) - - - (11,959,400)
Federal/Provincial Gas Tax (3,980,000) (10,543,980) - - - (10,543,980)
Federal/Provincial Grants (645,000) (3,800,843) (215,200) (215,200) - (4,231,243)
External Contributions (983,200) (1,797,844) (172,160) (172,160) - (2,142,164)
Other (40,000) - - - - -
TOTAL FUNDING SOURCES (17,902,934) (43,958,820) (1,473,659) (1,423,345) (705,746) (47,561,570)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
ALL SERVICES - 2022 RECOMMENDED
FORECAST
4
Page 115 of 625
Index
PRE-APPROVED PROJECTS
Summary
Pre-Approved Summary Listing
Service Centre Renovation
Cemetery Operations Building Rehabilitation
Veteran &War Dead Monument Restoration
2021 Surface Treatment-Additional Funds &Expansion to Scope
Clifton Hill Sidewalk Widening
Residential Water Meter Replacement (Yr.4 of 4)
Fire Station 5 Parking Lot
Fleet Replacement -Tanker 6
4500 Park St.(Market Square)Site Remediation
Children's Memorial Walkway
Millennium Trail Section 2 -Phase 1 Development
Tennis &Basketball Courts Improvement
MacBain Community Centre Restart
NF Exchange Public Art and Arts &Culture Wall of Fame
Additional Bus for Growth -Chippawa West
Additional Bus for Growth -Warren Woods/Garner Estates
Additional Bus for Growth -Riverfront/Oldfield &Thundering Waters
Driver Protection Systems for Transit Fleet
Heavy-Duty Industrial Scrubber
Bridge Street Multi-Modal Hub
Page 116 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)843,000 197,500 - - - 197,500
Project Management (Consultant)- - - - - -
Contract Administration (Consultant)- - - - - -
Land 1,000,000 - - - - -
Building 5,001,000 3,691,395 - - - 3,691,395
Fixtures, Furniture and Equipment - 3,777,739 - - - 3,777,739
Construction:- - - - - -
Roads 460,000 1,321,475 - - - 1,321,475
Water 8,663,064 2,887,688 - - - 2,887,688
Storm Sewers - 25,000 - - - 25,000
Sanitary Sewers - - - - - -
Sitework/Landscaping 1,070,000 3,161,135 - - - 3,161,135
Contingency 683,153 467,862 - - - 467,862
Other - 306,912 - - - 306,912
TOTAL EXPENDITURES 17,720,217 15,836,706 - - - 15,836,706
FUNDING SOURCES
Transfer from Operating (20,000) (697,500) - - - (697,500)
Transfer from Library - - - - - -
Transfer from Sewer (1,630,549) - - - - -
Transfer from Water (3,691,647) - - - - -
Capital SPRs (4,022,414) (1,680,974) - - - (1,680,974)
OLG Reserve Fund (808,662) (1,386,135) - - - (1,386,135)
Reserve Funds - - - - - -
Development Charges (36,000) (526,522) - - - (526,522)
Debentures*(4,971,000) (5,820,918) - - - (5,820,918)
Federal/Provincial Gas Tax (1,270,000) (221,475) - - - (221,475)
Federal/Provincial Grants (1,269,945) (3,703,305) - - - (3,703,305)
External Contributions - (1,199,877) - - - (1,199,877)
Other - (600,000) - - - (600,000)
TOTAL FUNDING SOURCES (17,720,217) (15,836,706) - - - (15,836,706)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
PRE-APPROVED PROJECTS (2021 and Prior)
FORECAST
5
Page 117 of 625
#Priority Project Description Project Budget
1 High Service Centre Renovation 576,395$
2 High Cemetery Operations Building Rehabilitation 500,000$
3 High Veteran & War Dead Monument Restoration 40,000$
4 High 2021 Surface Treatment - Additional Funds and Expansion to Scope 221,475$
5 High Clifton Hill Sidewalk Widening 1,100,000$
6 High Residential Water Meter Replacement (Year 4 of 4)3,032,072$
7 High Fire Station 5 Parking Lot (Cost Share)120,000$
8 High Fleet replacement - Tanker 6 650,000$
9 High 4500 Park Street (Market Square) Site Remediation 636,135$
10 High Children's Memorial Walkway 160,000$
11 High Millennium Trail Section 2 - Phase 1 Development 1,800,000$
12 High Tennis and Basketball Courts Improvements 1,017,500$
13 High MacBain Community Centre Restart 600,000$
14 High NF Exchange Public Art and Arts & Culture Wall of Fame 130,000$
15 High Additional Bus for Growth - Chippawa West 650,000$
16 High Additional Bus for Growth - Warren Woods / Garner Estates 650,000$
17 High Additional Bus for Growth - Riverfront/Oldfield & Thundering Waters 650,000$
18 High Driver Protection Systems for Transit Fleet 493,129$
19 High Heavy-Duty Industrial Scrubber 60,000$
20 High Bridge Street Multi-Modal Hub (Year 2 and 3)2,750,000$
Total Budget 15,836,706$
2022 Capital Projects Budget
Listing of Projects in Priority Order
PRE-APPROVED PROJECTS (2021 and Prior)
6
Page 118 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Mar-20 17-Mar-21 1-May-21 1-Jun-21 31-Dec-21
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Dec-21Rehabilitation
BP5
Pre-Approved through Report PBD-2021-19. To award tender for Project RFT12-2021 for
the Service Centre Renovation and amend the total budget accordingly.
Operate, maintain and upgrade the City’s infrastructure and other assets in an affordable,
reliable, environmentally sustainable and integrated way.
Council approved a total 2021 Capital budget of $4,971,000 for site remediation and
interior building improvements. Following the approval ARC Engineering Inc. engaged to
prepare the assessment, design and tender document for the renovation.
Publication for Tenders were issued on March 17, 2021 and closed on April 14, 2021. Ten
(10) bids were submitted with Bromac Construction Inc. being the low bid in the amount of
$2,799,000, with HST not included. The lowest bid was compliant therefore, staff
recommended the City of Niagara Falls to enter into a contract with Bromac Construction
Inc. to commence the construction renovation work early May.
Due to site remediation costs, consulting fees, and other unforeseen site improvements
concerns, the remaining balance for the main building repairs is $2,677,505. Contract
administration and a ten percent (10%) construction contingency have been included as
part of the total project costs.
These additional costs results in a $576,395 increase to the capital project of $5,547,395.
Formal Quote
1-Mar-20
Building & Municipal Enforcement Services
Facilities
576,395$
4,971,000$
-$ Service Centre Renovation
High
5,547,395$
7
Page 119 of 625
Requesting Department:2022 Request Total Cost
Division:576,395$ 5,547,395$
Project Name:Pre-2022 Forecast
4,971,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building 4,971,000 576,395
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 4,971,000 576,395 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures (4,971,000) (576,395)
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (4,971,000) (576,395) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Building & Municipal Enforcement Services
Facilities
Forecasted Future Expenditures
Service Centre Renovation
Pre-Approved through Report PBD-2021-19. To award tender for Project
RFT12-2021 for the Service Centre Renovation and amend the total budget
accordingly.
8
Page 120 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Sep-21 1-Oct-21 1-Jan-22 1-Mar-22 1-Sep-22
Capital Budget Worksheet
2022
N/A
Multi-Year Program
1-Sep-22Replacement
C20-20
Pre-Approved via MW-2021-46: Rehabilitate Existing Cemetery Operations Building
Implementation of the above noted projects meets the intent of Council’s Strategic Priorities
by implementing the City’s Strategic Plan to provide exceptional Customer Service,
Organizational Efficiencies and Effectiveness and Financial Stability.
The City of Niagara Falls, Cemetery Services owns, operates, manages and/or maintains
24 of the 32 cemeteries within the Municipal Boundary. The City’s second-largest
Cemetery, Lundy’s Lane has a moderately sized older structure which houses
Operations/Maintenance Staff through the Spring, Summer and Fall, but also continues
to serve as the operations centre for winter burials, as well as a layover (i.e. lunch and
washroom break) for plow operators.
Recent inspections and incidents of the aging facility have identified immediate operational,
accessibility and safety deficiencies, requiring significant renovation and/or replacement.
Staff is recommending to Council to immediately begin the design and procurement
processes for the building replacement most efficient and economic option available for
replacement of the Cemetery Operations Building.
Council approved an upset limit of $500,000 for the expedited repair of the facility, with a
building methodology that provides best life-cycle value. Staff will report back to Council on
alternatives prior to tendering should the architects estimates exceed this upset limit.
Budgetary Estimate
1-Sep-21
Municipal Works
Cemetery Services
500,000$
33,000$
-$ Cemetery Operations Building Rehabilitation
High
533,000$
9
Page 121 of 625
Requesting Department:2022 Request Total Cost
Division:500,000$ 533,000$
Project Name:Pre-2022 Forecast
33,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)3,000 5,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building 30,000 495,000
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 33,000 500,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (33,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures (500,000)
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (33,000) (500,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Cemetery Services
Forecasted Future Expenditures
Cemetery Operations Building Rehabilitation
Pre-Approved via MW-2021-46: Rehabilitate Existing Cemetery Operations
Building
10
Page 122 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?Yes Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
120,000$
-$ Veteran & War Dead Monument Restoration
High
160,000$
Capital Budget Worksheet
2022
N/A
Multi-Year Program
1-Sep-22Replacement
C19
A five year partnership with the Commonwealth War Graves Commission and Veteran
Affairs Canada to restore and/or replace veteran and war dead monuments within Niagara
Falls Cemeteries. 2022 serves as the final year.
Implementation of the above noted projects meets the intent of Council’s Strategic Priorities
by implementing the City’s Strategic Plan to provide exceptional Customer Service,
Organizational Efficiencies and Effectiveness and Financial Stability.
Following the restoration of our Fields of Honour and development/installation of the Tomb
of the Unknown Soldier in 2017, the Federal Government (CWGC/VAC) approached
Niagara Falls Cemetery Services in 2018 to propose a partnership (originally four year,
however extended into 2022 given the success of the project) which would assist in the
restoration and/or replacement of Veteran and War Dead Memorials not located in the
Fields of Honour.
Beginning in 2018, the Federal Government (through the Commonwealth War Graves
Commission) has provided $20,000 annually toward the restoration and/or replacement of
Veteran & War Dead Memorials in Niagara Falls Cemeteries.
Cemetery Services is once again requesting Council's support in that the City of Niagara
Falls match the Federal funding in an effort to continue the restoration efforts to the many
memorials located outside of the Fields of Honour in this final year of the Federal
partnership.
Federal Government
Budgetary Estimate
1-Mar-22
Municipal Works
Cemetery Services
40,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
Complete Existing Contract Existing 1-Mar-22 1-Sep-22
11
Page 123 of 625
Requesting Department:2022 Request Total Cost
Division:40,000$ 160,000$
Project Name:Pre-2022 Forecast
120,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping 120,000 40,000
Contingency
Other
TOTAL EXPENDITURES 120,000 40,000 - - -
FUNDING SOURCES
Transfer from Operating (20,000) (20,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund (40,000)
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants (60,000) (20,000)
External Contributions
Other
TOTAL FUNDING SOURCES (120,000) (40,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Cemetery Services
Forecasted Future Expenditures
Veteran & War Dead Monument Restoration
A five year partnership with the Commonwealth War Graves Commission and
Veteran Affairs Canada to restore and/or replace veteran and war dead
monuments within Niagara Falls Cemeteries. 2022 serves as the final year.
12
Page 124 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
470,000$
-$ 2021 Surface Treatment - Additional Funds
and Expansion to Scope
High
691,475$
Capital Budget Worksheet
2022
N/A
Recurring Program
1-Oct-21Rehabilitation
R134-21
Pre-Approved via MW-2021-22 to add additional funds to tender works for RAP
(Reclaimed Asphalt Pavement) & single surface treatment. MW-2021-40 approved revised
including Garner Road between Mountain and Warner
This project supports infrastructure sustainability.
Apply RAP & single surface treatment due to road conditions & various complaints to the
following Rural roads:
1) Reixinger Rd from Ort Rd to the West Limit (South of Lyons Creek Rd)
2) Morris Rd from Lincoln to Netherby
3) Bossert Rd from Beck Rd to King Rd
4) Garner Road from Mountain Rd to Warner Rd (per MW-2021-40)
Formal Quote
1-May-21
Municipal Works
Engineering
221,475$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-May-21 1-Jun-21 1-Jun-21 1-Sep-21 1-Oct-21
13
Page 125 of 625
Requesting Department:2022 Request Total Cost
Division:221,475$ 691,475$
Project Name:Pre-2022 Forecast
470,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)10,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 460,000 221,475
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 470,000 221,475 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (470,000) (221,475)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (470,000) (221,475) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
2021 Surface Treatment - Additional Funds and
Expansion to Scope
Pre-Approved via MW-2021-22 to add additional funds to tender works for RAP
(Reclaimed Asphalt Pavement) & single surface treatment. MW-2021-40
approved revised including Garner Road between Mountain and Warner
14
Page 126 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Nov-20 1-Feb-21 1-Mar-21 1-Mar-21 1-Jun-21
Capital Budget Worksheet
2022
Cash flow impact for the City due to fronting the costs of the works and being repaid over
5 years. Lost interest revenue on funds paid prior to repayment.
Single Year Project
1-Jun-21New
R129-21
Pre-Approved MW-2020-25. Design and construction to widen sidewalks at narrow points
within the busy corridor. Remove existing on-street parking and provide approximately
1100m2 of additional sidewalk space.
This project supports infrastructure sustainability.
In the summer of 2020 sidewalk widening was identified by the BIA in order to provide
maximum possible space for pedestrian social distancing on Clifton Hill. Accordingly,
temporary measures were implemented through the placement of modular fencing within
the on-street parking areas of the roadway.
As an interim measure, modular fencing provided some improvement; however, as a
longer term strategy this option is not recommended for safety reasons. Temporary
expansion into the roadway drastically increases the risk to the Municipality for someone
who may trip and fall due the presence of the curb drop-off within the new pedestrian
walkway zone.
Providing infrastructure and an environment that supports and allows for physical
distancing along busy urban sidewalks has become a major concern in light of the COVID-
19 pandemic related public health directions regarding physical distancing.
The City to execute a cost-sharing agreement with the Clifton Hill BIA and HOCO Limited
for their contribution to actual costs of construction of the sidewalk widening in the
estimated amount of $1,100,000, re-payable over a five year term
Budgetary Estimate
1-Nov-20
Municipal Works
Engineering
1,100,000$
-$
-$ Clifton Hill Sidewalk Widening
High
1,100,000$
15
Page 127 of 625
Requesting Department:2022 Request Total Cost
Division:1,100,000$ 1,100,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 1,100,000
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 1,100,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions (1,100,000)
Other
TOTAL FUNDING SOURCES - (1,100,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Clifton Hill Sidewalk Widening
Pre-Approved MW-2020-25. Design and construction to widen sidewalks at
narrow points within the busy corridor. Remove existing on-street parking and
provide approximately 1100m2 of additional sidewalk space.
16
Page 128 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-19 N/A N/A 31-Dec-22
Capital Budget Worksheet
2022
Annual debt repayments will be made by the Utility Budget
Multi-Year Program
31-Dec-22Replacement
W54
City wide changeout of all residential water meters. Year 4 of 4. Four year project from
2019-2022.
This project supports infrastructure sustainability.
City owned, maintained and with the last installation taking place in 2001, the residential
water meters in the City have reached their useful life.
Operations staff change and replace meters that break down, however the vast majority
are still original to the system.
These meters ensure the City is able to recover the cost on water consumed by the
Residents.
This is the final year of a four year project spanning 2019 through 2022.
Formal Quote
1-Jan-19
Municipal Works
Engineering
3,032,072$
9,096,217$
-$ Residential Water Meter Replacement (Year 4
of 4)
High
12,128,289$
17
Page 129 of 625
Requesting Department:2022 Request Total Cost
Division:3,032,072$ 12,128,289$
Project Name:Pre-2022 Forecast
9,096,217$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water 8,663,064 2,887,688
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 433,153 144,384
Other
TOTAL EXPENDITURES 9,096,217 3,032,072 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer (1,630,549)
Transfer from Water (3,691,647)
Capital SPRs (3,774,021) (970,974)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures*(2,061,098)
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (9,096,217) (3,032,072) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
*Debenture costs to be recovered from Utility Budget
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Residential Water Meter Replacement (Year 4
of 4)
City wide changeout of all residential water meters. Year 4 of 4. Four year
project from 2019-2022.
18
Page 130 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Fire Station 5 Parking Lot (Cost Share)
High
120,000$
Capital Budget Worksheet
2022
None.
Single Year Project
31-Dec-20Rehabilitation
F78-20
Per FS-2020-02 - Council agreed to cost-share the repaving of the parking lot at station 5
(Willoughby), with annual contributions from the Willoughby Volunteer Fire Department
over the term of their lease.
Continues to being efficient and effective in our delivery of municipal services and use of
resources and acountable to our residents.
A revised cost sharing agreement has been struck and the volunteer fire station lease has
been extended to ensure the City fully recovers the full cost-share for this project.
This budgetary approval represents the 50% cost share from the City of Niagara Falls.
The 50% portion paid by the Willoughby Volunteer Fire Department is set up as loan to be
repaid over the remainder of the lease agreement.
Budgetary Estimate
1-Mar-20
Fire Department
Suppression
120,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Mar-20 1-May-20 1-Jul-20 1-Jun-20 31-Dec-20
19
Page 131 of 625
Requesting Department:2022 Request Total Cost
Division:120,000$ 120,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building 120,000
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 120,000 - - -
FUNDING SOURCES
Transfer from Operating (120,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (120,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Fire Department
Suppression
Forecasted Future Expenditures
Fire Station 5 Parking Lot (Cost Share)
Per FS-2020-02 - Council agreed to cost-share the repaving of the parking lot
at station 5 (Willoughby), with annual contributions from the Willoughby
Volunteer Fire Department over the term of their lease.
20
Page 132 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-21 1-Jun-21 1-Aug-22 N/A 1-Jul-22
Capital Budget Worksheet
2022
None.
Multi-Year Program
1-Jul-22Replacement
NEW
Purchase of a new Tanker. Approval to order provided via 2021 capital budget, delivery
expected in 2022 therefore funding is required to be allocated in the 2022 capital budget
Continues to being efficient and effective in our delivery of municipal services and use of
resources and acountable to our residents.
As per Fire's Apparatus Replacement Schedule and in compliance with the Underwriters
of Canada requirements, this apparatus requires replacement.
Council granted approval to order Tanker 6 via the 2021 Capital Budget process, so this
project is allocating the required funding accordingly.
Budgetary Estimate
1-Jan-21
Fire Department
Suppression
650,000$
-$
-$ Fleet replacement - Tanker 6
High
650,000$
21
Page 133 of 625
Requesting Department:2022 Request Total Cost
Division:650,000$ 650,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 650,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 650,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (650,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (650,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Fire Department
Suppression
Forecasted Future Expenditures
Fleet replacement - Tanker 6
Purchase of a new Tanker. Approval to order provided via 2021 capital budget,
delivery expected in 2022 therefore funding is required to be allocated in the
2022 capital budget
22
Page 134 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?No Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
Underway Underway Underway 1-Jul-21 1-Sep-21
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Sep-21Rehabilitation
G40-20
Pre-Approved via Report MW-2021-49 to increase the budget for removal and proper
disposal of contaminated soil located within the parking lot areas surrounding the former
Farmers Market Building.
Remediating the site and moving forward with future beneficial use leads to "A Healthy
and Safe Community" and a "Vibrant and Well Planned City".
The former Park Street Farmers Market was approved for demolition in the 2019 Capital
Budget.
Prior to demolition, Phase 1 and 2 Environmental Site Assessment's (ESA's) proceeded
in 2019, and concluded that there is a presence of soils exceeding MECP standards for
future residential use. Cleanup is required in order to complete a Record of Site
Condition (RSC) which would allow for a variety of future redevelopment possibilities for
the site.
Soil removal and proper disposal will be included with demolition of the building in order to
achieve efficiencies for contractor mobilization, site security, and economies of scale.
$500,000 was allocated in 2020 as a preliminary budget. 2021 funding top-up allowed for
some of the cleanup and filing of the RSC. Once cleanup and filling was underway it was
determined that additional funds were required to complete the work.
The total previous funding allocated to the project over 2020 and 2021 was $1,300,000
plus an additional $70,000 for the demolition of the building.
Budgetary Estimate
1-Jul-21
General Government
Engineering
636,135$
1,300,000$
-$ 4500 Park Street (Market Square) Site
Remediation
High
1,936,135$
23
Page 135 of 625
Requesting Department:2022 Request Total Cost
Division:636,135$ 1,936,135$
Project Name:Pre-2022 Forecast
1,300,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)250,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping 950,000 636,135
Contingency 100,000
Other
TOTAL EXPENDITURES 1,300,000 636,135 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (171,393)
OLG Reserve Fund (328,607) (636,135)
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (800,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (1,300,000) (636,135) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
General Government
Engineering
Forecasted Future Expenditures
4500 Park Street (Market Square) Site
Remediation
Pre-Approved via Report MW-2021-49 to increase the budget for removal and
proper disposal of contaminated soil located within the parking lot areas
surrounding the former Farmers Market Building.
24
Page 136 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Children's Memorial Walkway
High
160,000$
Capital Budget Worksheet
2022
Nominal increase in maintenance activities required but should be accommodated by staff
and equipment working at Firemen's Park.
Single Year Project
1-Jun-22New
NEW
To create a Children's Memorial Walkway at Firemen's Park per Budget Pre-Approval
MW-2021-19.
This project aligns with Council’s adoption of the 2019-2022 Strategic Priorities to provide
a Healthy, Safe & Livable Community
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.
On March 23, 2021 report MW-2021-19 requested pre-approval of $160,000 from the
2022 capital budget to construct the Children’s Memorial Walkway in 2021.
In accordance with the recommendation in report MW-2021-67, approved by Council on
October 26, 2021, the scope of the project was reduced to fall within the previously
approved budget amount of $160,000. The approved recommendation was to defer the
hard surfacing of the walkway and leave the surface granular until another source of
funding can be secured to complete the final pathway surface.
Budgetary Estimate
1-Mar-21
Municipal Works
Parks
160,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Mar-21 21-Sep-21 5-Oct-21 1-Nov-21 1-Jun-22
25
Page 137 of 625
Requesting Department:2022 Request Total Cost
Division:160,000$ 160,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping 160,000
Contingency
Other
TOTAL EXPENDITURES - 160,000 - - -
FUNDING SOURCES
Transfer from Operating (160,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (160,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Parks
Forecasted Future Expenditures
Children's Memorial Walkway
To create a Children's Memorial Walkway at Firemen's Park per Budget Pre-
Approval MW-2021-19.
26
Page 138 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2009 % DC 45%
External Funding:Yes Is The Funding Confirmed?Yes Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-20 4-Aug-21 1-Sep-21 30-Sep-21 21-Dec-21
Capital Budget Worksheet
2022
Increased maintenance and operations efforts required - but as it is an extension of the
existing Millennium trail system it is anticipated that equipment and staffing needs will not
increase at this time.
Single Year Project
21-Dec-21New
P13
Millennium Trail Section 2 - Phase 1 Development along the east side of the OPG Hydro
Canal. Section 2 is the last remaining section of the trail since the first section built in
2001.
This project aligns with Council’s adoption of the 2019-2022 Strategic Priorities to provide
a Healthy, Safe & Livable Community
Section 2 is the last remaining section of the trail since the first section built in 2001. The
City has been able to leverage ICIP COVID-19 grant funding to cover a large portion of
the costs in order to complete this work.
Project was approved by Council via MW-2020-30 to submit to the ICIP COVID-19 Grant.
Due to the tight timelines in the grant and higher material costs at the time of tender,
additional funds were requested via MW-2021-44 to complete the first Phase.
This budget is inclusive of both 2021 pre-approvals granted by Council for these works.
Design funds were approved in 2019 (MW-2019-11).
ICIP COVID-19
Formal Quote
1-Jan-20
Municipal Works
Parks
1,800,000$
80,000$
-$ Millennium Trail Section 2 - Phase 1
Development
High
1,880,000$
27
Page 139 of 625
Requesting Department:2022 Request Total Cost
Division:1,800,000$ 1,880,000$
Project Name:Pre-2022 Forecast
80,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)80,000 75,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers 25,000
Sanitary Sewers
Sitework/Landscaping 1,400,000
Contingency 73,478
Other 226,522
TOTAL EXPENDITURES 80,000 1,800,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (44,000)
OLG Reserve Fund
Reserve Funds
Development Charges (36,000) (526,522)
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants (1,273,478)
External Contributions
Other
TOTAL FUNDING SOURCES (80,000) (1,800,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Parks
Forecasted Future Expenditures
Millennium Trail Section 2 - Phase 1 Development
Millennium Trail Section 2 - Phase 1 Development along the east side of the
OPG Hydro Canal. Section 2 is the last remaining section of the trail since the
first section built in 2001.
28
Page 140 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Tennis and Basketball Courts Improvements
High
1,017,500$
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Dec-22Rehabilitation
NEW
Engineering design and construction rehabilitation of existing tennis and basketball courts
at 6 City Parks. Pre-Approved via MW-2021-47 for Canada Community Revitalization Fund
(CCRF) Grant Application.
This project aligns with Council's Adoption of the 2019-2022 Strategic Priorities to provide a
Healthy, Safe & Livable Community
The 2017 City of Niagara Falls Tennis and Basketball Service Delivery Review
recommended improvements to the City's inventory of tennis and basketball courts. This
project implements court improvements to priority locations identified in the approved
study.
These works would include; AG Bridge Park (reconstruct 2 tennis courts and convert 2
other tennis courts to 1 multi-purpose basketball court), AJ McKinley Park ( reconstruct 1
tennis court), Alpine Park ( reconstruct 1 multi-purpose basketball court), Glenview Park
(reconstruct 1 tennis court and convert 1 tennis court to multi-purpose basketball court),
Preakness Park (reconstruct 1 multi-purpose basketball court) and Westfield Park
(reconstruct 1 multipurpose basketball court).
This project will bring some closed locations back online for safe use by the community.
Due to the importance of this project, the entire budget has been funded in the 2022 capital
budget, so staff can proceed with the work regardless of whether the CCRF Grant is
successful. If the City is successful in securing the grant, the OLG funds allocated will be
free up for future priorities.
CCRF Grant
Budgetary Estimate
1-Jan-22
Municipal Works
Parks
1,017,500$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Feb-22 1-Apr-22 1-May-22 31-Dec-22
29
Page 141 of 625
Requesting Department:2022 Request Total Cost
Division:1,017,500$ 1,017,500$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)92,500
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping 925,000
Contingency
Other
TOTAL EXPENDITURES - 1,017,500 - - -
FUNDING SOURCES
Transfer from Operating (267,500)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund (750,000)
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (1,017,500) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Parks
Forecasted Future Expenditures
Tennis and Basketball Courts Improvements
Engineering design and construction rehabilitation of existing tennis and
basketball courts at 6 City Parks. Pre-Approved via MW-2021-47 for Canada
Community Revitalization Fund (CCRF) Grant Application.
30
Page 142 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ MacBain Community Centre Restart
High
600,000$
Capital Budget Worksheet
2022
Yes - see business case. R&C-2021-12 outlines nine new full time positions and part time
staff.
Single Year Project
15-Jan-22Rehabilitation
NEW
Renovations to the MacBain Community Centre including portions of the second floor, the
former YMCA space, office areas and Pool to accommodate new programming and
programming and activities from the Coronation Centre.
This project aligns with Council's Adoption of the 2019-2022 Strategic Priorities to provide a
Healthy, Safe & Livable Community
At the September 14, 2021 City council meeting Council approved report R&C-2021-12 for
the Restart of the MacBain Centre. The report included commendations for Recreation and
Culture to assume full operating and programming responsibilities for the MacBain
Community Centre, in addition to relocating the Coronation Centre to MacBain.
The initial budget was estimated to be $450,000 and staff are recommending an
enhancement to bring the total budge to $600,000 to cover unforeseen additional costs
related to restarting the facility for public use.
The entire budget will be funded by sale proceeds from the sale of the current Coronation
Centre Building, which has been declared surplus and it is being prepared for sale on the
open market.
Budgetary Estimate
2-Oct-21
Recreation & Culture
Recreation
600,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
2-Oct-21 30-Oct-21 1-Nov-21 1-Nov-21 15-Jan-22
31
Page 143 of 625
Requesting Department:2022 Request Total Cost
Division:600,000$ 600,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)25,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 575,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 600,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other (600,000)
TOTAL FUNDING SOURCES - (600,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Recreation & Culture
Recreation
Forecasted Future Expenditures
MacBain Community Centre Restart
Renovations to the MacBain Community Centre including portions of the
second floor, the former YMCA space, office areas and Pool to accommodate
new programming and programming and activities from the Coronation Centre.
32
Page 144 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ NF Exchange Public Art and Arts & Culture
Wall of Fame
High
130,000$
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Aug-22New
RF64-20
The Niagara Falls Exchange is to house the first commissioned piece of public art in the
city, in the Main Street Courtyard. The updated Arts & Culture Wall of Fame will be inside
the Niagara Falls Exchange.
This project aligns with Council's Adoption of the 2019-2022 Strategic Priorities to provide
a Vibrant and Well Planned City.
Project pre-approved via 2020 Capital Budget. Funding required via 2022 Capital Budget
now that work is underway.
During the planning and design phase of the NF Exchange a piece of public art has
always been part of the concept. A call for artisits was issued summer 2021. Five artists
were shortlisted. Once the final proposal has been selected the piece of art will be
created over the winter months. The installation of the piece of public art will take place
summer 2022.
The Arts & Culture Wall of Fame was initially housed at Niagara Square. It was moved to
the Niagara Falls Public Library on Victoria Street as a placeholder. Now, with the
Niagara Falls Exchange near completion, the Wall of Fame will find its new home.
Budgetary Estimate
1-Jun-21
Recreation & Culture
Culture
130,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jun-21 1-Dec-21 1-Jan-22 1-Mar-22 1-Aug-22
33
Page 145 of 625
Requesting Department:2022 Request Total Cost
Division:130,000$ 130,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 130,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 130,000 - - -
FUNDING SOURCES
Transfer from Operating (130,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (130,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Recreation & Culture
Culture
Forecasted Future Expenditures
NF Exchange Public Art and Arts & Culture Wall of Fame
The Niagara Falls Exchange is to house the first commissioned piece of public
art in the city, in the Main Street Courtyard. The updated Arts & Culture Wall of
Fame will be inside the Niagara Falls Exchange.
34
Page 146 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2019 % DC 61%
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-21 N/A N/A 31-Dec-22
Capital Budget Worksheet
2022
As this project will be debt-financed, 61% of the annual debt charges will be paid from the
Development Charge Reserve Fund, and the remaining 39% will be charged to operating,
for 10 years from time of issuance.
Single Year Project
31-Dec-22New
T59-22
Purchase of new bus to provide service to Chippawa West subdivision. Council approved
the ordering of three new buses via the 2021 Capital Budget, with funding to be
determined via the 2022 Capital Budget.
Convenient, Accessible and Sustainable Transportation.
This is a growth related expenditure and was included in the last Development Charges
Study. As a result a portion of the buses can be funded by Development Charges.
Council Approved the ordering of three new growth-related buses via the 2021 capital
budget with the funding to be determined via the 2022 Capital Budget.
Budgetary Estimate
1-Jan-21
Transit Services
Transit Maintenance
650,000$
-$
-$ Additional Bus for Growth - Chippawa West
High
650,000$
35
Page 147 of 625
Requesting Department:2022 Request Total Cost
Division:650,000$ 650,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 650,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 650,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures*(650,000)
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (650,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
*A Portion of Debenture to be recovered from Development Charges
Capital Budget Worksheet
2022
Transit Services
Transit Maintenance
Forecasted Future Expenditures
Additional Bus for Growth - Chippawa West
Purchase of new bus to provide service to Chippawa West subdivision.
Council approved the ordering of three new buses via the 2021 Capital Budget,
with funding to be determined via the 2022 Capital Budget.
36
Page 148 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2019 % DC 61%
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-21 N/A N/A 31-Dec-22
Capital Budget Worksheet
2022
As this project will be debt-financed, 61% of the annual debt charges will be paid from the
Development Charge Reserve Fund, and the remaining 39% will be charged to operating,
for 10 years from time of issuance.
Single Year Project
31-Dec-22New
T59-22
Purchase of new bus to provide service to Warren Woods / Garner Estates subdivision.
Council approved the ordering of three new buses via the 2021 Capital Budget, with
funding to be determined via the 2022 Capital Budget.
Convenient, Accessible and Sustainable Transportation.
This is a growth related expenditure and was included in the last Development Charges
Study. As a result a portion of the buses can be funded by Development Charges.
Council Approved the ordering of three new growth-related buses via the 2021 capital
budget with the funding to be determined via the 2022 Capital Budget.
Budgetary Estimate
1-Jan-21
Transit Services
Transit Maintenance
650,000$
-$
-$ Additional Bus for Growth - Warren Woods /
Garner Estates
High
650,000$
37
Page 149 of 625
Requesting Department:2022 Request Total Cost
Division:650,000$ 650,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 650,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 650,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures*(650,000)
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (650,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
*A Portion of Debenture to be recovered from Development Charges
Capital Budget Worksheet
2022
Transit Services
Transit Maintenance
Forecasted Future Expenditures
Additional Bus for Growth - Warren Woods /
Garner Estates
Purchase of new bus to provide service to Warren Woods / Garner Estates
subdivision. Council approved the ordering of three new buses via the 2021
Capital Budget, with funding to be determined via the 2022 Capital Budget.
38
Page 150 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2019 % DC 61%
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Additional Bus for Growth -
Riverfront/Oldfield & Thundering Waters
High
650,000$
Capital Budget Worksheet
2022
As this project will be debt-financed, 61% of the annual debt charges will be paid from the
Development Charge Reserve Fund, and the remaining 39% will be charged to operating,
for 10 years from time of issuance.
Single Year Project
31-Dec-22New
T59-22
Purchase of new bus to provide service to Riverfront/Oldfield & Thundering Waters.
Council approved the ordering of three new buses via the 2021 Capital Budget, with
funding to be determined via the 2022 Capital Budget.
Convenient, Accessible and Sustainable Transportation.
This is a growth related expenditure and was included in the last Development Charges
Study. As a result a portion of the buses can be funded by Development Charges.
Council Approved the ordering of three new growth-related buses via the 2021 capital
budget with the funding to be determined via the 2022 Capital Budget.
Budgetary Estimate
1-Jan-21
Transit Services
Transit Maintenance
650,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-21 N/A N/A 31-Dec-22
39
Page 151 of 625
Requesting Department:2022 Request Total Cost
Division:650,000$ 650,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 650,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 650,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures*(650,000)
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (650,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
*A Portion of Debenture to be recovered from Development Charges
Capital Budget Worksheet
2022
Transit Services
Transit Maintenance
Forecasted Future Expenditures
Additional Bus for Growth - Riverfront/Oldfield
& Thundering Waters
Purchase of new bus to provide service to Riverfront/Oldfield & Thundering
Waters. Council approved the ordering of three new buses via the 2021
Capital Budget, with funding to be determined via the 2022 Capital Budget.
40
Page 152 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?Yes Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Driver Protection Systems for Transit Fleet
High
493,129$
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Jan-22Replacement
T60-22
Purchase of OEM Full Driver Barriers for Nova Buses (50) and Econo-Barriers for Orion
Buses (12). Includes NFT (33), WEGO (16) and Regional (13) vehicles.
Committed to improving transportation systems, making them more efficient and greener,
using evolving technologies.
Pre-approved through report TS-2021-06 at September 14 Council meeting. In 2020,
Transit Fleet staff designed and installed temporary bio barriers to ensure a physical
partition between our Operators and riders.
The MTO are now advising that any and all partition/barrier installations by Transit
agencies must comply with CSA Standards D409 and D250, instructing transit agencies
to consult with their OEM (Original Equipment Manufacturer) for products that meet or
exceed these requirements. This is an eligible expense under the Safe Restart
Agreement funding that Transit Services has received.
Report TS-2021-06 approved $511,745.60 for the purchase of these barriers. The final
quote for these barriers came in a bit lower than expected, so staff were able to reduce
the total cost slightly.
Safe Restart - Transit
Formal Quote
27-Sep-21
Transit Services
Transit Maintenance
493,129$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A N/A 27-Sep-21 15-Oct-21 31-Jan-22
41
Page 153 of 625
Requesting Department:2022 Request Total Cost
Division:493,129$ 493,129$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 412,739
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 80,390
TOTAL EXPENDITURES - 493,129 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants (393,252)
External Contributions (99,877)
Other
TOTAL FUNDING SOURCES - (493,129) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Transit Services
Transit Maintenance
Forecasted Future Expenditures
Driver Protection Systems for Transit Fleet
Purchase of OEM Full Driver Barriers for Nova Buses (50) and Econo-Barriers
for Orion Buses (12). Includes NFT (33), WEGO (16) and Regional (13)
vehicles.
42
Page 154 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 29-Jul-21 16-Aug-21 N/A 31-Jan-21
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Jan-21Replacement
T60-22
Purchase of ride-on floor scrubber with warning beacon light for Transit Services. Pre-
approved via TS-2021-04.
Committed to improving transportation systems, making them more efficient and greener,
using evolving technologies.
Pre-approved through report TS-2021-04 at July 13 Council meeting.
Current ride-on sweeper has proven to be inadequate to properly clean and maintain the
floors in the maintenance and storage area of the WEGO facility.
Current unit is propane powered and no longer appropriate for significant indoor use, with
the off-gassing of propane being a source for concern and complaint from affected staff
and by visitors/contractors/vendors to the facility.
Formal Quote
29-Jul-21
Transit Services
Transit Maintenance
60,000$
-$
-$ Heavy-Duty Industrial Scrubber
High
60,000$
43
Page 155 of 625
Requesting Department:2022 Request Total Cost
Division:60,000$ 60,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 60,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 60,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (60,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (60,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Transit Services
Transit Maintenance
Forecasted Future Expenditures
Heavy-Duty Industrial Scrubber
Purchase of ride-on floor scrubber with warning beacon light for Transit
Services. Pre-approved via TS-2021-04.
44
Page 156 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?Yes Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
4-May-20 1-May-22 1-Jun-22 1-Jul-22 31-Dec-23
Capital Budget Worksheet
2022
The parking lot could potentially bring additional parking revenue to the City, but will also
carry some operational related costs for ongoing maintenance.
Multi-Year Program
31-Dec-23New
TSP50-20
Pre-approved via TS-2019-39. Total cost of $4.4M approved for ICIP Transit Stream via
2020 budget process. The 2022 budget request is simply assigning a funding source for
the remaining budget, not funded in 2020.
It will centralize loca, regional, provincial and international connections.
The 2020 capital budget assigned a funding source for year 1 ($1.65M) of the total $4.4M
approved budget, and this request is simply assigning a funding source for the remaining
portions ($2.75M) of which the City's Portion is ($733,425).
Staff wanted to ensure that all funding related to the Multi-Modal Hub was approved prior to
the Transit Amalgamation discussions.
To construct a site supportive of inter-modal traffic, transit, pedestrian and parking hub to
the eventual GO train terminal at Niagara Falls. To create a gateway entrance for visitors
and commuters to Niagara Falls in a pedestrian safe and traffic centric location. Increased
access to local transit and transportation alternatives for visitors and commuters utilizing
GO to/from Niagara Falls. Increased safety and accessibility for the public and transit
riders.
ICIP Transit
Budgetary Estimate
4-May-20
Municipal Works
Transportation
2,750,000$
1,650,000$
-$ Bridge Street Multi-Modal Hub (Year 2 and 3)
High
4,400,000$
45
Page 157 of 625
Requesting Department:2022 Request Total Cost
Division:2,750,000$ 4,400,000$
Project Name:Pre-2022 Forecast
1,650,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)500,000
Project Management (Consultant)
Contract Administration (Consultant)
Land 1,000,000
Building 2,500,000
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 150,000 250,000
Other
TOTAL EXPENDITURES 1,650,000 2,750,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund (440,055)
Reserve Funds
Development Charges
Debentures (733,425)
Federal/Provincial Gas Tax
Federal/Provincial Grants (1,209,945) (2,016,575)
External Contributions
Other
TOTAL FUNDING SOURCES (1,650,000) (2,750,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Transportation
Forecasted Future Expenditures
Bridge Street Multi-Modal Hub (Year 2 and 3)
Pre-approved via TS-2019-39. Total cost of $4.4M approved for ICIP Transit
Stream via 2020 budget process. The 2022 budget request is simply assigning
a funding source for the remaining budget, not funded in 2020.
46
Page 158 of 625
Index
CONTINGENT PROJECTS
Summary
List of Projects in Priority Order
Niagara Falls MacBain Community Centre Energy Retro-Fit Project
Chippawa-Willoughby Memorial Arena Multi-Use Complex
Electric Vehicle Charging Station Pilot Program
Page 159 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)120,000 1,095,250 - - - 1,095,250
Project Management (Consultant)- 15,284,370 - - - 15,284,370
Contract Administration (Consultant)- - - - - -
Land - - - - - -
Building - 758,105 - - - 758,105
Fixtures, Furniture and Equipment - - - - - -
Construction:- - - - - -
Roads - - - - - -
Water - - - - - -
Storm Sewers - - - - - -
Sanitary Sewers - - - - - -
Sitework/Landscaping - - - - - -
Contingency - 3,389,640 - - - 3,389,640
Other - 150,000 - - - 150,000
TOTAL EXPENDITURES 120,000 20,677,365 - - - 20,677,365
FUNDING SOURCES
Transfer from Operating - (274,365) - - - (274,365)
Transfer from Library - - - - - -
Transfer from Sewer - - - - - -
Transfer from Water - - - - - -
Capital SPRs - - - - - -
OLG Reserve Fund (120,000) - - - - -
Reserve Funds - - - - - -
Development Charges - - - - - -
Debentures*- (9,630,663) - - - (9,630,663)
Federal/Provincial Gas Tax - - - - - -
Federal/Provincial Grants - (10,772,337) - - - (10,772,337)
External Contributions - - - - - -
Other - - - - - -
TOTAL FUNDING SOURCES (120,000) (20,677,365) - - - (20,677,365)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
PROJECTS CONTINGENT ON GRANT FUNDING APPROVAL
FORECAST
47
Page 160 of 625
#Priority Project Description Project Budget
1 High Niagara Falls MacBain Community Centre Energy Retro-Fit Project 871,821$
2 High Chippawa - Willoughby Memorial Arena Multi-Use Complex 19,655,544$
3 Medium Electric Vehicle Charging Station Pilot Program 150,000$
Total Budget 20,677,365$
2022 Capital Projects Budget
Listing of Projects in Priority Order
PROJECTS CONTINGENT ON GRANT FUNDING APPROVAL
48
Page 161 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
Complete 1-Jan-22 1-Feb-22 1-Mar-22 31-May-22
Capital Budget Worksheet
2022
Potential operating-related cost savings (Hydro)
Single Year Project
31-May-22Replacement
NEW
Project to leverage grant funding to improve energy efficiency of the MacBain Community
Centre, through LED lighting retrofit, and applying window glazing to exterior windows.
Accessibility improvements will also be made simultaneously.
This project aligns with Council's Adoption of the 2019-2022 Strategic Priorities to provide
a Healthy, Safe & Livable Community
Pre-Approved via report R&C-2021-08. Grant approval not yet confirmed.
The Green and Inclusive Community Buildings Grant Program offers up to 80% federal
funding for energy retrofits up to $9,999,999 which improve the energy efficiency of the
building 25% or more. The grant also encourages applicants to make accessibility and
safety improvements under the program. Staff has identified an energy retrofit opportunity
at the MacBain Community Centre.
Project Includes the following primary components (inclusive of 15% contingency):
1) Replacement of existing lighting with energy efficient LED lighting ($684,570)
2) Installation of window glazing to East, West and South sides of building ($99,480)
3) Installation of automatic door openers to improve accessibility within the building and
improvements to make washrooms more accessible ($87,770)
As the costs above are budgetary estimates, and given uncertainty regarding future
material costs, a contingency of 15% was used.
Assuming 80% grant funding of the eligible costs, the grant will fund up to $697,456, and
the City and Library would be required to fund $174,364
GICB Grant
Budgetary Estimate
1-Jan-22
Recreation & Culture
Recreation
871,821$
-$
-$ Niagara Falls MacBain Community Centre
Energy Retro-Fit Project
High
871,821$
49
Page 162 of 625
Requesting Department:2022 Request Total Cost
Division:871,821$ 871,821$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building 758,105
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 113,716
Other
TOTAL EXPENDITURES - 871,821 - - -
FUNDING SOURCES
Transfer from Operating (174,365)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants (697,456)
External Contributions
Other
TOTAL FUNDING SOURCES - (871,821) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Recreation & Culture
Recreation
Forecasted Future Expenditures
Niagara Falls MacBain Community Centre
Energy Retro-Fit Project
Project to leverage grant funding to improve energy efficiency of the MacBain
Community Centre, through LED lighting retrofit, and applying window glazing
to exterior windows. Accessibility improvements will also be made
simultaneously.
50
Page 163 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2019 % DC 90%
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
120,000$
-$ Chippawa - Willoughby Memorial Arena Multi-
Use Complex
High
19,775,544$
Capital Budget Worksheet
2022
Operating Impacts Include, staffing, utilities, cleaning, and ongoing maintenance
requirements related to the new multi-use facility.
Single Year Project
1-Jun-24Rehabilitation
RF59-20
Project to leverage grant funding to add an addition onto Chippawa Arena to replace
change rooms with accessible change rooms, expand the facility into a multi-use complex
including a 15,000 sq.ft. library, plus a new event space.
This project aligns with Council's Adoption of the 2019-2022 Strategic Priorities to provide
a Healthy, Safe & Livable Community
Pre-Approved via report R&C-2021-08. Grant approval not yet confirmed. Net City Share
increased from report due to costs deemed ineligible during grant submission.
The Green and Inclusive Community Buildings Grant Program offers 50%-60% federal
funding for new builds so long as they are built to be net zero carbon or net zero carbon
ready facilities. The grant also requires applicants to make accessibility and safety
improvements under the program at the same time. Staff has identified an opportunity to
relocate and expand the Chippawa library on the same site as the Chippawa Arena,
allowing for a multi-use complex to be established on a single site.
Project Includes the following primary components inclusive of a 20% contingency:
1) Core Energy Systems ($6,954,290)
2) New Accessible Change Rooms ($2,100,320)
3) New Event Space ($1,221,120)
4) New Library ($5,495,050) - Net New Library Space 5,000 sq.ft. 90% DC funded
5) Parking Lot, Refrigeration Room and Overhead ($2,570,460)
6) Detailed Design, Contract Admin, Project Management, Consulting ($1,314,300)
Costs above are budgetary estimates given uncertainty of future material costs.
GICB Grant
Budgetary Estimate
1-Jan-22
Recreation & Culture
Arenas & Library
19,655,544$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Sep-22 31-Dec-22 1-Apr-23 1-Jun-24
51
Page 164 of 625
Requesting Department:2022 Request Total Cost
Division:19,655,544$ 19,775,544$
Project Name:Pre-2022 Forecast
120,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)120,000 1,095,250
Project Management (Consultant)15,284,370
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 3,275,924
Other
TOTAL EXPENDITURES 120,000 19,655,544 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund (120,000)
Reserve Funds
Development Charges
Debentures (9,630,663)
Federal/Provincial Gas Tax
Federal/Provincial Grants (10,024,881)
External Contributions
Other
TOTAL FUNDING SOURCES (120,000) (19,655,544) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Recreation & Culture
Arenas & Library
Forecasted Future Expenditures
Chippawa - Willoughby Memorial Arena Multi-
Use Complex
Project to leverage grant funding to add an addition onto Chippawa Arena to
replace change rooms with accessible change rooms, expand the facility into
a multi-use complex including a 15,000 sq.ft. library, plus a new event space.
52
Page 165 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Electric Vehicle Charging Station Pilot
Program
Medium
150,000$
Capital Budget Worksheet
2022
1. Hydro costs will need to be considered. Fuel savings will help offset the operating
impact and could potentially generate net savings overall.
2. Increased capital cost for electric vehicles will need to be accommodated in the Fleet
Capital Budget. However, there may be some maintenance cost reductions.
Single Year Project
31-Dec-22New
NEW
Pilot program for installation of electric vehicle chargers at City Hall for an electrified
shared fleet pool & public vehicle chargers. Staff will apply for ZEVIP grant funding to
assist with upfront costs of the charging infrastructure.
This project promotes a Healthy, Safe & Livable Community.
Also aligns with the Climate Change Adaptation Plan.
Following a Council motion in 2021 Staff have identified vehicles for particular areas that
could benefit from electrification These areas include building inspectors, couriers, bylaw
enforcement, and shared/pooled vehicles.
Concurrent with the installation of fleet chargers, it is practical and cost-effective to also
install two (2) public-use vehicle chargers at City Hall.
Staff will apply and hope to leverage grant funding from the Zero Emission Vehicle
Infrastructure Program (NRCAN) to offset some of the upfront costs associated with the
charging infrastructure ONLY for fleet. This grant must include a minimum of ten (10)
level 2 chargers. If unsuccessful with this grant, Staff recommend reducing the fleet
charger component to four (4) units with expansion capability at a later date.
This pilot program will provide data necessary to guide decision making for expansion of
fleet chargers to other areas such as the MacBain Centre, Service Centre, WEGO, and
other City Facilities where City owned vehicles are parked.
Budget Breakdown: $50,000 ZEVIP Grant, $50,000 Matching City Contribution for fleet
chargers, $50,000 for hydro install costs and public-use chargers (not ZEVIP eligible).
ZEVIP Grant
Budgetary Estimate
1-Jan-22
Municipal Works
Fleet
150,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Jun-22 1-Aug-22 1-Sep-22 31-Dec-22
53
Page 166 of 625
Requesting Department:2022 Request Total Cost
Division:150,000$ 150,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 150,000
TOTAL EXPENDITURES - 150,000 - - -
FUNDING SOURCES
Transfer from Operating (100,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants (50,000)
External Contributions
Other
TOTAL FUNDING SOURCES - (150,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Fleet
Forecasted Future Expenditures
Electric Vehicle Charging Station Pilot
Program
Pilot program for installation of electric vehicle chargers at City Hall for an
electrified shared fleet pool & public vehicle chargers. Staff will apply for ZEVIP
grant funding to assist with upfront costs of the charging infrastructure.
54
Page 167 of 625
Index
BUILDING &MUNICIPAL ENFORCEMENT SERVICES
Summary
Listing of Projects in Priority Order
City Hall Building Department Renovations
City Hall Mechanical Upgrades
City Hall Chiller #1 Computer Replacement
WEGO/Transit Building Storm Sewer Lift Pump Upgrades
Niagara Falls History Museum -Humidifier Replacement
Former Sea Cadet Building -Phase 2 ESA &Building Demolition
Wayne Thomson Building Basement HVAC Improvements
Facility Review
Page 168 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)- 217,000 20,000 - - 237,000
Project Management (Consultant)- - - - - -
Contract Administration (Consultant)- - - - - -
Land - - - - - -
Building 238,000 937,000 250,000 - - 1,187,000
Fixtures, Furniture and Equipment - - - - - -
Construction:- - - - - -
Roads - - - - - -
Water - - - - - -
Storm Sewers - - - - - -
Sanitary Sewers - - - - - -
Sitework/Landscaping - - - - - -
Contingency - - - - - -
Other - - - - - -
TOTAL EXPENDITURES 238,000 1,154,000 270,000 - - 1,424,000
FUNDING SOURCES
Transfer from Operating - (850,120) - - - (850,120)
Transfer from Library - - - - - -
Transfer from Sewer - - - - - -
Transfer from Water - - - - - -
Capital SPRs (238,000) (303,880) - - - (303,880)
OLG Reserve Fund - - - - - -
Reserve Funds - - - - - -
Development Charges - - - - - -
Debentures*- - - - - -
Federal/Provincial Gas Tax - - - - - -
Federal/Provincial Grants - - - - - -
External Contributions - - - - - -
Other - - - - - -
TOTAL FUNDING SOURCES (238,000) (1,154,000) - - - (1,154,000)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
BUILDING AND MUNICIPAL ENFORCEMENT SERVICES
FORECAST
55
Page 169 of 625
#Priority Project Description Project Budget
1 High City Hall Building Department Renovations 475,000$
2 High City Hall Mechanical Upgrades 242,000$
3 High City Hall Chiller #1 Computer Replacement 17,000$
4 High WEGO/Transit Building Storm Sewer Lift Pump Upgrades 160,000$
5 High Niagara Falls History Museum - Humidifier Replacement 75,000$
6 High Former Sea Cadet Building - Phase 2 ESA & Building Demolition 30,000$
7 High Wayne Thomson Building Basement HVAC Improvements 80,000$
8 High Facility Review 75,000$
Total Budget 1,154,000$
2022 Capital Projects Budget
Listing of Projects in Priority Order
BUILDING AND MUNICIPAL ENFORCEMENT SERVICES
56
Page 170 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 30-Apr-22 1-Jun-22 N/A 31-Dec-22
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Dec-22Rehabilitation
BP33
To complete renovations with the Building Services Division at City Hall located at 4310
Queen Street.
Operate, maintain and upgrade the City’s infrastructure and other assets in an affordable,
reliable, environmentally sustainable and integrated way.
Building Department Renovations - draft in progress to address space management issues
within, such as building code and fire code requirements, however due to the Covid-19
pandemic physical distancing of workstation requirements has changed the design scope
and increased the cost of the project. City Staff have utilized some of the previously
approved budget to renovate a work space in the basement of City Hall and to free up
space within the main builiding services area on the main floor to meet the legislative and
physical distancing requirements.
Approximately 76% is attributed to Building Staff. The remainder is between By-law and
Facilities Staff.
Budgetary Estimate
30-Apr-22
Building & Municipal Enforcement Services
Facilities
475,000$
238,000$
-$ City Hall Building Department Renovations
High
713,000$
57
Page 171 of 625
Requesting Department:2022 Request Total Cost
Division:475,000$ 713,000$
Project Name:Pre-2022 Forecast
238,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)75,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building 238,000 400,000
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 238,000 475,000 - - -
FUNDING SOURCES
Transfer from Operating (171,120)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (238,000) (303,880)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (238,000) (475,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Building & Municipal Enforcement Services
Facilities
Forecasted Future Expenditures
City Hall Building Department Renovations
To complete renovations with the Building Services Division at City Hall located
at 4310 Queen Street.
58
Page 172 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 30-Apr-22 1-Jun-22 N/A 31-Dec-22
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Dec-22Rehabilitation
NEW
Complete upgrades to the mechanical systems at City Hall located at 4310 Queen Street
Operate, maintain and upgrade the City’s infrastructure and other assets in an affordable,
reliable, environmentally sustainable and integrated way.
City Hall Mechanical Upgrades - During the design for the Building Department
Renovations it was noted that the mechanical piping serving the perimeter induction units is
in very poor condition. There have been instances over the years were the piping has burst
causing water damage to some areas of City Hall. This piping was not addressed during
the mechanical upgrades that took place in 2013. With the planned renovations of the
Building Department, a large portion of the piping will be easily accessible and replacement
would be beneficial to the overall condition of the mechanical system. The perimeter
induction units in the Building Department area will also need to be replaced as they are
beyond their useful as they are original to the building. The units are very fragile and
servicing them is very difficult.
Budgetary Estimate
30-Apr-22
Building & Municipal Enforcement Services
Facilities
242,000$
-$
-$ City Hall Mechanical Upgrades
High
242,000$
59
Page 173 of 625
Requesting Department:2022 Request Total Cost
Division:242,000$ 242,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)22,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building 220,000
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 242,000 - - -
FUNDING SOURCES
Transfer from Operating (242,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (242,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Building & Municipal Enforcement Services
Facilities
Forecasted Future Expenditures
City Hall Mechanical Upgrades
Complete upgrades to the mechanical systems at City Hall located at 4310
Queen Street
60
Page 174 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 30-Apr-22 1-Jun-22 N/A 31-Dec-22
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Dec-22Rehabilitation
NEW
Upgrade building related items at City Hall located at 4310 Queen Street.
Operate, maintain and upgrade the City’s infrastructure and other assets in an affordable,
reliable, environmentally sustainable and integrated way.
Replace Chiller #1 Interface Computer - The current Chiller #1 Interface computer has
failed. The chiller provides cooling to City Hall. Currently Chiller #2 is still operating
correctly and cooling City Hall. The equipment was installed in 2013 as part of the HVAC
upgrades. This interface computer is proprietary to the manufacturer along with the
software required to run the chiller. Staff have looked at several options but unfortunately,
this equipment has to be purchased from the manufacturer. If Chiller #2 fails, then there is
no air conditioning at City Hall.
Formal Quote
30-Apr-22
Building & Municipal Enforcement Services
Facilities
17,000$
-$
-$ City Hall Chiller #1 Computer Replacement
High
17,000$
61
Page 175 of 625
Requesting Department:2022 Request Total Cost
Division:17,000$ 17,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building 17,000
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 17,000 - - -
FUNDING SOURCES
Transfer from Operating (17,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (17,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Building & Municipal Enforcement Services
Facilities
Forecasted Future Expenditures
City Hall Chiller #1 Computer Replacement
Upgrade building related items at City Hall located at 4310 Queen Street.
62
Page 176 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 30-Apr-22 1-Jun-22 N/A 31-Dec-22
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Dec-22Replacement
NEW
Complete upgrades to the Storm Sewer Lift Pump System at WEGO/Transit Building
located at 8208 Heartland Forest Road
Operate, maintain and upgrade the City’s infrastructure and other assets in an affordable,
reliable, environmentally sustainable and integrated way.
WEGO/Transit Storm Sewer Lift Pump Upgrades - During the fall of 2020, Staff were
advised of constant flooding of the WEGO/Transit Building property. The Storm Sewer Lift
Pump captures all of the storm run-off from the entire site and pumps the storm water into
the neighbouring City-owned property by disbursing the water through a tubular level
spreader to minimize erosion to the land. Upon inspection of the lift pump, Staff found that
the piping on the outlet of the pumps was undersized causing the pipe to rupture and not
discharge the storm water. Staff installed a temporary pipe to discharge into the
neighbouring City-owned property.
The Ministry of the Environment, Conservation and Parks (MECP) inspected the temporary
discharge pipe in February 2021 and accepted our temporary discharge pipe for a short
duration, but we must correct the issue to utilize the approved system. Staff engaged a
consultant to review the existing design. Upon review the consultant determined that the
existing piping in the pump chamber and the underground piping was undersized for the
size of pumps and quantity of Storm water run-off. The consultant has designed a new
chamber to accomodate the pumps and associated piping to allow for proper operation of
the system.
Budgetary Estimate
30-Apr-22
Building & Municipal Enforcement Services
Facilities
160,000$
-$
-$ WEGO/Transit Building Storm Sewer Lift
Pump Upgrades
High
160,000$
63
Page 177 of 625
Requesting Department:2022 Request Total Cost
Division:160,000$ 160,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)10,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building 150,000
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 160,000 - - -
FUNDING SOURCES
Transfer from Operating (160,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (160,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Building & Municipal Enforcement Services
Facilities
Forecasted Future Expenditures
WEGO/Transit Building Storm Sewer Lift Pump
Upgrades
Complete upgrades to the Storm Sewer Lift Pump System at WEGO/Transit
Building located at 8208 Heartland Forest Road
64
Page 178 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Niagara Falls History Museum - Humidifier
Replacement
High
75,000$
Capital Budget Worksheet
2022
If the AHU#1 Humidifier is not replaced, then proper humidity levels cannot be maintained
which could cause damage to priceless artifacts. A rental humidifier could be used at a
cost of approximately $1,500 per week which would have significant impacts to the
operating budget.
Single Year Project
31-Dec-22Rehabilitation
NEW
Upgrade building related items at the Niagara Falls History Musuem located at 5810 Ferry
Street.
Operate, maintain and upgrade the City’s infrastructure and other assets in an affordable,
reliable, environmentally sustainable and integrated way.
Replace AHU#1 Humidifer - The current humidifier installed in AHU#1 on the roof of the
museum has reached the end of its useful life in just over 3 years of use. The unit was
replaced in 2018 at a cost of approximately $30,000 and it was expected to last 10 years.
Due to the location of the installed humidifier, it is subject to the elements and
unfortunately it has prematurely failed. Staff are looking at options to make repairs for it to
last through the winter of 2021/2022 as it is only utilized during the winter season to
maintain the proper humidity levels in the artifact display areas. The Museum is required to
meet specific humidity standards in order to secure collections. Staff has engaged a
consultant to review the current installation and configuration to look at options to relocate
the new humidifier to the inside of the building to protect it from the elements and extend
the useful life of the unit.
Formal Quote
30-Apr-22
Building & Municipal Enforcement Services
Facilities
75,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 30-Apr-22 1-Jun-22 N/A 31-Dec-22
65
Page 179 of 625
Requesting Department:2022 Request Total Cost
Division:75,000$ 75,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building 75,000
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 75,000 - - -
FUNDING SOURCES
Transfer from Operating (75,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (75,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Building & Municipal Enforcement Services
Facilities
Forecasted Future Expenditures
Niagara Falls History Museum - Humidifier
Replacement
Upgrade building related items at the Niagara Falls History Musuem located at
5810 Ferry Street.
66
Page 180 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 30-Apr-22 1-Jun-22 N/A 31-Dec-22
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Dec-22Rehabilitation
NEW
Phase 2 Environmental Site Assessment and Appraisal of the Former Sea Cadet Building
located at 5616 Leonard Avenue
Operate, maintain and upgrade the City’s infrastructure and other assets in an affordable,
reliable, environmentally sustainable and integrated way.
The Phase 2 Environmental Site Assessment was initiated in 2021 to be funded in 2022
($20,000). An appraisal should be conducted in 2022 to determine if the property is worth
more with the building or if the building should be demolished ($10,000).
Former Sea Cadet Building Demolition - The City has recently taken over maintenance
responsibility of the Former Sea Cadet Building due to the Sea Cadets vacating the
property in early 2020. Staff inspected the building and found it to be in great disrepair as
the tenant was supposed to maintain the property. Staff are recommending demolition of
the building in 2023 as it is vacant and no longer usable for occupancy. The building has
been boarded up as there were trespassers trying to access the building. It is a safety
concern.
Budgetary Estimate
30-Apr-22
Building & Municipal Enforcement Services
Facilities
30,000$
-$
270,000$ Former Sea Cadet Building - Phase 2 ESA &
Building Demolition
High
300,000$
67
Page 181 of 625
Requesting Department:2022 Request Total Cost
Division:30,000$ 300,000$
Project Name:Pre-2022 Forecast
-$ 270,000$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - 270,000 270,000
EXPENDITURES
Design (Consultant)30,000 20,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building 250,000
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 30,000 270,000 - -
FUNDING SOURCES
Transfer from Operating (30,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (30,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - 270,000 270,000 270,000
Capital Budget Worksheet
2022
Building & Municipal Enforcement Services
Facilities
Forecasted Future Expenditures
Former Sea Cadet Building - Phase 2 ESA &
Building Demolition
Phase 2 Environmental Site Assessment and Appraisal of the Former Sea
Cadet Building located at 5616 Leonard Avenue
68
Page 182 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Wayne Thomson Building Basement HVAC
Improvements
High
80,000$
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Dec-22Replacement
NEW
Complete upgrades to the Basement HVAC System at Wayne Thomson Building located
at 4343 Morrison Street
Operate, maintain and upgrade the City’s infrastructure and other assets in an affordable,
reliable, environmentally sustainable and integrated way.
Wayne Thomson Building Basement HVAC Upgrades - Staff have been made aware of
continuous high humidity levels being experienced in the basement office and hallway
areas. Staff have reviewed and optimized the HVAC equipment with no success. Staff
brought in a consultant to review the HVAC systems to determine what modifications were
required to improve the indoor air quality. The consultant has redesigned the HVAC
system to correct the humidity using the existing equipment and by installing some
additional equipment.
Budgetary Estimate
30-Apr-22
Building & Municipal Enforcement Services
Facilities
80,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 30-Apr-22 1-Jun-22 N/A 31-Dec-22
69
Page 183 of 625
Requesting Department:2022 Request Total Cost
Division:80,000$ 80,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)5,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building 75,000
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 80,000 - - -
FUNDING SOURCES
Transfer from Operating (80,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (80,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Building & Municipal Enforcement Services
Facilities
Forecasted Future Expenditures
Wayne Thomson Building Basement HVAC
Improvements
Complete upgrades to the Basement HVAC System at Wayne Thomson
Building located at 4343 Morrison Street
70
Page 184 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Facility Review
High
75,000$
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Dec-22New
NEW
Undertake review of City Facilities, to find opportunities to optimize current facility use and
review supporting internal processes
Operate, maintain and upgrade the City’s infrastructure and other assets in an affordable,
reliable, environmentally sustainable and integrated way.
Complete review of City facilities in order to identify deficiencies and recommend optimal
configuration of facility and office space for various departments. As the City grows and
business processes evolve, staffing needs continue to change.
A facility review will help the City to configure space in a more efficient manner to
accommodate growth and optimize the use of space, utilizing touch-down workstations for
staff regularly working from home or offsite.
Budgetary Estimate
30-Apr-22
Building & Municipal Enforcement Services
Facilities
75,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 30-Apr-22 1-Jun-22 N/A 31-Dec-22
71
Page 185 of 625
Requesting Department:2022 Request Total Cost
Division:75,000$ 75,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)75,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 75,000 - - -
FUNDING SOURCES
Transfer from Operating (75,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (75,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Building & Municipal Enforcement Services
Facilities
Forecasted Future Expenditures
Facility Review
Undertake review of City Facilities, to find opportunities to optimize current
facility use and review supporting internal processes
72
Page 186 of 625
Index
FIRE
Summary
Listing of Projects in Priority Order
PPE (Bunker Gear)
G4 Series Voice Pagers
Motorola Portable Radios
Matterport Investigations Camera
Fleet Replacement -Engine 4
Fleet New Request -Squad 1
Page 187 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)- - - - - -
Project Management (Consultant)- - - - - -
Contract Administration (Consultant)- - - - - -
Land - - - - - -
Building - - - - - -
Fixtures, Furniture and Equipment - 1,010,000 - - - 1,010,000
Construction:- - - - - -
Roads - - - - - -
Water - - - - - -
Storm Sewers - - - - - -
Sanitary Sewers - - - - - -
Sitework/Landscaping - - - - - -
Contingency - - - - - -
Other - - - - - -
TOTAL EXPENDITURES - 1,010,000 - - - 1,010,000
FUNDING SOURCES
Transfer from Operating - (150,000) - - - (150,000)
Transfer from Library - - - - - -
Transfer from Sewer - - - - - -
Transfer from Water - - - - - -
Capital SPRs - - - - - -
OLG Reserve Fund - (160,000) - - - (160,000)
Reserve Funds - - - - - -
Development Charges - - - - - -
Debentures*- (700,000) - - - (700,000)
Federal/Provincial Gas Tax - - - - - -
Federal/Provincial Grants - - - - - -
External Contributions - - - - - -
Other - - - - - -
TOTAL FUNDING SOURCES - (1,010,000) - - - (1,010,000)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
FIRE SERVICES
FORECAST
73
Page 188 of 625
#Priority Project Description Project Budget
1 High PPE (Bunker Gear)100,000$
2 High G4 Series Voice Pagers 15,000$
3 High Motorola Portable Radios 25,000$
4 High Matterport Investigations Camera 10,000$
5 High Fleet Replacement - Engine 4 700,000$
6 High Fleet New Request - Squad 1 160,000$
Total Budget 1,010,000$
2022 Capital Projects Budget
Listing of Projects in Priority Order
FIRE SERVICES
74
Page 189 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Mar-22 N/A N/A N/A 1-May-22
Capital Budget Worksheet
2022
N/A
Single Year Project
1-May-22Replacement
NEW
Replace expired bunker gear and firefighter personal protective equipment.
Continuing to be efficient and effective in our delivery of municipal services and use of
resources and acountable to our residents.
NFPA standard 1851, along with Ministry of Labour (MOL) section 21 committee, indicates
a firefighter should have two (2) sets of bunker gear. The gear lasts 10 years before the
need to retire it. The Niagara Falls Fire Department is on a 5-year replacement plan for
each staff member in order to minimize cost and be compliant with the MOL and NFPA.
Budgetary Estimate
1-Mar-22
Fire Department
Suppression
100,000$
-$
-$ PPE (Bunker Gear)
High
100,000$
75
Page 190 of 625
Requesting Department:2022 Request Total Cost
Division:100,000$ 100,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 100,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 100,000 - - -
FUNDING SOURCES
Transfer from Operating (100,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (100,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Fire Department
Suppression
Forecasted Future Expenditures
PPE (Bunker Gear)
Replace expired bunker gear and firefighter personal protective equipment.
76
Page 191 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Mar-22 N/A N/A N/A 1-Apr-22
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Apr-22New
NEW
G4 Series Voice Pagers for Volunteer Firefighters
Continuing to be efficient and effective in our delivery of municipal services and use of
resources and acountable to our residents.
Additional digital pagers are required for our volunteer firefighters in order to notify them to
respond to a 911 emergency. Recruitment for the 2022 class is underway and a class of 12
volunteer firefighters would be a typical class size.
Budgetary Estimate
1-Mar-22
Fire Department
Suppression
15,000$
-$
-$ G4 Series Voice Pagers
High
15,000$
77
Page 192 of 625
Requesting Department:2022 Request Total Cost
Division:15,000$ 15,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 15,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 15,000 - - -
FUNDING SOURCES
Transfer from Operating (15,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (15,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Fire Department
Suppression
Forecasted Future Expenditures
G4 Series Voice Pagers
G4 Series Voice Pagers for Volunteer Firefighters
78
Page 193 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Motorola Portable Radios
High
25,000$
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Apr-22Replacement
NEW
Motorola Portable Radio replacements
Continuing to be efficient and effective in our delivery of municipal services and use of
resources and acountable to our residents.
In order to maintain the minimum number of portable radios required per firefighter,
replacement Motorola Portable Radios are needed due to wear and tear on existing
equipment in order to conduct suppression or training activities.
Budgetary Estimate
1-Mar-22
Fire Department
Suppression
25,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Mar-22 N/A N/A N/A 1-Apr-22
79
Page 194 of 625
Requesting Department:2022 Request Total Cost
Division:25,000$ 25,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 25,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 25,000 - - -
FUNDING SOURCES
Transfer from Operating (25,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (25,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Fire Department
Suppression
Forecasted Future Expenditures
Motorola Portable Radios
Motorola Portable Radio replacements
80
Page 195 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Matterport Investigations Camera
High
10,000$
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Apr-22New
NEW
Masterport 3D Video Camera to be utilized during fire investigations.
Continuing to be efficient and effective in our delivery of municipal services and use of
resources and acountable to our residents.
Utilization of this specialty camera during fire investigations would allow for more
comprehensive documentation of fire scenes. Additionally, this would further enhance the
Investigator in determining cause and origin. A further invaluable benefit would be for our
suppression crews pertaining to their post incident evaluations. Public Education would
also benefit from utilization of this camera.
Budgetary Estimate
1-Mar-22
Fire Department
Fire Prevention
10,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Mar-22 N/A N/A N/A 1-Apr-22
81
Page 196 of 625
Requesting Department:2022 Request Total Cost
Division:10,000$ 10,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 10,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 10,000 - - -
FUNDING SOURCES
Transfer from Operating (10,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (10,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Fire Department
Fire Prevention
Forecasted Future Expenditures
Matterport Investigations Camera
Masterport 3D Video Camera to be utilized during fire investigations.
82
Page 197 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Mar-22 1-Apr-22 1-May-22 1-Jun-22 1-Jun-23
Capital Budget Worksheet
2022
N/A
Multi-Year Program
1-Jun-23Replacement
NEW
Purchase of a new custom cab pumper for Volunteer Station #4 (Chippawa).
Continuing to be efficient and effective in our delivery of municipal services and use of
resources and acountable to our residents.
Engine 4 is a 2002 Ford Midi with a 20-year life span under the Underwriters of Canada. As
per our Apparatus Replacement Schedule and in compliance with the Underwriters of
Canada requirements, this apparatus requires replacement.
Budgetary Estimate
1-Mar-22
Fire Department
Suppression
700,000$
-$
-$ Fleet Replacement - Engine 4
High
700,000$
83
Page 198 of 625
Requesting Department:2022 Request Total Cost
Division:700,000$ 700,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 700,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 700,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures (700,000)
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (700,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Fire Department
Suppression
Forecasted Future Expenditures
Fleet Replacement - Engine 4
Purchase of a new custom cab pumper for Volunteer Station #4 (Chippawa).
84
Page 199 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Fleet New Request - Squad 1
High
160,000$
Capital Budget Worksheet
2022
There will be an internal rental rate, as is standard for all vehicles, to capture administrative
overhead, fuel, and repairs and maintenance costs.
Single Year Project
1-Dec-22New
NEW
Purchase of a new style multi-use custom pick-up truck for transporting water rescue
equipment, Rope Rescue Services with NOTL and Trench rescues in order to provide
continuous improvement and continued high level of service to our community.
Continuing to be efficient and effective in our delivery of municipal services and use of
resources and acountable to our residents.
This multi-use vehicle would be instrumental for the following capabilities:
1. Transporting Water Rescue Equipment
Due to our geography, Squad 1 would be utilized to manage the high frequency of water rescue
responses in OPG Canals (Stanley Ave and McLeod Rd access points as well as reservoirs),
Dufferin Islands, etc. as our Emergency Response Vessel and twin motors are required. We
currently do not have space on our apparatus to carry this equipment and we must use a utility pick-
up to transport when called upon. Due to access areas, this smaller response vehicle will permit us
to maneuver closer to water's edge and allow us to house the equipment in vehicle which ensures
a much faster response. Additionally, housing this equipment directly on vehicle minimizes such
health and safety concerns for fire personnel.
2. Rope Rescue Services with Niagara-on-the-Lake.
NFFD provides technical rescue services through an MOU (June 1/20, FS-2020-03) with the Town
of NOTL. This includes high/low angle rescue, confined space rescue, trench rescue and ice/water
rescue. Squad 1 would enhance these services provided.
3. Trench rescue
Squad 1 would also haul the recently purchased technical rescue trailer as we do not have a
dedicated vehicle for these applications. Please note call stats below utilized Rescue 1:
In 2019 - NFFD went on 36 calls for above incidences
In 2020 - NFFD went on 48 calls for above incidences
In 2021 (to date) - NFFD has gone on 31 calls for above incidences
Budgetary Estimate
1-Mar-22
Fire Department
Suppression
160,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Mar-22 1-Apr-22 1-May-22 1-Jun-22 1-Dec-22
85
Page 200 of 625
Requesting Department:2022 Request Total Cost
Division:160,000$ 160,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 160,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 160,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund (160,000)
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (160,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Fire Department
Suppression
Forecasted Future Expenditures
Fleet New Request - Squad 1
Purchase of a new style multi-use custom pick-up truck for transporting water rescue
equipment, Rope Rescue Services with NOTL and Trench rescues in order to provide
continuous improvement and continued high level of service to our community.
86
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Index
GENERAL GOVERNMENT/INFORMATION SERVICES
Summary
Listing of Projects in Priority Order
Furniture Purchases -Corporation
Small Equipment -Corporation
IS -Hardware Technology Purchases
IS -IT Consulting -Phase 1 ERP
Steam Unit for Weed and Graffiti Removal
Updated DC Background Study and CBC Strategy
Official Plan Update
Smart City Initiative
Asset Management Plan Update
Customer Service Strategy
Finance Consulting -Asset Retirement Obligation
Equipment Tracking Pilot
Page 202 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)300,000 150,000 - - - 150,000
Project Management (Consultant)- - - - - -
Contract Administration (Consultant)- - - - - -
Land - - - - - -
Building - - - - - -
Fixtures, Furniture and Equipment - 1,490,720 812,360 837,360 375,000 3,515,440
Construction:- - - - - -
Roads - - - - - -
Water - - - - - -
Storm Sewers - - - - - -
Sanitary Sewers - - - - - -
Sitework/Landscaping - - - - - -
Contingency - - - - - -
Other - 1,110,520 - - - 1,110,520
TOTAL EXPENDITURES 300,000 2,751,240 812,360 837,360 375,000 4,775,960
FUNDING SOURCES
Transfer from Operating - (905,520) - - - (905,520)
Transfer from Library - - - - - -
Transfer from Sewer - - - - - -
Transfer from Water - - - - - -
Capital SPRs - (205,000) (100,000) (100,000) - (405,000)
OLG Reserve Fund - (266,000) - - - (266,000)
Reserve Funds - - - - - -
Development Charges - (450,000) - - - (450,000)
Debentures*- - - - - -
Federal/Provincial Gas Tax - - - - - -
Federal/Provincial Grants (300,000) (580,400) (215,200) (215,200) - (1,010,800)
External Contributions - (344,320) (172,160) (172,160) - (688,640)
Other - - - - - -
TOTAL FUNDING SOURCES (300,000) (2,751,240) (487,360) (487,360) - (3,725,960)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
GENERAL GOVERNMENT AND INFORMATION SYSTEMS
FORECAST
87
Page 203 of 625
#Priority Project Description Project Budget
1 High Furniture Purchases - Corporation 30,000$
2 High Small Equipment - Corporation 180,520$
3 High IS - Hardware Technology Purchases 400,000$
4 High IS - IT Consulting - Phase 1 ERP 150,000$
5 High Steam Unit For Weed and Graffiti Removal 66,000$
6 High Updated DC Background Study and CBC Strategy 100,000$
7 High Official Plan Update 500,000$
8 Medium Smart City Initiative 974,720$
9 High Asset Management Plan Update 150,000$
10 Medium Customer Service Strategy 75,000$
11 High Finance Consulting - Asset Retirement Obligation 75,000$
12 High Equipment Tracking Pilot 50,000$
Total Budget 2,751,240$
2022 Capital Projects Budget
Listing of Projects in Priority Order
GENERAL GOVERNMENT AND INFORMATION SYSTEMS
88
Page 204 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 N/A N/A 31-Dec-22
Capital Budget Worksheet
2022
N/A
Recurring Program
31-Dec-22Replacement
G15
The purchase of new office furniture as per Department's requests.
Responsible and Transparent Financial Management
To support the purchase and replacement of furniture based on Departmental Requests
Requests received from Recreation and Culture, Building, Fire, Municipal Works and
Finance.
Furniture Requests include:
Desk Chairs
Desks
Sit-Stand Desks
Tables
Includes large contingency due to anticipated steep increase in steel prices and additional
surcharges levied for transportation and installation.
Formal Quote
1-Jan-22
General Government
Finance
30,000$
-$
-$ Furniture Purchases - Corporation
High
30,000$
89
Page 205 of 625
Requesting Department:2022 Request Total Cost
Division:30,000$ 30,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 30,000
TOTAL EXPENDITURES - 30,000 - - -
FUNDING SOURCES
Transfer from Operating (30,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (30,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
General Government
Finance
Forecasted Future Expenditures
Furniture Purchases - Corporation
The purchase of new office furniture as per Department's requests.
90
Page 206 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Small Equipment - Corporation
High
180,520$
Capital Budget Worksheet
2022
N/A
Recurring Program
31-Dec-22Replacement
G31
The purchase of small tools & equipment as per Department's requests.
Responsible and Transparent Financial Management
To support the purchase and replacement of large tools and equipment based on
Departmental Requests
Requests include:
Leaf Collection Boxes
Small Power Equipment (Chainsaws, Leaf Blowers, Lawn Mowers, Trimmers, etc.)
Generators
Saws
Transit Reload Stations
Large contingency due to inflation/material price adjustments for current and past small
equipment requests. COVID has resulted in significant price increases, and this
contingency will ensure all equipment can be purchased without having to submit an
additional request.
Formal Quote
1-Jan-22
General Government
Finanace
180,520$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 N/A N/A 31-Dec-22
91
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Requesting Department:2022 Request Total Cost
Division:180,520$ 180,520$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 180,520
TOTAL EXPENDITURES - 180,520 - - -
FUNDING SOURCES
Transfer from Operating (115,520)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (65,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (180,520) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
General Government
Finanace
Forecasted Future Expenditures
Small Equipment - Corporation
The purchase of small tools & equipment as per Department's requests.
92
Page 208 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
1,050,000$ IS - Hardware Technology Purchases
High
1,450,000$
Capital Budget Worksheet
2022
The 2022 Operating Budget will not be funding hardware technology purchases that are
capitalized.
Single Year Project
1-Dec-22Replacement
NEW
Includes all IS hardware technology purchases and additional hardware/software
purchases related to setting up staff to work from home.
Customer Service Excellence: IS hardware technology purchases are required to maintain
and improve service delivery to internal and external customers.
Finance is capitalizing all IS hardware technology purchases over $200. This capital budget
item will consolidate purchases that were made under Hardware and Communications in
the previous years' operating budgets. Some examples of these type of purchases would
be servers, computers, laptops, tablets, projectors, wireless access points, and
smartphones.
This is also to cover the cost of transitioning staff to laptops & docking stations from
desktop pcs as well as any other additional hardware or software that will need to be
provided to staff to set up their home work environment.
Formal Quote
1-Jan-22
General Government
Information Systems
400,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 1-Mar-22 N/A 1-Dec-22
93
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Requesting Department:2022 Request Total Cost
Division:400,000$ 1,450,000$
Project Name:Pre-2022 Forecast
-$ 1,050,000$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - 325,000 675,000
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 400,000 325,000 350,000 375,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 400,000 325,000 350,000 375,000
FUNDING SOURCES
Transfer from Operating (400,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (400,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - 325,000 675,000 1,050,000
Capital Budget Worksheet
2022
General Government
Information Systems
Forecasted Future Expenditures
IS - Hardware Technology Purchases
Includes all IS hardware technology purchases and additional
hardware/software purchases related to setting up staff to work from home.
94
Page 210 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 3-Jan-22 N/A 31-Dec-22
Capital Budget Worksheet
2022
Potential solutions from consultant's recommendations may come with operating impacts,
but this initial expertise does not create an immediate impact.
Single Year Project
31-Dec-22New
NEW
IT Consulting to explore a Phase 1 ERP implementation to replace current financial system
VADIM.
Customer Service Excellence: IS hardware technology purchases are required to maintain
and improve service delivery to internal and external customers.
The increased complexity of our existing technology solutions and unexpected changes or
additions to these solutions sometimes requires third party consulting and expertise to
accomplish these objectives.
A large scale financial system replacement is a very complex endeavour and needs to be
scoped properly to ensure a successful future implementation.
Budgetary Estimate
1-Jan-22
General Government
Information Systems
150,000$
-$
-$ IS - IT Consulting - Phase 1 ERP
High
150,000$
95
Page 211 of 625
Requesting Department:2022 Request Total Cost
Division:150,000$ 150,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 150,000
TOTAL EXPENDITURES - 150,000 - - -
FUNDING SOURCES
Transfer from Operating (150,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (150,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
General Government
Information Systems
Forecasted Future Expenditures
IS - IT Consulting - Phase 1 ERP
IT Consulting to explore a Phase 1 ERP implementation to replace current
financial system VADIM.
96
Page 212 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 28-Feb-22 N/A 31-May-22
Capital Budget Worksheet
2022
2 staff members operate initially (existing complement) - may reduce contracted services in
the future and operational efficiencies may be realized over time if this is able to reduce
recurrence of weeds in certain areas.
Single Year Project
31-May-22New
NEW
Steam 'n' Weeds is an environmentally friendly weed control on City roadways and traffic
islands. It allows staff to safely remove weeds and graffiti using powerful steam instead of
string trimmers (weeds) and contractors (graffiti).
This project aligns with Council's Adoption of the 2019-2022 Strategic Priorities to provide a
Healthy, Safe & Livable Community
Steam unit is a multi faceted machine with primary use for weed control that can also be
used to remove graffiti and oil/paint from various surfaces.
The mayor wants the City's high traffic areas to look their best, and this environmentally
friendly solution allows staff to accomplish this.
The City ran a pilot project with a steam weed control company in 2020, though a slow start
due to COVID the results were remarkable. The steam unit is an efficient and effective
process for use along roadsides, eliminating claims of stone or debris striking vehicles.
Removes graffiti on park building, bridge walls, underpass, pathways and sidewalks. Also
is able to remove grease from concrete floors in shop areas.
Formal Quote
1-Jan-22
General Government
Municipal Works Operations
66,000$
-$
-$ Steam Unit For Weed and Graffiti Removal
High
66,000$
97
Page 213 of 625
Requesting Department:2022 Request Total Cost
Division:66,000$ 66,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 66,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 66,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund (66,000)
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (66,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
General Government
Municipal Works Operations
Forecasted Future Expenditures
Steam Unit For Weed and Graffiti Removal
Steam 'n' Weeds is an environmentally friendly weed control on City roadways and
traffic islands. It allows staff to safely remove weeds and graffiti using powerful steam
instead of string trimmers (weeds) and contractors (graffiti).
98
Page 214 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2019 % DC 90%
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-May-22 1-Jul-22 N/A 1-Jul-23
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Jul-23New
NEW
To fund the cost of a consultant to prepare an updated Development Charge Background
Study to be implemented in 2023 (one year sooner), and make recommendations for a
Community Benefit Charge Strategy
Responsible and Transparent Financial Management
The City last updated its Development Charge By-Law and Background Study in 2019.
Typically a new study is done every 5 years, and this is forecasted to be done by 2024.
Given the changes in legislation over the past few years, staff feel it's prudent to accelerate
its timlines do a new study sooner if feasible. The DC Background Study is heavily reliant
on other servicing strategies and plans which are in the process of being updated. The
completion of these studies and plan updates will heavily influence the timelines for
updating the DC Background Study.
Staff will also engage the consultant to undertake a Community Benefit Charge Strategy,
which is to replace the Section 37 density bonusing scheme under the old regime. The
intent would be to have the CBC Strategy in place in 2022 when the new regime comes
into force.
Budgetary Estimate
1-Jan-22
General Government
Finance
100,000$
-$
-$ Updated DC Background Study and CBC
Strategy
High
100,000$
99
Page 215 of 625
Requesting Department:2022 Request Total Cost
Division:100,000$ 100,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 100,000
TOTAL EXPENDITURES - 100,000 - - -
FUNDING SOURCES
Transfer from Operating (10,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges (90,000)
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (100,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
General Government
Finance
Forecasted Future Expenditures
Updated DC Background Study and CBC
Strategy
To fund the cost of a consultant to prepare an updated Development Charge
Background Study to be implemented in 2023 (one year sooner), and make
recommendations for a Community Benefit Charge Strategy
100
Page 216 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2019 % DC 90%
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-May-22 1-Jul-22 1-Sep-22 N/A 31-Dec-23
Capital Budget Worksheet
2022
Senior Project Planner to be hired to manage the preparation of the new Official Plan.
Single Year Project
31-Dec-23New
NEW
To re-write the City's Official Plan due to the Region finalizing its new Official Plan by mid-
2022.
Responsible and Transparent Financial Management
The Region is finalizing its new Official Plan; they hope it will be in place by mid 2022.
The Province/Region expects the local municipalities to re-write the area official plans
within a year.
The planning department intends to hire a Senior Project Planner to manage the
preparation of a new Official Plan, the writing of the new OP will be done by consultants.
Budgetary Estimate
1-May-22
General Government
Planning
500,000$
-$
-$ Official Plan Update
High
500,000$
101
Page 217 of 625
Requesting Department:2022 Request Total Cost
Division:500,000$ 500,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 500,000
TOTAL EXPENDITURES - 500,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (140,000)
OLG Reserve Fund
Reserve Funds
Development Charges (360,000)
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (500,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
General Government
Planning
Forecasted Future Expenditures
Official Plan Update
To re-write the City's Official Plan due to the Region finalizing its new Official
Plan by mid-2022.
102
Page 218 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?Yes Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 N/A N/A N/A 31-Dec-25
Capital Budget Worksheet
2022
Approximately $202,560 of in-kind costs spread over 3.5 years. Anticipate that existing
staff can support this work without the need to hire externally.
Multi-Year Program
31-Dec-25New
NEW
Joint pilot project with Sustainable Development Technology Canada (SDTC) and
SmartCone Technologies to use an intelligent infrastructure system to provide analytics,
enable smart transit and lower greenhouse gas (GHG) emissions.
Supports Intelligent & Innovative City as well as Healthy, Safe & Livable Community
Partnership with SDTC and SmartCone Technologies to run field trials of an intelligent
infrastructure system that will provide high-level analytics data collection, and monitoring in
one unified information technology infrastructure system that will provide a solution for
smart transit while protecting road users.
The AI based systems are integrated with existing light and physical infrastructure on the
road to collect data, analyze and alert to protect vulnerable road users in real time to
encourage sustainable modes of transportation such as walking, biking, scootering, and
autonomous electric vehicles.
Trials are anticipated to begin January of 2023, with the project ending June of 2025.
SDTC contribution is 40%, SmartCone to contribute 32%. City to contribute 28%, of which
18.5% is in cash and 9.5% is in in-kind.
SDTC and SmartCone
Formal Quote
1-Jan-22
General Government
Business Development
974,720$
-$
974,720$ Smart City Initiative
Medium
1,949,440$
103
Page 219 of 625
Requesting Department:2022 Request Total Cost
Division:974,720$ 1,949,440$
Project Name:Pre-2022 Forecast
-$ 974,720$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 974,720 487,360 487,360
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 974,720 487,360 487,360 -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (100,000) (100,000)
OLG Reserve Fund (200,000)
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants (430,400) (215,200) (215,200)
External Contributions (344,320) (172,160) (172,160)
Other
TOTAL FUNDING SOURCES - (974,720) (487,360) (487,360) -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
General Government
Business Development
Forecasted Future Expenditures
Smart City Initiative
Joint pilot project with Sustainable Development Technology Canada (SDTC) and
SmartCone Technologies to use an intelligent infrastructure system to provide
analytics, enable smart transit and lower greenhouse gas (GHG) emissions.
104
Page 220 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
300,000$
-$ Asset Management Plan Update
High
450,000$
Capital Budget Worksheet
2022
N/A
Multi-Year Program
3-Mar-23Rehabilitation
G12
This funding is for the second phase of the Asset Management Plan, which includes all
assets (i.e. non-core infrastructure assets).
This project supports infrastructure sustainability.
This is a provincially mandated update to our Asset Management Plan for our core
infrastructure (roads, sewers, watermains, storm, bridges/culverts). The AMP needs to be
completed and adopted by Council by July 1, 2022. The scope would also include process
mapping and recommendations of our asset capitalization and reporting processes, staff
resource requirements, and development of decision support tools.
The second phase of the project will work to develop asset management plans for the
remainder of the City's asset classes
-Transportation & Parking
-General Government
-Facilities
-Parks & Cemeteries
-Forestry, Fleet & Equipment
-Transit
-Niagara Falls City Library
Budgetary Estimate
1-Jan-22
General Government
Engineering
150,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Jan-22 Contract Award 1-Mar-22 3-Mar-23
105
Page 221 of 625
Requesting Department:2022 Request Total Cost
Division:150,000$ 450,000$
Project Name:Pre-2022 Forecast
300,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)300,000 150,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 300,000 150,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants (300,000) (150,000)
External Contributions
Other
TOTAL FUNDING SOURCES (300,000) (150,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
General Government
Engineering
Forecasted Future Expenditures
Asset Management Plan Update
This funding is for the second phase of the Asset Management Plan, which
includes all assets (i.e. non-core infrastructure assets).
106
Page 222 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Customer Service Strategy
Medium
75,000$
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Dec-21New
NEW
Develop a city-wide customer service strategy. This will include the review of current
processes and will identify opportunities for customer service optimization.
Responsible & Transparent Financial Management, Intelligent & Innovative City
This will support the evaluation of technology and facility options for a centralized call
centre and service desk as well as drop in and appointment scheduling customer service
management software.
Also we will require 3rd party support for our customer service current state evaluation and
future state design.
Budgetary Estimate
1-Jan-22
General Government
CAO
75,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 N/A N/A N/A 31-Dec-21
107
Page 223 of 625
Requesting Department:2022 Request Total Cost
Division:75,000$ 75,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 75,000
TOTAL EXPENDITURES - 75,000 - - -
FUNDING SOURCES
Transfer from Operating (75,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (75,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
General Government
CAO
Forecasted Future Expenditures
Customer Service Strategy
Develop a city-wide customer service strategy. This will include the review of
current processes and will identify opportunities for customer service
optimization.
108
Page 224 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 N/A N/A N/A 31-Dec-22
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Dec-22New
NEW
Finance Consulting to assist with implementation of Asset Retirement Obligation Liability
per the Public Sector Accounting Standards.
Responsible and Transparent Financial Management
PS 3280, Asset Retirement Obligations applies to all public sector entities following Public
Sector Accounting Standards. The first year-end this will impact for the City of Niagara
Falls is December 31, 2022.
PS 3280 defines an asset retirement obligation as a legal obligation associated with the
retirement of a tangible capital asset.
This applies to assets controlled by the City, those in productive use, as well as those no
longer in productive use.
An example for the City of Niagara Falls would include the cost associataed with asbestos
removal.
The City may need to engage a consultant for their expertise related to PS 3280 and to
assist with the identification and measurement of this liability to be recorded in 2022.
Budgetary Estimate
1-Jan-22
General Government
Finance
75,000$
-$
-$ Finance Consulting - Asset Retirement
Obligation
High
75,000$
109
Page 225 of 625
Requesting Department:2022 Request Total Cost
Division:75,000$ 75,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 75,000
TOTAL EXPENDITURES - 75,000 - - -
FUNDING SOURCES
Transfer from Operating (75,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (75,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
General Government
Finance
Forecasted Future Expenditures
Finance Consulting - Asset Retirement
Obligation
Finance Consulting to assist with implementation of Asset Retirement
Obligation Liability per the Public Sector Accounting Standards.
110
Page 226 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 N/A N/A 31-Dec-22
Capital Budget Worksheet
2022
Depending on the ultimate tracking solution selected, there could be minor annual
software, maintenance or support costs.
Single Year Project
31-Dec-22New
NEW
Procure tracking devices to install on small equipment to promote more effective tracking
and streamlined inventory management.
Responsible & Transparent Financial Management, Engaging & Accountable Government
Installation of tracking devices on new pieces of small equipment going forward will quickly
enable administrative staff to locate equipment. Not only will this aid in the security of the
equipment, but it can also decrease the need for duplicate pieces of equipment across
multiple departments. Knowing the location of equipment will enable departments to use
when needed and share with other departments when not in use. This will also allow staff
to identify and inventory equipment in a more efficient and effective manner.
Budgetary Estimate
1-Jan-22
General Government
Municipal Works
50,000$
-$
-$ Equipment Tracking Pilot
High
50,000$
111
Page 227 of 625
Requesting Department:2022 Request Total Cost
Division:50,000$ 50,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 50,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 50,000 - - -
FUNDING SOURCES
Transfer from Operating (50,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (50,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
General Government
Municipal Works
Forecasted Future Expenditures
Equipment Tracking Pilot
Procure tracking devices to install on small equipment to promote more
effective tracking and streamlined inventory management.
112
Page 228 of 625
Index
LIBRARY
Summary
Listing of Projects in Priority Order
Collection Materials
Page 229 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)- - - - - -
Project Management (Consultant)- - - - - -
Contract Administration (Consultant)- - - - - -
Land - - - - - -
Building - - - - - -
Fixtures, Furniture and Equipment - - - - - -
Construction:- - - - - -
Roads - - - - - -
Water - - - - - -
Storm Sewers - - - - - -
Sanitary Sewers - - - - - -
Sitework/Landscaping - - - - - -
Contingency - - - - - -
Other - 83,945 - - - 83,945
TOTAL EXPENDITURES - 83,945 - - - 83,945
FUNDING SOURCES
Transfer from Operating - - - - - -
Transfer from Library - (8,395) - - - (8,395)
Transfer from Sewer - - - - - -
Transfer from Water - - - - - -
Capital SPRs - - - - - -
OLG Reserve Fund - - - - - -
Reserve Funds - - - - - -
Development Charges - (75,550) - - - (75,550)
Debentures*- - - - - -
Federal/Provincial Gas Tax - - - - - -
Federal/Provincial Grants - - - - - -
External Contributions - - - - - -
Other - - - - - -
TOTAL FUNDING SOURCES - (83,945) - - - (83,945)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
LIBRARY SERVICES
FORECAST
113
Page 230 of 625
#Priority Project Description Project Budget
1 High Collection Materials 83,945$
Total Budget 83,945$
2022 Capital Projects Budget
Listing of Projects in Priority Order
LIBRARY SERVICES
114
Page 231 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2019 % DC 90%
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Collection Materials
High
83,945$
Capital Budget Worksheet
2022
10% of the ineligible cost will be funded through the Library's Operating Budget. This
amounts to $8,395 being funded by the Library's 2022 Operating Budget.
Recurring Program
31-Dec-22New
New
Library collection materials including books, audiobooks, e-books, e-audiobooks, DVD's,
CD's, videogames and serials.
Healthy, Safe & Livable Community: New collection materials are inclusive services that
meet the growing needs of our diverse population.
Each year a portion of the Library's collection material purchases are funded through
Development Charges. In the 2019 DC Study, $919,000 was approved as a provision for
additional materials from 2019-2028. 10% of this i.e. $91,900 is an ineligible cost and will
be funded through the Library's Operating Budget. Out of $919,000, $110,000 was utilized
in 2019, $137,444 in 2020 and $83,945 in 2021.
Budgetary Estimate
1-Jan-22
Library
Library
83,945$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Jan-22 1-Jan-22 1-Jan-22 31-Dec-22
115
Page 232 of 625
Requesting Department:2022 Request Total Cost
Division:83,945$ 83,945$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 83,945
TOTAL EXPENDITURES - 83,945 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library (8,395)
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges (75,550)
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (83,945) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Library
Library
Forecasted Future Expenditures
Collection Materials
Library collection materials including books, audiobooks, e-books, e-
audiobooks, DVD's, CD's, videogames and serials.
116
Page 233 of 625
Index
MUNICIPAL WORKS -CEMETERIES &PARKS
Summary
Listing of Projects in Priority Order
Development of Lundy's Lane Cemetery Corner
Addition of Stained Glass to Holocaust Memorial at LL Cemetery
MacBain Community Centre Skateboard Park Improvements
Trail Condition Assessment &Rehabilitation Plan Development
NS&T Trail Implementation Phase 1 Project
Page 234 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)10,000 300,000 - - - 300,000
Project Management (Consultant)- - - - - -
Contract Administration (Consultant)- - 50,000 - - 50,000
Land - - - - - -
Building 225,000 - - - - -
Fixtures, Furniture and Equipment - 250,000 - - - 250,000
Construction:- - - - - -
Roads - - - - - -
Water - - - - - -
Storm Sewers - - - - - -
Sanitary Sewers - - - - - -
Sitework/Landscaping 45,000 200,000 1,100,000 - - 1,300,000
Contingency 10,000 30,000 - - - 30,000
Other - - - - - -
TOTAL EXPENDITURES 290,000 780,000 1,150,000 - - 1,930,000
FUNDING SOURCES
Transfer from Operating - (357,500) - - - (357,500)
Transfer from Library - - - - - -
Transfer from Sewer - - - - - -
Transfer from Water - - - - - -
Capital SPRs (275,000) (422,500) - - - (422,500)
OLG Reserve Fund (15,000) - - - - -
Reserve Funds - - - - - -
Development Charges - - - - - -
Debentures*- - - - - -
Federal/Provincial Gas Tax - - - - - -
Federal/Provincial Grants - - - - - -
External Contributions - - - - - -
Other - - - - - -
TOTAL FUNDING SOURCES (290,000) (780,000) - - - (780,000)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
MUNICIPAL WORKS - CEMETERIES AND PARKS
FORECAST
117
Page 235 of 625
CEMETERY PROJECTS
#Priority Project Description Project Budget
1 High Development of Lundy's Lane Cemetery Corner 422,500$
2 High Addition of Stained Glass Features to the Holocaust Memorial at Lundy's Lane Cem.57,500$
Total Cemeteries Budget 480,000$
2022 Capital Projects Budget
Listing of Projects in Priority Order
MUNICIPAL WORKS - CEMETERIES AND PARKS
118
Page 236 of 625
PARKS PROJECTS
#Priority Project Description Project Budget
1 High MacBain Community Centre Skateboard Park Improvements 50,000$
2 High Trail Condition Assessment & Rehabilitation Plan Development 100,000$
3 High NS&T Trail Implementation Phase 1 Project 150,000$
Total Parks Budget 300,000$
2022 Capital Projects Budget
Listing of Projects in Priority Order
MUNICIPAL WORKS - CEMETERIES AND PARKS
119
Page 237 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 31-Jan-22 1-Mar-22 1-May-22 1-Aug-22
Capital Budget Worksheet
2022
Development of inground lots/plots and installation of the large columbarium will not only extend
the useful life of Lundy's Lane Cemetery, but will also expand interment options currently not
available at the second largest cemetery in Niagara Falls Cemetery Services. All of this will
positively impact sales and service revenue generated.
Multi-Year Program
1-Aug-22New
C22-20 & BP36
Development of the corner of Lundy's Lane Cemetery to inlcude a beautiful salvaged brick
gateway feature, incorporated gardens, a pedestrian pathway leading to a central
memorial garden and large custom designed columbarium.
Implementation of the above noted projects meets the intent of Council’s Strategic
Priorities by implementing the City’s Strategic Plan to provide exceptional Customer
Service, Organizational Efficiencies and Effectiveness and Financial Stability.
The City of Niagara Falls remains a very traditional market with respect to end of life
choices. There remains a high demand for in-ground burial plots (i.e. singles, doubles,
triples, etc.) within our cemeteries, and more specifically at the Lundy’s Lane Cemetery. At
the same time, families electing cremation as the preferred method of disposition are
seeking creative and beautiful alternatives, such as columbarium features, for their loved
one’s final resting place. The Lundy's Lane Cemetery corner will allow for the
development of approximately 275 cemetery lots in addition to the installation of a large
columbarium feature (i.e. 400 niches) with central memorial garden. Additional domed
units (i.e. 72 niches per columbaria built on an as needed basis), would be available in
future to further expand interment service capacity, currently not available at the Lundy’s
Lane Cemetery.
A key feature to the development of this corner, is the creatiion of a gateway garden
feature which would not only add to the beauty of Lundy's Lane Cemetery, but significantly
improve the landscape of a primary intersection within an active tourist district.
Components of the gateway include a brick gateway, using salvaged bricks and stones
from the Old Rec Building, surrounding gardens, and a pathway leading to the large
memorial garden and unique columbarium feature.
Formal Quote
1-Jan-22
Municipal Works
Cemetery Services
422,500$
270,000$
-$ Development of Lundy's Lane Cemetery
Corner
High
692,500$
120
Page 238 of 625
Requesting Department:2022 Request Total Cost
Division:422,500$ 692,500$
Project Name:Pre-2022 Forecast
270,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)10,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building 225,000
Fixtures, Furniture and Equipment 250,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping 25,000 150,000
Contingency 10,000 22,500
Other
TOTAL EXPENDITURES 270,000 422,500 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (255,000) (422,500)
OLG Reserve Fund (15,000)
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (270,000) (422,500) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Cemetery Services
Forecasted Future Expenditures
Development of Lundy's Lane Cemetery Corner
Development of the corner of Lundy's Lane Cemetery to inlcude a beautiful salvaged
brick gateway feature, incorporated gardens, a pedestrian pathway leading to a central
memorial garden and large custom designed columbarium.
121
Page 239 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?Yes Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
Complete 15-Jan-22 15-Feb-22 1-Apr-22 1-May-22
Capital Budget Worksheet
2022
N/A
Single Year Project
1-May-22New
NEW
Design, development and installation of historic stained glass windows, originally located
in the City's B’nai Tikvah Synagogue, in the Holocaust Memorial area within the Jewish
Section of Lundy's Lane Cemetery.
Implementation of the above noted projects meets the intent of Council’s Strategic
Priorities by implementing the City’s Strategic Plan to provide exceptional Customer
Service, Organizational Efficiencies and Effectiveness and Financial Stability.
In 1998, the Jewish Community, working with the City of Niagara Falls Parks and
Cemetery Staff, designed and installed the Holocaust Memorial. In 2021, following the
closure of the City's Synagogue, the Jewish Community once again reached out to the
City to investigate options and locations for the installation of historical stained glass
windows, removed from the Synagogue. All involved agreed, adding these historical
features to the Holocaust Memorial, located in the Jewish Burial Section of Lundy’s Lane
Cemetery, would serve as an ideal opportunity to commemorate the rich heritage and
history of the City’s Jewish Community.
The stained glass features are being designed and constructed by Kyber Columbarium
Inc., the City's current columbarium provider. They have been designed using a granite
surround (similar to a columbarium) and encapsulated in bullet/hurricane proof glass to
protect the historical stained glass windows. A domed solar-tube was incorporated into
the desing of the top to allow light to illuminate the stained glass windwos from within the
structure.
While the stained glass memorial features are already in the process of being created; the
proposed installation and unveiling of the memorial features and associated landscaping
is scheduled for May 2022 as part of Canadian Jewish Heritage Month.
The requested capital funding will provide the required foundations, associated
hardscaping (i.e. interlocking pathway) and gardens features. The stained glass memorial
features are being paid for by the B’nai Tikvah Board (~$50,000).
Synogogue Board
Budgetary Estimate
15-Jan-22
Municipal Works
Cemetery Services
57,500$
-$
-$ Addition of Stained Glass Features to the
Holocaust Memorial at Lundy's Lane Cem.
High
57,500$
122
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Requesting Department:2022 Request Total Cost
Division:57,500$ 57,500$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping 50,000
Contingency 7,500
Other
TOTAL EXPENDITURES - 57,500 - - -
FUNDING SOURCES
Transfer from Operating (57,500)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (57,500) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Cemetery Services
Forecasted Future Expenditures
Addition of Stained Glass Features to the
Holocaust Memorial at Lundy's Lane Cem.
Design, development and installation of historic stained glass windows,
originally located in the City's B’nai Tikvah Synagogue, in the Holocaust
Memorial area within the Jewish Section of Lundy's Lane Cemetery.
123
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Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?No Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
20,000$
350,000$ MacBain Community Centre Skateboard Park
Improvements
High
420,000$
Capital Budget Worksheet
2022
N/A
Multi-Year Program
31-Dec-23Rehabilitation
RF57-20
Rehabilitate the concrete surface, expand facilities to include: lighting, shade structure,
additional skatepark features and related amenities.
This project aligns with Council's Adoption of the 2019-2022 Strategic Priorities to provide a
Healthy, Safe & Livable Community
MacBain Community Centre Skateboard Park provides all skateboard related services to
Niagara Falls residents. Concrete surface refurbishment will be needed in the short-term.
Lighting is needed to address after dark use. A shade structure is needed to provide user
sun protection during the peak summer season. Interests and trends have changed since
the skate park was developed and as such additional features are needed to keep in line
with current user demands.
Budgetary Estimate
1-Jan-22
Municipal Works
Parks
50,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Jan-23 1-Mar-23 1-May-23 31-Dec-23
124
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Requesting Department:2022 Request Total Cost
Division:50,000$ 420,000$
Project Name:Pre-2022 Forecast
20,000$ 350,000$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - 350,000 350,000
EXPENDITURES
Design (Consultant)50,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping 20,000 350,000
Contingency
Other
TOTAL EXPENDITURES 20,000 50,000 350,000 - -
FUNDING SOURCES
Transfer from Operating (50,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (20,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (20,000) (50,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - 350,000 350,000 350,000
Capital Budget Worksheet
2022
Municipal Works
Parks
Forecasted Future Expenditures
MacBain Community Centre Skateboard Park
Improvements
Rehabilitate the concrete surface, expand facilities to include: lighting, shade
structure, additional skatepark features and related amenities.
125
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Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Apr-22 1-May-22 1-Jun-22 1-Sep-22
Capital Budget Worksheet
2022
Reduction of costs for maintenance and repairs.
Single Year Project
1-Sep-22Rehabilitation
NEW
Development of an annual condition assessment, prioritization and implementation
program to resurface the existing Municipal Trail Network
This project will ensure that investments in infrastructure maximize benefits, reduce risk
and provide satisfactory levels of service to the public.
Municipal Works staff have been receiving increasing complaints from residents regarding
the condition/state of some of the existing Municipal Trail Network. As the City has grown
in size there has been an increase in demand and usage of our Trail system. The intent of
this program is to firstly examine our Trail system and determine the relative condition of
the various elements, then determine if our current standards for structure and drainage
are adequate. Then we will look to develop a multi-year prioiritzed condition inspection and
resurfacing/rehabilitation program to firstly achieve and then maintain a desired level of
service across our Trail network. Developing and implementing such a proactive program
should reduce complaint driven maintenance activities and establish a regular capital
reinvestment amount that can maximize the benefits achieved and allow our Trail assets to
reach their desired service life.
Budgetary Estimate
1-Jan-22
Municipal Works
Parks
100,000$
-$
-$ Trail Condition Assessment & Rehabilitation
Plan Development
High
100,000$
126
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Requesting Department:2022 Request Total Cost
Division:100,000$ 100,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)100,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 100,000 - - -
FUNDING SOURCES
Transfer from Operating (100,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (100,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Parks
Forecasted Future Expenditures
Trail Condition Assessment & Rehabilitation
Plan Development
Development of an annual condition assessment, prioritization and
implementation program to resurface the existing Municipal Trail Network
127
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Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?No Year % DC
External Funding:No Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
800,000$ NS&T Trail Implementation Phase 1 Project
High
950,000$
Capital Budget Worksheet
2022
Potential operating impacts relating to ongoing maintenance to be addressed via the
construction budget approval.
Multi-Year Program
31-Dec-23New
NEW
Implement the phase 1 trail along the NS&T Corridor. Kalar Road to Montrose Road and
Meadowvale Drive to Gallenger Road. These 2 recreational trail segments will have an
approximate total length of 2.6km.
This project aligns with Council's Adoption of the 2019-2022 Strategic Priorities to provide a
Healthy, Safe & Livable Community
This project implements the phase 1 recommendations of the NS&T Rail Trail Feasiblity
Master Plan.
Budgetary Estimate
1-Jan-22
Municipal Works
Parks
150,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Jan-23 1-Mar-23 1-May-23 31-Dec-23
128
Page 246 of 625
Requesting Department:2022 Request Total Cost
Division:150,000$ 950,000$
Project Name:Pre-2022 Forecast
-$ 800,000$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - 800,000 800,000
EXPENDITURES
Design (Consultant)150,000
Project Management (Consultant)
Contract Administration (Consultant)50,000
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping 750,000
Contingency
Other
TOTAL EXPENDITURES - 150,000 800,000 - -
FUNDING SOURCES
Transfer from Operating (150,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (150,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - 800,000 800,000 800,000
Capital Budget Worksheet
2022
Municipal Works
Parks
Forecasted Future Expenditures
NS&T Trail Implementation Phase 1 Project
Implement the phase 1 trail along the NS&T Corridor. Kalar Road to Montrose
Road and Meadowvale Drive to Gallenger Road. These 2 recreational trail
segments will have an approximate total length of 2.6km.
129
Page 247 of 625
Index
MUNICIPAL WORKS -ENGINEERING
Summary
Listing of Projects in Priority Order
2022 Capital Labour
2022 Mill &Pave Program
2022 Road Rehabilitation Program
Beck Road Bridge Replacement
2022 Sidewalk Replacement
2022 Surface Treatment Program
Portage Road &Prospect Street Sewer Separation
Sanitary Network State of Good Repair
Fallsview Blvd Reconstruction (Ferry to Murray)Phase 2
Bridge Structure Safety Improvements -2022
Service Center Fuel Tanks
Wet Weather Management Study &Forecast
Storm Pond Condition Assessment &Rehabilitation
North Street Watermain Replacement
Dorchester Road (Oldfield Road to McLeod Road)
Stanley Business Park Watermain Replacements Phase 1
Reixinger Road Watermain Loop and Hospital Servicing
Gunning &Mears Storage Tank Rehabilitation
Huggins Area Sewer Separation -Phase 1 (Design Only)
Ferguson St.Road Reconstruction Detailed Design
Rural Roads Needs Study
Willick Road Reconstruction -Sodom to Ort Road
Willick Road Box Culvert Replacement
Royal Manor Drive Bridge (S147B)Rehabilitation
Municipal Development Standards Update
Mewburn Road Reconstruction -Mountain Road north to City Limits
Chippawa Parkway Culvert (M054C)Replacement
Marshall Road Bridge (M123B)Replacement
Ort Road Bridge (M112B)Replacement
Page 248 of 625
Index
MUNICIPAL WORKS -ENGINEERING -CONTINUED
Whirlpool Road Reconstruction -OPG Canal to Stanley Avenue
Victoria Avenue &Bridge Street Roundabout
Page 249 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)2,188,300 1,535,000 200,000 160,000 150,000 2,045,000
Project Management (Consultant)- 500,000 350,000 350,000 350,000 1,550,000
Contract Administration (Consultant)240,000 732,750 - - - 732,750
Land - 50,000 - - - 50,000
Building - - - - - -
Fixtures, Furniture and Equipment 700,000 300,000 - - - 300,000
Construction:- - - - - -
Roads 3,520,000 11,424,825 - - - 11,424,825
Water 600,607 10,268,240 1,150,000 650,000 1,610,000 13,678,240
Storm Sewers 1,100,927 1,382,560 - - - 1,382,560
Sanitary Sewers 7,944,600 3,817,870 1,900,000 1,900,000 - 7,617,870
Sitework/Landscaping 35,000 - - - - -
Contingency - 466,250 350,000 195,000 485,000 1,496,250
Other 643,500 1,345,000 - - - 1,345,000
TOTAL EXPENDITURES 16,972,934 31,822,495 3,950,000 3,255,000 2,595,000 41,622,495
FUNDING SOURCES
Transfer from Operating (1,572,231) (737,800) - - - (737,800)
Transfer from Library - - - - - -
Transfer from Sewer (5,137,325) (4,339,256) - - - (4,339,256)
Transfer from Water (475,952) (3,405,397) - - - (3,405,397)
Capital SPRs (1,043,530) (150,000) - - - (150,000)
OLG Reserve Fund (1,989,741) - - - - -
Reserve Funds (30,000) - - - - -
Development Charges (1,375,955) (710,000) - - - (710,000)
Debentures*- (7,500,000) - - - (7,500,000)
Federal/Provincial Gas Tax (3,980,000) (10,306,075) - - - (10,306,075)
Federal/Provincial Grants (345,000) (3,220,443) - - - (3,220,443)
External Contributions (983,200) (1,453,524) - - - (1,453,524)
Other (40,000) - - - - -
TOTAL FUNDING SOURCES (16,972,934) (31,822,495) - - - (31,822,495)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
MUNICIPAL WORKS - ENGINEERING
FORECAST
130
Page 250 of 625
#Priority Project Description Project Budget
1 High 2022 Capital Labour 1,260,000$
2 High 2022 Mill & Pave Program 2,040,000$
3 High 2022 Road Rehabilitation Program 1,012,000$
4 High Beck Road Bridge Replacement 2,000,000$
5 High 2022 Sidewalk Replacement 729,000$
6 High 2022 Surface Treatment Program 582,475$
7 High Portage Road & Prospect Street Sewer Separation 4,510,020$
8 High Sanitary Network State of Good Repair 2,000,000$
9 High Fallsview Boulevard Reconstruction (Ferry to Murray) Phase 2 - Surface Works 500,000$
10 High Bridge Structure Safety Improvements - 2022 425,000$
11 High Service Centre Fuel Tanks 375,000$
12 High Wet Weather Management Study & Forecast 350,000$
13 High Storm Pond Condition Assessment & Rehabilitation 350,000$
14 High North Street Watermain Replacement 940,000$
15 High Dorchester Road (Oldfield Road to McLeod Road)1,835,000$
16 High Stanley Business Park Watermain Replacements Phase 1 1,020,000$
17 High Reixinger Road Watermain Loop and Hospital Servicing 7,500,000$
18 High Gunning & Mears Storage Tank Rehabilitation 250,000$
19 High Huggins Area Sewer Separation - Phase 1 (Design Only)175,000$
20 High Ferguson St Road Reconstruction Detailed Design 150,000$
21 High Rural Roads Needs Study 150,000$
22 High Willick Road Reconstruction - Sodom Road to Ort Road 135,000$
23 High Willick Road Box Culvert Replacement 75,000$
24 High Royal Manor Drive Bridge (S147B) Rehabilitation 125,000$
25 High Municipal Development Standards Update 50,000$
26 High Mewburn Road Reconstruction - Mountain Road north to City Limits 225,000$
27 High Chippawa Parkway Culvert (M054C) Replacement 560,000$
28 High Marshall Road Bridge (M123B) Replacement 147,000$
29 High Ort Road Bridge (M112B) Replacement 252,000$
30 High Whirlpool Road Reconstruction - OPG Canal to Stanley Avenue 900,000$
31 High Victoria Avenue & Bridge Street Roundabout 1,200,000$
Total Budget 31,822,495$
2022 Capital Projects Budget
Listing of Projects in Priority Order
MUNICIPAL WORKS - ENGINEERING
131
Page 251 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ 2022 Capital Labour
High
1,260,000$
Capital Budget Worksheet
2022
Transfer of above salaries from operating to capital results in a reduction in that section of
the property tax budget and an increase in capital budget.
Recurring Program
31-Dec-22New
MS54-19
City Staff time to be allocated to Capital projects worked on during the year.
Beginning in 2019 the City made the choice to re-allocate some staff salaries to the capital
budget.
These staff members work primarily on capital asset projects. Similar to external
consultants costs allocated to capital projects, internal staff time can be allocated
accordingly to each project staff spend time on.
There are 10 staff positions, primiarly from the Engineering Division, recovered from capital
projects.
Budgetary Estimate
1-Jan-22
Municipal Works
Engineering
1,260,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 N/A N/A 31-Dec-22
132
Page 252 of 625
Requesting Department:2022 Request Total Cost
Division:1,260,000$ 1,260,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 1,260,000
TOTAL EXPENDITURES - 1,260,000 - - -
FUNDING SOURCES
Transfer from Operating (352,800)
Transfer from Library
Transfer from Sewer (453,600)
Transfer from Water (453,600)
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (1,260,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
2022 Capital Labour
City Staff time to be allocated to Capital projects worked on during the year.
133
Page 253 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Nov-21 1-Apr-22 1-May-22 1-Jun-22 1-Sep-22
Capital Budget Worksheet
2022
Potential reduction in maintenance costs.
Recurring Program
1-Sep-22Replacement
NEW
Mill and Pave existing surface course asphalt
Strong and Resilient Infrastructure
Mill & Pave surface course aphalt due to current road conditions on the following streets:
1) Main St – Ferry St to North St
2) Portage Rd – O’Neil to Mountain Rd
3) Swayze St – Johnson to Heritage
4) Portage Rd – Oakhall Entrance to Norton St
5) Oakwood Dr - Battlefield to QEW W/M Crossing
Road Segments Identified To Be Included In Future Mill & Pave Programs:
Church's Lane - St. Paul to Portage
Stamford Green Drive - St. Patrick to St. George
O'Neil Street - St. Paul to Dorchester
Portage Road - Thorold Stone Rd to O'Neil
Dunn Street - Ailanthus to Orchard
Caledonia Street - Dunn to Dorchester
Sarah Street - Main to Harleford and Ivy to East Limit
Kalar Road - Thorold Stone Rd to Woodbine
Budgetary Estimate
1-Nov-21
Municipal Works
Engineering
2,040,000$
-$
-$ 2022 Mill & Pave Program
High
2,040,000$
134
Page 254 of 625
Requesting Department:2022 Request Total Cost
Division:2,040,000$ 2,040,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)30,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 2,010,000
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 2,040,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants (2,040,000)
External Contributions
Other
TOTAL FUNDING SOURCES - (2,040,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
2022 Mill & Pave Program
Mill and Pave existing surface course asphalt
135
Page 255 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Nov-21 1-Mar-22 1-Apr-22 1-May-22 1-Aug-22
Capital Budget Worksheet
2022
Potential reduction in maintenance costs.
Recurring Program
1-Aug-22Rehabilitation
New
Removal and Replacement of existing pavement structure including subdrain installation
where required
Strong and Resilient Infrastructure
Full depth resurfacing due to current road conditions on the following streets:
**1) Oxford St – Rolling Acres Dr to Dorchester Rd
**2) Presidents Dr – off Casey St
**3) Charnwood Ave – Montrose Rd – Tad St
Please note ** indicates full Sidewalk replacement which is included in a separate budget
sheet. Therefore any of the indicated streets will potentially affect the sidewalk replacement
budget as well.
Budgetary Estimate
1-Nov-21
Municipal Works
Engineering
1,012,000$
-$
-$ 2022 Road Rehabilitation Program
High
1,012,000$
136
Page 256 of 625
Requesting Department:2022 Request Total Cost
Division:1,012,000$ 1,012,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)20,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 992,000
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 1,012,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants (1,012,000)
External Contributions
Other
TOTAL FUNDING SOURCES - (1,012,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
2022 Road Rehabilitation Program
Removal and Replacement of existing pavement structure including subdrain
installation where required
137
Page 257 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
2,795,000$
-$ Beck Road Bridge Replacement
High
4,795,000$
Capital Budget Worksheet
2022
Reduction of costs for maintenance and repairs.
Multi-Year Program
31-Dec-22Replacement
BC 1
The removal and replacement of the existing Beck Road bridge including the relocation of
American Water Willow (Species at Risk).
This project will ensure that investments in infrastructure maximize benefits, reduce risk
and provide satisfactory levels of service to the public.
With the design for the bridge replacement nearly complete, a more accurate construction
cost estimate has been established at approximately $4,500,000 which leaves a shortfall of
approximately $2,000,000. Approved 2020 capital funding was $2,640,000 and
approximately $200,000 has been spent on inspections, design and tender preparation.
Small amounts approved prior to 2020 for inspections.
A visual inspection of the structure found it to be in poor condition. A Bridge Condition
Survey found the concrete bridge deck to be generally in poor condition. The Corrosion
Potential Survey of the bridge deck found that 39% of the deck area has a corrosion
potential less than -0.45V.
Based on the findings of the Condition Survey it was concluded that no rehabilitation
options would be considered due to the advanced deterioration of the structure. A Single
Span replacement structure is the preferred replacement bridge in order to mitigate any in
water works (i.e. no bridge piers).
Due to unforeseen delays getting this project ready for construction, staff do not
recommend deferring this project as it is an important link in the community and the works
need to be addressed in 2022.
Budgetary Estimate
1-Jan-16
Municipal Works
Engineering
2,000,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-16 18-Jan-22 22-Feb-22 2-Apr-22 31-Dec-22
138
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Requesting Department:2022 Request Total Cost
Division:2,000,000$ 4,795,000$
Project Name:Pre-2022 Forecast
2,795,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)155,000
Project Management (Consultant)
Contract Administration (Consultant)240,000 200,000
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 2,400,000 1,800,000
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 2,795,000 2,000,000 - - -
FUNDING SOURCES
Transfer from Operating (12,500)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (30,000)
OLG Reserve Fund (42,500)
Reserve Funds (30,000)
Development Charges
Debentures
Federal/Provincial Gas Tax (2,680,000) (2,000,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (2,795,000) (2,000,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Beck Road Bridge Replacement
The removal and replacement of the existing Beck Road bridge including the
relocation of American Water Willow (Species at Risk).
139
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Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ 2022 Sidewalk Replacement
High
729,000$
Capital Budget Worksheet
2022
Potential reduction in maintenance costs.
Recurring Program
1-Aug-22Replacement
New
Full Sidewalk Replacement
Strong and Resilient Infrastructure
Full depth Sidewalk Replacement due to current SW conditions on the following streets:
1) Oxford St – Rolling Acres Dr to Dorchester Rd
2) Presidents Dr – off Casey St
3) Charnwood Ave – Montrose Rd to Tad St
4) Casey St - Olden Ave to Dorchester Rd
Please note all the streets above except for Casey St affect the 2022 Road Rehabilitation
budget because the Roads and sidewalk are to be replaced under the same contract.
Therefore differing Oxford, Presidents or Charnwood will potentially affect the Road
Rehabilitation budget as well.
Budgetary Estimate
1-Nov-21
Municipal Works
Engineering
729,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Nov-21 1-Mar-22 1-Apr-22 1-May-22 1-Aug-22
140
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Requesting Department:2022 Request Total Cost
Division:729,000$ 729,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)20,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 709,000
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 729,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (729,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (729,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
2022 Sidewalk Replacement
Full Sidewalk Replacement
141
Page 261 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Nov-21 1-Feb-22 1-Mar-22 1-Jul-22 1-Sep-22
Capital Budget Worksheet
2022
Minimal - reduces risk of asphalt patching works needed on these streets.
Recurring Program
1-Sep-22Rehabilitation
NEW
Apply RAP & single surface treatment
Strong and resilient Infrastructure
Apply RAP & single surface treatment due to road conditions & various complaints to the
following Rural and Urban roads:
1) Crowland Rd from Lincoln to Netherby
2) Norton St from Portage Rd to Front St (Urban Surface Treatment)
3) Houck Dr from Valley Way to Slater Ave (Urban Surface Treatment)
4) Twidale Ave from Jepson St to Houck Dr (Urban Surface Treatment)
5) Slater Ave from Jepson St to McRae St (Urban Surface Treatment)
6) Rosedale Dr from Slater Ave to Florence Ave, including around grassed median (Urban
Surface Treatment)
7) Sixth Ave from Jepson St to Rosedale Dr (Urban Surface Treatment)
Budgetary Estimate
1-Nov-21
Municipal Works
Engineering
582,475$
-$
-$ 2022 Surface Treatment Program
High
582,475$
142
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Requesting Department:2022 Request Total Cost
Division:582,475$ 582,475$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)5,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 577,475
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 582,475 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (582,475)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (582,475) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
2022 Surface Treatment Program
Apply RAP & single surface treatment
143
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Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-20 1-Mar-22 1-Apr-22 1-May-22 1-Dec-22
Capital Budget Worksheet
2022
Minimal
Multi-Year Program
1-Dec-22Replacement
SS80-20
Construction - Sewer separation, watermain replacement and road reconstruction on
Prospect Street and Portage Road from Prospect Street to Brittania Crescent.
Strong and Resilient Infrastructure
Project will provide sewer separation for high risk basement flooding areas along Prospect
Street.
This project is also a continuation of ongoing sewer separation activities in the area
between Stanley Avenue and Drummond Road between Lundy's Lane/Ferry Street and
Highway 420 which is now primarily serviced with older combined sewers. The previously
completed sewer separation works on Kitchener Street west of Stanley Avenue provide a
sufficient storm drainage outlet to service this area plus additional lands upstream that will
be scheduled for future sewer separation activities.
The project scope will include sewer separation through the removal of the existing
combined sewer and the implementation of new separated sanitary and storm sewer
systems. The existing older watermain will also be replaced along with the road pavement
structure, curbs and sidewalks.
Region CSO Funding
Budgetary Estimate
1-Jan-20
Municipal Works
Engineering
4,510,020$
233,700$
-$ Portage Road & Prospect Street Sewer
Separation
High
4,743,720$
144
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Requesting Department:2022 Request Total Cost
Division:4,510,020$ 4,743,720$
Project Name:Pre-2022 Forecast
233,700$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)190,200
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 975,600
Water 1,140,240
Storm Sewers 1,227,560
Sanitary Sewers 1,166,620
Sitework/Landscaping
Contingency
Other 43,500
TOTAL EXPENDITURES 233,700 4,510,020 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer (1,903,156)
Transfer from Water (207,500) (1,140,240)
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (975,600)
Federal/Provincial Grants
External Contributions (26,200) (491,024)
Other
TOTAL FUNDING SOURCES (233,700) (4,510,020) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Portage Road & Prospect Street Sewer Separation
Construction - Sewer separation, watermain replacement and road
reconstruction on Prospect Street and Portage Road from Prospect Street to
Brittania Crescent.
145
Page 265 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
6,500,000$
4,000,000$ Sanitary Network State of Good Repair
High
12,500,000$
Capital Budget Worksheet
2022
Minimal.
Multi-Year Program
3-Mar-23Rehabilitation
SS70
Implementation of recommendations for repair/rehabilitation/replacement from City wide
CCTV inspection program for sanitary and stormwater infrastructure
This project supports infrastructure sustainability.
Data resulting from the inspection program have determined pipe candidates for sewer
rehabilitation through trenchless lining technologies.
Results from the inspections indicate that an annual rehabilitation program with estimated
costs of approximately $2,000,000 (including engineering) per year is appropriate.
Rehabilitation will be accomplished primarily through trenchless re-lining technology on
critical sections of sewers.
RON program
Budgetary Estimate
1-Jan-22
Municipal Works
Engineering
2,000,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Jan-22 Contract Award 1-Mar-22 3-Mar-23
146
Page 266 of 625
Requesting Department:2022 Request Total Cost
Division:2,000,000$ 12,500,000$
Project Name:Pre-2022 Forecast
6,500,000$ 4,000,000$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - 2,000,000 4,000,000
EXPENDITURES
Design (Consultant)150,000 100,000 100,000 100,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers 6,350,000 1,900,000 1,900,000 1,900,000
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 6,500,000 2,000,000 2,000,000 2,000,000 -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer (3,900,000) (1,400,000)
Transfer from Water
Capital SPRs (400,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (1,300,000)
Federal/Provincial Grants
External Contributions (900,000) (600,000)
Other
TOTAL FUNDING SOURCES (6,500,000) (2,000,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - 2,000,000 4,000,000 4,000,000
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Sanitary Network State of Good Repair
Implementation of recommendations for repair/rehabilitation/replacement from
City wide CCTV inspection program for sanitary and stormwater infrastructure
147
Page 267 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2019 % DC 100%
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Nov-21 1-Feb-22 1-Mar-22 1-Apr-22 1-Jun-22
Capital Budget Worksheet
2022
Minimal - maintenance of new Streetscaping features.
Multi-Year Program
1-Jun-22Replacement
MS19
Completion of the final phase of Fallsview Boulevard between Ferry Street and Murray
Street including: surface asphalt, streetscaping, streetlighting and sidewalks. This is a
continuation of the buried infrastructure and base road works completed in 2021.
Strong and Resilient Infrastructure
Vibrant and Diverse Economy
Cost savings realized during the construction of the Phase 1 works has provided for a
surplus in the budget amounting to approximately $700,000. It is estimated that the
proposed Phase 2 Surface Works, which include: surface course asphalt, widened
sidewalks, streetscaping improvements, enahnced boulevard areas, and new LED
streetlighting amounts to approximately $1,200,000. Thus the required increase in the
budget is $500,000. This project is upgrading and enhancing an important corridor through
the tourist core, and with the replacement of the badly deteriorated paved surface will
provide some traffic relief for north-south travel away from Stanley Avenue.
Budgetary Estimate
1-Nov-21
Municipal Works
Engineering
500,000$
4,545,534$
-$ Fallsview Boulevard Reconstruction (Ferry to
Murray) Phase 2 - Surface Works
High
5,045,534$
148
Page 268 of 625
Requesting Department:2022 Request Total Cost
Division:500,000$ 5,045,534$
Project Name:Pre-2022 Forecast
4,545,534$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)709,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 820,000 500,000
Water 600,607
Storm Sewers 1,100,927
Sanitary Sewers 680,000
Sitework/Landscaping 35,000
Contingency
Other 600,000
TOTAL EXPENDITURES 4,545,534 500,000 - - -
FUNDING SOURCES
Transfer from Operating (1,407,731)
Transfer from Library
Transfer from Sewer (348,925)
Transfer from Water (150,152)
Capital SPRs (133,530)
OLG Reserve Fund (1,234,741)
Reserve Funds
Development Charges (1,270,455) (500,000)
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (4,545,534) (500,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Fallsview Boulevard Reconstruction (Ferry to
Murray) Phase 2 - Surface Works
Completion of the final phase of Fallsview Boulevard between Ferry Street and Murray
Street including: surface asphalt, streetscaping, streetlighting and sidewalks. This is a
continuation of the buried infrastructure and base road works completed in 2021.
149
Page 269 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
345,000$
-$ Bridge Structure Safety Improvements - 2022
High
770,000$
Capital Budget Worksheet
2022
Potential reduced maintenance costs.
Single Year Project
1-Jul-22Rehabilitation
BC18
The existing structures were identified as being in need of roadside safety improvements
as part of the City's bi-annual bridge and culvert inspection program in 2016, 2018, and
2020.
Strong and Resilient Infrastructure
Convenient & Accecssible Transportation
Following the completion of the 2016 Municipal Bridge / Culvert Inspection program, with
twelve sites identified as being in need of roadside safety improvements. Two structures
are intended to be replaced within 1-5 years, four structures are currently being addressed
with construction in 2021, leaving four outstanding structures. The outstanding structures
include McKenney Road (S059C), Crowland Avenue (S071B), Ort Road (S109B), Misener
Road (M079C), and Yokum Road (S086C). The scope of work generally includes installing
new or replacement steel beam guiderail with end treatments at the identified structures.
The 2020 bi-annual inspection report has noted the roadside safety infrastructures at the
identified sites as being in 'POOR' condition with recommendation to complete the
improvements 'NOW'.
Budgetary Estimate
24-Mar-17
Municipal Works
Engineering
425,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
24-Mar-17 15-Feb-22 15-Mar-22 1-Apr-22 1-Jul-22
150
Page 270 of 625
Requesting Department:2022 Request Total Cost
Division:425,000$ 770,000$
Project Name:Pre-2022 Forecast
345,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)45,000
Project Management (Consultant)
Contract Administration (Consultant)45,000
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 300,000 305,000
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 75,000
Other
TOTAL EXPENDITURES 345,000 425,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (425,000)
Federal/Provincial Grants (345,000)
External Contributions
Other
TOTAL FUNDING SOURCES (345,000) (425,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Bridge Structure Safety Improvements - 2022
The existing structures were identified as being in need of roadside safety
improvements as part of the City's bi-annual bridge and culvert inspection
program in 2016, 2018, and 2020.
151
Page 271 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
775,000$
-$ Service Centre Fuel Tanks
High
1,150,000$
Capital Budget Worksheet
2022
Reduction of costs by allowing the City to purchase bulk quantities of fuel at wholesale
prices.
Multi-Year Program
30-Jun-22New
FR5
Installation of new above-ground fuel tanks at the Municipal Service Centre located at
3200 Stanley Avenue.
Strong & Resilient Infrastructure, Healthy, Safe &
Livable Community
At the beginning of 2020, the existing underground fuel tanks at the Service Centre had to
be decommissioned due to the discovery of leaks. Since the decommissioning, the City’s
operational departments have had to rely on other City facilities and private fueling stations
for fueling of vehicles and equipment. Fueling at other City facilities can take extra time
depending on the location, and purchasing at retail prices from private stations is costly. In
order to restore the critical ability to fuel directly at the Service Centre, new above-ground
fuel tanks and all related equipment and appurtenances are needed. The new fueling
equipment will be expected to remain in place as a north-end City fueling site once a new
Service Centre location is established. Having the ability to fuel in multiple locations
throughout the City can offer operational efficiencies as well as redundancy by providing
an alternate fueling site in the event the primary location unexpectedly goes offline.
Budgetary Estimate
1-Jan-20
Municipal Works
Engineering
375,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-20 1-Nov-21 1-Dec-21 1-Apr-22 30-Jun-22
152
Page 272 of 625
Requesting Department:2022 Request Total Cost
Division:375,000$ 1,150,000$
Project Name:Pre-2022 Forecast
775,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)75,000
Project Management (Consultant)
Contract Administration (Consultant)75,000
Land
Building
Fixtures, Furniture and Equipment 700,000 300,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 775,000 375,000 - - -
FUNDING SOURCES
Transfer from Operating (72,500) (375,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund (662,500)
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other (40,000)
TOTAL FUNDING SOURCES (775,000) (375,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Service Centre Fuel Tanks
Installation of new above-ground fuel tanks at the Municipal Service Centre
located at 3200 Stanley Avenue.
153
Page 273 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?No Year % DC
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
Jan/Feb 2022 March/Apr 2022 Apr/May 2022 1-May-22 1-May-23
Capital Budget Worksheet
2022
N/A
Single Year Project
1-May-23New
NEW
Undertake a Wet Weather Management/CSO Reduction study to help the City to manage
its growth by conducting a comprehensive assessment of wastewater and stormwater
system needs.
Responsible & Transparent Financial Management, Strong & Resilient Infrastructure,
Engaging & Accountable Government and Health, Safe & Livable Community
A Pollution Prevention and Control Program (PPCP) was completed in 2017 which
provided recommendations to reduce wastewater overflow volumes, to mitigate/eliminate
basement flooding and to accommodate future growth.
This study will follow the Municipal Class EA assessment and support the City's state of
good repair and growth planning i.e. Development Charges Background Study, User Rate
Study, 10 Year Capital Forecast and the City's Asset Management Planning.
In addition to updating the recommendations of the 2017 PPCP the 5 key objectives of the
2022 study will include but not be limited to:
1) Quantify the existing level of service and provide alternatives to establish, monitor,
maintain and improve service levels identified in City planning documents such as the
Asset Management Plan and Master Servicing Plan
2) Identify, prevent and ultimately eliminate combined sewer overflows and sanitary sewer
overflows
3) Eliminate and or reduce extraneous flows including implementation of green
infrastructure in addition to more traditional methodologies
4) Improve operations, maintenance, long term growth and sustainability of the City's
wastewater infrastructure, including climate change adaptation considerations
5) Create a prioritized action plan to support long term growth and sustainability of the
City's wastewater infrastructure
Region CSO Funding
Budgetary Estimate
1-May-22
Municipal Works
Engineering_Infrastructure Asset Management
350,000$
-$
-$ Wet Weather Management Study & Forecast
High
350,000$
154
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Requesting Department:2022 Request Total Cost
Division:350,000$ 350,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)350,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 350,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer (175,000)
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions (175,000)
Other
TOTAL FUNDING SOURCES - (350,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering_Infrastructure Asset Management
Forecasted Future Expenditures
Wet Weather Management Study & Forecast
Undertake a Wet Weather Management/CSO Reduction study to help the City
to manage its growth by conducting a comprehensive assessment of
wastewater and stormwater system needs.
155
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Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?No Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 March/Apr 2022 Apr/May 2022 1-May-22 1-Dec-22
Capital Budget Worksheet
2022
N/A
Multi-Year Program
1-Dec-22Rehabilitation
STMS51-21
To conduct detailed field investigations to determine the condition of the City's stormwater
management pond inventory including visual inspection and capacity assessment activities
such as benthic surveying.
Responsible & Transparent Financial Management, Strong & Resilient Infrastructure,
Engaging & Accountable Government and Health, Safe & Livable Community
Outputs from this study will include the indentification of required remedial works and
budgetary cost estimates to rehabilitate each of the City's stormwater management ponds.
This is a multi-year program with the intention of investigating 3-4 ponds per year. The City
currently owns, operates and maintains 23 stormwater management ponds/facilities.
The previously approved funding is being utilized during the fall of 2021 to complete the
investigations and benthic surveying to identify the condition and deficiencies with the
current state of the SWM pond inventory as well as quantify the amount of accumulated
sediment in each facility. The proposed funding in 2022 and forecasted future funding will
be to implement the remedial works and cleanout of the facilities on a priority basis, per the
recommendations of the 2021 study and investigation program.
Budgetary Estimate
1-Jan-22
Municipal Works
Engineering
350,000$
150,000$
1,050,000$ Storm Pond Condition Assessment &
Rehabilitation
High
1,550,000$
156
Page 276 of 625
Requesting Department:2022 Request Total Cost
Division:350,000$ 1,550,000$
Project Name:Pre-2022 Forecast
150,000$ 1,050,000$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - 350,000 700,000
EXPENDITURES
Design (Consultant)150,000
Project Management (Consultant)350,000 350,000 350,000 350,000
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 150,000 350,000 350,000 350,000 350,000
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (150,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (350,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (150,000) (350,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - 350,000 700,000 1,050,000
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Storm Pond Condition Assessment &
Rehabilitation
To conduct detailed field investigations to determine the condition of the City's
stormwater management pond inventory including visual inspection and
capacity assessment activities such as benthic surveying.
157
Page 277 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Oct-20 15-Feb-22 15-Mar-22 1-Apr-22 30-Nov-22
Capital Budget Worksheet
2022
Probable reduction in maintenance costs as eliminating ongoing watermain break repairs.
Single Year Project
30-Nov-22Replacement
W59-20
Construction - Replace watermain and services on North Street from Drummond Road to
Portage Road.
Strong and Resilient Infrastructure
Convenient & Accecssible Transportation
Watermain replacement was identified by watermain age, material and break history.
The watermains along this stretch of roads are cast iron pipe approximately 75 years in
age. The City's estimated service life for thin walled cast iron watermain typically
constructed in the post World War II era is 60 years. These particular mains on North
Street have suffered a large number of breaks (16 since 1989) and have become an
ongoing maintenance burden as a result.
Budgetary Estimate
1-Oct-20
Municipal Works
Engineering
940,000$
16,100$
-$ North Street Watermain Replacement
High
956,100$
158
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Requesting Department:2022 Request Total Cost
Division:940,000$ 956,100$
Project Name:Pre-2022 Forecast
16,100$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)16,100
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water 940,000
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 16,100 940,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water (16,100) (771,557)
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants (168,443)
External Contributions
Other
TOTAL FUNDING SOURCES (16,100) (940,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
North Street Watermain Replacement
Construction - Replace watermain and services on North Street from
Drummond Road to Portage Road.
159
Page 279 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
55,000$
-$ Dorchester Road (Oldfield Road to McLeod
Road)
High
1,890,000$
Capital Budget Worksheet
2022
Reduction of costs for maintenance and repairs.
Single Year Project
15-Aug-22Replacement
MS56-21
Complete road reconstruction including sidewalk, curb and gutter. Does not include
intersection improvements at McLeod Road and at Oldfield Road.
The implementation of this project provides opportunities for active living and promoting a
healthy and safe community as well as establish infrastructure sustainability.
Region is currently Designing McLeod Road & Dorchester/McLeod Intersection with a 2023
construction outlook.
Development is ramping down in this area with this portion of Dorchester Road being used
for much of the new development traffic.
Compounded operational issues that include poor condition, traffic volumes, loading
increases and geometric design.
Increase in resident concerns and comments regarding traffic volumes & heavier vehicles
being used for industries to the south.
Proposed traffic calming measures are being incorporated into the detailed design.
Budgetary Estimate
1-Mar-22
Municipal Works
Engineering
1,835,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
Q42021/Q12022 1-Mar-22 15-Mar-22 15-Apr-22 15-Aug-22
160
Page 280 of 625
Requesting Department:2022 Request Total Cost
Division:1,835,000$ 1,890,000$
Project Name:Pre-2022 Forecast
55,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)55,000
Project Management (Consultant)
Contract Administration (Consultant)60,000
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 1,550,000
Water
Storm Sewers 100,000
Sanitary Sewers 100,000
Sitework/Landscaping
Contingency
Other 25,000
TOTAL EXPENDITURES 55,000 1,835,000 - - -
FUNDING SOURCES
Transfer from Operating (49,500)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges (5,500)
Debentures
Federal/Provincial Gas Tax (1,835,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (55,000) (1,835,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Dorchester Road (Oldfield Road to McLeod Road)
Complete road reconstruction including sidewalk, curb and gutter. Does not
include intersection improvements at McLeod Road and at Oldfield Road.
161
Page 281 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Oct-20 15-Feb-22 15-Mar-22 1-Apr-22 30-Nov-22
Capital Budget Worksheet
2022
N/A
Multi-Year Program
30-Nov-22Replacement
W64-21
To establish a Multi-Year Program to replace watermains in the Stanley Business Park.
Phase 1 includes watermain replacement on Don Murie Street east of Earl Thomas
Avenue, and Earl Thomas Avenue.
Strong and Resilient Infrastructure
Convenient & Accecssible Transportation
To establish a Multi-Year Program to replace watermains in the Stanley Business Park.
Staff have applied to the 2021 intake of the Green Stream of the Investing in Canada
Infrastructure Program (ICIP). If successful, staff will apply the grant and return funds to the
water reserve. Staff have funded this project, so it is not contingent on grant approval and
will proceed regardless.
Future phases of the Stanley Business Park Watermain Replacement Program will
prioritize replacements based on break history, watermain material, and age.
ICIP Green Stream
Budgetary Estimate
1-Oct-20
Municipal Works
Engineering
1,020,000$
102,200$
4,750,000$ Stanley Business Park Watermain
Replacements Phase 1
High
5,872,200$
162
Page 282 of 625
Requesting Department:2022 Request Total Cost
Division:1,020,000$ 5,872,200$
Project Name:Pre-2022 Forecast
102,200$ 4,750,000$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - 1,600,000 2,505,000
EXPENDITURES
Design (Consultant)102,200 70,000 100,000 60,000 150,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water 730,000 1,150,000 650,000 1,610,000
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 220,000 350,000 195,000 485,000
Other
TOTAL EXPENDITURES 102,200 1,020,000 1,600,000 905,000 2,245,000
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water (102,200) (1,020,000)
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (102,200) (1,020,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - 1,600,000 2,505,000 4,750,000
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Stanley Business Park Watermain
Replacements Phase 1
To establish a Multi-Year Program to replace watermains in the Stanley
Business Park. Phase 1 includes watermain replacement on Don Murie Street
east of Earl Thomas Avenue, and Earl Thomas Avenue.
163
Page 283 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2019 % DC 100%
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-21 1-Mar-22 1-Apr-22 1-May-22 1-Dec-23
Capital Budget Worksheet
2022
Minimal amount to maintain the new watermain in the future. Staff are recommending Debt
Financing with the intention to have this included in the next DC Background Study update
to be able to recover debt charges from DC's. If a portion of the debt is deemed to be not
DC eligible, the Utility Budget will incur the remaining debt charges.
Multi-Year Program
1-Dec-23New
W62-21
A new redundant watermain feed is required for development of New South Niagara
Hospital. Requires watermain extension from Stanley Ave at Lyons Creek Road along
Reixinger Road to Montrose Road, a distance of 3.66 km.
Strong and Resilient Infrastructure
Healthy, Safe and Livable Community
The provision of the second redundant domestic water feed to the proposed New South
Niagara Hospital is a requirement of Niagara Health Systems for the Hospital development
to proceed.
A commitment has been made to have this secondary redundant feed in operation by the
end of 2023. Due to the scope of the project and the requirements for the proposed
crossing of the QEW corridor as part of this project, it is expected to required two
construction seasons to complete, but the scope of what is done as part of the 2022
construction season is not fixed.
Budgetary Estimate
1-Jan-21
Municipal Works
Engineering
7,500,000$
100,000$
-$ Reixinger Road Watermain Loop and Hospital
Servicing
High
7,600,000$
164
Page 284 of 625
Requesting Department:2022 Request Total Cost
Division:7,500,000$ 7,600,000$
Project Name:Pre-2022 Forecast
100,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)100,000
Project Management (Consultant)
Contract Administration (Consultant)250,000
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water 7,250,000
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 100,000 7,500,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges (100,000)
Debentures*(7,500,000)
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (100,000) (7,500,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
*A Portion of Debenture to be recovered from Development Charges
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Reixinger Road Watermain Loop and Hospital
Servicing
A new redundant watermain feed is required for development of New South
Niagara Hospital. Requires watermain extension from Stanley Ave at Lyons
Creek Road along Reixinger Road to Montrose Road, a distance of 3.66 km.
165
Page 285 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
1,085,400$
-$ Gunning & Mears Storage Tank
Rehabilitation
High
1,335,400$
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Sep-22Rehabilitation
SS26
The Gunning and Mears Sanitary Pumping Station was upgraded and improved in
2020/21, but the proposed lining/recoating of the existing CSP storage tanks was deferred.
It is now required to address risk of infiltration/exfiltration at the facility.
Strong and Resilient Infrastructure
City owned and operated, the Gunning and Mears pumping station provides sanitary sewer
relief during wet weather events in the Chippawa Area. The station was upgraded and
partially reconstructed/rehabilitated in 2020/21. The lining/recoating of the existing CSP
storage tanks was included in the original scope but deferred due to budget limitations at
the time. The condition of the existing CSP storage tanks are such that the aspahlt
coating needs to be renewed to protect against infiltration and exfilltation impacts on the
operation and effectiveness of the facility. This sanitary sewer storage is a critical piece of
infrastructure to reduce basement flooding and discharging sanitary sewer flows into the
environment.
Budgetary Estimate
1-Feb-22
Municipal Works
Engineering
250,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Feb-22 1-May-22 1-Jun-22 1-Jul-22 1-Sep-22
166
Page 286 of 625
Requesting Department:2022 Request Total Cost
Division:250,000$ 1,335,400$
Project Name:Pre-2022 Forecast
1,085,400$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)170,800
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers 914,600 250,000
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 1,085,400 250,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer (815,400) (150,000)
Transfer from Water
Capital SPRs (270,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions (100,000)
Other
TOTAL FUNDING SOURCES (1,085,400) (250,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Gunning & Mears Storage Tank Rehabilitation
The Gunning and Mears Sanitary Pumping Station was upgraded and improved in
2020/21, but the proposed lining/recoating of the existing CSP storage tanks was
deferred. It is now required to address risk of infiltration/exfiltration at the facility.
167
Page 287 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
130,000$
-$ Huggins Area Sewer Separation - Phase 1
(Design Only)
High
305,000$
Capital Budget Worksheet
2022
Reduction of costs for maintenance and repairs. Reduce operating costs associated with
combined flows.
Single Year Project
N/ANew
SS58
Sewer Separation of Phase 1 of 3 of the Huggins sewershed area. Design Only.
The implementation of this project provides opportunities for active living and promoting a
healthy and safe community as well as establish infrastructure sustainability.
Continuation of the previously funded EA/Functional Design, phasing strategy work that
was approved in 2019 and 2020 budget years.
Sewer Separation Projects provide not only a direct benefit to the residents but also
provide a long term cost savings from not treating storm run-off which can contribute to
basement flooding.
Regional CSO Funding eligible.
Phase 1 includes the following areas:
Huggins St - Arlington to Gainsborough
Arlington Ave - Glengary to Glendoone
Gainsborough Ave - Glengary to Glendoone
Glengary St - Arlington to Gainsborough
Glendoone St - Arlington to Gainsborough
Glenwood Pl, Glendale Pl, and Springdale Ave
Marion Ave - Glengary to O'Neil
Regional CSO Funding
Budgetary Estimate
1-Jun-22
Municipal Works
Engineering
175,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jun-22 N/A N/A N/A N/A
168
Page 288 of 625
Requesting Department:2022 Request Total Cost
Division:175,000$ 305,000$
Project Name:Pre-2022 Forecast
130,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)130,000 175,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 130,000 175,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer (73,000) (87,500)
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions (57,000) (87,500)
Other
TOTAL FUNDING SOURCES (130,000) (175,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Huggins Area Sewer Separation - Phase 1
(Design Only)
Sewer Separation of Phase 1 of 3 of the Huggins sewershed area. Design
Only.
169
Page 289 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
7-Oct-20 15-Jun-22 1-Jul-22 1-Aug-22 30-Nov-22
Capital Budget Worksheet
2022
Potential reduced maintenance costs.
Single Year Project
30-Nov-22Replacement
NEW
Design and construction of the sewer separation, sanitary replacement, and full road
reconstruction on Ferguson Street from Victoria Avenue to River Road.
Strong and Resilient Infrastructure
Convenient & Accessible Transportation
History of operational issues at the site.
Detailed design is being completed in 2022 with construction to follow.
Niagara Region CSO
Budgetary Estimate
7-Oct-20
Municipal Works
Engineering
150,000$
-$
-$ Ferguson St Road Reconstruction Detailed
Design
High
150,000$
170
Page 290 of 625
Requesting Department:2022 Request Total Cost
Division:150,000$ 150,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)150,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 150,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer (150,000)
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (150,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Ferguson St Road Reconstruction Detailed
Design
Design and construction of the sewer separation, sanitary replacement, and full
road reconstruction on Ferguson Street from Victoria Avenue to River Road.
171
Page 291 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
Jan/Feb 2022 March/Apr 2022 1-May-22 1-May-22 1-Dec-22
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Dec-22Rehabilitation
NEW
The objective of this project is to conduct inventory data collection/verification, condition
assessment activities, capital upgrade identification and planning, related to the City's rural
road network.
Responsible & Transparent Financial Management, Strong & Resilient Infrastructure, and a
Healthy, Safe & Livable Community
Outputs of the study will be used to determine the current condition of the City's rural road
network and to identify recommended improvements required to align with the City's rural
roads network level of service. The study will allow the City to formulate the most cost-
effective long-term maintenance and rehabilitation strategies.
Components of the study include but are not limited to:
Updated digital inventory of the City's rural road network
Itemized condition of the existing rural network
Detailed Capital and Maintenance Recommendations
10 year Capital Improvement Plan
Budgetary Estimate
1-May-22
Municipal Works
Engineering
150,000$
-$
-$ Rural Roads Needs Study
High
150,000$
172
Page 292 of 625
Requesting Department:2022 Request Total Cost
Division:150,000$ 150,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)150,000
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 150,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (150,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (150,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Rural Roads Needs Study
The objective of this project is to conduct inventory data collection/verification,
condition assessment activities, capital upgrade identification and planning,
related to the City's rural road network.
173
Page 293 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2019 % DC 100%
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Jan-22 N/A N/A N/A
Capital Budget Worksheet
2022
Reduction of costs for maintenance and repairs.
Single Year Project
N/AReplacement
New
Complete road reconstruction including sidewalk, curb and gutter and new storm sewer.
(Design Only)
Provides opportunities for active living and promoting a healthy and safe community as well
as establish infrastructure sustainability within the City.
Development Charges apply. Completion of the Chippawa West Development has
increased the need for reconstruction due to the additional growth.
Possible storm outlet for Chippawa East Development earmarked for draft approval in
2022.
Improvements to portions of this section of road were advanced through the Chippawa
West Development leaving a majority of the road un-urbanized, in severely poor condition
and inadequate in width for now existing development traffic volumes.
Development Cost Sharing
Budgetary Estimate
1-Jan-22
Municipal Works
Engineering
135,000$
-$
-$ Willick Road Reconstruction - Sodom Road to
Ort Road
High
135,000$
174
Page 294 of 625
Requesting Department:2022 Request Total Cost
Division:135,000$ 135,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)100,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 35,000
TOTAL EXPENDITURES - 135,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges (135,000)
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (135,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Willick Road Reconstruction - Sodom Road to
Ort Road
Complete road reconstruction including sidewalk, curb and gutter and new
storm sewer. (Design Only)
175
Page 295 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2019 % DC 100%
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Willick Road Box Culvert Replacement
High
75,000$
Capital Budget Worksheet
2022
Reduction of costs for maintenance and repairs.
Single Year Project
N/AReplacement
New
Box culvert replacement along Hunter's Drain on Willick Road between Ort Road and
Soddom Road. (Design Only)
Provides opportunities for active living and promoting a healthy and safe community as
well as establish infrastructure sustainability within the City.
Development Charges apply. Completion of the Chippawa West Development has
increased the need for reconstruction due to the additional growth.
Possible storm outlet for Chippawa East Development earmarked for draft approval in
early 2022.
Development Related Cost Sharing
Budgetary Estimate
1-Jan-22
Municipal Works
Engineering
75,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Jan-22 N/A N/A N/A
176
Page 296 of 625
Requesting Department:2022 Request Total Cost
Division:75,000$ 75,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)50,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 25,000
TOTAL EXPENDITURES - 75,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges (75,000)
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (75,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Willick Road Box Culvert Replacement
Box culvert replacement along Hunter's Drain on Willick Road between Ort
Road and Soddom Road. (Design Only)
177
Page 297 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
31-Mar-18 15-Feb-23 15-Mar-23 1-Apr-23 30-Nov-23
Capital Budget Worksheet
2022
Potential reduced maintenance costs.
Single Year Project
30-Nov-23Rehabilitation
BC15
Detailed Design for the rehabilitaiton of the existing structure. The bridge was identified as
being in need of rehabilitation due to deteriorated condition as part of the City's bi-annual
Bridge and Culvert inspection program in 2016.
Strong and Resilient Infrastructure
Convenient & Accecssible Transportation
The existing bridge carries Royal Manor Drive over the OPG Canal west of Dorchester
Road. The roadway over the structure is in poor condition. The expansion joints are in poor
condition and are leaking, resulting in deterioration of the girder ends below. The parapet
walls are in fair to poor condition with numerous spalls, cracking, and delamination. A Load
Evaluation, Condition Survey and Preliminary Design Report were completed in 2018,
which recommended rehabilitation of the structure to address noted deterioration.
Rehabilitation measures are expected to include patch, waterproof, pave the deck; replace
expansion joint seals; replace deck joints; concrete patch repairs; replace parapet walls
and railing; repair and recoat steel girder ends; bearing replacement; grading and riprap at
the abutments; and replacing approach steel beam guide rail.
The 2020 bi-annual inspection report has noted the bridge as being in 'FAIR' condition with
recommendation to rehabilitate the structure in '1-5 Years'. Further delay of this
rehabilitation project will lead to increased deterioration of the structure and increased
future capital costs for rehabilitaiton, and could also delay future watermain looping
required along Royal Manor Drive.
Budgetary Estimate
31-Mar-18
Municipal Works
Engineering
125,000$
50,000$
-$ Royal Manor Drive Bridge (S147B)
Rehabilitation
High
175,000$
178
Page 298 of 625
Requesting Department:2022 Request Total Cost
Division:125,000$ 175,000$
Project Name:Pre-2022 Forecast
50,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)50,000 125,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 50,000 125,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund (50,000)
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (125,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (50,000) (125,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Royal Manor Drive Bridge (S147B)
Rehabilitation
Detailed Design for the rehabilitaiton of the existing structure. The bridge was
identified as being in need of rehabilitation due to deteriorated condition as part
of the City's bi-annual Bridge and Culvert inspection program in 2016.
179
Page 299 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?No Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Feb-22 1-Mar-22 NA 1-Jul-22
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Jul-22New
NEW
The project is an update of our existing Municipal Development Standards for Design and
Construction of Municipal Infrastructure.
Strong and Resilient Infrastructure
The project is intended to update our existing Municipal Development Standards for
Design and Construction of Municipal Infrastructure. The completed document will also be
a guide and standard for ongoing MW capital improvement projects.
Our current Development Standards were last updated in 2012 and although serviceable
are in need of an update. There is also a need to integrate and provide a consistent
approach on municipal capital improvements projects. This integrated approach will
achieve a consistent level of service and incorporate necessary asset management
principles.
The plan is to retain an engineering consultant to provide an objective assessment of our
current standards and provide recommendations based on best practices in other similarly
growing municipalities to update our current Development Standards and translate the
practices and standards to our Capital Improvement Program as well. The consultant
would work with an in-house working group/steering committee to complete the update.
The intent is to include consultation with the development community as part of the review
exercise as well as incorporation of the climate change adaptation into our new standards
and accepted practices/techniques/materials.
Budgetary Estimate
1-Jan-22
Municipal Works
Engineering
50,000$
-$
-$ Municipal Development Standards Update
High
50,000$
180
Page 300 of 625
Requesting Department:2022 Request Total Cost
Division:50,000$ 50,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)50,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 50,000 - - -
FUNDING SOURCES
Transfer from Operating (10,000)
Transfer from Library
Transfer from Sewer (20,000)
Transfer from Water (20,000)
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (50,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Municipal Development Standards Update
The project is an update of our existing Municipal Development Standards for
Design and Construction of Municipal Infrastructure.
181
Page 301 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?No Year % DC
External Funding:No Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 1-Jan-22 N/A N/A N/A
Capital Budget Worksheet
2022
Reduction of costs for maintenance and repairs.
Single Year Project
N/AReplacement
NEW
Full road reconstruction including new ditching, culverts and lighting as well as a design of
the Sanitary Sewer Extension from the existing Mountain Road Pumping Station to
proposed pumping Station. (Design Only)
Provides opportunities for active living and promoting a healthy and safe community as well
as establish infrastructure sustainability.
Mewburn Bridge completed in 2019 with approaching road in poor shape.
Future consideration to upload Mewburn Road to the Region of Niagara.
Possible relocation of Mewburn Pumping Station along this portion of the road.
Trunk sanitary sewer to be designed in conjunction with Regional Pumping Station
relocation currently under way.
Project budget includes a small allocation for property acquisition for potential road
allowance expansion.
Budgetary Estimate
1-Jan-22
Municipal Works
Engineering
225,000$
-$
-$ Mewburn Road Reconstruction - Mountain
Road north to City Limits
High
225,000$
182
Page 302 of 625
Requesting Department:2022 Request Total Cost
Division:225,000$ 225,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)175,000
Project Management (Consultant)
Contract Administration (Consultant)
Land 50,000
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 225,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (225,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (225,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Mewburn Road Reconstruction - Mountain
Road north to City Limits
Full road reconstruction including new ditching, culverts and lighting as well as a
design of the Sanitary Sewer Extension from the existing Mountain Road
Pumping Station to proposed pumping Station. (Design Only)
183
Page 303 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
35,000$
-$ Chippawa Parkway Culvert (M054C)
Replacement
High
595,000$
Capital Budget Worksheet
2022
Potential reduced maintenance costs.
Single Year Project
1-Oct-22Replacement
BC21-20
The existing culvert was identified as being in need of replacement as part of the City's bi-
annual Bridge and Culvert inspection program in 2018, and the detailed design will be
completed in 2021.
Strong and Resilient Infrastructure
Convenient & Accecssible Transportation
The existing culvert carries Chippawa Parkway over Pells Creek between Reilly and Pell
Street. On the south end, the twin 1.2 meter diameter csp culverts are silted to the
waterline and are severely corroded with perforations. Due to the condition of the existing
pipes, there continue to be potholes in the shoulders of the roadway that are routinely filled.
If left 'as-is' these culverts will fail and the roadway will have to be closed. A detailed design
has been completed in 2021 for replacement culvert, this will address the existing condition
and operational issues.
The 2020 bi-annual inspection report has noted the culvert as being in 'POOR' condition
with recommendation to replace the structure 'NOW'.
Budgetary Estimate
31-Oct-20
Municipal Works
Engineering
560,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
31-Oct-20 15-Feb-22 15-Mar-22 15-Jul-22 1-Oct-22
184
Page 304 of 625
Requesting Department:2022 Request Total Cost
Division:560,000$ 595,000$
Project Name:Pre-2022 Forecast
35,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)35,000
Project Management (Consultant)
Contract Administration (Consultant)60,000
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 400,000
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 100,000
Other
TOTAL EXPENDITURES 35,000 560,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (35,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (560,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (35,000) (560,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Chippawa Parkway Culvert (M054C)
Replacement
The existing culvert was identified as being in need of replacement as part of
the City's bi-annual Bridge and Culvert inspection program in 2018, and the
detailed design will be completed in 2021.
185
Page 305 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
10,000$
-$ Marshall Road Bridge (M123B) Replacement
High
157,000$
Capital Budget Worksheet
2022
Potential reduced maintenance costs.
Single Year Project
1-Oct-22Replacement
BC22-20
The existing structure was identified as being in need of replacement due to deteriorated
condition as part of the City's bi-annual Bridge and Culvert inspection program in 2018, and
detailed design will be completed in 2021.
Strong and Resilient Infrastructure
Convenient & Accecssible Transportation
The existing culvert carries Marshall Road over a tributary to Lyons Creek between Beck
Road and the QEW, and was constructed in 1940. The culvert is beyond its original design
life. The concrete abutments are in poor condition with severe scour along the waterline,
and the north end of the east abutment has failed. If left 'as-is' the culverts will fail and the
roadway will have to be closed. A detailed design has been completed in 2021 for
replacement culvert, this will address the existing condition and operational issues.
The 2020 bi-annual inspection report has noted the culvert as being in 'POOR' condition
with recommendation to replace the structure 'NOW'.
Budgetary Estimate
31-Oct-20
Municipal Works
Engineering
147,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
31-Oct-20 15-Feb-22 15-Mar-22 15-Jul-22 1-Oct-22
186
Page 306 of 625
Requesting Department:2022 Request Total Cost
Division:147,000$ 157,000$
Project Name:Pre-2022 Forecast
10,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)10,000
Project Management (Consultant)
Contract Administration (Consultant)15,750
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 105,000
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 26,250
Other
TOTAL EXPENDITURES 10,000 147,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (10,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (147,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (10,000) (147,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Marshall Road Bridge (M123B) Replacement
The existing structure was identified as being in need of replacement due to
deteriorated condition as part of the City's bi-annual Bridge and Culvert
inspection program in 2018, and detailed design will be completed in 2021.
187
Page 307 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
15,000$
-$ Ort Road Bridge (M112B) Replacement
High
267,000$
Capital Budget Worksheet
2022
Potential reduced maintenance costs.
Single Year Project
1-Oct-22Replacement
BC23-20
The existing structure was identified as being in need of replacement due to deteriorated
condition as part of the City's bi-annual Bridge and Culvert inspection program in 2018, and
detailed design will be completed in 2021.
Strong and Resilient Infrastructure
Convenient & Accecssible Transportation
The existing structure carries Ort Road over roadside drainage just north of Sauer Road,
and was constructed in 1950. The culvert is beyond its original design life. The concrete
abutments are in poor condition and have a history of requiring emergency repairs. A
detailed design has been completed in 2021 for replacement culvert, this will address the
existing condition and operational issues.
The 2020 bi-annual inspection report has noted the culvert as being in 'POOR' condition
with recommendation to replace the structure 'NOW'.
Budgetary Estimate
31-Oct-20
Municipal Works
Engineering
252,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
31-Oct-20 15-Feb-22 15-Mar-22 15-Jul-22 1-Oct-22
188
Page 308 of 625
Requesting Department:2022 Request Total Cost
Division:252,000$ 267,000$
Project Name:Pre-2022 Forecast
15,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)15,000
Project Management (Consultant)
Contract Administration (Consultant)27,000
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 180,000
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 45,000
Other
TOTAL EXPENDITURES 15,000 252,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (15,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (252,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (15,000) (252,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Ort Road Bridge (M112B) Replacement
The existing structure was identified as being in need of replacement due to
deteriorated condition as part of the City's bi-annual Bridge and Culvert
inspection program in 2018, and detailed design will be completed in 2021.
189
Page 309 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Nov-21 1-May-22 1-Jul-22 1-Aug-22 1-Oct-22
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Oct-22Replacement
R138-21
Road reconstruction of Whirlpool Road from the OPG Canal to Stanley Avenue, with the
addition of bike lanes and roadside drainage improvements.
Strong and Resilient Infrastructure
Convenient and Accessible Transportation
This project is for the construction portion of the reconstruction of Whirlpool Road from the
OPG Canal to Stanley Avenue. With the completion of trail linkage from the Millennium
Trail as well the Niagara River Parkway, there is a need to add bike lanes on this segment
of Whirlpool Road in keeping with the Regional Bikeways Master Plan. The roadway
reconstruction is also to address the adequacy of the current pavement structure to
accommodate expected vehicle loading as well as improve the current surface drainage
systems. This roadway is a major collector road in the northern part of the City and has
sections of severely cracked and deteriorated road surface.
Budgetary Estimate
1-Nov-21
Municipal Works
Engineering
900,000$
30,000$
-$ Whirlpool Road Reconstruction - OPG Canal
to Stanley Avenue
High
930,000$
190
Page 310 of 625
Requesting Department:2022 Request Total Cost
Division:900,000$ 930,000$
Project Name:Pre-2022 Forecast
30,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)30,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 900,000
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 30,000 900,000 - - -
FUNDING SOURCES
Transfer from Operating (30,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (900,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (30,000) (900,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Whirlpool Road Reconstruction - OPG Canal to
Stanley Avenue
Road reconstruction of Whirlpool Road from the OPG Canal to Stanley Avenue,
with the addition of bike lanes and roadside drainage improvements.
191
Page 311 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Victoria Avenue & Bridge Street Roundabout
High
1,200,000$
Capital Budget Worksheet
2022
N/A
Multi-Year Program
Q2 2022New
NEW
Construction of a five-legged roundabout at the intersection of Victoria Avenue and Bridge
Street. This project is being implemented by the Niagara Region.
This project will ensure that investments in infrastructure maximize benefits, reduce risk
and provide satisfactory levels of service to the public.
In 2009, the Region of Niagara completed a MCEA for the extension of Thorold Stone
Road from Stanley Avenue to Victoria Avenue. The preferred design includes a new five-
legged roundabout at the intersection of (future) Thorold Stone Road, Bridge Street and
Victoria Avenue. The Region is planning to commence construction of the roundabout in
2021 with completion expected in 2022. The City is expected to contribute by funding our
share of the design and construction costs for the portions of the project involving City-
owned assets including work on Victoria Avenue, all new subsurface infrastructure (storm,
sanitary, water), and decorative/landscape features.
Budgetary Estimate
Q4 2021
Municipal Works
Engineering
1,200,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A N/A N/A Q4 2021 Q2 2022
192
Page 312 of 625
Requesting Department:2022 Request Total Cost
Division:1,200,000$ 1,200,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)115,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads 420,750
Water 208,000
Storm Sewers 55,000
Sanitary Sewers 401,250
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 1,200,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (1,200,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (1,200,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Engineering
Forecasted Future Expenditures
Victoria Avenue & Bridge Street Roundabout
Construction of a five-legged roundabout at the intersection of Victoria Avenue
and Bridge Street. This project is being implemented by the Niagara Region.
193
Page 313 of 625
Index
MUNICIPAL WORKS -FLEET
Summary
Listing of Projects in Priority Order
2022 Fleet Equipment Replacement
Plow Truck Replacement Program
Page 314 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)- - - - - -
Project Management (Consultant)- - - - - -
Contract Administration (Consultant)- - - - - -
Land - - - - - -
Building - - - - - -
Fixtures, Furniture and Equipment - 1,907,640 986,299 935,985 705,746 4,535,670
Construction:- - - - - -
Roads - - - - - -
Water - - - - - -
Storm Sewers - - - - - -
Sanitary Sewers - - - - - -
Sitework/Landscaping - - - - - -
Contingency - - - - - -
Other - - - - - -
TOTAL EXPENDITURES - 1,907,640 986,299 935,985 705,746 4,535,670
FUNDING SOURCES
Transfer from Operating - - - - - -
Transfer from Library - - - - - -
Transfer from Sewer - - - - - -
Transfer from Water - - - - - -
Capital SPRs - (1,907,640) (986,299) (935,985) (705,746) (4,535,670)
OLG Reserve Fund - - - - - -
Reserve Funds - - - - - -
Development Charges - - - - - -
Debentures*- - - - - -
Federal/Provincial Gas Tax - - - - - -
Federal/Provincial Grants - - - - - -
External Contributions - - - - - -
Other - - - - - -
TOTAL FUNDING SOURCES - (1,907,640) (986,299) (935,985) (705,746) (4,535,670)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
MUNICIPAL WORKS - FLEET
FORECAST
194
Page 315 of 625
#Priority Project Description Project Budget
1 High 2022 Fleet Equipment Replacement 1,143,000$
2 High Plow Truck Replacement Program 764,640$
Total Budget 1,907,640$
2022 Capital Projects Budget
Listing of Projects in Priority Order
MUNICIPAL WORKS - FLEET
195
Page 316 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ 2022 Fleet Equipment Replacement
High
1,143,000$
Capital Budget Worksheet
2022
Newer vehicles could carry a higher rental rate due to vehicles increasing in price over
time, however newer vehicles will incur lower maintenance costs in the first few years of
ownership which offsets this impact. If larger equipment is debt funded, it will create a levy
pressure to service the debt payments.
Recurring Program
31-Dec-22Replacement
NEW
Annual Fleet Equipment Replacement Program
Strong & Resilient Infrastructure
Annual Program to Replace Fleet Equipment and Rolling Stock.
Primarily funded via the Fleet Replacement Reserve which receives annual allocations via
rental rates charged to the user groups. A portion of the rental rate charged is specific to
the replacement of each fleet vehicle at the end of its operating life.
2022 Program includes the replacement of 11 vehicles and 19 pieces of fleet equipment
Budgetary Estimate
1-Jan-22
Municipal Works
Fleet
1,143,000$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 1-Mar-22 N/A 31-Dec-22
196
Page 317 of 625
Requesting Department:2022 Request Total Cost
Division:1,143,000$ 1,143,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 1,143,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 1,143,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (1,143,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (1,143,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Fleet
Forecasted Future Expenditures
2022 Fleet Equipment Replacement
Annual Fleet Equipment Replacement Program
197
Page 318 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 1-Mar-22 N/A 31-Dec-23
Capital Budget Worksheet
2022
Newer vehicles could carry a higher rental rate due to vehicles increasing in price over
time, however newer vehicles will incur lower maintenance costs in the first few years of
ownership which offsets this impact. If larger equipment is debt funded, it will create a levy
pressure to service the debt payments.
Multi-Year Program
31-Dec-23Replacement
NEW
Multi-Year Plow Truck Replacement Program. 2021/2022 catch-up and multi-year
procurement plan for 2023-2025.
Strong & Resilient Infrastructure
Annual Program to Replace Plow Trucks. Primarily funded via the Fleet Replacement
Reserve which receives annual allocations via rental rates charged to the user groups. A
portion of the rental rate charged is specific to the replacement of each fleet vehicle at the
end of its operating life.
As a new budget initiative in 2022, staff will investigate the benefits of procuring plow trucks
in a multi-year contract to potentially benefit from both economies of scale and hedge
against rising prices. Four plow trucks are to be procured in 2022, two of which will be paid
for out of the 2021 budget for annual fleet replacement, and the other two are included in
the 2022 plow truck replacement program.
This budget request includes a top-up amount of $120,000 for the 2021 plow truck budget
due to large price increases in the last year (COVID/Supply Chain Related)
Going forward staff will purchase in multi-year contracts 2-3 plow trucks per year, according
to a replacement plan that aims to replace the trucks at the end of their useful life (10
years) or exceeding normal annual maintenance expenditures.
Budgetary Estimate
1-Jan-22
Municipal Works
Fleet
764,640$
-$
2,628,030$ Plow Truck Replacement Program
High
3,392,670$
198
Page 319 of 625
Requesting Department:2022 Request Total Cost
Division:764,640$ 3,392,670$
Project Name:Pre-2022 Forecast
-$ 2,628,030$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 764,640 986,299 935,985 705,746
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 764,640 986,299 935,985 705,746
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (764,640) (986,299) (935,985) (705,746)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (764,640) (986,299) (935,985) (705,746)
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Fleet
Forecasted Future Expenditures
Plow Truck Replacement Program
Multi-Year Plow Truck Replacement Program. 2021/2022 catch-up and multi-
year procurement plan for 2023-2025.
199
Page 320 of 625
Index
MUNICIPAL WORKS -TRANSPORTATION
Summary
Listing of Projects in Priority Order
Traffic Signal Components
Downtown Parking Utilization Study
Traffic Calming Projects -Various Locations
Transportation Master Plans -RFP and Scoping Project
Page 321 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)- 125,000 - - - 125,000
Project Management (Consultant)- - - - - -
Contract Administration (Consultant)- - - - - -
Land - - - - - -
Building - - - - - -
Fixtures, Furniture and Equipment - - - - - -
Construction:- - - - - -
Roads - - - - - -
Water - - - - - -
Storm Sewers - - - - - -
Sanitary Sewers - - - - - -
Sitework/Landscaping - - - - - -
Contingency - - - - - -
Other - 195,000 - - - 195,000
TOTAL EXPENDITURES - 320,000 - - - 320,000
FUNDING SOURCES
Transfer from Operating - (95,000) - - - (95,000)
Transfer from Library - - - - - -
Transfer from Sewer - - - - - -
Transfer from Water - - - - - -
Capital SPRs - (150,000) - - - (150,000)
OLG Reserve Fund - - - - - -
Reserve Funds - - - - - -
Development Charges - (75,000) - - - (75,000)
Debentures*- - - - - -
Federal/Provincial Gas Tax - - - - - -
Federal/Provincial Grants - - - - - -
External Contributions - - - - - -
Other - - - - - -
TOTAL FUNDING SOURCES - (320,000) - - - (320,000)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
MUNICIPAL WORKS - TRANSPORTATION SERVICES
FORECAST
200
Page 322 of 625
#Priority Project Description Project Budget
1 High Traffic Signal Components 150,000$
2 High Downtown Parking Utilization Study 50,000$
3 Medium Traffic Calming Projects - Various Locations 45,000$
4 Low Transportation Master Plans - RFP and Scoping Project 75,000$
Total Budget 320,000$
2022 Capital Projects Budget
Listing of Projects in Priority Order
MUNICIPAL WORKS - TRANSPORTATION SERVICES
201
Page 323 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A N/A N/A 1-Apr-22 31-Aug-22
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Aug-22Replacement
NEW
Traffic signal component replacements
Encourage multi-modal travel and active transportation initiatives, and enhance motorist,
cyclist and pedestrian safety.
Traffic signal system component replacements identified during annual inspections.
Components are at, and/or nearing, the end of their lifecycle and having been identified as
having a potential for failure. The planned replacement of these components will improve
the functionality and reliability of the City’s traffic signal network, and reduce the need for
unplanned emergency repairs.
Planned work - traffic signal detection replacement at 4-5 locations (depending on cost).
Estimated cost $30,000-$40,000 per intersection.
Budgetary Estimate
1-Apr-22
Municipal Works
Transportation Services
150,000$
-$
-$ Traffic Signal Components
High
150,000$
202
Page 324 of 625
Requesting Department:2022 Request Total Cost
Division:150,000$ 150,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 150,000
TOTAL EXPENDITURES - 150,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (150,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (150,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Transportation Services
Forecasted Future Expenditures
Traffic Signal Components
Traffic signal component replacements
203
Page 325 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
31-Jan-22 1-Apr-22 1-May-22 N/A 1-Sep-22
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Sep-22New
NEW
Parking utilization study in the downtown area for on-street parking locations and off-street
municipal lots.
Encourage multi-modal travel and active transportation initiatives, and enhance motorist,
cyclist and pedestrian safety.
The parking utilization study will identify existing parking demands in the downtown area
and highlight facilities at or approaching capacity. This will allow Transportation Staff to
better manage these facilities and plan for future demands.
This study will also address parking supply concerns regarding the removal of Lot 10
(former Market Building on Park Street).
Budgetary Estimate
31-Jan-22
Municipal Works
Transportation Services
50,000$
-$
-$ Downtown Parking Utilization Study
High
50,000$
204
Page 326 of 625
Requesting Department:2022 Request Total Cost
Division:50,000$ 50,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)50,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 50,000 - - -
FUNDING SOURCES
Transfer from Operating (50,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (50,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Transportation Services
Forecasted Future Expenditures
Downtown Parking Utilization Study
Parking utilization study in the downtown area for on-street parking locations
and off-street municipal lots.
205
Page 327 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
31-Jan-22 N/A N/A 1-Jun-22 1-Sep-22
Capital Budget Worksheet
2022
N/A
Recurring Program
1-Sep-22New
NEW
Installation of traffic calming on Oliver Street and Tallgrass Avenue
Encourage multi-modal travel and active transportation initiatives, and enhance motorist,
cyclist and pedestrian safety.
Installation of traffic calming devices, primarily: speed cushions and raised crosswalks.
These locations meet the warranting requirements and have majority support from the
affected residents. Council approval is planned for Fall 2021 with construction to begin in
Summer 2022.
1) Oliver Street between Welland Avenue and Gunning Drive (adjacent to Chippawa Lions
Park) = $15,000; and
2) Tallgrass Avenue between Eclipse Way and Mann Street (adjacent to Chippawa West
Park) = $30,000.
Budgetary Estimate
31-Jan-22
Municipal Works
Transportation Services
45,000$
-$
-$ Traffic Calming Projects - Various Locations
Medium
45,000$
206
Page 328 of 625
Requesting Department:2022 Request Total Cost
Division:45,000$ 45,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other 45,000
TOTAL EXPENDITURES - 45,000 - - -
FUNDING SOURCES
Transfer from Operating (45,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (45,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Transportation Services
Forecasted Future Expenditures
Traffic Calming Projects - Various Locations
Installation of traffic calming on Oliver Street and Tallgrass Avenue
207
Page 329 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?Yes Year 2019 % DC 100%
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Jan-22 N/A 1-Mar-22 N/A 1-Sep-22
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Sep-22New
NEW
Consultant assignment to develop the terms of reference/request for proposal documents
for an update to the City's Transportation Master Plan.
Encourage multi-modal travel and active transportation initiatives, and enhance motorist,
cyclist and pedestrian safety.
The City's Transportation Master Plan was completed in 2011 and is scheduled for an
update. This consultant assignment will review the current TMP document, identifying
initiatives and projects that have been completed since 2011, in addition to projects that
are no longer required or feasible/relevant. The selected consultant will conduct a state of
the practice review, identifying new methodologies and requirements for conducting TMPs.
In recent years TMPs have evolved to include social equity in the evaluation matrix
considering complete street benefiting all users, not just the automobile. This TMP will also
include an update to the City’s Active Transportation Master Plan, Complete Streets, and
Vision Zero Programs.
The selected consultant will meet with various stakeholder groups to ensure the new terms
of reference address transportation needs for all groups. Lastly, the TMP update will
support and inform ongoing City initiatives, such as the Asset Management and Long Term
Capital Planning which is currently underway.
Budgetary Estimate
1-Jan-22
Municipal Works
Transportation Services
75,000$
-$
-$ Transportation Master Plans - RFP and
Scoping Project
Low
75,000$
208
Page 330 of 625
Requesting Department:2022 Request Total Cost
Division:75,000$ 75,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)75,000
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES - 75,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges (75,000)
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (75,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Municipal Works
Transportation Services
Forecasted Future Expenditures
Transportation Master Plans - RFP and Scoping Project
Consultant assignment to develop the terms of reference/request for proposal
documents for an update to the City's Transportation Master Plan.
209
Page 331 of 625
Index
TRANSIT
Summary
List of Projects in Priority Order
Refresh of Eleven (11)60'WEGO Buses
Refresh of Five (5)40'Buses -WEGO
Refurbishment of Two (2)40'Buses -NFT
Replacement of One (1)Chair-A-Van Transit Bus
Replacement of One (1)Shuttle Van
Purchase of Two (2)Shuttle Vans
Installation of Eight (8)Modems on Shuttles/Supervisors Vehicles
Page 332 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)- - - - - -
Project Management (Consultant)- - - - - -
Contract Administration (Consultant)- - - - - -
Land - - - - - -
Building - - - - - -
Fixtures, Furniture and Equipment - 3,701,200 - - - 3,701,200
Construction:- - - - - -
Roads - - - - - -
Water - - - - - -
Storm Sewers - - - - - -
Sanitary Sewers - - - - - -
Sitework/Landscaping - - - - - -
Contingency - 370,300 - - - 370,300
Other - - - - - -
TOTAL EXPENDITURES - 4,071,500 - - - 4,071,500
FUNDING SOURCES
Transfer from Operating - (74,195) - - - (74,195)
Transfer from Library - - - - - -
Transfer from Sewer - - - - - -
Transfer from Water - - - - - -
Capital SPRs - - - - - -
OLG Reserve Fund - - - - - -
Reserve Funds - - - - - -
Development Charges - - - - - -
Debentures*- (3,759,400) - - - (3,759,400)
Federal/Provincial Gas Tax - (237,905) - - - (237,905)
Federal/Provincial Grants - - - - - -
External Contributions - - - - - -
Other - - - - - -
TOTAL FUNDING SOURCES - (4,071,500) - - - (4,071,500)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
TRANSIT SERVICES
FORECAST
210
Page 333 of 625
#Priority Project Description Project Budget
1 High Refresh of Eleven (11) 60' WEGO Buses 2,507,500$
2 High Refresh of Five (5) 40' Buses - WEGO 572,800$
3 High Refurbishment of Two (2) 40' Buses - NFT 679,100$
4 High Replacement of One (1) Chair-a-Van Transit Bus 143,000$
5 Medium Replacement of One (1) Shuttle Van 38,500$
6 Medium Purchase of Two (2) Shuttle Vans 77,000$
7 Medium Installation of Eight (8) Modems on Shuttles/Supervisors Vehicles 53,600$
Total Budget 4,071,500$
2022 Capital Projects Budget
Listing of Projects in Priority Order
TRANSIT SERVICES
211
Page 334 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Refresh of Eleven (11) 60' WEGO Buses
High
2,507,500$
Capital Budget Worksheet
2022
N/A
Single Year Project
1-May-22Rehabilitation
NEW
Refreshment of Eleven (11) WEGO LFS-Artic Novabus (60') buses. Includes body work,
decaling, interior flooring, drivers area, undercoating and paint.
Convenient and Accessible Transportation
The WEGO Fleet was purchased and received in 2012. Refreshment was originally
planned for 2020. We are looking to refresh eleven (11) 60' LFS-Artic Nova Buses to
maximize their useful life and to refresh their branding for public perception.
Budgetary Estimate
1-Jan-22
Transit Services
Transit Maintenance
2,507,500$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 1-Mar-22 30-Mar-22 1-May-22
212
Page 335 of 625
Requesting Department:2022 Request Total Cost
Division:2,507,500$ 2,507,500$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 2,279,500
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 228,000
Other
TOTAL EXPENDITURES - 2,507,500 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures (2,507,500)
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (2,507,500) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Transit Services
Transit Maintenance
Forecasted Future Expenditures
Refresh of Eleven (11) 60' WEGO Buses
Refreshment of Eleven (11) WEGO LFS-Artic Novabus (60') buses. Includes
body work, decaling, interior flooring, drivers area, undercoating and paint.
213
Page 336 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 1-Mar-22 30-Mar-22 1-May-22
Capital Budget Worksheet
2022
N/A
Single Year Project
1-May-22Rehabilitation
NEW
Refreshment of Five (5) WEGO LFS Novabus (40') buses. Includes body work, decaling,
interior flooring, drivers area, undercoating and paint.
Convenient and accessible Transportation.
The WEGO Fleet was purchased and received in 2012. Refreshment was originally
planned for 2020. We are looking to Refresh five (5) 40' Nova Buses to maximize their
useful life and to refresh their branding for public perception.
Budgetary Estimate
1-Jan-22
Transit Services
Transit Maintenance
572,800$
-$
-$ Refresh of Five (5) 40' Buses - WEGO
High
572,800$
214
Page 337 of 625
Requesting Department:2022 Request Total Cost
Division:572,800$ 572,800$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 520,700
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 52,100
Other
TOTAL EXPENDITURES - 572,800 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures (572,800)
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (572,800) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Transit Services
Transit Maintenance
Forecasted Future Expenditures
Refresh of Five (5) 40' Buses - WEGO
Refreshment of Five (5) WEGO LFS Novabus (40') buses. Includes body work,
decaling, interior flooring, drivers area, undercoating and paint.
215
Page 338 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Mar-22 1-Jun-22 30-Jun-22 31-Dec-22
Capital Budget Worksheet
2022
N/A
Single Year Project
31-Dec-22Rehabilitation
NEW
Refurbishment of two (2) 2013 LFS Novabus (40') buses (Units 1396 and 1397). This work
includes major engine, transmission, body, suspension and interior repairs/replacements.
Convenient & Accessible Transportation
We are looking to refurbish two (2) novabuses LFS (40') buses. The fleet is in need of a
refurbishment due to increased emissions and poor performance. This extends the useful
life of the bus by 10 years.
ICIP
Budgetary Estimate
1-Mar-22
Transit Services
Transit Maintenance
679,100$
-$
-$ Refurbishment of Two (2) 40' Buses - NFT
High
679,100$
216
Page 339 of 625
Requesting Department:2022 Request Total Cost
Division:679,100$ 679,100$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 617,300
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 61,800
Other
TOTAL EXPENDITURES - 679,100 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures (679,100)
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (679,100) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Transit Services
Transit Maintenance
Forecasted Future Expenditures
Refurbishment of Two (2) 40' Buses - NFT
Refurbishment of two (2) 2013 LFS Novabus (40') buses (Units 1396 and
1397). This work includes major engine, transmission, body, suspension and
interior repairs/replacements.
217
Page 340 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:Yes Is The Funding Confirmed?No Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 1-Mar-22 1-Mar-22 1-Jul-22
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Jul-22New
T6
Replacement of one (1) Specialized Chair-a-Van Transit Bus (Unit 1225)
Convenient & Accessible Transportation.
Unit 1225 was due for replacement in 2019. Forecasted ridership recovery requires the
replacement of one (1) Chair-a-Van unit with a capacity for 10 riders inclusive of wheelchair
spaces. The last replacements were in 2020 and those units were smaller and only take 8
ambulatory passengers.
ICIP
Budgetary Estimate
1-Jan-22
Transit Services
Transit Maintenance
143,000$
-$
-$ Replacement of One (1) Chair-a-Van Transit
Bus
High
143,000$
218
Page 341 of 625
Requesting Department:2022 Request Total Cost
Division:143,000$ 143,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 130,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 13,000
Other
TOTAL EXPENDITURES - 143,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (143,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (143,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Transit Services
Transit Maintenance
Forecasted Future Expenditures
Replacement of One (1) Chair-a-Van Transit Bus
Replacement of one (1) Specialized Chair-a-Van Transit Bus (Unit 1225)
219
Page 342 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?No Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Nov-21 1-Jan-22 20-Jan-22 1-Feb-22 1-Apr-22
Capital Budget Worksheet
2022
Reduction in maintenance expenses
Single Year Project
1-Apr-22Replacement
NEW
Replacement of one 2013 shuttle vehicle (unit 1220) with 500,000 km.
Convenient and Accessible Transportation
Vehicle 1220 has run better than its expectancy but is no longer cost effective to keep and
maintain. Safety will eventually become a factor if the shuttle fleet is not renewed.
Budgetary Estimate
1-Nov-21
Transit Services
Transit Operations
38,500$
-$
-$ Replacement of One (1) Shuttle Van
Medium
38,500$
220
Page 343 of 625
Requesting Department:2022 Request Total Cost
Division:38,500$ 38,500$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 35,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 3,500
Other
TOTAL EXPENDITURES - 38,500 - - -
FUNDING SOURCES
Transfer from Operating (38,500)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (38,500) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Transit Services
Transit Operations
Forecasted Future Expenditures
Replacement of One (1) Shuttle Van
Replacement of one 2013 shuttle vehicle (unit 1220) with 500,000 km.
221
Page 344 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:Yes In DC Background Study?No Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Nov-21 1-Jan-22 20-Jan-22 1-Feb-22 1-Apr-22
Capital Budget Worksheet
2022
Reduced maintenance costs
Single Year Project
1-Apr-22New
NEW
Purchase of Two (2) Shuttle Vans for Operations.
Convenient and accessible transportation
Increasing the shuttle van fleet from four to six vehicles will allow much more flexibility with
run/paddle cutting and will be an effective scheduling tool providing better service to our
riders. Lack of shuttle availability has caused operations to resort to utilizing a full 40' bus
to transport operators to their start point. Increasing the shuttle fleet will reduce wear and
tear, idle time, and emissions on our transit fleet and thus reduce ongoing maintenance
costs.
Budgetary Estimate
1-Nov-21
Transit Services
Transit Operations
77,000$
-$
-$ Purchase of Two (2) Shuttle Vans
Medium
77,000$
222
Page 345 of 625
Requesting Department:2022 Request Total Cost
Division:77,000$ 77,000$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 70,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 7,000
Other
TOTAL EXPENDITURES - 77,000 - - -
FUNDING SOURCES
Transfer from Operating
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (77,000)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (77,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Transit Services
Transit Operations
Forecasted Future Expenditures
Purchase of Two (2) Shuttle Vans
Purchase of Two (2) Shuttle Vans for Operations.
223
Page 346 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?No Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
-$
-$ Installation of Eight (8) Modems on
Shuttles/Supervisors Vehicles
Medium
53,600$
Capital Budget Worksheet
2022
N/A
Single Year Project
1-Feb-22New
New
Install modems in six (6) shuttle vans and two (2) Supervisor's vehicles in order to have
them connect and communicate with our Computer automated dispatch. NOTE: Includes
modems for 2 new shuttles requested in 2022 Capital Budget.
Convenient & Accessible Transportation
Allows for close monitoring of vehicles and driver behaviour on the road to have a more
efficient representation of timing in order to assist dispatch in day to day run cuts.
Budgetary Estimate
1-Nov-21
Transit Services
Transit Operations
53,600$
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
1-Nov-21 1-Jan-22 20-Jan-22 1-Feb-22 1-Feb-22
224
Page 347 of 625
Requesting Department:2022 Request Total Cost
Division:53,600$ 53,600$
Project Name:Pre-2022 Forecast
-$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 48,700
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency 4,900
Other
TOTAL EXPENDITURES - 53,600 - - -
FUNDING SOURCES
Transfer from Operating (35,695)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax (17,905)
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES - (53,600) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Transit Services
Transit Operations
Forecasted Future Expenditures
Installation of Eight (8) Modems on
Shuttles/Supervisors Vehicles
Install modems in six (6) shuttle vans and two (2) Supervisor's vehicles in order to
have them connect and communicate with our Computer automated dispatch. NOTE:
Includes modems for 2 new shuttles requested in 2022 Capital Budget.
225
Page 348 of 625
Index
RECREATION &CULTURE
Summary
Listing of Projects in Priority Order
Replacement of Gas Zamboni with Electric Zamboni
Page 349 of 625
Total
EXPENDITURES Pre-2022 2022 2023 2024 2025 2022-2025
Design (Consultant)- - - - - -
Project Management (Consultant)- - - - - -
Contract Administration (Consultant)- - - - - -
Land - - - - - -
Building - - - - - -
Fixtures, Furniture and Equipment 102,000 58,000 - - - 58,000
Construction:- - - - - -
Roads - - - - - -
Water - - - - - -
Storm Sewers - - - - - -
Sanitary Sewers - - - - - -
Sitework/Landscaping - - - - - -
Contingency - - - - - -
Other - - - - - -
TOTAL EXPENDITURES 102,000 58,000 - - - 58,000
FUNDING SOURCES
Transfer from Operating - (58,000) - - - (58,000)
Transfer from Library - - - - - -
Transfer from Sewer - - - - - -
Transfer from Water - - - - - -
Capital SPRs (102,000) - - - - -
OLG Reserve Fund - - - - - -
Reserve Funds - - - - - -
Development Charges - - - - - -
Debentures*- - - - - -
Federal/Provincial Gas Tax - - - - - -
Federal/Provincial Grants - - - - - -
External Contributions - - - - - -
Other - - - - - -
TOTAL FUNDING SOURCES (102,000) (58,000) - - - (58,000)
*A Portion of total Debentures to be recovered from DC's and/or Utility Budget
2022-2025 Capital Projects Budget
RECREATION AND CULTURE SERVICES
FORECAST
226
Page 350 of 625
#Priority Project Description Project Budget
1 High Replacement of Gas Zamboni with Electric Zamboni 58,000$
Total Budget 58,000$
2022 Capital Projects Budget
Listing of Projects in Priority Order
RECREATION AND CULTURE SERVICES
227
Page 351 of 625
Requesting Department:2022 Budget Request:
Division:Pre-2022 Approved:
Project Name:Forecast 2023+:
Total Project Cost:
Project Type:Project Start Date:
Asset Type:Estimated End Date:
Project Priority/Need:Project ID#:
Project Description:
Business Case:
How does this tie into
the Strategic Plan?
Development Related:No In DC Background Study?Year % DC
External Funding:No Is The Funding Confirmed?Funding Source
Support For Request:Please attach supporting documentation
Impact on
Operating Budget:
(eg. Debt Charges)
(Include +/- $ amount)
Estimated Project Timeline
(DD-MMM-YY):
Construction End
or DeliveryConstruction StartContract Award
or OrderDesign/Planning Planned
Procurement Date
N/A 1-Jan-22 1-Feb-22 N/A 1-Sep-22
Capital Budget Worksheet
2022
Slight reduction in fuel costs offset by slight increase in hydro costs
Single Year Project
1-Sep-22Replacement
FR7-20
Cost premium associated with replacing an existing end of life gas powered Zamboni with
a new electric Zamboni for the Gale Centre. 2022 request reflects the incremental cost
over an equivalent gas-powered model.
This project aligns with Council's Adoption of the 2019-2022 Strategic Priorities to provide a
Healthy, Safe & Livable Community
MW, Fleet received approval of $102,000 in the 2020 budget to purchase a new Zamboni
for the Gale Centre.
Following council's direction to purchase electric vehicles, staff recommends the purchase
of an electric Zamboni over a gas powered Zamboni. Electric Zamboni's do not provide any
emissions in the facility, improving the health and safety of staff and the public.
2022 Budget request represents the cost premium over a gas-powered Zamboni.
Staff anticipate savings in fuel and mainteance costs over the life of the asset.
Budgetary Estimate
1-Jan-22
Recreation & Culture
Arenas/Fleet
58,000$
102,000$
-$ Replacement of Gas Zamboni with Electric
Zamboni
High
160,000$
228
Page 352 of 625
Requesting Department:2022 Request Total Cost
Division:58,000$ 160,000$
Project Name:Pre-2022 Forecast
102,000$ -$
Project Description:
Pre-2022 2022 2023 2024 2025
OPENING BALANCE (Surplus)/Deficit - - - - -
EXPENDITURES
Design (Consultant)
Project Management (Consultant)
Contract Administration (Consultant)
Land
Building
Fixtures, Furniture and Equipment 102,000 58,000
Construction:
Roads
Water
Storm Sewers
Sanitary Sewers
Sitework/Landscaping
Contingency
Other
TOTAL EXPENDITURES 102,000 58,000 - - -
FUNDING SOURCES
Transfer from Operating (58,000)
Transfer from Library
Transfer from Sewer
Transfer from Water
Capital SPRs (102,000)
OLG Reserve Fund
Reserve Funds
Development Charges
Debentures
Federal/Provincial Gas Tax
Federal/Provincial Grants
External Contributions
Other
TOTAL FUNDING SOURCES (102,000) (58,000) - - -
CLOSING BALANCE (Surplus)/Deficit - - - - -
Capital Budget Worksheet
2022
Recreation & Culture
Arenas/Fleet
Forecasted Future Expenditures
Replacement of Gas Zamboni with Electric Zamboni
Cost premium associated with replacing an existing end of life gas powered
Zamboni with a new electric Zamboni for the Gale Centre. 2022 request reflects
the incremental cost over an equivalent gas-powered model.
229
Page 353 of 625
November 16, 2021
City of Niagara Falls
2022 Capital Budget
Page 354 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Introduction
•Overview of 2022 Capital
Budget
•Capital Budget is available on-
line for the public
•Accompanying report F-2021-56
•Capital Budget is fully funded
based on available sources
•Seeking approval of the 2022
Capital Budget tonight
Page 355 of 625
A GREAT CITY…FOR GENERATIONS TO COME
How Budgets Work Together
Property Tax,
Grants, Users Fees $
Operating Budget
•Salaries/Wages
•Supplies
•Reserve Fund
Contributions
•Contracted Services
•Annual Insurance
•Debt Payments
•Capital Contributions
•Roads, Parks,
Playground
Maintenance
Capital Reserves
•Growth Projects
•New Fire Truck/Buses
•Road Widening
•Asset rehabilitation
Capital Budget
Debt
Page 356 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Capital Budgeting Process
Plan
•Departments
submit lists of
prioritized
projects and
business cases
for funding
consideration
Discuss
•Confirm
scope/priority
with department
•Determine which
projects will be
funded
Review
•Lists of
proposed
projects likely to
receive funding
are discussed
with each
department
Finalize
•Finance staff
finalize funding
•Prepare budget
documents for
Council and
Public
August to November 2021
Page 357 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Prioritization Definitions
High
•Important/Urgent/Shovel Ready
•Must start or continue this year to avoid negative impact
Medium
•Important/less urgent priorities -may require further planning
•Can start or continue this year or next without negative impact
Low
•Projects identified but not urgent -not planned or designed
•No negative impact if project does not start this year or next
Staff analyzed and recommended 101 projects with a gross value of $80,472,891
Staff deferred 19 projects with a gross value of $5,725,500Page 358 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Asset Management and Capital Budgeting
•Asset Management will be
the core of the capital budget
moving forward
•The City needs to have a
strong foundation to grow
successfully
•Proper management of our
assets will ensure increased
service levels are not at the
expense of existing services
Service Level
Enhancements
Strategic
Investments
Asset
Management
Page 359 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Asset Management Planning
July 1, 2022
•Plan For Core Assets
July 1, 2024
•Plan For All Municipal
Assets
July 1, 2025
•Service Levels &
Financial Strategy
Based on previous
AM studies and
other municipalities,
we are already in a
“shortfall” position
in terms of annual
capital investment
The Financial
Accountability Office (FAO)
reported, 45% of all
municipal assets in Ontario
are not in a state of good
repair and the cost to bring
into a state of good repair is
approximately $52B
Page 360 of 625
A GREAT CITY…FOR GENERATIONS TO COME
2022 Capital Investment
Asset
Management
$38,288,763
48%
Service Level
Enhancements
$19,536,600
24%
Strategic Initiatives
$22,647,528
28%
Pre-Approved
/ Contingent
$36,514,071
45%
2022 New Requests
$43,958,820
55%
Asset
Management
Focus in 2022
Pre-Committed
45% of 2022
capital budget
Page 361 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Utility Supported Projects
Non-Utility Budget
$59,235,799
74%
Utility Budget
$21,237,092
26%
Projects Receiving Funding From
Utility Budget
(Gross Project Cost)
Projects Receiving Funding From
Non-Utility Budget Sources
(Gross Project Cost)Page 362 of 625
A GREAT CITY…FOR GENERATIONS TO COME
2022 Capital Budget by Department
Department Pre-Approved Contingent 2022 New Total
Building & Municipal
Enforcement 576,395 1,154,000 1,730,395
Fire Department 770,000 1,010,000 1,780,000
General Government 636,135 2,751,240 3,387,375
Library 83,945 83,945
MW -Cemeteries
and Parks 3,517,500 780,000 4,297,500
MW -Engineering 4,353,547 31,822,495 36,176,042
MW -Fleet 150,000 1,907,640 2,057,640
MW -Transportation 2,750,000 320,000 3,070,000
Recreation & Culture 730,000 20,527,365 58,000 21,315,365
Transit 2,503,129 4,071,500 6,574,629
Total $15,836,706 $20,677,365 $43,958,820 $80,472,891 Page 363 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Funding Sources For 2022 Capital Budget
$4,200,000
Transfer From
Operating
$8,395
Transfer From Library
$4,339,256
Transfer from Sewer
$3,405,397
Transfer from Water
$4,819,994
Capital SPRs
(Including Re-Prioritized)
$1,812,135
OLG Reserve Fund
(Including Re-Prioritized)
$1,837,072
Development Charges
$27,410,981
Debentures*
$10,527,550
Canada Community
Benefit Fund
$237,905
Transit Gas Tax
$18,276,485
Federal/Provincial
Grants
$3,597,721
External Contributions
& Other Funding
*A portion of total debentures to be recovered by Development Charges and/or the Utility Budget
Total Investment of $80,472,891
Page 364 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Funding Review and Re-Prioritization
Debt Swaps
$12,471,062
Debt fund long live
assets to do more with
lower impact
Uncommitted Reserves
$846,885
Remove existing
commitments
i.e. CCBF funding
Cancelled or Re-Prioritized
$839,100
Re-allocation of
previously approved
funding
Funding
Available
$14,157,047
$4,796,160
Apply funding to projects
not as well suited for
debt
$6,389,642
Replenish reserves in
anticipation of Asset
Management
$2,971,245
Undertake more
advantageous financing
strategies
Example: Debt swap road rehabilitation project. Spreads cost over 15 years, allowing
$3M to be invested toward urgent priorities now, like the Fire Tanker 6 replacement
2022 Projects
Reserves & CSPRs
Existing Projects
Page 365 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Debt Update
•Spreads the cost of capital projects over useful life
•Limited internal and external financing sources
•Low interest rates or escalating project costs
•Economists are forecasting up to eight (8) interest rate
increases between now and the end of 2023
Reasons for taking on debt
•Provincially mandated debt limit -total annual debt
payments cannot exceed 25% of own source revenues
•Most municipalities set a policy limit of 10% to 15%
•The total annual debt burden for Niagara Falls,
including proposed debt is 5.87%
Debt Guidelines
Page 366 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Debt Situation
$73,074,654
$102,269,639
$117,972,102
4.32%
$7,570,463
5.87%
$10,291,608
6.42%
$11,243,339
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$50,000,000
2021 Issue Proposed New Debt Contingent Debt
$-
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
Annual Debt RepaymentGross DebtGross Debt Annual Debt Repayment Total Annual Repayment Limit
ARL ($43.81M = 25% of Own Source Revenue)Page 367 of 625
A GREAT CITY…FOR GENERATIONS TO COME
New Initiatives
Page 368 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Budget Initiatives
Multi-Year
Plow Truck
Strategy
Fleet Pool
Electric
Vehicles
•City to purchase four (4) trucks in
2022 to catch up backlog.
•Staff will explore Multi-Year
Procurement for 2023-2025 to
secure better pricing and reliable
supply
•Staff will explore the use of
electric vehicles in a centralized
fleet pool
•In tandem with Electric Vehicle
Charging Pilot program
(contingent on grant funding)Page 369 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Future Policy Changes
Levy for debt at
the time of
Capital Budget
approval
Debt Policy
Focus on
sustainable
funding tools,
par values, and
Asset
Management
Plans
Reserve Policy
Identify and levy
all Operating
Impacts of
Capital at the
time of capital
approval
Budget Policy
Page 370 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Additional Upcoming Changes
Capital
Reserves
Debt
More Forecasting and Analysis
10 Year Financing Outlook
Aim to
wrap up
Budget
Process
prior to
year end
Page 371 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Questions?Page 372 of 625
F-2021-56
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Finance
SUBJECT: F-2021-56
2022 Capital Budget
RECOMMENDATION
1. That the 2022 Capital Budget report, presentation and accompanying material be
received and filed;
2. That the 2022 Capital Budget, including all funding recommendations totaling
$80,472,891 be approved as presented;
3. That the project funding identified in Attachment 1 be transferred/uncommitted as
outlined in Attachment 1, to be re-allocated during the 2022 Capital Budget
process;
4. That the projects swapping existing funding for debt as outlined in Attachment 1,
be approved for debt financing, with original funding transferred as outlined in
Attachment 1, to be re-allocated during the 2022 Capital Budget process;
5. That the project/reserve allocations as outlined in Attachment 2, be approved to
allocate the funding made available via Attachment 1;
6. That the debt financing outlined in Attachment 3, be approved as presented and
incorporated into the 2022 operating budget as indicated;
7. That annual debt servicing charges for Parks and Recreation in the amount of
$1,009,406 be recovered by Development Charges as outlined in Attachment 3
and the 2019 Development Charges Background Study;
8. That staff be authorized to execute all agreements necessary to finance capital
projects with debentures as outlined in Attachment 3;
9. That the tax levy impact of 0.09% for the capital projects be approved via the 2022
Capital Budget process and be integrated into the 2022 Operating Budget
process;
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2
F-2021-56
November 16, 2021
10. That staff be authorized to proceed with a multi-year procurement process for the
supply and delivery of dump/plow trucks for replacements from 2023 to 2025, to
be funded by the fleet replacement reserve;
11. That staff be authorized to spend up to the “City share” allocation ($174,365) of
the “Niagara Falls MacBain Community Centre Energy Retro-Fit Project” in order
to begin installing energy efficient LED lighting prior to grant approval to minimize
disruption to programming.
12. That Staff be required to report back to Council in or before April 2022 with revised
financial policies to govern capital budgeting and other financial matters.
EXECUTIVE SUMMARY
The 2022 Capital Budget as presented represents months of effort and deliberation by
staff across the City to finalize and recommend a fair and reasonable, fully funded, 2022
Capital Budget totaling $80,472,891.
Staff’s approach was different than previous years, seizing the opportunity to lock in low-
interest debt financing, while finding creative ways to re-prioritize existing project funding
to help make up for the shortfall created by the lack of OLG funding for a second year.
The overall strategy undertaken by staff was to maximize the size of the capital program
will minimizing the tax levy impact to the taxpayer (0.09%).
Our strategy for the capital plan was driven by the requirement to move to an effective
asset management plan. The Asset Management Plan will become the core of the Capital
Budget moving forward, and the financial strategy component will be an important tool to
guide large capital investment decisions in the future. Staff anticipates large investments
in the state of good repair will be required over several years to begin closing the
infrastructure gap. Due to this anticipated gap, staff wanted to maximize the capital plan
this year. Staff paid particular attention to investments in asset management and
prioritized these investments over increases to service levels which often carry additional
costs to operate and maintain the new service levels.
Staff have also asked for final approval of the Capital budget at this time in order to allow
staff to start initiating projects in order to speed up the delivery of these projects. Being
able to lock in pricing and commitments sooner rather than later can assist in reducing
pricing risk for the capital budget. Council can choose to delete or defer specific projects
until the completion of the levy budget if Council requires more information on the budget
as a whole.
It should be stressed that management is moving towards a policy to account for the
impact of debt on the levy or water rate at the time of approval for the project rather than
at the issuance of the debt (which could be several years after the approval of the project).
We have accounted for the impacts of substantially all of the previously approved projects
Page 374 of 625
3
F-2021-56
November 16, 2021
and the projects proposed for 2022 except for approximately $2.9 million of gross debt
servicing costs. This amount will be gradually transitioned over the next few years, staff
will attempt to accommodate this transition within three (3) years.
BACKGROUND
Historically the City’s tax supported operating budget has contributed approximately
$4,200,000 to the capital budget to help maintain the state of good repair of the City’s
capital assets. The 2021 Sewer and Water utility budgets also make similar capital
investments of $5,400,000 each. Additionally the City utilizes a variety of different funding
sources in the capital budget, many with distinct purposes or restrictions.
This year and last year were unprecedented given the onset of the COVID-19 pandemic
and it has had an enormous impact on the Capital Budget at the City of Niagara Falls.
There have been capital investments to comply with public health guidance. Not only have
there been additional costs, but one of the Capital Budget’s largest revenue streams,
Ontario Lottery and Gaming (OLG) funding, immediately halted. This made the 2021
Capital Budget especially challenging, and given the fact that the Casinos only opened
midway through 2021, the recommended 2022 Capital Budget does not assume or
allocate any net new OLG funding.
To mitigate the impact of the Capital budget not receiving $10M+ in OLG funds for a
second year, staff thoroughly reviewed all active projects to find projects that could be
cancelled or reprioritized. Staff also identified projects where existing funding could be
swapped to debt financing in order to free up non-debt funding, for re-allocation during
the 2022 Capital Budget process.
Staff also determined there is approximately $10.5M in unallocated Canada Community
Benefit Fund (CCBF) funding (formerly Federal Gas Tax), and was able to allocate the
majority to infrastructure needs in 2022.
Staff across the organization worked diligently to only propose high priority projects for
consideration. Finance staff worked closely with stakeholders to fund as many priority
projects as possible, with extra attention being paid to projects that focused on the
renewal or rehabilitation of our existing, aging assets.
The Asset Management Planning Regulation O. Reg. 588/17 requires the City to establish
proposed levels of service and a lifecycle management and financial strategy for all
assets starting July 1, 2025. Staff will continue to focus on investments in the “state of
good repair” of existing assets in preparation for the requirements under this regulation.
As such, projects that focused on adding or expanding service levels, were ranked lower
during the review process, and some were subsequently deferred. The Asset
Management Plans and future financial strategy will become the core of the Capital
Budget going forward.
Page 375 of 625
4
F-2021-56
November 16, 2021
The 2022 Capital Budget as presented represents months of effort and deliberation by
staff across the City to finalize and recommend a fair and reasonable, fully funded, 2022
Capital Budget.
Of the $80,472,891 recommended gross Capital Budget for 2022, there are several main
groupings of projects being presented to Council:
1) Pre-Approved Projects ($15,839,706) – The expenses associated with these
projects were already committed by Council prior to the 2022 Capital Budget
Process. The 2022 Capital Budget is simply identifying and recommending funding
sources for these already approved projects.
2) Contingent Projects ($20,677,365) – The expenses associated with these projects
were committed in principal by Council prior to the 2022 Capital Budget Process.
These are contingent on external/grant funding meaning that if the external/grant
funding is not approved, these projects will not proceed and the funding
commitments will be removed.
3) 2022 Recommended for All Services ($43,958,820) – The expenses associated
with these projects are new 2022 Capital Budget Requests recommended by staff
for funding. They are subsequently grouped by Department and Division so
Council can review them more easily. Staff has prepared a fully funded financing
plan for these projects.
In total $5,725,500 in Capital Project submissions were deferred to future years and are
not reflected in the totals above.
ANALYSIS/RATIONALE
The 2022 Capital Budget remains constrained by the lack of OLG funding available. It
was confirmed in October 2021 that the City will be receiving Q3 and Q4 OLG payments,
however it’s not clear if the amounts received will cover all of the operating budget
commitments. To be conservative, staff are not allocating any new OLG funding to the
Capital Budget in 2022. If it is determined there are funds available after addressing the
operating budget commitments, staff will utilize the remaining OLG funding to replenish
capital reserves which are not currently funded in a sustainable manner.
In order to address the long list of capital requests received for the 2022 Capital Budget,
staff performed a thorough analysis of the funding sources in existing capital projects. Out
of the 325 existing capital projects, staff was able to identify the following:
Eight (8) projects totaling $839,100 where funding can be cancelled or re-
prioritized
Two (2) projects totaling $480,000 where funding was made available via a 2021
Debt Swap and not re-allocated at the time.
Seven (7) projects totaling $11,991,062 identified as good candidates for a debt
issuance to free up existing approved funding to be re-allocated
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5
F-2021-56
November 16, 2021
Two (2) projects totaling $846,885 where Canada Community Benefit Fund
(formerly Federal Gas Tax) reserve commitments can be removed.
In total $14,157,047 in prior funding was identified and made available due to this
thorough review. Attachment 1 provides a detailed listing of the projects, descriptions and
amounts from the projects identified. Each project indicates either the available funding
source or directs where the newly available funding should be transferred to.
Attachment 2 provides a summary of Staff’s recommendations to allocate the newly
available funding of $14,157,047:
$4,796,160 is being allocated in the 2022 Capital Budget to address some of the
urgent capital needs this coming year
$2,971,245 is being used to replace existing Debt approvals or CCBF funding
approvals where it is more efficient and/or financially responsible to use “cash”
funding over debt due to the dollar value or scope of work.
$6,389,642 is being used to replenish Capital Reserves to prepare for the
upcoming Asset Management Financing Requirements.
o $5,322,196 of this total is water/sewer reserve funding, made available by
debt financing a portion of the water meter replacement program
FINANCIAL/STAFFING/LEGAL IMPLICATIONS
The 2022 Capital Budget utilizes many different financing tools to fund the various capital
works. Due to the lack of OLG funding, staff had to alter the approach compared to prior
years and leverage debt financing more than has been done previously. With record low
interest rates, it is a good time to take on a debt load to help the City address its
infrastructure gap.
In total, all 2022 Capital Budget Submissions totaled $86,198,391. Of this total,
$5,725,500 were deferred leading to a total Recommended 2022 Capital Budget of
$80,472,891.
The 2022 Capital Budget utilizes the following funding sources:
Transfer from Operating: $4,200,000
Transfer from Library: $8,395
Transfer from Sewer: $4,339,256
Transfer from Water: $3,405,397
Capital SPRs: $4,819,994
OLG Reserve Fund (Re-Prioritized): $1,812,135
Development Charges: $1,837,072
Debentures*: $27,410,981
Canada Community Benefit Fund (Formerly Federal Gas Tax): $10,527,550
Transit Gas Tax: $237,905
Federal/Provincial Grants: $18,276,485
Page 377 of 625
6
F-2021-56
November 16, 2021
External Contributions: $2,997,721
Other: $600,000
*A portion of the debentures will be recovered from other sources such as Development
Charges or the Utility Budget
Debt Financing
Debt is a strategic funding tool that staff made an effort to utilize more in the 2022
Recommended Capital Budget. The Municipal Act mandates that municipalities cannot
have annual debt repayments exceed 25% of own source revenues. This is referred to
as an Annual Repayment Limit (ARL). Most municipalities set policy limits of 10% to 15%
of own source revenues as a guideline. The City of Niagara Falls has been rather
conservative in its debt approach in recent years which presents an opportunity to
strategically debt fund projects to create funding opportunities via the 2022 Capital
Budget.
Attachment 4 outlines the City’s ARL, compared to its current and future debt obligations
in the coming years. When considering current debt issued and all debt approvals to date
the City’s current debt is approximately 4.32% of own source revenues. The 2022 Capital
Budget recommends seizing the opportunity to add additional debt at historically low
interest rates to free up funding for other projects, and to strategically spread the
payments over the life of the assets. These recommendations increase the debt to
approximately 5.87% of own source revenues with a forecasted growth to 6.42% when
considering projects contingent on additional funding approvals. This is a very reasonable
approach to debt management, and staff will be preparing a debt policy which will outline
guiding principles to govern future debt financing decisions.
Future debt increases may be further mitigated by the upcoming Regional Transit
Amalgamation, which could see some of the debt charges relating to Transit assets being
transferred to the Region, reducing the City’s debt burden.
The City has also made a practice of not increasing the tax levy for Debt Servicing
Charges at the time of approval of the Capital Budget. This practice will change moving
forward and will be phased in. In 2022, staff is recommending funding some existing debt
charges from Development Charges (DC’s) to free up room to accommodate previous
debt approvals not added to the tax levy at the time of approval. Without this “DC
Recovery”, the “pre-2022” debt approvals would increase the tax levy by 1.4%. Through
this recovery, combined with maturing debt, recoveries from DC’s, the Utility Budget and
reserves, staff was able to reduce the tax levy impact to 0.09%. Staff will introduce policy
to solidify this practice of creating “debt placeholders” in the operating budget at the time
debt is approved as a financing source of capital. This ensures that when debt is issued
at project completion, there is sufficient room in the operating budget to accommodate
the debt charges, mitigating future tax levy increases. Overall, this change is appropriate
for staff and Council to undertake as it more transparently and conservatively accounts
Page 378 of 625
7
F-2021-56
November 16, 2021
for the decisions made by Council at the time of approval. The full transition to this policy
will take a few years currently approximately $2.9 million in gross debt servicing payments
are not fully accounted for.
The 2022 Capital Budget recommends the following debt financing which has not yet had
the annual debt charges added to the tax levy. These debt charges will be levied
beginning in 2023, depending on the status of transit amalgamation, grants and future
funding decisions.
$32,444,154 in gross debt not yet levied
o Represents an annual debt servicing charge of approximately $2,960,207
o Less: DC and Utility Budget recoveries of $670,100
o Less: Existing debt maturing of $199,862
o Estimated net levy impact = 2.99%
o Less: Potential debt transfer to the region of $294,587
o Estimated net levy impact = 2.57%
The following scenarios could further reduce the levy impact as follows:
Debt contingent on grant – gross debt $9,630,663
o Annual debt charge of $670,365 avoided if unsuccessful
o Estimated net levy Impact = -0.96%
Debt contingent on future funding approvals (cost share) – gross debt $6,071,800
o Annual debt charge of $474,493 avoided if another funding source is used
o Estimated net levy impact = -0.68%
The debt financing approach recommended in this report, as outlined in Attachment 3,
will allow the City to seize an opportunity to lock in low interest debt before rates rise in
the coming years, and to start increasing the City’s investment in Asset Management.
LIST OF ATTACHMENTS
1. 2022 Capital Budget – Project Funding Available for Re-Allocation
2. 2022 Capital Budget – Summary of Funding Re-Allocations
3. 2022 Capital Budget – Debt Financing Summary
4. 2022 Capital Budget – Annual Repayment Limit (ARL)
Recommended by:
Jonathan Leavens, Acting Director of Finance
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
J. Dowling/J. Leavens
Page 379 of 625
Attachment 1 - 2022 Capital Budget – Project Funding Available for Re-Allocation F-2021-56
November 16, 2021
Project #Action Amount Project Description Transfer To
G33 Cancel 40,000 Vadim Purchasing Module CSPR 1
G34 Cancel 50,000 Info SWMM and WATER(Sewer and Watermain Modelling Software)OLG
G37-20 Cancel 45,000 Legal Services - File/Knowledge Management Software OLG
TSP41 Cancel 20,000 Flashing School Zone Program OLG
T42-20 Cancel 25,300 Brakemate OLG
TSP16 Reprioritize 150,000 Traffic Signal Rebuilds CSPR 17
R108 Cancel 500,000 GO Train Projects Engineering Study & Design OLG
BP39-20 Cancel 8,800 CORE Building CSPR 36
839,100
Project #Action Amount Project Description Source
P115 Allocate OLG 380,000 Firemen's Park Master Landscape Plan OLG
F68 Allocate OLG 100,000 Fire Department Boathouse (Chippawa)OLG
480,000
Project #Action Amount Project Description Transfer To
P116 Swap to Debt 2,070,000 Oakes Park Canada Summer Games 2021 Park Improvements OLG
R122-20 Swap to Debt 2,744,073 2020 Road Rehabilitation Program CSPR1
R122-20 Swap to Debt 255,927 2020 Road Rehabilitation Program CSPR49
T47-20 Swap to Debt 132,016 In-Ground 3 Post Hoist (Artic Buses)OLG
T54-21 Swap to Debt 1,026,795 Extension of Parking and Storage Facilities Transit Gas Tax
TSP50-20 Swap to Debt 440,055 Bridge Street Multi-Modal Hub OLG
W54 Swap to Debt 5,322,196 Residential Water Meter Replacement Water/Sewer CSPR
11,991,062
Project #Action Amount Project Description Transfer To
G40-20 Swap CCBF 800,000 Park St. Market Square Site Remediation CCBF Reserve
BC26-21 Swap CCBF 46,885 Schisler Road Bridge (S094B) Rehabilitation - Swap Gas Tax CCBF Reserve
846,885
Project #Action Amount Funding Category for 2022 Capital Budget Process Transfer To
Various Re-Prioritize 4,045,685 Total CSPR/Reserve To Be Allocated Via 2022 Budget Process CSPR/Reserve
Various Re-Prioritize 3,762,371 Total OLG To Be Allocated Via 2022 Budget Process OLG
Various Re-Prioritize 1,026,795 Total Transit Gas Tax To Be Allocated Via 2022 Budget Process Transit Gas Tax
Various Re-Prioritize 5,322,196 Total Water/Sewer CSPR To Be Allocated Via 2022 Budget Process Water/Sewer CSPR
14,157,047 To Be Allocated From Above
Project Funding Available For Re-Allocation via 2022 Capital Budget Process
Overall Summary
Canada Community Benefit Fund (Formerly Federal Gas Tax) funding commitment be relieved for the following projects.
Funding will be replaced with a new funding source via the 2022 capital budget process.
Projects to be financed by debt, with current funding being transferred as outlined below.
Funds will be reallocated via the 2022 capital budget process.
Prior year OLG funding, swapped to debt during the 2021 capital budget, to be reallocated via the 2022 capital budget
process.
Projects be cancelled/reprioritized and funds transferred as outlined below.
Funds will be reallocated via the 2022 capital budget process.
Page 380 of 625
Attachment 2 - 2022 Capital Budget – Summary of Funding Re-Allocations F-2021-56
November 16, 2021
Cancelled/Re-Prioritized Funding: 198,800 640,300 846,885 - -
Prior Year Debt Swaps Re-Allocated: - 480,000 - - -
Original Funding Swapped for Debt: 3,000,000 2,642,071 - 1,026,795 5,322,196
Total Funding Available: 3,198,800 3,762,371 846,885 1,026,795 5,322,196
Project #Status Action Recipient Project/Reserve Funding
Allocation CSPR OLG Reserve Transit Gas
Tax Water/Sewer
NEW 2022 Budget Fund Request Steam Unit 66,000 - 66,000 - - -
NEW 2022 Budget Fund Request Smart City Initiative 200,000 - 200,000 - - -
NEW 2022 Budget Fund Request Fund Squad 1 160,000 - 160,000 - - -
NEW 2022 Budget Fund Request 2022 Traffic Signals 150,000 150,000 - - - -
NEW 2022 Budget Fund Request 2021 & 2022 Plow Trucks 764,640 764,640 - - - -
NEW 2022 Budget Fund Request Tennis & Basketball Court Improvements (Grant Portion)750,000 - 750,000 - - -
NEW 2022 Budget Fund Request Rural Road Needs Study 150,000 150,000 - - - -
NEW - various 2022 Budget Uncommit Reserve Uncommit CCBF Reserve and Allocate via 2022 capital budget 846,885 - - 846,885 - -
NEW 2022 Budget Fund Request Tanker 6 Replacement 650,000 650,000 - - - -
C22-20 & BP36 2022 Budget Fund Request Development of Lundy's Lane Cemetery Corner 422,500 422,500 - - - -
G40-20 2022 Budget Fund Request 2022: 4500 Park Street Decommissioning & Soil Remediation 636,135 - 636,135 - - -
G40-20 Existing Replace CCBF 2021: 4500 Park Street Decommissioning & Soil Remediation 800,000 - 800,000 - - -
P128-21 Existing Replace Debt Corwin Park Trail Development 31,000 - 31,000 - - -
TSP38 Existing Replace Debt Traffic Calming Projects - Various Locations 43,500 - 43,500 - - -
RF53 Existing Replace Debt MacBain CC Pylon Sign & Millennium Clock Retrofit 100,000 - 100,000 - - -
T45-21/T55-21 Existing Reduce Debt Replacement of 8 Transit Buses - Cover Debt 2022 Charges 408,000 - - - 408,000 -
BC26-21 Existing Replace CCBF Schisler Road Bridge (S094B) Rehabilitation - Swap Gas Tax 46,885 - 46,885 - - -
C13 Existing Replace Debt Two 72 Niche Granite Columbaria in Fairview Cemetery 160,000 - 160,000 - - -
BP12 Existing Replace Debt City Hall Brickwork (Swap out Debt)1,381,860 613,009 768,851 - - -
N/A Reserve Fund Reserve Replenish Transit Gas Tax Reserve 618,795 - - - 618,795 -
N/A Reserve Fund Reserve Replenish Water & Sewer Reserves (Prior Years)5,322,196 - - - - 5,322,196
N/A Reserve Fund Reserve Replenish CSPR 1 (Including Airport Allocation)439,851 439,851 - - - -
N/A Reserve Fund Reserve Cancel Project and Return Funds to Source 8,800 8,800 - - - -
Allocated 14,157,047 3,198,800 3,762,371 846,885 1,026,795 5,322,196
Total Funding Available: 3,198,800 3,762,371 846,885 1,026,795 5,322,196
Project #Status Action Recipient Project/Reserve Funding
Allocation CSPR OLG Reserve Transit Gas
Tax Water/Sewer
Various 2022 Budget Various All 2022 Budget Projects Receiving Funding 4,796,160 2,137,140 1,812,135 846,885 - -
Various Existing Various All Existing Projects Receiving Funding 2,971,245 613,009 1,950,236 - 408,000 -
Various Reserve Various All Reserves/CSPRs Receiving Funding 6,389,642 448,651 - - 618,795 5,322,196
Allocated 14,157,047 3,198,800 3,762,371 846,885 1,026,795 5,322,196
Project Funding Re-Allocation via 2022 Capital Budget Process
Project/Reserve allocations from funds made available via cancellations, reprioritizations and funding swaps as outlined in Attachment 1.
Project Allocation Summary
Project Allocation Summary - Grouped By Status
Page 381 of 625
Attachment 3 - 2022 Capital Budget - Debt Financing Summary F-2021-56
November 16, 2021
Project Description Principal Term Rate 2022 2023
Debt To Be Issued in 2021 and Levied in 2022
Municipal Works Service Centre 5,547,395$ 10 3.19%656,645$ -$
Replacement of 8 Conventional Transit Buses1 3,446,822$ 10 3.19%408,000$ -$
Culture Hub - Second Draw 3,300,000$ 20 3.69%236,201$ -$
Fire Station 72 8,570,365$ 25 3.81%537,644$ -$
2021 Debt Issuance, Levied in 2022 20,864,582$ 1,838,490$ -$
Pre-2022 Approved Debt to be Levied in 2022
R128-21: Drummond Road Watermain Replacement & Road Reconstruction 535,000$ 20 4.19%40,031$ -$
P115: Firemen's Park Phase 1 Improvements 630,000$ 20 4.19%47,140$ -$
P116: Oakes Park Canada Summer Games Improvements (2021 Approval)1,420,000$ 20 4.19%106,252$ -$
F68: Boathouse 450,000$ 25 4.31%29,757$ -$
Pre-2022 Debt Approvals, Levied in 2022 3,035,000$ 223,180$ -$
2022 Debt Approvals to be Levied in 2023
Lundy's Lane Cemetery Operations Building Replacement 500,000$ 25 4.81%-$ 34,804$
Refresh of Eleven (11) 60' WEGO Buses4 2,507,500$ 5 3.72%-$ 558,829$
Refresh of Five (5) 40' WEGO Buses4 572,800$ 5 3.72%-$ 127,656$
Refurbishment of Two (2) 40' NFT Buses4 679,100$ 10 4.19%-$ 84,521$
Fire Engine 4 700,000$ 15 4.50%-$ 65,180$
TSP50-20: Bridge Street Multi-Modal Hub (Year 2 & 3)4 733,425$ 20 4.69%-$ 57,315$
3 Growth Buses (City Portion)4 760,500$ 10 4.19%-$ 94,652$
3 Growth Buses (DC Portion)2,4 1,189,500$ 10 4.19%-$ 148,045$
2022 Debt Budget Approvals, Levied in 2023 7,642,825$ -$ 1,171,002$
2022 Debt Approvals/Swaps to be Levied in the 2022/2023 Utility Budget and/or recovered by Development Charges
Reixinger Road Watermain Loop and Hospital Servicing - DC Debt3 7,500,000$ 25 4.81%-$ 522,055$
Water Meter Replacements (Pre-2022)3 5,322,196$ 15 4.50%495,570$ -$
Water Meter Replacements (2022 Portion)3 2,061,098$ 15 4.00%185,377$ -$
2022 Debt Budget Approvals, Levied in 2022/2023 (Utilily Budget/DC's)14,883,294$ 680,947$ 522,055$
2022 Debt Swaps to be Levied in 2022 and 2023
P116: Oakes Park Canada Summer Games Improvements (2020 Swap)1,520,000$ 20 4.19%113,734$ -$
P116: Oakes Park Canada Summer Games Improvements (2019 Swap)550,000$ 20 4.19%41,154$ -$
R122-20: 2020 Road Rehabilitation Program (Resurfacing) - Operating 2,744,073$ 15 4.00%246,805$ -$
R122-20: 2020 Road Rehabilitation Program (Resurfacing) - CSPR 255,927$ 15 4.00%23,018$ -$
TSP50-20: Bridge Street Multi-Modal Hub (2020 Swap)4 440,055$ 20 4.69%-$ 34,389$
In-Ground 3 Post Hoist (Artic Buses)4 132,016$ 10 4.19%-$ 16,431$
Extension of Parking and Storage Facilities4 1,026,795$ 25 4.81%-$ 71,472$
2022 Debt Swaps Levied in 2022 and 2023 6,668,866$ 424,711$ 122,292$
Debt Contingent on Further Approvals to be Levied in 2023
Montrose Reconstruction (McLeod to Lyons Creek) - Cost Share With Region 6,071,800$ 20 4.69%-$ 474,493$
Chippawa/Willoughby Memorial Arena Multi-Use Complex 9,630,663$ 25 4.81%-$ 670,365$
Debt Contingent on Further Approvals Levied in 2023 15,702,463$ -$ 1,144,858$
Total Levy Impact Before Recoveries 68,797,030$ 3,167,328$ 2,960,207$
Less: Debt Maturing (465,422) (199,862)
Less: DC Recoveries For Existing Debt (Parks and Recreation)(1,009,406)
1Less: Reserve Recoveries (Transit Gas Tax)(408,000)
2Less: DC Recoveries For New Debt (Fire and Transit)(537,644) (148,045)
3Less: Water/Sewer Utility Budget and Water DC Recovery (680,947) (522,055)
4Less: Potential Debt Transfer To The Region (294,587)
Net Levy Impact After Recoveries, Debt Maturity & Potential Transfer 65,909 1,795,657
Net Levy Impact After Debt Transfer %0.09%2.57%
Levy Year
2022 Capital Budget - Debt Financing Summary
Page 382 of 625
Attachment 4 - 2022 Capital Budget – Annual Repayment Limit (ARL)F-2021-56
November 16, 2021
$73,074,654
$102,269,639
$117,972,102
4.32%
$7,570,463
5.87%
$10,291,608
6.42%
$11,243,339
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$50,000,000
2021 Issue Proposed New Debt Contingent Debt
$-
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
Annual Debt RepaymentGross DebtAnnual Repayment Limit
Gross Debt Annual Debt Repayment Total Annual Repayment Limit
ARL ($43.81M = 25% of Own Source Revenue)
Page 383 of 625
PBD-2021-66
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Planning, Building & Development
SUBJECT: PBD-2021-66
AM-2021-015, Zoning By-law Amendment Application
Old McLeod Road, west of Stanley Avenue
Part Lot 2, Plan 4 Stamford
Applicant: 2773765 Ontario Ltd. (Bojan Petrov)
Agent: RADEFF Architect Ltd. (Constantine Radeff)
6 Storey Building with 35 Dwelling Units
RECOMMENDATION
1. That Council approve the Zoning By-law amendment application to rezone the lands
to a site specific Residential Apartment 5E Density (R5E) zone to permit the
construction of a 6 storey building with 35 dwelling units, subject to the regulations
outlined in this report; and,
2. That the zoning by-law include a Holding (H) provision to require updated noise
studies.
EXECUTIVE SUMMARY
2773765 Ontario Ltd. has requested a Zoning By-law amendment for land located on the
south side of Old McLeod Road, west of Stanley Avenue. The applicant requests the land
be rezoned to a site specific Residential Apartment 5E Density (R5E) zone to permit the
construction of a 6 storey apartment building with 35 dwelling units. The amendment is
recommended for the following reasons:
• The proposed development conforms to Provincial policies as it intensifies the use of
land within the Built-Up Area of the City, will assist the City in meeting its intensification
targets, and will provide additional housing choices for residents;
• The proposed development conforms with the City’s Official Plan with respect to the
density and built form anticipated within the Built-up Area; and,
• The requested R5E zone permits dwelling units, and the requested and recommended
regulations are appropriate to ensure the proposed development will be compatible
with surrounding properties.
BACKGROUND
Proposal
2773765 Ontario Ltd. has requested a Zoning By-law amendment for land located on the
south side of Old McLeod Road, west of Stanley Avenue totalling 0.27 hectares (0.67 acres).
Page 384 of 625
2
PBD-2021-66
November 16, 2021
Refer to Schedule 1 to locate the land. The Zoning By-law amendment is requested to permit
the development of a 6 storey apartment building with 35 dwelling units. Schedules 2 and 3
show details of the proposed development.
The lands are currently zoned Tourist Commercial (TC) by Zoning By-law No. 79-200. The
applicant is requesting the subject lands be rezoned to a Residential Apartment 5E Density
(R5E) zone, with site specific regulations to reduce the minimum landscape open space and
parking regulations.
Site Conditions and Surrounding Land Uses
The subject lands are vacant.
To the north and east are detached dwellings; to the west is a hydro corridor; and, to the
south is vacant land.
Council has approved an 8 storey, 70 unit apartment dwelling north of the subject lands
(5587-5637 Old McLeod Road) which is not yet constructed.
Circulation Comments
Information about the requested Official Plan and Zoning By-law amendments were circulated
to City divisions, the Region, agencies, and the public for comments. The following
summarizes the comments received to date:
− Canadian Niagara Power
− No objections to the application.
− Regional Municipality of Niagara
− No objections to the applications.
− A detailed noise study will be required at site plan stage.
− The Region will review servicing plans and provide noise warning clauses for
inclusion in the Site Plan Agreement at site plan stage.
− Building and Fire
− All required Building Permits to be obtained prior to commencement of any
construction. Review of plans to occur upon Site Plan Control and Building
Permit(s) application.
− Business Development, Municipal Works, Transportation Services
− No objections to the application or requested site specific regulations.
− Technical review will occur at site plan stage.
− 1.44 m wide road widening required along Old McLeod Road.
Page 385 of 625
3
PBD-2021-66
November 16, 2021
− Sidewalk to be constructed along abutting frontage of Old McLeod Road.
Neighbourhood Comments
A virtual neighbourhood open house was held on August 24, 2021 and was attended by the
applicant’s architect with no residents in attendance.
No comments have been received to date regarding this application.
ANALYSIS
1. Provincial Policies
The Planning Act requires City planning decisions to be consistent with the Provincial
Policy Statement and conform to the Provincial “A Place to Grow” Plan. The proposed
development is consistent and conforms as follows:
• The proposed development will add to the diversity of housing options for
residents, is transit supportive, will assist the City in meeting its intensification
target within the Built-up Area, and contributes to the creation of a complete
community;
• A Land Use Compatibility Analysis was conducted which determined the
proposed development is compatible with the surrounding
industrial/commercial uses and is not negatively impacted by the nearby rail
line;
• An Environmental Site Assessment was completed that indicated no concerns
with soil contamination based on past agricultural and residential uses. A
Record of Site Condition is not required; and,
• The recommended regulations will facilitate the development of land in a
manner that will maintain appropriate levels of public health and safety.
2. Official Plan
The subject lands are designated Tourist Commercial and are located within the
Fallsview Subdistrict and the McLeod Road Intensification Corridor in the City’s Official
Plan. The subject lands are located within an area where residential developments
are permitted to have a height of up to 8 storeys and a maximum density of 150 units
per hectare.
The proposal complies with the intent of the Official Plan as follows:
• The residential development is permitted within the Tourist Commercial
designation and the McLeod Road intensification corridor, and assists in the
completion of a complete community;
• The proposed height of 6 storeys and density of 130 units per hectare is
permitted;
Page 386 of 625
4
PBD-2021-66
November 16, 2021
• The building utilizes a stepped and articulated built form to lessen its height.
The variation in the exterior cladding provides architectural interest in its
design;
• The rear yard setback is appropriate as sufficient open space will provide
amenity space for residents and will not result in shadowing on the abutting
south parcel. In addition, the vacant lands to the rear are expected to be
developed for tourist commercial uses;
• The western side yard setback from the Canadian Niagara Power conductors
and overhead tower line is sufficient;
• The eastern side yard setback from the residential land uses are appropriate
as landscaping and fencing will mitigate any conflicts;
• The majority of the parking is provided within a below-grade parking structure
as directed by the Official Plan. This will maximize the provision of landscaping
to minimize impacts on abutting streets and properties;
• The proposed development will provide residents a greater choice of housing
with 1, 2, or 3 bedroom units ranging in size from 59-132 m2 (636-1,420 ft2);
and,
• The City’s Housing Needs and Supply report identified the need to provide
more mid-rise apartment buildings to diversify the City’s housing supply.
3. Zoning By-law
The property is currently zoned Tourist Commercial (TC) in accordance with Zoning
By-law No. 79-200. The TC zone permits hotels, restaurants, retail uses, and dwelling
units up to 50% of the total floor area in buildings that contain other permitted TC uses.
The proposed R5E zone will permit an apartment dwelling.
The changes to the standard R5E regulations are summarized in the following table:
ZONE REGULATION STANDARD REGULATION REQUESTED
REGULATION
Parking Requirements 1.4 parking spaces per
dwelling unit
1.31 parking spaces per
dwelling unit
Minimum Landscaped
Open Space Area
50 % of the lot area 49 %
The requested regulations can be supported for the following reasons:
• The proposed parking is within 93% of the zone requirement and is supported
by Transportation Services staff as parking needs will be met for the proposed
development at an appropriate rate. In addition, there are transit stops for two
routes that will facilitate an alternative means of transportation for residents
located at both sides of Old McLeod Road and along Stanley Avenue with the
closest stop approximately 36 m from the subject lands; and,
Page 387 of 625
5
PBD-2021-66
November 16, 2021
• The reduction to the minimum landscape open space area can be supported
as there is a suitable amount of landscaping around the building to buffer
adjacent properties. In addition, a portion of the roof is proposed to be a roof
terrace for outdoor amenity area with the remainder being a green roof.
Staff recommend that the site specific zone limit the building to 6 storeys and 20 metres in
height, to ensure a compatible building height is maintained as the standard R5E zone
permits building heights of 25 m.
The amending by-law should include a Holding (H) regulation to secure the updated detailed
Noise Study, to the satisfaction of the Region.
FINANCIAL IMPLICATIONS
The proposed development will provide Cash-in-lieu for Parkland Dedication, Development
Charges and a new tax assessment to the City.
CITY’S STRATEGIC COMMITMENT
This proposal contributes to developing a strong and diverse housing market that includes
accessible housing choices for all residents.
LIST OF ATTACHMENTS
➢ Schedule 1 – Location Map
➢ Schedule 2 – Site Plan
➢ Schedule 3 – Elevation
Recommended by:
Alex Herlovitch, Director of Planning, Building & Development
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
J.Hannah:
Attach.
S:\PDR\2021\PBD-2021-66, AM-2021-015 Old McLeod Road Property ID #25014.docx
Page 388 of 625
6
PBD-2021-66
November 16, 2021
SCHEDULE 1
(Location Map)
Page 389 of 625
7
PBD-2021-66
November 16, 2021
SCHEDULE 2
(Site Plan)
Page 390 of 625
8
PBD-2021-66
November 16, 2021
SCHEDULE 3
(Elevation)
Page 391 of 625
Address: O Old McLeod Road (Property ID: 25014)
Applicant: 2773765 Ontario Ltd
Proposal: To permit a 6 storey apartment building with 35 Units
Zoning By-law Amendment Application
AM-2021-015
Page 392 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Location
PROPOSED
DEVELOPMENT
Motel
Detached
Dwellings
Hydro
Corridor-
CNP
Apartment
Vacant
Land
Approved 8-
storey; 70 unit
apartment (not yet
constructed)Page 393 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Background
•Applicant has requested approval for a Zoning By-law amendment located on the south side
of Old McLeod Road, west of Stanley Avenue for a 2732.9 m 2 (0.27 hectare) parcel of land.
•The Zoning By-law amendment is requested to permit the development of a 6 storey
apartment building with 35 dwelling units.
•Land is designated Tourist Commercial in Official Plan. Stand alone Residential Uses
permitted.
•The subject land is zoned Tourist Commercial (TC) Zone.
•Applicant is requesting the land be rezoned to a site specific Residential Apartment 5E
Density (R5E) zone, with site specific regulations to reduce the minimum landscape open
space and parking regulations.Page 394 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Requested Zoning Relief
Minimum
Landscaped Open
Space Area
49.69% (50% of lot
area required)
Parking Regulation
1.31 spaces/dwelling unit
(1.4 spaces/dwelling unit
required)Page 395 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Elevations
Page 396 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Neighbourhood Open House
August 24, 2021
•No comments from residents have been received.Page 397 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Planning Analysis
Provincial Policies
•The proposed development will add to the
diversity of housing options, is transit supportive,
will assist the City in meeting its intensification
target within the Built-up Area, and contributes to
the creation of a complete community.
•A Land Use Compatibility Analysis determined the
proposed development is compatible with the
surrounding industrial/commercial uses;
•An Environmental Site Assessment was
completed that indicated no concerns.
•The Noise Study found that sound level limits do
not exceed the noise guidelines.
•The recommended regulations will facilitate the
development of land in a manner that will maintain
appropriate levels of public health and safety.Page 398 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Planning Analysis
Official Plan
•Lands are designated Tourist Commercial and are located within the Fallsview Subdistrict and the McLeod
Road Intensification Corridor.
•The subject lands are located within an area where residential developments are permitted to have a height
of up to 8 storeys and a maximum density of 150 units per hectare.
•The proposal complies with the intent of the Official Plan as follows:
–Is permitted under the Tourist Commercial designation and the McLeod Road intensification corridor.
–The proposed height of 6 storeys and density of 130 units per hectare is permitted.
–The building utilizes a stepped and articulated built form to lessen its height.
–The variation in the exterior cladding provides architectural interest in its design, and mitigates impacts on abutting
properties.
–The rear yard setback is appropriate as sufficient open space will provide amenity space for residents and will not result
in shadowing on the abutting south parcel.
–The vacant lands to the rear are expected to be developed for tourist commercial uses.
–The western side yard setback from the Canadian Niagara Power conductors and overhead tower line is sufficient.
–The eastern side yard setback from the residential land uses are appropriate as landscaping and fencing will mitigate
any conflicts.
–The majority of the parking is provided within a below-grade parking structure as directed by the Official Plan. This will
maximize the provision of landscaping to minimize impacts on abutting streets and properties.
–The proposed development will provide residents a greater choice of housing with 1, 2, or 3 bedroom units ranging in
side from 59 -132m2 (636-1420 ft2) Page 399 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Planning Analysis
Zoning By-Law
•The property is currently zoned
Tourist Commercial (TC) in
accordance with Zoning By-law
No. 79-200.
•The TC zone permits hotels,
restaurants, retail uses, and
dwelling units up to 50% of the
total floor area in buildings that
contain other permitted TC uses.
•The proposed R5E zone will
permit an apartment dwelling.Page 400 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Planning Analysis
Zoning By-Law
•The changes to the standard R5E regulations are summarized in the following
table:
Zone Regulation Standard Regulation Requested Regulation
Parking
Requirements
1.4 parking spaces per
dwelling unit
1.31 parking spaces
per dwelling unit
Minimum
Landscaped Open
Space Area
50% of the lot area 49% Page 401 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Planning Analysis
Zoning By-Law
The requested regulations can be supported for the following reasons:
–The proposed parking is within 93% of the zone requirement and is supported by Transportation Services staff as
parking needs will be met for the proposed development at an appropriate rate. In addition, there are transit stops
for two routes that will facilitate an alternative means of transportation for residents located on Old McLeod Road
and Stanley Avenue, with the closest stop approximately 36 m from the subject lands.
–The reduction to the minimum landscape open space area can be supported as there is a suitable amount of
landscaping around the building to buffer adjacent properties. In addition, a portion of the roof is proposed to be a
roof terrace for outdoor amenity area with the reminder being a green roof.
•Staff recommend that the site specific zone limit the building to 6 storeys and 20 metres in
height, to ensure a compatible building height is maintained as the standard R5E zone permits
buildings heights of 25 metres.
•The amending by-law should include a Holding (H) regulation to secure the updated detailed
Noise Study, to the satisfaction of the Region.Page 402 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Conclusion
•The proposed development
conforms to Provincial policies.
•The proposed development
conforms with the City’s Official
Plan.
•The requested R5E zone
permits apartment dwelling
units, and the requested and
recommended regulations are
appropriate to ensure
compatibility with surrounding
properties.Page 403 of 625
A GREAT CITY…FOR GENERATIONS TO COME
Recommendation
•That Council approve the Zoning By-law
amendment application to rezone the
lands to a site specific Residential
Apartment 5E Density (R5E) zone to
permit the construction of a 6 storey
building with 35 dwelling units, subject to
the regulations outlined in this report;
and;
•That the zoning by-law include a Holding
(H) provision to require an updated noise
study.Page 404 of 625
F-2021-55
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Finance
SUBJECT: F-2021-55
2020 Parking Fund Budget to Actual (unaudited) Comparison
RECOMMENDATION
For the information of Council.
EXECUTIVE SUMMARY
The purpose of this report is to show Council the final draft (unaudited) 2020 budget to
actual results for the Parking Fund explaining any large variances.
Within attachment 1, if there is a note number notation to the right of the variance column,
there is a corresponding explanation to that note number located in the analysis section
of this report. Please refer to this report in conjunction with the attachments.
BACKGROUND
Council has expressed a desire to view actuals in conjunction with the budget. One goal
of the finance department is to provide Council with regular, quarterly budget variances
reports. 2020 is currently under audit. The 2021 actuals to date require many re-
allocations and year end entries. Staff felt it appropriate to share the unaudited 2020
budget to actual results of the Parking Fund.
ANALYSIS/RATIONALE
Attachment 1 contains the Parking Fund 2020 budget to actual comparison. The following
notes correspond to the statement contained in Attachment 1.
Revenues
1. User fees are typically the largest source of parking revenue, followed by fines
then permits and in a normal year can exceed budget. However, because of
Provincial lockdowns and restrictive measures implemented during the COVID-19
Page 405 of 625
2
F-2021-55
November 16, 2021
pandemic,the demand for parking throughout the City significantly decreased.
User fees and fines experienced significant unfavourable budget variances.
Collectively, there was an unfavourable budget variance of $654,879.
2. Ontario Conditional Grants Unbudgeted Provincial Safe Restart funds from the
Ministry of Municipal Affairs and Housing, totalling $613,942, were used to cover
a portion of the revenue losses due to COVID-19 pandemic pressures.
Expenses
3. Materials have a favourable variance of $37,953 or 47.10%. This variance is
largely due to a reduction in activities due to pandemic disruptions and mitigation
measures. Maintenance such a parking stall line painting was not undertaken.
Reduced use of equipment decreased repair and maintenance costs.
Furthermore, activities such as professional development workshops and
conferences were cancelled or delivered in virtual formats to staff.
4. Contracted Services budget variance is favourable at $65,391 or 12.76%. The
major contributing factor was the reduction in snow plowing required. Due to
decreased volume, staff closed partial parking lots not requiring plowing. For
those lots that remained open, the 2020 winter season experienced few snow
events and Parking was charged per plow service.
5. Rents and Financial Expenses overall is under budget by $82,986 or 58.86%
which can be explained as follows:
There is an agreement with the MTO on Lot #18 whereby the City must pay
50% of the net revenues to the MTO. The City budgeted for $60,000 to be
paid to the MTO however actual revenues came in significantly lower than
budget thus the payment of 50% of net revenues to MTO was also lower
than budget. This resulted in a favourable budget variance of $56,514 in
this area.
The significant decrease in user fees noted above also meant a decrease
in debit/credit card processing fees for the parking fund. This accounted for
$11,490 of the total variance.
6. The goal of the parking fund is to be self sustaining. In 2020 this goal was not
achieved. Provincial measures taken stop the spread of COVID-19 significantly
impacted the local economy and significantly reduced parking demand. Prior to
the application of Provincial Safe Restart funding to the parking fund, the parking
fund experienced a deficit of $419,925. $613,942 of Provincial Safe Restart
funding was applied to the parking fund to cover lost revenue. As the lost revenue
exceeds the deficit, this difference of $194,017 has been transferred to a special
Page 406 of 625
3
F-2021-55
November 16, 2021
purpose reserve and will fund the anticipated 2021 parking deficit, as parking
demand remains low in 2021. This contribution makes up the majority of the
internal transfer budget variance. The budgeted $68,584 transfer to reserve funds
was not made as prior to the application of SRA funding, the parking fund was in
deficit position. SRA rules indicate that SRA funding is not to fund capital.
.
FINANCIAL/STAFFING/LEGAL IMPLICATIONS
Financial implications have been communicated above in the analysis section.
CITY’S STRATEGIC COMMITMENT
This report is consistent with the following Council strategic commitments:
1. To be financially responsible to the residents of Niagara Falls by practicing prudent
fiscal management of existing resources, and by making sound long-term choices
that allow core City programs and services to be sustainable now and into the
future.
2. To be efficient and effective in our delivery of municipal services and use of
resources, and accountable to our citizens and stakeholders.
LIST OF ATTACHMENTS
1. Parking Fund 2020 Budget to Actual (unaudited) Comparison
Recommended by:
Jonathan Leavens, Acting Director of Finance
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
Page 407 of 625
PARKING FUND
2020 Budget to Actual Comgarison Nlagara-I ='~'U~lA1'§
f =(Over)IUnder Variance
Actuals Budget (Over)/Under
2020 $%
REVENUES
Fines 306,787 188,213 38.02%
Permits 136,607 13,673 9.10%}[1]User Fees 383,547 452,993 54.15%
Ontario Conditional Grants 613,942 (613,942)N/A [2]
Miscellaneous Revenue 1,440,884 40,936 2.76%
TOTAL REVENUE 1,440,884 40,936 2.76%
EXPENSES
Labour 388,810 901 0.23%
Employee Bene?ts Allocation 116,404 2,822 2.37%
Overtime 1,704 (204)-13.60%
Labour and Bene?ts 506,918 3,519 0.69%
Materials 39,817 25,183 38.74%
Professional
Developmentlworkshops 0 1200 10O'0O%
Insurance Premiums 352 222 38.66%
Conferences/Conventions 0 2,000 100.00%
Membership/Subscriptions 520 880 62.86%
Of?ce Supplies 0 9,000 100.00%
Electricity 1,932 (532)-38.01%
Materials 42,621 37,953 47.10%[3]
Contracted Senlices 412,904 (10,904)-2.71%
Snow Plowing 34,005 76,295 69.17%
Contracted Services 446,909 65,391 12.76%[4]
Rents and Financial Expenses 61,500 79,500 56.38%[5]
internal Rent 83,129 (19,994)-31.67%
indirect Costs 105,790 0 0.00%
To Reserve Funds 0 68,584 100.00%}[1ToSpecialPurposeReserves194,017 (194,017)N/A
Internal Transfers 5 ,382,936 (145,427)-61.23%
TOTAL EXPENSES
‘
1,440,884 40,936 2.76%
Sur lus lDeficit 0 0
Page 408 of 625
MW-2021-78
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Municipal Works - Transportation Services
SUBJECT: MW-2021-78
School Crossing Guard Reviews – Multiple Locations
RECOMMENDATIONS
1. That effective January 10, 2022 a school crossing guard be assigned at the
intersections of:
A. St. Paul Avenue at Church’s Lane, crossing St. Paul Avenue; and,
B. Forestview Boulevard at Desanka Avenue; crossing Forestview Boulevard;
2. That effective January 10, 2022, and on an interim trial basis until June 30, 2022, a
school crossing guard be assigned at the intersection of:
C. Beaverdams Road at Watson Street, crossing Watson Street.
EXECUTIVE SUMMARY
A technical review identified that both intersections of St. Paul Avenue at Church’s Lane
and Forestview Boulevard at Desanka Avenue warrant crossing guard supervision.
The Principal at the schools affected by these proposed changes will be receiving
notification of the impending changes following Council approval. Staff will also provide
messaging that the Principals can share with their school families.
The Principal of St. John Henry Newman Catholic Elementary School has requested Staff
to assign a temporary school crossing guard at the intersection of Beaverdams Road at
Watson Street, as part of a pilot program to encourage students to walk/bike to school.
Following Council approval, the pilot project will commence in January 2022 until the end
of June 2022. Municipal Works - Transportation Staff will conduct an additional technical
assessment during Spring 2022 to collect follow-up data to determine the effectiveness
of the pilot project and if permanent crossing guard supervision is warranted. Results will
be reported to Council following the completion of the follow-up technical assessment in
Spring 2022.
Page 409 of 625
2
MW-2021-78
November 16, 2021
BACKGROUND
Staff received requests to review the intersections of St. Paul Avenue at Church’s Lane
and Forestview Boulevard at Desanka Avenue, respectively, to determine if supervision
by a school crossing guard is warranted. In addition, The Principal of St. John Henry
Newman Catholic Elementary School has requested Staff to assign a temporary school
crossing guard at the intersection of Beaverdams Road at Watson Street, as part of a
pilot program to encourage students to walk/bike to school.
St. Paul Avenue at Church’s Lane is a minor street stop-controlled intersection with a stop
sign facing westbound motorists on Church’s Lane and free-flow traffic conditions on St.
Paul Avenue. This crossing has been closed since February 2019 due to a lack of
students previously crossing the south approach of St. Paul Avenue, however, recent
observations revealed an increase in students utilizing the crossing location. A review of
the school walking boundaries noted that the children who need to use this crossing
attend either Martha Cullimore Public Elementary School or Prince Philip Public
Elementary School.
Forestview Boulevard at Desanka Avenue is a minor street stop-controlled intersection
with a stop sign facing northbound motorists on Desanka Avenue and a pedestrian
crossover on Forestview Boulevard, where motorists are required to yield the right-of-way
to pedestrians wishing to cross. A review of the school walking boundaries noted that the
children who need to use this crossing attend Forestview Public Elementary School.
Beaverdams Road at Watson Street is a minor street stop-controlled intersection with a
stop sign facing southbound motorists on Watson Street and free-flow conditions on
Beaverdams Road. A review of the school walking boundaries noted that the children
who need to use this crossing attend St. John Henry Newman Catholic Elementary
School.
ANALYSIS/RATIONALE
Transportation Staff carried out technical assessments at each study location, which were
based on methodologies outlined in the Ontario Traffic Council – School Crossing Guard
Guide (2017), to determine if supervision by a school crossing guard is warranted. The
methodology and warranting criteria vary based on existing features of the study area,
such as crossing facility type and traffic control.
The Exposure Index method is used for controlled crossing facilities that have conflicting
movements between vehicular and student volumes. The Index establishes the 85th
percentile threshold of the existing locations. This threshold is then used to evaluate the
level of conflicting vehicular and student volumes at potential school crossing guard
locations.
Page 410 of 625
3
MW-2021-78
November 16, 2021
The Gap Study method is an objective means of evaluating whether there are enough
safe gaps in traffic along a road for students to cross. The safe gap time is calculated
based on the site specific characteristics for each location. The calculated safe gap time
is then used as a benchmark for the gaps measured at the crossing facility. If there are
insufficient gaps, then a school crossing guard may be considered.
Other factors Staff considers before completing the warrant evaluation:
• Minimum student crossing volume;
• Collision hazard reporting frequency;
• Motorist behaviour;
• Posted speed limit and speed adherence;
• Number of lanes on each approach;
• Sightline distance for drivers;
• Sightline distance for students;
• Proximity to a school;
• Walking route preference of students;
• Presence of pedestrian facilities; and
• Proportion of students that would require longer reaction time.
St. Paul Avenue at Church’s Lane
Staff carried out a technical assessment at the intersection of St. Paul Avenue at Church’s
Lane to determine if supervision by a school crossing guard is warranted. The study
location consists of a minor street stop-controlled intersection with students desiring to
cross the major street, therefore, the technical assessment involved a gap study and
counts of both students crossing (JK – Grade 5) and conflicting vehicles during both
morning and afternoon periods in September and October. Staff recorded a range of eight
(8) to twelve (12) students crossing the south approach of St. Paul Avenue, while there
were not enough safe gap times available for students to cross, due to a consistent heavy
flow of traffic traversing the crossing location. The results of the technical assessment
concluded that supervision by a school crossing guard is warranted.
Forestview Boulevard at Desanka Avenue
Staff carried out a technical assessment at the intersection of Forestview Boulevard at
Desanka Avenue to determine if supervision by a school crossing guard is warranted.
The study location consists of a minor street stop-controlled intersection with students
desiring to cross the major street utlizing a pedestrian crossover, therefore, the technical
assessment involved observations of driver compliance at the pedestrian crossover, and
counts of both students crossing (JK – Grade 5) and conflicting vehicles during both
morning and afternoon periods in October. Throughout all study periods, staff recorded a
range of thirty-eight (38) to sixty-nine (69) students crossing Forestview Boulevard. Many
motorists were observed failing to yield the right-of-way to pedestrians wishing to utilize
Page 411 of 625
4
MW-2021-78
November 16, 2021
the pedestrian crossover. The results of the technical assessment concluded that
supervision by a school crossing guard is warranted.
Beaverdams Road at Watson Street
Staff carried out a technical assessment at the intersection of Beaverdams Road at
Watson Street to determine if supervision by a school crossing guard is warranted. The
study location consists of a minor street stop-controlled intersection with students desiring
to cross the minor street, therefore, the technical assessment involved observations of
driver compliance at the stop-controlled minor approach, and counts of both students
crossing (JK – Grade 5) and conflicting vehicles during both morning and afternoon
periods in September and October. Throughout all study periods, staff recorded a range
of two (2) to three (3) students crossing the north approach of Watson Street. It is noted
that some motorists were observed failing to fully stop at the stop sign facing southbound
motorists on Watson Street. The results of the technical assessment concluded that
supervision by a school crossing guard is not warranted due to a lack of students
observed utilizing this crossing.
Following the conclusion of the technical assessment, the Principal of St. John Henry
Newman Catholic Elementary School has requested Staff to assign a temporary school
crossing guard at the intersection of Beaverdams Road at Watson Street, as part of a
pilot program to encourage students to walk/bike to school. Following Council approval,
the pilot project will commence in January 2022 until the end of June 2022. Transportation
Staff will conduct an additional technical assessment during spring 2022 to collect follow-
up data in order to determine the effectiveness of the pilot project and determine if
permanent crossing guard supervision is warranted at the intersection based on an
increase of students utilizing the crossing. Results will be reported to Council following
the completion of the follow-up technical assessment in spring 2022.
Conclusion
Staff recommends that school crossing guards be assigned to the intersections of St. Paul
Avenue at Church’s Lane and Forestview Boulevard at Desanka Avenue starting January
2022. Staff also recommends that a school crossing guard be assigned at the intersection
of Beaverdams Road at Watson Street, temporarily from January 2022 until the end of
the school year in June 2022.
The Principal at the schools affected by these proposed changes will be receiving
notification of the impending changes following Council approval. Staff will also provide
messaging that the principals can share with their school families.
Page 412 of 625
5
MW-2021-78
November 16, 2021
FINANCIAL/STAFFING/LEGAL IMPLICATIONS
The budgetary impact of the expenses associated with the staffing of three new school
crossings locations is estimated to be $24,570 annually.
Should Council approve the recommendations within this report, the 2022 Operating
Budget for Traffic Control Services (Account 11-3-342010) will be prepared to reflect the
new expenses.
Council is also advised that as part of the 2022 budget preparation Staff have undertaken
a comprehensive review of the school crossing guard labour budget taking into account
an average of prior-year historical actual expenses. This review has determined that
school crossing guard expenses are typically overestimated by approximately $21,477
annually. Therefore, should Council wish to approve the addition of the three new
locations, doing so can be accommodated with a marginal overall increase of $3,092 from
the 2021 budget.
The installation of the required school crossing signage is to be carried out by Municipal
Works – Transportation Staff. The application of crosswalk markings will be done by the
City’s pavement marking contractor.
CITY’S STRATEGIC COMMITMENT
The recommendations of this report aligns with Council’s Strategic Priority for Convenient
and Accessible Transportation, and specifically the objective within this section to: Strive
to make active transportation including walking, cycling, and alternate travel choices,
available and sustainable.
ATTACHMENTS
Study Area drawings
Correspondence from Principal of St. John Henry Newman Catholic Elementary School
Recommended by:
Erik Nickel, Director of Municipal Works
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
M. Bilodeau
Page 413 of 625
MW-2021-78
School Crossing Guard Reviews
St. Paul Avenue at Church’s Lane
- Martha Cullimore Public School
- Prince Philip Public School
-Proposed School Crossing Guard
Riall St.St. Paul Ave.Church’s Ln.Dorchester Rd.Stamford Green Rd.Page 414 of 625
MW-2021-78
School Crossing Guard Reviews
Forestview Boulevard at Desanka Avenue
- ForestviewPublic School
-Proposed School Crossing GuardKalar Rd.St. Michael Ave.Desanka Ave.Page 415 of 625
MW-2021-78
School Crossing Guard Reviews
Beaverdams Road at Watson Street
- St. John Henry Newman Catholic
Elementary School
-Proposed School Crossing GuardKalar Rd.Magnolia Dr.Page 416 of 625
ST...JOHN HENRY NEWIIAH
CZATI-IIJLIC ELEMENTARY SEIHUUL
8120 Beaverdaims Road,Niagara Falls,Ontario L2H 1R8
Phone:9€)5«354~903-3
Principal:Mr.B.MacDougall Vice Principal:Mrs.C.Pozzobon
October 26,2021
Niagara Falls City Hall
Attention:Matthew Bilodeau
Re:School Crossing Guard Request
Beaverdams Road and Watson Street
Dear Mr.Bilodeau
We have been asked to inquire about the possibility of attaining an additional Crossing Guard for our school
community.Speci?cally,we are looking for some assistance at the corner of Beaverdams Rd.and Watson
Street.We know that this is a very busy ’cut—through’roadway for travelers who are making their way to Lundy’s
Lane and or Kalar Rd.We also know and have witnessed that sometimes,these drivers do not stop fully and we
are concerned with some students who may be walking or biking to school.
We are hopeful that ifthere is a Crossing Guard at this location,then there may be a possibility that more students
from that particular area will choose to walk/biketo school.if there is a possibility that we could do a trial or pilot
program to see if there is enough student ?ow to attain the minimum threshold,that would be great.Once we
have this data then a fuller discussion and decision could be made.
We understand that there have been studies completed and we respectfully ask that you re—considerthe request
for an additional Crossing Guard for this corner.
Thank you for your attention to this request.
Sincer
./r
Blaine MacD all
Principal
TOGEIHIRIN mm 202L202:NIAGARACATHOLIC
ukumwm mm
Page 417 of 625
PBD-2021-64
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Planning, Building & Development
SUBJECT: PBD-2021-64
Housing Concepts
Dunn Street Extension
RECOMMENDATION
It is recommended that staff begin the pre-consultation and neighbourhood consultation
process.
BACKGROUND
In June, City Council established an ad hoc Affordable Housing Committee to examine
the unused Dunn Street Extension lands for housing potential. On July 13, 2021,
Council adopted the following motion:
“That Council directs staff to have concept drawings prepared for the Dunn Street
Extension lands, with a cost upset limit of $5,000 suitable for public consultation.
That staff contact the Niagara Region and Federal government regardin g funding
opportunities, as well as reaching out to the co-op on Kalar Road to the north for
partnership opportunities and to explore other City properties that might be available
for housing development.”
A request for proposals was circulated to archite ctural firms. Raimondo and Associates
was the low bidder and was contracted to prepare concept designs for potential
housing. Design concepts have now been submitted for Council’s consideration. If the
concepts are acceptable, the next steps would to proceed to the standard process of
setting up a neighbourhood meeting with residents, consultation with departments and
agencies and scheduling a public meeting for re-zoning under the Planning Act.
ANALYSIS/RATIONALE
The current zoning of the Part 1 lands (Schedule 1) is split such that the west portion is
zoned Residential Low Density, Grouped Multiple Dwellings (R4) Zone; the east portion
is zoned Residential Two (R2) Zone. Part 2 (Schedule 2) lands are also zoned
Residential Two (R2) Zone. The R4 zone permits townhouse dwellings or apartment
dwellings.
The submitted design concept (see Schedule 3) for the west half of Part 1, fronting on
Kalar Road, illustrates the potential for a three storey, 40 unit, apartment building with
Page 418 of 625
2
PBD-2021-64
November 16, 2021
56 parking spaces. The current R4 zone would allow an apartment building as a
permitted use. The design meets all setback requirements, height requirements and
parking requirements, but would require a rezoning for a site specific lot area per unit
and landscaped area. Lands to the north are used for a 3 storey apartment building and
to the south is a Hydro transmission corridor.
Two design concepts (see Schedules 4 and 5) have been submitted for the east half of
Part 1 fronting on Pitton Road. The concepts illustrate the potential for 21 two-storey
townhouse units or 28 stacked townhouse units, respectively. To accommodate the
townhouse development, a site specific R4 zoned will be required. The raised bungalow
design is consistent in height to the semi-detached dwellings to the north along
Harmony Avenue which consist of bungalow, raised bungalow and two storey units. The
lands abut the Hydro transmission corridor to the south. The site specific zoning will
need to address a reduced lot area per dwelling unit and greater lot coverage than the
standard R4 zone.
Two design concepts (see Schedules 6 and 7) for Part 2, fronting on the east side of
Charnwood Avenue, illustrates the potential for 18 two-storey townhouse units or 16
stacked townhouse units. A site specific R4 zone would be required for either concept,
which would address the front yard setback, minimum lot area per dwelling unit and lot
coverage.
The next steps would be to conduct a pre -consultation with City departments and
various agencies for comments and to hold an open house with area property owners to
gain input and secure any possible modifications to drawings. Thereafter, the three
properties would proceed to the statutory public meeting of Council.
In addition to future consultation with the public, further investigation would be needed
to address geotechnical aspects associated with development, site servicing
requirements, and preparation of a tree preservation/removal plan. Still to be
determined would be whether development would be a private/public partnership or
whether lands would be sold directly to not-for-profit housing providers or private
builders with affordability requirements.
FUNDING
Council’s motion also asked that funding opportunities be explored and contacts be
made. A Zoom meeting was held with representatives from Niagara Regional Housing
and the Director of Community Services. It was determined the scale of any one of the
projects would be too small to fit with Regional criteria. It was also noted that the Region
already has 3 projects ongoing in the City involving, supportive housing, transitional
housing and assisted permanent housing. Contact was made with Westwood Co-op to
the north, but a partnership opportunity was not reached.
Page 419 of 625
3
PBD-2021-64
November 16, 2021
Canada Mortgage & Housing Corporation (CMHC National Investment in Affordable
Housing (IAH) Funding program is no longer accept ing new applications. Other
programs may be available on a limited basis.
The Canada-Ontario Community Housing Initiative has several programs offering
assistance, but will depend on funding available within any given program.
FINANCIAL/STAFFING/LEGAL IMPLICATIONS
None at this time.
CITY’S STRATEGIC COMMITMENT
Making the land available for a public/private partnership would fulfill Council’s objective
to promote a strong and diverse hosing market that includes affordable and accessible
housing choices for all residents.
LIST OF ATTACHMENTS
➢ Schedule 1 – Part 1 lands
➢ Schedule 2 – Part 2 lands
➢ Schedule 3 – Site Plan Concept – Part 1 (West Side) Apartment Building
➢ Schedule 4 – Site Plan Concept – Part 1 (East)
Option 1, 21 - Two Storey Townhouses
➢ Schedule 5 – Site Plan Concept – Part 1 (East)
Option 2, 28 - Stacked Townhouses
➢ Schedule 6 – Site Plan Concept – Part 2, Option 1, 13 - Two Storey Townhouses
➢ Schedule 7 – Site Plan Concept – Part 2, Option 2, 16 - Stacked Townhouses
Recommended by:
Alex Herlovitch, Director of Planning, Building &
Development
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
AH:cv
S:\PDR\2021\PBD-2021-64, Dunn Street Extension Housing Concepts.docx
Page 420 of 625
4
PBD-2021-64
November 16, 2021
SCHEDULE 1
PART 1 LANDS
Page 421 of 625
5
PBD-2021-64
November 16, 2021
SCHEDULE 2
PART 2 LANDS
Page 422 of 625
REF.DW
W/D
WH REF.DW
W/D
WHKALAR RD.933 SF
TYPE A SUITE
(2 BEDROOM)
933 SF
TYPE A SUITE
(2 BEDROOM)
661 SF
TYPE B SUITE
(1 BEDROOM)
BARRIER FREE
933 SF
TYPE A SUITE
(2 BEDROOM)
933 SF
TYPE A SUITE
(2 BEDROOM)
FRONT ENTR.
FOYER
OFFICE
SPRK.
MECH.
933 SF
TYPE A SUITE
(2 BEDROOM)
661 SF
TYPE B SUITE
(1 BEDROOM)
BARRIER FREE
661 SF
TYPE B SUITE
(1 BEDROOM)
BARRIER FREE
661 SF
TYPE B SUITE
(1 BEDROOM)
BARRIER FREE
933 SF
TYPE A SUITE
(2 BEDROOM)
933 SF
TYPE A SUITE
(2 BEDROOM)
933 SF
TYPE A SUITE
(2 BEDROOM)
REFUSE
STGE.
EXIT
STAIR B
COORIDOREXIT
STAIR A
VEST.
REAR ENTR.
FOYER
MAILVEST.
1 21
50
56
22 35
4936
FIRE ACCESS ROUTE
WALKWAY
3 STOREY APARTMENT BUILDING
14634.5 SQ. FT. BUILDING AREA
43903.5 SQ. FT. GROSS FLOOR AREA
(40 UNITS TOTAL)
12 OF 40 = 1 BEDROOM (661 SQ. FT.)
28 OF 40 = 2 BEDROOM (933 SQ. FT.)WALKWAYWALKWAYPARKING AREA5.00 m16'-4 7/8"5.00 m16'-4 7/8"13.00 m
42'-7 3/4"
7.50 m
24'-7 1/4"16.76 m55'-0"8.57 m28'-1 5/8"81.10 m
266'-1"
65.83 m
215'-11 3/4"
10.00 m
32'-9 3/4"
161.88 m
531'-1 1/4"30.80 m101'-0 3/4"158.62 m
520'-4 7/8"
3.05 m
10'-0"
81.10 m
266'-1"
1.71 m
5'-7 1/2"
6.80 m
22'-3 1/2"
2.00 m
6'-6 3/4"
40.65 m
133'-4 3/8"
2.00 m
6'-6 3/4"
6.30 m
20'-8 1/4"
6.00 m
19'-8 1/4"5.13 m16'-9 7/8"6.30 m20'-8"2.27 m7'-5 1/2"20.67 m
67'-9 3/4"6.00 m19'-8 1/4"6.30 m20'-8"12.00 m39'-4 1/2"6.30 m20'-8 1/4"PROPOSED ZONING (R5B ZONE) - RESIDENTIAL APARTMENT
REQUIRED PROPOSED
LOT AREA = MIN. 133 SQ. M. 4908.92 SQ. M.
LOT COVERAGE = MAX. 30% 27.70%
LOT FRONTAGE = MIN. 30m 30.64m
FRONT YARD (BUILDING) = MIN. 7.5m +13m (20.5m) 20.67m
REAR YARD = MIN. 10m 65.83m
INTERIOR SIDE YARD NORTH = MIN. 1/2 BLDG. HEIGHT (5m) 5.13m
INTERIOR SIDE YARD SOUTH = MIN. 1/2 BLDG. HEIGHT (5m) 8.57m
BUILDING HEIGHT = MAX. 10m 10m
LANDSCAPE OPEN SPACE = MIN. 35% 22.43%
PARKING
40 UNITS X 1.4 SPACES PER UNIT = 56 SPACES REQUIRED (56 SPACES PROVIDED)
2 OF 56 SPACES ARE ACCESSIBLE
OPTION SUMMARY:
3 STOREY APARTMENT BUILDING
14634.5 SQ. FT. BUILDING AREA
43903.5 SQ. FT. GROSS FLOOR AREA
(40 UNITS TOTAL)
12 OF 40 = 1 BEDROOM (661 SQ. FT.)
28 OF 40 = 2 BEDROOM (933 SQ. FT.)30.64 m100'-6 1/4"CENTERLINE OF ROAD ALLOWANCEHALLWAY
W/RENSUITE
W.I.C.
BEDROOM
1
BEDROOM
2
LIVING
KITCHEN
DINING
C.
C.
MECH.
HALLWAY
W/R
BEDROOM
1
LIVING
KITCHEN
DINING
C.
C.
MECH.
SHEET NO:REV.DATE PURPOSEREV. DATE PURPOSE
DRAWN BY:
START DATE:
CHECKED:
PROJECT NO.:
SCALE:
REV.A
DRAWINGS ARE NOT VALID FOR CONSTRUCTION UNTIL SEALED AND SIGNED BY THE ARCHITECT.
DO NOT SCALE DRAWINGS. REPORT ALL DISCREPANCIES TO THE ARCHITECT BEFORE PROCEEDING.
ALL DRAWINGS AND DESIGNS REMAIN THE PROPERTY OF THE ARCHITECT, AND ARE PROTECTED
UNDER
COPYRIGHT.
THESE DESIGN DOCUMENTS ARE PREPARED SOLELY FOR THE USE BY
THE PARTY WITH WHOM THE DESIGN PROFESSIONAL HAS ENTERED INTO A CONTRACT AND THERE ARE
NO REPRESENTATIONS OF ANY KIND MADE BY THE DESIGN PROFESSIONAL TO ANY PARTY WITH WHOM
THE DESIGN PROFESSIONAL HAS NOT ENTERED INTO A CONTRACT.
4687 Queen Street Suite 2, Niagara Falls, Ontario, L2E 2L9
TEL. 905-357-4441 FAX. 905-357-9203
WEB. www.raimondoarchitects.com
EMAIL. mail@raimondoarchitects.com
A I M O N D O S S O C I A T E S AR
INC ARCHITECTS
JJV
ER / BK
As indicated
9/20/2021 3:35:39 PM Affordable Housing Development
Niagara Falls, Ontario PART 1 -SITE PLAN -
APARTMENT BUILDING
SP1
City Of Niagara Falls
21-116
scale: 3/64" = 1'-0"SP1
PART 1 - Site Plan - Apartment Building1
scale: 1/4" = 1'-0"
TYPICAL SUITE TYPE A
scale: 1/4" = 1'-0"
TYPICAL SUITE TYPE B (BARRIER FREE)Page 423 of 625
DNUP
4 .5 0 m
1 4 '-9 1 /8 "6.00 m19'-8 1/4"6.00 m19'-8 1/4"25.01 m
82'-0 5/8"
36.31 m
119'-1 3/8"
11.18 m
36'-8"
6.50 m
21'-4"
8.14 m
26'-8 1/2"
8.14 m
26'-8 1/2"
6.50 m
21'-4"
6.50 m
21'-4"
6.50 m
21'-4"
8.14 m
26'-8 1/2"
8.14 m
26'-8 1/2"
6.50 m
21'-4"
6.50 m
21'-4"
6.50 m
21'-4"
8.14 m
26'-8 1/2"
8.14 m
26'-8 1/2"
6.50 m
21'-4"
6.50 m
21'-4"
9.99 m
32'-9 3/8"7.50 m24'-7 1/4"1.50 m4'-11 1/8"7.50 m
24'-7 1/4"
4.50 m
14'-9 1/8"
1 6.00 m19'-8 1/4"2
3
5 6 7 8 9 10 11 12 14 15 16 17 18 19 20 21 PITTON RD.UNIT REAR ACCESS /
TERRACE
TWO STOREY TOWNHOUSE
(RAISED BUNGALOW STYLE)
4 UNITS (1460 SQ. FT. EACH)
FIRE ACCESS ROUTE (6m WIDE)
FIRE ACCESS
ROUTE
TURNAROUND
GREEN SPACE 10.99 m36'-0 1/2"1.50 m4'-11"TWO STOREY TOWNHOUSE
(RAISED BUNGALOW STYLE)
5 UNITS (1460 SQ. FT. EACH)
TWO STOREY TOWNHOUSE
(RAISED BUNGALOW STYLE)
5 UNITS (1460 SQ. FT. EACH)
TWO STOREY TOWNHOUSE
(RAISED BUNGALOW STYLE)
3 UNITS (1460 SQ. FT. EACH)TWO STOREY TOWNHOUSE(RAISED BUNGALOW STYLE)4 UNITS (1460 SQ. FT. EACH)6.00 m
19'-8 1/4"
PROPOSED ZONING (OPTION 1)
LOT AREA = MIN. 155 SQ. M.
LOT COVERAGE = MAX. 55%
LOT FRONTAGE = MIN. 6.5m
FRONT YARD (BUILDING) = MIN. 6.0m
FRONT YARD (GARAGE) = MIN. 6.0m
REAR YARD = MIN. 7.5m
EXTERIOR SIDE YARD = MIN. 4.5m
INTERIOR SIDE YARD = MIN. 1.5m
REAR DECKS / TERRACE = MIN. 3.5m
1.50 m
4'-11"
1.50 m
4'-11"
1 2 0 0 0 mm
12000 mm9.30 m30'-6 1/4"6.50 m21'-4"6.50 m21'-4"8.50 m27'-10 1/2"24.48 m80'-3 3/4"OPTION SUMMARY:
21 UNITS
RAISED BUNGALOW TOWNHOUSES
UPPER FLOOR (LIVING & KITCHEN AREA, MASTER BEDROOM)
LOWER FLOOR (BEDROOMS, LAUNDRY, MECHANICAL, REC. / LIVING)
NO GARAGE
SINGLE CAR DRIVEWAY
REAR DECK
COVERED ENTRY
ACCESS DRIVE AISLE (SOUTH) ADJACENT TO HYDRO LAND
189.85 m
622'-10 3/8"30.80 m101'-0 3/4"4
13
1.50 m
4'-11"
1.50 m
4'-11"
1.50 m
4'-11"
1.50 m
4'-11"4.79 m15'-8 3/4"5.32 m
17'-5 3/8"
5.32 m
17'-5 3/8"5.00 m16'-5"5
1
GUEST
PARKING
4 .0 8 m
1 3 '-4 1 /2 "
KITCHEN
DINING
LIVING
C.
COVERED
ENTRY
DECK
P/R
BEDROOM 1
C.
BEDROOM 2 BEDROOM 3
C.C.
W/RLAUNDRY
REC. / LIVING
MECH.
LN.
UNEX.
DECK
(ABOVE)
SHEET NO:REV.DATE PURPOSEREV. DATE PURPOSE
DRAWN BY:
START DATE:
CHECKED:
PROJECT NO.:
SCALE:
REV.A
DRAWINGS ARE NOT VALID FOR CONSTRUCTION UNTIL SEALED AND SIGNED BY THE ARCHITECT.
DO NOT SCALE DRAWINGS. REPORT ALL DISCREPANCIES TO THE ARCHITECT BEFORE PROCEEDING.
ALL DRAWINGS AND DESIGNS REMAIN THE PROPERTY OF THE ARCHITECT, AND ARE PROTECTED
UNDER
COPYRIGHT.
THESE DESIGN DOCUMENTS ARE PREPARED SOLELY FOR THE USE BY
THE PARTY WITH WHOM THE DESIGN PROFESSIONAL HAS ENTERED INTO A CONTRACT AND THERE ARE
NO REPRESENTATIONS OF ANY KIND MADE BY THE DESIGN PROFESSIONAL TO ANY PARTY WITH WHOM
THE DESIGN PROFESSIONAL HAS NOT ENTERED INTO A CONTRACT.
4687 Queen Street Suite 2, Niagara Falls, Ontario, L2E 2L9
TEL. 905-357-4441 FAX. 905-357-9203
WEB. www.raimondoarchitects.com
EMAIL. mail@raimondoarchitects.com
A I M O N D O S S O C I A T E S AR
INC ARCHITECTS
JJV
ER / BK
As indicated
9/20/2021 3:37:26 PM Affordable Housing Development
Niagara Falls, Ontario PART 2 -SITE PLAN -OPTION
1
SP2
City Of Niagara Falls
00-000
scale: 3/64" = 1'-0"SP2
PART 2 - Site Plan - Option 1 (Two Storey Townhouse -Raised Bungalow)1
scale: 3/16" = 1'-0"
TYP. UPPER FLOOR LEVEL (OPTION 1)
scale: 3/16" = 1'-0"
TYP. LOWER FLOOR LEVEL (OPTION 1)Page 424 of 625
UP
UP DN
4 .5 0 m
1 4 '-9 1 /8 "6.00 m19'-8 1/4"3.50 m11'-5 3/4"2.50 m8'-2 3/8"24.51 m
80'-5"
36.35 m
119'-3"
14.41 m
47'-3 1/8"
9.45 m
31'-0"
9.45 m
31'-0"
11.10 m
36'-5"
11.10 m
36'-5"
9.45 m
31'-0"
9.45 m
31'-0"
11.10 m
36'-5"
11.10 m
36'-5"
9.45 m
31'-0"
9.45 m
31'-0"
13.49 m
44'-3 1/4"7.00 m22'-11 5/8"4.50 m14'-9 1/4"7.00 m
22'-11 5/8"4.50 m14'-9 1/8"2.50 m
8'-2 3/8"
3.50 m
11'-5 3/4"
1.50 m
4'-11"
1.50 m
4'-11"
1.50 m
4'-11"
1.50 m
4'-11"
4.50 m
14'-9 1/4"
6.00 m
19'-8 1/4"
1 6.00 m19'-8 1/4"2
3
4
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 PITTON RD.ENTRANCE TO ABOVE
GRADE UNIT (TYP.)
ENTRANCE TO BELOW
GRADE UNIT (TYP.)
ABOVE GRADE UNIT REAR
ACCESS / TERRACE
BELOW GRADE UNIT REAR
ACCESS / WALK-OUT
STACKED TOWNHOUSE
(RAISED BUNGALOW STYLE)
8 UNITS (1048 SQ. FT. EACH)
STACKED TOWNHOUSE
(RAISED BUNGALOW STYLE)
8 UNITS (1048 SQ. FT. EACH)
STACKED TOWNHOUSE
(RAISED BUNGALOW STYLE)
8 UNITS (1048 SQ. FT. EACH)STACKED TOWNHOUSE(RAISED BUNGALOW STYLE)4 UNITS (1048 SQ. FT. EACH)FIRE ACCESS ROUTE (6m WIDE)FIRE ACCESS
ROUTE
TURNAROUND
GREEN SPACE 11.49 m37'-8 1/8"PROPOSED ZONING (OPTION 2)
LOT AREA = MIN. 230 SQ. M.
LOT COVERAGE = MAX. 55%
LOT FRONTAGE = MIN. 6.0m
FRONT YARD (BUILDING) = MIN. 3.5m
FRONT YARD (GARAGE) = MIN. 6.0m
REAR YARD = MIN. 7.0m
EXTERIOR SIDE YARD = MIN. 4.5m
INTERIOR SIDE YARD = MIN. 1.5m
REAR DECKS / TERRACE = MIN. 5.0m
OPTION SUMMARY:
28 UNITS
RAISED BUNGALOW TOWNHOUSES (STACKED UNITS)
UPPER FLOOR (UNIT 1)
LOWER FLOOR (UNIT 2)
NO GARAGE
SINGLE CAR DRIVEWAY
REAR DECK (UNIT 1)
REAR BELOW GRADE WALKOUT (UNIT 2)
1 2 0 0 0 mm
12000 mm15.41 m50'-6 1/2"15.40 m50'-6 1/4"24.48 m80'-3 3/4"189.85 m
622'-10 3/8"30.80 m101'-0 3/4"5.09 m16'-8 1/4"5.09 m
16'-8 3/8"
1
5
GUEST
PARKING
BEDROOM 2
W/R
LN.
MECH.
LAUNDRY
C.
LIVING
DINING
KITCHEN
WALK-OUT
C.
DECK
ABOVE
UNEX.
BEDROOM 1
W.I.C.
BEDROOM 2
C.
LAUNDRY /
MECH.
W/R
LN.
C.
LIVING
DINING
KITCHEN
DECK WALK-OUT
BELOW
COVERED
ENTRY
W.I.C
BEDROOM 1
SHEET NO:REV. DATE PURPOSEREV. DATE PURPOSE
DRAWN BY:
START DATE:
CHECKED:
PROJECT NO.:
SCALE:
REV.A
DRAWINGS ARE NOT VALID FOR CONSTRUCTION UNTIL SEALED AND SIGNED BY THE ARCHITECT.
DO NOT SCALE DRAWINGS. REPORT ALL DISCREPANCIES TO THE ARCHITECT BEFORE PROCEEDING.
ALL DRAWINGS AND DESIGNS REMAIN THE PROPERTY OF THE ARCHITECT, AND ARE PROTECTED
UNDER
COPYRIGHT.
THESE DESIGN DOCUMENTS ARE PREPARED SOLELY FOR THE USE BY
THE PARTY WITH WHOM THE DESIGN PROFESSIONAL HAS ENTERED INTO A CONTRACT AND THERE ARE
NO REPRESENTATIONS OF ANY KIND MADE BY THE DESIGN PROFESSIONAL TO ANY PARTY WITH WHOM
THE DESIGN PROFESSIONAL HAS NOT ENTERED INTO A CONTRACT.
4687 Queen Street Suite 2, Niagara Falls, Ontario, L2E 2L9
TEL. 905-357-4441 FAX. 905-357-9203
WEB. www.raimondoarchitects.com
EMAIL. mail@raimondoarchitects.com
A I M O N D O S S O C I A T E S AR
INC ARCHITECTS
JJV
ER / BK
As indicated
9/20/2021 3:37:30 PM Affordable Housing Development
Niagara Falls, Ontario PART 2 -SITE PLAN -OPTION
2
SP4
City Of Niagara Falls
00-000
scale: 3/64" = 1'-0"SP4
PART 2 - Site Plan - Option 2 (Stacked Townhouse - Raised Bungalow)1
scale: 3/16" = 1'-0"
TYP. LOWER FLOOR LEVEL UNIT 1 (OPTION 2)
scale: 3/16" = 1'-0"
TYP. UPPER FLOOR LEVEL UNIT 2 (OPTION 2)Page 425 of 625
1 2 3 5 6 7 8 9
11
12
13
4
C H A R N W O O D A V E .FIRE ACCESS ROUTE (6m WIDE)
FIRE ACCESS
ROUTE
TURNAROUND
GREEN SPACE
UNIT REAR ACCESS /
TERRACE
TWO STOREY TOWNHOUSE
(RAISED BUNGALOW STYLE)
5 UNITS (1460 SQ. FT. EACH)
TWO STOREY TOWNHOUSE
(RAISED BUNGALOW STYLE)
4 UNITS (1460 SQ. FT. EACH)TWO STOREY TOWNHOUSE(RAISED BUNGALOW STYLE)4 UNITS (1460 SQ. FT. EACH)9.54 m
31'-3 3/8"
6.50 m
21'-4"
6.50 m
21'-4"
8.14 m
26'-8 1/2"
8.14 m
26'-8 1/2"
6.50 m
21'-4"
6.50 m
21'-4"
6.50 m
21'-4"
11.16 m
36'-7 3/8"
36.30 m
119'-1 1/8"
26.78 m
87'-10 3/8"30.79 m101'-0 1/8"6.00 m19'-8 1/8"6.00 m19'-8 1/4"1.50 m
4'-11"
1.50 m
4'-11"
4.50 m
14'-9 1/8"6.00 m19'-8 1/4"11.29 m37'-0 5/8"7.50 m24'-7 1/4"8.50 m27'-10 1/2"6.50 m21'-4"6.50 m21'-4"9.29 m30'-5 5/8"1.50 m4'-11"1.50 m4'-11"24.79 m81'-4 1/8"6.00 m
19'-8 1/4"
24.28 m
79'-8"
7.50 m
24'-7 1/4"
4.50 m
14'-9 1/8"12000 mm12000 mm132.57 m
434'-11 3/8"
10
7.50 m24'-7 1/4"5.10 m16'-8 7/8"5.10 m16'-8 7/8"PROPOSED ZONING (OPTION 1)
LOT AREA = MIN. 155 SQ. M.
LOT COVERAGE = MAX. 55%
LOT FRONTAGE = MIN. 6.5m
FRONT YARD (BUILDING) = MIN. 6.0m
FRONT YARD (GARAGE) = MIN. 6.0m
REAR YARD = MIN. 7.5m
EXTERIOR SIDE YARD = MIN. 4.5m
INTERIOR SIDE YARD = MIN. 1.5m
REAR DECKS / TERRACE = MIN. 3.5m
OPTION SUMMARY:
13 UNITS
RAISED BUNGALOW TOWNHOUSES
UPPER FLOOR (LIVING & KITCHEN AREA, MASTER BEDROOM)
LOWER FLOOR (BEDROOMS, LAUNDRY, MECHANICAL, REC. / LIVING)
NO GARAGE
SINGLE CAR DRIVEWAY
REAR DECK
COVERED ENTRY
ACCESS DRIVE AISLE (SOUTH) ADJACENT TO HYDRO LAND
1
5
GUEST
PARKING
4.73 m
15'-6 1/4"
3.79 m
12'-5 1/8"
SHEET NO:REV. DATE PURPOSEREV. DATE PURPOSE
DRAWN BY:
START DATE:
CHECKED:
PROJECT NO.:
SCALE:
REV.A
DRAWINGS ARE NOT VALID FOR CONSTRUCTION UNTIL SEALED AND SIGNED BY THE ARCHITECT.
DO NOT SCALE DRAWINGS. REPORT ALL DISCREPANCIES TO THE ARCHITECT BEFORE PROCEEDING.
ALL DRAWINGS AND DESIGNS REMAIN THE PROPERTY OF THE ARCHITECT, AND ARE PROTECTED
UNDER
COPYRIGHT.
THESE DESIGN DOCUMENTS ARE PREPARED SOLELY FOR THE USE BY
THE PARTY WITH WHOM THE DESIGN PROFESSIONAL HAS ENTERED INTO A CONTRACT AND THERE ARE
NO REPRESENTATIONS OF ANY KIND MADE BY THE DESIGN PROFESSIONAL TO ANY PARTY WITH WHOM
THE DESIGN PROFESSIONAL HAS NOT ENTERED INTO A CONTRACT.
4687 Queen Street Suite 2, Niagara Falls, Ontario, L2E 2L9
TEL. 905-357-4441 FAX. 905-357-9203
WEB. www.raimondoarchitects.com
EMAIL. mail@raimondoarchitects.com
A I M O N D O S S O C I A T E S AR
INC ARCHITECTS
JJV
ER / BK
3/64" = 1'-0"
9/20/2021 3:37:28 PM Affordable Housing Development
Niagara Falls, Ontario PART 3 -SITE PLAN -OPTION
1
SP3
City Of Niagara Falls
00-000
scale: 3/64" = 1'-0"SP3
PART 3 - Site Plan - Option 1 (Two Storey Townhouse -Raised Bungalow)1
Page 426 of 625
ENTRANCE TO ABOVE
GRADE UNIT (TYP.)
ENTRANCE TO BELOW
GRADE UNIT (TYP.)
ABOVE GRADE UNIT REAR
ACCESS / TERRACE
BELOW GRADE UNIT REAR
ACCESS / WALK-OUT
5 6123 7 8 9 10 11
13
14
15
16
13.76 m
45'-1 3/4"
9.45 m
31'-0"
11.09 m
36'-4 1/2"
11.09 m
36'-4 1/2"
9.45 m
31'-0"
14.90 m
48'-10 3/4"
36.33 m
119'-2 1/8"
26.51 m
86'-11 5/8"30.79 m101'-0 1/8"4 12
6.00 m19'-8 1/8"6.00 m19'-8 1/4"4.50 m
14'-9 1/8"
C H A R N W O O D A V E .FIRE ACCESS ROUTE (6m WIDE)
FIRE ACCESS
ROUTE
TURNAROUND
GREEN SPACE
STACKED TOWNHOUSE
(RAISED BUNGALOW STYLE)
6 UNITS (1048 SQ. FT. EACH)
STACKED TOWNHOUSE
(RAISED BUNGALOW STYLE)
6 UNITS (1048 SQ. FT. EACH)
PROPOSED ZONING (OPTION 2)
LOT AREA = MIN. 230 SQ. M.
LOT COVERAGE = MAX. 55%
LOT FRONTAGE = MIN. 6.0m
FRONT YARD (BUILDING) = MIN. 3.5m
FRONT YARD (GARAGE) = MIN. 6.0m
REAR YARD = MIN. 7.0m
EXTERIOR SIDE YARD = MIN. 4.5m
INTERIOR SIDE YARD = MIN. 1.5m
REAR DECKS / TERRACE = MIN. 5.0m
1.50 m
4'-11"
1.50 m
4'-11"
4.50 m
14'-9 1/8"15.39 m50'-6 1/8"15.39 m50'-6 1/8"7.00 m
22'-11 5/8"4.50 m14'-9 1/8"3.50 m
11'-5 3/4"
2.50 m
8'-2 3/8"
11.35 m
37'-3"
6.00 m
19'-8 1/4"4.50 m14'-9 1/8"STACKED TOWNHOUSE(RAISED BUNGALOW STYLE)4 UNITS (1048 SQ. FT. EACH)3.50 m11'-5 3/4"2.50 m8'-2 3/8"11.79 m38'-8 1/4"7.00 m22'-11 5/8"24.79 m81'-4 1/8"24.01 m
78'-9 3/8"
OPTION SUMMARY:
16 UNITS
RAISED BUNGALOW TOWNHOUSES (STACKED UNITS)
UPPER FLOOR (UNIT 1)
LOWER FLOOR (UNIT 2)
NO GARAGE
SINGLE CAR DRIVEWAY
REAR DECK (UNIT 1)
REAR BELOW GRADE WALKOUT (UNIT 2)
ACCESS DRIVE AISLE (SOUTH) ADJACENT TO HYDRO LAND
12000 mm
12000 mm132.57 m
434'-11 3/8"5.37 m17'-7 1/2"5.05 m
16'-6 3/4"
1
5
GUEST
PARKING
SHEET NO:REV. DATE PURPOSEREV. DATE PURPOSE
DRAWN BY:
START DATE:
CHECKED:
PROJECT NO.:
SCALE:
REV.A
DRAWINGS ARE NOT VALID FOR CONSTRUCTION UNTIL SEALED AND SIGNED BY THE ARCHITECT.
DO NOT SCALE DRAWINGS. REPORT ALL DISCREPANCIES TO THE ARCHITECT BEFORE PROCEEDING.
ALL DRAWINGS AND DESIGNS REMAIN THE PROPERTY OF THE ARCHITECT, AND ARE PROTECTED
UNDER
COPYRIGHT.
THESE DESIGN DOCUMENTS ARE PREPARED SOLELY FOR THE USE BY
THE PARTY WITH WHOM THE DESIGN PROFESSIONAL HAS ENTERED INTO A CONTRACT AND THERE ARE
NO REPRESENTATIONS OF ANY KIND MADE BY THE DESIGN PROFESSIONAL TO ANY PARTY WITH WHOM
THE DESIGN PROFESSIONAL HAS NOT ENTERED INTO A CONTRACT.
4687 Queen Street Suite 2, Niagara Falls, Ontario, L2E 2L9
TEL. 905-357-4441 FAX. 905-357-9203
WEB. www.raimondoarchitects.com
EMAIL. mail@raimondoarchitects.com
A I M O N D O S S O C I A T E S AR
INC ARCHITECTS
JJV
ER / BK
3/64" = 1'-0"
9/20/2021 3:37:32 PM Affordable Housing Development
Niagara Falls, Ontario PART 3 -SITE PLAN -OPTION
2
SP5
City Of Niagara Falls
00-000
scale: 3/64" = 1'-0"SP5
PART 3 - Site Plan - Option 2 (Stacked Townhouse - Raised Bungalow)1
Page 427 of 625
PBD-2021-69
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Planning, Building & Development
SUBJECT: PBD-2021-69
RL-2009-001, Request for Extension of Revitalization Grant
Approval for 5698 Main Street (Wellness Suites)
Applicant: 753049 Ontario Ltd. (Nick Vacarro)
RECOMMENDATION
That Council support the request by 753049 Ontario Ltd. to extend the Revitalization
Grant Agreement under the Historic Drummondville CIP for the redevelopment of the
lands at 5698 Main Street:
• The extension be limited to September 30, 2022.
• The current agreement be removed from title and a that a new amended
agreement be prepared and registered, at the cost of the applicant to reflect and
exclude the condominium ownership of units within the building.
• That the Mayor and Clerk be authorized to sign the new Revitalization Grant
Agreement.
• That the amended Agreement be forwarded to the Niagara Region for their
confirmation of participation in the Revitalization Grant.
EXECUTIVE SUMMARY
The City and 753049 Ontario Ltd. entered into an extension and amendment agreement
in June 2016 for a 2009 Revitalization Grant Agreement under the Historic
Drummondville CIP. The Owner has requested a further extension to the Revitalization
Grant Agreement based on the following:
• The extension agreement included specific dates for the commencement (August
10, 2018) and completion (August 10, 2020) of the redevelopment project.
• Constructions delays related to trade strikes and COVID related shutdowns
affected the completion of the project by August 2020.
• The majority of the redevelopment has been completed with the exception of the
rooftop and back terrace. Multiple floors of residential condominium units have
received final occupancy permits and have been sold.
• With the expectation of continuing delays with material delivery and winter
weather a further extension to September 2022 is requested.
Page 428 of 625
2
PBD-2021-69
November 16, 2021
BACKGROUND
The City originally entered into a Residential Loan Agreement and Revitalization Grant
Agreement with 753049 Ontario Ltd. in 2009. In 2016 the Owner requested an
extension to these agreements which was granted by Council. Last year, the Owner
notified the City that they will no longer pursue the Residential Loan and that agreement
is no longer in place.
The Revitalization Grant Agreement was extended and amended in 2016 to impose
timelines for the commencement and completion of construction of the project. The
commencement date of August 10, 2018 was met however the c ompletion date of
August 10, 2020 was not. Although the first partial occupancy permit for the new
building was issued in October, 2020 and occupancy permits have been issued for the
remaining residential units an occupancy permit for the whole of the bui lding has not yet
been issued.
The Revitalization Grant Extension agreement also contains a clause that states that
the Owner acknowledges that it has no further right to extend the commencement and
subsequent completion period of the rehabilitation at the expiry of the extended term.
Consequently, a decision of Council is required to extend the dates included in the
agreement.
ANALYSIS/RATIONALE
Staff recognize that the property has been improved with the construction of the 102
unit retirement home and is a welcome addition to the Main/Ferry Street area.
Occupancy permits have been issued for the individual residential condominium units.
Outstanding is the completion of the rooftop patio and back terrace.
The applicant has noted a number of factors that affected the timely completion of the
project including job site shutdowns due related to the COVID pandemic (testing and
isolation due to possible exposure) and the impact of these shutdowns on the
scheduling of construction trades; a plumbing and sheet metal strike; and material
delivery delays, again related to COVID shutdowns. These delays complicated
budgeting for the project as well.
The remaining construction related to the rooftop patio and multi-purpose room cannot
be completed prior to the winter and is scheduled to be completed in the spring or
summer of 2022. The applicant is requesting a further extension to the Revitalization
Grant approved in 2016 to September 10, 2022. This extension date is suggested to
accommodate any further delays related to supply issues due to the pandemic.
The Amendment and Extension to the Revitalization Grant Agreement was registered
on title in 2016. With the sale of individual residential units, some completed in October
2021, the agreement was removed from title. Should Council support the extension
Page 429 of 625
3
PBD-2021-69
November 16, 2021
currently requested by the applicant a new agreement will be required that will
recognize the amended date of completion. This agreement will need to be prepared by
the City’s Legal Department to ensure that the grant is not affected by future unit sales.
The costs associated with the removal of an agreement from title and a new registration
will be the responsibility of the applicant as the changes are being made at their
request.
Should Council support the requested extension of the Grant Agreement the City will
forward the request to the Niagara Region to request their continued participation in the
grant under the Smart Niagara Incentive Program (SNIP).
FINANCIAL/STAFFING/LEGAL IMPLICATIONS
The requested extension of the Revitalization Grant will have no further financial
implications on the unencumbered balance for the Historic Drummondville CIP Special
Reserve.
CITY’S STRATEGIC COMMITMENT
The construction of the 102 unit Wellness Suites is an improvement to the Historic
Drummondville CIP and is supportive of an ongoing revitalization of the Drummondville
area.
LIST OF ATTACHMENTS
➢ Appendix 1 – Location Map
➢ Appendix 2 – Current View
Recommended by:
Alex Herlovitch, Director of Planning, Building &
Development
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
cv
S:\PDR\2021\PBD-2021-69, Request for Extension, Revitalization Grant, 5698 Main Street, 753049 Ontario.docx
Page 430 of 625
4
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November 16, 2021
Appendix 1
Location Map
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5
PBD-2021-69
November 16, 2021
Appendix 2
Current View
Southwest Side View
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6
PBD-2021-69
November 16, 2021
Northwest Side View
Page 433 of 625
MW-2021-77
November 16, 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-2021-77
Carlton Avenue – Parking Review
RECOMMENDATIONS
That City Council receive report MW-2021-77 regarding new stopping prohibitions on
Carlton Avenue; and further,
That Council pass a corresponding Bylaw on tonight’s agenda to designate a No Stopping
zone, in effect from 8:00 a.m. to 4:00 p.m., Monday to Friday, Excluding Holidays,
September 1 to June 30 be installed on both sides of Carlton Avenue between Corwin
Crescent and a point 235 metres south of Corwin Crescent.
EXECUTIVE SUMMARY
Staff received concerns regarding the on-street parking activity on Carlton Avenue in front
of Our Lady of Mount Carmel elementary school. The concern stems from school drop-
off parking occurring on both sides of Carlton Avenue, restricting bidirectional travel,
impeding sight lines at the school driveways, drivers carrying out three-point turns or u-
turns with the vehicle driven over the boulevards, and damaging the grass boulevards
adjacent to the roadway.
A stopping restriction during the school day along with zero tolerance enforcement is
recommended to provide a safer environment for children along Carlton Avenue and to
prevent drivers from continuously damaging the boulevards. The school has adequate
parking plus a Kiss & Ride facility available for parents.
BACKGROUND
Carlton Avenue is a residential local road extending in the north/south direction between
Dunn Street and Corwin Crescent in the study area. Carlton Avenue has a pavement
width of 6.5 metres and includes a concrete sidewalk separated by a grass boulevard on
the west side of the roadway. Curbs are not present separating the edge of road and the
Page 434 of 625
2
MW-2021-77
November 16, 2021
grass boulevard. Light poles are present on the west side providing illumination during
the nighttime period. Weaver Park is located on the east side and Our Lady of Mount
Carmel School is on the west side of Carlton Avenue. A 40-metre stopping prohibition in
effect between the hours of 8:00 a.m. and 4:30 p.m., Monday to Friday, is posted on the
west side of the roadway, fronting a portion of Our Lady of Mount Carmel School property.
The school has an on-site Kiss & Ride program, designed to expedite the safe drop off
and pick up of school children within a controlled environment. All school buses stop on
the school property. Parents/Guardians can also park in the adjacent church parking lot,
as there is a pedestrian walkway that provides access to the school.
Carlton Avenue provides the only access into the surrounding subdivision from Dunn
Street. Observed safety issues include children crossing between parked vehicles,
restricted traffic movement on Carlton Avenue and parked cars blocking sight lines for
motorists exiting the school property. These issues can be exacerbated in the winter when
snowbanks reduce lane widths and during rain events with motorists vying for the closest
available parking space.
ANALYSIS/RATIONALE
Observations were conducted along Carlton Avenue between Corwin Crescent and Dunn
Street revealing that parents/guardians are parking on both sides of Carlton Avenue
during school morning and dismissal periods. Drivers not wanting to obstruct traffic tend
to encroach into the boulevard, which over time has sustained significant damage. In
addition, stopping on both sides of the roadway causes problems for road users as it
obstructs the line of sight for motorists and pedestrians, with children crossing the road
to get to and from their parent’s vehicle.
The school’s Kiss & Ride program is not being utilized to its full potential and many parking
spaces on the school property are available. Parents may be parking or stopping on
Carlton Avenue for their convenience.
Staff is recommending that a No Stopping zone in effect from 8:00 a.m. to 4:00 p.m.,
Monday to Friday, Excluding Holidays, September 1 to June 30 restriction is established
on both sides of Carlton Avenue between Corwin Crescent and a point 235 metres south
of Corwin Crescent. The prohibitions will prohibit drivers from stopping even momentarily
on Carlton Avenue next to the school, but allows drivers to park in the evening, weekends
and during the summer months.
The implementation of the recommended no stopping restriction is first and foremost, a
safety matter. Staff have reviewed Carlton Avenue on many occasions to determine the
severity of problems and to formulate safe and efficient solutions. Staff’s
recommendation adheres to the principle “Safety over Convenience” in school zones.
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MW-2021-77
November 16, 2021
The two Carlton Avenue residents at Corwin Crescent and the Principal of Our Lady of
Mount Carmel School were advised of Staff’s recommendation. The School
Administrators have been communicating with parents/guardians on several occasions
to refrain from parking on Carlton Avenue due to the observed congestion and safety
concerns, and have noted they are fully in support of the proposed stopping prohibitions.
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. Installing the signs is estimated to cost approximately $600.
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
Photographs of existing road / boulevard conditions
Photos of vehicles parking and stopping illegally
Recommended by:
Erik Nickel, Director of Municipal Works
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
M. Bilodeau
Page 436 of 625
MW-2021-77
Carlton Avenue
Parking Review
Our Lady of Mount
Carmel School
-No Stopping
-School Kiss & Ride
-School Parking lot
-Church Parking lot
-Access to SchoolPage 437 of 625
East Side of Carlton AvenueWest Side of CarltonAvenuePage 438 of 625
MW-2021-77
Carlton Avenue
Parking Review
Page 439 of 625
MW-2021-77
Carlton Avenue
Parking Review
Page 440 of 625
MW-2021-79
November 16, 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-2021-79 - McMicking Street at Piva Avenue
Pedestrian Crossover
RECOMMENDATIONS
That City Council receive report MW -2021-79 regarding a new pedestrian crossover on
McMicking Street at Piva Avenue; and further,
That Council pass a corresponding Bylaw on tonight’s agenda to designate a pedestrian
crossover on the east leg of McMicking Street at Piva Avenue, with No Stopping
restrictions established on both McMicking Street and Piva Avenue at the intersection.
EXECUTIVE SUMMARY
Staff received several concerns regarding parents and students crossing McMicking
Street to and from Prince Philip Public School. McMicking Street is a free-flow traffic
roadway, and pedestrians need to negotiate a gap to cross the roadway.
Staff is recommending that a pedestrian crossover is installed on the east approach of
McMicking Street at Piva Avenue to provide pedestrians with the legal and prioritized
right-of-way crossing McMicking Street.
BACKGROUND
McMicking Street is a local roadway with an 8.0 meters pavement width. The intersection
of McMicking Street and Piva Avenue is a three legged intersection; with a fourth leg
being the exit driveway for Prince Philip Public School. Light standards are present on the
north side of the road to provide illumination during the night time period. A curb face
sidewalk is present on each side of the road, whereas Piva Avenue has a sidewalk
separated by a grass boulevard on each side of the road.
The south side of McMicking Street, west of the driveway allows parents to park on the
street. However, stopping is prohibited at all times from a point 10 metres east of Piva
Page 441 of 625
MW-2021-79
November 16, 2021
Street to a point 10 metres west of Piva Street. The north side of McMicking Street
between Dorchester Road and a point 15 metres east of Piva Avenue is signed as a No
Stopping, 8:00 a.m. to 4:30 p.m., Monday-Friday zone. These restrictions are meant to
improve sight lines at the intersection, and limit parking to one side of the road during
school hours, particularly in the winter when snow banks are present on both sides of the
road.
ANALYSIS/RATIONALE
City Staff has received several complaints this school year regarding parents and
students not being able to safely cross McMicking Street as drivers are stopping their
vehicle in the posted No Stopping zone and obstructing the crossing area. Staff carried
out various technical studies to determine if any mitigating measures are warranted. A
school crossing guard study identified that there are several adequate gaps in traffic to
enable pedestrians to cross the road without encountering a through vehicle. Although
the pedestrian crossing volumes are below the thresholds to warrant a pedestrian
crossover, the alignment of the school walkway to the east approach of the intersection
provides good system connectivity to the neighbourhood and may help encourage
students to walk to school. The establishment of a pedestrian crossover will entail a
marked ladder crosswalk and associated signage, and will provide a better visual crossing
location. Pedestrians have the right of way at pedestrian crossovers. Drivers and cyclists
approaching the pedestrian crossover must stop behind the yield line for pedestrians
within the crosswalk or if they are intending to cross the road, and wait until the pedestrian
completely crosses the road before proceeding. All road users must obey pedestrian
crossover rules at all times of the day and night.
The implementation of the pedestrian crossover requires a No Stopping zone to be
provided on each approach to the crossing, and following the crossing. The existing
restrictions will be extended to meet this criteria. A short corner restriction will also be
established to Piva Avenue as drivers are parking within the functional area of the
intersection. These restrictions are intended to provide adequate sight lines for
pedestrians at the crosswalk, and for drivers approaching the crosswalk.
School Administrators are in support of the proposed pedestrian crossover, and have
communicated this proposed pedestrian crossover to their school community.
FINANCIAL/STAFFING/LEGAL IMPLICATIONS
The installation of the signs will be carried out by Municipal Works - Transportation
Services staff, while the application of the pavement markings will be carried out by the
City’s contractor. It is estimated that the cost to install the required signs is $1,500.
The pedestrian crossing needs to be made accessible by providing a tactile warning plate
on each side of the crosswalk.
Page 442 of 625
MW-2021-79
November 16, 2021
CITY’S STRATEGIC COMMITMENT
The recommendations of this report achieve the Strategic Priority to provide Safe and
Accessible Transportation by encouraging multi-modal travel and active transportation
initiatives, and enhancing motorist, cyclist and pedestrian safety.
LIST OF ATTACHMENT
Study area diagram
Recommended by:
Erik Nickel, Director of Municipal Works
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
M. Bilodeau
Page 443 of 625
MW-2021-79
McMicking Street @ Piva Avenue
Proposed Pedestrian CrossoverPiva AvenueProposed Pedestrian Crossover
Prince Philip
Public School
No Stopping
No Stopping, 8 a.m. to 4:30 p.m.,
Monday to Friday (to remain)Page 444 of 625
MW-2021-80
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Municipal Works - Transportation Services
SUBJECT: MW-2021-80
Multiple Intersections
Intersection Control Review
RECOMMENDATIONS
That a stop sign is installed on the minor street approach at each of the following
intersections:
1. Southbound on Harper Drive at Bellevue Street;
2. Northbound on Ronnie Crescent at Jubilee Drive; and
3. Southbound on Second Avenue at Hamilton Street.
EXECUTIVE SUMMARY
A stop sign is warranted at each studied location to properly assign the right -of-way
amongst motorists.
BACKGROUND
City Staff has received several requests to investigate the feasibility of installing a stop
sign on the minor street approach for traffic facing:
Southbound on Harper Drive at Bellevue Street;
Northbound on Ronnie Crescent at Jubilee Drive; and
Southbound on Second Avenue at Hamilton Street.
Both intersections of Harper Drive at Bellevue Street and Ronnie Crescent at Jubilee
Drive are currently controlled by a yield sign on the minor street approaches. The
intersection of Second Avenue at Hamilton Street currently operates under the basic right-
of-way rule.
ANALYSIS/RATIONALE
Study results indicate that a stop control is warranted at each of the aforementioned
intersections. The approach sight triangle requirement for both yield control and
uncontrolled crossing is not met, thus warranting additional traffic control. This is common
Page 445 of 625
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MW-2021-80
November 16, 2021
in developed residential areas where vegetation, fences and dwellings are present within
the visibility clear zone. A collision review revealed that a collision problem does not exist
at any of these intersections in the previous three years. The installation of the stop sign
will ensure motorists on the minor approach stop and yield the right-of-way to motorists
on the major road.
FINANCIAL/STAFFING/LEGAL IMPLICATIONS
The installation of the stop signs is to be carried out by Municipal Works - Transportation
Services staff. The labour and material costs will be accounted for in the 2021 General
Purposes Budget. It is estimated that the cost to install the sign is approximately $450.
CITY’S STRATEGIC COMMITMENT
Encourage multi-modal travel and active transportation initiatives, and enhance motorist,
cyclist and pedestrian safety.
LIST OF ATTACHMENTS
Attachment 1 – Bellevue Street at Harper Drive - Study Area
Attachment 2 – Ronnie Crescent at Jubilee Drive - Study Area
Attachment 3 – Second Avenue at Hamilton Street - Study Area
Recommended by:
Erik Nickel, Director of Municipal Works
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
M. Bilodeau
Page 446 of 625
MW-2021-80
Attachment 1
Bellevue Street at Harper Drive – Study Area
Bellevue St.
Proposed Stop Sign
Page 447 of 625
MW-2021-80
Attachment 2
Ronnie Crescent at Jubilee Drive - Study Area
Ronnie Cres.
Proposed Stop Sign
Page 448 of 625
MW-2021-80
Attachment 3
Second Avenue at Hamilton Street - Study Area2ndAvenueHamilton Street
Proposed Stop Sign
Page 449 of 625
MW-2021-81
November 16, 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-2021-81
Heritage Drive
Parking Control Review
RECOMMENDATIONS:
1. That a No Parking at all times restriction be installed on the inner curve (north
side) of Heritage Drive between Secord Place and a point 28 metres west of
Secord Place;
2. That a No Parking at all times restriction be installed on the inner curve (south
side) of Heritage Drive between a point 22 metres west of Empire Place and a
point 35 metres east of Empire Place; and,
3. That a No Parking at all times restriction be installed on the inner curve (south
side) of Heritage Drive between Loyalist Avenue and a point 75 metres east of
Loyalist Avenue.
EXECUTIVE SUMMARY
A parking review was conducted on Heritage Drive between Swayze Drive and Stanley
Avenue to determine whether parking restrictions are warranted. Based on on-street
parking observations and a technical review, No Parking At All Times restrictions are
warranted on the inner portion of each curve on Heritage Drive. Vehicles parked within
or in close proximity to the curves compromise visibility and reduce manoeuvering
space for motorists traversing the roadway in opposing directions.
BACKGROUND
Heritage Drive is a local road that extends between Swayze Drive to the west and
Stanley Avenue to the east. The road is 8 metres wide with sidewalks and grass
boulevards on both sides. Light poles are also present on the south side. The
surrounding land uses consist primarily of residential properties, with Heritage Park and
Victoria Public School located on the north side of the road, between Butler Place and
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MW-2021-81
November 16, 2021
Loyalist Avenue. The roadway consists of various curves throughout its 590 metre
length. The roadways vertical alignment also consists of minor changes in elevation.
A parking restriction is currently present on the south side (inner curve) between a point
66 metres east of Swayze Drive and a point 114 metres east of Swayze Drive. A No
Stopping 8:00AM to 4:30PM Monday to Friday restriction is present on the north side of
Heritage Drive fronting Victoria Public School.
ANALYSIS/RATIONALE
Staff is recommending that No Parking At All Times restrictions be installed within the
inner portions of the main curves of Heritage Drive, located between Butler Place and
Stanley Avenue. Technical observations conducted on Heritage Drive revealed
consistent parking activity near and within existing curves of Heritage Drive. Vehicles
parked within and in close proximity to road curves significantly reduce sight lines for
motorists.
Questionnaires were distributed to all properties on Heritage Drive between Swayze
Drive and Stanley Avenue. Of the one hundred fifty-four (154) questionnaires delivered,
fifteen (15) responses were received, which represents a 10% response rate. Of these,
twelve (12) responses were returned favouring some form of a parking restriction. All
respondents favouring the implementation of parking restrictions reside within, or in
close proximity to curves on Heritage Drive.
Despite a consensus not being established amongst the residents, the technical
analysis revealed operational issues on Heritage Drive. Prevailing transportation
guidelines identify that motorists are required to see the road ahead of them for a
minimum distance to allow them to perceive traffic and come to a complete stop if
required. Vehicles parked on the inside of road curves can obstruct visibility so drivers
are not afforded the sight lines they require to perceive then react to a situation and
safely stop. Secondly, drivers proceeding through on a curve may keep a greater
distance from the parked cars and tend to encroach into the opposing traffic lane, and
poses a risk of a collision. Prohibiting parking in the immediate area of the curves will
increase visibility and provide motorists with additional manoeuvering space allowing for
safer traffic operation.
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 2021 General
Purposes Budget. It is estimated that the cost to install the signs is approximately $850.
Page 451 of 625
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MW-2021-81
November 16, 2021
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
Recommended by:
Erik Nickel, Director of Municipal Works
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
M. Bilodeau
Page 452 of 625
TS-2021-81
Heritage Drive
Parking Control Review
Proposed No Parking Restriction Stanley AvenueHeritage Park
Existing No Parking Restriction
Existing No Stopping 8:00AM to 4:30PM Monday to FridayPage 453 of 625
PBD-2021-62
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Planning, Building & Development
SUBJECT: PBD-2021-62
PLC-2021-003, Request for Removal of Part Lot Control
Lot 27, Range 2, Plan 284
4437-4443 First Avenue
Applicant: Brian O’Neill
RECOMMENDATION
That Council approve the request and pass the by-law included in today’s agenda to
exempt Lot 27, Range 2, Plan 284 from Part Lot Control for a period of two years.
EXECUTIVE SUMMARY
Brian O’Neill has requested Council pass a by-law to exempt Part Lot Control from Lot 27,
on Registered Plan 284 to allow the transfer of ownership of the semi-detached dwelling
to permit the sale of the units separately. The request can be supported based on the
following:
• The zoning permits semi-detached dwellings and the proposed parcel sizes; and,
• The by-law will permit a deed to be created for each parcel containing a semi-
detached dwelling unit and permit each property to be sold.
BACKGROUND
Brian O’Neill has submitted a request to have Part Lot Control lifted from Lot 27, Range 2,
Registered Plan 284, located at 4437-4443 First Avenue, as illustrated on Schedule 1.
The lifting of Part Lot Control is a planning tool that permits the creation of parcels in blocks
within registered plans of subdivision. In this case, the lifting of Part Lot Control is
requested to allow the creation of 2 parts for 2 semi-detached dwellings as seen on
Schedule 2.
ANALYSIS/RATIONALE
The subject lands are located on First Avenue (Plan 284 which was registered on
September 24, 1873). The lot contains a semi-detached dwelling. The lot is zoned
Residential and Two (R2) zone by Zoning By-law No. 79-200, as amended. The owner
wishes to divide the property into 2 parcels and sell each unit separately. The proposed
parcels comply with the minimum lot area and minimum lot frontage requirements of the
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2
PBD-2021-62
November 16, 2021
zone. The owner has confirmed to the satisfaction of Municipal Works that each of the
units are independently service.
Part Lot Control provisions under the Planning Act prevent lands that are within a
registered plan of subdivision from being further divided without a consent to sever and
would prevent the dwellings from being sold separately. Municipalities have the ability to
lift or exempt Part Lot Control from blocks within a Plan of Subdivision to allow lot lines to
be reconfigured or parts of a block to be conveyed without the need for a consent
application.
Approval of a Part Lot Control by-law is requested so that the lot can be divided into 2
parts to create 2 parcels for the semi-detached dwelling units. The exemption is to apply
for two years to allow for flexibility in scheduling real estate closing dates.
FINANCIAL/STAFFING/LEGAL IMPLICATIONS
As Development Charges are not applicable, there are no financial implications.
CITY’S STRATEGIC COMMITMENT
Council’s priority is to use infill opportunities for multi-unit development to diversify the
range of housing available in existing neighbourhoods. The application is consistent with
this priority.
LIST OF ATTACHMENTS
➢ Schedule 1 – Location Map
➢ Schedule 2 – Reference Plan 59R-17013
Recommended by:
Alex Herlovitch, Director of Planning, Building & Development
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
P. Boyle:pb
Attach.
S:\PART LOT CONTROL\2021\PLC-2021-003 First Ave\PBD-2021-62, PLC-2021-003, First Ave.docx
Page 455 of 625
3
PBD-2021-62
November 16, 2021
SCHEDULE 1
(Location Map)
Page 456 of 625
4
PBD-2021-62
November 16, 2021
SCHEDULE 2
(Reference Plan)
Page 457 of 625
PBD-2021-63
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Planning, Building & Development
SUBJECT: PBD-2021-63
Execution by-law to authorize the Mayor and Clerk to bind the
City
RECOMMENDATION
That the Mayor & City Clerk be authorized to sign the Cost Acknowledgement Agreement
with Walker Aggregates Inc.
BACKGROUND
Walker Aggregates Inc. (Walker) intends to submit an application for an Official Plan
Amendment and a Zoning By-law Amendment to provide for the extraction of aggregate
resources. The City’s Fee Schedule provides that the cost of the application shall be at
full cost recovery meaning that staff time accrued in the processing of the application
together with all disbursements are to be paid by the applicant.
To secure the full costs, a Cost Acknowledgement Agreement has been prepared
between Walker and the City. In order to bind the parties, the Agreement must be signed
by both parties to the Agreement.
A by-law to authorize the Mayor and City Clerk to sign the Agreement on behalf of the
Corporation is included in tonight’s Council Agenda.
Recommended by:
Alex Herlovitch, Director of Planning, Building &
Development
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
AH:cv
S:\PDR\2021\PBD-2021-63, Execution Agreement.docx
Page 458 of 625
PBD-2021-65
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Planning, Building & Development
SUBJECT: PBD-2021-65
PLC-2021-004, Request for Removal of Part Lot Control
Blocks 1, 6 & 10, Registered Plan 59M-474
6713-6723 Cropp Street and 4877-4897 Pettit Street
Applicant: Winzen Niagara Homes Limited
RECOMMENDATION
That Council approve the request and pass the by-law included in today’s agenda to
exempt Blocks 1, 6 & 10, Registered Plan 59M-474 from Part Lot Control for a period of
two years.
EXECUTIVE SUMMARY
Winzen Niagara Homes Limited has requested Council pass a by-law to exempt Part Lot
Control from Blocks 1, 6 & 10, on Registered Plan 59M-474 to allow the transfer of
ownership of the on-street townhouse dwelling units that are under construction. The
request can be supported based on the following:
• The zoning permits on-street townhouse dwellings and the proposed parcel sizes;
and,
• The by-law will permit a deed to be created for each parcel containing a dwelling
unit and permit each property to be sold separately.
BACKGROUND
Winzen Niagara Homes Limited has submitted a request to have Part Lot Control lifted
from Blocks 1, 6 and 10 on Registered Plan 59M-474, located at 6713 - 6723 Cropp Street
and 4877 – 4897 Pettit Street as illustrated on Schedule 1.
The lifting of Part Lot Control is a planning tool that permits the creation of parcels in blocks
within registered plans of subdivision. In this case, the lifting of Part Lot Control is
requested to allow the creation of 7 parts in Block 1 for 6 on-street townhouse dwelling
units, the creation of 7 parts in Block 6 for 6 on-street townhouse dwelling units and 8 parts
in Block 10 for 7 on-street townhouse units. Additional parts are for existing easements
for stormwater management purposes.
Page 459 of 625
2
PBD-2021-65
November 16, 2021
ANALYSIS/RATIONALE
The subject lands are located on Cropp Street within the Winzen Plan of Subdivision (59M-
474) which was registered on November 15, 2019. The subdivision contains blocks of land
for on-street townhouse dwellings and apartment buildings. Block 1, 6 & 10 are zoned
Residential Mixed (R3-989) by Zoning By-law No. 79-200, as amended by By-law No.
2013-126. The proposed parcels comply with the minimum lot area and minimum lot
frontage requirements of the site specific R3-989 zone.
Part Lot Control provisions under the Planning Act prevent lands that are within a
registered plan of subdivision from being further divided without a consent to sever and
prevent the individual townhouse units from being created. Municipalities have the ability
to lift Part Lot Control from blocks within a Plan of Subdivision to allow lot lines to be
reconfigured or parts of a block to be conveyed without the need for a consent application.
As all matters necessary for the development of the lands have been addressed through
the subdivision process, a Part Lot Control By-law can be considered for the division of
the subject lands.
Approval of a Part Lot Control by-law is requested so that Block 1 can be divided into 7
parts to create 6 parts for on-street townhouse dwelling units and one part for an easement
and Block 6 be divided into 7 parts with 6 parts for on-street townhouse dwelling units and
1 part for an easement and Block 10 be divided into 8 parts consisting of 6 parts for on -
street townhouse units and 2 parts for easements. The exemption is to apply for two years
to allow for flexibility in scheduling real estate closing dates and should be sufficient time
to allow units to be absorbed by the market.
FINANCIAL/STAFFING/LEGAL IMPLICATIONS
As Development Charges have already been collected, there are no financial implications.
CITY’S STRATEGIC COMMITMENT
Council’s priority is to use infill opportunities for multi-unit development to diversify the
range of housing available in existing neighbourhoods. The application is consistent with
this priority.
LIST OF ATTACHMENTS
➢ Schedule 1 – Location Maps
➢ Schedule 2 – Reference Plan 59R-17073 (Block 1)
➢ Schedule 3 – Reference Plan 59R-16998 (Block 6)
➢ Schedule 4 – Reference Plan 59R-17074 (Block 10)
Page 460 of 625
3
PBD-2021-65
November 16, 2021
Recommended by:
Alex Herlovitch, Director of Planning, Building & Development
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
P. Boyle
Attach.
S:\PART LOT CONTROL\2021\PLC-2021-004 Pettit & Cropp, Blocks 1, 6 & 10, 59M-474\PBD-2021-65, PLC-2021-004, Winzen
Niagara Homes.docx
Page 461 of 625
4
PBD-2021-65
November 16, 2021
SCHEDULE 1
(Location Map)
Block 1
Block 10
Block 6
Page 462 of 625
5
PBD-2021-65
November 16, 2021
SCHEDULE 2
(Block 1 )
Page 463 of 625
6
PBD-2021-65
November 16, 2021
SCHEDULE 3
(Block 6)
Page 464 of 625
7
PBD-2021-65
November 16, 2021
SCHEDULE 4
(Block 10)
Page 465 of 625
PBD-2021-67
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Planning, Building & Development
SUBJECT: PBD-2021-67
AM-2020-016, Zoning By-law Amendment Application
Part 1: 6663, 6671 and 6683 Stanley Avenue and 5640 and 5582
Dunn Street
Part 2: Part Range 6 Plan 1 Stamford Surface Only, as in ST40172
Applicants: Stanley JV Inc. (Kyle Bittman) and Tom and Susan
Newell
Agent: NPG Planning Solutions (Mary Lou Tanner)
Mixed Use 30-Storey Development Consisting of Two Apartment
Buildings and a Hotel Building
RECOMMENDATION
That subject to subsection 34(17) of the Planning Act, Council pass a resolution to deem the
modifications to the draft zoning by-law, to permit Part 2 to be merged and zoned with Part 1,
to be minor in nature and that no further notice is necessary.
EXECUTIVE SUMMARY
On September 14, 2021 Council approved a Zoning By-law amendment application for
subject lands known as 6663, 6671 and 6683 Stanley Avenue and 5640 and 5582 Dunn
Street (Part 1).
Since that time, the applicant has acquired a vacant parcel (Part 2, as shown on Schedule 1)
with the intention that the parcel merge in title to be used with the abutting lands. It is proposed
that the podium base will extend along Stanley Avenue to provide more at-grade commercial
units to maintain a consistent street edge. In addition, the second underground parking level
will be removed. The development will now have 989 parking spaces compared to its
previously proposed 969 spaces.
The approved Zoning By-law application will permit the proposed mixed use 30-storey
development consisting of two apartment buildings and a hotel building. Approval is subject
to a Section 37 agreement between the City and the applicant to secure streetscape
improvements along Stanley Avenue and Dunn Street, which will be executed.
The applicant has indicated no changes are necessary to the proposed by-law.
Section 34(17) of the Planning Act provides that where there is a change to the proposed by-
law since the time of the Public Meeting, Council must decide if the modifications are minor
in nature and whether further notice is required. Therefore, Council is requested to determine
that these changes are minor and pass the resolution on tonight’s agenda.
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The acquired land has been included in the Section 37 agreement and in Schedule 1-Location
Map of the by-law that will be presented for Council’s approval at a subsequent Council
meeting.
BACKGROUND
On September 14, 2021 Council approved an application to site specifically amend Zoning
By-law No. 79-200 for lands known as 6663, 6671 and 6683 Stanley Avenue and 5640 and
5582 Dunn Street. Approval of the amendment is subject to the following:
- A maximum building height of 30 storeys and 93.7 m, requiring 1.25 parking spaces
for each dwelling unit, a maximum floor area of 485 m2 for each retail store, and for
requiring the whole of the lands as the lot area;
- The site specific zoning by-law include a Holding (H) regulation to require a record of
site condition and updated wind and noise studies; and,
- Execution of a Section 37 agreement to secure streetscape improvements on the
abutting Stanley Avenue and Dunn Street.
The applicant has acquired Part 2 with the intention the parcel will merge in title with abutting
Part 1 lands as shown on Schedule 1.
It is proposed that the podium base will now extend along Stanley Avenue to provide more
at-grade commercial units that will maintain a consistent street edge along Stanley Avenue.
In addition, the second underground parking level will be removed. The development will
now have 989 parking spaces compared to its previously proposed 969 spaces.
Staff are supportive of the land merger and the resulting built form. The public realm will be
framed more effectively and the inclusion of Part 2 will utilize a parcel of land that has limited
development potential and will compete redevelopment of this portion of the block face.
There are no changes proposed to the height or number of residential and hotel units . The
original and proposed Stanley Avenue site plans are shown on Schedule 2.
The applicant has indicated no changes are necessary to the proposed by -law.
To accommodate the additional land, under Section 34(17) of the Planning Act Council will
need to pass a resolution to determine the changes are minor in nature.
LIST OF ATTACHMENTS
➢ Schedule 1 – Location Map
➢ Schedule 2 – Site Plan
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Recommended by:
Alex Herlovitch, Director of Planning, Building & Development
Respectfully submitted:
Jason Burgess, Chief Administrative Officer
J.Hannah:
Attach.
S:\PDR\2021\PBD-2021-67, AM-2020-016 Stanley & Dunn, Deem Changes Minor.docx
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4
PBD-2021-67
November 16, 2021
SCHEDULE 1
(Location Map)
LEGEND
Part 1
Part 2
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5
PBD-2021-67
November 16, 2021
SCHEDULE 2
(Site Plan)
Original Proposal
New Proposal
Part 2
Page 470 of 625
PBD-2021-68
November 16, 2021
REPORT TO: Mayor James M. Diodati
and Members of Municipal Council
SUBMITTED BY: Planning, Building & Development
SUBJECT: PBD-2021- 68
Matters Arising from Municipal Heritage Committee
5017 Victoria Avenue, Carnegie Library
5688 Robinson Street, Climenhage House
RECOMMENDATION
1. That Council approve the proposed alteration to 5017 Victoria Avenue, known as
the Carnegie Library. The proposed replacement of the front doors will not alter
the reasons for designation.
2. That Council approve the demolition permit for the property at 5688 Robinson
Street, originally the Climenhage House. With the condition that a construction
fence be placed 0.6 metres (2 feet) away from the east property line to act as a
buffer zone to ensure the integrity of the graves; and an archaeological study
should be completed prior to the redevelopment, given the proximity to the
neighbouring cemetery and battlefield.
EXECUTIVE SUMMARY
At the October 27, 2021 meeting of the Municipal Heritage Committee the following motions
were adopted:
“That the Committee support the proposed work to the front doors at the Carnegie
Library, 5017 Victoria Avenue.”
“That the committee supports the demolition of the Climenhage house, 5688
Robinson Street, with the stipulation that an archaeological study be completed prior
to the redevelopment of the property, given the proximity to the neighbouring
cemetery and battlefield.”
ANALYSIS/RATIONALE
Carnegie Library, 5017 Victoria Avenue, c. 1910
The Carnegie Library was constructed c. 1910, and was designated under the Ontario
Heritage Act in 1999 as a property having cultural heritage value and interest in the City.
From 1910 – 1974 the Carnegie Library operated as the city’s main library with a location
that was easily accessible to residents. The library contributed to the growth of its citizens
by providing an inclusive learning forum. The building is one of 107 Carnegie Foundation
funded libraries in Canada making it relatively rare. It features many architectural attributes
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November 16, 2021
with the Classical Revival style, after the closure of the public library, it continued to be
adaptively reused for office space and remained a working part of the community.
In March of 2021, the Carnegie Library was sold to Niagara Regional Housing to be used
for the provision of Transitional Housing units. Renovations include internal reconstruction
with 21 suites and support activity space. Part of the renovations are updating the front
doors by replacing them with something similar to replicate what would have originally been
in place on the building.
A request was received by the Municipal Heritage Committee regarding the replacement of
the front doors from Niagara Regional Housing. The proposed scope of work is to install a
new Ultimate wood front door with panic bars similar to the existing and raised wood panels
on the bottom. The existing transom will remain with the addition of an awning window, with
small holes to create air circulation opening to the interior for maintenance purposes. The
wood will be painted or stained to match.
The Municipal Heritage Committee reviewed the project and had no objection as the
appearance will be similar to the original design. The proposed alteration will not alter the
reasons for designation.
Climenhage House, 5688 Robinson Street, c. 1850
A request was received by the Municipal Heritage Committee regarding the proposed
demolition of the house at 5688 Robinson Street. The house is listed on the Municipal
Register of Heritage Properties and as such an owner shall provide the City with 60 days
notice in writing of the proposed demolition. The owner provided this request to the
Committee through email on October 14, 2021.
At the October 27, 2021 meeting the Committee discussed and analyzed the property.
Upon review of the information known about the property the Committee determined that
because the house was built using simple construction techniques, likely replicated
elsewhere in the City; the property does not possess significant historical value or
associative value because it has no direct association with a theme, event, belief, person,
activity, organization or institution that is significant to a community. For these reasons, the
Committee does not object to its demolition.
FINANCIAL IMPLICATIONS
None
CITY’S STRATEGIC COMMITMENT
To further the preservation of the City’s Heritage.
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November 16, 2021
Recommended by:
Alex Herlovitch, Director of Planning, Building & Development
Respectfully submitted:
Jason Burgess, CAO
S.Anderson:sa
S:\PDR\2021\PBD-2021-68, Matters Arising from MHC, 2021DPG.docx
Page 473 of 625
Appendix 2 – National Council of Canadian Muslims – Municipal Recommendations
The following are the seven recommendations that the NCCM has made to municipal
governments across Canada to tackle violent and systemic forms of Islamophobia.
These recommendations should be reviewed with some contextual factors in mind:
• Canadian Muslims are not a monolithic body and the NCCM encourages
municipalities to listen to those who have alternate perspectives as well.
• The recommendations are not listed in order of priority as a holistic approach to
solving Islamophobia is required.
• The recommendations were crafted generally and do not consider, for exampl e,
the difference between single-tier and two-tier municipal structures and the
recommendations should be reviewed with that lens.
Included below each recommendation are staff’s preliminary thoughts as to how
particular recommendations may align with City and advisory committee work plans with
the caveat that further consultation, research, and work is required.
1. Pass municipal street harassment bylaws that are proportional and
constitutional, such as the approach now being adopted in Edmonton after
an NCCM initiative. Bylaws should also address clearly hateful verbal
assaults and give authorities the ability to ticket and fine when necessary.
This recommendation aligns with work already being done by the Anti-Racism
Advisory Committee. At its April 20, 2021 meeting the Committee passed a
motion recommending an Anti-Street Harassment By-Law. This went to the
Social Pillar at its July 22, 2021 meeting and a motion carried to send this item to
Council to request a report from staff. At its August 9, 2021 meeting, Council
moved:
That the Social Sustainability Committee recommend that the proposal from
the Anti-Racism Advisory Committee to amend the current public nuisance
by-law be sent to City Council to request a report back from City staff on the
following:
Amend By-law 2007-295 (a By-law to address Public Nuisances) under
Section 2 "Prohibitions" to add: “No person shall, in a public place,
unnecessarily interfere with another person’s use and enjoyment of the Public
Place by using abusive or insulting language as a personal invective.”; and
That staff be directed to consider adding “aggressive behaviour” to the
amendments to the Public Nuisances By-law. Carried as Amended
Page 474 of 625
A staff report on this recommendation is forthcoming.
2. Municipalities provide dedicated funding for local community-based anti-
Islamophobia initiatives.
This recommendation will be discussed with the Anti-Racism Advisory
Committee and where appropriate, staff will seek opportunities to work with other
agencies, levels of government, and community groups. Budget approval, if
necessary, may be sought for implementation.
3. Mayors should build Anti-Islamophobia Advisory Councils/Circles while
ensuring that there is appropriate representation of diverse local Muslim
communities.
This recommendation aligns with the following item from the approved 2021
workplan of the Anti-Racism Advisory Committee:
Committee/Board Recruit Outreach to BIPOC Communities: using statistics from
the Clerk’s office, identify committees where BIPOC residents are under-
represented and propose ways to overcome barriers to recruitment of BIPOC
residents to these committees.
This recommendation also aligns with staff’s continued work on a 2019 direction
from Council, which was delayed by Covid-19, to seek best practices and
develop a new Public Appointment Policy and Application Process for citizen
appointments to all city boards and committees and to develop proactive
strategies to ensure that the appointment process reflects, in part, the diversity of
the city.
4. Municipalities dedicate specific funding for anti-Islamophobia public
awareness campaigns.
This recommendation aligns with the following item from the approved 2021
workplan of the Anti-Racism Advisory Committee:
Public Education Campaign on Anti-Racism: a campaign to raise public
awareness about recognizing what racism is, why it is harmful, and what to do
when you see it.
Staff will continue working with the Anti-Racism Advisory Committee on the
implementation of workplan items in coordination with other City-led and
community-led initiatives. Where necessary, budget approval may be sought.
Page 475 of 625
5. Invest in celebrating the history of local Canadian Muslims and initiatives
through a concrete program that brings these figures and names to the
forefront of local-level recognition. Municipalities should fund events and
spaces where their accomplishments are celebrated in a way that clearly
shows that Muslims have made real contributions to Canadian society and
are far from the violent caricatures that constantly make the news.
Working with the advisory committees and local representatives from the Muslim
community, staff can explore ways to commemorate and build public awareness
of the historical experiences and contributions that Muslims have made to St.
Catharines, perhaps through a public art or history display at City Hall.
6. Redirect funding towards alternative measures to policing in municipal
budgets.
Policing is not within the purview of the City; however, this recommendation
aligns somewhat with the work of staff, as well as both the Anti-Racism Advisory
Committee and the Recreation Master Plan Advisory Committee as they continue
to work on the ‘Rzone Policy’ that was developed in 2019.
7. Develop models for training young Muslim leaders for the future such as
the Youth Fellowship program in Toronto.
The City is not a single tier municipality like Toronto; however, there may be
some opportunities for partnership with local organizations under this
recommendation. Staff will explore opportunities to support this recommendation
with input from the advisory committees and local organizations such as the Folk
Arts Multicultural Centre and Muslim community groups.
Page 476 of 625
Administration
Office of the Regional Clerk
1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7
Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977
www.niagararegion.ca
October 25, 2021
CL 20-2021, October 21, 2021
COTW 5-2021, October 7, 2021
PDS 31-2021, August 5, 2021
LOCAL AREA MUNICIPALITIES
SENT ELECTRONICALLY
Niagara Region Incentives Policy
PDS 31-2021
Regional Council, at its meeting held on October 21, 2021, passed the following
recommendation from its Committee of the Whole meeting:
1. That the Niagara Region Incentives Policy (Appendix 1 of Report PDS
31-2021) which promotes Council’s four priority areas for Niagara Region,
namely Affordable Housing, Employment, Brownfield Remediation, and
Public Realm, BE APPROVED with the following additions:
a) That the current Regional TIG and Smart Growth DC programs be
maintained in municipal CIP districts until October 1, 2024, or until new
programs are approved by Regional Council that further support municipal
CIP Districts with criteria that supports residential intensification,
employment enhancements and brownfield remediation;
b) That the SNIP (Smarter Niagara Incentive Program) be maintained with
a maximum dollar figure available for grants that is determined during the
annual budget process;
2. That staff PROVIDE sunset clause policies for currently approved
programs that include reasonable expiration dates;
3. That staff formally REVIEW and REPORT to Regional Council prior to
October 2024 on the effectiveness, challenges and any recommended
changes to the Region’s Incentive Programs, after consulting with the
local area municipalities;
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Niagara Region Incentives Policy
October 25, 2021
Page 2
4. That staff BE DIRECTED to explore the inclusion of the Niagara
Investment in Culture Program as part of the updated policy; and
5. That Report PDS 31-2021 BE CIRCULATED to the Local Area
Municipalities.
A copy of Report PDS 31-2021 is enclosed for your reference.
Yours truly,
Ann-Marie Norio
Regional Clerk
CLK-C 2021-163
cc: M. Bannerman, Incentives and Grants Program Manager
M. Sergi, Commissioner, Planning and Development Services
N. Oakes, Executive Assistant, Planning and Development Services
Page 478 of 625
PDS 31-2021
August 5, 2021
Page 1
Subject: Niagara Region Incentives Policy
Report to: Committee of the Whole
Report date: Thursday, August 5, 2021
Recommendations
1. That the Niagara Region Incentives Policy (Appendix 1 of Report PDS 31-2021) BE
APPROVED; and
2. That Report PDS 31-2021 BE CIRCULATED to the Local Area Municipalities.
Key Facts
• The purpose of this report is to present a Niagara Region Incentives Policy which
outlines Regional incentive programs aligned into the four Priority Areas identified
by Council.
• In 2018, Regional Council endorsed the review of Regional incentive programs with
the goals of having incentives align with Regional priorities and responsibilities,
address current and future needs, provide meaningful and measurable results, and
be sustainable, clear and accountable.
• In 2019, Council further directed staff to align Regional incentives into four priority
areas: Affordable Housing, Employment, Brownfield Remediation, and Public
Realm.
• The Regional incentive review has included both process and value-for-money
audits of incentive programs; public, stakeholder and local municipal partner
engagement; and research into comparator programs and best practices. An
interdepartmental team of Regional staff has worked to align Regional incentives
into the priority areas and provide recommendations for program and administrative
improvements.
• The proposed Niagara Region Incentives Policy (Appendix 1) updates, aligns and
consolidates the majority of Regional incentives in a single document, providing
greater clarity, consistency and flexibility.
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PDS 31-2021
August 5, 2021
Page 2
______________________________________________________________________
• If approved, it is recommended that the newly aligned incentive programs be
implemented January 1, 2022, with the exception of incentive programs existing
under the current Regional Development Charges Bylaw (98-2017), which will
remain in effect until the expiration of that Bylaw on August 31, 2022.
• Additional improvements to incentive delivery include updating and expanding
Regional incentive information online; instituting a one-window approach for
applicants; improving collection of data and metrics; coordinating incentive
reporting; and providing for regular incentive policy and procedure review.
Financial Considerations
Funding for Regional incentives will be addressed through the 2022 budget process.
Though funding may be targeted differently, this review is not resulting in a request for
an increase in total incentive funding levels in 2022. The 2022 budget will include a
request to fund existing tax increment grant commitments through growth in alignment
with the budget planning bylaw, and may require consideration of additional budget to
address current Regional Development Charge (RDC) Bylaw grants including grants in
2017 brownfield transition agreements. A full leadership review of the staffing
requirements to support grants and incentives is pending council endorsement of this
report and a detailed review of individual program administration (occurring fall 2021). It
is anticipated program support will be achieved through repurposing of existing roles
and funding.
Incentives represent the largest discretionary item in the Niagara Region budget. As the
KPMG Service Sustainability Review report notes, the other remaining discretionary
programs in the Region’s budget relate to community grants such hospital funding and
Canada Summer Games, as well as Community Services grants and discretionary
spending for social assistance grants and child care services. In 2021, Regional
incentive spending was approximately $14 million. The chart below illustrates Regional
incentive spending in the 2021 budget.
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PDS 31-2021
August 5, 2021
Page 3
______________________________________________________________________
Chart 1: Regional Incentive Spending by Priority Area in the 2021 Budget
Approximately 33% of current Regional incentive funding is not aligned in one of the
four Priority Areas identified by Council. Furthermore, approximately one-third of the
Region’s incentive spending currently funds legacy commitments, such as tax increment
grants and RDC grants. Spending for legacy commitments under existing programs is
slated to increase in the next few years as grants which have Regional funding
committed, particularly tax increment grants or grants provided under the RDC Bylaw
expiring September 2022, are frequently not paid out until project completion several
years after approval. The current suite of incentive programs are forecasted to create
financial pressures in the coming years.
• Costs for Regional tax increment grant commitments will double 2019 levels over the
next 5-7 years.
• There is an estimated $17 million shortfall in the 2022 RDC grant budget as a result
of legacy commitments through expiring programs and RDC transition agreements
under the 2017 RDC by-law (see Appendix 3).
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August 5, 2021
Page 4
______________________________________________________________________
The recommendations of the incentive review would align Regional incentive spending
into the four Priority Areas, ensuring investments drive the policy outcomes Council is
trying to achieve. No increase in incentive spending is requested as a direct result of
incentive program changes recommended in the attached policy; however, ongoing
budget pressures relating to the current tax increment grant and RDC Bylaw
commitments noted above will be addressed in the 2022 budget. It is important to note
that there may be increasing budget pressures in future to sustain funding as some
incentive programs have no caps, and fluctuate significantly in uptake year to year.
Funding for incentive programs from provincial and federal governments may also vary
considerably from year to year, which will continue to effect program budgets. It is
requested that budget made available as legacy commitments expire be considered for
reinvestment in the Priority Area programs and to support the costs of any program
administration enhancements.
Future investment will be guided by program performance over time; key variables such
as pandemic recovery, the housing market, and employment patterns; and provincial
and federal funding opportunities.
Any additional funding for incentives would come through:
• Repurposing existing grant dollars, which has no incremental tax impact, enables
alignment with Regional priorities but takes time to realize;
• Provincial or federal funding, which may minimize tax impact but is often
unpredictable, reactive, unaligned with Regional priorities and time sensitive; and/or
• Increasing taxes, which makes funding available immediately and supports
sustainable, targeted programs but has an impact on low income households and
housing affordability.
Analysis
Catalysts, Goals and Direction of the Incentive Review
Times have changed, and Niagara has changed, significantly since the first Regional
incentive programs began in 2002. The economic, social and growth climates are very
different now, with the pandemic adding yet another layer of change. Incentive
programs during this period have proliferated in number, variety and cost: Niagara
Region now partners on over 150 different incentives programs. Regional incentives
are the largest discretionary item in the Regional budget, amounting to $14 million
(3.5% of the tax levy) in 2021. Administrative and technological advances also mean
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PDS 31-2021
August 5, 2021
Page 5
______________________________________________________________________
there are new ways to facilitate more efficient service and track program performance to
better measure incentives’ success.
In 2018 Regional Council endorsed a review of most incentive program delivered by
Planning and Development Services, Corporate Services, and Economic Development.
The goals of this review were to review current programs, and create Regional
incentives that align with Regional priorities and responsibilities, address current and
future needs, provide meaningful and measurable results, and ensure incentives are
sustainable, clear and accountable. Further direction was provided by Council in 2019
when staff were directed to align Regional incentives into four Priority Areas: Affordable
Housing, Employment in Key Sectors, Brownfield Remediation and Public Realm.
Following this direction the review was expanded to include Regional incentives for
affordable housing and related development charge incentives.
Key Review Components
(1) Audits and Research
In 2018 two audits of Regional incentives were undertaken: a process audit (Phase 1),
which considered the efficiency and effectiveness of current incentive procedures, and a
value-for-money audit (Phase 2), which evaluated performance, reviewed the working
relationships between the Region and Local Municipalities, and benchmarked Regional
incentive administration against similar municipalities. These audits produced
interesting findings and identified the following opportunities for improvement:
Phase 1
• The Region has not developed an overall master agreement nor operating
procedures/policies for the various grant and incentive programs
• Regional interests and priorities have not been sufficiently identified or
communicated to support the evaluation and approval processes
• [There is] Inconsistent and insufficient post-award monitoring to validate application
accuracy and measure overall program success
Phase 2
• The Region needs to consider program rationalization
• [There is a] Lack of master agreement or standard operating procedures
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August 5, 2021
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• [There are] Insufficient performance measures to report on program success and
compliance
• The Region can provide greater value-added support to improve administrative
efficiency and program success
The research and analysis included in the two audit reports has been supplemented by
staff research and data analysis of incentive programs, and studies conducted by
KPMG providing information on incentives in other municipalities and the performance
and sustainability of Regional incentives. These data, coupled with input obtained
through engagement, have shaped recommendations and Regional Incentive Policy.
(2) Engagement
Internal and external engagement has been conducted throughout the incentive review.
Internally, Regional staff working with incentive programs were interviewed and program
documents, data, processes and procedures were reviewed. There has also been
communication and coordination with other Regional initiatives related to the identified
Priority Areas, e.g., the Affordable Housing Steering Committee, the Regional
Development Charge Task Force. In addition, several reports and presentations on
incentives have come before Regional committees and Council since 2018, including
most recently a Regional Council Information Session on incentives held July 22, 2021.
External engagement has included outreach to the public and program stakeholders,
with a particular focus on Local Municipalities as the Region’s largest incentive partners.
These engagement milestones include:
2018: Interviews with each local municipality regarding incentive programs for the
audits, and a written comment period following the second audit report
2019: Meeting with local municipal staff
2020: Meeting with local municipal staff and survey – programs and priority areas
2021: Public Webinar; Public (453 responses) and Stakeholder (73 responses) surveys;
Meeting with local municipal staff; local municipal staff survey – proposed programs
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August 5, 2021
Page 7
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Recommendations
Recommendations proposed through the Regional incentive review meet the goals of
the incentive review, address the findings of the audits, and enhance incentive
programs by:
Communicating Regional priorities and aligning programs and policy with them
Consolidating incentives into a single Niagara Region Incentives Policy to provide
greater clarity around programs; flexibility to update policy and programs;
consistency with other Regional policies and procedures; continuous improvement
by ensuring regular program and policy review;
Updating performance measures and maintaining databases and Council reporting
tools to better measure and report program success;
Improving customer service by instituting a one-window delivery system; and,
Modernizing program information and processes by moving more incentive
information and interaction online.
Information on the specific incentive programs recommended for each Priority Area is
included in Appendix 2. Recommended programs meet Council’s direction through:
(1) Improving existing programs in the Priority Areas, e.g. the Affordable and Supportive
Housing RDC Deferral (Affordable Housing), the Gateway Economic Zone and
Centre Community Improvement Plan incentives (Employment), the Brownfield Tax
Increment Grant program (Brownfield Remediation), and the Public Realm
Improvement Program (Public Realm);
(2) Targeting or repurposing existing programs to align with Council Priority Areas, e.g.,
the Non-profit RDC Grant, Residential Rental Grant and Small Building Rental
Grant;
(3) Updating programs to ensure their sustainability, e.g., the Employment RDC Grant
and the Brownfield RDC Deferral; and,
(4) Creating a program to ensure access by all Local Municipalities to Priority Area
incentives, i.e. the Niagara Business Attraction Tax Increment Grant.
Implementation
If the Niagara Region Incentive Policy is approved, work will begin to implement aligned
programs as of January 1, 2022. Exceptions to this implementation date are any RDC
incentive programs currently included in the Regional Development Charge Bylaw
(Bylaw 2017-98), which will expire on August 31, 2022. From January 1 – August 31,
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August 5, 2021
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2022, applicants will be able to apply under either the new Niagara Region Incentive
Policy program or the existing RDC Bylaw program incentive program.
To support incentive partners and stakeholders, Regional staff will hold information
sessions on the newly aligned Regional incentives (e.g., how they may coordinate with
local programs, new processes and procedures) and consult with local municipalities on
key program components to be updated for some incentive programs (e.g., employment
incentives). Engagement for other initiatives such as the Regional Development
Charge Bylaw will also continue in 2021-22 through the RDC Task Force.
Alternatives Reviewed
As this report provides recommendations requested by Council through the Regional
incentive review no alternatives have been provided.
Relationship to Council Strategic Priorities
The recommendations in this report support the following 10 objectives in all four
Council strategic priorities:
Priority 1: Supporting Businesses and Economic Growth
• Objective 1.1: Economic Growth and Development
• Objective 1.2: Support retention and development of skilled labour force
• Objective 1.3: Collaborative Approach to Business Growth and Retention
• Objective 1.4: Strategically Target Industry Sectors
Priority 2: Healthy and Vibrant Community
• Objective 2.1: Enhance Community Wellbeing
• Objective 2.3: Addressing Affordable Housing Needs
Priority 3: Responsible Growth and Infrastructure Planning
• Objective 3.2: Environmental sustainability and stewardship (14)
Priority 4: Sustainable and Engaging Government
• Objective 4.1: High quality, efficient and coordinated core services
• Objective 4.2: Enhanced Communication
• Objective 4.3: Fiscally Sustainable
Page 486 of 625
PDS 31-2021
August 5, 2021
Page 9
______________________________________________________________________
Other Pertinent Reports
• PDS 42-2017 Overview of 2018 Incentive Review
• PDS-C 19-2018 ICOP Phase 1 Audit Report on Regional Incentive Review
• PDS-C 31-2018 ICOP Phase 2 Audit Report on Regional Incentive Review
• PDS-C 38-2018 Local Municipal Responses to Incentive Review Audit Report
• PDS 22-2019 Regional Incentives Financial Information
• PDS 34-2019 Grants and Incentives Review
• CSD 55-2020 Sustainability Review Final Report
________________________________
Prepared by:
Marian Bannerman, PhD
Program Manager, Grants and
Incentives
Planning and Development Services
_______________________________
Recommended by:
Michelle Sergi, MCIP, RPP
Commissioner
Planning and Development Services
Page 487 of 625
PDS 31-2021
August 5, 2021
Page 10
________________________________
Submitted by:
Ron Tripp, P.Eng.
Acting Chief Administrative Officer
This report was prepared in consultation with the Regional Incentive Review team
(Community Services: Donna Woiceshyn, Director, Niagara Housing Services, CEO of
Niagara Regional Housing; Corporate Services: Todd Harrison, CPA, CMA,
Commissioner of Corporate Services,/Treasurer; Helen Chamberlain, CPA, CA,
Director, Financial Management and Planning/Deputy Treasurer; Robert Fleming,
Senior Tax and Revenue Analyst; Lyndsey Ferrell, Program Financial Specialist;
Economic Development: Valerie Kuhns, Associate Director; Ken Scholtens, Manager,
Business Development and Expedited Services; Planning and Development Services:
Doug Giles, BUS, MEP, Director, Community and Long-Term Planning; Marian
Bannerman, Program Manager, Grants and Incentives), with input from Economic
Development: George Spezza, Director; Planning and Development Services: Khaldoon
Ahmad, Manager, Urban Design; Pat Busnello, Manager, Development Planning; Alex
Tikky, Senior Planner.
Appendices
Appendix 1 Niagara Region Incentives Policy
Appendix 2 Realigned Niagara Region Incentive Programs
Appendix 3 RDCPT-C 7-2021 Development Charges Grant Expenditures under
2017 Regional Development Charges By-law
Page 488 of 625
Appendix 1
PDS 31-2021
August 5, 2021
Corporate Policy C-A-XXX
Policy Category Name of Policy
Administrative Niagara Region Incentives Policy
Page 1 of 9
Policy Owner Planning and Development Services, Community and Long Range
Planning, Director of Community and Long Range Planning
Approval Body Regional Council
Approval Date August 26. 2021
Effective Date Janaury 1, 2022
Review by Date Within five years of effective date
1. Policy
This policy identifies Regional incentive programs aligning per Council direction with the
Council Priority Areas of Affordable Housing, Employment, Brownfield Remediation and
Public Realm, and outlines general objectives and parameters for these programs.
1.1. This policy pertains to the programs listed in Appendix A: Regional Incentive Programs.
1.2. Incentives are provided in these priority areas with the following goals:
1.2.1. To increase the amount of affordable housing in Niagara, particularly the supply
of purpose-built rental housing, and to maintain existing affordable rental housing
stock;
1.2.2. To attract and retain new businesses and full-time jobs to Niagara;
1.2.3. To encourage the remediation of contaminated sites for better environmental,
economic, health and safety and urban planning outcomes; and
1.2.4. To improve the accessibility, sustainability and attractiveness of public spaces on
Regional roads in core areas, and coordinate investment and workplans for major
capital projects in the public realm.
1.3. Eligibility, application, approval, documentation, reporting, tracking, monitoring and
payment requirements and practices for these Regional incentive programs will be
outlined in the Procedures related to this policy.
1.4. Incentives will be provided subject to budgetary availability.
1.5. For Regional incentive programs requiring applications, only complete, correct and
conforming applications will be considered.
1.6. Payment of grant incentives is contingent on compliance with all program requirements.
Page 489 of 625
Appendix 1
PDS 31-2021
August 5, 2021
Corporate Policy C-A-XXX
Policy Category Name of Policy
Administrative Niagara Region Incentives Policy
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1.7. Key incentive program data and performance indicators will be collected, reviewed and
reported on to demonstrate program effectiveness and accountability.
1.8. Clear, consistent information on Regional incentive programs will be provided to
program partners and stakeholders.
2. Purpose
The purpose of this policy is to align Regional incentive programs with the four priority
areas of Affordable Housing, Employment, Brownfield Remediation, and Public Realm
identified by Regional Council, and to consolidate them under one policy.
3. Scope
Where incentives in this policy relate to mandatory Development Charge incentives, the
incentives will continue until changed in the Development Charge Act. Where incentives in
this policy relate to discretionary Regional Development Charge incentives, the incentives
of Development Charge Bylaw 2017-98 will continue until the expiry of the bylaw on August
31, 2022.
No duplication of the following incentives is permitted:
• Affordable and Supportive Housing Regional Development Charge Deferral in this
policy and the discretionary Affordable Housing Regional Development Charge
Deferral, Section 11(f) of Bylaw 2017-98
• Employment Regional Development Charge Grant in this policy and the
discretionary Industrial Regional Development Charge Grant, Section 17(c) of Bylaw
2017-98
• Brownfield Regional Development Charge Deferral in this policy and the
discretionary Brownfield Regional Development Charge Grant, Section 14 of Bylaw
2017-98
• Intensification Regional Development Charge Grant in this policy and Intensification
Regional Development Charge Grant, Section 16 of Bylaw 2017-98
• 50% Industrial Expansion Regional Development Charge Grant in this policy and
50% Industrial Expansion Regional Development Charge Grant, Section 17 (a) and
(b) of Bylaw 2017-98
3.1. Roles and Responsibilities
3.1.1 Regional Council
Approves, by resolution, the Regional Incentives Policy and any updates as necessary
every five years.
Page 490 of 625
Appendix 1
PDS 31-2021
August 5, 2021
Corporate Policy C-A-XXX
Policy Category Name of Policy
Administrative Niagara Region Incentives Policy
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Approves budget allocation to fund Regional incentive programs.
Approves in-year and year-end funding requirements of budget variances related to
Regional incentive programs.
3.1.2 Corporate Leadership Team
Approves the Procedures related to this policy and any updates as necessary.
Provides budget recommendations to Council with respect to funding Regional incentive
programs.
3.1.3 Commissioner, Planning and Development Services or Designate
Reviews and updates the Regional Incentives Policy as necessary every five years and
submits any necessary changes for Council approval.
Creates necessary guiding strategies, supporting frameworks and procedures as
required to administer this policy which may be amended from time to time.
Monitors compliance and adherence to this policy.
Develops and maintains appropriate tracking of Regional incentive programs covered
under this policy and in related policies, programs or legislation, and reports on them
annually to Regional Council.
Carries out the above tasks in coordination with Regional Commissioners, Directors,
other Regional staff involved in administering these Regional incentive programs.
Provides recommendations to the Corporate Leadership Team with respect to incentive
program funding.
3.1.4 Commissioner, Corporate Services or Designate
Coordinates with Commissioner of Planning and Development Services or designate in
administration, tracking and reporting of incentive policies and programs outlined in this
policy and in related policies, programs or legislation.
Oversees Regional Development Charge Bylaw updates and recommends revisions as
required to Regional Incentives Policy and relevant programs should the Development
Charges Act be revised.
Provides recommendations to the Corporate Leadership Team with respect to incentive
program funding.
3.1.5 Director, Economic Development or Designate
Coordinates with Commissioner of Planning and Development Services or designate in
administration, tracking and reporting of incentive policies and programs outlined in this
policy and in related policies, programs or legislation.
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Appendix 1
PDS 31-2021
August 5, 2021
Corporate Policy C-A-XXX
Policy Category Name of Policy
Administrative Niagara Region Incentives Policy
Page 4 of 9
Provides recommendations to the Corporate Leadership Team with respect to incentive
program funding.
3.1.6 Commissioner, Community Services or Designate
Coordinates with Commissioner of Planning and Development Services or designate in
administration, tracking and reporting of incentive policies and programs outlined in this
policy and in related policies, programs or legislation.
Provides recommendations to the Corporate Leadership Team with respect to incentive
program funding.
3.1.7 Director, Housing Services/CEO, Niagara Regional Housing or Designate
Coordinates with Commissioner of Planning and Development Services or designate in
administration, tracking and reporting of incentive policies and programs outlined in this
policy and in related policies, programs or legislation.
Provides recommendations to the Corporate Leadership Team with respect to incentive
program funding.
3.1.8 Director, Legal and Court Services or Designate
Ensures that all Regional incentive program agreements satisfy all legal requirements
as outlined in appropriate legislation and appropriately mitigate legal exposure for
Niagara Region.
4. References and Related Documents.
4.1. Legislation, By-Laws and/or Directives
• Planning Act, R.S.O. 1990, c. P.13
• Municipal Act, 2001, S.O. 2001, c. 25
• Development Charges Act, 1997, S.O. 1997
• Canada-Ontario Community Housing Initiative
• Ontario Priorities Housing Initiative
• ICP 97-2011
• ICP 33-2013
• ICP 118-2013
• PDS-C 3-2017
• By-law 2017-89
• By-law 2017-98
• CSD 34-2019
• COM-C 32-2020
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Appendix 1
PDS 31-2021
August 5, 2021
Corporate Policy C-A-XXX
Policy Category Name of Policy
Administrative Niagara Region Incentives Policy
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4.2. Procedures
Procedures for programs outlined in this policy organized by each of the four Priority Areas
will be forthcoming.
5. Related Policies
• Regional Development Charges Deferral Payment Policy
6. Appendices
• Appendix A: Regional Incentive Programs
7. Document Control
The electronic version of this document is recognized as the only valid version.
Approval History
Approver(s) Approved
Date
Effective
Date
Council
Revision History
Revision
No. Date Summary of Change(s) Changed by
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Appendix 1
PDS 31-2021
August 5, 2021
Corporate Policy C-A-XXX
Policy Category Name of Policy
Administrative Niagara Region Incentives Policy
Page 6 of 9
Appendix A: Regional Incentive Programs
Program Program Description Grant Type
AFFORDABLE HOUSING
Partnership Housing Program Partnerships with for- and non-profits
to generate more purpose-built rental
and move clients off the housing
waitlist by using a suite of Regional
incentives customized by project
Suite of Incentives
(e.g., TIGs, DC grants
and deferrals) for
Affordable Housing
Captial Development
Affordable and Supportive
Housing RDC Deferral
A deferral of Regional DCs for
affordable or supportive housing
units in projects having an
agreement with a Regional
department or agency for as long as
the units remain affordable
Regional Development
Charge Deferral
Non-Profit RDC-based Grant A grant for up to 100% of DCs
payable for eligible non-profit
developments
Regional Development
Charge Grant
Intensification RDC Grant A grant providing DC relief to
secondary suites created within or
on the property of residential
dwellings as required in the DC Act
and until no longer mandatory in the
Act.
Regional Development
Charge Grant
Residential Rental Grant A grant for the creation of secondary
suites within or on the property of a
residence which remain at affordable
rental levels for at least 10 years
Regional Project Grant
Small Building Rental Grant A grant for the construction of up to
five units, up to $15k/unit, provided
units remain at affordable rental
levels for at least 10 years
Regional Project Grant
Page 494 of 625
Appendix 1
PDS 31-2021
August 5, 2021
Corporate Policy C-A-XXX
Policy Category Name of Policy
Administrative Niagara Region Incentives Policy
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NRH Welcome Home Niagara
Home Ownership Program
A forgivable loan for downpayment
assistance of 5% to a maximum of
$20,296 (purchase price not to
exceed $405,930), as amended from
time to time, for renters at specific
income levels purchasing a home
Forgivable Loan
NRH Niagara Renovates
Homeownership
Forgivable loan over 10 years for
repairs and accessibility
modifications for low and moderate
income households
Forgivable Loan
NRH Niagara Renovates Multi-
residential
Forgivable loan over 15 years to
fund repairs or provide accessibility
for affordable units in multi-unit
buildings
Forgivable Loan
NRH Non-Profit and Co-op
Capital Repair Costs
Funding for capital repairs to non-
profit and co-op housing providers
having agreements with NRH
Forgivable Loan
NRH Housing Provider Capital
Loan Program
Emergency loan program,with 25%
forgivable over time, to support
repairs to non-profit and co-op
affordable housing providers having
agreements with NRH
Loan and Grant
EMPLOYMENT
Gateway CIP Tax Increment
Grant
A matching tax increment grant for
projects in the Gateway CIP area
with eligible scores on economic and
environmental criteria which result in
increased assessment value
Tax Increment Grant
(Local and Regional
Gateway CIP)
Gateway CIP Regional DC Grant A matching grant of Regional DCs
payable for projects with exceptional
scores (14+) on Gateway CIP criteria
Regional DC Grant
(Local and Regional
Gateway CIP)
Page 495 of 625
Appendix 1
PDS 31-2021
August 5, 2021
Corporate Policy C-A-XXX
Policy Category Name of Policy
Administrative Niagara Region Incentives Policy
Page 8 of 9
Niagara Employment
Partnership TIG
A matching tax increment grant for
projects approved under local CIPs
with eligible scores on economic and
environmental criteria resulting in
increased assessment value
Tax Increment Grant
(Local CIP)
Employment Regional DC-based
Grant
A grant equal to a percentage of
Regional DCs payable based on
creation of full time jobs in
manufacturing and professional,
scientific and technical services
sectors
Regional Development
Charge Grant
50% Industrial Expansion RDC
Grant
A grant equal to Regional DCs for
enlargements to existing industrial
buildings for up to 50% of original
gross floor area as required in the
DC Act and until no longer
mandatory in the Act.
Regional Development
Charge Grant
BROWNFIELD REMEDIATION
Brownfield TIG Tier 1: Select
Sites
A matching tax increment grant for
remediation costs on major
brownfield sites whose remediation
will result in significant economic,
environmental, social, and health
benefits; increased benefit for
projects with affordable housing
Tax Increment Grant
(Local CIP)
Brownfield TIG Tier 2 A matching tax increment grant (for
remediation costs of brownfield sites
eligible through local CIPs; increased
benefit for projects with affordable
housing
Tax Increment Grant
(Local CIP)
Brownfield Regional DC Deferral A deferral of Regional DCs for
eligible brownfield sites until an
occupancy permit is issued or up to
five years from signing of agreement
Regional Development
Charge Deferral
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Appendix 1
PDS 31-2021
August 5, 2021
Corporate Policy C-A-XXX
Policy Category Name of Policy
Administrative Niagara Region Incentives Policy
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PUBLIC REALM
Public Realm Investment
Program
Matching grant for capital projects
that provide public realm
enhancements on Regional roads in
core areas
Regional Matching
Grant to Local Area
Municipality
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Appendix 2
PDS 31-2021
August 5, 2021
1
Appendix 2: Aligned Regional Incentive Programs
Program Regional Program
minimums/maximums Key Parameters Key Performance
Indicators
AFFORDABLE HOUSING
Partnership Housing
Program
Suite of Incentives (e.g.,
grants, deferrals)
Determined on a case by case
basis depending on
funding/contributions available
Scoring criteria weighted to
projects increasing purpose-built
rental and creating affordable
units for waitlist tenants at lower
cost than Regional construction
Number of affordable units created
Number of households removed
from NRH waitlist
Amount of incentive per unit
Affordable and Supportive
Housing
Regional Development Charge
Deferral
Up to 100% of Regional DCs
deferred for eligible units as long
as they remain affordable
Some units which move
households off wait list may have
DCs granted after specified time
period
Number of affordable units created
Number of households removed
from NRH waitlist
Amount of incentive per unit
Non-Profit Grant
Regional Development Charge
Grant
Up to 100% of Regional DCs
Annual budget (current $150k)
Scoring criteria for projects based
on alignment with Regional
priorities
Number of affordable units created
Number of households removed
from NRH waitlist
Amount of incentive per unit
Intensification Grant
Regional Development Charge
Grant
100% of Regional DCs granted for
eligible projects
Includes interior and exterior
secondary suites as defined by
provincial DC Act
Number and type of units rental
created (affordable, attainable)
Residential Rental Grant
Regional Project Grant
Maximum $40k/unit for up to two
units
Annual budget
Must remain affordable rental
units for a minimum of 10 years
Number and type of units rental
created (affordable, attainable)
Small Building Rental Grant
Regional Project Grant
Maximum grant of $15k/unit for up
to five units
Annual budget
Must remain affordable rental
units for a minimum of 10 years
Number and type of units rental
created (affordable, attainable)
NRH Home Ownership
Downpayment Assistance
Forgivable Loan
Up to 5% of down payment
Provincial funding
Must meet age, renter household,
income and asset requirements
Number of affordable units
purchased
Number of households removed
from NRH waitlist
Amount of incentive per unit Page 498 of 625
Appendix 2
PDS 31-2021
August 5, 2021
2
NRH Niagara Renovates
Homeownership
Forgivable Loan
Up to $22k for eligible projects and
up to $5k in accessibility
renovations
Provincial funding
Must meet certain income and
ownership requirements
Number of affordable units
maintained through repair,
accessible accommodation
Amount of incentive per unit
NRH Niagara Renovates
Multi-residential
Forgivable Loan
Maximum $10k/unit, maximum per
building of $25k-$90k depending
on number of units
Provincial funding
Must have over two units, units
must be at or below average
market rent for 15 years
Number of affordable units
maintained through repair,
accessible accommodation
Amount of incentive per unit
NRH Non-Profit and Co-op
Capital Repair Costs
Forgivable Loan
Federal/provincial funding
Grant maximums dependent on
funding
Must have agreements with
Housing Services
Ranked on criteria including
urgency, ability to fund
Number of affordable units
maintained
Amount of incentive per unit
NRH Housing Provider
Capital Loan Program
Loan and Grant
Annual program budget
Grant maximums dependent on
funding
Must have agreements with
Housing Services
Must be non-profit or co-op
Ranked on criteria including
urgency, ability to fund
Number of affordable units
maintained
Amount of incentive per unit
EMPLOYMENT
Gateway CIP Tax Increment
Grant
Local and Regional Gateway
CIP matching grant
Maximum 100% TIG for 10 years
in Strategic Locations for
Investment (five years outside
SLIs)
With Local Municipalities, align
Smart Growth criteria with
industrial development
Review of Strategic Locations for
Investment
Number of jobs created
Amount of grant provided
Gateway CIP Regional DC
Grant
Local and Regional Gateway
CIP matching grant
Maximum $1.5M per project Local DC matching grant required Number of jobs created
Amount of grant provided Page 499 of 625
Appendix 2
PDS 31-2021
August 5, 2021
3
Niagara Business Attraction
Tax Increment Grant
Local CIP matching grant
Maximum of 75% of Gateway TIG
calculation for five years
Project must be approved by LAM
under a CIP
Number of jobs created
Number of Local Municipal
matching programs
Regional Employment Grant
Regional Development Charge
Grant
1-10 full time positions created =
50% of RDCs
11 -20 full time positions created =
75% of RDCs
21+ full time positions created =
100% of RDCs
Eligible employment sectors are
Manufacturing (NAICS 31-33) and
Professional, Scientific and
Technical Services (NAICS 54,
with some exceptions)
Number of jobs created
Employment sectors of new jobs
50% Industrial Expansion
Grant
Regional Development Charge
Grant
100% of DCs on maximum of 50%
of gross floor area prior to first
enlargement
See maximum and minimums Number of jobs created
Square feet added
BROWNFIELD
Brownfield Tax Increment
Grant Tier 1:
Select Sites
(Local CIP)
80% or 100% with affordable
housing
10 Years - fixed calculation
Annual grant no greater than $10M
Minimum $5M in remediation costs
For remediation costs only
Eligible sites identified in
collaboration with local
municipalities
Project must be approved by LAM
under a CIP
Acres remediated in urban area
Affordable housing units created
Number of jobs created
Increase in assessment value
Brownfield Tax Increment
Grant Tier 2
(Local CIP)
60% or 80% with affordable
housing
10 Years - Fixed calculation
Annual grant no greater than $1M
Minimum $250k in remediation
costs
For remediation costs only
Project must be approved by LAM
under a CIP
Acres remediated in urban area
Affordable housing units created
Number of jobs created
Increase in assessment value
Brownfield RDC Deferral
Regional Development Charge
Deferral
100% of RDCs may be deferred
until occupancy permit issued or
five years from signing of
agreement, whichever is first
May stack with BTIG
Acres remediated in urban area
Affordable housing units created
Number of jobs created
Increase in assessment value Page 500 of 625
Appendix 2
PDS 31-2021
August 5, 2021
4
PUBLIC REALM
Public Realm Investment
Program
Regional Matching Grant
$25,000 minimum to $150,000
maximum per grant
Annual program budget (current
$350K)
Within or directly adjacent to a
Regional Road right-of-way and
areas of significant Regional
investment in urban and core
areas
Kms of roads/trails created or
improved
Number of trees planted
Accessibility components installed
Amount of place-making features
and public art installed
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Corporate Services Department
1815 Sir Isaac Brock Way, Thorold, ON L2V 4T7
905-980-6000 Toll-free: 1-800-263-7215
MEMORANDUM
RDCPTF-C 7-2021
Subject: Development Charges Grant Expenditures under 2017 Regional
Development Charges By-law
Date: July 29, 2021
To: Regional Development Charge Policy Task Force
From: Rob Fleming, Senior Tax & Revenue Analyst
The intent of this memo is to provide the task force with context regarding Regional
development charge (DC) grants that are currently contained within the 2017 DC By-
law. Included as Appendix 1 to this memo is a summary of DC grants provided each full
year since the By-law’s inception in 2017 forecasted out to year-end 2021. The 2018 to
2020 values represent actuals for that year while 2021 represents a forecast to year-
end based on current trends.
As can be noted in the Appendix, DC grants represents a significant component of the
annual DC collections and the Region’s annual general tax levy. The DC Act specifies
that DC collection deficits as a result of DC grants cannot be made up from future DC
collections therefore the Region funds the DC grants from the annual tax levy in order to
keep the DC reserves whole. As such, a percentage calculation has also been provided
in the Appendix which compares the annual grants for the year to that year’s annual
general tax levy amount. Year 2018 represents the most significant grant year for the
Region which resulted in $13M in DC grant awards based on the provisions of the 2017
DC By-law. This $13M represented nearly 30% of total DC collections and nearly 4% of
the Region’s general tax levy for the year.
On July 22, 2021, Region staff held a workshop with Regional Council to provide an
overview of the Regional Incentive Review Team’s recommendations on future
incentive programs which included programs related to DCs. The Team’s
recommendations were based on the Council approved Incentive Pillars of: brownfield
redevelopment, employment in key sectors, affordable housing and public realm. As
can be noted in the Appendix, many of the Region current discretionary DC grant
programs are not directly tied to the Council approved Incentive Pillars which is the
primary reason for Incentive Review recommending that many of the current
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RDCPTF-C 7-2020
July 29, 2021
Page 2
______________________________________________________________________
discretionary grants not continue beyond the current DC By-law. In 2018, for example,
73% of the $13M in awarded grants did not relate to an approved incentive pillar. The
focus will be to create discretionary DC grant programs which are aligned with the
previously established incentive pillars and that are outside of a DC By-law in separate
policies in order to ensure that these future programs can be adaptable, flexible and
more successful in advancing Council objectives.
Respectfully submitted and signed by
________________________________
Rob Fleming, MBA
Senior Tax & Revenue Analyst
Appendix 1 - Regional Development Charge Grant Awarded under 2017 RDC
By-law
Page 503 of 625
RDCPTF-C 7-2021
July 29, 2021
Appendix 1
Appendix 1 – Regional Development Charge Grant Awarded under 2017 RDC By-law ($000)
* RDC grants and collections based on actual results for 2018 to 2020. Data is not included for 2017 as the RDC By-
law was only in effect from September 1 to December 31, 2017.
** Actual grants and collections to June 30, 2021 with forecast to December 31, 2021.
(D) – Discretionary DC Grants; (M) – Mandatory DC Grants
Grant Program* 2018 2019 2020 2021
Forecast**
Phase-In Grant (D) 3,704 2,672 0 0
Brownfield (D) 324 1,766 0 63
Smart Growth (D) 366 23 174 137
Long-Term Care (D) 0 410 0 0
Affordable Housing (D) 1,142 0 706 0
Parking Garage (D) 0 0 188 0
Agricultural (D) 5,381 179 0 0
Place of Worship (D) 0 384 0 0
Non-Profit (D) 144 150 150 150
Industrial & Gateway (D) 1,054 782 317 1.163
Hotels/Motels (D) 275 1,582 7 3
Other (D) 42 169 102 0
50% Industrial Expansion (M) 486 218 279 0
Residential Intensification (M) 93 39 0 0
Board of Education 36 0 0 0
Forecast to Year-End 4,448
Total DC Grants 13,047 8,372 1,925 5,964
Annual Budget 4,238 5,289 6,868 7,868
Annual Variance (8,809) (3,083) 4,943 1,904
Total DC Grants as % of DC Collections 27% 18% 5% 15%
Total DC Grants as % of Tax Levy 3.8% 2.3% 0.5% 1.5%
% Unaligned with Council Grant Pillars 7 3% 41% 24% Page 504 of 625
Administration
Office of the Regional Clerk
1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7
Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977
www.niagararegion.ca
October 25, 2021
CL 20-2021, October 21, 2021
COTW 5-2021, October 7, 2021
PDS 37-2021, October 7, 2021
LOCAL AREA MUNICIPALITIES
SENT ELECTRONICALLY
Regional Incentives Information and Alternatives
PDS 37-2021
Regional Council, at its meeting held on October 21, 2021, passed the following
recommendation from its Committee of the Whole meeting:
That Report PDS 37-2021, dated October 7, 2021, respecting Regional
Incentives Information and Alternatives, BE RECEIVED for information;
and
That Report PDS 37-2021 BE CIRCULATED to the local municipalities.
A copy of Report PDS 37-2021 is enclosed for your reference.
Yours truly,
Ann-Marie Norio
Regional Clerk
CLK-C 2021-162
cc: M. Bannerman, Incentives and Grants Program Manager
M. Sergi, Commissioner, Planning and Development Services
N. Oakes, Executive Assistant, Planning and Development Services
Page 505 of 625
PDS 37-2021
October 7, 2021
Page 1
Subject: Regional Incentives Information and Alternatives
Report to: Committee of the Whole
Report date: Thursday, October 7, 2021
Recommendations
1. That this report BE RECEIVED for information; and
2. That Report PDS 37-2021 BE CIRCULATED to the Local Municipalities.
Key Facts
• This report is in response to Council direction to provide additional information,
proposals and clarifications regarding Niagara Region incentives: existing
incentives; newly aligned incentives proposed through the Niagara Region
Incentives Policy outlined in Report PDS 31-2021; and potential incentive programs
as outlined in the proposed amendment to Report PDS 31-2021.
• Report PDS 31-2021 presented the Niagara Region Incentives Policy, which
consolidated into a single document Regional incentive programs aligning with the
four Priority Areas directed by Regional Council: Affordable Housing, Employment,
Brownfield Remediation and Public Realm. The incentives included in the Niagara
Region Incentives Policy comprised the majority of existing Regional incentive
programs as shown in Slide 5, Appendix 3 of this report. These programs have
been updated and repurposed to accomplish the incentive review goals of aligning
with Regional priorities and responsibilities, addressing current and future needs,
providing meaningful and measurable results, and being sustainable, clear and
accountable.
• On August 5, 2021, Committee of the Whole (COTW) considered Report PDS 31-
2021, Niagara Region Incentives Policy, amending the report recommendations.
Minutes of this COTW meeting were considered at Regional Council on August 26,
2021 where further amendments to the report were considered (Appendix 1). A
final vote was not taken on this occasion as meeting time expired.
• At a Special Council meeting held on August 31, 2021, Council approved a motion
(Appendix 2) to refer the report to a COTW meeting on October 7, 2021, to be
accompanied by a report from staff.
Page 506 of 625
PDS 37-2021
October 7, 2021
Page 2
______________________________________________________________________
• This report provides the information requested through the August 31 referral
motion that includes:
1. What programs would be cancelled in moving to the 4 Pillar Suite of Incentives;
2. Articulates which of those programs would attain any of the 4 Pillar objectives;
3. Identify what programs from the Old Suite or the 4 Pillar Suite incentivize
greenfield development;
4. Provides recommendations for grandfathering and expiration timelines;
5. Provides recommendations for annual reporting to Council on program costing;
6. Provides an incentive option for the 4 Pillar model pertaining to “Downtown
Core“ improvements/developments for Council consideration;
7. Provides a full costing to maintain both program Suites (Old & 4 Pillar) in
accordance with the recommended changes;
8. Articulates how each scenario (Old Suite, 4 Pillar or dual offering) will impact the
upcoming levy budget.
Financial Considerations
Two of the information requests in the referral report have financial implications
associated with them and the alternatives put forward to address them. These items (7
and 8) will be included in the Analysis section below in the order of the referral motion.
Analysis
A. Terminology
The following clarifications are very important to ensure shared understanding of what
programs are being discussed and proposed.
Community Improvement Plan (CIP) – this refers to plans which outline CIP project
areas and incentive programs which may be operative in those areas. “CIP” refers to
the plan itself, not to the programs within CIPs.
Smarter Niagara Incentive Program (SNIP) – an umbrella term for a Regional suite of
eleven incentives, which operate differently and have different legislative and funding
sources. It will be important to specify what SNIP incentives are being referenced when
considering recommendations to continue or transition these programs.
Page 507 of 625
PDS 37-2021
October 7, 2021
Page 3
______________________________________________________________________
Table 1 Smarter Niagara Incentive Program (SNIP) grants
SNIP Simple Grants
These are funded through an annual budget line (more recently, through
reserves), and match eligible, locally approved CIP projects within Regional
program parameters
Residential Grant
Planning Grant (CIP/Secondary Plan)
Environmental Assessment Study Grant
Building and Façade Improvement Grant
Heritage Restoration and Improvement Grant
SNIP Tax-related Grants
These require different approval processes from simple grants, are longer in
duration, and are deducted from assessment growth
Property Rehabilitation and Redevelopment Tax Increment Grant
Brownfield Tax Assistance Program
Other SNIP Grants
These have had no uptake (agriculture grants); were never developed or
funded (affordable housing grant); or were replaced (public domain, by the
Public Realm Improvement Program).
Agricultural Buildings and Facilities Revitalization Grant (TIG)
Agricultural Feasibility Study Grant
Affordable Housing Grant
Public Domain Incentive Grant
Tax Increment Grant (TIG) – A TIG refunds back to the developer/property owner a
portion of the incremental increase in taxes on a property related to assessment
increase following development. TIG rates vary from 10-100% of the tax increment
depending on the municipality’s program. They may be at a flat, unchanging
percentage rate for the duration of the grant, or on a sliding scale. Typically, TIGs are
for more money over a longer period of time (usually 10 years) than other grants.
Currently RDC grants represent the largest share of the annual budget for incentives;
however, as Slide 11, Appendix 3 demonstrates, the growth in incentives is primarily in
TIGs, particularly for brownfields.
The Region currently offers TIGs in both the SNIP and Gateway CIP incentive
programs: two SNIP TIGs – the Property Rehabilitation and Redevelopment TIG (which
includes brownfield and non-brownfield TIGs) and the Agricultural Buildings and
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Facilities Revitalization Grant – and a Gateway CIP TIG. Regional funding for TIGs is
budgeted annually based on forecasting from the local municipalities indicating what
projects will be invoiced in the coming year, usually aligned with project completion and
collection of the incremental taxes from the property.
All new construction in the Region creates new assessment that must go into the
calculation of the tax rates. All properties, including those eligible for a TIG, must be
billed their share of taxes at the tax rate for that property class times the assessment for
the property. This tax revenue is part of the overall general tax levy collected by the
Region. Once taxes are paid by a property owner who has a TIG, the owner is then
entitled to a refund of the approved TIG amount of those taxes, and the payment to the
property owner is recorded as an operating expense in the general levy budget.
Regional TIGs are funded each year in the budget from annual assessment growth
revenue, as it generally incorporates the new tax revenue from the development be
entitled to the grant.
It is assumed that when item 1(a) of the proposed amendment to Report PDS 31-2021
(Appendix 1) refers to “the current Regional TIG,” what is meant is the SNIP Property
Rehabilitation and Redevelopment Tax Increment Grant. This program matches
brownfield and non-brownfield TIG projects approved by local municipalities in their CIP
areas in alignment with Regional program parameters.
It is assumed that when item 1(b) in the proposed amendment to Report PDS 31-2021
(Appendix 1) refers to “SNIP,” what is meant is one or more programs in the group listed
as SNIP simple grants in Table 1.
Clarity and confirmation regarding what incentives are specifically intended in items 1(a)
and (b) is required.
B. Responses to Referral Motion Information Requests
This section addresses information requested in items 1-6 of the referral motion.
(1) What programs would be cancelled in moving to the 4 Pillar Suite of Incentives
The majority of existing incentive programs would be repurposed in the new Regional
Incentives Policy, as specified in Slides 3 and 4 in Appendix 3 of this report. The
majority of these programs are in the Priority Area identified as most important –
Affordable Housing – with the remainder falling into the remaining Priority Areas of
Employment, Brownfield Remediation, and Public Realm. Most existing programs have
been updated or repurposed to realize the goals of the incentive review: aligning
Regional incentives with Strategic Priorities of Council, to make sure incentives are
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addressing key current and future needs; stipulating meaningful metrics to measure
program performance; targeting programs and budget dollars to ensure sustainability
and effectiveness; and improving administration and reporting to provide timely
adjustment and accountability.
The following programs would have Regional funding discontinued under the proposed
Niagara Region Incentive Policy:
• Waterfront Investment Program
• Niagara Investment in Culture Program
• Heritage Tax Rebate
• SNIP
o Brownfield Tax Assistance Program
o Building and Façade Improvement Grant/Loan
o Heritage Restoration and Improvement Grant/Loan
o Agricultural Feasibility Study Grant
It is important to note that the only programs which are entirely cancelled are the two
Regionally-run programs: Waterfront Investment Program and Niagara Investment in
Culture program. The other programs on the list (SNIP programs and Heritage Tax
Rebate program) are not cancelled: they are owned or funded by local municipalities or
the province and can continue to be run. The Region just would not participate as a
funding partner.
Development charge incentives are subject to the approval of the new RDC By-law in
2022 and informed by the work of the RDC Policy Task Force. However, it is
recommended that the following RDC discretionary grants be removed from the RDC
By-law and not continue:
• Hotel/Motel
• Long-Term Care Homes
• Phase-in Rates
• Parking Structures
• Agriculture
• Place of Worship
• Canopies [i.e., Gas Stations]
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(2) Articulates which of those programs would attain any of the 4 Pillar objectives
The only one of the programs above which falls into one of the four Priority Areas is the
Brownfield Tax Incentive Program (BTAP), which falls into the Brownfield Remediation
Priority.
This program was not recommended to continue with Regional funding due to the fact
that eligible costs under most BTAP incentives are also eligible costs under the
proposed Brownfield Tax Increment Grants (BTIGs) and the Brownfield Regional
Development Charge (RDC) Deferral, which are both included in the proposed Niagara
Region Incentive Policy; the smaller grant amounts relative to the administrative and
legislative requirements of the program; the fact that the BTAP incentives provided in
Niagara rarely leverage eligible matching provincial incentives; and inconsistent and
incomplete information on invoicing/payment of these grants from local municipal
partners making them challenging to track.
(3) Identify what programs from the Old Suite or the 4 Pillar Suite incentivize
greenfield development
The term “greenfield” refers more to geography than to characteristics of land.
Designated Greenfield Areas (DGAs) were established by the Province in the 2006
Growth Plan, and designated through mapping completed in 2008. DGAs are land
inside settlement areas but outside built up areas – that is, land in settlement areas that
was not developed as of 2008. Appendix 4 provides a map of DGAs in Niagara Region.
DGAs that did not have development in 2008 may have developed since that time in a
variety of ways. DGAs may also have properties with different characteristics and
planning uses on them. For instance, it is possible to have residential or employment
development in DGAs. It is also possible to have contaminated lands, or brownfields, in
DGAs.
Existing incentives do not incentivize development in DGAs because they are
greenfields. However, some properties within DGAs have received Regional incentives
because they are permitted under current incentive and CIP program parameters.
Proposed incentives similarly do not incentivize development in DGAs because they are
greenfields. However, they may also provide incentives to projects in greenfield areas
that achieve goals within the four Priority Areas, such as affordable housing,
employment or brownfield remediation. The key difference is that proposed incentives
achieve objectives in Council’s strategic Priority Areas; existing incentives may not.
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(4) Provides recommendations for grandfathering and expiration timelines
Three options may be considered regarding start and end dates for programs and
program transitions.
Option 1 Original recommendation in Report PDS 31-2021
Dec 31, 2021 Expire: all current non-RDC incentive programs
Jan 1, 2022 Begin: all NR Incentive Policy programs
Aug 31, 2022 Expire: all discretionary RDC incentives
Begin: NR Incentive Policy RDC incentives (subject to new RDC
bylaw)
• Transition time to new programs: 3 months
• Transition policies: 0
• Overlapping Programs: 0
Option 2 Proposed amendment to Report PDS 31-2021
Dec 31, 2021 Expire: WIP, NIC, Heritage Tax Rebate
Jan 1, 2022 Begin: all NR Incentive Policy programs except RDC programs
Aug 31, 2022 Expire: all discretionary RDC incentives except Smart Growth RDC
Begin: NR Incentive Policy RDC programs (subject to new RDC
bylaw)
Oct 1, 2024 Expire: SNIP Rehabilitation & Redevelopment TIG, Smart Growth
RDC grant -- unless replaced earlier by ”residential intensification,
employment enhancements and brownfield remediation” programs
• Transition time to new programs: 3 – 35 months
• Transition policies: 0
• Overlapping Programs: 4
Option 3 Alternative proposal for potential consideration
Dec 31, 2021 Expire: WIP, NIC, Heritage Tax Rebate, Public Housing Partnership
pilot (repurposed as Partnership Housing Program), SNIP -- Affordable
Housing, Public Domain, Agriculture Study, Agriculture TIG
Jan 1, 2022 Begin: Partnership Housing Program
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Aug 31, 2022 Expire: all discretionary RDC incentives
Begin: NR Incentive Policy RDC incentives (subject to new RDC
bylaw)
Mar 31, 2023
Expire: SNIP -- Façade Improvement, Heritage, Planning, ESA,
BTAP, Rehabilitation and Redevelopment TIG; Secondary Suite
program
Apr 1, 2023
Begin: all NR Incentive Policy programs; Downtown Intensification
TIG, Façade Improvement grant
• Transition time to new programs: 3 -18 months
• Transition policies: 3
• Overlapping Programs: 0
Recommended Transitions:
Smart Growth RDC grant - Applicants that have received preliminary assessments
that they meet eligible criteria and where building permits are pulled by Aug 31, 2022
will be eligible for the grant provided the project is completed and a formal
application is submitted by Aug 31, 2023.
SNIP Rehabilitation and Redevelopment TIG - Applicants with projects approved by a
local municipality by Mar 31, 2023 will be eligible under the existing program if the
municipality submits a complete Regional matching funding application by June 1,
2023.
Downtown Core Incentives - Existing overlapping programs (i.e., SNIP Rehabilitation
and Redevelopment TIG, SNIP Façade Improvement grant) will expire on the start
date of new incentives, with the SNIP Rehabilitation and Redevelopment TIG
transitioning as outlined above.
Given the strong and polarized views expressed to date by Council, option 3 was
developed to reflect a compromise (middle ground) for potential consideration. It
provides reasonable timelines for expiry and transition of existing incentive programs
and the beginning of the proposed aligned incentives, while minimizing the potential
confusion and cost of overlapping programs.
Any projects currently allocated funding by Niagara Region will continue under the
program parameters and agreements in place at the time of their approval regardless of
which timelines are adopted.
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(5) Provides recommendations for annual reporting to Council on program
costing
Reports to Council on incentive programs, including program costs but also other key
performance indicators and the achievement of Priority Area objectives, is
recommended annually. To accurately report on program costs and effectiveness, the
assistance of local area municipalities in providing data for matching programs in a
timely and complete manner will be key.
It is further recommended that a comprehensive report to Council be provided within
one year of expiration of existing programs (date to be determined). If adopted the
Niagara Region Incentive Policy also recommends a comprehensive review of its
incentive programs after five years from the date of their start.
To ensure Council receives the most useful reporting on incentives, it is also
recommended that existing and proposed programs which overlap not be run
simultaneously. To do so may prove expensive; may confuse applicants, stakeholders
and funding partners; could skew understanding and reporting on program
effectiveness; and might delay accomplishing strategic objectives.
To take TIGs as one example, if the existing SNIP Rehabilitation and Redevelopment
TIG were to continue to run simultaneously with the proposed Brownfield TIG program,
the Niagara Business Attraction TIG and potentially a Downtown Intensification TIG all
of which would overlap with it, it would be difficult to be clear on the various program
criteria, to calculate which program would be most advantageous, to know how to
budget for the programs, to understand how matching funding would work, which
programs may be stackable, what administrative requirements (application, invoicing,
forecasting) would be operative, which programs may be achieving which strategic
objectives and why, what programs, grant levels or criteria may continue, how costs
could be forecast over time, and how data could be accurately provided and usefully
analyzed.
(6) Provides an incentive option for the 4 Pillar model pertaining to “Downtown
Core“ improvements/developments for Council consideration
Most proposed incentives in the Niagara Region Incentive Policy are eligible in
Downtown Core areas, if they align with the four Priority Areas. It would be possible to
receive several different proposed incentives which would improve and intensify
Downtowns that also attain strategic objectives identified by Council.
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Should Council wish to consider additional incentive options for Downtown Core areas,
the following two program suggestions are offered:
Downtown Intensification Tax
Increment Grant Façade Improvement Grant
Description
and
Objective
A matching tax increment grant
program to encourage intensification,
i.e., increase residential and
employment options, in downtown
core areas
A matching grant program to encourage
improvement of facades of commercial or
mixed use buildings in downtown core
areas
Key
Parameters
• Matching fixed TIG for 10 years at
45% (65% if affordable housing is
included)
• Available in Downtown Cores as
currently identified in the Official Plans
of local area municipalities, with
appropriate matching programs
• Phasing and sunset clauses as per
other Regional TIG programs
• Can only stack with eligible RDC
incentives
• Matching grant for up to $10k/property,
$15k/property for heritage building
• One grant per property every 5 years
• Must be eligible improvement to façade
only (includes signage)
• Biannual intake up to annual program
budget determined by Council
• Available in local municipal CIP areas
Metrics
• Number and types of residential
units built
• Amount of affordable housing
generated
• Number and types of businesses
opening
• Number and types (FT, PT) of jobs
generated
• Increase in assessment value
generated
• Number of grants provided
• Location of grants provided
• Before/after photos for qualitative
assessment
These programs would have some advantages: The Downtown Intensification TIG
would promote non-brownfield intensification in downtown core areas; could increase
assessment value and thus longer-term tax revenues; could make efficient use of
existing infrastructure and transit options; and though not directly aligned with the four
Priority Areas, has the potential to generate affordable housing and employment. The
Façade Improvement Grant could enhance attractiveness and improve urban design of
downtown commercial, mixed use buildings, and could be seen as a support to small
businesses.
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There could also be disadvantages: A TIG such as the one proposed would likely divert
funding from programs targeting strategic priorities, especially affordable housing,
though this may be mitigated if a more advantageous grant level were added to the
program similar to that for the proposed Brownfield TIG. The similar existing SNIP
Rehabilitation and Redevelopment TIG has not produced significant increases in
affordable housing or employment. A more focused façade program may address some
issues with the current broad patchwork of programs, but may also fund work that would
have happened anyway.
(7) Provides a full costing to maintain both programs Suites (Old Suite and 4
Pillar) in accordance with the recommended changes
It is difficult to understand the full cost of maintaining both the existing and proposed
suite of incentives as staff do not have a comprehensive listing of all proposed
development in the Region. Staff have used historical experience and knowledge of
several significant brownfield and other developments which are in the planning stages
to make estimates of their eligibility under current and new programs. These estimates
are based on the information at the time of this report, but it should be noted other
funding requests and construction delays are likely to affect the amounts and timing
reflected here.
The bars on the graph in Slide 11, Appendix 3 illustrate the estimated cost of existing
and proposed incentives. The solid bars represent the forecast of new incentives
broken down by policy priority. The hashed area of the bars represents the incremental
cost of supporting existing incentives in addition to the proposed programs. The new
incentive programs are projected to increase the current cost from $12M to $27M
mainly due to brownfield tax increment grants. Existing incentives are estimated to add
anywhere from $3.8M to $9.8M to the cost depending on the timing of development, but
in total an amount in excess of $47M over the 10 year period. Unaligned incentives
have also been included as the cost of these has been committed through existing
agreements and funding must be maintained until their expiry.
Staff have included in this estimate the cost of brownfield transition agreements from
the 2012 to the 2017 RDC bylaw which preserve developers’ right to use the 2012
incentives which were not capped at remediation costs. These agreements are set to
expire August 31, 2022; however Council has already been requested to extend one of
those agreements, and further requests are likely forthcoming. Therefore, the full
estimated amount of these agreements has been included in 2022 and 2023 to ensure
a comprehensive assessment of the cost of all incentives in flight.
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(8) Articulates how each scenario (Old Suite, 4 Pillar or dual offering) will impact
the upcoming levy budget.
The incentives are funded either from base budget levy increases or assessment
growth revenue each year. Both have an impact on budgets as they limit the available
levy dollars or growth dollars (new levy) to fund base programs and services and
growth-related costs in accordance with the Budget Planning By-law as follows:
• Infrastructure gap funding
• Incremental operating costs of growth -- for example, more new roads result in
increased cost to maintain them which should be funded from growth dollars
• New capital assets or services -- for example, Canada Summer Games Park,
transit consolidation
• Council strategic priorities – for example, GO, hospitals, hospice
The background shading in Slide 11, Appendix 3 identifies the dollars funded from base
levy versus assessment growth. Funding required for RDC programs begins to decline
in 2022 due to the revised new suite of incentives. However, it is not recommended that
the budget be decreased at that time as it would be required to address funding of
brownfield transition agreements if extended, and could be repurposed to other priorities
such as affordable housing incentives. In the absence of available funding for the
brownfield agreements, deficits would result, which have to be funded either from:
• Tax levy increases
• Regional Taxpayer Relief Reserve reserves which limits available funding for
other unknowns and tax mitigation
• DC reserve payback to the levy, but this may impact RDCs available for crucial
growth capital projects
The growth in the new incentives is primarily in the area of brownfield TIGs, which are
funded from assessment growth. Slide 12, Appendix 3 provides a look at the historical
assessment growth dollars used to fund TIGs, as well as a projection based on a 2%
budget increase applied to growth to demonstrate the proportion of assessment growth
that would be incrementally dedicated to incentives based on best estimates. Similar to
the information on Slide 11, Appendix 3, these forecasts are subject to change.
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Alternatives Reviewed
This report provides information and recommendations in response to a Council
request. Alternatives as outlined in the report, and the recommended option, are:
(1) Adopt the recommendations in Report PDS 31-2021;
(2) Adopt the proposed amendment to Report PDS 31-2021 which would institute
the proposed incentives in the Niagara Region Incentive Policy but also continue
certain existing incentive programs;
(3) Adopt the incentive programs and alternative reporting, timelines and transitions
associated with them as outlined in Option 3 and elsewhere in this report.
The incentive review and the recommendations stemming from it in the Niagara Region
Incentive Policy fulfilled Council direction to align Regional incentives into four Priority
Areas and make the programs more consistent, sustainable and accountable. The
three year review conducted wide-ranging research, careful data analysis, program
comparisons and engagement to produce competitive, data-driven, best-practice
recommendations that align with Council strategic priorities. Staff proposals in this
report incorporate subsequent Council feedback and direction, and would further
optimize this important opportunity to clearly, reasonably and sustainably transition from
existing to newly aligned and focused incentives.
Relationship to Council Strategic Priorities
The recommendations in this report support the following 10 objectives in all four
Council strategic priorities:
Priority 1: Supporting Businesses and Economic Growth
• Objective 1.1: Economic Growth and Development
• Objective 1.2: Support retention and development of skilled labour force
• Objective 1.3: Collaborative Approach to Business Growth and Retention
• Objective 1.4: Strategically Target Industry Sectors
Priority 2: Healthy and Vibrant Community
• Objective 2.1: Enhance Community Wellbeing
• Objective 2.3: Addressing Affordable Housing Needs
Priority 3: Responsible Growth and Infrastructure Planning
• Objective 3.2: Environmental sustainability and stewardship (14)
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Priority 4: Sustainable and Engaging Government
• Objective 4.1: High quality, efficient and coordinated core services
• Objective 4.2: Enhanced Communication
• Objective 4.3: Fiscally Sustainable
Other Pertinent Reports
• PDS 42-2017 Overview of 2018 Incentive Review
• PDS-C 19-2018 ICOP Phase 1 Audit Report on Regional Incentive Review
• PDS-C 31-2018 ICOP Phase 2 Audit Report on Regional Incentive Review
• PDS-C 38-2018 Local Municipal Responses to Incentive Review Audit Report
• PDS 22-2019 Regional Incentives Financial Information
• PDS 34-2019 Grants and Incentives Review
• CSD 55-2020 Sustainability Review Final Report
• RDCPTF-C 7-2021 Development Charges Grant Expenditures under 2017 Regional
Development Charges By-law
• PDS 31-2021 Niagara Region Incentives Policy
________________________________
Prepared by:
Marian Bannerman, PhD
Program Manager, Grants and
Incentives
Planning and Development Services
_______________________________
Recommended by:
Michelle Sergi, MCIP, RPP
Commissioner
Planning and Development Services
________________________________
Submitted by:
Ron Tripp, P.Eng.
Chief Administrative Officer
This report was prepared in consultation with the Regional Incentive Review team
(Community Services: Donna Woiceshyn, Director, Niagara Housing Services, CEO of
Niagara Regional Housing; Corporate Services: Todd Harrison, CPA, CMA,
Commissioner of Corporate Services,/Treasurer; Helen Chamberlain, CPA, CA,
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Director, Financial Management and Planning/Deputy Treasurer; Robert Fleming,
Senior Tax and Revenue Analyst; Lyndsey Ferrell, Program Financial Specialist;
Economic Development: Valerie Kuhns, Associate Director; Ken Scholtens, Manager,
Business Development and Expedited Services; Planning and Development Services:
Michelle Sergi, MCIP, RPP, Commissioner, Planning and Development Services; Doug
Giles, BUS, MEP, Director, Community and Long-Term Planning; Marian Bannerman,
Program Manager, Grants and Incentives).
Appendices
Appendix 1 Proposed Amendment to Report PDS 31-2021
Appendix 2 Referral Motion August 31, 2021
Appendix 3 PDS 37-2021 Presentation
Appendix 4 Designated Greenfield Areas in Niagara Region
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Appendix 1
PDS 37-2021
October 7, 2021
Appendix 1: Pending Motion to Amend PDS 31-2021
The following motion to amend PDS 31-2021 was on the floor for consideration
at the Special Council meeting on August 31, 2021:
1. That the Niagara Region Incentives Policy (Appendix 1 of Report PDS 31-
2021) which promotes Council’s four Priority Areas for Niagara Region,
namely Affordable Housing, Employment, Brownfield Remediation, and Public
Realm, BE APPROVED with the following additions:
a) That the current Regional TIG and Smart Growth DC programs be
maintained in municipal CIP districts until October 1 2024 or until new
programs are approved by Regional Council that further support
municipal CIP Districts with criteria that supports residential
intensification, employment enhancements and brownfield remediation;
b) that the SNIP (Smarter Niagara Incentive Program) be maintained with
a maximum dollar figure available for grants that is determined during
the annual budget process;
2. That staff PROVIDE sunset clause policies for currently approved programs
that include reasonable expiration dates;
3. That staff formally REVIEW and REPORT to Regional Council prior to October
2024 on the effectiveness, challenges and any recommended changes to the
Region’s Incentive Programs, after consulting with the local area municipalities;
4. That staff BE DIRECTED to explore the inclusion of the Niagara Investment in
Culture Program as part of the updated policy; and
5. That Report PDS 31-2021 BE CIRCULATED to the Local Area Municipalities.
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Appendix 2
PDS 37-2021
October 7, 2021
Appendix 2: Referral Motion from August 31, 2021 Special Council Meeting
The following motion was approved at the Special Council Meeting on August 31, 2021
to refer PDS 31-2021 to a Committee of the Whole meeting on October 7, 2021 and
directing staff to provide a report at that time which includes:
1. What programs would be cancelled in moving to the 4 Pillar Suite of Incentives;
2. Articulates which of those programs would attain any of the 4 Pillar objectives;
3. Identify what programs from the Old Suite or the 4 Pillar Suite incentivize
greenfield development;
4. Provides recommendations for grandfathering and expiration timelines;
5. Provides recommendations for annual reporting to Council on program costing;
6. Provides an incentive option for the 4 Pillar model pertaining to “Downtown Core“
improvements/developments for Council consideration;
7. Provides a full costing to maintain both program Suites (Old & 4 Pillar) in
accordance with the recommended changes;
8. Articulates how each scenario (Old Suite, 4 Pillar or dual offering) will impact the
upcoming levy budget.
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Niagara Region
Incentive Information and
Alternatives
Regional Council Committee of the Whole
October 7, 2021
Page 523 of 625
Terms
Smarter Niagara Incentive Program (SNIP)
Residential Grant Agricultural Buildings and Facilities Revitalization Grant
Planning Grant (CIP/Sec Plan)Agricultural Feasibility Study Grant
Environmental Assessment Study Grant Affordable Housing Grant
Building and Façade Improvement Grant Public Domain Incentives Program
Heritage Restoration and Improvement Grant
Property Rehabilitation and Redevelopment Tax Increment Grant
Brownfield Tax Assistance Program
Tax Increment Grant (TIG)
Existing: Proposed:
Gateway CIP TIG Gateway CIP TIG
SNIP Agricultural Buildings and Facilities Niagara Business Attraction TIG
SNIP Rehabilitation and Redevelopment (incl BTIG)Brownfield TIG (two tiers)
2
Tax increment
→
Pre-
construction
assessment
value
Post-
construction
assessment
value
Page 524 of 625
Repurposed and Continuing Programs
New/ Repurposed Programs Repurposed from Existing Program
Affordable Housing
Public Housing Partnership
→
Partnership Housing Program (pilot)
SNIP Affordable Housing Grant
Municipal Housing Project Facility RDC Grant
Non-Profit RDC Grant Program →Non-Profit RDC Grant Program
Intensification RDC Grant →Intensification RDC Grant
Granny Flats RDC Grant
Affordable and Supportive Housing RDC Grant →Affordable Housing RDC Grant
Residential Rental Grant →Niagara Renovates Secondary Suite
Small Building Rental Grant →SNIP Residential Grant
Welcome Home Niagara --Home Ownership Downpayment
Assistance →Welcome Home Niagara --Home Ownership Downpayment
Assistance
Niagara Renovates for Homeowners →Niagara Renovates for Homeowners
Niagara Renovates Multi-residential →Niagara Renovates Multi-residential
Non-Profit and Co-op Capital Repair Costs →Non-Profit and Co-op Capital Repair Costs
Housing Provider Capital Loan Program →Housing Provider Capital Loan Program
Employment
Gateway CIP Tax Increment Grant →Gateway CIP Tax Increment Grant
Gateway CIP Regional DC Reduction Grant →Gateway CIP Regional DC Reduction Grant
Niagara Business Attraction Tax Increment Grant →SNIP Property Rehabilitation and Redevelopment Tax Increment
Grant
Employment RDC Grant →Industrial RDC Grant
50% Industrial Expansion RDC Grant →50% Industrial Expansion RDC Grant
3Page 525 of 625
Repurposed, Continuing and Unaligned Programs
New/ Repurposed Programs Repurposed from Existing Program
Brownfield Remediation
Brownfield Tax Increment Grant (Tiers 1 and 2)→SNIP Property Rehabilitation and Redevelopment Tax Increment Grant
SNIP Environmental Assessment Study Grant
Brownfield RDC Deferral →Brownfield RDC Grant
Public Realm
Public Realm Improvement Program →SNIP Public Domain Incentives Program
Other
PDS Departmental Resourcing →SNIP CIP/Secondary Plan Planning Grant
4
Unaligned Grants
Continuing (mandatory)
Local Municipality, Board, Region RDC Grant Board of Education RDC Grant
Not continuing
SNIP Building and Façade Improvement Grant Smart Growth RDC Grant
SNIP Heritage Restoration and Improvement Grant Hotel/Motel RDC Grant
SNIP Agricultural Feasibility Study Grant Long-Term Care Home RDC Grant
SNIP Agricultural Buildings and Facilities Revitalization Grant Phase-in Rates RDC Grant
SNIP Brownfield Tax Assistance Program Parking Structures RDC Grant
Niagara Investment in Culture (NIC) Program Agriculture RDC Grant
Waterfront Investment Program (WIP)Place of Worship RDC Grant
Heritage Tax Rebate Program Canopies (i.e., Gas Station) RDC Grant
Page 526 of 625
Programs and Priority Areas
Number of
Programs
Repurposed/
Continuing
Not
Continuing
Discontinued Program In a Priority
Area
Smarter Niagara Incentive Program
(SNIP)11 6 5 1
Brownfield Tax Assistance Program
Gateway CIP 2 2 ----
NRH programs 6 6 ----
Regional DC Incentives 18 10 8 0
Other Incentives 5 2 3 0
New Incentive 1 1 ----
5
•Of 42 programs, 26 continuing, 16 not continuing, 1 new
•Only 1 of 16 discontinued programs is in a Priority Area
•All Incentive Policy programs are in Priority Areas
Page 527 of 625
Greenfield Incentives
Designated Greenfield Area (DGA) –land in settlement areas undeveloped as
of 2008 provincial mapping
•Refers to geography not characteristics (e.g., not opposite of brownfield)
•Can have brownfield, employment or residential in DGAs
•Development has occurred in DGAs since 2008
•Existing /proposed incentives could be permitted in DGAs
•Neither existing/proposed incentives expressly target DGA development
6
Key difference: Proposed incentives achieve objectives in
Priority Areas; existing incentives may not
Page 528 of 625
Potential Downtown Core Incentives
7
Most proposed incentives are eligible in downtown cores and align with priority areas
Downtown Intensification TIG Façade Improvement Grant
Description and
Objective
A matching tax increment grant program to encourage
intensification, i.e., increase residential and employment
options, in downtown core areas
A matching grant program to encourage improvement of
facades of commercial or mixed use buildings in downtown
core areas
Key Parameters
• Matching fixed TIG for 10 years at 45% (65% if
affordable housing is included)
• Available in Downtown Cores as currently identified in
the Official Plans of local area municipalities, with
appropriate matching programs
• Phasing and sunset clauses as per other Regional TIG
programs
• Can only stack with eligible RDC incentives
• Matching grant for up to $10k/property, $15k/property for
heritage building
• One grant per property every 5 years
• Must be eligible improvement to façade only (includes
signage)
• Biannual intake up to annual program budget determined by
Council
• Available in local municipal CIP areas
Metrics
• Number and types of residential units built
• Amount of affordable housing generated
• Number and types of businesses opening
• Number and types (FT, PT) of jobs generated
• Increase in assessment value generated
• Number of grants provided
• Location of grants provided
• Before/after photos for qualitative assessment
Page 529 of 625
Option 1 PDS 31-2021
Option 2 Pending Motion
8
Timeline Options
Dec 31, 2021 Expire: All current non-RDC incentive programs Transition time to new programs: 3 months
Transition policies: 0
Overlapping Programs: 0Jan 1, 2022 Begin: All NR Incentive Policy programs
Aug 31, 2022 Expire: all discretionary RDC incentives
Begin: NR Incentive Policy RDC incentives (subject to new RDC
bylaw)
Dec 31, 2021 Expire: WIP, NIC, Heritage Tax Rebate Transition time to new programs: 3 -35 months
Transition policies: 0
Overlapping Programs: 4Jan 1, 2022 Begin: All NR Incentive Policy programs; Continue: SNIP simple
grants (TBD), SNIP Rehabilitation and Redevelopment TIG
Aug 31, 2022 Expire: All discretionary RDC incentives except Smart Growth RDC
Begin: NR Incentive Policy RDC incentives (subject to new RDC
bylaw)
Oct 1, 2024 latest Expire: SNIP Rehabilitation and Redevelopment TIG, Smart Growth
RDC grant --unless replaced earlier by ”residential intensification,
employment enhancements and brownfield remediation”
programs
Page 530 of 625
Timeline and Transition Option
Option 3 PDS 37-2021 Alternative
Transition Policies
Smart Growth RDC Grant --Applicants that have received preliminary assessments and where building permits are issued by Aug 31, 2022 will be eligible for the grant provided the project is completed and a formal application is submitted by Aug 31, 2023
SNIP Rehabilitation and Redevelopment TIG –Applicants with projects approved by local municipalities by Mar 31, 2023 will be eligible under current program if municipality submits complete Regional funding application by June 1, 2023
Downtown Core Incentives --If adopted, existing overlapping programs (e.g., SNIP Rehabilitation and Redevelopment TIG, SNIP Façade Improvement) expire on the start date of new incentives, with SNIP Rehabilitation and Redevelopment TIG transitioning as outlined
9
Dec 31, 2021 Expire: WIP, NIC, Heritage Tax Rebate, Public Housing Partnership pilot,
SNIP Affordable Housing, SNIP Public Domain, SNIP Agriculture Feasibility
Study, SNIP Agriculture TIG
Transition time to new programs: 3 -18 months
Transition policies: 3
Overlapping Programs: 0
Jan 1, 2022 Begin: Partnership Housing Program
Aug 31, 2022 Expire: All discretionary RDC incentives
Begin: NR Incentive Policy RDC incentives (grants subject to new RDC
bylaw)
Mar 31, 2023 Expire: SNIP --Façade Improvement, Heritage, Planning, ESA, BTAP,
Rehabilitation and Redevelopment TIG;Secondary Suite program
Apr 1, 2023 Begin: all NR Incentive Policy programs
Page 531 of 625
Incentive Reporting
Operating Regional Incentive Programs: Annual
Including program costs but also other key performance indicators and the achievement of Priority Area objectives
Existing Incentive Programs: Within a year of expiry (TBD)
Comprehensive report on existing incentive programs
Niagara Region Incentive Policy: Five years from start date
Comprehensive report on newly aligned incentives
10Page 532 of 625
11
$0.4 $0.4 $0.4 $0.4 $0.4 $0.4 $0.4 $0.4 $0.4 $0.4 $0.4
$0.8 $1.4 $2.0 $2.5 $2.9 $3.2 $3.6 $4.0 $4.4 $4.8 $5.1$2.9 $3.0 $3.7 $3.9 $4.1 $4.4 $5.5 $5.2 $4.9 $5.1 $5.2
$3.3 $3.6
$5.0
$7.5 $9.5 $10.4
$11.6 $12.7 $13.8 $14.4 $15.4
$4.3 $4.0 $1.7
$1.7
$1.7 $1.6
$1.6 $1.4 $1.3 $1.0 $1.2
$0.4
$0.4$0.1
$0.1
$0.2 $0.3
$8.0
$9.8 $3.6
$5.4
$4.4 $4.4 $4.1 $4.1 $3.8
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031MillionsForecast of Proposed/Existing Incentive Costs and Funding Sources
Page 533 of 625
12
Assessment Growth Dollars Used for Tax Increment Grants
$0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
$8.0
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031Millions
Assessment Growth Allocated to Grants Assessment Growth to Continue Residential TIGs Assessment Growth Allocated to Program Areas
Page 534 of 625
Preferred Alternative
•Provides reasonable timelines for expiry and transition of existing incentive programs to the newly aligned incentives, without the potential confusion and cost of overlapping programs
•Includes input from Council to propose downtown core intensification incentives in a targeted and sustainable way
•Uses wide-ranging research, careful data analysis, program comparisons and engagement to produce data-driven, best-practice recommendations that align with Council Priorities
•Ensures annual program reporting and regular comprehensive reporting on existing and new incentive policies and programs
•Tracks meaningful and measurable results to ensure programs remain successful and accountable
13Page 535 of 625
Appendix 4
PDS 37-2021
October 7, 2021
Appendix 4: Designated Greenfield Areas in Niagara Region
Page 536 of 625
Administration
Office of the Regional Clerk
1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7
Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977
www.niagararegion.ca
October 25, 2021
CL 20-2021, October 21, 2021
PEDC 10-2021, October 13, 2021
ED-C 1-2021, October 13, 2021
DISTRIBUTION LIST
SENT ELECTRONICALLY
Comprehensive Marine Strategy
ED-C 1-2021
Regional Council, at its meeting held on October 21, 2021, passed the following
recommendation of its Planning and Economic Development Committee:
That Correspondence Item ED-C 1-2021, being a letter from B. Nistico-Dunk, City Clerk,
City of St. Catharines, dated September 3, 2021, respecting Comprehensive Marine
Strategy, BE RECEIVED, and the following recommendations BE APPROVED:
1. That Regional Council ENDORSES the St. Catharines City Council motion
calling on the Government of Ontario to create a comprehensive Marine Strategy
that will:
o Provide the Great Lakes with modern and competitive infrastructures;
o Ensure efficient and ecosystem-friendly navigation of the Great Lakes;
o Deliver sustainable development opportunities for maritime; and
2. That a copy of this motion BE FORWARDED to Premier Doug Ford; Vic Fedeli,
Minister of Economic Development, Job Creation and Trade; Caroline Mulroney,
Minister of Transportation; local MPPs; the Association of Municipalities of
Ontario (AMO); Ontario’s Big City Mayors (formerly Large Urban Mayors Caucus
of Ontario-LUMCO); all local area municipalities; MP Chris Bittle; MP Vance
Badawey; and Kinga Surma, Minister of Infrastructure.
A copy of ED-C 1-2021 is enclosed for your reference.
Yours truly,
Ann-Marie Norio
Regional Clerk
:cv
CLK-C 2021-161
Page 537 of 625
Comprehensive Marine Strategy
October 25, 2021
Page 2
Distribution List
Local Area Municipalities
The Honourable Doug Ford, Premier of Ontario
The Honourable Vic Fedeli, Minister of Economic Development, Job Creation, and Trade
The Honourable Caroline Mulroney, Minister of Transportation
The Honourable Kinga Surma, Minister of Infrastructure
Chris Bittle, Member of Parliament, St. Catharines
Vance Badawey, Member of Parliament, Niagara Centre
Tony Baldinelli, Member of Parliament, Niagara Falls
Dean Allison, Member of Parliament, Niagara West
Jennie Stevens, Member of Provincial Parliament, St. Catharines
Jeff Burch, Member of Provincial Parliament, Niagara Centre
Wayne Gates, Member of Provincial Parliament, Niagara Falls
Sam Oosterhoff, Member of Provincial Parliament, Niagara West
Association of Municipalities Ontario
Federation of Canadian Municipalities
Ontario’s Big City Mayors
Great Lakes & St. Lawrence Cities Initiative
cc:
M. Sergi, Commissioner, Planning and Development Services
G. Spezza, Director, Economic Development
K. Boyko, Administrative Assistant, Economic Development
N. Oakes, Executive Assistant, Planning and Development Services
Page 538 of 625
September 3, 2021
The Honourable Doug Ford, M.P.P.
Premier of Ontario
Legislative Building
Queen's Park
Toronto, ON M7A 1A1
Sent via email: premier@ontario.ca
Re: Comprehensive Marine Strategy
Our File 35.31.99
Dear Premier Ford,
At its meeting held on August 30, 2021, St. Catharines City Council approved the
following motion:
“WHEREAS Canadians depend on our waterways for leisure, sustenance, and
their livelihood and our marine sectors contribute approximately $31.7 billion
annually in gross domestic product and account for close to 300,000 jobs; and
WHEREAS the federal government has consulted widely with the provinces and
territories, Indigenous peoples, industry, conservationists, and all Canadians in
the development of the Blue Economy Strategy; and
WHEREAS Quebec, British Columbia, and the Atlantic provinces have achieved
great success in the emerging marine sector economy, and to remain
competitive Ontario must capitalize on the economic potential of its marine
sector; and
WHEREAS the marine industry is vital to Ontario’s economy through the creation
of jobs, increased supply chain efficiencies and resilience, and the ability to
reduce greenhouse gas emissions and road congestions;
THEREFORE BE IT RESOLVED that St. Catharines City Council calls on the
Government of Ontario to create a comprehensive Marine Strategy that will:
•Provide the Great Lakes with modern and competitive infrastructures, and
•Ensure efficient and ecosystem-friendly navigation of the Great Lakes, and
•Deliver sustainable development opportunities for maritime communities; and
ED-C 1-2021
Page 539 of 625
BE IT FURTHER RESOLVED that St. Catharines City Council calls on the
Government of Ontario to signal their commitment to the importance of the
marine sector by appointing or creating an Ontario Marine Strategy Secretariat
position to lead the consultations and oversee the strategy; and
BE IT FURTHER RESOLVED that a copy of this motion be forwarded to Premier
Doug Ford; Vic Fedeli, Minister of Economic Development, Job Creation and
Trade; Caroline Mulroney, Minister of Transportation; local MPPs; the
Association of Ontario Municipalities (AMO); Ontario’s Big City Mayors (formerly
Large Urban Mayors Caucus of Ontario-LUMCO); the Niagara Region; all local
area municipalities; MP Chris Bittle; MP Vance Badaway; and Kinga Surma,
Minister of Infrastructure.
If you have any questions, please contact the Office of the City Clerk at extension 1524.
Bonnie Nistico-Dunk, City Clerk
Legal and Clerks Services, Office of the City Clerk
:em
cc: Vic Fedeli, Minister of Economic Development, Job Creation and Trade vic.fedeli@pc.ola.org
Caroline Mulroney, Minister of Transportation caroline.mulroney@pc.ola.org
Kinga Surma, Minister of Infrastructure kinga.surmaco@pc.ola.org
Jennifer Stevens, MPP - St. Catharines, JStevens-CO@ndp.on.ca
Jeff Burch, MPP - Niagara Centre, JBurch-QP@ndp.on.ca
Wayne Gates, MPP - Niagara Falls, wgates-co@ndp.on.ca
Sam Oosterhoff, MPP - Niagara West-Glanbrook, sam.oosterhoff@pc.ola.org
Chris Bittle, MP - St. Catharines Chris.Bittle@parl.gc.ca
Vance Badaway, MP - Niagara Centre Vance.Badawey@parl.gc.ca
The Association of Ontario Municipalities (AMO), amo@amo.on.ca
Ontario’s Big City Mayors, info@ontariobigcitymayors.ca
The Niagara Region
Local area municipalities
Brian York, Director of Economic Development and Government Relations
Melissa Wenzler, Government Relations Advisor, City of St. Catharines
ED-C 1-2021
Page 540 of 625
Administration
Office of the Regional Clerk
1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7
Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977
www.niagararegion.ca
October 27, 2021
CL 20-2021, October 21, 2021
CSC 10-2021, October 13, 2021
CSD 58-2021, October 13, 2021
LOCAL AREA MUNICIPALITIES
SENT ELECTRONICALLY
Additional Information Re: Optional Small Business Tax Subclass
CSD 58-2021
Regional Council, at its meeting held on October 21, 2021, passed the following
recommendations of its Corporate Services Committee:
That Report CSD 58-2021, dated October 13, 2021, respecting Additional
Information Re: Optional Small Business Tax Subclass, BE RECEIVED and
BE CIRCULATED to Local Area Municipalities.
A copy of CSD 58-2021 is enclosed for your reference.
Yours truly,
Ann-Marie Norio
Regional Clerk
:kl
CLK-C 2021-164
cc: R. Fleming, Senior Tax & Revenue Analyst
T. Harrison, Commissioner, Corporate Services/Treasurer
K. Beach, Executive Assistant to the Commissioner, Corporate Services/Treasurer
Page 541 of 625
CSD 58-2021
October 13, 2021
Page 1
Subject: Additional Information Re: Optional Small Business Tax Subclass
Report to: Corporate Services Committee
Report date: Wednesday, October 13, 2021
Recommendations
1. That Report CSD 58-2021 respecting the Optional Small Business Tax Subclass BE
RECEIVED as information; and
2. That a copy of Report CSD 58-2021 BE CIRCULATED to the Local Area
Municipalities.
Key Facts
• The purpose of this report is to provide Committee with an update on the Optional
Small Business Tax Subclass that the Province introduced as part of their 2020
Budget and to recommend that the Region not implement the new subclass.
• In February 2021, staff presented Committee with Report CSD 12-2021 – Optional
Small Business Tax Subclass Overview which contained the following
recommendation:
o That staff BE DIRECTED to monitor the implementation of the Optional Small
Business Tax Subclass for consideration in future taxation years starting in
2022.
• In addition to the February report, at the April 2021 Corporate Services Committee,
direction for staff was provided as follows:
o Consider implementation of a small business tax class.
• In May 2021, the Province released the Regulations for the subclass which provide
greater insight into program specifics including the subclass reduction range,
administrative requirements as well as implementation considerations.
• Region staff have participated in discussions with Area Treasurers, other municipal
organizations and the Municipal Property Assessment Corporation (MPAC) and
solicited input through a survey from the Area Treasurers during August 2021, after
the release of the Regulations for additional input. Based on the responses from the
survey, there was limited desire to pursue the subclass at this time noting many of
the challenges that were originally identified in Report CSD 12-2021.
Page 542 of 625
CSD 58-2021
October 13, 2021
Page 2
______________________________________________________________________
• Based on the challenges that are present and a lack of a clear policy objective for
implementation, staff are not recommending that the optional small business
subclass be adopted for the Region.
Financial Considerations
Similar to other tax policy decisions, implementation of the small business subclass
would not impact the tax revenue generated by the Region, it would however, impact
the tax burden experienced by other tax classes most notably Residential which
represents 80% of the unweighted assessment base for the Region. Inter-municipal
shifts on a Regional basis would also occur as a result of variations in the tax bases
across Area Municipalities. These tax shifts may be further exaggerated if different
eligibility criteria were to be established for different municipalities across the Region.
If it were Council’s direction to implement the subclass, there would be additional
administrative costs incurred by the Region or Area Municipalities as required to
implement and maintain the subclass depending on any program framework that would
need to be established. Expenditures associated with this remain unknown and would
likely vary depending on the program administration requirements including Local or
Regional administrator, variations in program criteria and level of support from the
community which may impact appeals. At a minimum, if the program were to be
adopted, the Region would incur estimated one-time implementation expenditures of
$15,000 for consulting and program development. Depending on Region responsibility
for administration of the program, an additional annual expenditure of approximately
$100,000 for staffing and administrative resources may be incurred if the subclass
administration resides with the Region. Should the Region adopt policy objectives that
are different for each Area Municipality, it may be more advantageous for the Area
Municipalities to administer independently which may require additional resources at the
local level.
Analysis
As announced in the 2020 Ontario Budget, the Province has provided municipalities
with the ability to implement an optional small business subclass. In February 2021,
staff prepared Report CSD 12-2021 which provided an overview of the subclass to
Council and identified some of the opportunities and challenges that may exist with the
new subclass.
Page 543 of 625
CSD 58-2021
October 13, 2021
Page 3
______________________________________________________________________
Subsequent to that report, in May 2021, the Province released amendments to O. Reg.
282/98 under the Assessment Act and O. Reg. 73/03 under the Municipal Act, 2001,
which implemented the subclass and provided further details, including requirements for
municipal by-laws, administration of the subclass and potential for provincial matching
through education property tax reductions. Staff also attended a webinar hosted by the
Toronto Region Board of Trade and have engaged the Area Treasurers for input via a
survey, all of which has been summarized below for Council’s information.
Overview of Ontario Regulations
As identified in the regulations, municipalities that choose to implement the subclass
must consider and enact the following:
• The decision to adopt the subclass by Regional Council including the passing of
a Regional by-law.
• Identify if the business subclass tax reduction is to be applied to the commercial
and/or industrial property tax classes.
• The reduction percentage; which can range from 0- 35% of the municipal tax rate
for the property class.
• Requirements that a property must meet to be included in the subclass.
• Appointing Program Administrator(s) to administer the program, including
approving properties for inclusion in the subclass, notifying property owners of
decisions and reviewing requests for reconsideration related to a property’s
eligibility for inclusion in the subclass.
• Appointment of Appellate Authority (or Appellate Authorities) to hear any appeals
of the Program Administrator’s eligibility decisions.
Through the Regulations it has also been noted that municipalities will have the ability to
require landlords to pass the tax reduction to tenants as a condition of eligibility. While
this remains an option, staff feel that the enforcement of this would be challenging as it
may require staff to engage tenants and landlords which is not typical in the taxation
process. One Ontario municipality is considering publishing the addresses of landlords
in receipt of the tax reduction in order to place an onus on tenants to pursue the flow
through of the tax reduction.
The Province has also noted that there is a requirement to demonstrate how the
municipality has engaged the business community before implementing the class which
would result in increased lead time for implementation. This process is also not
anticipated to provide definitive eligibility guidelines as there is likely much disparity
Page 544 of 625
CSD 58-2021
October 13, 2021
Page 4
______________________________________________________________________
across the Region in terms of what may be considered a small business. A small
business definition would need to be developed that achieves a policy objective for
which staff would need to engage appropriate stakeholders to ensure the policy
objective is achieved through the chosen definition.
As noted above, municipalities are responsible for establishing detailed eligibility criteria
for the optional small business subclass. This would require the Area Municipality or
Region to develop and administer a process to identify or approve eligible properties for
inclusion in this subclass. Through the appointment of a Program Administrator, Area
Municipal or Regional staff would identify qualifying properties classified in the
commercial and/or industrial property classes that meet the eligibility criteria. This could
be done either through an application-based process or through a criteria-based
methodology. Properties approved for inclusion in the subclass by the Program
Administrator must be listed in a publicly accessible registry (details of the registry
requirements are found in the Municipal Checklist attached as Appendix 1 to Report
CSD 58-2021). The Program Administrator would also be required to establish a
process where an owner may make a request for reconsideration.
Municipalities that adopt the subclass are also required to appoint a staff member to act
as an Area Municipal or Regional Appellate Authority to hear appeals regarding whether
or not a property should be included in the subclass. Appeals of assessed value would
continue to be directed to the Assessment Review Board.
Based on the additional information that has been included in the Regulations, staff note
that many of the challenges that were expressed through Report CSD 12-2021 are still
present, including:
• Determining subclass eligibility across Area Municipalities while considering
variations in the local priorities, policy objectives and property characteristics.
• Challenge of ensuring tax benefits are passed on to tenants despite the ability for
municipalities to make it mandatory through a by-law.
• Inconsistency in eligibility criteria across Area Municipalities for businesses with
multiple locations in the Region.
• Tax shifts onto other properties not included in the subclass and the financial
implications, business impacts and ability to pay of other residential, commercial
and industrial properties not afforded the discount.
At the time of writing this report, MPAC has also released a draft white paper on the
subclass outlining MPAC’s potential involvement or assistance with implementation and
Page 545 of 625
CSD 58-2021
October 13, 2021
Page 5
______________________________________________________________________
maintenance of the subclass. In the draft white paper, MPAC also noted some of the
challenges previously described as well as other implementation considerations that
would need to be explored. A section of MPAC’s draft paper has been included as
Appendix 2 to Report CSD 58-2021. In the section, MPAC has noted some of the policy
objectives that this subclass may assist with achieving including:
• Nurture local small business development in one or more sectors of the
economy.
• Support Downtown and Main Streets.
• Nurture the development of Innovation Districts, Creativity Zones or Business
Parks.
• Support Business Improvement Areas (BIAs).
• Mitigate the impact of shifts in property values between districts for small
businesses.
• Mitigate the impact of widespread revenues losses due to circumstances beyond
businesses’ control.
Overview of Toronto Region Board of Trade Webinar
On August 11, 2021, Regional finance staff participated in a small business subclass
webinar hosted by the Toronto Region Board of Trade. In attendance at this meeting
were finance and economic development representatives from most Ontario Regions as
well as the City of Toronto. The webinar was also attended by Municipal Finance Officer
Association (MFOA), Association of Municipalities of Ontario (AMO), and business
sector representatives.
Much of the comments that staff heard from their municipal finance counterparts aligned
with the commentary provided by Regional staff and Area Treasurers and focussed
heavily on the increased administrative burden that the subclass would have on their
operations especially given the perceived limited benefits that the subclass would
generate. Similar comments were also heard from MFOA and AMO representatives.
The economic development staff that were in attendance also expressed lack of clarity
around the intent of the program and long-term goals especially since the subclass is
not intended to be a COVID-19 relief program but a long-term policy decision. Many
economic development staff also noted that there may be other opportunities to assist
small businesses in ways that are not through tax policy tools including grants or other
non-financial assistance (for example, local business registries). The business sector
representatives also expressed that their association did not believe it was fair for
businesses that would not qualify for the subclass to subsidize the reduction for
Page 546 of 625
CSD 58-2021
October 13, 2021
Page 6
______________________________________________________________________
businesses that do qualify. They also noted that inequalities in subclass eligibility may
also result in businesses in direct competition with each other being treated differently
for property taxation purposes despite being relatively similar in operations.
Through the discussion held at the webinar, only one municipality that was in
attendance has initiated the implementation of the subclass, being the City of Toronto.
Staff note though that at the time of writing this report, no final decision has been made
by the City on implementation. Staff also note that through discussion at a prior Ontario
Regional and Single-Tier Treasurers meeting, the City of Ottawa had also expressed a
desire to explore implementing the subclass.
Overview of Local Area Treasurers Discussions and Survey
Since the introduction of the small business subclass as part of the 2020 Ontario
budget, there has been reoccurring discussions regarding the subclass at the Area
Treasurers meetings between Regional staff and Area Treasurers. In August, the
Region distributed a survey to the Area Treasurers to formalize their comments. The
results of the survey, which are reflective of the Area Treasurers opinions only, can be
summarized as follows:
• 11 of 12 municipalities completed and returned the survey to the Region.
• 9 of the 11 municipalities were not interested in adopting the new small business
subclass with only Welland and Lincoln staff expressing interest.
• Of the 9 municipalities not interested, the following concerns were identified:
o Potential for inter-class and inter–municipal tax shifts;
o Lack of fairness in providing relief to only a few businesses that may be
eligible despite financial difficulties being experienced by many as a result
of COVID-19;
o Increased administrative challenges including increased levy requirements
for program administration;
o Potential for limited benefit for their municipality;
o Uncertainty around long-term impacts or objectives of the subclass; and
o Potential for limited correlation between an eligible small business and
their ability to afford property taxes.
• 2 of the 9 municipalities not interested expressed a desire to revisit the subclass
in the future.
• For the 2 municipalities that were interested they noted that the following
conditions or recommendation need to be in place or considered to proceed:
Page 547 of 625
CSD 58-2021
October 13, 2021
Page 7
______________________________________________________________________
o Relief should be targeted to commercial only or both commercial and
industrial;
o Administration of the subclass should be the responsibility of the Region
and not the Area Municipalities;
o Subclass eligibility should be application based; and
o Subclass eligibility could be based on number of employees and/or annual
revenue.
o Policy objective work would need to be established through further
consultation.
Recommendation
Based on staff research and the above feedback, Regional finance staff are not in
support of implementing the subclass. The regional inequalities, tax impacts on
remaining property owners, added administrative burden including additional annual
expenditures and lack of clear policy objectives are the main considerations for this
recommendation.
Alternatives Reviewed
1. Council could direct staff to initiate the implementation process for this new subclass
for the 2022 taxation year. If so, staff will need to consider:
• The checklist requirements as established by the Province which are further
detailed on Page 5 of Appendix 1 to Report CSD 58-2021. As a result of the
anticipated lead time necessary for implementation and to ensure the Region
fully explores the requirements as outlined in the Province’s checklist (which
include: engaging the business community, designing the program, passing a
by-law and assessing impacts)
• Impact on 2022 budget. Implementation in advance of the 2022 property
taxation year would not be possible without additional direct financial impact to
the Region and Area Municipalities. Implementation after a roll return for a
taxation year would also result in in-year tax write-offs for which the Region and
Area Municipalities would need to budget. MPAC’s draft white paper has also
identified other items that staff would need to explore before implementation in
order to ensure the properties are accurately reflected on the tax roll each year.
• Subclass should be implemented on a Region-wide basis rather than for only the
Area Municipalities that expressed an interest. If it was not implemented on a
Region-wide basis, it would result in a redistribution of the Region’s levy to Area
Page 548 of 625
CSD 58-2021
October 13, 2021
Page 8
______________________________________________________________________
Municipalities that have not opted into the new subclass and therefore do not
benefit from it.
• Provincial matching requirements. The Province requires program details to be
provided to the Province by March 31 of the taxation year for provincial matching
of relief on the education tax which would likely not be achievable.
2. Council could direct staff to undertake further public consultation with respect to
policy objectives in 2022 and only consider implementation in a future year (i.e.,
2023 or later) if compelling enough policy outcomes can be achieved.
Implementation would again have to satisfy the same considerations as noted
above.
Relationship to Council Strategic Priorities
This report addresses Council’s priority of Businesses and Economic Growth.
Other Pertinent Reports
CSD 12-2021 Optional Small Business Tax Subclass Overview
________________________________
Prepared by:
Rob Fleming, MBA
Senior Tax & Revenue Analyst
Corporate Services
_______________________________
Recommended by:
Todd Harrison, CPA, CMA
Commissioner/Treasurer
Corporate Services
________________________________
Submitted by:
Ron Tripp, P.Eng.
Acting Chief Administrative Officer
This report was prepared in consultation with the Local Area Treasurers and Margaret
Murphy, Associate Director, Budget Planning & Strategy, and reviewed by Helen
Chamberlain, Director, Financial Management & Planning/Deputy Treasurer
Page 549 of 625
CSD 58-2021
October 13, 2021
Page 9
______________________________________________________________________
Appendices
Appendix 1 Provincial Bulletin, Checklist – Small Business Subclass – May 2021
Appendix 2 DRAFT Municipal Property Assessment Corporation White Paper –
Policy Drivers Section Excerpt
Page 550 of 625
Ministry of Finance
NEW OPTIONAL SMALL BUSINESS PROPERTY SUBCLASS
May 2021
As announced in the 2020 Ontario Budget, the Province is providing municipalities with the
flexibility to target property tax relief to eligible small businesses through the adoption of a new
optional small business property subclass. Amendments to O. Reg. 282/98 under the
Assessment Act, O. Reg. 73/03 under the Municipal Act, 2001 and O. Reg. 121/07 under the City
of Toronto Act, 2006 were filed on May 7, 2021, which implement the subclass.
This bulletin provides municipalities with an overview of implementation details, including
requirements for municipal by-laws, administration of the subclass and provincial matching of
municipal property tax reductions with education property tax reductions.
IMPLEMENTATION
Municipal By-Law
Municipalities that choose to implement the optional small business property subclass are
required to pass a municipal by-law providing the following:
•The decision to adopt the subclass
o In two-tiered municipalities, the upper-tier municipality must pass a by-law to
adopt the subclass.
•The subclass tax reduction to be applied to the commercial and/or industrial class
municipal tax rate
o The reduction can be set up to 35% of the municipal rate for the property class.
•Requirements that the property must meet to be included in the subclass
o Municipalities have a variety of priorities that may influence the definition of
“small business” and, as such, are in the best position to define eligibility criteria
that reflect their local priorities and needs.
o Note that all commercial and industrial properties (except properties that are or
would be classified in the large industrial property class or the parking lot and
vacant land property class, or vacant or excess land), are eligible to be included
in the new small business property subclass.
•Appointment of a Program Administrator to administer the program, including
approving properties for inclusion in the subclass, notifying property owners of
CSD 58-2021
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ober 13, 2021Oct
Page 551 of 625
decisions and reviewing requests for reconsideration related to a property’s eligibility
for inclusion in the subclass
•Appointment of an Appellate Authority to hear any appeals of the Program
Administrator’s eligibility decisions
Municipalities may also choose to require in municipal by-law that landlords pass the tax
reduction to tenants as a condition of eligibility in the subclass.
As part of the process of developing a small business property subclass by-law, municipalities
are strongly encouraged to consult with their local business stakeholders and other interested
parties.
Program Administration
Municipalities are responsible for establishing detailed eligibility criteria for the optional small
business subclass. This would require the municipality to develop and administer a process to
identify or approve eligible properties for inclusion in this subclass.
Through the appointment of a Program Administrator, municipal staff would identify qualifying
properties classified in the commercial or industrial property classes, or both, that meet the
eligibility criteria. This could be done either through an application-based process or through a
criteria-based determination process. Properties approved for inclusion in the subclass by the
Program Administrator must be listed in a publicly accessible registry (details of the registry
requirements are found in the Municipal Checklist below). The Program Administrator would
also be required to establish a process where an owner may make a request for
reconsideration.
Municipalities can utilize the Ontario Property Tax Analysis (OPTA) system to build scenarios
and model tax impacts of adopting the small business subclass.
Municipalities are required to notify the Municipal Property Assessment Corporation (MPAC) of
the properties included in the subclass, such that MPAC can classify the property within the
small business property subclass for taxation purposes.
Municipalities will also be responsible for monitoring ongoing eligibility, updating the registry of
eligible properties and notifying MPAC when properties become eligible or ineligible for the
subclass as a result of a municipal determination.
Municipalities are also required to appoint an Appellate Authority to hear appeals about
whether or not the property should be included in the subclass.
Appeals of assessed value would continue to be directed to the Assessment Review Board.
CSD 58-2021
Appendix 1
October 13, 2021
Page 552 of 625
Funding the Subclass
Consistent with other property subclasses, municipalities can fund the small business subclass
either by absorbing the cost through a levy decrease or by funding it broadly across all property
classes.
Municipalities also have the option of funding the small business subclass within the
commercial and/or industrial property class through the adoption of revenue neutral tax ratios,
as per section 9 in O. Reg 385/98 under the Municipal Act, 2001 and section 2.2 in O. Reg.
121/07 under the City of Toronto Act, 2006.
The adoption of the subclass, including how the tax reduction is funded, is a municipal decision.
As with other tax rate decisions, municipalities are responsible for understanding the potential
tax impact on affected taxpayers. Municipalities are strongly encouraged to consult with their
local business stakeholders and other interested parties prior to finalizing their decision-
making.
Provincial Matching of Tax Reductions
As announced in the 2020 Budget, the Province will consider matching municipal property tax
reductions with education property tax reductions to provide further support for small
businesses. To qualify:
•Municipalities would notify the Minister of Finance of the decision to adopt the subclass
and submit a municipal by-law outlining the program requirements as well as estimated
total municipal tax relief to small businesses.
•Municipalities would conduct consultations with business stakeholders regarding the
small business property subclass.
•The Minister would review each submission and determine whether to match municipal
reductions on a case-by-case basis.
Submissions to the Minister of Finance can be sent directly to the Minister, with a copy to
info.propertytax@ontario.ca, prior to March 31 for the applicable taxation year.
Hon. Peter Bethlenfalvy
Minister of Finance, and President of the Treasury Board
Frost Building South, 7th Floor
7 Queen's Park Cres.
Toronto, ON M7A 1Y7
Minister.fin@ontario.ca
CSD 58-2021
Appendix 1
October 13, 2021
Page 553 of 625
Regulations
Regulations implementing the small business property subclass are available on the
Government of Ontario’s e-laws website at www.ontario.ca/laws. These include:
•O. Reg. 282/98 under the Assessment Act is amended by O. Reg. 331/21 establishing the
optional small business property subclass
•O. Reg. 73/03 under the Municipal Act, 2001 is amended by O. Reg. 332/21 setting the
municipal reduction factor for the optional small business property subclass
•O. Reg. 121/07 under the City of Toronto Act, 2006 is amended by O. Reg. 333/21 setting
the municipal reduction factor for the optional small business property subclass
FURTHER INFORMATION
Municipalities with any questions regarding the optional small business property subclass may
contact the Ministry of Finance at info.propertytax@ontario.ca.
CSD 58-2021
Appendix 1
October 13, 2021
Page 554 of 625
OPTIONAL SMALL BUSINESS PROPERTY SUBCLASS – MUNICIPAL CHECKLIST
MAY 2021
PROGRAM DETAILS
Have you adopted the subclass through municipal by-law?
Have you established eligibility criteria for a small business?
For municipalities in a two-tiered system, have you discussed proposed changes with
lower-tier municipalities?
Have you considered how the subclass would be funded?
Have you set a discount applicable to the class?
Have you consulted with local business stakeholders and other interested parties?
IMPLEMENTATION
Have you established an application process or established a criteria-based
determination process?
Have you appointed a Program Administrator?
Have you appointed an Appellate Authority?
Have you established a publicly accessible registry of eligible properties? The registry
may include but is not limited to the following information:
o Assessment Roll Number
o Property Address
o Unit Number (if applicable)
o Leased Space (if applicable)
Have you provided MPAC the list of eligible properties including property details?
The list of eligible properties to MPAC would include the following information:
o Assessment Roll Number
o Property Address
o Legal Description
o Square Footage
o Floorplan (if applicable)
Have you made a submission to the Minister of Finance to request matching the
municipal tax reduction with an education tax reduction? Submission would include
the following information:
o By-law adopting the subclass
o Overview of program requirements
o Estimated total municipal tax relief to small businesses
o Confirmation of consultation with the business community
If you have any questions regarding the implementation of the optional small business
property subclass, please contact the Ministry of Finance at info.propertytax@ontario.ca.
CSD 58-2021
Appendix 1
October 13, 2021
Page 555 of 625
CSD 58-2021
Appendix 2
October 31, 2021
1
Ontario’s Small Business Property Subclass:
Considerations for Municipalities
2.Municipal Guide to Using the Small Business Property
Subclass
2.1. Policy Drivers
A variety of financial and economic development tools already are available to nurture
small business development and support their survival. The Subclass adds to this
toolbox. Its use should be considered within the broader context of each municipality’s
characteristics and policy objectives and the combination of tools that best addresses
local issues and goals.
The Municipal Working Group identified six potential policy drivers that municipalities
where use of the Subclass may align with municipalities’ planning or economic
development goals. The Survey of Municipalities (the Survey) indicated that all six are
of interest to at least a few municipalities. The percentage of Survey respondents who
are considering the Subclass or are unsure about using it is provided for each one.1 The
policy drivers are not mutually exclusive nor exhaustive. Some municipalities are
interested in achieving several of them:
1. Nurture local small business development in one or more sectors of the
economy;
2.Support Downtown and Main Streets;
3.Nurture the development of Innovation Districts, Creativity Zones or Business
Parks;
4.Support Business Improvement Areas (BIAs);
5.Mitigate the impact of shifts in property values between districts for small
businesses; and/or,
6.Mitigate the impact of widespread revenues losses due to circumstances beyond
businesses’ control.
Nurture Local Small Business Development in one or more Sectors of the Economy
Providing property tax relief by using the Subclass is a tool that municipalities can
consider to support small businesses. Property tax is a significant fixed cost, sometimes
1 Thirty five Survey respondents (26%) indicated that they did not intend to implement the
Subclass and did not answer the questions about the policy objectives they were interested
in achieving by using it. They are not included in the calculation of the percentages provided
below. The adjusted base is 100 respondents who are considering the Subclass or are unsure
about using it.
Excerpt From MPAC White Paper - Draft Dated September 8, 2021
Page 556 of 625
CSD 58-2021
Appendix 2
October 31, 2021
2
equalling or exceeding rental levels. The Survey indicated fairly widespread interest in
providing broad support to small businesses throughout the municipality (58% of
respondents considering the Subclass 2), while 9% are considering making the support
sector specific, all targeting small retailers and some also including arts/culture,
manufacturing and commercial offices. Open ended comments included interest in
supporting small business development and entrepreneurship to diversify the local
economy.
Support Downtown and Main Streets
Small business support often is synergistic with policies encouraging the revitalization
and sustainability of geographic business districts within municipalities. Small
commercial businesses tend to predominate in traditional downtowns and main streets,
areas which play important community identity, heritage and city-building roles in
communities. 11% of the Survey respondents considering the Subclass indicated that
downtown or main street support was a policy driver.
Nurture the Development of Innovation Districts, Creativity Zones or Business Parks
Another example where the tax class may have applicability is to support the clustering
of small commercial and industrial businesses and entrepreneurs in “innovation
districts” and “creativity zones”. Clustering enables small businesses to build synergies
and business-to-business connections among themselves. The zones are sometimes
associated with revitalizing industrial and port areas. 5% of the Survey respondents
considering the Subclass are interested in targeting “innovation zones”, while 6% are
interested in targeting their Central Business Districts.
Support Business Improvement Areas (BIAs)
The BIA program has shown itself to be an extremely effective self-help tool enabling
both commercial and industrial business communities to come together and collectively
invest in improvements to municipally owned property as well as promotional and
business development activities that strengthen the business district. They fund the
investment through a special levy paid by all commercial and industrial property owners
within a specific geographic Area.
Many of their activities also benefit the municipality at large, including local residents
and other businesses. Examples include festivals, public entertainment, sidewalk
amenities and beautification, developing public squares and parkettes, marketing
programs that attract more people to the community, etc. Yet the businesses in BIAs
pay the total cost, often resulting in their total taxes being significantly higher than
property taxes paid by comparable businesses in other districts. The Subclass could be
2 As is explained in Footnote 2, the base for this percentage and those that follow is the
100 respondents who either are considering the Subclass or are unsure about
implementing it.
Excerpt From MPAC White Paper - Draft Dated September 8, 2021
Page 557 of 625
CSD 58-2021
Appendix 2
October 31, 2021
3
used to partially compensate businesses in BIAs for their additional investment. 11% of
the Survey respondents considering the Subclass are interested in targeting BIAs.
Mitigate the Impact of Shifts in Property Values between Districts for Small Businesses
When a property’s CVA increases greater than the average for its tax class, the
property owner may experience an increase in property taxes above a general tax levy
increase. The increase often is passed through to the business tenants operating in the
property (as is further discussed in Section 2.6 below)
This can result in tax shifts between different parts of a municipality.
Examples of situations when shifts in property values between districts may occur
include:
•In “Growth Areas”, where residential or commercial intensification is permitted by
the municipality. CVA may increase in anticipation of the redevelopment of
properties to higher densities. Property owners and their business tenants may
experience increased property taxes as a result.
•Upgraded infrastructure in a district may lead to higher than average market
appreciation leading to higher increases in property values during a
reassessment relative to other business areas in the community.
30% of the Survey respondents considering the Subclass indicated that mitigating the
impact of high CVA increases on small business was relevant.
Mitigate the Impact of Widespread Revenues Losses due to Circumstances Beyond
Businesses’ Control.
Property tax is a significant fixed cost for most businesses. Therefore, revenue
decreases can cause previously sustainable property tax amounts to become less
affordable. Small businesses are more vulnerable than larger corporations since they
often have limited access to financing or to corporate cash reserves. The Subclass may
be a helpful tool for supporting small businesses through such crisis’s, especially when
the impact is expected to last for several years.
The most recent and dramatic example of widespread business revenue reductions was
caused by COVID-19 in 2020 and 2021. Many businesses providing “non-essential”
goods and services were required to close or significantly reduce their operations to
contain the spread of the pandemic. Impacts for some types of businesses and districts
are expected to extend into 2022 and even beyond – especially in sectors and areas
dependent on tourism or on employment concentrations where there may be
widespread continuation of remote-working. Widespread business support has been
provided by the Federal and Provincial governments as well as by many individual
municipalities. Specific to property tax stability, the Province continued to use the 2016
Excerpt From MPAC White Paper - Draft Dated September 8, 2021
Page 558 of 625
CSD 58-2021
Appendix 2
October 31, 2021
4
CVA for the 2020 and 2021 tax years and reduced the business education tax rate to a
maximum of 0.88% throughout the Province.3 The Subclass provides an additional tool.
Extended construction projects where businesses are impacted by road and sidewalk
closures or other significant disruptions are another example. Municipalities could
consider using the Subclass to provide property tax relief to small businesses located in
districts impacted by multi-year road reconstruction or other major construction projects.
6% of the Survey respondents considering the Subclass indicated that providing post-
COVID relief to impacted small businesses was a policy driver, while 1% (one person)
added that their municipality was interested in providing assistance to small businesses
impacted by major road construction.
3 Previously BET rates were variable with businesses in some municipalities paying 1.25%.
Reducing all high BET rates to 0.88% resulted in a $450 million reduction for businesses.
Excerpt From MPAC White Paper - Draft Dated September 8, 2021
Page 559 of 625
Bill No.2021-86 Authorization Reference:PWC10—2021;
Minute Item 5.3
THE REGIONAL MUNICIPALITY OF NIAGARA
BY—LAWNO.2021-86
A BY-LAW TO AMEND BY—LAW2019-61
BEING A BY-LAW TO PROVIDE FOR THE REGULATION
OF TRAFFIC ON REGIONAL HIGHWAYS
WHEREAS section 214(1)of the Highway Traffic Act,R.S.O.1990,c.H.8,as amended,
provides that the Council of a municipality may by by—lawdesignate a part of a highway
under its jurisdiction as a community safety zone if,in the council's opinion,public safety is
of special concern on that part of the highway;and
WHEREAS Regional Council passed By—|aw 2019-61 on July 18,2019 designating
specific community safety zones;and
WHEREAS Regional Council deems it advisable to designate additional community safety
zones.
NOW THEREFORE the Council of The Regional Municipality of Niagara enacts as
follows:
1.That Schedule “A”of By—law2019-61 is hereby amended by adding the
following as Community Safety Zones.
“Schedule A”
COLUMN 1 COLUMN 2 COLUMN 3 Length
HIGHWAY FROM TO (kilometre)
Regional Road 20 Kalar Road Regional Road 98 1.05
(Lundy’s Lane)(Montrose Road)
Page 1 of 2Page 560 of 625
Bill No.2021—86 Authorization Reference:PWC10-2021;
Minute Item 5.3
2.That this by—|awshall come into force and take effect on the day upon
which it is passed and signs have been erected and are on display.
THE REGIONAL MUNICIPALITY OF NIAGARA
ey,Regional
/\/Ann-MarieNorio,Regional Clerk
Passed:October 21,2021
Page 2 of 2Page 561 of 625
Administration
Office of the Regional Clerk
1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7
Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977
www.niagararegion.ca
October 29, 2021
CL 20-2021, October 21, 2021
By-law No. 2021-86
Mr. Bill Matson, City Clerk
City of Niagara Falls
4310 Queen St. PO Box 1023
Niagara Falls, ON L2E 6X5
SENT ELECTRONICALLY
Designation of a Community Safety Zone By-law
Regional Council, at its meeting held on October 21, 2021, passed the following By-law:
By-law No. 2021-86 being a by-law to provide for the designation of a Community
Safety Zone on Regional Road 20 (Lundy’s Lane) in the City of Niagara Falls.
A copy of By-law 2021-86 is attached.
By copy of this letter, we are forwarding two (2) certified copies of the said by-law to
Police Chief B. MacCulloch and one (1) to our Road Safety and Permits Program
Manager, Petar Vujic.
Yours truly,
Ann-Marie Norio
Regional Clerk
:cv
CLK-C 2021-165
cc: B. MacCulloch, Police Chief
P. Vujic, Road Safety and Permits Program Manager
N. Coffer, Executive Assistant to the Commissioner, Public Works
N. Price, Legal Services
Page 562 of 625
Hawkins Street /
Heximer Avenue
FACT SHEET
Niagara Regional Housing’s New Community Housing
Developments in Niagara Falls
Intensification project to increase the number of Niagara Regional Housing units on Hawkins
Street and Heximer Avenue in Niagara Falls
o 12 single-family homes were demolished and replaced with two new apartment
buildings with 73 units (61 net new units)
Fully integrated buildings for ages 16+
100% non-smoking properties
Hot water heating and central cooling
Accessible for visitors
Units are mix of Market Rent, Affordable Rent (80% of Average Market Rent) and Rent-
Geared-to-Income (RGI – 30% of household income)
Building A (Hawkins)
3-storey building with 55 units
8 bachelor units (2 Barrier Free
(B/F))
28 1-bedroom units (1 B/F, 3 Facility
Accessibility Design Standards
(FADS))
15 2-bedroom units (2 B/F)
4 3-bedroom units (1 B/F)
85 parking spaces (4 accessible)
Building B (Heximer)
3-storey building with 18 units
18 1-bedroom units (2 B/F, 2 FADS)
26 parking spaces (2 accessible)
Page 563 of 625
Please call 905-682-9201 if you need this information in a different format or translated into another
language.
October 2021
HAWKINS STREET
For more information, please visit:
www.nrh.ca
You can also contact the Project Manager at:
905-682-9201 ext. 3953
Niagara Region Headquarters
Campbell East
1815 Sir Isaac Brock Way
P.O. Box 344, Thorold, ON L2V 3Z3
Amenities
Common Room with kitchen
Scooter/bike storage
Sitting area on every floor
Accessible laundry on every floor
Organics & recycling
Building Automation System to control and monitor heating, cooling and ventilation in all
common areas, through a centralized PC or online access
Programs and Services
10 fully supported Housing First units
Life skills
Physical activities
Workshops
Healthy living strategies
Other programs and services beneficial to tenants
CONTACT
Page 564 of 625
Please call 905-682-9201 if you need this information in a different format or
translated into another language.
Niagara Regional Housing
1815 Sir Isaac Brock Way, PO Box 344, Thorold, ON L2V 3Z3
Telephone: 905-682-9201 Toll-free: 1-800-232-3292
Main Fax: 905-687-4844 Contractor Fax: 905-682-8301
nrh.ca
November 3, 2021
Dear Neighbour:
As you are aware, there is an urgent need for housing in Niagara. Currently, there are
more than 7,500 households waiting for appropriate, suitable and affordable housing in
our region.
I am pleased to report that the Niagara Regional Housing (NRH) developments at 6388
Hawkins Street and 7180 Heximer Avenue are close to being complete and will soon
add 73 affordable housing units to the neighbourhood. Please see the Hawkins
Street/Heximer Avenue Fact Sheet if you are looking for more information on this
project.
Over the next couple of months, final steps include:
parking lot lines will be painted and signs installed
generators will be lifted onto the roof of each building
minor touchups and cleanup will be completed
tenants will begin moving in at the beginning of January 2022
NRH prides itself on being a responsible landlord and developer. Please do not hesitate
to contact me if you have questions or concerns.
Sincerely,
Dean Pilon, Housing Development Project Manager
Dean.Pilon@niagararegion.ca
905-327-4423
Page 565 of 625
CHRISTINE TARLING
Director of Legislated Services & City Clerk
Corporate Services Department
Kitchener City Hall, 2nd Floor
200 King Street West, P.O. Box 1118
Kitchener, ON N2G 4G7
Phone: 519.741.2200 x 7809 Fax: 519.741.2705
christine.tarling@kitchener.ca
TTY: 519-741-2385
November 1, 2021
Honourable Doug Ford
Premier of Ontario
Legislative Building
Queen’s Park
Toronto ON M7A 1A1
Dear Premier Ford:
This is to advise that City Council, at a meeting held on October 18, 2021, passed
the following resolution regarding the vaccine passport program:
"WHEREAS the Covid-19 pandemic has been both a health crisis and an
economic crisis; and,
WHEREAS lockdown and physical distancing measures have caused
significant hardship to businesses, particularly those dependent on in -
person delivery or experience (ex: retail, restaurant, hospitality, personal
service, etc.); and,
WHEREAS vaccinations have proven to be an effective means of keeping
Ontarians safe and can enable businesses to safely remain open without
compromising the health of their customers and employees; and,
WHEREAS the Province of Ontario and the Regional Municipality of
Waterloo are the primary authorities governing public health in the city of
Kitchener;
WHEREAS the Economic Development Advisory Committee expressed
concerns about financial supports for businesses and the City’s ability to
support, maintain and grow the economy;
THEREFORE BE IT RESOLVED that the City of Kitchener thank the
Province of Ontario for developing the vaccine passport program, but urge
the Province to provide financial supports for businesses to cover capital
and human resource costs necessary to execute the program; and,
Page 566 of 625
-2-
THEREFORE BE IT FINALLY RESOLVED that a copy of this resolution be
forwarded to the Honourable Premier of Ontario, the Minster of Municipal
Affairs and Housing, the Association of Municipalities of Ontario; and, all
other Ontario municipalities."
Yours truly,
C. Tarling
Director of Legislated Services
& City Clerk
c: Honourable Steve Clark, Minister of Municipal Affairs and Housing
Monika Turner, Association of Municipalities of Ontario
Ontario Municipalities
Page 567 of 625
1
Heather Ruzylo
Subject:-March, 3th, 2022
On Oct 28, 2021, at 4:19 PM, velislava.panova@mfa.bg wrote:
YOUR WORSHIP MAYOR JIM DIODATI
MAYOR OF THE CITY OF NIAGARA FALLS
LADIES AND GENTLEMEN, DEAR FRIENDS,
On behalf of the Government of the Republic of Bulgaria as well as on my own behalf, I would
like to extend the assurances of the highest consideration of mine to you and to the institutions you
represent.
The relations between the Republic of Bulgaria and Canada have enjoyed a remarkable trend of
perpetual enhancement over the last many years. I am honored to underscore that the year 2022
marked a special Anniversary – 56 years since the establishment of diplomatic ties between our
allied countries. It is noteworthy that over the course of over half a century, we have strengthened
our cooperation in a number of areas of mutual interest and concern such as economy, trade and
investment, culture, education, people-to-people contacts and more.
Over the years thousands of Bulgarians have made the choice to make Canada their home. And
many of them live now in Niagara Falls and the province of Ontario.
That is why we want to have the flag raising ceremony again for our National Day – March, 3th,
2022. It will be a great honor for us if you can join the celebration.
Thank you very much in advance!
Page 568 of 625
2
Yours,
Velislava Panova
Consul General,
Republic of Bulgaria
Генерално консулство на Република България в Торонто, Канада
Consulate General of the Republic of Bulgaria in Toronto,Canada; 65 Overlea
Blvd., Suite 230, Toronto, ON M4H 1P1;
+1 416 696 2420; Emergency line: +1 416 892 1738
https://www.bgconsultoronto.info/
twitter: @BulgariaToronto;
Instagram: @BulgariaToronto
https://www.facebook.com/TorontoBulgaria/
<00-LOGO.PNG>
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 569 of 625
4605 QUEEN STREET NIAGARA, ON L2E 2L7 P. 905-356-5444 / DOWNTOWNIAGARAFALLS.COM
November 7th, 2021
Mayor and City Council
City of Niagara Falls
4310 Queen Street
Niagara Falls, ON, L2E 6X5
To Whom This May Concern,
In preparation for the Holiday season, the Downtown Niagara Falls Business Improvement
Association is seeking a resolution by Council to approve free parking within the BIA catchment
in remainder of November and December of 2021. Historically the offer of free parking has been
extended for on-street and off-street municipal lots for Holiday shoppers. This has been a great
way to promote our downtown stores, advertise our shop local campaign, and this year will help
encourage people to come down and visit the Christmas Market hosted by the Downtown.
If approved by Council, the addition of Free Parking will be included in all of our media
campaigns and should help generate another great news story on all the reasons to shop local
this holiday season
Sincerely,
Ron Charbonneau,
Board Chair
Niagara Falls Downtown Board of Management
Page 570 of 625
Presentation
October, 2021
1Page 571 of 625
A year long, nationwide celebration
Celebrating an important anniversary
2022 is the centennial of Canada’s ornamental horticulture sector
marked by the Canadian Nursery Landscape Association (CNLA)
100th Anniversary.
The Year of the Garden 2022, January 1 to December 31, will:
•celebrate Canada’s rich horticulture and garden heritage
•celebrate today’s vibrant garden culture
•create legacies for a sustainable future
A year long invitation to Canadians
‘Live the Garden Life –Vivre la vie de jardin’
2Page 572 of 625
2022 Proclaimed Canada’s Year of the Garden
Our Mission is to celebrate and generate development and growth
of Canada’s garden culture.
As the country recovers from COVID, the Year of the Garden 2022
will mark an important period for Canadians of all ages to learn
more about growing, enjoying and experiencing gardens, and all
the vital quality of life benefits they provide.
On March 22, 2021, with the support of Canada’s Garden-Family,
2022 was proclaimed the Year of the Garden.
On June 21, the federal government recognized 2022 as Canada’s
Year of the Garden via a House of Commons declaration
3Page 573 of 625
A Garden Celebration for all Canadians
Passion for gardening has never been more evident than during the
pandemic as families sheltered at home and turned their yards into
practical and beautiful garden sanctuaries.
The Year of the Garden 2022 is an engaging marketing and
communication campaign to be delivered from coast to coast to coast via
traditional and digital media and members Canada’s Garden -Family.
There’ll be something of interest for everyone of every age and for all
gardening skill levels from novice to expert.
Year of the Garden 2022 is meant to profile and enhance all the good
work being done by members of Canada’s Garden-Family and make it
easy for Canadians to participate.
4Page 574 of 625
5
Founding Partners
The launch of the Year of the Garden 2022 was made possible by the
generous support and guidance of the Founding Partners
Page 575 of 625
Invitations to Canadians
Making it Easy to Participate!
Invitations to join the celebration via the many existing and new
activities and promotions offered by members of the Garden-Family in
communities across the country to facilitate their participation to the
Year of the Garden 2022.
First Invitation: Make Your Garden A Celebration Garden!
Canadians are invited to sign up their gardens as a “Year of the
Garden 2022 Celebration Garden”.
How can you invite Canadians to sign up their garden and celebrate
the Year of the Garden 2022?
6Page 576 of 625
Invitation to Canadian Municipalities
In collaboration with Communities in Bloom and Fleurons du
Québec, an invitation is going to Canadian municipalities to join
the celebration by:
▪Proclaiming 2022 the Year of the Garden
▪Committing to be a Garden-Friendly City
▪Celebrating our National Garden Day –Saturday before
Father’s Day, June 18, 2022
Toronto was the first to do it !
Can you invite your Municipality to Proclaim 2022 the Year of
the Garden?
Check Year of the Garden 2022 website for link to invitation and
template, that you can use.
7Page 577 of 625
Visit your favorite garden or discover a new one
Invitation to travel and visit the many gardens across the
country on Canada’s Garden Route and in your community
during the Year of the Garden 2022.
Viewing landscapes that represent different regions, climate zones
and purposes is a fun and educational way to inspire Canadians with
ideas for their own garden sanctuaries.
Which gardens would you suggest Canadians visit during the
Year of the Garden 2022?
If you have a public garden, is it on Canada’s Garden Route?
8Page 578 of 625
Celebrate our Garden Heritage
During the Year of the Garden 2022 Canadians will be
invited to discover gardening traditions such as the First
Nations’ knowledge of living in harmony with plants and
nature, early ‘European-style’ gardens and the importance
of historic gardens like those in Annapolis Royal and
Québec City as well as garden traditions introduced by
immigrants from around the world.
What would you like Canadians to learn about during the
Year of the Garden 2022?
9Page 579 of 625
Plant Red and show your
Canadian garden pride
Following on Communities in Bloom’s successful 2021
invitation to “Plant Yellow”, the Year of the Garden
2022 invites all Canadians to plant something red to
express their Canadian garden pride and the joy of
celebrating the Year of the Garden 2022.
From parks to playgrounds, front yards, back yards,
balconies, baskets, boulevards, barrels and planters,
wherever there’s an empty space, there is an
opportunity to plant red and join in the 2022
celebration.
What would you invite Canadians to plant during the
Year of the Garden 2022?
10Page 580 of 625
Climate Action gardens and gardening
Gardens and gardening are one of the most effective
ways for Canadians to positively impact climate change.
Plant trees, rain gardens, green roofs and food gardens
for sustainable nature-based climate solutions for a
greener future.
Canadians will be invited to register their ‘Climate Action
Garden’ and discover its environmental impact thanks to
a calculator being developed by Canadian Nursery
Landscape Association.
How can you invite Canadians to register their garden?
11Page 581 of 625
Inviting Canadians to be Garden Volunteers
Volunteering improves quality of life as well as the
community’s quality of life.
Canadians will be encouraged to engage with volunteer
gardening opportunities in their communities for the Year of
the Garden 2022 and to discover the benefits and the fun of
sharing their passion for gardenening and learning from
others by becoming a member of a garden organization.
How could you invite Canadians to engage with
gardening during the Year of the Garden 2022?
12Page 582 of 625
Health and Well-being
During the Year of the Garden 2022 Canadians will learn about
the many benefits that plants, gardens and gardening have on
health and well-being. It will be like getting a garden
prescription for the future.
Year of the Garden 2022 will provide a weekly garden
prescription –Garden RX
What garden prescription would you suggest for the Year of
the Garden 2022?
In addition, the Year of the Garden 2022 launches the challenge
of integrating a garden experience into each health center in the
country.
How can you support this Year of the Garden 2022 initiative?
13Page 583 of 625
A Garden for Every School
A legacy goal of the Year of the Garden 2022 is ‘A Garden
for Every School’, providing an important learning
opportunity for every child and for future generations.
A Resource Kit will be made available to learn about the
many programs available to help schools plant, grow and
maintain sustainable garden experiences.
How could you support this Year of the Garden
2022 legacy goal?
14Page 584 of 625
Canadian Garden Heroes
Every garden organization has a special person who inspires and
leads volunteers in planting a love of gardens and gardening. Not-
for-profit garden organizations will be encouraged to recognize their
passion and hard work by selecting a person to be their Year of the
Garden 2022 Canadian Garden Hero to be celebrated during Garden
Days, June 11 to 19.
Do you know a garden organization that could celebrate their Year
of the Garden 2022 Garden Hero?
15
Right: Eileen Hunt, volunteers with
“Friends of Maplelawn Garden.”
This is just one of several
community garden projects she is
involved in.Page 585 of 625
Canadian Garden Hall of Fame
The Year of the Garden 2022 –‘Canada’s 100
Garden Moments’ will shine a spotlight on the
achievements and leaders who have helped to
shape today’s rich Canadian garden culture and
why horticulture heritage matters.
Who or which event would you nominate to be
one of “Canada’s 100 Garden Moments” ?
16
Above: Brother Marie-Victorin, the
father of the Botanical Garden of
Montreal.
Left: Isabella Preston, ornamental
plant breeder.Page 586 of 625
Year of the Garden 2022
‘Live the Garden Life’ Agenda?
The ‘Live the Garden Life’ Agenda will become a dynamic
source of information that will keep everyone updated on
what’s happening when and where, and how to connect, to
engage, to participate and celebrate.
It’s not too soon to begin planning your activities for the
‘Live the Garden Live’ Agenda.
17Page 587 of 625
The Year of the Garden 2022 Starts Now
Start Planning
It’s not too soon to begin thinking about how Canadians might ‘Live
the Garden Life’during the Year of the Garden 2022 at home, work,
school, in their communities, clubs and socities or even while on
vacation!
How can you help Canadians celebrate the
Year of the Garden 2022 and Live the Garden Life?
18Page 588 of 625
Our Invitation -Join the Celebration
Join the the Garden-Family, from growers to garden centres and retailers, designers, landscaper and the garden
experience sector from public gardens, horticultural societies and garden clubs, to garden communicators,
educators and affiliated businesses and engage with the Year of the Garden 2022 and share your knowledge
and expertise.
Sign up your activity and/or promotion! Be a Sponsor! Be a Promotional Partner! Be a Patron! Be a Friend of the
Year of the Garden 2022!
Reach your goals and help us make it easy and fun for Canadians to:
‘Live the Garden Life -Vivre la vie de jardin’
during
Year of the Garden 2022
We need support from all branches of the Garden-Family!
19Page 589 of 625
The Year of the Garden 2022 Team
Canadian Garden Council -gardenscanada.ca
Enterprise Canada -enterprisecanada.com
Grow with AMP -growwithamp.com
Paradigme Stratégies -paradigmestrategies.com
Rocket Digital / ZRB -rocketdigital.ca
Michel Gauthier,
Executive Director,
director@gardencouncil.ca
613 301 4554
20
Learn more about the Canadian Garden Council and the Year of the Garden at:https://gardenscanada.caPage 590 of 625
1
Invitation to Municipalities
What is The Year of the Garden 2022?
The Year of the Garden 2022 is the Centennial Celebration of Canada’s
horticulture sector marked with the 100th Anniversary of the Canadian Nursery
Landscape Association. From January 1 to December 31, 2022, we will commemorate
and celebrate Canada’s rich garden heritage, celebrate today’s vibrant garden culture,
and create legacies for a sustainable future.
Planning is underway for a year of exciting activities, celebrations, special events and
promotions that will take place in communities, schools, businesses, public gardens,
and backyard gardens in all parts of Canada.
Join the Celebration and Proclaim 2022 as the Year of the
Garden in Your Municipality
Join Canada’s Garden-Family – thousands of plant growers, product manufacturers,
retailers, landscape service providers, public gardens and garden experience providers,
garden clubs and societies, and affiliated businesses – which will be sharing their
knowledge and offering events to help Canadians Live the Garden Life.
The Year of the Garden 2022 is a unique opportunity for your municipality to highlight
and have a positive impact on priorities, such as:
- Post COVID Recovery
- Quality of Life
- Healthy Citizens
- Environmental Climate Action
- Economic Growth
- Enhance Cultural Vibrancy
- Reconciliation and Inclusivity
- Garden Tourism Destination positioning
Page 591 of 625
2
The Year of the Garden 2022 campaign will reach and inspire the public to learn about
the connections gardens and gardening have with many important community quality of
life benefits including:
Environmental Benefits
- Integration of more plants into city life: tree canopy, community gardens, public
parks, green roofs, green infrastructure
- More plants and more gardens produce more oxygen, sequester more carbon,
mitigate heat island effect in urban areas
- Engaging Canadians in the Federal government’s commitment to plant 2 billion
trees, and commitment to fight Climate Change
- Contribute to attaining sustainable development goals
Economic Benefits
- Gardens and gardening generate economic activity for the garden family sector
of your municipality
- Impact of public garden visitation, a demonstrated major tourism draw
- Generate economic development, attracting residents, businesses, and visitors in
communities across the country
- Enhancing quality of life favours economic stability for your municipality and its
residents
Health and Wellness Benefits
- The relation between improved health and gardening is well documented
- Active living for all ages
- Contribute to healthier citizens and reduced health costs
- Engage your with Canada’s healthy eating strategy
Cultural Benefits
- Better understanding of the role gardens and gardening play in the development
of communities and our country
- contribute to the reconciliation with our First Nations who live in harmony with
nature and plants
- Contribute to Canada’s inclusivity agenda since “in the garden there are no
differences”, just plants, and people of all ages and cultures who love them and
care for them
- support the integration of a garden culture in schools and community gardens
Page 592 of 625
3
Our Invitation to All Municipalities:
Communities in Bloom and the Canadian Garden Council invite municipalities to
proclaim 2022 the Year of the Garden for their citizens to acknowledge all the
benefits that Gardens and Gardening provide.
By joining Canada’s celebration of the Year of the Garden 2022 you will demonstrate
leadership and inspire and engage your citizens using evidence -based information and
actions to contribute to the sustainability of your municipality.
Our Proposal:
- Proclamation of 2022 as the Year of the Garden in your municipality (see
attached Proclamation Template)
- Commitment to be a Garden Friendly City
- Recognize National Garden Day in your municipality, Saturday before Fathers
Day
Should you have any question, please do not hesitate to contact us. Should you move
forward with a proclamation, please send us copy of your proclamation.
Contact: info@gardencouncil.ca
https://www.communitiesinbloom.ca/
https://gardenscanada.ca/year-of-the-garden/
Page 593 of 625
Presented on Municipal letterhead
Year of the Garden 2022 PROCLAMATION
WHEREAS the Year of the Garden 2022 celebrates the Centennial of Canada’s horticulture
sector;
WHEREAS gardens and gardening contribute to the quality of life of our municipality, our
climate action goals and create safe and healthy places where people can come
together in the spirit of inclusivity and reconciliation:
WHEREAS the Year of the Garden 2022 will highlight and celebrate the important
contribution of gardeners, our local gardening organizations, horticultural
professionals and local horticultural businesses which contribute to garden
culture and experience of our municipality;
WHEREAS gardens and gardening have helped us face the challenges of the COVID
pandemic;
WHEREAS Communities in Bloom in collaboration with the Canadian Garden Council,
invites all municipalities to celebrate the Year of the Garden 2022;
NOW THEREFORE BE IT RESOLVED
THAT (add name of municipality) HEREBY PROCLAIMS 2022 as the Year of the Garden
in celebration of the contribution of gardens and gardening to the development
of our country, our municipality and the lives of our citizens in terms of health,
quality of life and environmental challenges; and
THAT the Saturday before Father’s Day, National Garden Day, June 18 in 2022, be
recognize as Garden Day in (add name of municipality) as a legacy of Canada’s
Year of the Garden 2022; and
THAT (insert name of Municipality) is committed to be a Garden Friendly City
supporting the development of its garden culture and is proud to have:
(name at least two city initiatives that support the garden culture of your city and the spirit of
the Year of the Garden 2022); and
THAT all municipalities across Canada BE INVITED to proclaim 2022 to be the Year of
the Garden in their respective municipalities, and that a copy of this resolution
be provided to the FCM, and for that purpose.
DATED AT CITY HALL, (the xx day of (add month), 2021 or 2022
_______________________________
(insert Mayor’s name), Mayor
Page 594 of 625
No.13 November 16, 2021
Moved by:
Seconded by:
RESOLUTION
Support for Resolution regarding Tree Protection and
Intensification
WHEREAS we need to strengthen our tree protection to preserve and enhance our urban
forests so they can mitigate the impacts of climate change, provide flood protection and
erosion control and provide human health benefits and recreational services;
AND WHEREAS many of Niagara Falls existing woodlands don’t qualify under the current
definition of woodlands under Provincial protection;
THEREFORE BE IT RESOLVED that staff contact the Ontario Government to review the
following policies:
- The Municipal Act
- The Forestry Act
- The Planning Act
- The Natural Heritage Reference Manual
as it pertains to the sections of the acts/policies regarding the definitions of woodlands to
identify ways in which smaller woodlands with a lower density of trees, especially in urban
areas, can be protected to mitigate the negative impact of climate change and provide all
the other benefits a healthy urban forest has the potential to provide to communities.
The Seal of the Corporation be hereto affixed.
WILLIAM G. MATSON JAMES M. DIODATI
CITY CLERK MAYOR
Page 595 of 625
Page 596 of 625
The City of Niagara Falls, Ontario
Resolution
No.14
Moved by:
Seconded by
WHEREAS subsection 34(13) of the Planning Act, 1990 R.S.O requires written notice of
the public meeting to be given to prescribed persons and public bodies, in the prescribed
manner, and accompanied by the prescribed information; and
WHEREAS Council held a public meeting on September 14, 2021 to consider a Zoning
By-law amendment application by Stanley JV Inc. (“the applicant”) for lands known as
6663, 6671 and 6683 Stanley Avenue and 5640 and 5592 Dunn Street (“applicant’s other
lands); and
WHEREAS since that time the applicant has acquired a vacant parcel described as Part
Range 7 Plan 1 Stamford Surface Only as in ST40172, with the intention that th e subject
parcel merge in title with the applicant’s other lands; and
WHEREAS it is proposed that the subject parcel be developed in conjunction with the
applicant’s other lands as part of the podium of the building to be constructed on the
subject parcel and the applicant’s other lands; and
WHEREAS no changes are requested to the proposed by-law other than amending
Schedule 1 of the proposed by-law to incorporate the subject parcel; and
WHEREAS notwithstanding the requirement for the written notice of a pu blic meeting,
subsection 34(17) of the Planning Act , 1990 R.S.O allows a municipality to deem such
requested changes minor and determine that no further notice is required to be given and
by passing a resolution; and
WHEREAS the applicant requests Council consider passing a resolution that would deem
the giving of further notice is final and that no further notice is required to be given; and
WHEREAS Council determined that the proposed change to the by-law to include the
acquired vacant parcel is minor and does not require further notice to be given.
Page 597 of 625
THEREFORE BE IT RESOLVED that subject to subsection 34(17) of the Planning Act,
1990 R.S.O Council deems the change in the zoning by-law minor and exempts the
requirement for further written notice.
AND The Seal of the Corporation be hereto affixed.
........................................................... .............................................................
WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR
Page 598 of 625
CITY OF NIAGARA FALLS
By-law No. 2021-
A by-law to provide for the adoption of Amendment No. 140 to the City of Niagara Falls
Official Plan (AM-2021-012).
THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS, IN
ACCORDANCE WITH THE PLANNING ACT, 1990, AND THE REGIONAL
MUNICIPALITY OF NIAGARA ACT, HEREBY ENACT AS FOLLOWS:
1. Amendment No. 140 to the City of Niagara Falls Official Plan, constituting the
attached text and map, is hereby adopted.
Read a First, Second and Third time; passed, signed and sealed in open Council
this 16th day of November, 2021.
........................................................ ......................................................
BILL MATSON, CITY CLERK JAMES M. DIODATI, MAYOR
S:\OFFICIAL.PLN\AMEND\#140 - 2788-2798 St. Paul Ave\By-law - OPA 140.docx
Page 599 of 625
PART 2 - BODY OF THE AMENDMENT
All of this part of the document entitled PART 2 - BODY OF THE AMENDMENT, consisting of the
following text and attached map, constitute Amendment No. 140 to the Official Plan of the City of
Niagara Falls.
DETAILS OF THE AMENDMENT
The Official Plan of the City of Niagara Falls is hereby amended as follows:
1. MAP CHANGE
The "Area Affected by this Amendment", shown on the map attached hereto, entitled "Map
1 to Amendment No. 140", shall be identified as Special Policy Area "78" on Schedule "A"
to the Official Plan
2. TEXT CHANGE
a. PART 2, SECTION 13 - SPECIAL POLICY AREAS is hereby amended by adding
the following subsection:
13.78 SPECIAL POLICY AREA “78”
Special Policy Area "78" applies to 0.26 hectares of land on the east side of St.
Paul Avenue, north of Riall Street. Notwithstanding the density policies of Part 2,
Section 1, Subsection 1.15.5 (iii), this land may be developed for apartment
dwellings with a maximum density of 150 units per hectare.
S:\OFFICIAL.PLN\AMEND\#140 - 2788-2798 St. Paul Ave\PART 2 BODY.docx
Page 600 of 625
OFFICIAL PLAN AMENDMENT NO. 140
PART 1 – PREAMBLE
(i) Purpose of the Amendment
The purpose of the amendment is to allow for the development on the property of
apartment dwellings with a maximum density of 150 units per hectare. The subject
lands are approximately 0.26 hectares in size and are located on the east side of St.
Paul Avenue, north of Riall Street.
(ii) Location of the Amendment
The amendment applies to lands shown as Special Policy Area 78 on Schedule A –
Future Land Use to the City’s Official Plan.
(iii) Details of the Amendment
Text Change
PART 2, SECTION 13 – SPECIAL POLICY AREAS, is amended by the addition of
Subsection 13.78.
(iv) Basis of the Amendment
The applicant (2704432 Ontario Inc.) proposes to develop a 0.26 hectare portion of
land to construct 1, 5 storey residential apartment building totaling 39 units within
Special Policy Area 78.
The subject lands are designated Residential and Special Policy Area No. 13 as
shown on Schedule A – Future Land Use of the City’s Official Plan.
The amendment meets the intent of the Official Plan as a 5 storey apartment building
is permitted and the area is to transition from the existing light industrial uses to more
desirable and appropriate land uses. The proposal for increased density is suitable
as the lands abut an arterial road and are in proximity to commercial services.
Adequate municipal services are available and the City’s transportation network can
support the traffic generated from the development. The scale and massing of the
proposed building, and its setbacks, does not adversely impact the surrounding built
form. In addition, vacant lands between the subject lands and existing dwellings are
expected to be developed for compatible low rise dwellings which will provide an
additional transition in built form to the existing development.
S:\OFFICIAL.PLN\AMEND\#140 - 2788-2798 St. Paul Ave\Preamble - OPA 140.docx
Page 601 of 625
MAP 1 TO AMENDMENT NO. 140
SCHEDULE TO A TO THE OFFICIAL PLAN
Proposed Change From: Residential
Change To: Special Policy Area "78"
City of Niagara Falls Official Plan
Excerpt from SCHEDULE - A - FUTURE LAND USE PLAN
K:\GIS_Requests\2021\Schedule\Zoning\12\AM-2021-012\AM-2021-012.aprx
AM-2021-012
¹
10/27/2021
1:nts
Area Affected by this Amendment
Residential
NOTE: This schedule forms part of Amendment No. 140 to the Official Plan
for the City of Niagara Falls and it must be read in conjunction with the written text.
HARVEY ST
STPAULAV78
Page 602 of 625
CITY OF NIAGARA FALLS
By-law No. 2021-
A by-law to amend By-law No. 79-200, to permit the use of the lands for a 5 storey
apartment dwelling, containing a total of 39 units, subject to the removal of a holding (H)
symbol (AM-2021-012).
THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS
AS FOLLOWS:
1. The Lands that are the subject of and affected by the provisions of this by-law are
described in Schedule 1 of this by-law and shall be referred to in this by-law as the
“Lands”. Schedule 1 is a part of this by-law.
2. The purpose of this by-law is to amend the provisions of By-law No. 79-200, to
permit the use of the Lands in a manner that would otherwise be prohibited by that
by-law. In the case of any conflict between a specific provision of this by -law and
any existing provision of By-law No. 79-200, the provisions of this by-law are to
prevail.
3. Notwithstanding any provision of By-law No. 79-200 to the contrary, the following
uses and regulations shall be the permitted uses and regulations governing the
permitted uses on and of the Lands.
4. The permitted uses shall be the uses permitted in a R5E zone.
5. The regulations governing the permitted uses shall be:
(a) Minimum front yard depth 5.5 metres plus any applicable
distance specified in section 4.27.1
(b) Maximum lot coverage 39 %
(c) Maximum height of building or
structure
16.5 metres or 5 storeys, as
measured from the front elevation,
20 metres to top of stair towers,
subject to section 4.7 in By-law 79-
200
(d) Parking requirements 1.25 parking spaces per dwelling
unit
(e) Minimum landscaped open
space
33 % of the lot area
(f) Projection of balconies
(i) Into required southerly
interior side yard
1.8 metres
Page 603 of 625
2
(g) The balance of regulations specified for a R5E use.
6) All other applicable regulations set out in By-law No. 79-200 shall continue to apply
to govern the permitted uses on the Lands, with all necessary changes in detail.
7) No person shall use the Lands for a use that is not a permitted use.
8) No person shall use the Lands in a manner that is contrary to the regulations.
9) The holding (H) symbol that appears on Schedule 1 attached hereto is provided
for in the City of Niagara Falls Official Plan pursuant to Section 36 of the Planning
Act. No person shall use the Lands described in section 1 of this by-law and shown
hatched and designated R5E(H) and numbered 1156 on the plan Schedule 1
attached hereto for any purpose, prior to the H symbol being removed pursuant to
the Planning Act. Prior to the H symbol being removed, the landowner or
developer shall complete the necessary Environmental Site Assessments and file
a Record of Site Condition (RSC), signed by a qualified person, in the
Environmental Site Registry, and submit to the City and the Region proof that the
Ministry of Environment, Conservation and Parks has acknowledged receipt of the
RSC.
10) The provisions of this by-law shall be shown on Sheet C2 of Schedule “A” of By-
law No. 79-200 by redesignating the Lands from LI to R5E(H) and numbered 1156.
11) Section 19 of By-law No. 79-200 is amended by adding thereto:
19.1.1156 Refer to By-law No. 2021-___.
Read a First, Second and Third time; passed, signed and sealed in open Council
this 16th day of November, 2021.
....................................................................... .....................................................................
WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR
S:\ZONING\AMS\2021\AM-2021-012 2788-2798 St. Paul Avenue\By-law draft\AM-2021-012 draft by-law.docx
Page 604 of 625
&&&&&&&&46.3m46.3m56.6m
56.6m
1156
Harvey St
StPaulAvR5E(H)
SCHEDULE 1 TO BY-LAW NO. 2021-
Subject Land:
Amending Zoning By-law No. 79-200
Applicant:
Assessment #:
K:\GIS_Requests\2021\Schedule\Zoning\12\AM-2021-012\AM-2021-012.aprx
2704432 ONTARIO INC
272504000100121 AM-2021-012
¹
10/28/2021
Description:PT RDAL BTN TWP LTS 36 & 37 STAMFORD (CLOSED BY BY-LAW RO89305) & PT TWP
LT 37 STAMFORD AS IN RO334852; T/W RO334852; NIAGARA FALLS
PIN: 64275-0112 (LT)
PT TWP LT 37 STAMFORD BEING PART 1 ON PLAN 59R-16816; NIAGARA FALLS
PIN: 64275-0193 (LT)
NTS
Page 605 of 625
CITY OF NIAGARA FALLS
By-law No. 2021-
A by-law to amend By-law No. 79-200, to permit the use of the lands for a 9 storey
apartment dwelling, containing a total of 96 dwelling units and ancillary commercial space,
subject to the removal of a holding (H) symbol (AM-2021-006).
THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS
AS FOLLOWS:
1. The Lands that are the subject of and affected by the provisions of this by-law are
described in Schedules 1 and 2 of this by-law and shall be referred to in this by-
law as the “Lands”. Schedules 1 and 2 are a part of this by-law.
2. The purpose of this by-law is to amend the provisions of By-law No. 79-200, to
permit the use of the Lands in a manner that would otherwise be prohibited by that
by-law. In the case of any conflict between a specific provision of this by -law and
any existing provision of By-law No. 79-200, the provisions of this by-law are to
prevail.
3. Notwithstanding any provision of By-law No. 79-200 to the contrary, the following
uses and regulations shall be the permitted uses and regulations governing the
permitted uses on and of the Lands.
4. The permitted uses shall be:
(a) The uses permitted in a GC zone.
(b) Dwelling units in a building in combination with one or more of the uses
permitted in the GC zone, provided that such dwelling units except
entrances thereto are located above the ground floor, save and except
for one (1) dwelling unit which may be located on the ground floor,
provided it is located behind commercial units fronting onto Ferry Street.
5. The regulations governing an apartment dwelling shall be:
(a) Minimum lot area The whole of the Lands, save and
except for any part required for road
widening
(b) Maximum number of dwelling
units
96
(c) Location of the various
components of the building or
structure on the Lands, their
maximum height and maximum
number of storeys and
minimum yards
Refer to the plan on Schedule 2 of
this by-law and clauses (d) and (e) of
this section
Page 606 of 625
2
(d) Minimum rear yard depth as
measured from the southerly lot
lines
(i) For any portion of a
building or structure
with a height of 17
metres or less
(ii) For any portion of a
building or structure
with a height greater
than 30 metres
16 metres
31 metres
(e) Maximum height of building or
structure and maximum number
of storeys
32.5 metres and a maximum of 9
storeys, subject to Section 4.7 of By-
law No. 79-200
(f) Minimum perpendicular width
of manoeuvring aisle
(i) Adjacent to a surface
parking space
(ii) Adjacent to a parking
space in a parking
structure
6.3 metres
5.9 metres
(g) Minimum floor area of
commercial uses located on
the ground floor to be adjacent
to the front yard
450 square metres
(h) The balance of regulations specified for a GC use.
6. All other applicable regulations set out in By-law No. 79-200 shall continue to apply
to govern the permitted uses on the Lands, with all necessary changes in detail.
7. No person shall use the Lands for a use that is not a permitted use.
8. No person shall use the Lands in a manner that is contrary to the regulations.
9. The holding (H) symbol that appears on Schedule 1 attached hereto is provided
for in the City of Niagara Falls Official Plan pursuant to Section 36 of the Planning
Act. No person shall use the Lands described in section 1 of this by-law and shown
hatched and designated GC(H) and numbered 1151 on the plan Schedule 1
attached hereto for any purpose, prior to the H symbol being removed pursuant to
the Planning Act. Prior to the H symbol being removed, the landowner or
Page 607 of 625
3
developer shall complete the necessary Environmental Site Assessments and file
a Record of Site Condition (RSC), signed by a qualified person, in the
Environmental Site Registry, and submit to the City and Region proof that the
Ministry of Environment, Conservation and Parks has acknowledged receipt of the
RSC.
10. The provisions of this by-law shall be shown on Sheet C4 of Schedule “A” of By-
law No. 79-200 by redesignating the Lands from GC to GC(H) and numbered 1151.
11. Section 19 of By-law No. 79-200 is amended by adding thereto:
19.1.1151 Refer to By-law No. 2021-___.
Read a First, Second and Third time; passed, signed and sealed in open Council
this 16th day of November, 2021.
....................................................................... .....................................................................
WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR
S:\ZONING\AMS\2021\AM-2021-006 5756 Ferry Street\By-law draft\AM-2021-006 draft by-law.docx
Page 608 of 625
&&&&&&&&&&&&3.66m16.35m 22.76m
41.24m
123.89m126.85m1151
Ferry St
Sylvia PlGC(H)
SCHEDULE 1 TO BY-LAW NO. 2021-
Subject Lands:
Amending Zoning By-law No. 79-200
Applicant:
Assessment #:
K:\GIS_Requests\2021\Schedule\Zoning\06\AM-2021-006.aprx
2576426 Ontario Inc.
272507000102900 AM-2021-006
¹
9/20/2021
Description:LT 7 S/S LUNDY'S LANE, E OF MAIN ST PL 653 ABSTRACTED AS BLK 16 VILLAGE OF
NIAGARA FALLS; LT 8 S/S FERRY ST, E OF MAIN ST PL 653 ABSTRACTED AS BLK 16
VILLAGE OF NIAGARA FALLS; PT LT 7 N/S PEER ST PL 653 ABSTRACTED AS BLK 22
VILLAGE OF NIAGARA FALLS PT 1 59R-5547; NIAGARA FALLS
PIN 64349-0062(LT)
NTS
Page 609 of 625
2m
3m5m
6m7m
8m
9m
8m
8m
8m
11m
10m13m 13m14m14m
14m 16m17m19m28m28m28m31m32m
41m41mTemperance AvFerry St
Sylvia PlSCHEDULE 2 TO BY-LAW NO. 2021-
Amending Zoning By-law No. 79-200
Applicant:
Assessment #:
K:\GIS_Requests\2021\Schedule\Zoning\06\AM-2021-006.aprx
2576426 Ontario Inc.
272507000102900
AM-2021-006
11/4/2021
Description:LT 7 S/S LUNDY'S LANE, E OF MAIN ST PL
653 ABSTRACTED AS BLK 16 VILLAGE OF
NIAGARA FALLS; LT 8 S/S FERRY ST, E OF
MAIN ST PL 653 ABSTRACTED AS BLK 16
VILLAGE OF NIAGARA FALLS; PT LT 7 N/S
PEER ST PL 653 ABSTRACTED AS BLK 22
VILLAGE OF NIAGARA FALLS PT 1
59R-5547; NIAGARA FALLS
PIN 64349-0062(LT)
¹NTS
Maximum No. Storeys Maximum Height (m)
1 5
5 17
6 20
7 23
9 32.5
Building Heights
Page 610 of 625
CITY OF NIAGARA FALLS
By-law No. 2021-
A by-law to amend By-law No. 79-200, to regulate the Garner Road plan of subdivision
on the lands (AM-2021-001).
THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS
AS FOLLOWS:
1. The Lands that are the subject of and affected by the provisions of this by-law are
described in Schedule 1 of this by-law and shall be referred to in this by-law as the
“Lands”. Schedule 1 is a part of this by-law.
2. The Lands shall be identified as four parcels, known as Parcels R1F-1153, R3-
1154, R4-1155, and OS.
3. The purpose of this by-law is to amend the provisions of By-law No. 79-200, to
permit the use of the Lands in a manner that would otherwise be prohibited by that
by-law. In the case of any conflict between a specific provision of this by-law and
any existing provision of By-law No. 79-200, the provisions of this by-law are to
prevail.
4. Notwithstanding any provision of By-law No. 79-200 to the contrary, the following
uses and regulations shall be the permitted uses and regulations governing the
permitted uses on and of the Lands.
5. The permitted uses shall be:
(a) For Parcel R1F-1153, the uses permitted in a R1F zone.
(b) For Parcel R3-1154, the uses permitted in a R3 zone.
(c) For Parcel R4-1155,
(i) a townhouse dwelling
(ii) accessory buildings and structures, subject to the provisions of sections
4.13 and 4.14 of By-law No. 79-200.
(d) For Parcel OS, the uses permitted in an OS zone.
6. The regulations governing the permitted uses on Parcel R1F-1153 shall be:
(a) Minimum lot area 290 square metres
Page 611 of 625
2
(b) Lot frontage interpretation Where two side lot lines are not
parallel, the lot frontage is measured
at a point 6 m from nearest point of
the front lot line.
(c) Maximum lot area which can be
used as a surface parking area
25 %
(d) Maximum width of a driveway
or parking area in the front yard
of a lot
55 % of the lot frontage
(e) The balance of regulations specified for a R1F use.
7. The regulations governing the permitted uses on Parcel R3-1154 shall be:
(a) Minimum lot area for an on-
street townhouse dwelling
180 square metres for each dwelling
unit
(b) Minimum lot frontage for an on-
street townhouse dwelling
6 metres for each dwelling unit
(c) Minimum front yard depth
(i) For an on-street townhouse
dwelling
(ii) For private garage
4.5 metres
6 metres
(d) Minimum interior side yard for an
on-street townhouse dwelling
1.5 metres
(e) Minimum exterior side yard
width
3 metres
(f) Maximum lot coverage 50 %
(g) Maximum height of building or
structure
10.5 metres subject to section 4.7 of
By-law 79-200
(h) The balance of regulations specified for a R3 use.
8. The regulations governing the permitted uses on Parcel R4-1155 shall be:
(a) Minimum lot area 180 square metres for each dwelling
unit
Page 612 of 625
3
(b) Minimum front yard depth
(i) For a townhouse dwelling
(ii) For a private garage
4.5 metres
6 metres
(c) Minimum interior side yard
1.5 metres
(d) Maximum lot coverage 50 %
(e) Maximum height of building or
structure
10.5 metres subject to section 4.7 of
By-law 79-200
(f) Maximum number of units in a
townhouse dwelling
8
(g) The balance of regulations specified for a R4 use.
9. All other applicable regulations set out in By-law No. 79-200 shall continue to apply
to govern the permitted uses on the Lands, with all necessary changes in detail.
10. No person shall use the Lands for a use that is not a permitted use.
11. No person shall use the Lands in a manner that is contrary to the regulations.
12. The provisions of this by-law shall be shown on Sheets B4 and B5 of Schedule “A”
of By-law No. 79-200 by redesignating the Lands from TC to R1F and numbered
1153, in part, TC to R3 and numbered 1154, in part, DH to R1F and numbered
1153, in part, DH to R3 and numbered 1154, in part, DH to R4 and numbered 1155,
in part, and DH to OS, in part.
13. Section 19 of By-law No. 79-200 is amended by adding thereto:
19.1.1153 Refer to By-law No. 2021-___.
19.1.1154 Refer to By-law No. 2021-___.
19.1.1155 Refer to By-law No. 2021-___.
Read a First, Second and Third time; passed, signed and sealed in open Council
this 16th day of November, 2021.
....................................................................... .....................................................................
WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR
S:\ZONING\AMS\2021\AM-2021-001 Garner-Lundy DPS\By-law draft\AM-2021-001 draft by-law.docx
Page 613 of 625
6m16m24m 31m
34m
36m
35m
C=56mC=70m
54m61m62m
66m
66m
71m77m94m
107m 207m1153
1155
1154Lundy's LnAngie DrGarner RdR1F
R4
R3
OS
SCHEDULE 1 TO BY-LAW NO. 2021-
Subject Lands:
Amending Zoning By-law No. 79-200
Applicant:
Assessment #:
K:\GIS_Requests\2021\Schedule\Zoning\01\AM-2021-001.aprx
1198815 ONTARIO LIMITED
272510000603900 AM-2021-001
¹
10/15/2021
Description:PT TWP LT 139 STAMFORD; PTS 1 & 2 59R-5067 & PT 1 59R-5392; NIAGARA FALLS
PIN: 64264-0034 (LT)
NTS
Page 614 of 625
CITY OF NIAGARA FALLS
By-law No. 2021 -
A by-law to designate Lot 27, Range 2, Registered Plan 284, not to be subject to part-lot
control (PLC-2021-003).
WHEREAS subsection 50(7) of the Planning Act, R.S.O. 1990, provides, in part, that the
council of a local municipality may by by-law designate lands that would otherwise be
subject to part-lot control, not be subject to such part-lot control;
AND WHEREAS such by-laws are required under subsection 50(7.1) of the Planning Act
to be approved by the appropriate approval authority, that being the Regional Municipality
of Niagara as per subsection 51(5) of the Planning Act, subsequently delegated to the
City of Niagara Falls by Regional Municipality of Niagara By-law No. 8819-97;
AND WHEREAS the said lands are zoned by By-law No. 79-200, as amended to permit
semi-detached and detached dwellings;
AND WHEREAS the owner of the said lands proposes to divide Lot 27 into 2 parcels, to
be sold separately;
AND WHEREAS the Council of The Corporation of the City of Niagara Falls deems it
expedient to designate that the said lands not be subject to part-lot control.
THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS
AS FOLLOWS:
1. That subsection 50(5) of the Planning Act, R.S.O. 1990, not apply to Lot 27, Range
2, Registered Plan 284, in the City of Niagara Falls, in the Regional Municipality of
Niagara.
2. This by-law shall remain in full force and effect for two years from the date of
passage of this by-law, after which time this by-law shall expire and be deemed to
be repealed and of no effect.
Read a First, Second and Third time; passed, signed and sealed in open Council
this 16th day of November, 2021.
........................................................... .............................................................
WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR
S:\PART LOT CONTROL\2021\PLC-2021-003 First Ave\By-law.docx
Page 615 of 625
CITY OF NIAGARA FALLS
By-law No. 2021 -
A by-law to designate Blocks 1, 6 & 10, Registered Plan 59M-474, not to be subject to
part-lot control (PLC-2021-004).
WHEREAS subsection 50(7) of the Planning Act, R.S.O. 1990, provides, in part, that the
council of a local municipality may by by-law designate lands that would otherwise be
subject to part-lot control, not be subject to such part-lot control;
AND WHEREAS such by-laws are required under subsection 50(7.1) of the Planning Act
to be approved by the appropriate approval authority, that being the Regional Municipality
of Niagara as per subsection 51(5) of the Planning Act, subsequently delegated to the
City of Niagara Falls by Regional Municipality of Niagara By-law No. 8819-97;
AND WHEREAS the said lands are zoned by By-law No. 79-200, as amended by By-law
No. 2013-126 to permit on-street townhouse dwellings;
AND WHEREAS the owner of the said lands proposes to divide Block 1 into 7 parcels,
Block 6 into 7 parcels and Block 10 into 8 parcels, to be sold separately;
AND WHEREAS the Council of The Corporation of the City of Niagara Falls deems it
expedient to designate that the said lands not be subject to part-lot control.
THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS
AS FOLLOWS:
1. That subsection 50(5) of the Planning Act, R.S.O. 1990, not apply to Blocks 1, 6 &
10, Registered Plan 59M-474, in the City of Niagara Falls, in the Regional
Municipality of Niagara.
2. This by-law shall remain in full force and effect for two years from the date of
passage of this by-law, after which time this by-law shall expire and be deemed to
be repealed and of no effect.
Read a First, Second and Third time; passed, signed and sealed in open Council
this 16th day of November, 2021.
........................................................... .............................................................
WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR
S:\PART LOT CONTROL\2021\PLC-2021-004 Pettit & Cropp, Blocks 1, 6 & 10, 59M-474\By-law.docx
Page 616 of 625
CITY OF NIAGARA FALLS
By-law No. 2021-
A by-law to authorize the execution of an agreement with Walker Aggregates Inc. to
recover the costs of processing an Official Plan Amendment and Zoning By -law
Amendment application.
WHEREAS Walker Aggregates Inc. intends to submit an application for a new aggregate
quarry in the City of Niagara Falls;
AND WHEREAS amendments to the Niagara Falls Official Plan and Zoning By -law are
required;
AND WHEREAS the Niagara Falls Fee By-law states that an Aggregate Resource
Extraction amendment application provides that the fee is at full cost recovery;
AND WHEREAS Niagara Falls has requested that Walker Aggregates Inc. to enter into
a Cost Acknowledgement Agreement;
THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS
AS FOLLOWS:
1) A Cost Acknowledgement Agreement between Walker Aggregates Inc. and the
City of Niagara Falls, is hereby approved and authorized; and
2) The Mayor and Clerk are hereby authorized to execute said agreement and the
City Clerk is hereby authorized to affix the Corporate Seal thereto.
Read a First, Second and Third time; passed, signed and sealed in open Council
this 16th day of November, 2021.
....................................................................... .....................................................................
WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR
Page 617 of 625
CITY OF NIAGARA FALLS
By-law No. 2021 -
Being a by-law to repeal By-law 2010-090, a Designation By-law under the Ontario
Heritage Act, designating the property formerly known as the Lundy’s Lane School at
Green’s Corners, 7565 Lundy’s Lane, as being of cultural heritage value and interest.
WHEREAS the Ontario Heritage Act, R.S.O. 1990, s.29 authorizes the Council of a
municipality to enact by-laws to designate real property, including all buildings and/or
structures thereon, within the municipality to be of historic value of interest;
AND WHEREAS the lands and premises known municipally as 7565 Lundy’s Lane in the
City of Niagara Falls were designated to be of cultural heritage value and interest by By-
law 2010-090 passed on June 28, 2010 and registered on title to the property as
Instrument number SN352586 on July 27, 2012;
AND WHEREAS the Council of the Corporation of the City of Niagara Falls adapted a
motion to repeal the by-law on May 11, 2021 on the basis that the building had substantial
deterioration of the interior and exterior making its sale less attractive and the cost to
renovate the building prohibitive;
AND WHEREAS two objections were received from members of the public to the
intention to repeal the by-law;
AND WHEREAS a Conservation Review board decision was issued on March 23, 2021;
AND WHEREAS the Conservation Review Board deemed that the City maintain the
designation of the property;
AND WHEREAS the Council of the Corporation of the City of Niagara Falls is not bound
to follow the recommendation of the Conservation Review Board;
AND WHEREAS the Ontario Heritage Act, R.S.O. 1990, s.32 authorizes the Council of a
municipality to repeal a designating by-law;
NOW THEREFORE the Council of The Corporation of the City of Niagara Falls enacts as
follows:
1. By-law Number 2010-090 is hereby repealed;
2. The Clerk is hereby authorized to cause a copy of this By-law to be served on the
owner of the aforesaid property and on the Ontario Heritage Trust, to cause notice
of the passing of this by-law to be published in a newspaper having general
circulation in the municipality and to cause reference to said property to be deleted
from the Register established in subsection 27 of th e Act; and
Page 618 of 625
2
3. The City Solicitor is hereby authorized to cause a copy of this by-law to be
registered against the whole of the property described in Schedule “A” hereto in
the proper land registry office.
Passed this sixteenth day of November, 2021.
............................................................ ....................................................
JAMES M. DIODATI, MAYOR BILL MATSON, CITY CLERK
First Reading: November 16, 2021
Second Reading: November 16, 2021
Third Reading: November 16, 2021
Page 619 of 625
THE CORPORATION OF THE CITY OF NIAGARA FALLS
BY-LAW
Number 2021 -
A by-law to amend By-law No. 89-2000, being a
by-law to regulate parking and traffic on City
Roads. (Stopping Prohibited)
---------------------------------------------------------------
The Council of the Corporation of the City of Niagara Falls hereby ENACTS as follows:
(a) By-law No. 89-2000, as amended, is hereby further amended, by adding to the
specified columns of Schedule A thereto the following item:
STOPPING PROHIBITED
COLUMN 1 COLUMN 2 COLUMN 3 COLUMN 4
HIGHWAY SIDE BETWEEN TIMES OR DAYS
Carlton Avenue
Both Corwin Crescent and a point 235 metres south of
Corwin Crescent.
8:00 a.m. to 4:00 p.m.,
Monday to Friday,
Excluding Holidays,
September 1 to June 30
This By-law shall come into force when the appropriate signs are installed.
Passed this sixteenth day of November, 2021.
............................................................... ...........................................................
WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR
First Reading: November 16, 2021
Second Reading: November 16, 2021
Third Reading: November 16, 2021
Page 620 of 625
THE CORPORATION OF THE CITY OF NIAGARA FALLS
BY-LAW
Number 2021 -
A by-law to amend By-law No. 89-2000, being a
by-law to regulate parking and traffic on City
Roads. (Stopping Prohibited, Pedestrian Crossovers)
---------------------------------------------------------------
The Council of the Corporation of the City of Niagara Falls hereby ENACTS as follows:
1. By-law No. 89-2000, as amended, is hereby further amended,
a) by removing from the specified columns of Schedule A thereto the following item:
STOPPING PROHIBITED
COLUMN 1 COLUMN 2 COLUMN 3 COLUMN 4
HIGHWAY SIDE BETWEEN TIMES OR DAYS
McMicking Street
North
Dorchester Rd and Piva Avenue.
8:00 a.m. to 4:00 p.m.
Monday to Friday
McMicking Street
South A point 10 m west of Piva Ave. and a point 10 m
east of Piva Ave
At All Times
Page 621 of 625
b) by adding to the specified columns of Schedule A thereto the following items:
STOPPING PROHIBITED
COLUMN 1 COLUMN 2 COLUMN 3 COLUMN 4
HIGHWAY SIDE BETWEEN TIMES OR DAYS
McMicking Street
North
A point 20 metres west of Piva Avenue and
A point 43 metres east of Piva Avenue
At All Times
McMicking Street
North
Dorchester Road and a point 20 metres west of
Piva Avenue.
8:00 a.m. to 4:00 p.m.,
Monday to Friday.
McMicking Street
South A point 30 metres west of Piva Avenue and a point
20 metres east of Piva Avenue
At All Times
Piva Avenue Both McMicking Street and a point 15 metres north of
McMicking Street
At All Times
(c) by adding to the specified columns of Schedule AB thereto the following item:
PEDESTRIAN CROSSOVERS
COLUMN 1 COLUMN 2
HIGHWAY LOCATION
McMicking Street At Piva Avenue, East Approach
This By-law shall come into force when the appropriate signs are installed.
Passed this sixteenth day of November, 2021.
............................................................... ...........................................................
WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR
First Reading: November 16, 2021
Second Reading: November 16, 2021
Third Reading: November 16, 2021
Page 622 of 625
THE CORPORATION OF THE CITY OF NIAGARA FALLS
BY-LAW
Number 2021 -
A by-law to amend By-law No. 89-2000, being a
by-law to regulate parking and traffic on City
Roads. (Speed Limits on Highways – (Part 3 –
70km/h), Speed Limits on Highways – (Part 2 –
60km/h))
---------------------------------------------------------------
The Council of the Corporation of the City of Niagara Falls hereby ENACTS as follows:
1. By-law No. 89-2000, as amended, is hereby further amended
(a) by removing from the specified columns of Schedule W Part 3 thereto the following
items:
SPEED LIMITS ON HIGHWAYS – (PART 3 – 70KM/H)
COLUMN 1
HIGHWAY
COLUMN 2
BETWEEN
COLUMN 3
MAXIMUM SPEED KM/H
Ridge Rd. Montrose Rd. and Morris Rd. 70
Page 623 of 625
(b) by adding to the specified columns of Schedule W Part 2 thereto the following item:
SPEED LIMITS ON HIGHWAYS – (PART 2 – 60KM/H)
COLUMN 1
HIGHWAY
COLUMN 2
BETWEEN
COLUMN 3
MAXIMUM SPEED KM/H
Ridge Rd. Montrose Rd. and Morris Rd. 60
This By-law shall come into force when the appropriate signs are installed or removed.
Passed this sixteenth day of November, 2021.
.......................................................................... .....................................................
WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR
First Reading: November 16, 2021
Second Reading: November 16, 2021
Third Reading: November 16, 2021
Page 624 of 625
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
16th day of November, 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 16th day of November, 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 16th day of November, 2021.
.............................................................. .............................................................
WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR
Page 625 of 625