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12-07-2021
City of Niagara Falls Agenda City Council Meeting Tuesday, December 7, 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 https://www.youtube.com/c/niagarafallsca, the City of Niagara Falls Facebook page, along with YourTV Niagara. Page 1. CALL TO ORDER O Canada: Gabie (Student at Niagara Institute of Music & Arts) Land Acknowledgement and Traditional Indigenous Meeting Opening 2. ADOPTION OF MINUTES 2.1. Council Minutes of November 16, 2021 Minutes - City Council - 16 Nov 2021 - Pdf 14 - 32 3. DISCLOSURES OF PECUNIARY INTEREST Disclosures of pecuniary interest and a brief explanation thereof will be made for the current Council Meeting at this time. 4. MAYOR'S REPORTS, ANNOUNCEMENTS 5. DEPUTATIONS / PRESENTATIONS All speakers are reminded that they have a maximum of 5 minutes to make their presentation. 5.1. PBD-2021-79 (Letter from Better Neighbourhoods Inc. added; presentation from consultants added) Employment Lands Strategy 33 - 264 Page 1 of 1510 Phase 3 Report The consultants from Watson & Associates and Dillon Consulting will make a presentation on the Employment Land Strategy. PBD-2021-79, Employment Lands Study Phase 3 Report to Council PBD-2021-79, Appendix 1 Niagara Falls Industrial Lands Strategy Final Phase 3 Report PBD-2021-79, Appendix 3, Schedule to Interim Control By-law 2021 09 13 Letter to City re Conversion of Employment Lands Presentation-City of Niagara Falls ELS - Phase 3 - December 2021 5.2. Downtown BIA - 2022 Budget and Levy (Correspondence from business owner, budget rollback letters and requests for deferral added) Amanda MacDonald, Executive Director of the Downtown BIA, will be making a brief presentation to Council. Downtown BIA - 2021 Council Report - Community Report Card City Council Letter - 2022 Budget and Levy Letter NFBIA Operating Budget Template -FINAL Correpondence from business owner Budget Rollback Requests for Deferral 265 - 347 5.3. 2022 Budget Engagement Results Jason Burgess, CAO, along with Dale Morton, Manager of Communications & Corporate Initiatives, will present survey results to Council. Budget Engagement 2022 Council Presentation - December 2021 348 - 377 5.4. Niagara Falls Public Library - 2022 Operating Budget 378 - 398 Page 2 of 1510 Alicia Subnaik Kilgour, Chief Librarian, will be providing a brief presentation to Council regarding the forecast budget for 2022. Niagara Falls Public Library - Budget presentation to Council Dec 2021 (2) 5.5. 2022 Water/Wastewater Budget Jonathan Leavens, Acting Director of Finance, to speak to this presentation. F-2021-61 2022 Water and Wastewater Budget F-2021-61 2022 Water and Wastewater Budget F-2021-61_Attachment 1 2022 Water & Wastewater Budget Presentation F-2021-61 Attachment 2 2021 BMA Water.Wastewater Rate Study 2022 Water.Wastewater Budget - MEDIA 399 - 507 6. PLANNING MATTERS 6.1. PUBLIC MEETING (Petitions, Memo and additional comments added) PBD-2021-73 26T-11-2018-002 and AM-2018-012 Chippawa East Draft Plan of Subdivision and Zoning By-law Amendment Application North side of Willick Road between Sodom Road and Willoughby Drive Applicant: Queensway Chippawa Properties Inc. Agent: KLM Planning Partners Inc. (Keith MacKinnon) PBD-2021-73, AM-2018-012 & 26T-11-2018-002, Chippawa East Subdivision Presentation - PBD-2021-73 Chippawa East Petition-Chippawa East (Memo) 508 - 708 Page 3 of 1510 Petition - Stop the Intensification & Reduce the Build (1) Petition - Stop the Intensification and Reduce the Build (2) Petition - AM-2018-012 - Chippawa East (3) Comments from residents (Redacted) Additional comments from residents (Redacted) Additional comments from residents (2) 6.2. PUBLIC MEETING PBD-2021-72 AM-2021-017, Zoning By-law Amendment Application 7280 Lundy’s Lane Applicant: 5009856 Ontario Inc. (Anthony Lucisano) Agent: Sullivan Mahoney (Rocky Vacca) Conversion of Existing Hotel and Motel into an Apartment Building with 122 Dwelling Units PBD-2021-72, AM-2021-017, 7280 Lundy's Lane Presentation - PBD-2021-72 - 7280 Lundys Lane 709 - 732 7. REPORTS 7.1. CAO-2021-08 Pathstone Walk-in Mental Health Clinic for Youth in Niagara Falls (Funding Renewal) CAO-2021-08 Pathstone Walk In Mental Health Clinic for Youth Letter to City of Niagara Falls - 2022 ASK 733 - 737 7.2. CAO-2021-09 Participatory Budgeting CAO-2021-09 - December 2021 - Participatory Budgeting CAO-2021-09 Participatory Budgeting - Appendix A 738 - 751 7.3. CAO-2021-10 752 - 754 Page 4 of 1510 Single Source Approval CAO-2021-10 - Single Source Approval 7.4. F-2021-59 Approval of Interim 2022 Spending Limits F-2021-59 Approval of Interim 2022 Spending Limits 755 7.5. F-2021-60 2020 Water Fund and Wastewater Fund Budget to Actual (unaudited) Comparison F-2021-60 2020 Water Fund and Wastewater Fund Budget to A ctual Variance Analysis F-2021-60_Attachment 1 Water Fund 2020 budget to actual comparison F-2021-60_Attachment 2 Wastewater Fund 2020 budget to actual comparison 756 - 761 7.6. MW-2021-84 (Attachment #1 updated) Firemen’s Park Tobogganing MW-2021-84 - Firemens Park Tobogganing MW-2021-84 - Attachment 1 - Firemen's Park Tobogganing Risk Mitigation Strategy - Nov 22 2021 - draft MW-2021-84 - Attachment 2 - SCVFA Letter 2021 2022 MW-2021-84 - Attachment 3 - ABCs_of_Toboggan_Hills_SL_0512-RV0117 MW-2021-84 - Attachment 4 - Risk_Management_Considerations_for_Tobogganing_as_Municipal_Liability 762 - 780 7.7. MW-2021-86 Bridge Street and Victoria Avenue Roundabout Cost-Sharing Agreement with Niagara Region MW-2021-86 - Victoria & Bridge Street Roundabout - Cost Sharing MW-2021-86 - Attachment 1 - Roundabout Plan 781 - 805 Page 5 of 1510 MW-2021-86 - Attachment 2 - 2022 Capital Budget Sheet MW-2021-86 - Attachment 3 - RR43 Bridge at Victoria Roundabout - Cost Sharing NF 7.8. PBD-2021-76 (Report added) 2021 Program Extensions under the Downtown, Historic Drummondville and City-Wide Community Improvement Plans PBD-2021-76, 2021 Progam Extension 806 - 809 7.9. TS-2021-07 Moving Transit Forward in Niagara: Creation of a Consolidated Transit Commission TS-2021-07 Moving Transit Forward in Niagara - Creation of a Consolidated Transit Commission V3 Appendix 1 to TS-2021-07 Appendix 2 to TS-2021-07 Appendix 3 to TS-2021-07 810 - 1303 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. BDD-2021-004 (Report added) Former CP Rail Bridge Demolition Agreement BDD-2021-004 - Council Report_Former CP Rail Bridge Demolition Agreement 1304 - 1305 F-2021-57 Page 6 of 1510 Monthly Tax Receivables Report – October F-2021-57 - Tax Receivables Monthly Report (October) F-2021-57 - Attachment 1306 - 1309 L-2021-22 Permanently Close Part Road Allowance between Gore Lots 3, 4 & 5 and Township Lot 5 Our File No. 2021-142 L-2021-22 Report to Close Road Allowance 1310 - 1314 MW-2021-82 St. James Avenue, St. Peter Avenue and Colborne Street - Parking Control Revisions MW-2021-82 St. James Avenue, St. Peter Avenue & Colborne Street - Parking Control Revisions MW-2021-82 Attachment 1 - St. James Avenue, St. Peter Avenue & Colborne Street - Parking Control Revisions 1315 - 1318 MW-2021-83 Frontenac Street Intersection Control Review MW-2021-83 Frontenac Street - Intersection Control Review MW-2021-83 Attachment 1 - Frontenac Street - Intersection Control Review - Study Area 1319 - 1321 MW-2021-85 Reixinger Road – Speed Limit Review MW-2021-85 - Reixinger Road - Speed Limit Review MW-2021-85 - Attachment 1 - Reixinger Road - Speed Limit Review 1322 - 1325 PBD-2021-74 26CD-11-2017-002, Extension of Vacant Plan of Condominium 5065 Portage Road Applicant: Bojan Zdjelar 1326 - 1336 Page 7 of 1510 PBD-2021-74, 26CD-11-2017-002, Extension of 5065 Portage Condo Plan - 2 PBD-2021-77 (Report added) Matters Arising from Municipal Heritage Committee 5017 Victoria Avenue, Carnegie Library PBD-2021-77, Matters Arising from MHC 1337 - 1338 PBD-2021-78 Matters Arising from Municipal Heritage Committee 2021 Designated Property Grant 4851 River Road, Doran-Marshall-Burke House (Window Replacement) and 2549 Niagara River Parkway, Danner-Sherk House PBD-2021-78, Matters Arising from MHC, 2021DPG 1339 - 1340 R&C-2021-19 Private Watson Monument R&C-2021-19-Private Watson Monument 1341 - 1344 9. COMMUNICATIONS AND COMMENTS OF THE CITY CLERK 9.1. Resolution - City of Kitchener - Liquor License Sales and Patio Extensions At its meeting of October 18, 2021, the City of Kitchener passed the attached resolution regarding liquor license sales and patio extensions. RECOMMENDATION: That Council support the resolution regarding liquor license sales and patio extensions. Resolution - City of Kitchener -Liquor License Sales and Patio Extensions Correspondence regarding patio policy for eligible liquor sale licensees AGCO Information Bulletin- Highlights of Recent Liquor Reforms to Support Businesses 1345 - 1358 9.2. Resolution - Town of Pelham - Niagara Region Transit 1359 Page 8 of 1510 Attached is a resolution endorsed by the Town of Pelham at their November 15, 2021 meeting. RECOMMENDATION: For the Information of Council. Resolution - Town of Pelham - Niagara Region Transit 9.3. Correspondence from Niagara Region - Moving Transit Forward in Niagara (Letter from GNCC added) Attached is correspondence respecting Moving Transit Forward in Niagara: Creation of a Consolidated Transit Commission. RECOMMENDATION: That the Council of The City of Niagara Falls consents to the passage of By-law No. 2021-96 of The Regional Municipality of Niagara, being a by-law to provide Niagara Region with the exclusive authority to establish, operate and maintain a consolidated passenger transportation system for the Niagara Region. CLK-C 2021-182 PW 55-2021 Consolidated Transit 2021-12 GNCC Councils Transit Letter (Niagara Falls) 1360 - 1410 9.4. Resolution - City of St. Catharines - National Childcare Program Attached correspondence is from the City of St. Catharines regarding a resolution passed by City Council on November 15, 2021 requesting the Province to work with the Federal government on a bilateral agreement concerning a National Childcare Program. RECOMMENDATION: For the Information of Council. Premier Notification - Resolution 10.2 National Childcare Program 1411 - 1412 9.5. Memo from City Clerk - Legal Costs associated with unfounded Code of Conduct Complaints RECOMMENDATION: That Council provide some direction to Staff as to whether or not to proceed with providing further information regarding reimbursement of costs associated with legal fees incurred from unfounded Code of Conduct Complaints. Clerk's Memo - Legal Costs COC 1413 9.6. Niagara Compliance Audit Committee - Notice of Decision 1414 - 1419 Page 9 of 1510 The attached correspondence is regarding campaign finances from the 2018 Municipal Elections. RECOMMENDATION: For the Information of Council. Clerk's Memo - Notice of Decision - NCAC Clerk's Memo - ATTACHMENT Notice of Decision -NCAC 9.7. Proclamation and Flag-Raising Request - Crime Stoppers of Niagara Crime Stoppers of Niagara is requesting the City of Niagara Falls' Council to approve officially acknowledging Crime Stoppers Month in Niagara Falls during the month of January 2022. Furthermore, they request that arrangements be made for a flag-raising ceremony to be scheduled for the first week of January. RECOMMENDATION: That Council approve the request to acknowledge Crime Stoppers Month in Niagara Falls during the month of January 2022 and that arrangements be made for a flag-raising ceremony to be scheduled for the first week of January to officially launch Crime Stoppers month. Proclamation & Flag-Raising - Crime Stoppers Niagara- Crime Stoppers Month January 1420 9.8. Noise By-law Exemption - Repairs to St. John Newman Catholic School (formerly Cardinal Newman) A Noise By-law exemption is being requested for necessary repair work needed to be completed at St. John Henry Newman elementary school. Repairs to the roof have to be completed in the evening and weekends so as not to disrupt school activities. Repairs are estimated to take approximately 7 days. Recommendation: For Council’s Consideration. Request for Noise By-law exemption - St. John Henry Newman Catholic School (formerly Cardinal Newman) Image of St John Henry Newman Catholic School 1421 - 1423 9.9. Correspondence from Niagara Region Attached are reports from the region to be shared to Council for Information: 1424 - 1464 Page 10 of 1510 1) Regional Report CSD 67-2021 - 2022 Budget - Waste Management Services Operating Budget and Rate Requistion 2) Regional Report CSD 68-2021 - 2022 Budget - Water and Wastewater Operating Budget, Rate Setting and Requisition RECOMMENDATION: For the Information of Council. CLK-C 2021-180 CSD 67-2021 Waste Management Budget CLK-C 2021-181 CSD 68-2021 WWW Budget 9.10. Transit Concern - Transit Route Coverage The Seniors Advisory Committee has asked that the attached letter be added to agenda regarding changes to the new transit routes. RECOMMENDATION: To Refer the matter to Staff. SAC Letter re Transit Concern 2 Letter from Esther Szigeti - transit concern 1465 - 1467 10. RESOLUTIONS 10.1. Resolution - Employment Lands PBD-2021-79 Employment Lands Strategy Phase 3 Report That Staff carry out a review in respect of the land use planning policies and zoning regulations within the Grassy Brook Secondary Plan Area and report to Council with the results and any recommendations resulting from the review. WHEREAS, Council has directed that a Secondary Plan be prepared for the Grassy Brook Area which includes the identification of a new Employment Area as required under Provincial Policy; and WHEREAS, it is prudent to delay any consideration for the introduction of incompatible, non-industrial uses during the review. No. 15 - Resolution for Employment Lands 1468 11. RATIFICATION OF IN-CAMERA 12. BY-LAWS Page 11 of 1510 The City Clerk will advise of any additional by-laws or amendments to the by-law listed for Council consideration. 2021-131 - 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 DEC 7 By-law Enforcement Officers 1469 - 1470 2021-132 - A by-law to amend By-law No. 79-200, to permit the use of the lands for a 2 storey apartment dwelling containing a total of 21 units (AM-2021-007). AM-2021-007 by-law AM-2021-007 Schedule 1471 - 1473 2021-133 - A by-law to provide for the adoption of Amendment No. 141 to the City of Niagara Falls Official Plan (AM-2021-007). OPA 141 By-law OPA 141 Schedule OPA 141 - Bylaw Part 1 - Preamble OPA 141 - Bylaw Part 2 - Body 1474 - 1477 2021-134 - A by-law to amend By-law No. 79-200, to permit the use of the lands for two 3 storey apartment dwellings, containing a total of 39 units (AM-2021-002). AM-2021-002 by-law AM-2021-002 Schedule 1478 - 1480 2021-135 - A by-law to prohibit certain uses of land in a specific geographic area of the City of Niagara Falls regulated by Willoughby By - law No. 395/66, as amended. Interim Control By-law Grassy Brook Employment Lands Interim Control By-law Schedule 1481 - 1482 Page 12 of 1510 2021-136 - A by-law to permanently close part of a highway. By-law - Permanently Close Part of Road Allowance 1483 2021-137 - A by-law to amend By-law No. 89-2000, being a by-law to regulate parking and traffic on City Roads. (Parking Prohibited, Stop Signs at Intersections, Yield Signs at Intersections) December 7 - Heritage Drive, Harper Drive, Ronnie Crescent, Second Avenue By-law 1484 - 1485 2021-138 - A by-law to establish Parts 1, 2, 3, 4, 5 and 6, 59R-17051 as a public highway to be known as, and to form part of Canadian Drive. Establish Public Highway By-law - Parts 1-6, 59R17051 (Canadian Dr) 1486 2021-139 - A by-law to authorize the execution of a Section 37 Agreement with Stanley JV. Inc. pursuant to Section 37 of the Planning Act respecting the provision of certain facilities, services and matters by Stanley JV. Inc. in return for an amendment to By-law No. 79-200 for an increase in height for the development of three mixed use residential and hotel buildings with a maximum building height of 93.65 metres and 30 storeys on lands owned by Stanley JV Inc. and located on Stanley Avenue and Dunn Streets, in the City of Niagara Falls. Execution By-law Authorizing Sec. 37 Agreement 1487 - 1509 2021-140 - A by-law to adopt, ratify and confirm the actions of City Council at its meeting held on the 7th day of December, 2021. 12 07 21 Confirming By-law 1510 13. NEW BUSINESS 14. ADJOURNMENT Page 13 of 1510 MINUTES City Council Meeting Tuesday, November 16, 2021 at 4:00 PM Council Chamber/Zoom App COUNCIL PRESENT: Mayor Jim Diodati, Councillor Wayne Campbell, Councillor Chris Dabrowski, Councillor Vince Kerrio, Councillor Lori Lococo, Councillor Victor Pietrangelo, Councillor Victor Pietrangelo, Councillor Mike Strange, Councillor Wayne Thomson (All present in Council Chambers) Councillor Carolynn Ioannoni (Present virtually via Zoom) STAFF PRESENT: Jason Burgess, Alex Herlovitch, Carla Stout, Erik Nickel, James Dowling, Chief Jo Zambito, Jonathan Leavens, Kathy Moldenhauer, Kent Schachowskoj, Paul Brown, Trent Dark, Serge Felicetti, Bill Matson, Margaret Corbett, Heather Ruzylo 1. IN CAMERA SESSION OF COUNCIL 1.1. Resolution to go In-Camera ORDERED on the motion of Councillor Mike Strange, Seconded by Councillor Victor Pietrangelo that the City of Niagara Falls Council enter into a closed session at 4:13 PM to discuss personal matters about an identifiable individual. Carried Unanimously (Councillor Ioannoni abstained from voting). 2. CALL TO ORDER The meeting was called to order at 5:07 PM. a) O Canada Performed by: Kristin Paterson b) Ceremonial Smudging and Indigenous Land Acknowledgement Jackie Labonte, traditional knowledge keeper, and local member of the Haudenosaunee, joined Council virtually to perform a ceremonial Page 1 of 19 Page 14 of 1510 City Council November 16, 2021 smudging of City Council Chambers. In addition, she provided an Indigenous Land Acknowledgement. 3. ADOPTION OF MINUTES 3.1. Council Minutes of October 26, 2021 ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Mike Strange that Council approve the minutes of the October 26, 2021 meeting as presented. Carried Unanimously (Councillor Ioannoni abstained from voting). 4. DISCLOSURES OF PECUNIARY INTEREST Disclosures of pecuniary interest and a brief explanation thereof will be made for the current Council Meeting at this time. a) Councillor Lori Lococo declared a conflict of interest to: • Item #10.5 - Downtown BIA Parking - Holiday Shopping (Spouse's former employer) b) Councillor Victor Pietrangelo declared a conflict of interest to Item #8.2 - MW-2021-78 - School Crossing Guard Reviews, as there is a letter from St. John Henry Newman, a school part of NCDSB, which is the Councillor's employer. c) Councillor Carolynn Ioannoni declared a conflict to the In -Camera discussion that took place on Tuesday, November 16, 2021 at 4:00 PM. 5. MAYOR'S REPORTS, ANNOUNCEMENTS a) Mayor Diodati extended condolences on the passing of Jacqueline Gardner, mother of Carol Gardner of our Transportation Department. b) Mayor Diodati acknowledged the following: Retirement—Alex Herlovitch • Alex was hired in October, 1987 and has worked in Planning his entire career or 34 years. • He started as Deputy Director of Planning and Development, becoming the Director of the department in October, 2007. Page 2 of 19 Page 15 of 1510 City Council November 16, 2021 • A leader on many transformational projects for our City: o Two Niagara Falls Casinos o The Gale Centre o Future Niagara South Hospital o Battleground Hotel/ Museum & area o Countless residential subdivisions o Downtown redevelopment and zoning • Photo of Alex was shown. o He is a tireless advocate for Wellspring Niagara o From his “run like a girl” fundraiser • On behalf of Council, Congratulations and best wishes, Alex! • Mayor Diodati presented Alex with a hand-made Niagara Falls water-drop vase Council Representation Councillor Thomson New South Niagara Hospital RFP Announcement Councillor Lococo Wise Guys Charity cheque presentation to Niagara Military Museum – for window repair at the Armoury Councillor Kerrio Greetings to Leader of the Official Opposition event with Erin O’Toole Spooky Awards • Congratulations to Councillor Dabrowski – a great success • More than 17 community prizes awarded • Great community spirit • • Arts & Culture Wall of Fame • Also attended by Councillor Lococo and Councillor Dabrowski • Congratulations again to this year’s inductees: o Dr. Maria Vetere o Tim Hicks o Rivoli Iesulauro o Diwali Celebration Sandie Bellows Plaza Dedication • Also attended by Councillor Kerrio • • Remembrance Day • Also attended by Councillor Lococo, Councillor Ioannoni and Councillor Thomson Page 3 of 19 Page 16 of 1510 City Council November 16, 2021 Volunteer Recognition Evening • Also attended by Councillor Strange, Councillor Pietrangelo, Councillor Ioannoni and Councillor Lococo • • Grand Openings: • Pizza Party All Night • • Santa Claus Parade/ Tree Lighting/ Downtown Market & WFOL • Also attended by Councillor Strange and Councillor Pietrangelo • Downtown BIA & no other regional parade • Bedford Falls/ Niagara Falls • Tree Lighting – 7500 LED lights • Market – Friday, Saturday & Sunday o downtownniagarafalls.ca • 101 Nights of Twinkling Lights – WFOL o On now until Mon, Feb 21, 2022 o Double the time for the outdoor event o Music Festival – weekend live entertainment Christmas Card contest winners • Congratulations to all of the students whose art appears on this year’s Christmas Card! (Photos of Christmas cards were shown) o Caden T. – Loretto (grade 7) o Alexa W. – Notre-Dame-de-la-Jeunesse (grade 3) o Julia Z – St. John Henry Newman (grade 5) o Raya B. – John Marshall (grade 6) o Seojin C. – Loretto Catholic (grade 7) o Billie S. – Ecole LaMarsh (grade 3) o Ella B. – John Marshall (grade 6) • Also a big thank you to local artist Monica Belluz for our beautiful Christmas card artwork! Picture of card was shown. o Time for a refresh—new artwork update o Commissioned a painting among local artists o Monica Belluz ▪ local artist, art instructor & graphic designer ▪ §often showcasing our local scenery o We now have a beautiful painted picture of City Hall in winter c) The next Council meeting is scheduled for Tuesday, December 7, 2021. 6. DEPUTATIONS / PRESENTATIONS Page 4 of 19 Page 17 of 1510 City Council November 16, 2021 6.1. 2022 Canada Games Doug Hamilton, Matt Hill, and Vittoria Wikston, from the 2022 Canada Games Committee provided a presentation to Council regarding the 2022 Canada Summer Games. R&C-2021-18 Canada Summer Games 13 for 13 Cultural Event Budget Request The report recommends the following: 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. ORDERED on the motion of Councillor Mike Strange, Seconded by Councillor Victor Pietrangelo that Council receive the presentation and approve the report as recommended. Carried Unanimously 6.2. Cannabis Facilities Study Susanne MacDonald, Senior Planner, and Paul Lowes, both from SGL Planning provided Council a presentation on the final recommendations on the Cannabis Facilities Study. PBD-2021-71 Cannabis Growing Facilities - Status Update 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. Page 5 of 19 Page 18 of 1510 City Council November 16, 2021 ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Chris Dabrowski that Council receive the presentation and update by SGL Planning & Design; and, 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. Carried Unanimously 6.3. Update from Business Development - Upcoming City events Serge Felicetti, Director of Business Development, provided a verbal update regarding upcoming City events including the New Year's Eve festivities. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Mike Strange that Council receive the verbal report and presentation from Serge Felicetti, Director of Business Development. Carried Unanimously 6.4. 2022 Parking Budget Presentation Jonathan Leavens, Acting Director of Finance, shared the 2022 Parking Budget Presentation. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Vince Kerrio that Council receive the presentation from Jonathan Leavens, Acting Director of Finance, regarding the City of Niagara Falls parking budget for 2022 and approve the 2022 proposed parking budget as presented; furthermore, 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. Carried Unanimously 6.5. 2022 Capital Budget Jonathan Leavens, Acting Director of Finance and James Dowling, Manager of Capital Accounting spoke to the 2022 Capital Budget by sharing a presentation. F-2021-56 2022 Capital Budget The report recommends the following: Page 6 of 19 Page 19 of 1510 City Council November 16, 2021 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 202 2 Operating Budget process; 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. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Carolynn Ioannoni that the report be approved as recommended. Carried Unanimously 7. PLANNING MATTERS Page 7 of 19 Page 20 of 1510 City Council November 16, 2021 7.1. 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 The report recommends the following: 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. The Public Meeting was called to order at 7:42 PM. Alex Herlovitch, Director of Planning, Building and Development, gave an overview of the background report PBD-2021-66. Constantine Radeff, Agent for application, expressed his gratitude to Council and staff for supporting this development. There were no members of the public present to speak. The Public Meeting was closed at 7:58 PM. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Chris Dabrowski 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 to include a height limit of 21 metres and; furthermore, that recommendation #2 be deleted, referencing the inclusion of a Holding (H) provision to require updated noise studies. Carried Unanimously Page 8 of 19 Page 21 of 1510 City Council November 16, 2021 8. REPORTS 8.1. F-2021-55 2020 Parking Fund Budget to Actual (unaudited) Comparison The report recommends that it is for the information of Council. ORDERED on the motion of Councillor Vince Kerrio, Seconded by Councillor Victor Pietrangelo that the report be received for information. Carried Unanimously 8.2. MW-2021-78 School Crossing Guard Reviews – Multiple Locations The report recommends the following: 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. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Chris Dabrowski that the report be approved as recommended. Carried Unanimously (Councillor Victor Pietrangelo declared a conflict). 8.3. PBD-2021-64 Housing Concepts Page 9 of 19 Page 22 of 1510 City Council November 16, 2021 Dunn Street Extension RECOMMENDATION: It is recommended that staff begin the pre-consultation and neighbourhood consultation process. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Mike Strange that staff begin the pre -consultation and neighbourhood consultation process. Carried Unanimously 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) The report recommends the following: 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. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Thomson that the report be approved as recommended. Carried Unanimously 9. CONSENT AGENDA Page 10 of 19 Page 23 of 1510 City Council November 16, 2021 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. MW-2021-77 Carlton Avenue – Parking Review The report recommends the following: 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. MW-2021-79 McMicking Street at Piva Avenue Pedestrian Crossover The report recommends the following: 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. MW-2021-80 Multiple Intersections Intersection Control Review Page 11 of 19 Page 24 of 1510 City Council November 16, 2021 The report recommends the following: 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. MW-2021-81 Heritage Drive Parking Control Review The report recommends the following: 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. 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 The report recommends 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. PBD-2021-63 Execution by-law to authorize the Mayor and Clerk to bind the City The report recommends that the Mayor & City Clerk be authorized to sign the Cost Acknowledgement Agreement with Walker Aggregates Inc. Page 12 of 19 Page 25 of 1510 City Council November 16, 2021 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 The report recommends 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. 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 The report recommends 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. PBD-2021- 68 Matters Arising from Municipal Heritage Committee 5017 Victoria Avenue, Carnegie Library 5688 Robinson Street, Climenhage House The report recommends the following: 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 Page 13 of 19 Page 26 of 1510 City Council November 16, 2021 should be completed prior to the redevelopment, given the proximity to the neighbouring cemetery and battlefield. ORDERED on the motion of Councillor Chris Dabrowski, Seconded by Councillor Victor Pietrangelo that the reports are approved as recommended. Carried Unanimously 10. COMMUNICATIONS AND COMMENTS OF THE CITY CLERK 10.1. Resolution - City of St. Catharines - Recommendations for the National Summit on Islamophobia 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. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Vince Kerrio that the resolution be referred to Staff as well as the Diversity and Inclusion Advisory Committee and the Anti-Racism Committee. Carried Unanimously 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 Page 14 of 19 Page 27 of 1510 City Council November 16, 2021 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. ORDERED on the motion of Councillor Vince Kerrio, Seconded by Councillor Wayne Campbell that Council receive and file the correspondence for information. Carried Unanimously 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. ORDERED on the motion of Councillor Vince Kerrio, Seconded by Councillor Victor Pietrangelo that Council receive and file the correspondence for information. Carried Unanimously 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. Page 15 of 19 Page 28 of 1510 City Council November 16, 2021 ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Victor Pietrangelo 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. Carried Unanimously 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. RECOMMENDATION: That Council approve two-hour on -street free parking on Queen Street between December 1, 2021 and December 31, 2021. ORDERED on the motion of Councillor Wayne Campbell, Seconded by Councillor Carolynn Ioannoni that Council approve two-hour on-street free parking on Queen Street between December 1, 2021 and December 31, 2021. Carried Unanimously (Councillor Lococo declared a conflict). 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. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Vince Kerrio that Council approve the request to proclaim the year 2022 as the Year of the Garden. Carried Unanimously Page 16 of 19 Page 29 of 1510 City Council November 16, 2021 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. Discussion took place regarding this resolution and, in the end, Councillor Lori Lococo withdrew this resolution. 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. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Thomson that the resolution be approved. Carried Unanimously 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). 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). Page 17 of 19 Page 30 of 1510 City Council November 16, 2021 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). 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). 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). 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). 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. 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. 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) 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) 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). Page 18 of 19 Page 31 of 1510 City Council November 16, 2021 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. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Thomson that the by-laws be read a first, second and third time and passed. Carried (Councillors Campbell, Lococo and Pietrangelo were opposed to By-law No. 2021-126). 14. NEW BUSINESS a) Councillor Victor Pietrangelo requested staff to bring forth a possible solution with regards to lighting at any Cannabis facility. No motion was passed. 15. ADJOURNMENT a) Adjournment ORDERED on the motion of Councillor Wayne Campbell, Seconded by Councillor Vince Kerrio that the meeting be adjourned at 8:47 PM. Carried Unanimously Mayor City Clerk Page 19 of 19 Page 32 of 1510 PBD-2021-79 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-79 Employment Lands Strategy Phase 3 Report RECOMMENDATIONS 1. That Council receive the Niagara Falls Employment Lands Strategy Phase 3 report for information. 2. That Council direct staff to prepare draft Official Plan and Zoning By-law amendments for additional stakeholder consultation and for consideration and adoption at a later Council session. 3. That Council pass an interim control by-law for the Grassy Brook area to allow staff to study future land uses and land use policies through the proposed Grassy Brook Secondary Plan. EXECUTIVE SUMMARY The purpose of this report is to provide Council with the Niagara Falls Employment Lands Strategy Phase 3 report.(see Appendix 1) The goal of the Employment Lands Strategy is to ensure that the City has the right amount of developable employment land in the right location to meet forecasted industrial demand to the year 2051. The Phase 3 report makes draft recommendations that include the establishment of a new employment area in Grassy Brook as well as draft recommendations regarding the retention of an industrial designation on specific candidate sites. Further, to ensure proper planning is undertaken for the new proposed Grassy Brook employment area, to be anchored by the proposed South Niagara Falls Wastewater Treatment plant, an interim control by-law is recommended to pause development to allow for the proper review of policies and land uses through the secondary plan process. BACKGROUND The City of Niagara Falls is undertaking an Employment Lands Strategy. A key objective of the Strategy is to assess the City’s long term employment land needs to the year 2051, while also considering the adequacy and marketability of the City’s shovel read y employment lands in the near term. Ultimately, the Strategy is trying to ensure that the City has the right amount of developable employment land in the right location to meet forecasted industrial demand to the year 2051 with a supportive policy framew ork in the City’s Official Plan. Page 33 of 1510 2 PBD-2021-79 December 7, 2021 What are Employment Areas and Lands? Employment lands are those lands designated Industrial in the City’s Official Plan and can include light, medium and heavy industrial lands organized into business parks or as a stand alone use. Employment lands can exist both inside and outside of employment areas. Employment areas can be defined as areas designated in an official plan for clusters of business and economic activities including but not limited to manufacturing, warehousing, offices and associated retail and ancillary uses. The City of Niagara Falls contains seven different employment areas located throughout the City’s urban area which will need to be mapped in the City’s Official Plan. Most of Niagara Falls employment lands exist within employment areas, with some designated employment lands lying outside of employment areas yet within the City’s urban area. Why are Employment Lands Important? Employment lands, home to many of the City’s large private sector emplo yers, form a vital component of the City’s land use structure and are an integral component of the City’s economy. Employment lands in the City are home to approximately 320 businesses employing roughly 6,800 people concentrated mainly in the manufacturing sector. With a broad employment lands base, the City is better positioned to build a more balanced, competitive and complete community. Businesses located on employment lands generate relatively strong economic spin-offs and help diversify the City’s tax assessment base. Employment Lands Strategy Phase II Results On April 20, 2021, through PBD 2021-18, Council was provided with the results of the City of Niagara Falls Employment Lands Strategy Phase 2 Report. With an estimated forecast of 3,450 jobs assigned to employment areas by the year 2051, it was determined that the City will have an employment land shortfall of approximately 76 hectares (188 acres) resulting in a need to designate additional lands to house future industrial job growth. Accordingly, the Phase 2 report recommended that the City explore new lands for a future employment area designation to accommodate the long term employment forecast. The Phase 2 report also assessed a number of previously known candidate employment land sites where the properties are not used or suitable for continued industrial use. Within the framework of the 2019 Growth Plan and 2020 Provincial Policy Statement as well as a site specific evaluation based on a broad range of criteria, draft recommendations were made on the known candidate sites as to whether they should retain their industrial designation. PUBLIC AND STAKEHOLDER ENGAGEMENT TO DATE Consultation began with key stakeholder interviews to better understand the current state of City’s employment lands in terms of their market supply potential, relative strengths Page 34 of 1510 3 PBD-2021-79 December 7, 2021 and weaknesses by geographic location, and overall market competitiveness. Key stakeholders interviewed included Region and City staff, industrial brokers and local industrial based employers. Broad consultation was initiated by making a copy of a draft employment amendment available for public and agency review on June 19, 2021. As part of the consultation process the notice of public open house and statutory public meeting was placed in the Niagara Falls Review, on the City’s webpage and was mailed out to all property owners impacted by the amendment. Subsequently a statutory public meeting was held on July 13, 2021 to receive comments from the public. All comments received to date on the amendments through all forms of public engagement have been reviewed, summarized and responded to by staff in Appendix 2. Appendix 2 also provides the reader with the public body/stakeholder who submitted the comment, the nature of the issue and whether a modification can be supported to the amendment provisions or accompanying mapping. Significant issues that prescribed commenting agencies and stakeholders have been identified to date in the review of the draft amendments are addressed under Planning Analysis. ANALYSIS/RATIONALE 1. Provincial Policy: A Place to Grow Plan and Provincial Policy Statement The Planning Act requires City planning decisions to be consistent with Provincial Plans. Municipalities are required to plan for both people and employment. The Province’s Growth Plan through Policy 2.2.5 b) directs that economic development and competitiveness be promoted by ensuring the availability of sufficient land, in appropriate locations, for a variety of employment to accommodate forecasted employment growth to the horizon of this Plan. The City’s Employment Lands Strategy to be implemented by both the official plan and zoning amendments fulfills this Provincial direction. 2. Niagara Region Official Plan Policy 3.C.2 of the Regional Official Plan states that local municipalities should designate and preserve lands within Urban Areas which are adjacent to or in close proximity to existing major highway interchanges, ports or rail yards as employment areas for providing for manufacturing, warehousing, transportation and associated retail, office and ancillary employment uses, where appropriate. The Employment Lands Strategy and the creation of a new employment area in Grassy Brook will align with Policy 3.C.2 of the Regional Official Plan. 3. Niagara Falls Official Plan The official plan amendment will update existing policies and introduce new policies to the City’s Official Plan thereby implementing the recommendations of the Employment Lands Strategy. The amendment will apply to all lands within the City of Niagara Falls currently designated for employment (industrial) uses as well Page 35 of 1510 4 PBD-2021-79 December 7, 2021 as those lands proposed to be re-designated as part of this amendment, either from a current employment (industrial use) to a new land use or from an existing land use to an employment land use. Employment Lands Strategy Phase 3 Results: New Grassy Brook Employment Area With an estimated forecast of 3,450 jobs assigned to employment areas by the year 2051, the Employment Lands Strategy determined that the City would have an employment land shortfall of approximately 76 hectares (188 acres). Accordingly, the primary recommendation of the Phase 3 work is that a new employment area would be needed to accommodate the majority of this future industrial job growth. In determining the location for a new employment area there are a number of key desirable characteristics that the new preferred employment area should have: • Be located within the City’s urban area boundary. • Be located in close proximity to other existing employment areas. • Have frontage on and access to the QEW highway. • Be of a sufficient size to accommodate the anticipated job forecast demand. • Be in a location that is impacted by minimal residential encroachment and have minimal land use compatibility conflicts. • Have availability of municipal servicing or have the availability of municipal servicing in the near future. Accordingly, a new employment area proposed for Grassy Brook bounded by the QEW to the west, the Welland River to the north, Stanley Avenue to the east and Reixinger Road to the south meets these criteria as the proposed Grassy Brook employment area: ✓ Is located within the City’s urban area boundary and is currently zoned Industrial in the Willoughby By-law. ✓ Is located in close proximity to the existing Montrose Business Park to the northwest and the Stanley Avenue Business Park to the north. ✓ Does have frontage on and have access to the QEW. ✓ Is approximately 267 hectares (660 acres) in size, with a developable land area of approximately 140 hectares (341 acres) and is therefore of a sufficient size to accommodate the majority of the City’s future industrial job growth. ✓ Is located in an area of the City that will have the least impact on nearby sensitive land uses such as residential. ✓ Grassy Brook is Niagara Region’s preferred location for the new South Niagara Falls Wastewater Treatment plant. Once this facility is constructed the new employment area will have direct access to full municipal services. Significant Themes/Comments Significant issues that prescribed commenting agencies and stakeholders have identified in the review of the Employment Lands Study to date are addressed below. Page 36 of 1510 5 PBD-2021-79 December 7, 2021 Issue No. 1- New South Niagara Falls Wastewater Treatment Plant and Land Use Compatibility Grassy Brook is Niagara Region’s preferred location for its new $396 Million South Niagara Falls Wastewater Treatment plant. Under the Province’s existing D6- Compatibility between Industrial Facilities Guidelines, whose goal is to minimize the encroachment of sensitive land uses (i.e. residential) upon an industrial land use and vice versa, a wastewater treatment plant would be classified as a Class III industrial facility. A Class III facility is considered to be a large scale operation which would have a high probability of fugitive emissions.(i.e. odour) Accordingly, Class III facilities are recommended to be physically separated from sensitive land uses by 300 metres (lot line to lot line) and have a zone of influence of 1,000 metres. It should be noted that Niagara Region has requested the use of a 500 metre (lot line to lot line) separation distance and a zone of influence of 2,000 metres. Positioning industrial uses around the new waste water treatment plant would reduce land use conflict s and allow the new wastewater treatment facility to operate unhindered. Issue No.2 –Proposed Grassy Brook Secondary Plan Through the 2021 Capital budget, Council approved funding for the development of a Grassy Brook secondary plan. While the secondary plan will address land uses and policies for this area, it will also address transportation and functional servicing requirements beyond the area including Chippawa in association with the new wastewater treatment plant. The secondary plan will supported by a number of key studies (i.e. environmental, transportation, servicing, archaeological) that will inform appropriate areas for future development. It is noted that City staff have secured $100,000 in Regional funding for the preparation of the secondary plan. Issue No. 3 Residential Development in Grassy Brook and the Need for an Interim Control By-law There has been interest in pursuing new residential development in Grassy Brook which is contrary to the current official plan designation and zoning permissions of the area. Further, the introduction of new residential uses would be incompatible with the proposed wastewater treatment plant and surrounding industrial uses. Under Section 38 of the Planning Act, a municipality can apply interim control for a period of one year (from date of passing) to allow for proper review and preparation of land use policies for a specific geographic area. To ensure proper planning is undertaken it is recommended that Council consider the use of interim control for the Grassy Brook area. A draft interim control by-law has been prepared and attached in Appendix 3 should Council choose this approach. It is noted that the City in the past has taken a similar approach and employed interim control while studying short term vacation rentals and cannabis. The interim control by-law will prohibit new uses of lands or buildings within the area. Current zoning permissions continue to apply to existing uses such as light manufacturing, assembly and storage uses as currently permitted in the Willoughby By - law. Page 37 of 1510 6 PBD-2021-79 December 7, 2021 Next Steps Upon Council’s endorsement of this report, the staff will make the necessary modifications to the draft Official Plan and Zoning By-law amendments that will implement Phase 3 including the identification of the new employment area. These draft amendments will be subject to further consultation and will be forwarded for consideration and adoption of Council at a later date in 2022. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The Employment Lands Strategy Phase 3 report will have no direct financial implications for the City. CITY’S STRATEGIC COMMITMENT The Employment Lands Strategy is consistent with the City’s Strategic priority of a Vibrant and Diverse Economy. LIST OF ATTACHMENTS ➢ Appendix 1 – Employment Land Strategy Phase 3 Report ➢ Appendix 2 – Summary of Comments Received to Date ➢ Appendix 3 – Interim Control By-law for Grassy Brook ➢ Appendix 4 - Resolution of Council Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, Chief Administrative Officer BD:cv Attach S:\PDR\2021\PBD-2021-79, Employment Lands Study Phase 3 Report to Council.docx . Page 38 of 1510 7 PBD-2021-79 December 7, 2021 APPENDIX 2 AM-2021-13 – EMPLOYMENT LAND NEEDS STUDY SUMMARY OF COMMENTS REMOTE OPEN HOUSE – JUNE 29, 2021 @ 2pm Name/Author Date (verbal submissions at Open House) Submitted Comments Staff Response Staff Action Joedy Burdett Bridge Street • Has appealed the Downtown Zoning under AM-2020-007 and will consider appealing a zoning change that adds a C4 Zone on the lands north of Bridge Street through this amendment. • The application of a C4 Zone would be conditional on the final approval of the City’s Downtown Zoning amendment. Not applicable • Questioned how the zoning changes would affect his property and future expansions (Hause's Welding) • Would he be able to build an expansion? • Is there a secondary plan being prepared for the south side of Bridge St? • Mr. Benner asks if all properties have been identified that might be changed • This property is located within the area to be designated Mixed Use 2; and his business would be permitted to continue with a minor expansion but a new use would be subject to the Mixed Use Zoning. • The Transit Area Zoning amendment is under appeal and would therefore not come into effect until approval. Expansions under the current provisions are allowed, future changes under a new zoning would have to meet new provisions. • Both the north and south sides of Bridge St were part of the Transit Station Area Plan, already completed. The Employment Land Needs Study identified that the lands north of Bridge, over the long term, shouldn't be industrial to support the Transit Station Area Secondary Plan (adopted in 2018) No action required. Page 39 of 1510 8 PBD-2021-79 December 7, 2021 Name/Author Date (verbal submissions at Open House) Submitted Comments Staff Response Staff Action • The Open House is a starting point to the conversation regarding the conversion of properties. Matt Kernahan, U.C. Consulting • Appreciates the considerations put through the study for the additional employment land needs. • Would like some more information on the detailed criteria that informed the decision including the actual conditions on the ground, with respect to natural heritage features. • An additional slide outlining the criteria that informed the Study is available. Natural heritage features reduce the acreage available for employment needs (still in the review and recommendation phase) Information forwarded Craig Rohe, UC Consulting • Requested clarity about how the deferral mechanism will work - Council to adopt, Region to approve with some deferral but some tied into Growth Plan Conformity use which is exempt from approval, implementation date. • The deferrals are in relation to items that would to be considered by the Region. We would ask the Region to identify the changes on their new schedule. Since the Region's MCR work is ongoing we would have to seek confirmation from the Region. Deferrals will not be part of the final amending documents. Gregory Marino 7119 Reixinger Road • Opposes the Grassy Brook location for Employment Lands: cited industrial traffic, 24 hour noise, natural areas and impact on wildlife. Will be following up with a list of questions • Comments acknowledged No action at this time Evan Sugden, Bousefields Consulting • Client owns 4431 Victoria Ave. • He will be making a request for an employment land conversion on these lands to mixed use. This would be an amendment to the OPA so the north half would be maintained as employment while southern half would be mixed use. • Comments acknowledged and Staff will evaluate the request. No action at this time Page 40 of 1510 9 PBD-2021-79 December 7, 2021 Written Comments received through Circulation: Name/Author Date Submitted Comments Staff Response Staff Action Evan Sugden, Bousefields Inc. July 2, 2021 • Re: 4431 Victoria Avenue (1.91 ha in size) • Requesting for a conversion from Employment to a Mixed Use land use designation. • Staff can support the submitted conversion request with the identification of a new Employment Area. The requested land use change will be reflected in the amending documents. Niagara Industrial Association July 12, 2021 • Supportive of the employment amendment as proposed. • No response No action required. Bill Croker June 25, 2021 and July 7, 2021 • Dell Cemetery should be recognized in zoning as something other Industrial or Prestige Industrial. The following changes were suggested: • The whole area should be residential instead of employment to support hospital staffing • The river frontage should remain accessible to the public. • The exact area of the wastewater treatment plant should be defined. • Does not support employment – prefers residential development of the lands. • An Open Space designation and Zoning can be applied to the Cemetery lands. • Residential development in this location to support the new hospital would be incompatible with the proposed South Niagara Falls Wastewater Treatment Facility and draw the hospital supportive uses away from the Grand Niagara Secondary Plan hospital district. • The Region will define the exact area of the wastewater treatment plant through their process. • The City has identified its needs for employment lands and has sufficient residential lands until 2041. The amending documents can reflect the Dell Cemetery use. No action on suggested changes. Callum Sheddon, Daniel & Partners, LLP July 12, 2021 • Re: 5789 Lyon’s Creek Rd and 7047 Reixinger Road (Global Country of World Peace) • Opposed to the land use change as the developer wishes to develop the property for mixed use. • It is suggested that the City wait and work in conjunction with the Region’s New Official Plan. • The City has identified its needs for employment lands and has sufficient residential lands until 2041. The Region’s proposed South Niagara Falls Wastewater Treatment Facility would be an incompatible land use for the proposed residential use. • City Staff have collaboratively worked in conjunction with No Action on residential/mixed use request. Page 41 of 1510 10 PBD-2021-79 December 7, 2021 Name/Author Date Submitted Comments Staff Response Staff Action Regional Staff through this Study and the Region’s New Official Plan work. Jennifer Vida, JV Consulting June 23, 2021 • Re: lands north of Bridge St., east of Victoria Avenue • Supports the Employment Land Strategy and the conversion of her Client’s property from Industrial to Mixed Use 2. • No response – contained within the proposed amendments. No action required. Gregory Marino July 11, 2021 • Re: 7119 Reixinger Rd. • Generally not in favour, several zoning questions were included in the correspondence. • Staff responded in writing to Mr. Marino's questions regarding possible impact on property values, municipal taxes, building enlargement or new uses. (Mr. Marino’s property is currently zoned Industrial, residential expansion currently needs approval for extension of a non-conforming use). No action required. Stephan Armstrong, Armstrong Planning July 8, 2021 • Re: 7983-8003 Montrose Rd (Warren Woods) • Warren Woods Land Development Corporation is requesting a mixed use development rather than industrial on their lands. • Staff cannot support the conversion request as these lands are strategically located and have access to the QEW which makes these lands very marketable for future industrial use. No action required. Bob Daniel July 12, 2021 • Generally opposed to the employment lands strategy with regards to the Grassy Brook Area. No other specific comment. • The City has identified need for additional employment lands to accommodate jobs forecast and has sufficient residential lands until 2041. No action required. Joedy Burdett July 13, 2021 • Re: Bridge St. area • Concerns expressed on how the CB4 Zoning affects the property, north of Bridge Street, east of Victoria Avenue. • The zoning concerns were addressed in the Open House discussion most associated with the Transit Station Area Zoning amendment in the Downtown. No action required. Antonio Mancuso, Mancuso Chemicals September 21, 2021 • Advocates the protection of employment lands in Niagara Falls • No response required. No action required. Page 42 of 1510 11 PBD-2021-79 December 7, 2021 Name/Author Date Submitted Comments Staff Response Staff Action from residential encroachment and supports the recommendations of the Employment Lands Strategy. Judy Doerr July 27, 2021 • States that long term planning of land should first have environmental policy standards in place to ensure that natural heritage and water resource systems are never put at risk. • Any future development will required environmental studies with regards to water quality and quantity as well as natural heritage systems. • All natural areas regulated by the NPCA will be reflected on mapping. No action required at this time. Del Rollo, Arterra Wines Canada September 15, 2021 • Advocates the protection of employment lands in Niagara Falls from residential encroachment and supports the recommendations of the Employment Lands Strategy. • No response required. No action required. John R. McCallum, Garden City Custom Services November 4, 2021 • Advocates the protection of employment lands in Niagara Falls from residential encroachment and supports the recommendations of the Employment Lands Strategy. • No response required. No action required. Steven Cohen, Salit Steel September 30, 2021 • Advocates the protection of employment lands in Niagara Falls from residential encroachment and supports the recommendations of the Employment Lands Strategy. • No response required. (Agency Comments) NPCA August 3, 2021 • No objections subject to the inclusion of all NPCA regulated areas on the OP and Zoning mapping. • It is the intent of Staff to include all regulated areas within the final documents. Regulated areas will be reflected in the amending documents Enbridge Gas June 23, 2021 • No objection No action required. Bell Canada June 25, 2021 • No objection No action required. Niagara Falls Fire Dept August 3, 2021 • No objection No action required. Niagara Falls Transportation Services June 28, 2021 • No objection • No response required. No action required. Page 43 of 1510 12 PBD-2021-79 December 7, 2021 Name/Author Date Submitted Comments Staff Response Staff Action Niagara Region Planning & Development Services November 5, 2021 • The Employment OPA should be paused until the Region’s new OP is adopted to ensure conformity. • The City’s Employment Strategy forecasts lower densities than the Region’s forecast. • The City’s Employment Strategy does not reflect the Employment forecast set out in the August 2021 Land Needs Assessment, endorsed in principle by Regional Council. • The Employment Strategy should be updated to align the City and Region’s Employment Area boundary. • Niagara Region has actively participated in the drafting of the City’s Employment Lands Strategy. Going forward the City will continue to collaborate with the Region to ensure conformity. • The City’s Employment Lands Strategy completed a more detailed analysis of current and anticipated employment densities. • The forecast used by the Employment Strategy has been updated to reflect the most recent Land Needs Assessment from a more recent starting point of 2020 (rather than 2016 as used by the Region). • City Staff will work with Regional Staff to ensure alignment of the Employment Area Boundary. • Planning Staff will coordinate with Regional Staff with respect to implementing amendments. • All forecasts have been updated. PUBLIC MEETING – JULY 13, 2021 Name/Author Date (written & oral) Submitted Comments Staff Response Staff Action Steven Armstrong, Armstrong Planning July 8, 2021 written & oral presentation • Re: Warren Woods Development Corp lands – 25 acres adjacent to Empire Development. • The submission is that this property on Montrose Rd be developed for mixed housing commercial/ mid-rise apartment units as a transition to residential even though there is highway exposure. This is based on the need for rental and affordable • The industrial use of this land was approved through the Warren Woods Secondary Plan. There are industrial uses to the north, south and on the other side of the QEW. • The proposed mixed use would not address the type of employment targeted and Staff does not support the requested conversion to mixed use/residential for these lands. Page 44 of 1510 13 PBD-2021-79 December 7, 2021 Name/Author Date (written & oral) Submitted Comments Staff Response Staff Action housing and mixed use would be suitable. Employment through office and retail on the ground floor of the mixed use portion of the development. needed by the City to meet its 2051 jobs target. Rocky Vacca Oral • Also speaking on behalf of Empire Development (see above). Suggests that the lands are far removed from other industrial lands. • There are industrial uses to the north, south (intercepted by an environmental area only) and on the other side of the QEW. Staff does not support the requested conversion to mixed use/residential for these lands. Rick Brady Oral June 23, 2021 written • Re: 9104 McLeod Rd (F. Constabile), study recommends industrial to residential and they are in agreement. It would be difficult to put industrial uses on this now because of surrounding residential uses. Deferral of the amendment is questioned, why the need for it here? May apply to other lands but not here - development will be slowed down. Requests the removal of the deferral. • This particular deferral could probably be removed. Deferrals will not be part of the final amending documents. Rocky Vacca Oral • Re: 9104 McLeod Rd • The deferral is not a provision under the Planning Act. What needs to be done to remove the deferral and what would be the timing? • This particular deferral could probably be removed. The removal of this deferral will be incorporated into the recommendation to Council. William Overal (did not speak) n/a Paul Potter (did not speak) n/a Jeffrey Dreben (did not speak) n/a Brenda Khes, GSP Group Oral • Re: 9015 Stanley Avenue (King Waldorf lands) • A site selection criteria was not clearly spelled out in the report. The Owners have submitted an application for a comprehensive plan, they had a pre- consultation in 2018 and have been actively working to fulfill reports for the development. • The pre-consultation meeting was 3 years ago and pre-dated the City’s Employment Land Needs Study and the identification of the Region’s proposed South Niagara Falls Wastewater Treatment facility. • A pre-consultation meeting does not confirm Staff or City The Employment Lands Study identifies a need for a new employment area and all research performed by the Consulting team indicates that Grassy Brook is the preferred location. Page 45 of 1510 14 PBD-2021-79 December 7, 2021 Name/Author Date (written & oral) Submitted Comments Staff Response Staff Action support for a proposed land use designation change and does not constitute a complete application. • The employment area to the north of these lands and the use of Stanley Avenue as industrial access would be a factor in considering residential use of these lands. Page 46 of 1510 15 PBD-2021-79 December 7, 2021 APPENDIX 3 CITY OF NIAGARA FALLS BY-LAW 2021-XXX A by-law to prohibit certain uses of land in a specific geographic area of the City of Niagara Falls regulated by Willoughby By-law No. 395/66, as amended. WHEREAS section 38 of the Planning Act provides that where a council of a local municipality has directed, by by-law or resolution, that a review or study be undertaken, the council may pass a by-law (referred to as an interim control by-law) to be in effect for a period of time specified in the by-law, prohibiting the use of land, buildings or structures within the municipality or within a defined area or areas thereof for, or except for, such purposes as are set out in the by-law; AND WHEREAS the Council of the Corporation of the City of Niagara Falls has, by resolution adopted on December 7, 2021, directed that the Grassy Brook Secondary Plan be undertaken in respect of the land use planning policies and zoning regulations respecting the use of properties within the study area. THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. No person shall use any land, building or structure within the Grassy Brook Secondary Plan Study Area identified on Schedule 1 attached hereto for non - industrial uses. 2. This by-law shall be in effect for a period of one year from December 7, 2021. Read a First, Second and Third time; passed, signed and sealed in open Council this 7th day of December 2021. WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 47 of 1510 16 PBD-2021-79 December 7, 2021 APPENDIX 4 The City of Niagara Falls, Ontario Resolution December 7, 2021 No. _________ Moved by: Seconded by: WHEREAS on December 7, 2021, Council passed a motion to enact an interim control by-law respecting the use of properties that are within the Grassy Brook Secondary Plan Area; and WHEREAS Section 38 of the Planning Act. RSO 1990, c.P. 13 as amended authorizes the Council of a municipality to pass an interim control by -law where the Council has directed that a review or study be undertaken in respect of land use planning policies in the municipality, or in any defined area or areas thereof; and THEREFORE BE IT RESOLVED that Staff carry out a review in respect of the land use planning policies and zoning regulations within the Grassy Brook Secondary Plan Area and report to Council with the results and any recommendations resulting from the review. WHEREAS, Council has directed that a Secondary Plan be prepared for the Grassy Brook Area which includes the identification of a new Employment Area as required under Provincial Policy; and WHEREAS, it is prudent to delay any consideration for the introduction of incompatible, non-industrial uses during the review; AND The Seal of the Corporation be hereto affixed. WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 48 of 1510 Watson & Associates Economists Ltd. 905-272-3600 November 12, 2021 info@watsonecon.ca Employment Lands Strategy City of Niagara Falls ________________________ Phase 3 Report Page 49 of 1510 Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Table of Contents Page Executive Summary ....................................................................................................... i 1. Introduction...................................................................................................... 1-1 1.1 Terms of Reference ................................................................................ 1-1 1.2 Background ............................................................................................. 1-2 1.2.1 What are Employment Lands? ................................................... 1-3 1.2.2 Why are Employment Lands Important? .................................... 1-3 2. Policy Context Review and Gap Analysis ..................................................... 2-1 2.1 Provincial Planning Policy Context ......................................................... 2-1 2.1.1 Planning Act ............................................................................... 2-1 2.1.2 Provincial Policy Statement, 2020 .............................................. 2-2 2.1.3 Provincial Growth Plan for the Greater Golden Horseshoe ........ 2-4 2.1.4 Niagara Region Official Plan ...................................................... 2-9 2.1.5 City of Niagara Falls Official Plan ............................................. 2-13 2.2 Summary of Policy Context and Gaps .................................................. 2-23 3. Macro and Regional Economic Trends and City of Niagara Falls Employment Conditions ................................................................................. 3-1 3.1 Global Economic Trends and International Trade ................................... 3-1 3.2 Planning within the Context of an Evolving National and Provincial Economic Outlook ................................................................................... 3-3 3.2.1 Ontario Economic Outlook within the Canadian Context ........... 3-3 3.2.2 Emerging Industry Sector and Labour Force Trends ................. 3-5 3.3 Local Economic Trends and Growth Drivers within a Regional Context ................................................................................................... 3-9 3.3.1 Outward Growth Pressure.......................................................... 3-9 3.4 Regional Industrial Market Overview .................................................... 3-13 3.4.1 G.G.H. Industrial Lease Rates, 2013 to 2019 .......................... 3-13 3.4.2 G.G.H. Employment Land Prices, 2019 ................................... 3-14 3.5 City of Niagara Falls Employment and Occupation Trends ................... 3-15 Page 50 of 1510 Table of Contents (Cont’d) Page Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 3.5.1 City of Niagara Falls Employment Growth, 2016 to 2020......... 3-16 3.5.2 City of Niagara Falls Occupation Outlook, 2020 to 2026.......... 3-17 3.6 Local Drivers and Disruptors of Future Growth in the City of Niagara Falls ......................................................................................... 3-18 3.6.1 Outward Growth Pressure within the G.G.H. ........................... 3-18 3.6.2 Geographic Location ................................................................ 3-19 3.6.3 Regional Economic Opportunities ............................................ 3-20 3.6.4 Innovation Landscape in the Niagara Region – Enabling Assets ...................................................................................... 3-21 3.6.5 Tourism .................................................................................... 3-23 3.6.6 Assessing the Impacts of Technology and Innovation on Economic Development and Population Growth ...................... 3-24 3.6.7 Quality of Life ........................................................................... 3-25 4. Employment Land Supply Analysis ............................................................... 4-1 4.1 City-wide Employment Land Inventory.................................................... 4-1 4.2 Vacant Employment Land Supply Characteristics by Land -Use Type and Location .................................................................................. 4-6 4.3 Intensification Potential in Employment Areas ...................................... 4-10 4.4 Conclusions .......................................................................................... 4-14 5. Competitiveness and Investment Readiness of the City’s Employment Areas .......................................................................................... 5-2 5.1 Introduction ............................................................................................. 5-2 5.2 City of Niagara Falls Employment Lands Profile ..................................... 5-2 5.2.1 Comparison of Regional Vacant Employment Land Supply ....... 5-2 5.3 Strengths, Weaknesses, Opportunities, and Constraints Review of Existing Employment Areas in the City of Niagara Falls ......................... 5-4 5.3.1 City of Niagara Falls S.W.O.C. Overview ................................... 5-4 5.3.2 City of Niagara Falls Target Sectors .......................................... 5-8 5.3.3 General Characteristics of Industrial/Business Parks .............. 5-12 5.3.4 City of Niagara Falls Employment Areas.................................. 5-16 5.4 Employment Area Attractiveness .......................................................... 5-20 5.5 Key Stakeholder Interviews .................................................................. 5-23 5.6 Observations ......................................................................................... 5-26 6. Employment Forecast and Employment Area Land Demand to 2051......... 6-1 6.1 Overview of City of Niagara Falls Employment Forecast, 2016 to 2051 ................................................................................................... 6-1 6.2 City of Niagara Falls Employment Base and Existing Conditions ............................................................................................. 6-2 Page 51 of 1510 Table of Contents (Cont’d) Page Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 6.2.1 Recent Employment Land Absorption Activity, 2010 to 2019 ........................................................................................... 6-2 6.2.2 City of Niagara Falls Existing Employment Structure Within Employment Areas ..................................................................... 6-3 6.2.3 City of Niagara Falls Employment Areas Employme nt Density and Building F.S.I. ......................................................... 6-5 6.3 Employment Land Demand, 2020 to 2051 .......................................... 6-6 7. Employment Land Conversion Review.......................................................... 7-2 7.1 Designated Employment Lands for Review and Potential Conversion .............................................................................................. 7-2 7.1.1 Definition and Requirements for Employment Land Conversions ............................................................................... 7-3 7.1.2 Evaluation Criteria ...................................................................... 7-5 7.2 Potential Conversion Sites ...................................................................... 7-6 7.2.1 Sites Recommended for Conversion ......................................... 7-8 7.2.2 Sites not Recommended for Conversion to a Non - Employment Land Use ............................................................. 7-10 7.3 Additional Vacant Employment Lands for Review and Potential Conversion ............................................................................................ 7-14 7.3.1 Sites Recommended for Conversion: ...................................... 7-16 8. Policy Recommendations ............................................................................... 8-1 8.1 Future Vision for the City’s Employment Lands ...................................... 8-1 8.2 Clarifying Employment Lands with Employment Areas ........................... 8-1 8.3 Provincial and Regional Policy Conformity and Alignment...................... 8-2 8.4 Employment Land Conversions .............................................................. 8-4 8.5 Future Land Needs ................................................................................. 8-4 8.6 Competitiveness of Supply ..................................................................... 8-5 8.7 Next Steps .............................................................................................. 8-7 9. Public vs. Private Sectors Development Options Review............................ 9-1 9.1.1 Municipal Trends in Industrial Land Development ..................... 9-1 9.1.2 Evaluation of Industrial Land Development Approaches in Niagara Falls .............................................................................. 9-3 9.1.3 Conclusions ............................................................................... 9-3 10. Employment Area Location Options Analysis ............................................ 10-1 10.1 Introduction ........................................................................................... 10-1 10.1.1 Policy Context .......................................................................... 10-1 10.2 Employment Area Potential Sites Review Approach............................. 10-2 10.3 Employment Areas Sites Evaluation ..................................................... 10-3 10.4 Employment Area Site Evaluation ....................................................... 10-1 Page 52 of 1510 Table of Contents (Cont’d) Page Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 10.4.1 Site 1 – South End - Crawford Farm and Surrounding Area (South of Welland River) .......................................................... 10-1 10.4.2 Site 2 – South End – Future South Niagara Hospital and surrounding lands .................................................................... 10-2 10.4.3 Site 3 – South End - Stanley at Logan ..................................... 10-3 10.4.4 Site 4 - South End - Biggar at Crowland .................................. 10-4 10.4.5 Site 5 – North End - Club Italia Lands ...................................... 10-5 10.5 Preferred Employment Area Expansion Site ......................................... 10-1 Appendix A City of Niagara Falls Employment and Demographic Trends ............. 1 Appendix B Historical Non-Residential Development Activity in the City of Niagara Falls ....................................................................................................... 1 Appendix C Industry Sector Requirements ............................................................... 1 Page 53 of 1510 Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx List of Acronyms and Abbreviations Acronym Full Description of Acronym A.I. Artificial Intelligence A.P.T.G. A Place to Grow B.U.A. Built-Up Area C.I.P. Community Improvement Plan C.R.A. Canada Revenue Agency C.M.A. Census Metropolitan Area D.G.A. Designated Greenfield Area E.L.S. Employment Lands Strategy F.S.I. Floor Space Index G.D.P. Gross Domestic Product G.F.A. Gross Floor Area G.G.H. Greater Golden Horseshoe G.I.S. Geographic Information Systems G.T.H.A. Greater Toronto Hamilton Area I.C.I. Industrial, Commercial and Institutional Sector I.M.F. International Monetary Fund Page 54 of 1510 List of Acronyms and Abbreviations (Cont’d) Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx L.N.A. Land Needs Assessment L.Q. Location Quotient M.C.R. Municipal Comprehensive Review M.T.S.A. Major Transit Station Area N.O.C. National Occupation Classification N.P.C. Niagara Parks Commission O.M.B. Ontario Municipal Board O.P. Official Plan O.P.A. Official Plan Amendment P.M.I. Purchasing Managers’ Index P.P.S. Provincial Policy Statement P.S.E.Z. Provincially Significant Employment Zone Sq.ft. Square Feet Sq.m. Square Metre S.W.O.C. Strengths, Weaknesses, Opportunities, and Constraints T.P.I.A. Toronto Pearson International Airport Q.E.W. Queen Elizabeth Way U.S. United States V.P.N. Virtual Private Network W.H.O. World Health Organization W.T.O. World Trade Organization Y.T.D. Year-to-Date Z.B.A. Zoning By-Law Amendment Page 55 of 1510 Executive Summary Page 56 of 1510 Watson & Associates Economists Ltd. PAGE i H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Executive Summary Watson & Associates Economists Ltd. (Watson), in partnership with Dillon Consulting Ltd. (Dillon), and MDB Insight Inc. (MDB), hereinafter referred to as the Consultant Team, were retained in the winter of 2020 by the City of Niagara Falls to conduct an Employment Lands Strategy (E.L.S.) for the City. This E.L.S. will contribute to a long- term vision and planning policy framework which will enhance the City’s competitive position for industrial and office employment, including other employment -supportive uses in its Employment Areas. A key objective of this study is to assess City’s long - term employment land needs to the year 2051, while also considering the adequacy and marketability of the City’s “shovel-ready” employment lands within the near term. More specifically, this study provides the following: • An evaluation of the City’s current employment land supply and an assessment of “Investment Readiness” of its Employment Areas within the context of evolving macro-economic trends and anticipated employment sectors; • A review of regional and local macro-economic and demographic trends that are anticipated to impact the amount, type and location of the City’s long -term population and employment growth potential; • A S.W.O.C. (Strengths, Weakness, Opportunities and Constraints) assessment of the City’s Employment Areas to accommodate future employment growth within identified target sectors; • An assessment of longer-term Employment Area land needs (i.e. supply versus demand) within the broader context of Region-wide trends in Employment Areas; • A review of employment sites identified for potential conversion to a non- employment use; • An assessment of location options for a future Employment Area in the City of Niagara Falls, with a recommendation on the preferred site; • A review of the City’s current Official Plan (O.P.) policies related to Employment Areas. This review will identify potential gaps within the current policy framework as well as provide recommendations for considerations to be potentially addressed through an Official Plan Amendment (O.P.A.) and Zoning By -law Amendment (Z.B.A.); and • Recommended strategies to promote and attract industrial growth in Employment Areas on an international stage. Page 57 of 1510 Watson & Associates Economists Ltd. PAGE ii H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx This analysis represents all three phases of the Employment Lands Strategy (E.L.S.) for the City of Niagara Falls. This Phase 3 report provides further direction regarding employment land needs, a framework and evaluation of potential Employment Area conversions to non-employment uses, strategic planning policy recommendations, and marketing strategies to deliver investment-ready lands. The following provides a summary of the key findings of this Phase 3 report: Policy Context The Niagara Falls O.P. was approved in 1993 and has undergone a number of amendments since this time to respond to provincial and regional policy directions. The most recent consolidation of the O.P. occurred in 2019 and includes all amendments up to April 2019. consolidated, The O.P. captures a variety of the provincial policy changes; however, recent changes to the provincial policies should be considered as part of future O.P. updates. In addition, the Regional O.P. is currently under review as part of the M.C.R. process to bring it into conformity with the Growth Plan, 2019. Once completed, the outcome of the M.C.R. process may have an impact on the City’s employment lands. These potential changes to the regional policies should also be considered as part of future O.P. updates. Historical Employment Trends • Niagara Falls experienced a total growth rate in jobs of 3.8% (net increase of approximately 1,720 jobs) from 2016 to 2020 or an average annual employment increase of 1.1%, similar to that witnessed across Niagara Region. Jobs in Niagara Region increased by 4.3% (net increase of approximately 8,970 jobs) from 208,760 jobs in 2016 to 217,730 jobs in 2020 or an average annual increase of 1.1%. • The following sectors experienced the largest employment increase: o Accommodation and food services – increase of approximately 850 jobs (net increase of 7%); o Transportation and warehousing – increase of approximately 390 jobs (net increase of 32%); and o Construction – increase of approximately 320 jobs (net increase of 11%). Page 58 of 1510 Watson & Associates Economists Ltd. PAGE iii H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Land Supply Analysis The following are key highlights of the designated employment land inventory: • The following are key highlights of the designated employment land inventory: • The City’s employment land supply is 1,088 gross hectares (ha) (2,689 gross acres) and is comprised of 1,008 gross ha (2,491 gross acres) of developed/occupied employment land and 79 gross ha (195 acres) of vacant employment land; and • The City’s Employment Areas account for nearly half of the designated employment land supply. The vacant land supply, however, is greatest within Employment Areas, as they represent 74% of the vacant employment land supply. • As of July 2020, it is estimated that the City of Niagara Falls has a vacant employment supply of approximately 78 ha (193 acres), adjusted for internal infrastructure for large parcels. The City has 21 ha (52 acres) of vacant employment lands which are located outside Employment Areas. The North Niagara Falls Secure Storage Employment Area offers 41 ha (101 acres) of vacant employment land, accounting for more than half the vacant employment land supply in the City of Niagara Falls and a majority of vacant land within the City’s Employment Areas. The Montrose Road Industrial Area contains 11 ha (27 acres) of the remaining vacant land and the Stanley Avenue Business Park has 5 ha (12 acres) of net vacant employment land remaining. Shovel-ready lands and the remaining serviceable vacant employment lands are identified in Figure 4-6 through Figure 4-9. Lands identified as shovel-ready include lands which abut an arterial, collector, or local road and have sanitary, water , and storm stubbed at the property line. The following summarizes the key findings regarding the shovel-ready land supply: • It is estimated that there are 48 ha (119 acres) of shovel-ready employment lands in Niagara Falls, comprising 58% of the vacant designated employment land area. • There are 63 sites comprising 76 ha (188 acres) of land area that may have the potential to accommodate additional employment growth within Employment Areas in the City of Niagara Falls. Of the 63 parcels, only ten sites are larger than two ha in size and can be expected to potentially accommodate mid- to large-scale developments within the City of Niagara Falls. Page 59 of 1510 Watson & Associates Economists Ltd. PAGE iv H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Stakeholder Consultations Stakeholders were contacted and invited to participate in telephone interviews with the Consultant Team in the spring of 2020. Key stakeholders interviewed include Regional staff, City staff and departments, industrial brokers, and local industrial -based employers. The following details the key themes discussed by stakeholders: • There was overall agreement that the City is well-positioned to attract economic activity and improve its competitiveness in the long term; however, it was expressed that a lack of vacant, shovel-ready employment land is preventing successful attraction efforts • Stakeholders generally agreed that there is demand from the G.T.H.A. for employment land in Niagara Falls, following a “build it and they will come” mentality. In order to capitalize on the above characteristics and avoid missed opportunities in attracting businesses and emerging industries, there is a consistent need for varied types of Employment Areas (e.g. size, location, configuration, amenities, etc.), but more specifically there is a need for large, serviced, and developable Employment Areas. • In order to capitalize on the above characteristics and avoid missed opportunities in attracting businesses and emerging industries, there is a consistent need for varied types of Employment Areas (e.g. size, location, configuration, amenities, etc.), but more specifically there is a need for large, serviced, and developable Employment Areas. • The final key theme discussed among stakeholders focused on the types of employment the City can attract through its Employment Areas as well as the nature of industrial parcels required to accommodate these target industries. Employment Land Demand Accordingly, the Regional M.C.R. employment forecast for the City of Niagara Falls to 2051 has been summarized herein. Key observations regarding the 2051 City of Niagara Falls employment forecast by type are as follows: Page 60 of 1510 Watson & Associates Economists Ltd. PAGE v H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Employment Land Employment (ELE) jobs are forecast to increase by 2,550 between 2016 to 2051, reflecting an annual increase of 73 jobs. This Niagara Falls job allocation in ELE represents 14% of the Region-wide growth; and • Population-Related Employment (PRE) jobs in Niagara Falls are forecast to increase by from approximately 28,910 to 40,430, representing an increase of 11,520 jobs. The City’s PRE job growth represents 24% of the Regional allocation. Over the long-term planning horizon, Niagara Falls Employment Areas are anticipated to accommodate approximately 18% of the City’s total employment growth, totaling 3,450 employees. Employment Areas within the City are expected to accommodate 100% of City-wide employment land employment and 5% of forecast population-related employment. Assuming an average target density on Employment Areas of 25 jobs per gross ha (10 jobs per gross acre), the City of Niagara Falls is forecast to absorb an average of 4 gross ha (10 gross acres) of Employment Area per year over the next 26 years, generating a total land demand of 124 gross ha (306 gross acres) over the long-term planning horizon. In accordance with the City’s supply of designated, developable vacant urban Employment Areas and forecast demand for these lands, a deficit of 64 gross ha (158 gross acres) has been identified by 2051. Adjusted for land vacancy, the City’s long - term land need is 76 gross ha (188 gross acres). Conversion Analysis In consultation with City of Niagara Falls staff, the Consultant Team has assessed a number of candidate sites on employment lands which may be a ppropriate to convert to a non-employment uses. This exercise was completed within the framework of the Growth Plan, 2019 and the 2020 P.P.S. as well as site -specific evaluation criteria which are discussed below. In total, the City has identified seven sites for review in this regard. To ensure protection of employment lands, it is important to consider on a site-by-site basis, the potential impact of a conversion on the City’s existing and developing employment lands. These evaluation criteria are discussed through a site -by-site analysis in Chapter 7. Of the six candidate sites considered for analysis, three sites Page 61 of 1510 Watson & Associates Economists Ltd. PAGE vi H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx have been recommended for conversion to a non -employment use. In addition to the above conversion analysis, the Consultant Team has identif ied four additional vacant industrial sites which should be reviewed for conversion Policy Recommendations This section provides recommendations pertaining to the City’s employment lands. These recommendations consider the respective supply and demand analyses to 2051 as well as the broader policy context, including Provincial and Regional policies. The recommendations are grouped based on five themes, which include: • Future vision for the City’s Employment Lands; • Provincial and Regional Policy Conformity and Alignment; • Employment Land Conversion; • Future Land Needs; and • Competitiveness of Supply. Clarifying Employment Lands with Employment Areas - There are a number of technical revisions which should be considered to provide for enhanced clarity and readability of the City’s employment policies: • Consistent language and terminology; • Visual Representation; • Definitions; and • Organization of Conversion Policies. Provincial and Regional Policy Conformity and Alignment - There are a number of changes to the City’s current O.P. framework required to address matters of consistency and conformity with the P.P.S., 2020; Growth Plan, 2019 (including Amendment 1); and the Niagara Region O.P.: • Strengthen policies to protect the long-term viability for existing and planned industries; • Add a policy recognizing that Employment Areas adjacent to or near major goods movement facilities and corridors should be protected; • Strengthen policies to facilitate developing active transportation networks and a transit-supportive built form in Employment Areas; Page 62 of 1510 Watson & Associates Economists Ltd. PAGE vii H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Strengthen existing policies regarding the design of surface parking to minimize surface parking in Employment Areas; • Add a policy regarding the City’s role in working with the Region, and appropriate stakeholders such as Niagara Region Transit, to coordinate planning for economic development and transportation demand management; and • Designate the Niagara Economic Gateway on O.P. mapping. Future Land Needs – Ultimately, the study findings suggest that there is not sufficient land available to meet the project employment demand and, accordingly, additional land will need to be added to meet the demand. There is a need for the City to provide additional land to meet the demand to the 2051 planning horizon. Competitiveness of Supply – The Regional O.P. identifies a set of policies for the Niagara Economic Gateway, which includes the Niaga ra Falls Priority Investment Area, to promote economic development. While the Niagara Falls O.P. focuses on promoting industrial development, an opportunity exists to broaden the discussion by considering potential investment incentives for these areas, which are currently not delineated within the City’s O.P. Employment Area Location Options Analysis Identification of a new Employment Area is required in order to ensure the City can accommodate the anticipated employment demand to 2051. A review was undertaken between City staff and the Consultant Team to assess po tential location options for a new Employment Area. This chapter defines the criteria to identify the new proposed Employment Area and provides an evaluation of each site to arrive at the recommended site. Five prospective sites for a new Employment Area were identified within the City and were reviewed utilizing an evaluation matrix. This evaluation matrix is comprised of three primary principles and a set of seven localized criteria. Primary principles include key growth management themes that are essential requirements for the sites to fulfil. Thereafter, the localized criteria further evaluate the prospective Employment Areas, looking at site-specific attributes and development viability. Based on the Employment Area assessment, it is recommended that ‘Site 1 - Crawford Farm and Surrounding Area (South of Welland River)’ is the preferred site for a future Employment Area within the City of Niagara Falls. This is the only site which meets all Page 63 of 1510 Watson & Associates Economists Ltd. PAGE viii H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx the primary principles of being within the urban boundary, having a sufficient land area to accommodate forecast employment demand and minimal land use compatibility concerns are associated with developing this site as an Employment Area. Page 64 of 1510 Report Page 65 of 1510 Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Chapter 1 Introduction Page 66 of 1510 Watson & Associates Economists Ltd. PAGE 1-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 1. Introduction 1.1 Terms of Reference Watson & Associates Economists Ltd. (Watson), in partnership with Dillon Consulting Ltd. (Dillon), and MDB Insight Inc. (MDB), hereinafter referred to as the Consultant Team, were retained in the winter of 2020 by the City of Niagara Falls to conduct an Employment Lands Strategy (E.L.S.) for the City. This E.L.S. will contribute to a long- term vision and planning policy framework which will enhance the City’s competitive position for industrial and office employment, including other employment-supportive uses in its Employment Areas. A key objective of this study is to assess City’s long- term employment land needs to the year 2051, while also considering the adequacy and marketability of the City’s “shovel-ready” employment lands within the near term. More specifically, this study provides the following: • An evaluation of the City’s current employment land supply and an assessment of “Investment Readiness” of its Employment Areas within the context of evolving macro-economic trends and anticipated employment sectors; • A review of regional and local macro-economic and demographic trends that are anticipated to impact the amount, type and location of the City’s long -term population and employment growth potential; • A S.W.O.C. (Strengths, Weakness, Opportunities and Constraints) assessment of the City’s Employment Areas to accommodate future employment growth within identified target sectors; • An assessment of longer-term Employment Area land needs (i.e. supply versus demand) within the broader context of Region-wide trends in Employment Areas; • A review of employment sites identified for potential conversion to a non- employment use; • A review of the City’s current O.P. policies related to Employment Areas. This review will identify potential gaps within the current policy framework as well as provide recommendations for considerations to be potentially addressed through an Official Plan Amendment (O.P.A.) and Zoning By-law Amendment (Z.B.A.); and • Recommended strategies to promote and attract industrial growth in Employment Areas on an international stage. Page 67 of 1510 Watson & Associates Economists Ltd. PAGE 1-2 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx This analysis represents the first and second phase of the Employment Lands Strategy (E.L.S.) for the City of Niagara Falls. This Phase 3 report provides further direction regarding employment land needs, a framework and evaluation of potential Employment Area conversions to non-employment uses, strategic planning policy recommendations, and marketing strategies to deliver investment-ready lands. 1.2 Background The City faces a number of opportunities and challenges with respect to the management of its existing and future Employment Areas. From a macro -economic perspective, the Greater Golden Horseshoe (G.G.H.) regional economy is transitioning from goods to services production. Within the service sector, economic growth has been particularly strong for small- to medium-scale knowledge-based businesses which are focused on innovation and entrepreneurship. The trend towards more knowledge - intensive and creative forms of economic activity is evident at the broader national and provincial levels as well as within the City of Niagara Falls. Recognizing the recent structural changes in the regional economy, there has been a shift in planning philosophy that calls for developing Employment Areas to provide for a wider range of amenities and employment-supportive uses that complement both knowledge-based and traditional industrial sectors. While manufacturing remains vitally important to the provincial economy with respect to jobs and economic output, this sector is continually evolving across Ontario. Looking forward, there will continue to be a manufacturing focus in Niagara Falls and the surrounding economic region . Industrial processes, however, have become more capital intensive and automated, as local industries are required to streamline production through increased product innovation, specialization, and integration of technology. Future trends in the manufacturing sector will have a direct impact on employment density in Niagara Region’s Employment Areas and ultimately on future employment land needs. While manufacturing remains a major area of economic activity across the region, business growth continues to diversify into other industrial and knowledge-based sectors. If properly planned for, the transitioning regional economy represents a potential opportunity for the City. To ensure the continued growth and diversity of the City’s economy, planning and marketing efforts must be Page 68 of 1510 Watson & Associates Economists Ltd. PAGE 1-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx geared toward both the broader strengths of the City and its Employment Areas, as well as specific target sector investment attraction efforts. 1.2.1 What are Employment Lands? Employment lands typically include a broad range of designated lands, including light, medium and heavy industrial lands, business parks and rural industrial lands. Employment Areas accommodate primarily export-based employment, including a wide range of industrial uses (e.g. manufacturing, distribution/logistics, transportation services), as well as specific commercial and institutional uses (e.g. office, service, ancillary/accessory retail) which generally support the industrial/business function of the Employment Areas. Within the City of Niagara Falls, employment lands also intersect with the tourism sector, with warehousing, food processing, and storage operations functioning as tourism-supportive uses. Employment lands can exist both inside and outside Employment Areas. The Niagara Region O.P. defines Employment Areas as lands that “are designated in an official plan for clusters of business and economic activities including, but not limited to, manufacturing, warehousing, offices, and associated retail and ancillary facilities.” The City of Niagara Falls contains seven different Employment Areas (see Figure 2-4) located throughout the City’s urban boundary, with the City’s business parks located on the southern limits. Most of Niagara Falls employment lands exist within Employment Areas, with some designated employment lands scattered throughout the City’s urba n boundary outside Employment Areas. Generally, the City’s employment lands that are located outside the City’s Employment Areas do not result in a clustered, cohesive landscape of business and employment activities. 1.2.2 Why are Employment Lands Important? Employment lands form a vital component of the City of Niagara Falls’ land-use structure and are an integral part of the local economic development potential of the City and Region. They are also home to many of the City’s large private-sector employers. Through development of its employment land base, the City is better positioned to build more balanced, complete, and competitive communities. Development typically accommodated on employment lands generates relatively strong economic multipliers (i.e. spin-off effects) that benefit the City and Region directly and indirectly. In addition, Page 69 of 1510 Watson & Associates Economists Ltd. PAGE 1-4 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx employment lands development generates employment opportunities that can improve local socio-economic conditions (i.e. live/work opportunities). Furthermore, achieving non-residential growth adds to a community's assessment base, which can help support lower property taxes and stronger municipal service levels. Employment lands development also tends to produce more positive net fiscal benefits for the community than other types of development (e.g. residential and retail). Thus, a healthy balance between residential and non-residential development is considered an important policy objective for Niagara Region and its local municipalities. Page 70 of 1510 Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Chapter 2 Policy Context Review and Gap Analysis Page 71 of 1510 Watson & Associates Economists Ltd. PAGE 2-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 2. Policy Context Review and Gap Analysis The following section provides an overview of th e relevant provincial, regional and City policies that apply to Employment Areas within the City of Niagara Falls. The policies discussed herein will frame the scope of the City’s employment lands supply analysis and policy directions. 2.1 Provincial Planning Policy Context Planning for Employment Areas in Ontario is guided by a number of interrelated provincial documents, plans, guidelines and supporting documents. These documents provide the legislative requirements and general direction that informs the way municipalities plan for Employment Areas over the long term. The following section provides an overview of the key provincial, regional , and local policy context, which informs the employment land supply analysis in the City of Niagara Falls. 2.1.1 Planning Act The Planning Act (1990) is the enabling legislation for land -use planning in Ontario. The Planning Act sets out the framework for statutory planning and identifies the delegated powers for municipal land-use planning. The Planning Act defines Employment Areas and establishes the provincial interest in planning for employment opportunities. The Planning Act defines Employment Areas as: an area of land designated in an official plan for clusters of business and economic uses including, without limitation, the uses listed in subsection (5), or as otherwise prescribed by regulation. Uses that pertain to the definition include: a) manufacturing uses; b) warehousing uses; c) office uses; d) retail uses that are associated with manufacturing, warehousing and office uses; and Page 72 of 1510 Watson & Associates Economists Ltd. PAGE 2-2 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx e) facilities that are ancillary to manufacturing, warehousing, office and ancillary retail uses. The Planning Act establishes that the adequate provision of employment opportunities is a matter of provincial interest and provides the legislative framework that is f urther implemented through several other provincial plans including the Provincial Policy Statement (P.P.S.), 2020, and Growth Plan, 2019 (A Place to Grow: Growth Plan for the Greater Golden Horseshoe (G.G.H.)). 2.1.2 Provincial Policy Statement, 2020 The P.P.S., 2020, issued under section 3 of the Planning Act, provides policy direction on matters of provincial interest related to planning and regulating the development and use of land. The Planning Act requires that all decisions that affect land-use planning matters must be consistent with the P.P.S., therefore all municipal O.P.s are required to be consistent with the policies in the P.P.S. Section 1 of the P.P.S. outlines policies on “Building Strong Healthy Communities.” P.P.S. policy 1.3 promotes strong, livable, and healthy communities and requires that municipalities: • Protect the environment, public health and safety; • Provide the appropriate mix and range of employment, including industrial and commercial; • Promote economic development and competitiveness; • Provide an appropriate mix and range of employment types to meet long -term needs; • Encourage compact, cost-effective development patterns; and • Ensure that necessary infrastructure is made available. The P.P.S. also encourages “compact, mixed-use development that incorporates compatible employment uses to support liveable and resilient communities .” P.P.S. policy 1.2.6.2 on land-use compatibility has been added to the P.P.S. to address the protection of the long-term viability of existing or planned industrial, manufacturing , or other uses in instances where land-use compatibility is being challenged by the encroachment of sensitive uses. Page 73 of 1510 Watson & Associates Economists Ltd. PAGE 2-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx There are several existing and new policies within the revised P.P.S. that are relevant to the City of Niagara Falls’ employment land supply analysis, including: • Land-Use Compatibility – The revised P.P.S. includes a new policy which emphasizes the protection of the long-term viability of existing industrial and manufacturing uses in instances where avoidance of incompatibility uses in proximity to existing industrial and manufacturing uses is not possible. As per P.P.S. policy 1.2.6.2, the introduction of sensitive uses adjacent to existing industrial and manufacturing uses is only permitted if a set of conditions can be met, including the following: o There is a demonstrated need for the proposed use; o After evaluating, there are no reasonable alternative locations for the proposed use; o Adverse effects to the proposed sensitive use are minimized and mitigated; and o Potential impacts to industrial, manufacturing or other uses are minimized and mitigated. • Identifying Sites for Strategic Investment – The revised P.P.S. includes policies regarding the identification of strategic sites for investment to promote economic development and competitiveness. As per P.P.S. policy 1.3.1 c, municipalities are to identify and monitor suitable employment sites, including market-ready sites for investment, and address potential barriers to investment. • Protection of Employment Areas – As per P.P.S. policy 1.3.2.1, municipalities are expected to plan, protect, and preserve Employment Areas and provide the infrastructure to support growth. • Protection of Industrial and Manufacturing Uses – The revised P.P.S. includes stronger policy direction on protecting existing industrial and manufacturing uses from non-compatible land uses. As per P.P.S. policy 1.3.2.2 appropriate separation distances and mitigation measures must be included between sensitive land uses and Employment Areas. Policy 1.3.2.3 prohibits residential uses and sensitive land uses that are not ancillary to the primary employment use. In addition, Employment Areas planned for industrial or manufacturing are required to include an appropriate transition to adjacent non - Employment Areas. • Conversion of Lands Within Employment Areas – Municipalities may allow for the conversion of lands within Employment Areas but only through an M.C.R. Page 74 of 1510 Watson & Associates Economists Ltd. PAGE 2-4 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Some flexibility, however, is provided to allow for conversion outside the M.C.R. process, as noted in P.P.S. policy 1.3.2.5. • Proximity to Major Goods Movement Facilities and Corridors – P.P.S. policies 1.3.2.6 and 1.8.1 c note that municipalities are to protect Employment Areas in proximity to major Goods Movement facilities and corridors for employment uses that rely on these locations. The P.P.S. defines major Goods Movement facilities and corridors as “transportation facilities and corridors associated with the inter- and intra-provincial movement of goods.” • Planning Beyond the 25-year Planning Horizon – P.P.S. policies 1.1.2 and 1.3.2.7 have been revised to authorize the planning of Employment Areas beyond a 25-year planning horizon. This may have implications on Employment Area conversions within the City of Niagara Falls and as such should be considered as part of the employment land supply analysis. 2.1.3 Provincial Growth Plan for the Greater Golden Horseshoe The Growth Plan, 2019, hereinafter referred to as Growth Plan (outlines where and how growth and development should occur between now and a planning horizon of 2051 within the Golden Greater Horseshoe (G.G.H.). The Growth Plan includes population and employment forecasts and policy direction for a range of areas including land use, infrastructure, housing, transportation planning, and employment. On August 28, 2020, the Province released Amendment 1 to A Place to Grow: Growth Plan for the GGH, 2019 which has been incorporated into an Office Consolidation, August 2020 document. The Growth Plan, 2019 has been updated in conjunction with a revised outcome-based LNA methodology for the GGH. These documents are in effect as of August 28, 2020. The key policies that are relevant to the City’s E.L.S. include the following: Page 75 of 1510 Watson & Associates Economists Ltd. PAGE 2-5 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • The Planning Horizon has been Extended to 2051 – The population and employment growth forecast horizon in Schedule 3 of the Growth Plan has now been extended to 2051. Within the G.G.H., the Growth Plan provides that the applicable time horizon for land-use planning is 2051. • The Forecasts in Schedule 3 of the Growth Plan are to be Treated as Minimums – Lower forecasts for population, dwellings by type or employment are not permitted. • Higher Growth Forecast Alternatives are Permitted – G.G.H. upper-tier and single-tier municipalities may establish higher growth forecasts through their respective M.C.R. exercise. • Major Transit Station Areas (M.T.S.A.s) in Provincially Significant Employment Zones (P.S.E.Z.) – This policy amendment would allow conversions of Employment Areas identified as a P.S.E.Z. and located within an M.T.S.A., as delineated in an O.P., to occur before the next M.C.R. The Growth Plan defines Employment Areas as “areas designated in an O.P. for clusters of business and economic activities including, but not limited to, manufacturing, warehousing, offices, and associated retail and ancillary facilities.” There are several policies within the Growth Plan that are relevant to the City of Niagara Falls employment land supply analysis, including the following: • Promote Economic Competitiveness – As per Growth Plan policy 2.2.5.1 a-d, economic competitiveness must be promoted through the efficient use of Employment Areas, ensuring sufficient land is available to accommodate forecast employment growth, to plan better connected areas, and to align land-use planning and economic development goals to attract and retain investment and employment. • Guidance on Transit and Active Transportation – As per Growth Plan policy 2.2.5.4, when planning for employment, surface parking should be minimized and complemented by a built form that facilitates/supports active transportation networks and transit. In addition, as per Growth Plan policy 2.2.5.5, municipalities are required to identify and designate lands within settlement areas adjacent to or near major goods movement facilities and corridors including major highway interchanges. Page 76 of 1510 Watson & Associates Economists Ltd. PAGE 2-6 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Restricting Employment Area Conversion – The Growth Plan includes clarity on who can initiate an M.C.R. and flexible opportunities for conversion of Employment Areas. As per Growth Plan policy 2.2.5.9, conversions of Employment Areas in the City to non-employment uses may be permitted only through a Regionally-initiated M.C.R. As per Growth Plan policy 2.2.5.10, however, lands within an existing Employment Area may be converted to non- employment uses outside a Regionally-initiated M.C.R. where certain criterion can be met: o There is a demonstrated need for the conversion; o Proposed uses do not adversely affect the viability of the Employment Area, intensification/density targets, or other Growth Plan policies; o Proposed uses can be accommodated through existing or planned infrastructure; o The conversion must maintain a “significant number” of jobs on the subject lands; and o The lands will not be a part of a P.S.E.Z. The updated conversion policy does not identify who can initiate a request outside of an M.C.R. It is anticipated that the City, Region, or landowners will be able to request conversions at any time on an ongoing basis where the above - noted criterion can be satisfied. • Designating and Protecting Employment Areas – As per Growth Plan policy 2.2.5.6, upper- and single-tier municipalities are to “designate all Employment Areas in their respective O.P. and protect them for appropriate employment u ses over the long term.” In addition, as per policy 2.2.5.7, the Growth Plan requires that municipalities prohibit residential and limit other sensitive uses that are not ancillary to the primary employment use, prohibit major retail uses , and provide appropriate interface between employment and adjacent non-Employment Areas to maintain land-use compatibility. • Gateway Economic Zone – As per Growth Plan Schedule 2 and policy 2.2.5.18, the economic importance of the Niagara-United States border is recognized through the Gateway Economic Zone; please see Figure 2-1 of this report. The Growth Plan defines the Gateway Economic Zone as “Settlement areas…that, due to their proximity to major international border crossings, have unique economic importance to the region and Ontario.” The purpose of the Gateway Economic Zone is to support economic diversity and promote increased opportunities for cross-border trade, movement of goods, and tourism. Page 77 of 1510 Watson & Associates Economists Ltd. PAGE 2-7 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Directing Office, Institutional and Retail Uses Generally Away from Employment Areas – The Growth Plan includes stronger policy direction to protect existing industrial uses from non-compatible land uses. As per Growth Plan policy 2.2.5.8, the development of sensitive land uses, major retail uses , or major office uses will avoid any adverse impacts on industrial, manufacturing , or other similar uses. Where avoidance is not possible, appropriate mitigation measures must be in place. • Coordination – The Growth Plan emphasizes the value of coordinated, multi- jurisdictional planning for transportation demand management and economic development for large areas that have a high concentration of employment. As per Growth Plan policy 2.2.5.17, the upper- and single-tier municipalities, the Province, and other appropriate stakeholders are encouraged to undertake a co - ordinated approach to planning for large areas with high concentrations of employment that cross municipal boundaries and are major trip generators. Page 78 of 1510 Watson & Associates Economists Ltd. PAGE 2-8 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 2-1 Provincial Gateway Economic Zone Guiding the policies mentioned above is Growth Plan policy 2.2.5.13, which requires municipalities to identify minimum density targets for all Employment Areas within settlement areas. In addition, Schedule 3 of the Growth Plan outlines the population and employment projections for the Region of Niagara. The previous employment forecast for the Region of Niagara identifie d a growth of 74,000 jobs between 2016 and 2041. The updated Schedule 3 employment foreca st in the Growth Plan now displays slower employment growth than previously identified, with Niagara Region employment expected to increase by 81,000 jobs between 2016 and 2051. Table 2-1 illustrates the comparison of population and employment growth for the Region of Niagara in both of these forecast scenarios. Page 79 of 1510 Watson & Associates Economists Ltd. PAGE 2-9 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Table 2-1 Growth Plan Population and Employment Projections 2.1.4 Niagara Region Official Plan The Region of Niagara’s O.P., was approved by the Minister of Municipal Affairs in December 1994 and has undergone a number of amendments since this time to update the Plan to respond to changing provincial policy planning direction and other matters. The most recent consolidation of the Regional OP occurred in June 2014 and contains all amendments up to and inclusive of that date. The Regional OP guides growth and development within the Niagara Region.1 The Regional O.P. establishes the Regional Structure and the Economic Gateway Employment Lands for the Niagara Region. The Economic Gateway Employment Lands are comprised of Gateway Economic Centres, Gateway Economic Zones, rural employment lands, and employment lands. In the context of the City of Niagara Falls, the Gateway Economic Zone identified on Schedule G1 of the Regional O.P. and employment lands identified on Schedule G2 of the Regional O.P. are of relevance. 2.1.4.1 Gateway Economic Zones Gateway Economic Zones are identified on Schedule G1 - Niagara Economic Gateway of the Regional O.P. – please refer to Figure 2-2 of this report. The Gateway Economic Zone includes all settlement areas within Niagara Falls, including the Queen Elizabeth Way (Q.E.W.) Corridor between Fort Erie and Niagara Falls. As per the Regional O.P., the Niagara Region is uniquely positioned within Ontario’s economic market, being located adjacent to the United States (U.S.) border. The vision of the Niagara Economic Gateway employment lands is to attract investment and promote e mployment growth in strategic locations. The vision includes the transformation of vacant lands into a diversified mix of vibrant, attractively designed, accessible , and sustainable 1 Regional O.P. is currently under review as part of the M.C.R. process to bring it into conformity with the Growth Plan, 2019. The review will include an analysis of how and where Niagara Region is growing. Population Employment 2016 2016 2031 2041 2051 2031 2041 2051 Growth Plan 2019 459,000 191,000 543,000 610,000 235,000 265,000 Growth Plan 2019, Amended 2020 459,000 191,000 674,000 272,000 Existing Population Employment Forecast Page 80 of 1510 Watson & Associates Economists Ltd. PAGE 2-10 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Employment Areas. The Regional O.P. emphasizes that challenges related to the Niagara Economic Gateway should be addressed in a coordinated manner. Section 3A outlines a variety of key policy directions for the Niagara Economic Gateway, including: • Identifying the location of the Niagara Economic Gateway Zone; • Encouraging local area municipalities to develop community improvement plans (C.I.P.s) in accordance with the Region’s C.I.P. to maximize incentives and provide consistent opportunities for investment; • Indicating that the Region supports the development and implementation of a Development Permit System in the Niagara Economic Gateway (now referred to as the Community Planning Permit System) to achieve the Region’s goals, objectives, and policies of the Regional O.P. and local area municipal O.P.s; • Identifying a Niagara Falls Priority Investment Area to capitalize on market opportunities for cross border trade by identifying a location for secure storage, warehousing and logistics facilities in close proximity to a border crossing ; • Recognizing the unique position the City of Niagara Falls has along the Q.E.W. and identifying a Q.E.W. Business Park to capitalize on long-term opportunities for businesses and services in close proximity to 400-series highways focusing on manufacturing, warehousing, and other Employment Area uses; • Indicating that the Region will identify transportation and infrastructure improvements and upgrades required to support the Niagara Gateway Employment Lands Strategy; • Directing municipalities to develop phasing strategies for vacant, unserviced Employment Areas; • Supporting local municipal planning and economic development efforts through leadership and coordination; • Discouraging the conversion of Employment Areas to non-employment uses; • Aligning regional and municipal capital planning for new infrastructure and transportation with the Strategic Locations for Investment identified in Amendment RPPA 1-2012; • Emphasizing that land-use compatibility within the Gateway Economic Zone and Centre is a primary focus of the Regional O.P.; and • Indicating that the Region will monitor the implementation of the Gateway Economic Zone and Centre, and report on land development and job creation Page 81 of 1510 Watson & Associates Economists Ltd. PAGE 2-11 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx within the Gateway. Every five years, the Region will undertake a review of the Gateway policies to assess growth, development, land budget, and policy implementation. Figure 2-2 Niagara Economic Gateway Employment Lands 2.1.4.2 Employment Areas Employment Areas are identified on Schedule G2 – Niagara Economic Gateway Employment Lands of the Regional O.P.; please refer to Figure 2-2 of this report. The Regional O.P. defines Employment Areas as lands that “are designated in an official plan for clusters of business and economic activities including, but not limited to, manufacturing, warehousing, offices, and associated retail and ancillary facilities.” Section 3 “Employment” and section 4 “Managing Growth” provide the policy direction for Employment Areas within the Niagara Region. Section 3C of the Regional O.P. outlines a number of key policy directions for Employment Areas, including: Page 82 of 1510 Watson & Associates Economists Ltd. PAGE 2-12 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Indication that the main objective of the Employment Areas is to ensure economic competitiveness by: o Permitting an appropriate mix of industrial, commercial , and institutional uses within Employment Areas to meet long-term needs; o Maintaining a range and choice of suitable sites for employment uses to promote a diversified economic base, taking into account the needs of existing and future businesses; o Planning for the protection of Employment Areas; o Directing local O.P.s to include Employment Area conversion policies in accordance with Chapter 4.E of the Regional O.P.; and o Identifying the necessary infrastructure and services that are required to support current and forecast employment needs ; • A requirement for local municipalities to provide policies and designations to implement the Regional O.P., including the preservation of lands within Urban Areas that are adjacent to or in close proximity to existing major highway interchanges, ports or rail yards, as Employment Areas providing for manufacturing, warehousing, transportation, and associated retail, office, and ancillary employment uses, where appropriate; • Management of land-use compatibility including requiring an analysis to assess any constraints relating to the introduction of new sensitive land uses that are proposed adjacent to or in proximity to Employment Areas; and • Support for local and regional efforts to develop clusters of associated economic activities. Section 4E of the Regional O.P. outlines a number of key policy directions for the conversion of Employment Areas, including: • Identification of the requirements for a conversion of Employment Areas for non - employment uses to be considered only through an M.C.R. and that a decision of Regional Council to refuse applications or non-decisions is not subject to appeal to the Local Planning Appeal Tribunal (L.P.A.T.).1 1 Formerly referred to as the Ontario Municipal Board (O.M.B.). Page 83 of 1510 Watson & Associates Economists Ltd. PAGE 2-13 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 2.1.5 City of Niagara Falls Official Plan The City of Niagara Falls O.P. sets out land-use policies and permissions for all lands within the City. The Niagara Falls O.P. defines employment lands as: an area of land designated for clusters of business and economic uses being: manufacturing, warehousing, office uses and retail uses associated with or facilities ancillary to them; and areas supporting opportunities for cross-border trade, movement of goods and tourism. The City’s Industrial Lands are comprised of lands within the Industrial designation, which are described in Part 2, section 8 of the Niagara Falls O.P. Lands designated as Industrial on Schedule A: Future Land Use of the Niagara Falls O.P. are considered the City’s employment lands, are the subject lands for this study, and are represented on Figure 2-3. The following highlights some key policies for la nds designated Industrial. 2.1.5.1 Industrial Designation Lands designated Industrial are intended to ensure that an adequate supply of land is available to provide opportunities for the expansion of existing industrial and the stimulation of new industrial growth. The policies promote infilling and redevelopment within established industrial districts within the Built-Up Area (B.U.A.), in addition to the development of lands within Designated Greenfield Areas (D.G.A.) for new industrial and employment uses. Figure 2-3 displays the City’s industrial lands. As per Niagara Falls O.P. policy 8.2, the primary uses permitted within the Industrial designation include manufacturing, assembly, fabricating, processing, reclaiming, recycling, warehousing, distribution, laboratory and research, and storage. In addition, all forms of service industries and utilities are permitted. Adult entertainment parlours and body-rub parlours are also permitted within the industrial designation , subject to other policies of the Niagara Falls O.P. Other uses that are permitted within the designation include: • Ancillary uses to industrial operations including offices, retail and wholesale showrooms, and outlets for products produced on the premises ; Page 84 of 1510 Watson & Associates Economists Ltd. PAGE 2-14 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Commercial services such as, but not limited to, banks, restaurants, convenience retail outlets, material suppliers, which are incidental to the industrial district servicing industries and their personnel; • Corporate and business offices; and • Health and fitness facilities, conference centres, and private clubs. Figure 2-3 City of Niagara Falls Industrial Lands Page 85 of 1510 Watson & Associates Economists Ltd. PAGE 2-15 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx The Niagara Falls O.P. identifies several categories of industrial uses ranging from heavy to prestige use to be established in the zoning by-law. The O.P. established policies to guide the categories include clustering industries, minimizing land -use conflicts, and providing separation of uses wherever possible. The policies also recognize the importance of highway frontage and access for industrial uses. The Niagara Falls O.P. does not currently delineate Employment Areas . As such, the Employment Area boundaries established within this report have been provided by City of Niagara Falls staff in accordance with the draft Employment Area delineations established in the Niagara Region Employment Area Strategy Background Report, March 2020. Figure 2-4 of this report provides an overview of the Employment Areas within the City, which include: • Highway 405 Employment Area; • North Niagara Falls Secure Storage Employment Area ; • Q.E.W./420 Employment Area; • Q.E.W. Centre Employment Area; • Dorchester Road Employment Area; • Montrose Road Industrial Area; and • Stanley Avenue Business Park. Page 86 of 1510 Watson & Associates Economists Ltd. PAGE 2-16 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 2-4 City of Niagara Falls Employment Areas Page 87 of 1510 Watson & Associates Economists Ltd. PAGE 2-17 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Some of these Employment Areas include Special Policy Areas and the Transit Station Secondary Plan Area, which are delineated on Schedule A: Future Land Use, and Schedule A5: Transit Station Secondary Plan Area of the Niagara Falls O.P. The information below provides an overview of the Special Policy Areas and the Transit Station Secondary Plan Area as they apply to the respective Employment Areas: • North Niagara Falls Secure Storage Employment Area: o Special Policy Area “7” is located within the North Niagara Falls Secure Storage Employment Area. As per policy 13.7, the area is recognized as a regeneration area that will accommodate a mix of light industrial, service commercial, office uses and recreational facilities. In addition, a portion of the area is located within the Transit Station Secondary Plan. While the intent of the Niagara Falls O.P. is to continue the expansion of the existing general industrial businesses within the Special Policy Area, the long -term intent is to transition the area to light industrial, service commercial and tourist commercial uses. For the areas surrounding the Transit Station this means that transitioning heavy industrial uses towards lighter industrial uses will support the development of a greater mix of housing units in the area (Part 2, section 13, policy 13.7.2). o Special Policy Area “62” is located within the North Niagara Falls Secure Storage Employment Area. As per policy 13.62.1.1, the intent for these lands is to support a broader range of employment activities including “light industrial; warehousing; office; laboratory and research facilities; automotive uses; service commercial uses such as restaurants, printing shops, fitness and recreation, convenience stores; and, institutional uses such as community centres, arenas, and churches.” o Lands in and around this area also include stable residential neighbourhood. There may be an opportunity to explore some site-specific conversion opportunities where there is potential to address historic land use compatibility issues or advance opportunities for transit oriented development. • Montrose Road Industrial Area: o Special Policy Area “4” is located within the Montrose Road Industrial Area. As per policy 14.4, in addition to these lands being designated as Page 88 of 1510 Watson & Associates Economists Ltd. PAGE 2-18 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Industrial, these lands may be used to accommodate an existing camping establishment. • Stanley Avenue Business Park: o Special Policy Area “25” is located within the Stanley Avenue Business Park. As per policy 13.25, in addition to the Industrial designation, policies related to the Theme Park – Marineland designation apply. Permitted uses include office and service buildings ancillary to the Marineland operations. It should be noted that the Industrial designation is not intended to serve a significant commercial function. As per policy 8.4.1, the rezoning of industrial lands for non- industrial uses is to be limited. In addition, the O.P. recognizes the City’s natural features – Niagara Falls – and their location along the U.S. border, which make them a local and international tourist attraction and an employment generator for the City. The Niagara Falls O.P. Part 2, section 4, policy 4.1.4, recognizes the unique importance of the City’s Tourist Commercial Areas, and particularly the accommodation sector, in providing a source of employment for residents. Accordingly, the O.P. provides an additional level of protection to these lands, noting that they should be protected from conversion to a non - tourist commercial use through the application of the employment lands conversion policies set out in the O.P. When the City updates its commercial policies, it should consider the effectiveness of policy 4.1.4. 2.1.5.2 Urban Structure The Niagara Falls O.P. outlines an Urban Structure Plan on Schedule A2. Lands designated Industrial fall within the following Urban Structure elements: • Built-up Area; • Node; • Brownfield Pilot Project Area; • Designated Greenfield Area; and • Q.E.W. Employment Corridor. The following provides a brief discussion on each of the Urban Structure Elements as it relates to lands designated Industrial, which are represented on Figure 2-5. Page 89 of 1510 Watson & Associates Economists Ltd. PAGE 2-19 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Built-up Area (B.U.A.) Policies pertaining to the City’s B.U.A. are delineated on Schedule A2: Urban Structure Plan of the Niagara Falls O.P.; please refer to Figure 2-5 of this report. Lands designated as B.U.A. are intended to provide for a mix of uses, including housing, commercial, parkland, and industrial. Part 2, section 8, policy 8.1 states that the City has a substantial supply of land available for industrial development within the B .U.A. The B.U.A. includes underutilized parcels along the Q.E.W. Employment Corridor. As per policy 8.8, the Q.E.W. Employment Corridor is identified as being well suited for the development of employment uses. As noted in section 8 of the Niagara Falls O.P. the intensification and redevelopment of these lands for industrial purposes is encouraged. Node The City has identified nodes as areas that have the potential to accommodate higher density development over the long term on Schedule A2 : Urban Structure Plan of the Niagara Falls O.P.; please refer to Figure 2-5 of this report. Section 3 identifies the following nodes within the City of Niagara Falls: • Downtown Node; • Drummondville Node; • Stamford Node; and • Morrison/Dorchester Node. As per Part 1, section 3, policy 3.10 of the Niagara Falls O.P., nodes are areas in which residential intensification is encouraged in order to regenerate and increase the vitality of existing commercial or industrial areas. Policy 3.10 states that the intent is not to dislocate and re-designate non-residential uses within these nodes but to promote the long-term compatibility between residential and non-residential uses within these areas. As such section 3 provides guidance on matters such as building height, vistas, streetscape, and heritage characteristics within nodes. Brownfield Pilot Project Area The Brownfield Pilot Project Area is designated on Schedule A2 : Urban Structure Plan of the Niagara Falls O.P.; please refer to Figure 2-5 of this report. The Brownfield Pilot Project Area is partially located within the City’s industrial lands along Stanley Avenue . The City established the Brownfields C.I.P. in 2006, which is referenced in Niagara Falls Page 90 of 1510 Watson & Associates Economists Ltd. PAGE 2-20 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx O.P. Part 2, section 13, policy 13.7.1.8. The purpose of the C.I.P. is to establish a framework for incentive programs for brownfield remediation, rehabilitation, and adaptive reuse, as well as the overall improvement of brownfield areas. Greenfield Area Policies pertaining to the City’s Greenfield Area are outlined in Part 2, section 8, policies 8.5 to 8.7 and delineated on Schedule A2: Urban Structure Plan of the Niagara Falls O.P.; please refer to Figure 2-5 of this report. Lands designated as Greenfield Area are intended to provide for industrial uses and to contribute to the creation of a complete community, while considering adequate separation distance between residential and other sensitive land uses and heavy industrial uses. Policy 8.6 states that land uses must be planned in accordance with the Ministry of Environment, Conservation, and Parks D6 Guidelines. According to Niagara Falls O.P. policy 8.6, the following uses are permitted within the Greenfield Area: • Offices; • Government services, research, and training facilities; • Facilities for the production of alternate energy sources; • Prestige industrial uses, including research and development facilities, communications facilities, and manufacturing and processing of fully processed materials deemed not to be obnoxious by reason of dust, odour, fumes, particulate matter, noise and/or excessive vibrations; • Commercial facilities such as, but not limited to, restaurants and material suppliers, which are incidental to the employment designation industries and their personnel; and • Ancillary retail and service uses which shall not exceed 450 square metres (sq.m) (4,844 square feet (sq.ft.)) in gross floor area and only where internally integrated as a component of an employment use. Q.E.W. Employment Corridor Policies pertaining to the Q.E.W. Employment Corridor are outlined in Part 2, section 2, policy 8.8 of the Niagara Falls O.P. The Q.E.W. Employment Corridor within the City of Niagara Falls extends from south of Lundy's Lane to the interchange at Lyon's Creek Page 91 of 1510 Watson & Associates Economists Ltd. PAGE 2-21 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Road. The Q.E.W. Employment Corridor is delineated on Schedule A2: Urban Structure Plan of the Niagara Falls O.P. and identified as a location for industrial growth; please refer to Figure 2-5 of this report. The corridor includes a substantial amount of vacant greenfield land and underutilized parcels within the B.U.A. Due to the corridor’s proximity to the U.S. border, it has potential to be a major economic player. As such, the sub-policies under policy 8.8 are directed to protect the lands along the corridor for long-term economic opportunities, including: • Protecting the Q.E.W. Employment Corridor from conversion to, and encroachment from, non-employment uses; • Setting the lands aside for manufacturing, warehousing, wholesaling , and logistics uses. Offices and large-scale institutional uses are also to be permitted as long as these uses require direct access to the Q .E.W.; and • Permitting retail that is ancillary to the main industrial use at a maximum of 25% of the gross floor area of the main industrial use, but not exceeding 465 sq.m (5,005 sq.ft.). Uses that do not require direct access to the Q.E.W. are prohibited, which includes automotive uses, service commercial including restaurants, printing shops, fitness and recreation, and convenience stores, among others. In addition, lands that are located to the east side of the Q .E.W., south of the Welland River, are designated as Resort Commercial in the Official Plan, but are zoned General Industrial (GI) in the City’s Zoning By-law. These lands may provide for employment uses, in accordance with the provisions of the GI zone, and are therefore included the Q.E.W. Employment Corridor. As per policy 8.8.7, however, further planning of the area is required to assess the types of uses that are appropriate for the area. Page 92 of 1510 Watson & Associates Economists Ltd. PAGE 2-22 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 2-5 City of Niagara Urban Structure Plan Page 93 of 1510 Watson & Associates Economists Ltd. PAGE 2-23 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 2.2 Summary of Policy Context and Gaps The Niagara Falls O.P. was approved in 1993 and has undergone a number of amendments since this time to respond to provincial and regional policy directions. The most recent consolidation of the O.P. occurred in 2019 and includes all amendments up to April 2019 consolidated. The O.P. captures a variety of the provincial policy changes; however, recent changes to the provincial policies should be considered as part of future O.P. updates. In addition, the Regional O.P. is currently under review as part of the M.C.R. process to bring it into conformity with the Growth Plan, 2019. Once completed, the outcome of the M.C.R. process may have an impact on the City’s employment lands. These potential changes to the regional policies should also be considered as part of future O.P. updates. Based on current provincial and regional policies, potential provincial and regional gaps that the City may want to consider include: • Designating the Niagara Economic Gateway on O.P. mapping; • Protecting the long-term viability of existing industrial and manufacturing uses in instances where the encroachment of incompatible uses is not avoidable; • Providing direction on what to do if the encroachment of sensitive land uses and existing industrial and manufacturing uses is not avoidable; • Identifying industrial sites for strategic investment. While Niagara Falls O.P. Section 8 “Industrial” focuses on promoting industrial development, an opportunity exists to broaden the discussion by considering potential investment incentives for these areas; • Identifying infrastructure and servicing required to support f orecast employment growth; • Promoting coordination between agencies and stakeholders in the context of industrial sites. An opportunity may exist to establish detailed plans for some of the City’s employment lands; • Ensuring urban design policies emphasize the need for appropriate transitions between industrial areas and adjacent non-Employment Areas; • Potentially coordinating transportation initiatives (including active transportation initiatives) to industrial areas; • Examining the impact of planning Employment Areas beyond a 25-year planning horizon on Employment Area conversions within the City; and Page 94 of 1510 Watson & Associates Economists Ltd. PAGE 2-24 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Potentially exploring the implementation of a Community Planning Permit System for areas within the Niagara Falls Economic Gateway. It should be noted that there are currently no P.S.E.Z. identified within the City of Niagara Falls. The Regional O.P. and the Niagara Falls O.P. provide direction on the lands currently designated for employment within the Region, and these will form the basis of the employment land supply analysis. Page 95 of 1510 Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Chapter 3 Macro and Regional Economic Trends and City of Niagara Falls Employment Conditions Page 96 of 1510 Watson & Associates Economists Ltd. PAGE 3-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 3. Macro and Regional Economic Trends and City of Niagara Falls Employment Conditions The following chapter provides a summary of the m acro-economic trends influencing regional labour force and employment trends within Ontario, the Niagara Region, and the City of Niagara Falls over the past two decades. In examining the City’s employment lands, it is essential to understand the broader influences and factors that affect the regional economy as a whole. This section briefly examines recent macro- economic trends influencing labour force and employment trends at all levels, including; internationally, nationally, provincially, sub-provincial area (G.G.H.) and regionally (Niagara Region). 3.1 Global Economic Trends and International Trade Since being declared a pandemic by the World Health Organization (W.H.O.) on March 12, 2020, the economic impacts of coronavirus disease (COVID -19) on global economic output have been significant. Economic sectors such as travel and tourism, accommodation and food, manufacturing, and energy have been hit particularly hard. On the other hand, many other employment sectors (particularly knowledge-based sectors), which are more adaptable to the current remote work environment have been less negatively impacted, and in some cases have prospered. Canada’s gross domestic product (G.D.P.) declined by approxi mately 39% in the second quarter of 2020 (April to June) due to COVID-19. As restrictions gradually loosened during that period, beginning in May 2020, businesses came out of lockdown during the summer months and economic activity grew at a pace of 40.5% in the third quarter, although G.D.P. was still short of pre-pandemic levels. Economic growth continued through the fourth quarter of 2020, increasing by 2.3% despite increased COVID-19 restrictions towards the end of November 2020. Despite this fourth quarter increase, real G.D.P. in 2020 declined overall by 5.4%. Heading into 2021, Canada’s economy grew sharply by 6.5% in the first quarter, but due to the impacts of the third COVID-19 wave the April 2021, the Province-wide lockdown has weighed on economic activity in the second quarter of 2021. Given the relatively strong Page 97 of 1510 Watson & Associates Economists Ltd. PAGE 3-2 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx economic performance leading up to April 2021, it is expected that economic setbacks due to the lockdown will be recouped as provincial restrictions continue to ease.1 2 3 4 Overall, required modifications to social behavior (e.g., physical distancing) and increased work at home requirements, resulting from government -induced containment measures and increased health risks, have resulted in significant economic disruption largely related to changes in consumer demand and consumption patterns. Furthermore, continued tensions, logistical challenges and constraints related to international trade have also begun to raise further questions regarding the potential vulnerabilities of globalization and the structure of current global supply chains. At present, the level of sustained economic impact related to this “exogenous shock” to the world and the Canadian economy is still relatively uncertain. While the prospects for a global recovery have improved in recent months, the pace of this global economic recovery has been uneven, largely due to the rate at which countries have been able to vaccinate their residents and contain the virus, particularly as it relates to new variants.5 Despite the challenges of COVID-19, the long-term economic and housing outlook for the G.G.H. remains positive as the region continues to be attractive to international investment and newcomers alike. While the housing market across the G.G.H. experienced a slow start in early 2020 due to COVID-19, pent-up demand and historically low mortgage rates have accelerated housing demand across the region with record sales and higher average selling prices. For the Niagara Region, the COVID-19 pandemic has been a significant driver of housing demand, led by increased opportunities for remote work and the reconsideration by some Ontario residents to trade “city lifestyles” for “smaller town living.” It is recognized, however, that the longer-term population and employment 1 Reuters Business News, August 28, 2020. 2 CBC Business News, Canada’s economy bounced back at record 40% pace in third quarter – but GDP still below pre-COVID levels, December 1, 2020. 3 Ontario Newsroom, Office of the Premier, Ontario Declares Second Provincial Emergency to Address COVID-19 Crisis and Save Lives, January 12, 2021. 4 Reuters, Canadian Economy Seen Strong in First Quarter, But Impact of Third Wave Looms, April 20, 2021. 5 Global Government Forum. OECD Warns of Uneven Economic Recovery from COVID-19, Despite Global Growth. June 1, 2021. Page 98 of 1510 Watson & Associates Economists Ltd. PAGE 3-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx growth potential for the Region will be heavily dependent on sustained economic growth potential of the broader economic region. As such, it is important not to overstate the near-term impacts of COVID-19 on housing demand in the Niagara Region over the long term. Reduced immigration levels in 2020 and expected lower immigration levels in 2021 are anticipated to represent a drag on population growth potential within the larger urban centres of the G.G.H.1 Tighter mortgage rules and local measures designed to curb market speculation may also temper demand in real-estate market as home buyers continue to face stiffer mortgage stress tests, and in some locations, taxation associated with vacant homes.2 3 The Governor of the Bank of Canada has also warned that home buyers who have overextended on their mortgages are vulnerable to rising interest rates when they must be renewed, and not to expect the rapid price increase to continue indefinitely.4 3.2 Planning within the Context of an Evolving National and Provincial Economic Outlook 3.2.1 Ontario Economic Outlook within the Canadian Context The Ontario economy is facing significant structural changes. Over the past several decades, the provincial economic base, as mea sured by gross domestic product (G.D.P.) output, has shifted from the goods -producing sector (i.e. manufacturing and primary resources) to the services -producing sector. This has largely been driven by G.D.P. declines in the manufacturing sector which wer e accelerated as a result of the 2008/2009 global economic downturn but have more recently stabilized. Over the past decade, the Ontario economy has experienced a steady rebound in economic activity since the 2008/2009 downturn; however, this recovery was relatively slow to materialize. That said, provincial G.D.P. levels have sharply rebounded since 1 “Very difficult” to meet Canada's immigration targets after pandemic drop: immigration lawyer. CTV News. January 14, 2021. 2 A Toronto Empty Homes Tax in Coming in January 2022. July 29, 2021. Zo’Casa 3 Canadian homes sales slipped 3% in July while average price fell to $662,000. August 16, 2021. CBC. 4 CTV Business News, Mortgage stress tests set to tighten in wake of Bank of Canada warnings, May 20, 2021. Page 99 of 1510 Watson & Associates Economists Ltd. PAGE 3-4 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 2013, as illustrated in Figure 3-1. This economic rebound has been partially driven by a gradual recovery in the manufacturing sector, fueled by a lower -valued Canadian dollar and the gradual strengthening of the U.S. economy.1 Provincial G.D.P. growth is anticipated to ease from just over 2.2% in 2018 to approximately 1.7% by 2020, largely as a result of a tightening labour market and slowing global economic growth.2 As illustrated inFigure 3-1, the Ontario economy is forecast to rebound by 5.5% in 2021 but is expected to slow down to 4.9% in 2022. While the recent performance of the Ontario economy has remained relatively strong over the past several years through 2014 to early 2020, the CO VID-19 pandemic poses significant risks to the national and provincial economies related to rising government, corporate and personal debt, inflationary pressures and supply disruptions that are important to recognize. Vaccine resistance among some segmen ts of the population and the persistence of new COVID-19 variants also adds to uncertainty regarding the pace of the provincial economic recovery.3 The current pace of housing price appreciation across most areas of the Province also continues to pose a risk to the overall stability of the provincial economy. Recent sharp increases in housing prices across Ontario have contributed to record consumer debt loads and continue to erode housing affordability. Over the long term, the outlook for the Ontario h ousing market remains positive; however, it will be increasingly important for Ontario municipalities such as the Niagara Region to explore solutions to address affordable ownership and rental housing options that accommodate a wide range of residents by a ge and income. [1] Valued at approximately $0.81 U.S. as of October 2021. [2] BMO Provincial Outlook, Spring 2019. [3] The Conference Board of Canada. Canadian Outlook. Booming Economy not without its Risks. July 6, 2021. Page 100 of 1510 Watson & Associates Economists Ltd. PAGE 3-5 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 3-1 Annual Real G.D.P. Growth, Ontario and Canada Historical (2007 to 2020), and Forecast (2021 to 2022) Note: 2021 to 2022 are forecast by BMO Capital Markets Economics. Source: Derived from BMO Capital Markets Economics, Provincial Economic Outlook, April 2021, by Watson & Associates Economists Ltd., 2021. 3.2.2 Emerging Industry Sector and Labour Force Trends 3.2.2.1 Outlook for the Manufacturing Sector The Purchasing Managers’ Index (P.M.I.) is a prevailing economic indicator for economic trends in the manufacturing and services sectors, which is based on the purchasing managers’ market condition outlook and serves as a key measure of the direction of the manufacturing sector on a monthly basis. The P.M.I. index ranges between a number of 1 to 100. A P.M.I. value greater than 50 represents an expansion relative to the previous month, while a P.M.I. value less than 50 represents a contraction. Figure 3-2 summarizes the P.M.I. index for Canada between 2012 and 2020 (April). As illustrated in Figure 3-2, the P.M.I. index has largely exhibited moderate to strong expansion between 2012 and 2018, with the exception of 2015 and 2019 which experienced contractions. Also, 2013 and 2016 experienced periods of brief economic contraction. The P.M.I. index shows steep contractions at the beginning of March 2020 in manufacturing and services-sector activity due to the negative effects of coronavirus disease (COVID-19) on the global economy, international trade, and the general demand for goods and services. These conditions worsened into April 2020; 2.2% 0.5% -2.5% 3.0%2.5% 1.7%2.0%2.5% 1.1%1.4% 3.0% 1.8%1.9% -5.4% 6.0% 4.5% 2.0% 0.0% -3.5% 3.2% 1.8%1.5%1.3% 2.7%2.5%2.6%2.8% 2.1%2.1% -5.8% 5.5% 4.9% -8.0% -6.0% -4.0% -2.0% 0.0% 2.0% 4.0% 6.0% 8.0% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021(f)2022(f)Annual Real G.D.P. Growth (%)Canada Ontario Source: Derived from BMO Capital Markets Economics, Provincial Economic Outlook, April 2021, by Watson & Associates Economists Ltd. Note: 2020 (Ontario), 2021 and 2022 are forecast by BMO Capital Markets Economics. Page 101 of 1510 Watson & Associates Economists Ltd. PAGE 3-6 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx however, they showed signs of a moderate rebound in May and June and strong growth from August to June 2021. Figure 3-2 Purchasing Managers’ Index for Canada, 2001 to 2021 Y.T.D. Note: Above 50.0 indicates growth from previous month, 50.0 indicates no change from previous month, and values below 50.0 indicate a decline from previous month. Source: HIS Markit Canada, Canada PMI Index, June 2012–June 2021 summarized by Watson & Associates Economists Ltd., 2021. While manufacturing remains vitally important to the provincial economy with respect to jobs and economic output, this sector is not anticipated to generate a high rate of labour-force growth across the Province over the coming decades as globalization has led to increased outsourcing of manufacturing processes to overseas manufacturers. While there will continue to be a manufacturing focus in Ontario, the nature of indust rial processes is rapidly shifting, becoming more capital/technology intensive and automated, with lower labour requirements. The highly competitive nature of the manufacturing sector will require production to be increasingly cost effective and value - added oriented, which bodes well for firms that are specialized and capital/technology intensive. As a result of increased efficiencies in the manufacturing sector, G.D.P. has increased relative to generally flat labour force trends as G.D.P. output per employee rises. 30 35 40 45 50 55 60 SepNovJanMarMayJulSepNovJanMarMayJulOctDecFebAprJunAugOctDecFebAprJunAugOctDecFebAprJunAugOctDecFebAprJunAugOctDecFebAprJuneAugOctDecFebAprilJuneAugOctDecFebAprJun2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Manufacturing P.M.I. (Purchasing Managers' Index)Canada Average Increasing rate of growth Decreasing rate of growth Source: IHS Markit Canada,Canada PMI Index, June 2012 -June 2021. Canada Average= 51.9 Page 102 of 1510 Watson & Associates Economists Ltd. PAGE 3-7 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx As summarized in Figure 3-3, the manufacturing sector in Ontario experienced significant declines between 2004 and 2009 with respect to labour force and G.D.P. Between 2009 and 2019, however, provincial labour force levels in the manufacturing sector stabilized while G.D.P. output steadily increased. While showing modest growth since 2016, labour force levels in the manufacturing sector decl ined in early 2020 due to the impacts of COVID-19 but have showed a steady rebound between June 2020 and August 2021. Figure 3-3 Manufacturing Labour Force Employment and G.D.P. in Ontario, 2001 to 202 1 Y.T.D. 3.2.2.2 Regional Labour Force Trends Figure 3-4 summarizes total labour force and unemployment rate trends for the St. Catharines-Niagara Census Metropolitan Area (C.M.A.). Labour force data is not available for Niagara Region post-2016, but it is captured in the broader St. Catharines- Niagara C.M.A. economic region. Key observations include the following: • The total labour force within the St. Catharines -Niagara C.M.A. grew from 186,400 in 2001 to 199,600 in 2019, an increase of 13,200. From 2001 to 2016 the total labour force grew at a steady annual rate of 0.6%. Between 2016 and 2019, the labour force market slightly declined; Page 103 of 1510 Watson & Associates Economists Ltd. PAGE 3-8 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Between 2001 and 2019, the unemployment rate in the St. Catharines-Niagara C.M.A. peaked at 10.4% in 2009, coinciding with the 2008 global recession, followed by a steady decline to a recent historical low of 5.8% in 2019; and • Despite the strong recent historical performance of the St. Catharines -Niagara C.M.A. labour market, the unemployment rate peaked in June 2020 at 12.9% as a result of the COVID-19 pandemic. • The unemployment has since declined, and as of December 2020, it has decreased to 9.1%. According to Statistics Canada, the unemployment increase due to the COVID-19 pandemic has been driven by temporary layoffs, indicating that much of the labour force is expected to return to their former place of work as restrictions are relaxed.1 Figure 3-4 St. Catharines-Niagara C.M.A. Total Labour Force and Unemployment Rate Trends, 2001 to 2020 1 Statistics Canada, The Daily, Labour Force Survey, April 2020. 186.4 192.8 196.1 203.1 199.6 170 191.6 6.4% 8.2% 7.1% 5.8% 12.9% 9.1% 6.3%6.3% 7.9% 6.5% 5.6% 12.4% 9.4% 0% 2% 4% 6% 8% 10% 12% 14% 0 50 100 150 200 250 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Jan 2020 Feb 2020 Mar 2020 Apr 2020 May 2020 June 2020 July 2020 Aug 2020 Sept 2020 Oct 2020 Nov 2020 Dec Unemployment Rate (%)Employed Labour Force (000s)Year St. Catharines-Niagara C.M.A. Employed Labour Force (Annual)St. Catharines-Niagara C.M.A. Employed Labour Force (Monthly) St. Catharines-Niagara C.M.A. Unemployment Rate Ontario Unemployment Rate Note: Statistics Canada Labour Force Survey and Census labour force statistics may differ. Source: St.Catharines-Niagara Census Metropolitan Area (C.M.A.) employed labour force and unemployment rate from Statistics Canada Table 14-10-0096-01 and 14-10-0294-02. Province of Ontario unemployment rate from Statistics Canada Table 14-10-0090-01. By Watson & Associates Economists Ltd., 2020. Page 104 of 1510 Watson & Associates Economists Ltd. PAGE 3-9 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 3.3 Local Economic Trends and Growth Drivers within a Regional Context This section examines labour force trends over the past 15 years in the City of Niagara Falls in relation to Niagara Region and the Province of Ontario. These trends are important to understand given the close relationship between regional labour force growth, net migration, and population growth. 3.3.1 Outward Growth Pressure Niagara Falls is located in the southeast of one of the fastest growing Regions in North America, known as the G.G.H. This region comprise s the municipalities that make up the G.T.H.A., as well as the surrounding Regions/Counties within Central Ontario, known as the G.G.H. “Outer Ring,” which extends from Haldimand County in the southwest to Simcoe County in the north, to Niagara Region in the southeast (refer to Map 3-1). The strength of the broader regional G.G.H. economy presents a key opportunity for the City of Niagara Falls economy and its residents within commuting distance to many of the growing regional employment markets within this region, particularly within the west G.G.H. As identified in the Growth Plan, 2019 and Proposed Amendment 1 to A Place to Grow (2020), the long-term outlook for the G.G.H. is positive, characterized by strong population growth primarily through migration, fueled by economic growth that is increasingly concentrated in large urban centres. The population of the G.G.H. is forecast to increase from 9.5 million in 2016 to 1 4.9 million in 2051.1 This represents a population increase of 5.3 million people (153,000 annually), or 1.3% annually between 2016 and 2051. With respect to the region’s economic potential, the G.G.H. employment base is forecast to increase from 4.6 million in 2016 to 7 million in 2051. This represents an employment increase of 2.4 million jobs (69,000 annually), or 1.2% annually between 2 016 and 2051. Currently, the G.G.H. represents the fourth largest and one of the fastest growing larger City/Regions in North America. 1 As previously mentioned, proposed Amendment 1 to the Growth Plan extends the Schedule 3 forecast to 2051. Page 105 of 1510 Watson & Associates Economists Ltd. PAGE 3-10 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx The G.G.H. represents the economic powerhouse of Ontario and the centre of a large portion of the economic activity in Canada. The G.G.H. is also economically diverse with most of the top 20 traded industry clusters throughout North America having a strong presence in this region. Within the G.G.H., the G.T.H.A. industrial and office commercial real estate markets are significant, having the third and sixth largest inventories, respectively, in North America.12F 1 With a robust economy and diverse mix of export -based employment sectors, the G.G.H. is highly attractive on an international level to new businesses and inves tors. The G.G.H. also has a strong appeal given the area’s regional infrastructure (i.e. Toronto Pearson International Airport (T.P.I.A.), other regional airports, provincial highways, inter-modal facilities), access to labour force, post-secondary institutions, and proximity to the U.S. border. In turn, this continues to support steady population and housing growth within this region, largely driven by international and inter -provincial net migration to this region. 1 Source: Derived from Cushman & Wakefield Toronto Industrial Market Beat and U.S. Industrial Market Beat Snapshot, Q3 2017, and Cushman & Wakefield Toronto Office Market Beat and U.S. Office Market Beat Snapshot, Q3 2017 by Watson & Associates Economists Ltd. Page 106 of 1510 Watson & Associates Economists Ltd. PAGE 3-11 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Map 3-1 City of Niagara Falls within the Context of the G.G.H. Figure 3-5 through Figure 3-7 summarize the long-term population employment growth forecast for the G.G.H. between the G.T.H.A. and the G.G.H. Outer Ring. Figure 3-5 identifies that the G.T.H.A. has historically experienced greater population and employment growth relative to the G.G.H. over the 2001 to 2016 period. Looking forward, forecast annual population and employment growth within the G.G.H. Outer Ring is anticipated to increase significantly, driven by continued outward growth pressure from the G.T.H.A. In fact, the forecast annual rate of employment growth in the G.G.H. Outer Ring is expected to exceed that of the G.T.H.A. between 2016 and 2051. Page 107 of 1510 Watson & Associates Economists Ltd. PAGE 3-12 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 3-5 Historical and Forecast Population Growth for the Greater Golden Horseshoe (G.G.H.), 2001 to 2051 Figure 3-6 Historical and Forecast Employment Growth for the Greater Golden Horseshoe (G.G.H.), 2001 to 2051 Figure 3-7 Historical and Forecast Annual Employment Growth Rate for the Gre ater Golden Horseshoe (G.G.H.), 2001 to 2051 Area 2001 2016 2051 Total Population Growth Annual Population Growth Total Population Growth Annual Population Growth G.T.H.A.5,808,000 7,183,000 11,172,000 1,375,000 91,700 3,989,000 114,000 G.G.H. Outer Ring 2,046,000 2,355,000 3,703,000 309,000 20,600 1,348,000 38,500 Total G.G.H 7,854,000 9,538,000 14,875,000 1,684,000 112,300 5,337,000 152,500 Note: Population includes the net Census undercount. 2001 to 2016 2016 to 2051 Source: 2001 to 2016 derived from Statistics Canada Census. 2016 to 2051 derived from Greater Golden Horseshoe Growth Forecasts to 2051 Technical Report, June 16, 2020, Hemson Consulting Ltd. Figure by Watson & Associates Economists Ltd., 2020. Population Area 2001 2016 2051 Total Employment Growth Annual Employment Growth Total Employment Growth Annual Employment Growth G.T.H.A.2,938,000 3,564,000 5,360,000 626,000 41,700 1,796,000 51,300 G.G.H. Outer Ring 890,000 1,034,000 1,650,000 144,000 9,600 616,000 17,600 Total G.G.H 3,828,000 4,598,000 7,010,000 770,000 51,300 2,412,000 68,900 2001 to 2016 2016 to 2051 Source: 2001 to 2016 derived from Statistics Canada Census. 2016 to 2051 derived from Greater Golden Horseshoe Growth Forecasts to 2051 Technical Report, June 16, 2020, Hemson Consulting Ltd. Figure by Watson & Associates Economists Ltd., 2020. Employment 1.2%1.2%1.3%1.2%1.0% 1.4% 0.0% 0.4% 0.8% 1.2% 1.6% 2001-2016 2016-2051Annual Growth RatePeriod G.G.H.G.T.H.A.G.G.H. Outer Ring Source:2001 to 2016 derived from Statistics Canada Census data. 2016 to 2051 derived Greater Golden Horseshoe Growth Forecasts to 2051 Technical Report, by Watson & Associates Economists Ltd., 2020. Page 108 of 1510 Watson & Associates Economists Ltd. PAGE 3-13 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx As previously mentioned, the strength of the broader regional G.G.H. economy, in particular the G.G.H. Outer Ring, presents a significant opportunity for the Niagara Region economy and its residents within commuting distance to this growing regional employment market. As previously identified in Chapter 2, the population in the Niagara Region is expected to increase from 459,000 in 2016 to 674,000 in 2051, representing a growth of 215,000. Employment within the Niagara Region is also forecast to grow from 191,000 in 2016 to 272,000 in 2051, which is an increase of 81,000 jobs .1 According to the 2016 Census, 94% of Niagara Falls residents work within Niagara Region, while the rest commute outside the Region for work. The G.T.H.A. represents the largest employment hub outside Niagara Region, as it employs 5% of Niagara Falls residents. With a relatively high live/work ratio within Niagara Region and a growing regional economy, it is anticipated that residents within the City of Niagara Falls will remain reliant on employment opportunities within the Region. 3.4 Regional Industrial Market Overview 3.4.1 G.G.H. Industrial Lease Rates, 2013 to 2019 A key variable in understanding the relative strength of the industrial market is the net market rents for industrial space, typically expressed on a per sq.ft. of gross lease area on an annual lease basis and referred to as “net market rent.” Figure 3-8 summarizes the average market rent trends for industrial space in the City of Niagara Falls, City of Hamilton, and the City of Toronto. As shown, average industrial net market rents within the City of Niagara Falls are lower than the City of Toronto, but are similar to the City of Hamilton depending on the year. Relatively high prices in Niagara Falls are largely a result of diminishing lease opportunities throughout the City. As a result, the City of Niagara Falls may struggle to attract G.T.H.A. industrial renters looking to relocate, due to its relatively uncompetitive industrial lease rates compared to the City of Hamilton, which has the geographical advantage of being in closer proximity to the City of Toronto. 1 In accordance with the reference scenario as per Proposed Amendment 1 to the Growth Plan, 2019. Page 109 of 1510 Watson & Associates Economists Ltd. PAGE 3-14 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 3-8 Industrial Lease Rates ($ per sq.ft.) in the G.G.H., 2013 to 2019 3.4.2 G.G.H. Employment Land Prices, 2019 From a competitiveness perspective, lower employment land prices can provide a key advantage, especially for land-expansive uses such as transportation, wholesale trade/logistics, warehousing, and large-scale manufacturing. Though competitive land prices can provide an economic advantage in terms of the co st of development, very low land prices may also be indicative of low demand. Figure 3-9 summarizes average employment land prices ($ per acre) for sel ect Niagara Region local municipalities and comparator municipalities in the G.G.H., based on recent market survey data. As shown, employment land prices range between $70,000 and $1,754,000 per acre, with land prices generally highest in the central, wes t, and north G.T.H.A. (City of Toronto, and York, Halton, and Peel Regions) and lowest in Niagara Region. With the exception of St. Catharines, employment land prices within the Niagara Region are significantly lower than those in the G.T.H.A. In contrast to relatively similar net market rents, Niagara Region offers affordable employment land for $4.95 $4.77 $4.89 $5.09 $5.23 $5.19 $6.87 $4.65 $4.80 $4.67 $5.39 $5.53 $6.18 $5.65 $4.83 $4.57 $4.71 $4.63 $5.64 $7.03 $9.33 $0.00 $2.00 $4.00 $6.00 $8.00 $10.00 2013 2014 2015 2016 2017 2018 2019 Average Lease Rate ($ per sq.ft.)YearCity of Toronto City of Hamilton City of Niagara Falls Source: Colliers Niagara Region Industrial Market Report, to August 31, 2019 and Colliers International Research, Altus RealNet.Derived by Watson & Associates Economists Ltd., 2020. Page 110 of 1510 Watson & Associates Economists Ltd. PAGE 3-15 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx purchase. This affordability is not necessarily indicative of stronger demand, especially from G.T.H.A. developers, since factors such as location and perceived development risk can impede employment land growth within Niagara Region. Figure 3-9 G.G.H. Employment Land Prices, 2019 3.5 City of Niagara Falls Employment and Occupation Trends The following subsection details employment growth trends and occupation outlook for the City of Niagara Falls. Further detail regarding the City’s historical employment $70,000 $106,000 $126,000 $136,000 $166,000 $190,000 $205,000 $212,000 $241,000 $267,000 $539,000 $544,000 $664,000 $922,000 $924,000 $1,021,000 $1,046,000 $1,437,000 $1,547,000 $1,754,000 $1,754,000 Average, 661,000 $- $500,000 $1,000,000 $1,500,000 $2,000,000 Welland Waterloo Pickering Fort Erie Kitchener Thorold Niagara Falls Cambridge Hamilton Whitby St. Catharines Caledon Oshawa Aurora Burlington Oakville Mississauga Markham Toronto Vaughan Brampton Employment Land Prices ($/Acre)Lower/Single-Tier MunicipalitySource:Prices based on 2019 transactions. Data provided by Colliers International, derived by Watson & Associates Economists Ltd., 2020. Page 111 of 1510 Watson & Associates Economists Ltd. PAGE 3-16 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx growth trends, educational attainment and business environment can be fou nd in Appendix A. 3.5.1 City of Niagara Falls Employment Growth, 2016 to 2020 Figure 3-10 summarizes total job growth by industry from the 2016 to 2020 period. Key insights are described below: • Niagara Falls experienced a total growth rate in jobs of 3.8% (net increase of approximately 1,720 jobs) from 2016 to 2020 or an average annual employment increase of 1.1%, similar to that witnessed across Niagara Region. Jobs in Niagara Region increased by 4.3% (net increase of approximately 8,970 jobs) from 208,760 jobs in 2016 to 217,730 jobs in 2020 or an average annual increase of 1.1%. • The following sectors experienced the largest employment increase: o Accommodation and food services – increase of approximately 850 jobs (net increase of 7%); o Transportation and warehousing – increase of approximately 390 jobs (net increase of 32%); and o Construction – increase of approximately 320 jobs (net increase of 11%). • Professional, scientific, and technical services and manufacturing have also experienced employment growth in recent years; and • Arts, entertainment, and recreation, finance and insurance, educational services and information and cultural industries experienced a decline in jobs from 2016 to 2020. Figure 3-10 City of Niagara Falls Job Growth by Sector, 2016 to 2020 Industry (NAICS) Jobs Job Change 2016-2020 2016 2020 Net Change % Change Total Jobs by Industry 45,379 47,103 1,723 4% Accommodation and food services 11,910 12,758 848 7% Transportation and warehousing 1,237 1,628 391 32% Construction 2,807 3,127 320 11% Professional, scientific, and technical services 1,504 1,802 298 20% Manufacturing 2,389 2,684 295 12% Admin & support, waste management & remediation services 2,424 2,708 284 12% Retail trade 5,331 5,470 139 3% Page 112 of 1510 Watson & Associates Economists Ltd. PAGE 3-17 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Industry (NAICS) Jobs Job Change 2016-2020 2016 2020 Net Change % Change Other services (except public administration) 1,833 1,919 86 5% Health care and social assistance 4,015 4,084 69 2% Wholesale trade 1,400 1,461 61 4% Agriculture, forestry, fishing, and hunting 166 164 (2) -1% Mining, quarrying, and oil and gas extraction 60 54 (5) -9% Management of companies and enterprises 82 33 (49) -60% Utilities 361 287 (74) -21% Information and cultural industries 364 289 (75) -21% Public administration 1,756 1,647 (109) -6% Arts, entertainment, and recreation 4,777 4,631 (146) -3% Real estate and rental and leasing 662 515 (146) -22% Finance and insurance 751 569 (182) -24% Educational services 1,551 1,272 (279) -18% Source: EMSI Analyst, 2020. 3.5.2 City of Niagara Falls Occupation Outlook, 2020 to 2026 The Niagara Falls economy is characterized by a strong tourism sector, as evidenced by the employment in tourism and culture and related support service industries, including arts, entertainment, recreation, accommodation, and food services, and retail. The prevalence of the service industry as it relates to the tourism sector provides the city with the opportunity to capitalize on a variety of trends, including the growth of culinary tourism, cultural tourism and a growing number of artisan food, craft brewers and wineries. It also provides for employment that can be satisfied by a broad range of age groups and skills development. The resurgence of the tourism and hospitality sector post COVID-19 will support the demand for a labour force capable of participating in these sectors. Occupational projections to 2026 suggest the continued demand for workers that support the hospitality, tourism and retail sectors. These include food count er attendants, kitchen helpers, cooks, retail salespersons, amusement, recreation and sport operators and attendants and supervisors in accommodation, travel, tourism, and related services. Page 113 of 1510 Watson & Associates Economists Ltd. PAGE 3-18 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 3.6 Local Drivers and Disruptors of Future Growth in the City of Niagara Falls This section explores growth drivers and disruptors for the City of Niagara Falls from a regional and local perspective. A broad range of considerations related to demographics, economics, socio-economic and infrastructure are anticipated to drive future economic and population growth in the City of Niagara Falls over the next several decades. 3.6.1 Outward Growth Pressure within the G.G.H. As discussed previously, Niagara Falls is located within one of the fastest growing Cities/Regions in North America, the G.G.H. The magnitude and distribution of growth throughout the G.G.H. is of key significance to Niagara Region and the City of Niagara Falls. More specifically, as the more mature areas of the G.G.H. gradually build out, increasing outward growth pressure will be placed on the outlying municipalities of the G.G.H. “Outer Ring,” and beyond. For Niagara Falls this outward growth pressure is anticipated to be most heavily felt from the west G.T.H.A. Strong net migration levels, primarily from the Toronto and Hamilton C.M.A.s, will continue to drive housing growth across the City with demand across a broad range of housing typologies.1 In turn, population growth will also continue to drive growth in population-related employment sectors including retail, personal services, business services, and health and social services. The bulk of these new residents coming to the Niagara Region in the 19-54 age category will ultimately seek competitively priced ground-oriented housing forms (i.e. low- and medium-density) to accommodate existing and future families. In comparison to the municipalities in the G.T.H.A., average housing prices in Niagara Falls are lower and more affordable relative to local income. As such, relatively greater housing affordability in Niagara Falls compared to the west G.T.H.A. represents a key driver of net migration to the City. It is noted, however, that as housing prices continue to steadily rise across the G.G.H., including the City of Niagara Falls, an increasing 1 Over half of all intraprovincial migration to the St. Catharines-Niagara C.M.A. came from the Toronto and Hamilton C.M.A.s. Page 114 of 1510 Watson & Associates Economists Ltd. PAGE 3-19 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx proportion of the population in the City will need to be accommodated in various forms of high-density housing (i.e. walk-up apartments, triplexes, and low-rise apartments). It is also important to recognize that the accommodation of skilled labour and the attraction of new businesses are inextricably linked and positively reinforce one another. To ensure that economic growth is not constrained by future labour shortages, continued efforts will be required by both the Regional government and the City of Niagara Falls to explore ways to attract and accommodate new skilled working residents to the City across a diverse range of employment opportunities and a broader choice of affordable housing options. Attraction efforts must also be linked to housing accommodation (both ownership and rental), municipal services , and infrastructure, as well as quality of life attributes which appeal to the younger mobile population, while not detracting from the region’s attractiveness to older population segments. As with other hard services, broadband infrastructure investment is essential to economic growth particularly if the City wishes to attract technology -based employment or support existing businesses and entrepreneurs with a need for reliable internet. The South Western Integrated Fibre Technology (SWIFT) initiative is a key project that will ensure that Western Ontario and Niagara Region has access to a high -speed fibre optic Internet network. A $21.2 million broadband investment in early 2021 will ensure broadband connectivity to 5,629 households and businesses in the Niagara Region.1 As part of the project, SWIFT has awarded the Niagara Regional Broadband Network Limited (NRBN) $5 million to provide high-speed connectivity to 626 households and businesses by late-2022.2 NRBN is municipally owned by Niagara Falls and Niagara on the Lake.3 3.6.2 Geographic Location Location plays a key role in the geographic distribution of the dominant industry clusters visible across Ontario today. In addition to its proximity to the G.T.H.A. and close access to the U.S. border, the City benefits from its location along the Q.E.W., which serves as a major trade corridor and links major urban centres in Ontario . With the development of the Niagara Falls GO Transit station expected to be completed by 2023, 1 https://swiftruralbroadband.ca/swift-announces-21m-broadband-expansion-plan-for- niagara-region/ 2 Ibid. 3 https://nrbn.ca/ Page 115 of 1510 Watson & Associates Economists Ltd. PAGE 3-20 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx the City will increasingly accommodate residents commuting to the G.T.H.A. fo r work. The City will also remain an attractive location for those Canadian residents seeking work in the Buffalo, New York, employment market. With close access to the U.S. border, the City stands to capture broad economic opportunities by increasing the capacity for trade and investment across Canada and the U.S. Many of the City’s Employment Areas are located in close proximity to the Q.E.W. and the U.S. border. 3.6.3 Regional Economic Opportunities Export-based economic growth throughout the local and surrounding regional economy will continue to generate demand for new housing within the City of Niagara Falls. New housing construction and associated local population growth is anticipated to generate demand for local industries within the City related to the construction sector as well population-related employment sectors such as retail, accommodation, and food, plus other personal service uses. Other local “knowledge-based” and “creative class” employment sectors such as information and cultural industries, arts, entertainment, and recreation, and professional, scientific and technical services are also beginning to experience moderate employment growth. Population growth combined with the aging of the existing population base will also place increasing demands on employment sectors and municipal services related to the growing population base of seniors, primarily related to the health care and social assistance sector. The local economic base is also oriented towards small businesses and home -based occupations. Such businesses act as incubators for local economic development and stimulate innovation and entrepreneurialism within the City. Home-based job growth will be facilitated by opportunities related to telecommuting and increased technology . Demographics also play a role in the employment outlook for work at home employment. As the population and labour force continue to age, it is likely that an increased number of working and semi-retired residents will be seeking lifestyles that will allow them to work from home on a full-time or part-time basis. In addition to its broader impacts on the economy, COVID-19 is also anticipated to accelerate changes in work and comm erce as a result of technological disruptions which were already in play prior to the pandemic. As such, enterprises will increasingly be required to rethink the way they conduct business with an increased emphasis on remote work enabled by technologies such as virtual private networks (V.P.N.s), virtual meetings, cloud technology and other remote work collaboration tools. These trends Page 116 of 1510 Watson & Associates Economists Ltd. PAGE 3-21 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx are anticipated to have a direct influence on commercial and industrial real estate needs over both the near and longer t erms. The City is making targeted investments, including the South Western Integrated Fibre Technology (SWIFT) initiative and ownership of the Niagara Regional Broadband Network (NRBN), to ensure that the community has increased access to broadband adoption and can capitalise on these technology-based trends. These identified trends are anticipated to place increasing pressure for urban amenities, including municipal infrastructure, programs, and services, as well as increased options for shopping and entertainment. In turn, such growth pressures are anticipated to drive the need for future population -related employment services, placing demands on the local labour force as well as the housing market to support this growing local population and employment base. 3.6.4 Innovation Landscape in the Niagara Region – Enabling Assets The following list of assets has been developed through the documentation provided by the City of Niagara Falls, the business directory, and independent research . The database provided below is not exhaustive and is meant to illustrate the breadth of the innovation support system for the Region and the City. Similar to the broader national and provincial trends, the City of Niagara Falls is undergoing a rapid transformation from traditional economies to one that is centred on technology-based development with a demand for knowledge -based industries. In fact, one of the core pillars identified within the City’s 2018 Economic Diversification Strategy was the creation of Niagara Falls as a “magnet city,” that draws new people, investment, and business activity due to a combination of strong lifestyle, environmental, and economic attributes. The attraction of “young wealth creators” and the “cultivation of new ideas” formed underlying principles of this document and will continue to influence priority development moving forward. Supporting the demand for knowledge and technology -based sectors, the Niagara Region is home to a significant number of business incubat ors, business accelerators and business support services. Given the rise of the “Digital Age”, connectivity is essential to a community’s long term economic growth. The City of Niagara Falls has recognized this need and is taking targeted steps to ensure its broad innovation ecosystem is supported by reliable broadband infrastructure. This includes participation Page 117 of 1510 Watson & Associates Economists Ltd. PAGE 3-22 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx in the South Western Integrated Fibre Technology (SWIF T) initiative and the formation of the Niagara Regional Broadband Network (NRBN) to ensure a high-speed fibre optic internet network across the city, including rural and remote areas. The list below highlights some of the most relevant actors within the innovation landscape in the Niagara Region. Although the majority of these serve the broader Regional Municipality, the location of these innovation elements is concentrated in two areas, namely, the City of St. Catharines and the City of Niagara Falls. Incubators, Accelerators, and Innovation Support Services Brock University’s Learning, Innovation, Networking, and Collaboration (L.I.N.C.) resides at the intersection of Brock’s experiential education and trans- disciplinary research. The LINC is a shared space located in the new Rankin Family Pavilion, with a diverse community that crosses all disciplines, faculties and the private sector – a place for “collisions” of bright minds where students, alumni, researchers, and regional innovators are encouraged to interact. Brock-Niagara Validation, Prototyping and Manufacturing Institute (V.P.M.I.) Funding was also announced for Brock University to establish this institute. The VPMI will be a single-site resource to help businesses in the growing bioproducts, bioscience, bio-agriculture, and chemical manufacturing sectors to scale up and increase their competitiveness. Business Innovation Zone (B.I.Z.) Program is run by the City of Niagara Falls and helps nurture entrepreneurial companies to grow and prosper by providing the education and support young businesses need. The Canadian Food & Wine Institute (C.F.W.I.) is Canada’s only commercial Teaching Winery, and vineyards give students a hands-on curriculum and an in-depth knowledge that sets graduates on the road to employment or entrepreneurship. The COMMIS Culinary Workspace is a co-working space for food entrepreneurs, chefs, and artisans all working to bring products to market in the Niagara Region. The Generator at One serves as a catalyst for interactive digital media growth in Niagara. The vision of this organization is to create a nurturing environment f or interactive digital media (I.D.M.) for companies, researchers, and students. Greenhouse Technology Network (G.T.N.) In 2019, federal funding was announced for Niagara College in collaboration with Vineland Research and Innovation Centre and the University of Guelph to develop this network. The network will bring together greenhouse growers and technology experts to accelerate the development, commercialization, and adoption of new, leading -edge greenhouse technologies. iHub is a dynamic incubation entity focused on the Educational Technology (EdTech) sector. iHub facilitates collaboration with educators, students, parents, researchers, industry leaders, and iHub portfolio companies to enhance and innovate modern education experience and foster local economic development and growth. Page 118 of 1510 Watson & Associates Economists Ltd. PAGE 3-23 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Innovative Niagara brings together an extensive range of resources throughout the Region in order to foster the growth of innovative industry clusters, including interactive digital media, health and wellness, life s cience, bio-products, and green energy/technology. The incubator hosts a suite of educational and networking events throughout the Niagara region, including Learn at Lunch seminars, industry networking events, entrepreneurial training programs, and intens ive hands-on workshops. Niagara Falls Ryerson Innovation Hub (N.F.R.I.H.) brings together founders and teams to enable innovation. The hub will offer access to expertise, mentorship, research and development and international partnerships to incubate and accelerate the growth of promising digital media start-ups. Funding will support 85 companies, commercialize 12 new innovations, and stimulate diversification of the Niagara Falls economy, and is free for local firms. Founded by the City of Niagara Falls, Ryerson University, and Spark Niagara, NFRIH has created an educational ecosystem, which will foster entrepreneurial growth. The Niagara Falls Small Business Enterprise Centre is a one-stop shop for information and advice on starting or growing a small business. The organization offers free and confidential consultations to discuss business ideas and assist in the development of a business plan. The Niagara Falls Small Business Enterprise Centre can guide small businesses and entrepreneurs through any registration and licensing requirements and help answer any business-related questions. The South Niagara Community Futures Development Corporation (also known as the Niagara Business & Innovation Fund) invests in a wide range of business platforms from existing to new and emerging innovative ideas that will help transform the Niagara economy. Spark Niagara is a collaborative workplace community for today’s entrepreneurial workforce. Spark offers a space where start-ups and established businesses can locate as well as a supportive, safe, and secure collaborative environment for entrepreneurs in all stages of development. Venture Niagara stimulates the growth of Niagara’s rural economy by providing a broad range of risk financing and assistance to small b usiness entrepreneurs and fostering purposeful community development initiatives. 3.6.5 Tourism Niagara Region has a robust tourism sector, specifically within Niagara-on-the-Lake and Niagara Falls. In 2018, approximately 40,000 people were directly employed through Regional tourism opportunities.1 Employment generated from the City’s tourism sector directly leads to an increase in the City’s population . As tourism-based population growth continually occurs within the City, there exists a pressure to provide housing, 1 New report shows tourism impact on Niagara’s economy. Niagarafalls.ca Page 119 of 1510 Watson & Associates Economists Ltd. PAGE 3-24 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx local infrastructure, and commercial accommodations. As such, the City’s industrial uses associated with ancillary retail will remain a predominant form of employment across the City’s Employment Areas. The Q.E.W./420 Employment Area exemplifies this type of employment, with ancillary retail businesses such as Artcraft Kitchens utilized for light manufacturing, Roman Cheese Products Ltd., conducting food processing or Advantage Kitchen Supplies, providing kitchen equipment. Growth in the tourism sector will continue to drive these indirect employment opportunities within the City’s employment lands. 3.6.6 Assessing the Impacts of Technology and Innovation on Economic Development and Population Growth Long-term labour force growth potential across the national, provincial, regional , and local levels, will be directly influenced by continued structural changes and disruptions driven by technology and automation. According to the Brookfield Institute for Innovation + Entrepreneurship, over the next 10 to 20 years 42% of the Canadian labour force is at high risk of being affected by automation, either through significant task restructuring or elimination. Jobs that are anticipated to be most highly impacted by automation are primarily within occupations that are administrative, routine, or oriented towards sales and service. As such, employment within the City’s tourism sector could face potential disruption over the longer term. The Brookfield Institute report also notes that highly skilled occupations are expected to grow much more quickly than the rest of the labour force and are at a lower risk of being negatively affected by automation. This suggests that more highly skilled labour will be a significant driver of Canada’s future economic growth.18F 1 To prevent an undesirable, lose-lose scenario associated with anticipated technological change in the economy – talent shortages, unemployment, and growing inequality – a number of critical actions are needed. This includes businesses assuming an active role in supporting their existing workforce through reskilling and upskilling, individuals taking a proactive approach to their own lifelong learning, and governmen ts creating an enabling environment to assist in these efforts.2 Initiatives such as Niagara Regional 1 The Talented Mr. Robot. The impacts of automation on the Canadian workforce. Brookfield Institute for Innovation + Entrepreneurship. June 2016. 2 World Economic Forum. Insight Report. The Future of Jobs Report. Centre for the New Economy and Society. 2018. Page 120 of 1510 Watson & Associates Economists Ltd. PAGE 3-25 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Broadband, Niagara Falls Smart City efforts, and increasing access to fibre will be important assets to leverage in the changing economy. While the long-term net economic impacts of automation and/or artificial intelligence (A.I.) appear to be positive, global competition from both established and emerging markets looking to capitalize on potential opportunities related to this technology will be increasingly fierce. Building on its strong community foundations above, the Region of Niagara and the City of Niagara Falls can influence their readiness towards an ever- evolving knowledge-based economy through on-going leadership and investment. Ultimately, these efforts are important to enhance youth in-migration, talent attraction, and local employment opportunities geared towards an increasingly skilled labour force. 3.6.7 Quality of Life Quality of life is a key factor influencing the residential location dec isions of individuals and their families. It is also a factor considered by companies regarding location decisions. Typically, quality of life encompasses several sub-factors such as employment opportunities, cost of living, housing affordability, crime levels, quality of schools, transportation, recreational opportunities, climate, arts and culture, entertainment, amenities, and population diversity. The importance of such factors, however, will vary considerably depending on life stage and individual p references. The City offers a high quality of life which is expected to drive net migration from a broad range of demographic groups, including first -time home buyers, families, empty nesters, and seniors. The City also has a reputation for being an affordable location in which to live in Ontario, specifically within the G.G.H. The City has a wide range of recreational opportunities with a vibrant tourism industry located within proximity to other recreational destinations such as Niagara -on-the-Lake and Buffalo, New York. Page 121 of 1510 Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Chapter 4 Employment Land Supply Analysis Page 122 of 1510 Watson & Associates Economists Ltd. PAGE 4-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 4. Employment Land Supply Analysis The chapter provides a comprehensive inventory of existing vacant developable employment land supply within the City of Niagara Falls. The Consultant Team has worked collaboratively with City staff to develop the employment land supply using geographic information systems (G.I.S.) mapping software. The findings of this chapter include an analysis of current developed and vacant employment land supply with a particular focus placed on the supply of “shovel-ready” and net developable employment lands by Employment Area. Shovel-ready employment lands are identified as lands which abut an arterial, collector, or local road and have sanitary, water, and storm stubbed at the property line . A further assessment has also been undertaken regarding intensification opportunities on developed parcels within Employment Areas. 4.1 City-wide Employment Land Inventory Figure 4-1 to Figure 4-3 summarize the City’s gross employment land supply by location. Figure 4-4 provides a map illustrating the location of the City’s Employment Areas. The following are key highlights of the designated employment land inventory: • The City’s employment land supply is 1,088 gross hectares (ha) (2,689 gross acres) and is comprised of 1,008 gross ha (2,491 gross acres) of developed/occupied employment land and 79 gross ha (195 acres) of vacant employment land; and • The City’s Employment Areas account for nearly half of the designated employment land supply. The vacant land supply, however, is greatest within Employment Areas, as they represent 74% of the vacant employment land supply. Page 123 of 1510 Watson & Associates Economists Ltd. PAGE 4-2 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 4-1 City of Niagara Falls Designated Employment Area Lands Developed/Occupied and Vacant Employment Lands as of July 2020 In determining the vacant land inventory on a net basis, adjustments for environmental features, utility corridors, and hydrological features were identified. Further, larger vacant parcels (i.e. 10 ha/25 acres or greater) which were not considered shovel-ready were also subject to an additional downward adjustment to reflect internal infrastructure (i.e. roads, stormwater ponds, easements, etc.). Figure 4-2 provides a summary of the vacant employment land supply by Employment Area and Figure 4-3 displays the distribution of designated employment land supply within Niagara Falls, showing that over half of all the City’s employment lands are located outside Employment Areas. Figure 4-4 displays a map of the City’s employment lands, Employment Areas, and the Industrial Lands surrounding the Solvay (formerly Solvay) property. Solvay is a chemical manufacturer in the City. There exists a two-kilometer environmental buffer around these Solvay Lands in which industrial development is permitted. For the purposes of this analysis, the Solvay lands are considered as a part of the ‘Developed/Occupied Land Area.’ The lands owned by Solvay are unlikely to develop beyond existing uses and as such, including them in the vacant land supply would artificially overstate the amount of developable industrial land within the City. The remaining industrial lands within the two-kilometer buffer are in proximity to McLeod Vacant, 58 gross ha Vacant, 21 gross ha Occupied, 481 gross ha Occupied, 528 gross ha 539 gross ha 549 gross ha 0 100 200 300 400 500 600 Designated Employment Areas Employment Lands Outside Employment AreasGross Land Area (ha)Source: Watson &Associates Economists Ltd., 2020. Note: Gross has been calculated in accordance with Growth Plan, 2019. Take-outs include environmental features, major roads and highway corridors. Page 124 of 1510 Watson & Associates Economists Ltd. PAGE 4-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Road, which have historically been undesirable for industrial uses because of residential encroachment and unsatisfactory trucking routes. Chapter 7 and 8 discuss the industrial lands within surrounding two-kilometer Solvay arc in greater detail. As of July 2020, it is estimated that the City of Niagara Falls has a vacant employment supply of approximately 78 ha (193 acres), adjusted for internal infrastructure for large parcels. The City has 21 ha (52 acres) of vacant employment lands which are located outside Employment Areas. The North Niagara Falls Secure Storage Employment Area offers 41 ha (101 acres) of vacant employment land, accounting for more than half the vacant employment land supply in the City of Niagara Falls and a majority of vacant land within the City’s Employment Areas. The Montrose Road Industrial Area contains 11 ha (27 acres) of the remaining vacant land and the Stanley Avenue Business Park has 5 ha (12 acres) of net vacant employment land remaining. Figure 4-2 City of Niagara Falls Developed/Occupied and Vacant Employment Lands as of July 2020 Gross1 Net2 Gross1 Net3 Net of Internal Infrastructure4 Gross Net A B C D E F = A + C G = B + D Montrose Road Industrial Area 136 133 11 11 11 147 145 Q.E.W. Centre Employment Area 29 27 0 0 0 29 27 North Niagara Falls Secure Storage Employment Area 112 112 43 43 41 155 155 Stanley Avenue Business Park 123 121 5 5 5 128 126 Highway 405 Employment Area 16 16 0 0 0 16 16 Q.E.W./420 Employment Area 55 54 0 0 0 55 54 Dorchester Road Employment Area 11 11 0 0 0 11 11 Outside Employment Areas 528 522 21 21 21 549 543 Total 1,008 997 79 79 78 1,088 1,076 Source: Watson & Associates Economists Ltd., 2020. 1. Gross (columns A and C) has been calculated in accordance with the Growth Plan, 2019. Take-outs include environmental features, major roads and hydro corridors. 2. Net developed land area (Column B) has been calculated based on parcel fabric (excludes local roads, parks and other non-developable features). 3. Net vacant land area (Column D) is calculated based on parcel fabric (excludes roads, parks and other non-developable features). Developed/Occupied Land Area, ha Location Vacant Employment Lands, ha Total Designated Land Area, ha 4. Net of internal infrastructure (Column E) has been calculated based on parcel fabric (excludes local roads, parks and other non-developable features) and a downward adjustment to large parcels (greater than 10 ha/25 acres) of 10% for internal infrastructure. Page 125 of 1510 Watson & Associates Economists Ltd. PAGE 4-4 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 4-3 City of Niagara Falls: Distribution of Designated Employment Land Area by Location Outside Employment Areas, 50% North Niagara Falls Secure Storage Employment Area, 14% Montrose Road Industrial Area, 13% Stanley Avenue Business Park, 12% Q.E.W./420 Employment Area, 5% Q.E.W. Centre Employment Area, 3% Highway 405 Employment Area, 1%Dorchester Road Employment Area, 1% Source:Derived from the City of Niagara Falls G.I.S. data, by Watson & Associates Economists Ltd., 2020. Note: Based on gross land area with take-outs in accordance with Growth Plan, 2019. Page 126 of 1510 Watson & Associates Economists Ltd. PAGE 4-5 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 4-4 City of Niagara Falls Designated Employment Lands Page 127 of 1510 Watson & Associates Economists Ltd. PAGE 4-6 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 4.2 Vacant Employment Land Supply Characteristics by Land-Use Type and Location Figure 4-5 provides a map of the City’s Employment Areas and the vacant employment land inventory in the City of Niagara Falls as of July 2020. Vacant employment parcels have been identified with an overlay on the map (turquoise overlay). As illustrated, the bulk of the City’s vacant land supply is located in the North Niagara Falls Secure Storage Employment Area, as well as outside the City’s Employment Areas. The designations of these vacant industrial parcels have been reviewed in Chapter 7. Figure 4-5 City of Niagara Falls Map of Designated Employment Areas and Vacant Employment Supply, July 2020 Page 128 of 1510 Watson & Associates Economists Ltd. PAGE 4-7 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx In accordance with servicing data provided for the City of Niagara Falls land sites, vacant employment lands that are shovel-ready and have the potential to develop within a short term (i.e. within approximately 6 months) have been identified . It is important to note that the term shovel-ready used in this report refers to the zoning and servicing of land to accommodate development within a short-term time framework. Another factor that warrants consideration through an economic development strategy is th e identification of lands that are market-ready or available for development (i.e. for sale/for lease). Shovel-ready lands and the remaining serviceable vacant employment lands are identified in Figure 4-6 through Figure 4-9. Lands identified as shovel-ready include lands which abut an arterial, collector, or local road and have sanitary, water, and storm stubbed at the property line. The following summarizes the key findings regarding the shovel-ready land supply: • It is estimated that there are 48 ha (119 acres) of shovel-ready employment lands in Niagara Falls, comprising 58% of the vacant designated employment land area; • The shovel-ready employment land supply in Niagara Falls includes a range of parcel sizes, with only one large parcel greater than 10 ha; • The majority of the shovel-ready parcels are less than two ha in size, yet most of the shovel-ready land supply is comprised of parcels greater than five ha; • The North Niagara Falls Secure Storage Area contains most of the City’s vacant, shovel-ready land supply within Employment Areas. These privately-owned vacant lands, however, are unlikely to be absorbed because of high pricing; and • Almost all of the City’s remaining serviceable vacant employment land within Employment Areas is located on parcels less than 5 ha, of which the majority are located in the North Niagara Falls Secure Storage Area. Page 129 of 1510 Watson & Associates Economists Ltd. PAGE 4-8 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 4-6 City of Niagara Falls Vacant Designated Employment Land Supply by Parcel Size and Shovel -Ready Status Figure 4-7 City of Niagara Falls Vacant Designated Employment Land Supply by Shovel-ready Status, Gross Land Area (ha) Less than 1 ha 8 3 6%5 2 5%13 4 5% 1 - 2 ha 5 7 15%4 6 18%9 13 16% 2 - 5 ha 2 8 16%3 9 25%5 16 20% 5 - 10 ha 2 15 31%0 0 0%2 15 18% Greater than 10 ha 1 15 32%1 18 52%2 33 41% Total 18 48 100%13 34 100%31 82 100% % Total Shovel-Ready 58%58%42%42%100%100% Source: Derived from City of Niagara Falls G.I.S. data, by Watson & Associates Economists Ltd., 2020. Note: Using gross land area. Excluding underutilized parcels. 1 "Shovel-Ready" lands are defined as those that are serviced and zoned and generally considered potentially developable within the next 6 months. Serviceable2 Total Designated Vacant Parcel Size Range Shovel-Ready1 Count of Parcels Gross Land Area ha % of Land Area Count of Parcels 2 Remaining vacant designated employment lands that are not shovel-ready and can accommodate servicing for new development by 2051. All designated employment lands are considered serviceable within the City of Niagara Falls. Gross Land Area ha % of Land Area Count of Parcels Gross Land Area ha % of Land Area Shovel-Ready, 48 ha, 58% Serviceable, 34 ha, 42% Source: Derived from City of Niagara Falls G.I.S. data, by Watson & Associates Economists Ltd., 2020. Page 130 of 1510 Watson & Associates Economists Ltd. PAGE 4-9 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 4-8 City of Niagara Falls Location of Shovel-ready Land Supply by Employment Area Figure 4-9 City of Niagara Falls Location of Vacant Serviceable and Shovel-ready Land Supply by Employment Area, Net Land Area (ha) North Niagara Falls Secure Storage Employment Area, 80% Montrose Road Industrial Area, 17% Stanley Avenue Business Park, 4% Source: Derived from City of Niagara Falls G.I.S. data, by Watson & Associates Economists Ltd., 2020. 1.5 7.0 33.6 3.1 4.2 9.1 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 Stanley Avenue Business Park Montrose Road Industrial Area North Niagara Falls Secure Storage Employment AreaDesignated Vacant Employment LandsEmployment Area Shovel-Ready Serviceable 11 ha 43 ha Source: Derived from City of Niagara Falls G.I.S. data by Watson & Associates Economists Ltd., 2020. 5 ha Page 131 of 1510 Watson & Associates Economists Ltd. PAGE 4-10 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 4.3 Intensification Potential in Employment Areas Intensification on employment lands can take a number of forms, including further development of underutilized and partially vacant lots (infill), expansion (horizontal or vertical) of existing buildings and redevelopment of employment land parcels. Intensification offers the potential to accommodate future employment growth and achieve increased land utilization resulting in higher employment density in existing Employment Areas. Higher land utilization on existing employment lands can also lead to more effective use of existing infrastructure (e.g. roads, water/sewer servicing). Through a high-level desktop review using the developed industrial parcel inventory within Employment Areas, building footprints, and orthophoto overlays, 76 ha (188 acres) of developed employment lands were identified as underutilized. This reflects parcels that have: • A vacant portion (potential for severance or building expansion); • Relatively low building coverage (ratio of building space to land area is less than 15%) or sites that are currently used exclusively for storage and/or parking; and • Redevelopment sites that are derelict, abandoned, or underutilized built sites. As summarized in Figure 4-10, there are 63 sites comprising 76 ha (188 acres) of land area that may have the potential to accommodate additional employment growth within Employment Areas in the City of Niagara Falls. Of the 63 parcels, only ten sites are larger than two ha in size and can be expected to potentially accommodate mid- to large-scale developments within the City of Niagara Falls. Most of the underutilized parcels are less than one ha in size, and can only be expected to accommodate minor expansions and small-scale redevelopment opportunities. It is important to emphasize that these are privately owned lands, in which the landowner development intentions are unclear. While there is potential for intensification on these parcels, it does not mean that the lands are readily available for development and contribute to the City’s developable land supply. Page 132 of 1510 Watson & Associates Economists Ltd. PAGE 4-11 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 4-10 City of Niagara Falls Intensification Potential – Size Range of Parcels A further review was completed to categorize underutilized lands according to potential: • No Potential – sites are unlikely to redevelop over the forecast horizon (e.g. lands with no access to existing or planned roads, sites are utilized for municipal infrastructure/public works facilities); • Low Potential – opportunity only for expansion to existing operations on-site (i.e. cannot accommodate severances or another site opportunity due to lot configuration) or redevelopment; and • High Potential – sites can accommodate a wide-range of development opportunities including either an expansion of existing operation or accommodating an additional business operation on site. Opportunities for infill development and building expansion are present within the City’s existing Employment Areas. As summarized in Figure 4-11, 16 sites totalling 19 ha (47 acres) have the highest potential for intensification, including opportunities for facility expansions or the development of another business operation (i.e. severance). Intensification of these sites would increase employment densities and generate higher utilization of developed employment lands. Sites with low potential for intensification include 39 sites totalling 54 ha (133 acres). As previously mentioned, low potential sites due to parcel configuration are likely unable t o accommodate additional business operation opportunities (i.e. through severances). The remaining eight sites totaling 4 ha (10 acre) are considered to have no opportunity for intensification in the short- to long- term. Parcel Size Range Less than 1 ha 39 62%20 26% 1 - 2 ha 14 22%20 27% 2 - 5 ha 8 13%21 27% 5 - 10 ha 2 3%15 20% Greater than 10 ha 0 0%0 0% Total 63 100%76 100% Source: City of Niagara Falls G.I.S. data, by Watson & Associates Economists Ltd., 2020. Count of Parcels Gross Land Area, ha Page 133 of 1510 Watson & Associates Economists Ltd. PAGE 4-12 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 4-11 City of Niagara Falls Underutilized Parcels Based on Intensification Potential Identifying and evaluating intensification opportunities against market demand is challenging. The intensification potential of the underutilized employment lands will largely be determined by future development plans of existing or future landowners, which is highly speculative. Over the past five years (2015 to 2019), the City has seen modest expansions/additions within Employment Areas, with annual expansion activity of 1,700 sq.m (18,300 sq.ft.) (for greater detail regarding historical develo pment activity, refer to Appendix B). Two-thirds of this activity occurred from two expansion permits – Graybar Canada in the Q.E.W. Centre Employment Area, and U-Haul in the Q.E.W./420 Employment Area. Infill and redevelopment of existing developed lands is expected to continue over time, largely driven by rising employment land values and the continued buildout of the City’s designated employment lands. Figure 4-12 and Figure 4-13 summarize employment intensification potential by Employment Area. The greatest potential for intensification on employment lands is within the Stanley Avenue Business Park (36% of City-wide underutilized lands). The Montrose Road Industrial Area contains the second largest share of underutilized lands within Employment Areas, representing 27% of intensification potential. Outside of these business parks, intensification opportunities are relatively dispersed across the remaining City of Niagara Falls Employment Areas. Number of Sites Net Land Area, ha 8 4 39 54 16 19 63 76 High Potential Total Source: City of Niagara Falls G.I.S. data, by Watson & Associates Economists Ltd., 2020. Intensification Opportunity No Opportunity Low Potential Page 134 of 1510 Watson & Associates Economists Ltd. PAGE 4-13 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 4-12 City of Niagara Falls Map of Intensification Potential within Employment Areas Page 135 of 1510 Watson & Associates Economists Ltd. PAGE 4-14 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 4-13 City of Niagara Falls Intensification Potential by Employment Area 4.4 Conclusions The City of Niagara Falls has a well-established industrial base and its Employment Areas are an integral part of the City’s economic development potential. The City’s inventory of vacant designated employment lands is diminishing. The remaining vacant lands and current underutilized inventory are largely privately owned. Future development intentions of these private landowners is largely unknown. In order for the City of Niagara Falls to continue to be competitive and attractive to a broad range of industrial and commercial sectors, the City needs to ensure that it h as a sufficient supply and market choice of serviced and serviceable employment lands to meet long - term employment demands on employment lands. Stanley Avenue Business Park, 36% Montrose Road Industrial Area, 27% Q.E.W./420 Employment Area, 11% North Niagara Falls Secure Storage Employment Area, 10% Highway 405 Employment Area, 8% Q.E.W. Centre Employment Area, 6% Dorchester Road Employment Area, 1% Source:Derived from City of Niagara Falls G.I.S. data, by Watson & Associates Economists Ltd., 2020. Note: Based on gross land area with take-outs in accordance with Growth Plan, 2019. Page 136 of 1510 Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Chapter 5 Competitiveness and Investment Readiness of the City’s Employment Areas Page 137 of 1510 Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 5. Competitiveness and Investment Readiness of the City’s Employment Areas 5.1 Introduction The following Chapter provides a S.W.O.C. analysis of existing Employment Areas in the City. The specific requirements of each identified industry cluster are assessed to determine which Employment Areas are best positioned to accommodate specific employment sectors identified for growth over the long term. Factors that can be considered include: • Recent absorption activity on employment lands by sector and geographic area; • Employment density trends by Employment Area; • Quality of developed and vacant employment land area; • Market choice of developable land in terms of site size, configuration, acces s, zoning, servicing, surrounding land uses, and future expansion potential; • Parcel fragmentation (physical and by ownership); • The feasibility of identifying large contiguous areas for development (large areas of land provide for larger economies of scale and greater efficiencies, in addition to providing multiple siting options for individual users); • The location of the lands in relation to key highways and transit corridors; and • The effects of residential encroachment on the City’s employment lands . 5.2 City of Niagara Falls Employment Lands Profile 5.2.1 Comparison of Regional Vacant Employment Land Supply Municipalities compete directly for business attraction with other communities in the regional market area and beyond. The City of Niagara Falls has a number of competitors along the Q.E.W. and surrounding area with which it competes for business attraction and retention. These municipalities also offer location and other regional attributes that appeal to prospective international and local firms. The City’s competitiveness has been explored within a regional context in the Niagara Region’s Employment Area Strategy (2020). As such, it is the goal of this chapter to further analyze the City’s Employment Areas and their respective attractiveness to the Page 138 of 1510 Watson & Associates Economists Ltd. PAGE 5-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx City’s identified target sectors. To first contextualize this analysis, Figure 5-1 summarizes the total amount of designated vacant employment land by surveyed municipality.1 Key findings include the following: • As previously mentioned in Chapter 4, Niagara Falls has 79 gross developable ha (195 acres) of designated vacant employment land, accounting for 4% of the Regional supply; and • Thorold, Port Colborne, and Welland account for the largest share of the Regional vacant land supply, accounting for a com bined 68%. These municipalities make up the Gateway Economic Centre. Figure 5-1 City of Niagara Falls and Surrounding Market Area Municipalities Total Designated Vacant Employment Land 1 According to Niagara Region’s Employment Area Strategy: Background Report and Recommendations, March 20, 2020. Niagara Region’s Employment Area Strategy reports a vacant land supply of 242 ha for the City of Niagara Falls, while the results of this analysis show a gross vacant land supply of 79 ha. This discrepancy is largely caused by the removal of the Solvay Industrial Lands from the developable land supply. 643 427 391 146 79 432 30% 20%18% 7%4% 20% 0 100 200 300 400 500 600 700 Thorold Port Colborne Welland Fort Erie Niagara Falls Remaining Niagara Region Gateway Economic Centre Gateway Economic Zone Outside Economic GatewayDesignated Vacant Employment Lands (ha)Municipality Source: Niagara Region’s Employment Area Strategy: Background Report and Recommendations, March 20, 2020. Figure by Watson & Associates Economists Ltd., 2020. Page 139 of 1510 Watson & Associates Economists Ltd. PAGE 5-4 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 5.3 Strengths, Weaknesses, Opportunities, and Constraints Review of Existing Employment Areas in the City of Niagara Falls Market competitiveness is typically driven by a broad range of factors that can strongly influence business location decisions, both for new develo pment and expansion. These factors include access to transportation infrastructure, access to labour and employment markets, supply and market choice of land development opportunities, cost structure of the business environment, and quality of life aspects. With the continued shift towards a more knowledge-based economy, the business landscape has been particularly challenging for Ontario’s small to mid-sized municipalities, especially as it relates to being competitive with respect to labour force attraction attributes, local infrastructure (e.g. high-speed internet, transportation networks, including high-order transit) and supporting amenities. As previously discussed, the economic development prospects of Niagara Falls are in many ways tied to the success of the broader regional market. The City of Niagara Falls is a relatively competitive location along the broader Q.E.W. Niagara to Toronto highway corridor in terms of employment land prices, lower industrial property tax rates than the Niagara Region average, non-residential development charges1 and overall development costs. This, along with the City’s proximity to the G.T.H.A., and the U.S. border, provides an important competitive advantage for industrial development. The degree to which Niagara Falls can capitalize on its regional location advantages will depend largely on the quality and quantity of its employment lands to accommodate preferred employment uses. 5.3.1 City of Niagara Falls S.W.O.C. Overview As a background to Niagara Region’s M.C.R. process, an Employment Area Strategy Background Report was prepared which provided a detailed S.W.O.C. analysis for each 1 If an industrial development meets the Niagara Region's definition of Industrial Use (as per By-law 2017-98) and can demonstrate the positive economic impact the business will generate in Niagara, then up to 100% of the Regional development charge can be received as a grant. Page 140 of 1510 Watson & Associates Economists Ltd. PAGE 5-5 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx of the Region’s Employment Areas. Building on the results of this analysis, the following will examine the City’s position within the broader competitive landscape. Strengths • Location – Geographically, Niagara Falls is well-positioned to provide unique location-based benefits for employers in terms of access to international trade corridors and major goods movement facilities. • Excellent Road, Rail, and Seaway Infrastructure Assets – The City’s extensive road infrastructure connections include the 400 -series highway, the Q.E.W., and the I-90 corridor that allows access to the eastern U.S. Overall, local businesses can reach upwards of 2,000,000 customers in less than 1 hour’s drive. In addition, the Welland Canal is located in Niagara Region and provides a strategic trade corridor via the St. Lawrence Seaway for inter - and intra-regional trade and tourism. • Investment in Broadband Infrastructure – The City is making targeted investments in improving the broadband infrastructure across the community. This includes the South Western Integrated Fibre Technology (SWIFT) initiative to build an ultra-high-speed fibre optic internet network in the city. The initiative’s economic benefits include expanded access to online and e -commerce tools for small businesses, improved online access for residents, and Federal and Provincial investment to improve Niagara’s information infrastructure. The City is also a key stakeholder in the Niagara Regional Broadband Network (NRBN), a regional telecommunications provider of high-performance data and voice solutions for local businesses. • Foreign Trade Zone Point – The Foreign Trade Zone Point enables businesses to receive tariff and tax exemptions with respect to the purchase or importation of raw materials, components, or finished goods. Such materials and goods can generally be stored, processed, or assembled in the G.T.H.A. for re-export (in which case taxes and duties generally would not apply) or for entry into the domestic market, at which time taxes and duties would be deferred until the time of entry. • Gateway Economic Zone and Gateway Economic Centre in Niagara – These areas are distinguished for their unique economic importance to the region and Ontario based on proximity to major international border crossings. There are no other areas in the Province that have these designations. Page 141 of 1510 Watson & Associates Economists Ltd. PAGE 5-6 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Cluster Development – Investment attraction and business retention and enhancement initiatives are focused on identified sectors including tourism and hospitality, manufacturing, and manufacturing-related agribusiness. • Growing Innovation Ecosystem – There is currently a growing innovation ecosystem anchored by incubators, accelerators, and innovation support services including Innovative Niagara, Spark Niagara , and the Niagara Falls Ryerson Innovation Hub (NFRIH), among others. The presence and access to educational institutions, including Brock University in St. Catharines and Niagara College in Niagara-on-the-Lake, ensure access to incubation and commercialization, and targeted response to industry needs. Weaknesses • Knowledge Economy Gaps – A key theme across many City reports (e.g. Economic Diversification Strategy 2018) was the lack of access to knowledge- based workers. This contention is supported by the data, with professional, scientific, and technical service jobs accounting for only 4% of total jobs in 2020 and recording a low location quotient (L.Q.) score of 0.47 when compared to the Province.1 • Gaps within the Regional Public Transit System – While the Region enjoys strong transportation assets, limited transit options within the City hinder growth. Local businesses are unable to attract workers to their operations, particularly when these workers do not live-in proximity to where they work. However, the City is undertaking targeted steps to improve transit infrastructure. This includes a regional partnership with the City of Niagara Falls, St. Catharines Transit Commission, the City of Welland, and the Region of Niagara to develop the Inter - Municipal Transit in Niagara. As part of the initiative, the Niagara Transit Service Delivery and Governance Strategy provides strategic recommendations for the improvement of transit service throughout Niagara. • Continued Decline in Manufacturing Jobs – Manufacturing sectors jobs across Ontario are at risk of continued automation which may displace portions of the local/regional labour force. This, however, does not necessarily mean a 1 An L.Q. of 1 would represent a comparable employment concentration to the provincial average. Page 142 of 1510 Watson & Associates Economists Ltd. PAGE 5-7 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx decline in demand for floor space, which has implications for the amount of land and location for this use. Opportunities • Continued focus on Downtown Revitalization – The City is seeking to address this through the Niagara Falls Ryerson Innovation Hub (N.F.R.I.H.) which will become part of the Niagara Falls Business Innovation Zone program to support local business and entrepreneurial development. The City has also developed the Downtown Community Improvement Plan (CIP) Financial Incentive Programs to restore and improve commercial and mixed-use building facades and promote the physical improvements of existing buildings and properties. • Magnet City – In the City’s Economic Diversification Strategy 2018 there is strong mention of positioning the region as a “Magnet City” by attracting more private investment, research grants and public funds and investing in key infrastructure and cultural assets. This vision is a substantial opportunity for the City as it would be a driver of job and population growth. • Improved Transit – The City is improving regional transit options as part of the Growth Plan. For example, in 2019, GO Transit announced the first tr ansit expansion for two trains for weekday service to/from Niagara Falls Metrolink. Planned expansion of the GO Rail Service to Niagara Falls by 2023 by the Province of Ontario is a significant infrastructure investment that will have considerable benefit to the community. • Agri-Business – The City’s proximity to agriculture lands within Niagara Region along with Niagara College’s Food and Wine Institutes are core strengths. This, along with the City’s strength in manufacturing, presents opportunities to support value-added/ancillary uses in agri-business and food processing sectors. • Workforce Development – Focusing on workforce development is a key component of economic development; focus on attracting both skilled workforce capable of participating in the technology-based economy and semi-skilled and low-skilled workforce to service industries. • Leveraging Technology-Based Development – Niagara Falls is well- positioned to capitalize upon advances in technology (e.g. A .I. and Machine Learning) to increase local sector efficiency and attract new technology-focused businesses. Current policy action by the City, such as the establishment of the Page 143 of 1510 Watson & Associates Economists Ltd. PAGE 5-8 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx N.F.R.I.H. and the Niagara Regional Broadband Network (N.R.B.N.) is evidence of the City’s willingness to embrace digital transformation. Constraints • Industry 4.0 and Industrial Production – The rise and rapid adoption of new technologies will continue to shift industrial and manufacturing processes to be more automated and capital/technology intensive. This may result in the loss of some jobs (as process become automated) and an increase in demand for a more skilled labour force. The adoption of technology will also require that Employment Lands be developed with a wide range of employment-supportive uses, broadband and transit infrastructure, eco -design principles, and urban amenities that support the knowledge economy's attraction and growth. • Digital Disruption and E-Commerce – The rise of e-commerce will continue to impact retail real estate, as some chains shrink the size of their store model footprint. Over time, this could translate into fewer retail employees on a floor space basis and less demand for retail overall. This will impact land demand for new retail development and affect retail employment growth rates. • COVID-19 – One of the largest short-term constraints facing businesses within the City of Niagara Falls is COVID-19. The forced closure of businesses nationwide for an extended period of time has devastated the economy, particularly vulnerable sectors such as tourism and retail which rely heavily on in - person trade and form core components of Niagara Falls’ local economy. While it is hard to predict the long-term implications of the pandemic on business performance, the current limits on travel and the closure of the U.S. border suggest that local businesses face a long road to recovery. • U.S.-China Trade Dispute – The ongoing U.S. and China trade dispute will continue to impact export-oriented industries in Canada. 5.3.2 City of Niagara Falls Target Sectors As per the Niagara Falls 2018 Business Profile, the target sectors for the City include tourism, manufacturing, retail/commercial and the knowledge-based industries. As the City has developed sector profiles, there is a gap in information as to the landscape and business environment for the tourism, retail, and knowledge sectors. The following information presents an overview of the target sectors for Niagara Falls as understood through existing literature and a high-level data analysis. While the following is Page 144 of 1510 Watson & Associates Economists Ltd. PAGE 5-9 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx understood to be the City’s target sectors, only certain uses would typically fall within Employment Areas (discussed further in section 5.4). Tourism Sector Niagara Region estimates show that tourism spending in the region is over $2 billion annually and that every $100 million increase in direct revenue in tourism produces an indirect output of $69 million.1 Niagara Falls is a critical part of this revenue generation – the 2018 City of Niagara Falls Economic Diversification Strategy and the 2018 Niagara Region Tourism Profile estimates that the City welcomes 14 million tourists each year, resulting in an overall tax base of more than 30%. As of 2018, the sector accounted for 39,995 jobs, an increase of 6,059 jobs (18%) from 2011. This sector is comprised of five core subsectors including accommodation and hospitality (27,270 jobs or 68% of total); arts, entertainment, and recreation (8,974 jobs or 22% of total); beverage manufacturing (2,519 jobs or 6% of total); transportation (828 jobs or 2% of total); and, travel arrangement and recreation services (404 jobs or 1% of total). From a business perspective, there was a total of 2,824 business es recorded in the sector in 2018, of which 55% had employees. Accommodation and hospitality had the highest concentration of businesses at 63% of the total. The continued success of the tourism sector is dependent on several factors, as identified in the City’s Economic Diversification Strategy . It calls for downtown revitalization and the better leveraging of existing assets, including the new 5,000 seat Theatre in the Tourism district, Marineland and increased arts and cultural events. This is of particular relevance, given the current COVID-19 pandemic. Focus should be given to strategic actions which support local tourism operators and enhance existing offerings. Manufacturing Sector As per the 2018 Niagara Region Manufacturing sector profile ,2 the manufacturing sector is the fourth largest employment sector for Niagara Region, accounting for 18,791 jobs spread across 1,130 businesses. The sector accounted for $2.4 billion (14%) of the 1 Niagara Canada, Key Sectors Tourism, https://niagaracanada.com/key- sectors/tourism/ 2 Niagara Region, Niagara Manufacturing Profile, 2018. Page 145 of 1510 Watson & Associates Economists Ltd. PAGE 5-10 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Niagara Region’s total G.D.P. and is forecast to grow at 1.3% (compound annual growth rate) annually from 2019 to 2022. Niagara Falls is well-positioned to capitalize on the strengths of the manufacturing sector. As per the 2019 Canadian Business Counts, a total of 170 manufacturing businesses were registered in the City, of which 91 were businesses with employees. With an L.Q. of 0.84 as a factor of the Province, the sector is well-positioned for growth opportunities. As per the 2018 Economic Diversification Strategy, Niagara Falls has economic specializations in specific manufacturing sub-sectors, including fertilizer and other agricultural chemical manufacturing; fruit and vegetable preserving and specialty food manufacturing; beverage manufacturing, alumina and aluminium production and processing (e.g. castings); resin, synthetic rubber, artificial/synthetic fibers and filaments manufacturing. Planning for the manufacturing sector should consider the increasing impact of automation of both skills and jobs. Industry 4.01 signifies a shift in the type of work and the skills that employees will be required to perform . Advanced manufacturing is evolving and is requiring integrated operations on larger sites in a “campus -style” setting. These integrated facilities often accommodate a combination of office, research and development, warehousing and logistics, and on-site manufacturing. While new technologies have resurfaced concerns over technology eliminating jobs, they help drive innovation and give rise to entirely new industries and economic opportunities. As a result, in the long run, technology has often helped to produce more jobs than it destroyed. Retail/Commercial In 2020, the retail sector accounted for 5,470 jobs (11.6% of total jobs) and 628 businesses. The majority of the sector (64% or 399 businesses) had employees and was characterized by a small or medium -sized business (82% had less than 20 employees). Tourism also has a significant impact on the local retail sector which should be considered, but which is mostly concentrated in tourist commercial zoned areas. 1 The Fourth Industrial Revolution through the continued automation of traditional industrial practices through advanced technologies. Page 146 of 1510 Watson & Associates Economists Ltd. PAGE 5-11 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx A key theme identified within the economic diversification strategy was that the downtown area of the City of Niagara Falls has struggled in recent years to generate and retain retail traffic. Recent revitalization investments have supported the Downtown’s vibrancy and with the future development of the GO Train Station located in this area, revitalization efforts will continue to promote the Downtown as a retail, cultural, arts, and recreation hub. However, as technology continues to advance, the retail sector will experience ongoing disruptions. The advent of COVID-19 has illustrated the vulnerabilities of physical retail spaces and growing preferences amongst consumers to purchase goods online via e-commerce. E-commerce has already had a pronounced effect on retail real estate, as some chains shrink the size of their store model footprint through improvements in inventory management reducing storage floor space requirements. Knowledge-Based Industries The knowledge-based sector of the City of Niagara Falls is a small, albeit slowly growing sector. As a sector profile has not yet been conducted, insights from EMSI Analysis data 2020 has been used to quantify the sector size and impact on jobs with the professional, scientific and technical services, finance and insurance , and information and cultural industries sectors used to represent the sector . Overall, total jobs accounted for 2,659 or 6% of total jobs, with the professional, scientific, and technical services sector accounting for the majority (68% of jobs). From a business perspective, the knowledge-based industries accounted for 969 businesses (14% of total), with a concentration again within the professional, scientific and technical services sector (55% of businesses). Niagara Falls’ education and occupational profile suggest s that the major fields of study including architecture, engineering, and related technologies, business, management, and public administration, and health and related fields with a comparatively lower proportion of the labour force with an education related to STEM fields including mathematics, computer and information sciences, and physical and life sciences and technologies. Niagara Falls’ share of the total workforce employed in occupations considered knowledge-based is currently lower than both the Niagara Region and Province. Recent increases in skilled and technology workers across the Province is fuelling growth in the sector as is the commitment by the City towards further developing the innovation ecosystem (e.g. the NFRIH initiative). The Niagara Regional Broadband Network (NRBN) and the South Western Integrated Fibre Technology (SWIFT) are vital Page 147 of 1510 Watson & Associates Economists Ltd. PAGE 5-12 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx supports to grow the knowledge economy and innovation assets. Similarly, the planned construction of the South Niagara Hospital Project is a crucial growth initiative in growing an advanced and technology-focused integrated healthcare system and will require a parallel response in adva ncing a knowledge-based labour force. Key challenges remain, such as putting in place adequate support systems to attract talent and foster local growth, as well as differentiating the City from other key competitors (e.g., Waterloo and Hamilton). Similarly, managing the COVID-19 impacts on knowledge-based industries, particularly regarding their need for office space as they shift towards more online models, is an important consideration. Observations While the above target sectors have been identified for the City of Niagara Falls as a whole, not all employment uses within these sectors will be accommodated within Employment Areas. Future and existing Employment Areas in Niagara Falls have the opportunity to accommodate a wide-variety of employment sectors and businesses within a range of building types and forms. In the addition to the above, the City’s Employment Areas are expected to experience growth in wholesale trade, construction, utilities, and a broad range of commercial and employment supportive uses in accordance with permitted zoning and land use requirements . The degree to which the City of Niagara Falls will facilitate emerging employment uses will be subject to the availability and quality of employment lands and the City’s regional competitiveness position. 5.3.3 General Characteristics of Industrial/Business Parks Industrial/business parks require good access to regional transportation networks, on - site infrastructure including roadways and u tilities, a critical mass, and available, zoned, shovel-ready lands. Industrial/business parks are typically located on flat to slightly rolling topography in areas with minimal environmental issues. Roadways within industrial/business parks tend to be laid out in a grid system to optimize circulation and parcel configuration. Parcels are typically square or rectangular in shape to optimize site design. Many of these attributes help to optimize the end -users’ speed to market, while minimizing development costs and project risk. At both the regional and local levels, location requirements of industry can vary considerably depending on the nature of the employment sector/use. Employment Page 148 of 1510 Watson & Associates Economists Ltd. PAGE 5-13 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx sectors typically situated in industrial areas have varying site-specific requirements. To be successful in attracting a broad range of employment sectors, it is recommended that the City’s Employment Areas provide the corresponding attributes summarized in Appendix C. The specific attributes that are required for an indu strial/business park to be successful are largely based on the intended function and designations. These are discussed in more detail below within the context of general industrial parks, business parks and research and development parks. General Industrial Parks Industrial Areas have a more general industrial orientation and accommodate largely industrial uses such as advanced manufacturing, logistics, distribution , and transportation sectors. These areas typically offer the following physical requirements: • Access – Proximity to controlled access highways (i.e. Q.E.W.) is critical for the success of general industrial parks that have a significant degree of manufacturing, warehousing, distribution, and logistics uses. These parks do not necessarily have to be adjacent to a controlled access highway but must be in proximity and easily accessible via major arterials that pass through limited residential or mixed-use commercial area(s); • Critical Mass – Size is vital to ensure a wide selection/flexibility of land options, and parks must include a sufficient supply of large parcels. As a minimum, 80 ha (200 acres) is generally a suitable size for a park, in order to reach the critical mass needed to provide reasonable presence, choice and economies of scale; • Location – The location must provide efficient and effective vehicular access and circulation, particularly for heavy truck traffic, with a minimum of two access points to enter/exit the industrial park; • Land-Use Compatibility – Buffering is important for general industrial parks in order to minimize noise and air pollution to neighbouring residential and other sensitive land uses; • Market Choice – Parcel size and configuration need to be conducive for a wide range of industrial land uses, especially for land-extensive uses such as wholesale trade and transportation; and • Competitive Development/Operating Costs – Land prices must be competitive, given the land-extensive nature associated with many uses in general industrial parks. Page 149 of 1510 Watson & Associates Economists Ltd. PAGE 5-14 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Business Parks A strong employment growth outlook in knowledge-based sectors continues to generate an increasing need to accommodate light industrial and office uses on both employment lands and within commercial, mixed-use areas. In terms of built form, knowledge-based sectors are typically accommodated in multi-tenant and standalone industrial and office buildings. To address the broad needs of the knowledge-based sector, a range of lands by type, size, and location should be considered. In industrial/business parks, prestige office uses are often positioned at gateway locations (i.e. at major highway interchanges) with direct highway access/exposure as well as strong connectivity to arterial roads. Industrial Areas which are designated as business parks typically have a more prestige character than general industrial parks.1 The following are characteristics typically associated with prestige employment uses, such as: • Access – Access and exposure/visibility to controlled access highways or major arterial roadways are more critical for business parks, particularly for corporate offices; • Critical Mass – Size is less important to prestige business parks relative to general industrial areas; however, the business park must be generally large enough to foster a sense of place within a well-defined precinct and to allow for on-site amenities; • Land-Use Compatibility – Buffering is often required for prestige business parks located in proximity to general Employment Areas or residential uses. Open space/parkland and recreational trails are also often provided for pedestrian movement and leisure; and • Character – Business parks typically present a more prestigious image, created through higher quality building design, stricter urban design standards (i.e. curb and gutter, streetlighting, buried utilities, stormwater management, etc.) and landscaping requirements to create a campus style setting. Typically, such areas would also impose stricter land-use permission regarding heavy industrial uses and outdoor storage. 1 Prestige or light industrial lands typically accommodate a larger share of office employment and a relatively higher share of employment-supportive employment uses when compared to general industrial areas. For these reasons, prestige or light industrial areas often have higher average density levels compared to general industrial areas. Page 150 of 1510 Watson & Associates Economists Ltd. PAGE 5-15 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx According to the City of Niagara Falls O.P., ancillary office and retail uses are permitted on designated employment lands, as well as standalone corporate and business office s, which are subject to guidelines established in Section 8.4 of the O.P. The City of Niagara Falls’ zoning by-law establishes further categorizations of employment land uses by Prestige Industrial Zone; Light Industrial Zones; General Industrial Zone; Heavy Industrial Zone; and Transportation-Distribution Industrial Zone. Generally, the City’s Employment Areas are zoned as Light Industrial, with the Stanley Avenue Business Park zoned as General Industrial, and the Montrose Road Industrial Area as Prestige Industrial. Industrial lands zoned as Prestige Industrial are scattered throughout the City, with a concentration within the Montrose Road Industrial Area that could potentially accommodate employment uses commonly associated with Prestige Business Parks. At the current time, none of the City’s Employment Areas o r Business Parks possesses the cohesive characteristics to be considered as “Prestige” and can instead be understood as General Industrial Parks, as defined above. Research and Development Parks Research parks represent communities of innovation that link industry with government and academia. These parks are typically developed in partnership with key stakeholders such as municipal, provincial, and federal governments, affiliated universities, and economic development agencies. Typically, research and development parks are developed with the objective to attract, accommodate, and facilitate business ventures and investment as well as to create synergies related to the commercialization of research activities. Research and development parks also tend to provide resources (i.e. incubators) to support existing and new business ventures. The sizes of research parks in Canada range from a single parcel with one building adjacent to a university to larger standalone campuses. In terms of uses, research parks are comprised primarily of office, institutional, research and development facilities and a limited retail base. Key features of a research park include: • Large anchor; • Cluster of firms and organization in the knowledge -based sector; • Prestige “campus-like” setting for office and light industrial uses; • Access and exposure to highways and arterial roads, and transportatio n connectivity; • Access to skilled and unskilled labour; Page 151 of 1510 Watson & Associates Economists Ltd. PAGE 5-16 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Proximity to markets and related industry clusters; • Access to on-site amenities and proximity to off-site amenities; • Availability of office space for lease or purchase; • Partnership and support with government, organizations, and firms; • Land area ranging from a single parcel with one building to a large campus with a developable land area of 30 to 50 ha; • High quality design environment to stimulate creativity and innovation; and • Availability of supporting infrastructure and resources (i.e. training/research and incubator facilities, synergies with post-secondary institutions). The City of Niagara Falls is currently planning for a Medical Business Park adjacent to the new community hospital which will function as a medical A.I. research hub.1 The new state of the art hospital will host advanced AI capabilities and is expected to cost approximately $1 billion. 5.3.4 City of Niagara Falls Employment Areas The following provides an overview of existing conditions within the City’s designated Employment Areas. 5.3.4.1 Stanley Avenue Business Park The Niagara Falls Stanley Avenue Business Park is comprised of 121 net hectares of developed employment land, and five net ha (12 net acres) of undeveloped designated vacant employment land remaining. The lands are located in the southeast area of the City, approximately ten minutes from the nearest Q.E.W. exit and the Rainbow Bridge border crossing to the U.S. The City’s heavier industrial uses are found here, with a large concentration of employment within the manufacturing sector, followed by a relatively high concentration of employment within the construction and wholesale trade sectors. There are currently three vacant parcels within the park, two of which are constrained by environmental features. As such, new development opportunities within the Stanley Avenue Business Park are minimal. Business retention and increasing employment densities should remain the focus at this park. 1 City of Niagara Falls Economic Diversification Strategy. June 11, 2018. Page 152 of 1510 Watson & Associates Economists Ltd. PAGE 5-17 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Centennial Concrete Niagara Inc., on Progress Street. Tire Resort at 6160 Don Murie Street. Niagara Falls Nissan on Oakwood Drive. Jellystone Park Camp Resort on Oakwood Drive. Premier Trucking Group on Oakwood Drive. 5.3.4.2 Montrose Road Industrial Area The Montrose Road Industrial Area is located immediately south of McLeod Road, parallel to the Q.E.W. on both the east and west side. The park is located only a couple of minutes from the nearest Q.E.W. exit and 20 minutes from the Peace Bridge border crossing into Buffalo, New York. Unlike the Stanley Avenue Business Park, border access can be achieved via the Q.E.W., without driving through residential arterial roads. The Montrose Road Industrial Area has facilitated a larger share of the City’s development activity over the past five years, accommodating new employment in a number of small to medium-sized businesses within the administrative and support, waste management and remediation services, construc tion and public administration. Montrose Road Industrial Area consists of 145 net ha (358 net acres) of employment land which is largely developed, with only six vacant parcels remaining which total 6.4 net ha (16 net acres). Five of the remaining parcels are approximately less than 1 hectare in size, with one developable site almost 5 ha. The vacant lands within the Montrose Road Industrial Area are considered to be shovel-ready. Page 153 of 1510 Watson & Associates Economists Ltd. PAGE 5-18 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Roman Cheese Products Ltd., on Montrose Road. U-Haul on Kent Avenue. 5.3.4.3 Q.E.W./420 Employment Area The Q.E.W./420 Employment Area is centrally located within the City, in proximity to residential neighbourhoods, with visible exposure to the Q.E.W. This Employment Area is easily accessed to the north from the Q.E.W. and to the south from Highway 420. Approximately 860 jobs exist within this Employment Area, with a concentration of manufacturing (43%) and retail trade (19%). Many of the business establishments in this area are mixed-use, with light manufacturing/warehousing operations combined with a retail storefront. No vacant lots remain here, so planning considerations should be focused on maintaining high er employment densities through leasing, business expansions and redevelopment opportunities. 5.3.4.4 North Niagara Falls Secure Storage Employment Area The North Secure Storage Employment Area is the second largest in the City . Unlike the City’s other Employment Areas, the employment land here is quite fragmented by internal roads, rail and hydro lines, and environmental constraints . Approximately 1,000 jobs exist within this Employment Area, without any discernable industry concentration . Employment is mixed between retail trade, health care and social assistance, transportation and warehousing, finance and insurance , and construction. Youngs Insurance Brokers and Lococo’s are some of the largest employers in the area, with 140 and 80 employees, respectively. There are 17 vacant parcels (36 net ha) of employment land, accounting for almost 80% of the City’s vacant employment land within Employment Areas and approximately 40% of the City-wide vacant employment land supply. There is a range of small-to-large parcels, with a mix of shovel-ready sites. Business attraction to this area may be difficult because of the parcel fragmentation, residential encroachment, location, and lack of vacant parcels. Page 154 of 1510 Watson & Associates Economists Ltd. PAGE 5-19 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Lococo’s on Victoria Avenue. Youngs Insurance Brokers on Regional Rd 57. Cotton Inc., storage area located within the Employment Area, on Fruitbelt Parkway. 5.3.4.5 Highway 405 Employment Area The Highway 405 Employment Area is abutting the north of the City’s urban boundary, with direct access to Highway 405. It is located approximately 15 minutes from the Lewiston-Queenston Bridge border crossing to the U.S. It is a relatively small Employment Area with a scattered mix of residential lots and employment uses . Only three businesses exist here according to the Niagara Region 2019 Business Inventory. Of important note, Modern Landfill Inc. and Cotton Inc. are technically located outside the Employment Area to the north and west of Fruitbelt Pkwy. Modern Landfill and Cotton are significant employers within the City, having a staff of 106 and 187, respectively. There are no remaining vacant parcels within the Employment Area. 5.3.4.6 Q.E.W. Centre Employment Area Located just north of the Montrose Road Industrial Area, sites within the Q.E.W. Employment Area benefit from proximity to the Q.E.W. interchange. Its employment density is the highest in the City at 45 jobs per net hectare (18 jobs per acre) containing approximately 920 jobs. To the left of the Q.E.W. there are more retail/commercial uses, while employment to the right of the Q.E.W. is largely comprised of two nursing homes employing over 100 persons each . There are no vacant employment lands remaining in this Employment Area. Page 155 of 1510 Watson & Associates Economists Ltd. PAGE 5-20 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Stamford Fireplaces on Oakwood Drive. Battlefield Equipment Rentals (left) and Danceworks (right), on Oakwood Drive. 6893 Oakwood Drive Plaza. WRB Sales & Marketing Inc., on Dorchester Road. Storage One Self Storage on Dorchester Road. Palfinger Inc., on Dorchester Road. 5.3.4.7 Dorchester Road Employment Area The Dorchester Road Employment Area is approximately five minutes from the Q.E.W. This is the City’s smallest Employment Area with four businesses employing approximately 160 individuals. The predominant employment use is in manufacturing through Palfinger Inc., which has 122 employees. There are no designated vacant employment lands remaining in the Dorchester Road Employment Area. 5.4 Employment Area Attractiveness Building on the analysis completed in this chapter, the City's Employment Areas are assessed herein to better understand their potential to accommodate future employment growth. This is summarized in Figure 5-2. Consideration has been given to industry sector attractiveness, including the sectors that the industrial area is best suited to accommodate, and the strength of that area with regard to those sectors. Qualitative observations are provided and categorized as follows: ✓ notes a positive rating of the industrial area with regard to the factor being examined; Page 156 of 1510 Watson & Associates Economists Ltd. PAGE 5-21 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx - notes a neutral (i.e. neither positive, nor negative) rating of the industrial area with regard to the specific factor; and notes a negative rating for the industrial area with regard to the factor being examined. Figure 5-2: Employment Area Attractiveness Employment Area Vacant Employment Land Supply Intensification Opportunities Industry Sector Attractiveness Stanley Avenue Business Park - Limited opportunities for new development. - Five gross ha of vacant developable land remaining. - Only 1.5 ha considered to be shovel-ready. ✓ Largest supply of underutilized parcels in the City. Containing 36% of the City’s underutilized lands within Employment Areas. Residential encroachment along Ramsey Road and Kister Road. - With limited parcels available for development, a significant increase in employment is unlikely. Future efforts can be focused on increasing densities through lease and redevelopment opportunities. - Unlikely to support future employment gains outside of established base sectors – manufacturing, wholesale trade, and construction. Montrose Road Industrial Area - Opportunities for new development on vacant parcels are becoming constrained, with 11 ha of vacant land remaining in the park. ✓ Approximately two-thirds of the vacant land supply is considered shovel- ready. - Many of the vacant parcels will likely be developed by 2021. ✓ Second largest supply of underutilized parcels in the City. Containing 27% of the City’s underutilized lands within Employment Areas. ✓ The Montrose Road Industrial Area also contains the largest share of underutilized lands considered to have “high potential” for redevelopment and expansion. ✓ Diverse employment base exists in the park, with a concentration in administrative and support, waste management and remediation services, construction, public administration, and manufacturing. ✓ Opportunity for new knowledge-based development. Concentrix currently provides 160 knowledge-based jobs within the business park. Q.E.W./420 Employment Area No vacant parcels remaining. - Approximately 9 ha of underutilized lands have been identified across 6 parcels. A strong concentration of employment within the manufacturing sector currently exists in the Employment Area. Retail trade represents the Page 157 of 1510 Watson & Associates Economists Ltd. PAGE 5-22 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Employment Area Vacant Employment Land Supply Intensification Opportunities Industry Sector Attractiveness Two-thirds of the underutilized land supply can be considered to have a “high potential” for redevelopment, representing the second largest share of “high potential” Employment Area intensification opportunities. second largest source of employment, with all other forms of employment minimally dispersed throughout. - With no vacant land remaining, future increases in employment densities will likely be achieved through the expansion of currently existing businesses. The employment makeup of this Employment Area is expected to remain the same. North Secure Storage Employment Area ✓ Sufficient vacant land supply of 43 gross ha, with a mix of parcel sizes. ✓ Almost 80% of the vacant supply considered as shovel-ready, representing a majority of the City’s shovel-ready supply. - Minimal intensification opportunities currently exist. - Four parcels identified as underutilized, all considered to have “low potential.” - Residential encroachment and no direct highway access without utilizing residential streets. ✓ Large vacant parcels to the north of the Employment Area available for a wider range of potential industrial uses. - Parcel fragmentation leads to a lack of “campus-like” setting. Supportive of more standalone uses. - Diverse employment base, with no discernable industry concentration existing. Opportunity for potential office/knowledge-based uses, such as Youngs Insurance Brokers Inc., which currently employs 140 individuals. - Tourist uses adjacent to Employment Area along the Niagara Parkway. Businesses such as Great Wolf Lodge and Niagara Helicopters Ltd., currently function to the east of the Employment Area. Highway 405 Employment Area No vacant land remaining. ✓ Intensification opportunities exist in the Employment Area. Eight underutilized parcels exist, with a range of development potential. - Heavier industrial uses currently exist with Modern Landfill Inc. and Cotton Inc. located directly to the west of the Employment Area. Together these companies employ 106 and 187 staff in the waste management and construction sectors, respectively. Page 158 of 1510 Watson & Associates Economists Ltd. PAGE 5-23 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Employment Area Vacant Employment Land Supply Intensification Opportunities Industry Sector Attractiveness Residential lots are scattered throughout the Employment Area. Outside of the above two companies, less than ten jobs exist in the Employment Area according to the Niagara Region 2019 Business Directory. - If intensification opportunities arise, industrial uses can be accommodated with immediate access to Highway 405 and the close distance to the Lewiston-Queenston Bridge. Q.E.W. Centre Employment Area No vacant parcels available for development. Intensification opportunities exist to the east of the Q.E.W. Four ha of underutilized lands, with “low” to “high” potential. - Future redevelopment opportunities would best accommodate manufacturing and construction uses, considering the current employment base. - Large base within the health care and social assistance sector, generated by nursing home employment. ✓ Highway exposure and close proximity to retail amenities on McLeod Road. Dorchester Road Employment Area No vacant parcels remaining. One potential underutilized site on Quantum Niagara Gymnastics property. - Redevelopment opportunities would best accommodate manufacturing and construction uses, considering the current employment base. 5.5 Key Stakeholder Interviews Key stakeholders were interviewed to better understand the current state of the City’s employment lands in terms of their market supply potential, relative strengths and weaknesses by geographic location, and overall market competitiveness. These interviews also provided the ground insight in developing a cohesive vision related to the City’s Employment Areas and, more broadly, future local economic opportunities. Page 159 of 1510 Watson & Associates Economists Ltd. PAGE 5-24 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx The Consultant Team worked with City staff to develop a list of stakeholders to interview, with the goal being to obtain a cross-section of stakeholders across different industry sectors and organizations that would provide local insight into the City’s existing economy and emerging industries. Key stakeholders interviewed include Regional staff, City staff and departments, industrial brokers, and local industrial-based employers. Stakeholders were contacted and invited to participate in telephone interviews with the Consultant Team in the spring of 2020. The key takeaways from these interviews are as summarized below: • There was overall agreement that the City is well-positioned to attract economic activity and improve its competitiveness in the long term; however, it was expressed that a lack of vacant, shovel-ready employment land is preventing successful attraction efforts . Stakeholders expressed that the City needs more vacant employment land that is not environmentally constrained, has municipal servicing, and is not suffering from residential encroachment. The City’s employment lands are expensive to service and parcels that are not shovel-ready are far less desirable to outside developers. Stakeholders also expressed concerns regarding residential encroachment making the City’s employment lands less desirable. Potential manufacturing companies do not want to commute through the City’s residential areas or absorb the potential risk associated with paying for land-use compatibility mitigation measures (e.g. conducting noise audits or building retaining walls). • Stakeholders generally agreed that there is demand from the G.T.H.A. for employment land in Niagara Falls, following a “build it and they will come” mentality. Previous success marketing the Montrose Road Industrial Area employment lands points to the City’s ability to capture developer demand, and the relocation of small to medium-sized G.T.H.A. companies. The City is poised to capture G.T.H.A., industrial developers looking outwards for vacant, serviced employment land, yet Hamilton is currently absorbing most of this outward pressure. Stakeholders have claimed that G.T.H.A. developers are cautious to purchase land in Niagara Falls, preferring leasing opportunities because of the reduced risk – this may change as Hamilton’s available industrial supply slowly becomes absorbed. With Niagara Falls industrial lease rates not significantly cheaper than the G.T.H.A., the City will have a difficult time attracting this outward industrial pressure. Page 160 of 1510 Watson & Associates Economists Ltd. PAGE 5-25 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx o Some stakeholders viewed the City’s proximity to the U.S. border as a strategic advantage in attracting developer demand, while others viewed this as an overstated growth driver. o Stakeholders discussed that competition to attract development exists within the Niagara Region. The City has recently lost industrial interest to Welland and Thorold where there is a perception of greater shovel-ready supply and larger parcel sizes. • In order to capitalize on the above characteristics and avoid missed opportunities in attracting businesses and emerging industrie s, there is a consistent need for varied types of Employment Areas (e.g. size, location, configuration, amenities, etc.), but more specifically there is a need for large, serviced, and developable Employment Areas. Stakeholders expressed that there is an overall challenge to attract new businesses and encourage existing businesses to scale-up because of limited market supply of Employment Areas in the City. Overall, stakeholders agreed that in the absence of varied types of Employment Areas, the City’s market supply potential and attractiveness can become strained. It also has the potential to limit the types of sectors that the City and Niagara Region could support and/or pursue. This is concerning given the changing nature of employment and need to cap italize on emerging knowledge-based and services-producing sectors in the near term. o The development of a new Employment Area south of the City’s urban boundary was a consistent suggestion from stakeholders. • The final key theme discussed among stakeholders focused on the types of employment the City can attract through its Employment Areas as well as the nature of industrial parcels required to accommodate these target industries. Stakeholders discussed Niagara Falls’ previous success in attracting food-related industries to the City. There has been a dedicated effort to move away from low-density employment uses, such as logistics operations, towards knowledge-based employment. The development of a potential medical business park adjacent to the City’s new hospital is an example of the desired employment land uses moving forward. The City’s supply of vacant employment land is not currently supportive of new operations within such industries, because smaller parcel sizes cannot support operations with long-term expansion visions. Maintaining an adequate supply of larger parcel sizes will be important for the City of Niagara Falls moving forward. While some stakeholders expressed the need for larger parcel sizes, others referenced past business attraction to the Page 161 of 1510 Watson & Associates Economists Ltd. PAGE 5-26 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Montrose Road Industrial Area, where parcel sizes had to be reduced to accommodate developer demand. 5.6 Observations The City faces a number of opportunities and challenges with respect to the management and growth of its existing and future Employment Areas in light of the evolving structural changes in the economy and disruptive factors which continue to influence the nature of the economy. One of these challenges relates to macro- economic trends over which the City has limited control. This includes the relative strength of the global economy, international trade policy and the competitiveness of the Canadian economic base relative to other established and emerging global markets. In contrast to the above, Niagara Falls has considerable control and ability to position itself in a positive manner when considering the City’s regional competitive ranking. A major factor for the future competitiveness of the City’s economic base relates to the structure, quality, and “readiness” of its employment lands. Over the next several decades the City’s employment base is anticipated to steadily grow across a broad range of export-based and population serving employment sectors – growth within knowledge-based sectors will be an attraction effort for the City. The City, however, will be competing to attract and retain these sectors with other municipalities across the G.G.H. and beyond. To accommodate the steadily growing economic base the City’s land-use planning policies must anticipate the evolving nature of the local and regional economies and reflect the diverse needs of industry and businesses of all sizes over the long term. To ensure the long-term competitiveness, growth, and diversity of the City’s economy, planning and marketing efforts must be geared toward the broader strengths of the City and its communities, specific target sector investment attraction efforts, and an adequate supply of quality, shovel-ready lands within Employment Areas. The supply of vacant employment land within the City of Niagara Falls is diminishing, with 95 gross ha (235 acres) remaining. Almost two-thirds of the vacant land supply is located within Employment Areas, with the remaining land spread throughout the Niagara Falls urban boundary. While there are opportunities within the City for intensification, the availability of future land uses is subject to speculation and is not necessarily a reliable indicator of readily developable land supply. As such, focus should be given to the vacant employment land within the City considered to be shovel- Page 162 of 1510 Watson & Associates Economists Ltd. PAGE 5-27 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx ready – of the total vacant land supply, 60 gross ha can be considered shovel-ready. As Chapter 5 has demonstrated, a majority of this shovel-ready land exists within the North Niagara Falls Secure Storage Employment Area. The Stanley Avenue Business Park is nearly built-out due to environmental constraints and the Montrose Road Industrial Area will likely be approaching buildout in the next few years. As such, business attraction efforts within the City’s Employment Areas will be focused toward the North Niagara Falls Secure Storage Employment Area. The age of this Employment Area and the vacant land supply remaining is indicative of business attracting efforts proving difficult. As discussed, many of the parcels within this Employment Area are fragmented, suffer from residential encroachment, and do not offer direct Q.E.W. exposure. The availability of shovel-ready land outside this Employment Area is dwindling. Having a sufficient supply of shovel-ready lots is vital in attracting new business operations to the City. Stakeholders expressed the importance of this shovel -ready land, as well as the need for a range of different parcel sizes to attract different industry types, employment lands that are not compromised by residential encroachment, and parcels that are located with direct Q.E.W. access. As the supply of vacant, shovel- ready supply continues to shrink, attracting target employment sectors to the City will become an increasingly more difficult task. As such, there will be a need to explore future Employment Area development within the City of Niagara Falls, to ensure that a range of shovel-ready parcel sizes are available to attract target sectors. Page 163 of 1510 Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Chapter 6 Employment Forecast and Employment Area Land Demand to 2051 Page 164 of 1510 Watson & Associates Economists Ltd. PAGE 6-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 6. Employment Forecast and Employment Area Land Demand to 2051 6.1 Overview of City of Niagara Falls Employment Forecast, 2016 to 2051 Schedule 3 in the Growth Plan, 2019, was updated in August, 2020, including a revised Niagara Region population and employment forecast to the year 2051.1 As part of the Niagara Region Municipal Comprehensive Review, these Schedule 3 growth forecasts have been allocated by area municipality.2 Accordingly, the Regional M.C.R. employment forecast for the City of Niagara Falls to 2051 has been summarized herein. Employment land employment (ELE) and population-related employment (PRE) employment growth is the key focus of the 2051 forecast, as only growth within these employment categories is expected to generate a land demand within the City’s Employment Areas. Key observations regarding the 2051 City of Niagara Falls employment forecast by type are as follows: • Employment Land Employment (ELE) jobs are forecast to increase by 2,550 between 2016 to 2051, reflecting an annual increase of 73 jobs. This Niagara Falls job allocation in ELE represents 14% of the Region-wide growth; and • Population-Related Employment (PRE) jobs in Niagara Falls are forecast to increase by from approximately 28,910 to 40,430, representing an increase of 11,520 jobs. The City’s PRE job growth represents 24% of the Regional allocation. 1 In accordance with Schedule 3 of A Place to Grow: Growth Plan for the Greater Golden Horseshoe, Office Consolidation 2020, Ontario. 2 Niagara Region Municipal Comprehensive Review – Growth Allocation Update to 2051 Memorandum. April 5, 2021. Hemson Consulting Ltd. Page 165 of 1510 Watson & Associates Economists Ltd. PAGE 6-2 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 6-1 Employment Forecast for Niagara Region and the City of Niagara Falls, 2016 to 2051 6.2 City of Niagara Falls Employment Base and Existing Conditions 6.2.1 Recent Employment Land Absorption Activity, 2010 to 2019 Figure 6-2 summarizes recent absorption on employment lands in the City of Niagara Falls from 2010 to 2019. The City’s Employment Areas have averaged 3,300 sq.m (35,500 sq.ft.) annually in non-residential building activity over the 2010 to 2019 period, which accounts for only 11% of City-wide non-residential development activity. Roughly half the non-residential development activity within the industrial sector occurred within the City’s Employment Areas (see Appendix B for more details). During this period, a total of approximately 10 ha (25 acres) have been absorbed in the City’s Employment Areas, which represents an average of 1 ha (2.5 acres) per year. Recent employment absorption activity has primarily been in the newly developed Montrose Road Industrial Area with 62% of the total absorption over the 2010 to 2019 period. . A review of the City’s site plan activity indicates there is one potential development of a two -storey industrial building in the Stanley Avenue Business Park (on approximately 1.5 ha) which is anticipated to be absorbed in 2020. 47,400 17,700 8,500 7,500 11,520 2,550 1,240 810 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000 Population Related Employment Land Major Office Rural Area Total Annual Employment (2016 to 2051)Employment Type Niagara Region City of Niagara Falls Source: Derived from Hemson Consulting Ltd. Niagara Region Municipal Comprehensive Review –Growth Allocation Update to 2051 Memorandum, April 5, 2021,by Watson & Associates Economists Ltd., 2021. Page 166 of 1510 Watson & Associates Economists Ltd. PAGE 6-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 6-2 City of Niagara Falls Absorption within Employment Areas (Gross ha), 2010 to 2019 6.2.2 City of Niagara Falls Existing Employment Structure Within Employment Areas Existing developed and designated urban Employment Areas within the City of Niagara Falls accommodate approximately 5,300 jobs, representing approximately 15% of the employment base. As illustrated in Figure 5-2, 27% of local employment within Employment Areas is concentrated in the manufacturing sector, followed by moderate shares within construction; retail trade; and health care and social assistance. The remaining employment is largely concentrated in other service-oriented sectors. Similar trends exist on the City’s employment lands outside Employment Areas, where 41% of jobs are in the manufacturing sector, followed by wholesale trade with 17%. 1.7 3.5 1.6 1.6 1.1 0.7 Historical Average, 1.0 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Land Absorption (ha)Year Source:Derived from City of Niagara Falls building permits and G.I.S. data, 2010 to 2019, by Watson & Associates Economists Ltd., 2020. Page 167 of 1510 Watson & Associates Economists Ltd. PAGE 6-4 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 6-3 Share of Employment in Niagara Falls Employment Areas by Major Sector, 2019 Employment lands in the City of Niagara Falls are home to approximately 320 businesses, with roughly 6,800 jobs.1 Figure 6-4 displays the share of the jobs by Employment Area and remaining employment lands. The City’s employment lands outside Employment Areas account for the largest share of employment land employment, with 22%. The Stanley Avenue Business Park and Montrose R oad Industrial Area account for the next largest share of employment, with 19% and 15%, respectively. 1 As reported in the 2019 Business Directory. This figure does not account for jobs not captured in the Business Directory Survey. Manufacturing, 27% Construction, 13% Retail trade, 11% Health care and social assistance, 10% Administrative and support, waste management and remediation services, 8% Wholesale trade, 8% Other services (except public administration), 5% Transportation and warehousing, 4% Arts, entertainment and recreation, 3% Source: Niagara Region Business Directory, 2019, by Watson & Associates Economists Ltd., 2020. Page 168 of 1510 Watson & Associates Economists Ltd. PAGE 6-5 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 6-4 Share of Employment on Employment Lands by Number of Employees 6.2.3 City of Niagara Falls Employment Areas Employment Density and Building F.S.I. In accordance with the identified employment within developed Employment Areas across the City of Niagara Falls, the City-wide average employment density within Employment Areas is 18 jobs per net ha (7 jobs per net acre), as presented in Figure 4-9. The highest employment densities are found within the Q.E.W. Centre Employment Area, with an average of 51 jobs per net hectare (21 jobs per net acre). The Montrose Road Industrial Area and Stanley Avenue Business Park are located further from the inner City and maintain employment densities of 17 and 16 jobs per net hectare, respectively. These business parks exhibit slightly lower employment densities compared to the City-wide average. Average building floor space index (F.S.I.), often referred to as building lot coverage for single-storey industrial areas, also provides a good indication of general land utilization.1 The average F.S.I. regarding occupied Employment Areas in the City of 1 F.S.I. (Floor Space Index) calculated by building G.F.A./net parcel size. Outside Employment Areas 22% Niagara Falls Stanley Avenue Business Park 19% Niagara Falls Montrose Road Industrial Area 15% North Niagara Falls Secure Storage Employment Area 15% Niagara Falls Q.E.W. Centre Employment Area 14% Niagara Falls Q.E.W./420 Employment Area 13% Niagara Falls Dorchester Road Employment Area 2% Niagara Falls Highway 405 Employment Area 0% Source: Niagara Region Business Directory, 2019, by Watson & Associates Economists Ltd., 2020. Page 169 of 1510 Watson & Associates Economists Ltd. PAGE 6-6 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Niagara Falls is 11%, as shown in Figure 5-4. The F.S.I. is highest in Dorchester Road Employment Area, followed by the Q.E.W./420 Employment Area and the Stanley Avenue Business Park, which range between 14% and 19%. The F.S.I. is considerably lower in the remaining Employment Areas. Montrose Road Industrial Area has a low F.S.I. of 6% which is likely attributed to larger parcels and a lack of manufacturing uses that would otherwise require larger building footprints.1 Compared to other Employment Areas, employment within the Montrose Road Industrial Area is comprised of only 11% manufacturing, which is considerably lower than the City -wide average of 27%. Figure 6-5 City of Niagara Falls Employment Lands Employment Density and F.S.I. 6.3 Employment Land Demand, 2020 to 2051 Employment Areas accommodate primarily export -based employment, including a wide range of industrial uses (e.g. manufacturing, distribution/logistics, transportation services), as well as specific population-related uses (e.g. office, services, ancillary/accessory retail). In contrast to other urban land uses (e.g. commercial and mixed-use areas), Employment Areas provide an opportunity to accommodate export - based employment sectors that cannot be easily accommodated in other areas of the City. In order for Niagara Falls to continue to be competitive and attractive to a broad 1 Further to these trends, many of the parcels within the Montrose Road Industrial Area have been sold and are in the pre -development stage. As these businesses are built, total employment will rise. Montrose Road Industrial Area 17 6% Q.E.W. Centre Employment Area 51 12% North Niagara Falls Secure Storage Employment Area 11 10% Stanley Avenue Business Park 16 14% Highway 405 Employment Area 8 3% Q.E.W./420 Employment Area 25 16% Dorchester Road Employment Area 43 19% Employment Area Average 18 11% Employment Area Employment Density (Jobs/gross ha) F.S.I. Source: Employment density provided by the Niagara Region. F.S.I. derived from Niagara Region Business Directory, 2019 and G.I.S. data, by Watson & Associates Economists Ltd., 2020. Page 170 of 1510 Watson & Associates Economists Ltd. PAGE 6-7 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx range of industrial and commercial sectors, the City needs to ensure that it has a sufficient supply and market choice of serviced Employment Areas. Most notably, this should include medium to larger sites with good transportation access as well as other local/regional transportation infrastructure. Historically, industrial lands outside of Employment Areas have captured a significant share of employment land employment in the City. Future planning efforts should focus on directing employment land employment towards Employment Areas and avoiding the future designation of industrial lands outside of Employment Areas. Refer to Chapter 7 for additional direction regarding industrial areas outside of Employment Areas. Anticipated Employment Area land needs within the City of Niagara Falls should give consideration to the following: • Long-term employment land employment growth potential; • Forecast employment density assumptions (i.e. employees/net hectare or acre) in Employment Areas; • Trends in forecast Employment Area absorption; and • The amount of vacant, developable land within Employment Areas across the City Niagara Falls. Figure 6-6 summarizes the City of Niagara Falls’ Employment Area forecast from 2020 to 2051.1 Over the long-term planning horizon, Niagara Falls Employment Areas are anticipated to accommodate approximately 18% of the City’s total employment growth, totaling 3,450 employees. Employment Areas within the City are expected to accommodate 100% of City-wide employment land employment and 5% of forecast population-related employment. 1 Derived from Hemson Consulting Ltd. Niagara Region Municipal Comprehensive Review – Growth Allocation Update to 2051 Memorandum, April 5, 2051. Employment estimates to 2051 use a 2020 base year, as interpolated between the 2016 and 2021 employment forecast in the above referenced memorandum. Page 171 of 1510 Watson & Associates Economists Ltd. PAGE 6-8 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 6-6 City of Niagara Falls Employment Growth on Employment Areas, 2020 to 2051 In accordance with the City’s long-term employment forecast, Figure 6-7 summarizes forecast Employment Area demand from 2020 to 2051 in 5-year increments. Based on a review of the City’s occupied and underutilized Employment Areas, a 10% employment intensification1 assumption has been made on Employment Areas. Assuming an average target density on Employment Areas of 25 jobs per gross ha (10 jobs per gross acre)2, the City of Niagara Falls is forecast to absorb an average of 4 gross ha (10 gross acres) of Employment Area per year over the next 26 years, generating a total land demand of 124 gross ha (306 gross acres) over the long-term planning horizon. 1 Intensification can refer to expansion of existing buildings, additional development on partially vacant Employment Area, and/or infill development. 2 Existing density of 18 jobs per gross Ha in the City’s Employment Areas. Densities are expected to increase in line with changes to forecast employment structu re. Assumption of 25 jobs per net hectare was developed through conversations with City of Niagara Falls staff. City of Niagara Falls Employment Growth by Type City of Niagara Falls Employment Growth in Employment Areas 2020-2051 2020-2051 Major Office 1,170 - 0% Population Related 14,740 720 5% Employment Land 2,730 2,730 100% Rural Area 840 - 0% Total Employment 19,480 3,450 18% Employment Type % in Employment Areas Source: Derived from Hemson Consulting Ltd. Niagara Region Municipal Comprehensive Review – Growth Allocation Update to 2051 Memorandum, April 5, 2021, by Watson & Associates Economists Ltd., 2021. Page 172 of 1510 Watson & Associates Economists Ltd. PAGE 6-9 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 6-7 City of Niagara Falls Forecast Employment Area Land Demand, 2020 to 2051 In conjunction with the conversion recommendations presented in Chapter 7, Figure 6-8 summarizes the City’s supply of net developable vacant lands in Employment Area as of mid-2020, adjusted for conversions. In total, 60 gross hectares (148 gross acres) of vacant developable Employment Areas have been identified; with a majority of the vacant lands within the North Niagara Falls Secure Storage Employment Area. Figure 6-8 City of Niagara Falls Employment Area Supply (Ha) Total Employment in Employment Areas Intensification in Employment Areas - 10% Total Employment in Employment Areas Adjusted for Intensification A B C = A - B D E = C / D F 2020-2026 670 67 603 25 24 4 2020-2031 990 99 891 25 36 3 2020-2036 1,440 144 1,296 25 52 3 2020-2041 2,000 200 1,800 25 72 3 2020-2046 2,700 270 2,430 25 97 4 2020-2051 3,450 345 3,105 25 124 4 Source: Derived from Hemson Consulting Ltd. Niagara Region Municipal Comprehensive Review – Growth Allocation Update to 2051 Memorandum, April 5, 2021, by Watson & Associates Economists Ltd., 2021. City of Niagara Falls Growth Period Employment Growth in Employment Area Employment Density (Jobs per gross ha) Total Employment Area Land Demand (Gross ha) Average Annual Employment Area Land Demand (Gross ha) Total Gross Land Area (ha) Environmental Constraints Adjustment1 Net of Internal Infrastructure2 Net Developable Employment Land Supply Percentage of Vacant Employment Area Land Supply A B C D = A - B - C Montrose Road Industrial Area 11 0 0 11 19% Q.E.W. Centre Employment Area 0 0 0 0 0% North Niagara Falls Secure Storage Employment Area 44 0 2 43 73% Stanley Avenue Business Park 5 0 0 5 8% Highway 405 Employment Area 0 0 0 0 0% Q.E.W./420 Employment Area 0 0 0 0 0% Dorchester Road Employment Area 0 0 0 0 0% Industrial Lands Outside of Employment Areas 0 0 0 0 0% Total 60 0 2 58 100% Source: Watson & Associates Economists Ltd., 2020. 1. Take-outs have been calculated in accordance with the Growth Plan, 2020. Take-outs include environmental features, major roads and hydro corridors. Vacant Industrial Lands, ha 2. Net of internal infrastructure (Column E) has been calculated based on parcel fabric (excludes local roads, parks and other non-developable features) and a downward adjustment to large parcels (greater than 10 ha/25 acres) of 10% for internal infrastructure. Location Page 173 of 1510 Watson & Associates Economists Ltd. PAGE 6-10 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 6-9 summarizes forecast Employment Area land needs for the City of Niagara Falls over the long-term planning horizon. In accordance with the City’s supply of designated, developable vacant urban Employment Areas and forecast demand for these lands, a deficit of 64 gross ha (158 gross acres) has been identified by 2051. Figure 6-9 City of Niagara Falls Forecast Employment Area Land Needs (Demand vs. Supply), 2020 to 2051 Some of the City’s vacant employment land parcels will likely not develop over the planning horizon, due to small size, fragmentation, odd configuration, access issues, inactivity/land banking, etc., which may tie up potentially developable lands. Long-term land vacancy is a common characteristic that is experienced in Employment Areas across Ontario. For the purpose of this analysis, an estimate of 20% long-term land vacancy has been applied to the net developable employment land inventory. Adjusted for land vacancy, the City’s long-term land need is 76 gross ha (188 gross acres). The Niagara Region is exploring location options for a South Niagara Falls Water Treatment Plant. A new treatment plant will have a sizable land area requirement (64 hectares) that may be accommodated in a future Employment Area.1 To service this facility there will also be a need for new pumping stations in south Niagara Falls. If the planned pumping station is to be developed within a new Employment Area, additional land may be required to facilitate this treatment facility beyond 76 gross ha (188 gross acres). It is also noted that gross Employment Area land needs identified herein exclude lands associated with non-developable natural environmental features. 1 South Niagara Falls Wastewater Solutions Schedule C Class Environmental Assessment, Public Information Centre No. 3, March 11, 2020. Land Need Employment Growth 2020-2051 A 3,105 Employment Area Demand at 2051 B 124 Employment Density (Jobs per gross ha)C = A / B 25 Vacant Employment Area (gross ha)D 60 Land Vacancy Adjustment (20%)E = D * 20%12 Vacant Developable Employment Area (gross ha)F = D - E 48 Employment Area Surplus/Shortfall at 2051 G = F - B (76) Source: Watson & Associates Economists Ltd., 2021. City of Niagara Falls Employment Areas Page 174 of 1510 Watson & Associates Economists Ltd. PAGE 6-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Chapter 7 Employment Land Conversion Review Page 175 of 1510 7. Employment Land Conversion Review 7.1 Designated Employment Lands for Review and Potential Conversion In consultation with City of Niagara Falls staff, the Consultant Team has assessed a number of candidate sites on employment lands which may be a ppropriate to convert to a non-employment uses. This exercise was completed within the framework of the Growth Plan, 2019 and the 2020 P.P.S. as well as site -specific evaluation criteria which are discussed below. In total, the City has identified seven sites for review in this regard. An overview of these sites is provided in Figure 7-1. Figure 7-1 City of Niagara Falls Properties with Pressure for Conversion Page 176 of 1510 Table 7-1 City of Niagara Falls Candidate Employment Land Sites for Conversion to a Non-Employment Use Site # Site Address OP Designation/Zoning Conversion Request by Owner Current Use of Site Site Area (ha) 1 9304 McLeod Road Industrial No Industrial 19 2 MTSA Site 1 (South of Buttery Street) Industrial No Employment, as identified in Schedule A-5 (Transit Station Secondary Plan Area) 16 3 MTSA Site 2 (North of Bridge Street) Industrial No Employment, as identified in Schedule A-5 (Transit Station Secondary Plan Area) 3 4 MTSA Site 3 (4431 Victoria Avenue) Industrial Yes Employment, as identified in Schedule A-5 (Transit Station Secondary Plan Area) 2 5 7983-8003 Montrose Road Industrial + Environmental Protection to west No Industrial + Environment Protection Area + Open Space 20 6 5259 Dorchester Road Major Commercial No Major Commercial 8 7 Stanley Avenue Industrial No Industrial / Brownfield Pilot 31 7.1.1 Definition and Requirements for Employment Land Conversions The Growth Plan, 2019 and P.P.S, 2020 provide a framework for assessing the conversions of lands within Employment Areas. The following briefly summarizes the Growth Plan, 2019 policies in regard to Employment Area conversions (policies 2.2.5.9 and 2.2.5.10): Page 177 of 1510 Municipal Comprehensive Review: • Conversions of Employment Areas in the City to non-employment uses may be permitted only through a Regionally-initiated M.C.R., based on the following criterion: o there is a need for the conversion; o the lands are not required over the horizon of this Plan for the employment purposes for which they are designated; o the municipality will maintain sufficient employment lands to accommodate forecasted employment growth to the horizon of this Plan; o the proposed uses would not adversely affect the overall viability of the Employment Area or the achievement of the minimum intensification and density targets in this Plan, as well as the other policies of this Plan; and o there are existing or planned infrastructure and public service facilities to accommodate the proposed uses. Outside a Municipal Comprehensive Review: • Lands within an existing Employment Area may be converted to non-employment uses outside a Regionally-initiated M.C.R. (until the next M.C.R) where certain criterion can be met: o There is a need for the conversion; o the proposed uses would not adversely affect the overall viability of the Employment Area or the achievement of the minimum intensification and density targets in this Plan, as well as the other policies of this Plan; and o there are existing or planned infrastructure and public service facilities to accommodate the proposed uses. o the conversion must maintain a “significant number” of jobs on the subject lands through the establishment of a development criteria; and o the site must not be a part of a provincially significant employment zone P.S.E.Z). Subsection 2.2.5.11 of the Growth Plan, 2019 further states that any change to an O.P. to permit new or expanded opportunities for major retail in an Employment Area may only occur in accordance with policy 2.2.5.9 or policy 2.2.5.10, as previously summarized for the criteria for the M.C.R. Page 178 of 1510 The P.P.S, 2020 provides further direction with respect to the conversion of Employment Areas to non-employment uses. Subsection 1.3.2.2. of the 2020 P.P.S. states: “Planning Authorities may permit conversion of lands within employment areas to non-employment uses through a comprehensive review, only where it has been demonstrated that the land is not requir ed for employment purposes over the long term and that there is a need for the conversion.” Within the context of the City of Niagara Falls, all but one of the industrial sites being evaluated for conversion to a non-employment use fall outside of Employment Areas. The Growth Plan, 2019 provides a less prescriptive framework for the conversion of employment lands outside of Employment Areas. According to section 2.2.5.14 of the 2019 Growth Plan, employment lands that fall outside of Employment Areas should follow a development criterion “to ensure that the redevelopment of any employment lands will retain space for a similar number of jobs to remain accommodated on site.” 7.1.2 Evaluation Criteria In addition to the employment land conversion criteria established in the P.P.S., 2020 and the Growth Plan 2019, each candidate site has also been reviewed subject to a site-specific evaluation based on a broad range of criteria as listed below: • Site is located outside an established or proposed industrial/business park; • Site is isolated from surrounding designated employment lands; • Site is surrounded by non-employment land uses on at least three sides; • Conversion would not create incompatible land uses; • Conversion of site will not negatively affect employment lands in the area; • Conversion would be consistent/supportive of City policy planning objectives; • Conversion doesn’t contravene any City policy planning objectives; • Site offers limited market choice for employment lands development due to size, configuration, physical conditions, or other constraints; and • Site does not offer potential future expansion on existing or neighbouring employment lands. Page 179 of 1510 7.2 Potential Conversion Sites To ensure protection of employment lands, it is important to consider on a site-by-site basis, the potential impact of a conversion on the City’s existing and developing employment lands. These evaluation criteria are discussed through a site-by-site analysis below and are summarized in Figure 7-2. Of the seven candidate sites considered for analysis, four sites have been recommended for conversion to a non- employment use. Page 180 of 1510 Figure 7-2 City of Niagara Falls Planning and Economic Considerations and Evaluation of Potential Conversion Sites A B Site is isolated from surrounding designated employment lands C D E F G H Site offers limited market choice for employment lands development due to size, configuration, physical conditions, other I Site does not offer potential for future expansion by neighbouring employment lands Site #Site Name A B C D E F G H I Recommendation 1 9304 McLeod Road Recommended for Conversion 2 MTSA Site 1 (South of Buttery Street) A conversion is not recommended. Considering widening permissions for allowing transit-supportive mixed use development compatible with the Transit Station Area. 3 MTSA Site 2 (North of Bridge Street) Recommended to be converted to a Mixed Use 2 designation in accordance with the City of Niagara Falls Transit Station Secondary Plan. 4 MTSA Site 3 (4431 Victoria Avenue) Recommended to be converted to a Mixed Use 2 designation in accordance with the City of Niagara Falls Transit Station Secondary Plan. 5 7983-8003 Montrose Road Not Recommended for Conversion 6 5259 Dorchester Road Not Recommended for Conversion 7 Stanley Avenue Not Recommended for Conversion Conversion would be consistent/supportive of City and Region's policy planning objectives Conversion doesn’t contravene any City and Region's policy planning objectives Site is located outside or on the fringe of an employment area Site is surrounded by non-employment land uses on at least three sides Conversion would not create incompatible land uses Conversion of site will not negatively affect employment lands in the area Page 181 of 1510 Watson & Associates Economists Ltd. PAGE 7-8 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 7.2.1 Sites Recommended for Conversion Site 1: 9304 McLeod Road (Part 1 & 2 - 59R-16846) The subject site is 19 gross ha (47 acres) and is located at the intersection of McLeod and Beechwood Road, falling outside of the 2km Solvay arc but partially within the 200m residential setback.1 As identified in Figure 7-3, the subject site is vacant and adjacent to designated industrial, agricultural and residential lands. Figure 7-3 City of Niagara Falls Site 1 - 9304 McLeod Rd (Part 1 & 2 - 59R-16846) 1 According to 2.3.1. of the City of Niagara Falls O.P., residential development within this 200m setback is limited to single-detached dwelling units on larger lots. The building height shall be a maximum of 2.5 storeys or 8 metres, whichever is the lesser, in accordance with the implementing zoning by-law. 1 Page 182 of 1510 Watson & Associates Economists Ltd. PAGE 7-9 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx While designated industrial, there is no industrial development on or around the site – the site has historically not been able to attract businesses. The lands west of Beechwood Road, north of Brown Road are heavily impacted by Provincially Significant Wetlands. When considering the size of the wetlands in combination with their required setback, makes these constrained lands unlikely to develop for industrial purposes. Further, the requirement to travel through residential neighbourhoods from the nearest Q.E.W. interchange and the residential encroachment to the east along McLeod Road, makes this an unattractive site for industrial uses. In alignment with recommendations regarding the industrial lands surrounding Solvay (see the Site 13 discussion for further detail), this parcel is recommended to be converted away from an industrial designation. Site 2: GO Transit Station MTSA Industrial Lands As shown in Figure 7-4, Site 2 is approximately 16 hectares and is adjacent to the future location of the Niagara Falls GO Transit Station. Under the Transit Station Secondary Plan, the subject lands are designated as Employment. It is recommended that a wider range of land use permissions be considered for the Site 2 to promote more transit- supportive development, subject to demonstrating that the proposed development would cause a minimal degree of land use compatibility concerns. A wider range of land use permissions would help to promote development in proximity to the station and support on-going revitalization efforts in the Downtown. Site 3: Bridge Street Industrial Lands As displayed in Figure 7-4, Site 3 is located to the North of Bridge Street and represents a cluster of parcels totaling three hectares, a majority of which contributing to the City- wide vacant industrial land supply. The parcels within Site 3 are recommended to be converted to a Mixed Use 2 designation, in accordance with the Niagara Falls Transit Station Secondary Plan. A conversion is supported through the conversion criteria evaluation and the vacant parcels within this site have already been the subject of development interest for mid- to high-rise residential development. Site 4: Lands to the Northwest Corner of Victoria Avenue and Bridge Street Site 4 (4431 Victoria Avenue) is an irregularly shaped parcel located along Victoria Avenue, measuring 1.9 ha. The site is presently underutilized consisting of an abandoned warehouse building. Similar to sites 2 and 3, this site is located within the GO Transit Station Secondary Plan. As seen in Figure 7-4 below, the site abuts lands Page 183 of 1510 Watson & Associates Economists Ltd. PAGE 7-10 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx designated as Employment and Mixed Use 2, in accordance with the Transit Station Secondary Plan. In alignment with Site 3, this site is recommended for conversion to a Mixed Use 2 designation. Transitioning these sites to a Mixed Use 2 designation will work towards the vision of the Secondary Plan to create a transit-supportive urban structure which supports a wide range of residential and commercial uses along the City’s arterial roads. Converting this site to Mixed Use 2 would also function as a land use buffer from the Employment/Industrial lands located directly to the west as well as the North Niagara Falls Secure Storage Area to the northwest. Figure 7-4 City of Niagara Falls Sites 2, 3 and 4 with Transit Station Secondary Plan Area – Proposed Land Use 7.2.2 Sites not Recommended for Conversion to a Non-Employment Land Use Site 5: 7983-8003 Montrose Road Site 5 is currently designated as both ‘Open Space’ and ‘Industrial’ according to the City of Niagara Falls O.P. and represents a gross land area of 20 ha. Of this total land area, nine gross ha is designated as industrial and the remaining is environmental protection area or open space. The industrial lands within this site are a part of the Warren Woods Page 184 of 1510 Watson & Associates Economists Ltd. PAGE 7-11 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Secondary Plan. Developers have built a residential neighborhood directly to the West of this plot of land and have requested that Site 5 be re-zoned to residential. Figure 7-5 City of Niagara Falls Site 5 – 7983-8003 Montrose Road Under the conversion criteria evaluation outlined above in Figure 7-2, this site does not meet the requirements to convert to a residential use. Furthermore, considering the site’s visibility and proximity to the Q.E.W., it is recommended that the segment of industrial lands within Site 5 remain designated as ‘Industrial.’ Site 6: 5259 Dorchester Road The subject site is eight gross ha (20 acres) in land area and is currently designated ‘Major Commercial’ as per the City of Niagara Falls O.P. A Zoning By-law Amendment application has been made to the City which requests that the site be re-zoned to Residential. Page 185 of 1510 Watson & Associates Economists Ltd. PAGE 7-12 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 7-6 City of Niagara Falls Site 6 – 5259 Dorchester Road It is recommended that the City maintain this site designated as ‘Major Commercial.’ A conversion to a residential designation on this site could cause a potential land u se compatibility issue with the existing industrial use above at Arterra Wines.1 Due to this site’s physical characteristics and location, it has the potential over the long term to support significant employment growth within the City. Site 7: Stanley Avenue and Thorold Stone Road Site 7 is currently designated as ‘Industrial’ according to the City of Niagara Falls O.P. and has three parcels totaling a gross land area of 31 gross ha. The parcels within this site are classified as vacant and are located within the North Niagara Falls Secure 1 According to the Niagara Region Employment Survey (2019), Arterra Wines currently supports approximately 220 employees. Page 186 of 1510 Watson & Associates Economists Ltd. PAGE 7-13 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Storage Employment Area. This site is brownfield land that is currently being remediated and is for sale as light industrial land. Figure 7-7 City of Niagara Falls Site 7 - Stanley Avenue and Thorold Stone Road The parcels within Site 7 are recommended to remain designated as ‘Industrial.’ Under the conversion criteria evaluation matrix, there is no justification to convert this site from its current designation. Considering that the subject sites are located within the North Niagara Falls Secure Storage Employment Area and are located adjacent to industrial uses, they do not make suitable candidates for residential development. Page 187 of 1510 Watson & Associates Economists Ltd. PAGE 7-14 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 7.3 Additional Vacant Employment Lands for Review and Potential Conversion In addition to the above conversion analysis, the Consultant Team has identif ied four additional vacant industrial sites which should be reviewed for conversion – see Figure 7-8 for a summary of these sites. Figure 7-9 identifies the geographic location of these industrial sites recommended for conversion to a different non-residential land use. It is important to consider, on a site-by-site basis, the potential impact of conversion, ensuring the protection of the City of Niagara Falls industrial land supply. Figure 7-8 City of Niagara Falls Summary of Additional Vacant Employment Lands for Review and Potential Conversion Site # Site Location Current O.P. Designation Recommended O.P. Designation Site Area (ha) 8 Portage Road Industrial Remain Industrial. The North Secure Storage Employment Area boundary to be extended to capture this site. 2 9 Kalar Road and Beaverdams Road Industrial Neighbourhood Commercial 0.2 10 Portage Road and Valley Way Industrial Commercial or Institutional 0.2 11 Industrial Lands in Proximity to Solvay Industrial Industrial lands south of Brown Road to remain industrial. Industrial lands north of Brown Road within the 2km Solvay arc be removed from the urban boundary. Industrial lands to the north of 2km Solvay arc remain in the urban area but be converted away from an industrial designation. 442 Page 188 of 1510 Watson & Associates Economists Ltd. PAGE 7-15 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 7-9 City of Niagara Falls Additional Sites Reviewed for Conversion 10 9 11 8 Page 189 of 1510 Watson & Associates Economists Ltd. PAGE 7-16 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 7.3.1 Sites Recommended for Conversion: Site 8: Vacant Industrial Parcel to the Southwest of the North Niagara Falls Secure Storage Employment Area As identified in Figure 7-10, the vacant industrial parcel is located to the southwest of the North Niagara Falls Secure Storage Employment Area. A Jeep dealership has purchased this property and is developing it as a parking lot to store its car inventory, with the northwest strip of the parcel functioning as a small driveway. Site 8 currently represents two gross hectares (four acres) of the City’s vacant industrial land supply. Figure 7-10 City of Niagara Falls Portage Road Vacant Industrial Parcel 8 Page 190 of 1510 Watson & Associates Economists Ltd. PAGE 7-17 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx It is recommended that the North Niagara Falls Secure Storage Employment Area boundary be extended south to capture Site 8 and the remaining occupied industrial lands above the red line identified in Figure 7-10. This recommendation would lead to the vacant land supply of the North Niagara Falls Secure Storage Employment Area increasing by two gross hectares. It is also recommended that the occupied industrial parcel south of the red line is given a commercial designation. Considering the proximity of residential lands to the east and commercial lands to the west, a commercial designation is the most consistent use for this site. Site 9: Vacant Industrial Parcel at the Intersection of Kalar Road and Beaverdams Road As displayed in Figure 7-11, Site 9 has been flagged for potential conversion. The site is surrounding by agricultural, residential and industrial land uses. This site represents 0.2 hectares of the gross vacant industrial land supply (0.5 gross acres). Page 191 of 1510 Watson & Associates Economists Ltd. PAGE 7-18 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 7-11 Vacant Industrial Parcel at the Intersection of Kalar Road and Beaverdams Road The close location of this site to residential land uses and the relatively small size of this parcel, makes Site 9 unlikely to support a future industrial use. Considering the active industrial use to the south, a conversion to a residential use is not recommended. As such, it is recommended to convert this vacant site to neighbourhood commercial, reducing the City-wide industrial land supply by 0.2 gross hectares. 9 Page 192 of 1510 Watson & Associates Economists Ltd. PAGE 7-19 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Site 10: Vacant Industrial Parcel at the Intersection of Portage Road and Valley Way Site 10 has been flagged for potential conversion. As shown in Figure 7-12, the vacant site currently falls within an industrial land use designation and is surrounded by residential uses to the north and west. Site 10 represents 0.2 gross hectares (0.5 gross acres) of the City-wide vacant industrial land supply. Figure 7-12 City of Niagara Falls Vacant Industrial Parcel at the Intersection of Portage Road and Valley Way 10 Page 193 of 1510 Watson & Associates Economists Ltd. PAGE 7-20 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Site 10 is recommended to be converted from industrial to either commercial or institutional. The adjacent parcels do not function as industrial uses and a future industrial land use on Site 9 would cause a potential land use conflict. The conversion of this site results in a reduction of the City-wide vacant land supply by 0.2 gross hectares. While beyond the scope of this report, future conversion consideration should be given to the entirety of the occupied industrial lands identified in Figure 7-12. The industrial designation does not conform with the existing land use associated with the Niagara Regional Police Service Headquarters. Site 11: Industrial Lands in Proximity to Solvay As displayed in Figure 7-13, the lands occupied by Solvay and the surrounding industrial lands account for 442 gross hectares (1,092 gross acres). For the purposes of this Employment Lands Strategy, these lands have been removed from the City-wide vacant industrial land supply outlined in Chapter 4 because of the lack of opportunity for development. Further to removing these lands from the City-wide industrial land supply, it could be recommended that the lands within the 2km Solvay arc above Brown Road be removed from the urban boundary - Figure 7-13 highlights the lands recommended for removal. The lands within the 2km Solvay arc cannot be developed for residential purposes are not attractive for industrial development – removing them from the urban boundary could present an opportunity to expand the urban boundary elsewhere, creating more opportunity for industrial development in more marketable and suitable locations. Further consultation with property owners in this area would be needed. It is also recommended that the industrial lands north of the Solvay arc and south of McLeod Road be removed from the urban boundar y, excluding the 9304 McLeod Road lands. The land use of these industrial lands should be considered within the broader context of the City’s urban structure and long -term land needs. The land use of 9304 McLeod Road lands (highlighted in red hatching in Figure 7-13) will be subject to the City of Niagara Falls long-term residential land needs. The Solvay property south of Brown Road is recommended to remain in the urban boundary and be classified as developed industrial land. Solvay has no intention of selling, leasing, or developing the lands south of Brown Road. Page 194 of 1510 Watson & Associates Economists Ltd. PAGE 7-21 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx The Solvay lands recommended for removal from the urban boundary account for 166 gross hectares (410 gross acres). The remaining developed industrial land area south of Brown Road would account for 276 gross hectares (682 gross acres). Figure 7-13 City of Niagara Falls Industrial Lands in Proximity to Solvay Page 195 of 1510 Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Chapter 8 Policy Recommendations Page 196 of 1510 Watson & Associates Economists Ltd. PAGE 8-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 8. Policy Recommendations This section provides recommendations pertaining to the City’s employment lands. These recommendations consider the respective supply and demand analyses to 2051 as well as the broader policy context, including Provincial and Regional policies. The recommendations are grouped based on five themes, which include: • Future vision for the City’s Employment Lands; • Provincial and Regional Policy Conformity and Alignment; • Employment Land Conversion; • Future Land Needs; and • Competitiveness of Supply. 8.1 Future Vision for the City’s Employment Lands The future vision with respect to employment lands is set out below: “Employment Lands within the City of Niagara Falls will provide the City with a diverse collection of parcels; opportunities for Greenfield Development and intensification of existing sites; and, allow the City to competitively respond to market demands and meet the City’s employment needs to 2051.” 8.2 Clarifying Employment Lands with Employment Areas There are a number of technical revisions which should be c onsidered to provide for enhanced clarity and readability of the City’s employment policies. This section provides recommendations in this regard. • Consistent language and terminology – Presently, Section 8 of Part 2 of the City’s O.P. speaks to the “Industrial” Land use designation with these areas identified on Schedule A of the O.P.; however, within Secondary Plans and other parts of the O.P., the terms “Employment Areas” and “Employment Lands” are used both in policy and on Secondary Plan Land Use Schedu les to refer to Industrial lands. Ultimately, it appears that the terms “Industrial” and “Employment” are used interchangeably to refer to the same thing, which can cause confusion. Accordingly, it is recommended that the policy sections of the O.P. be revised in this regard, in order to provide clarity in understanding the land Page 197 of 1510 Watson & Associates Economists Ltd. PAGE 8-2 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx use typology as well as for alignment with provincial and regional nomenclature respecting employment lands. It is recommended that the terminology used in the O.P. be consistent with the Provincial language, adopting “employment lands” and “Employment Areas”, as the case may be. • Visual Representation – The O.P. should include a schedule showing the difference between Employment Areas and employment lands. • Definitions – Appendix I of the O.P. contains definitions used throughout the Plan. Currently, “Employment Lands” is identified as a defined term; however, there may be a need to revise this definition as well as introduce new definitions to reflect the Provincial planning framework and defined terms set out in the 2019 Growth Plan which differentiates between Employment Areas and Employment Lands. There may also be a need to add “Gateway Economic Zone” as a defined term, in addition to identifying it on the land use schedule. • Organization of Conversion Policies – Employment Land Conversion policies are contained both within Section 2 of Part 4 (Policies 2.9 and 2.10) and Section 8 of Part 2 of the Plan. It is recommended that the conversion policies be centralized in one location in the Plan, for readability and clarity. 8.3 Provincial and Regional Policy Conformity and Alignment There are a number of changes to the City’s current O.P. framework required to address matters of consistency and conformity with the P.P.S., 2020; Growth Plan , 2019 (including Amendment 1); and the Niagara Region O.P. The following section includes the recommended policy directions in this regard. • Strengthen policies to protect the long-term viability for existing and planned industries – Policy 8.3.1 of Part 2 of the O.P. addresses the grouping of industries with similar characteristics and performance standards to protect against the effects of incompatible land uses. The P.P.S., 2020 introduces a set of conditions that must be met in order to permit the intro duction of sensitive uses adjacent to existing industrial and manufacturing uses, including what to do if avoidance is not possible. The Growth Plan, 2019 (including Amendment 1) also provides direction on what to do if the encroachment of sensitive land u ses and existing industrial and manufacturing uses is not avoidable. While Niagara Falls O.P. policies 7.3 and 8.6 address land use compatibility, it is recommended that Page 198 of 1510 Watson & Associates Economists Ltd. PAGE 8-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx the policy language be strengthened regarding instances where avoidance of incompatible uses is not possible. The City should reaffirm its commitment to maintain existing employment uses through this change. • Add a policy recognizing that Employment Areas adjacent to or near major goods movement facilities and corridors should be protected – Section 8 of Part 2 of the O.P. includes policies that address the provision of adequate highway access for industrial zones, including lands within the Q.E.W. Employment Corridor. Where an Employment Area is adjacent to or near an identified goods movement facility or corridor, the wording of these policies should be updated to demonstrate alignment with the policies of the Growth Plan. • Strengthen policies to facilitate developing active transportation networks and a transit-supportive built form in Employment Areas – Policy 8.16 of Part 2 of the O.P. supports establishing, maintaining and improving the accessibility of industrial areas by providing public transit services. In addition, the O.P. supports retail and office uses ancillary to the industrial u se, thereby promoting active transportation. The Growth Plan, 2019 directs municipalities to develop active transportation networks and facilitate a transit-supportive built form. This reflects an opportunity for the City to strengthen policies to prioriti ze transit, pedestrians, cycling, and accessibility within the City’s Employment Areas to ensure they are accessible to employees and are connected with the surrounding land uses. The application and implementation of the Growth Plan policy directives will require a context sensitive approach given the range of Employment Areas in the City. • Strengthen existing policies regarding the design of surface parking to minimize surface parking in Employment Areas – Part 2 of the Niagara Falls O.P., policies 8.12 and 8.13, address the need to provide adequate parking for industrial sites. The City’s surface parking related policies within Part 1 of the Niagara Falls O.P, policy 3.14.1 Urban Design, encourages parking on -site and within a parking structure. As previously referenced, the Growth Plan, 2019 establishes that municipalities will develop active transportation networks and facilitate transit-supportive built form. This is complementary to the need to minimize surface parking. The City should consider strength ening existing policies such that transportation demand management measures (e.g., bicycle parking, showers, etc.) are prioritized and clear direction is provided to allow for opportunities to minimize surface parking in Employment Areas. Page 199 of 1510 Watson & Associates Economists Ltd. PAGE 8-4 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Add a policy regarding the City’s role in working with the Region, and appropriate stakeholders such as Niagara Region Transit, to coordinate planning for economic development and transportation demand management – Within Part 5 of the Niagara Falls O.P., Policy 4.8 discusses coordination between the City and the Region of Niagara regarding transit related coordination to support the mixed-use vision of Downtown Niagara Falls. Growth Plan, 2019 policy 2.2.5.17 encourage a coordinated approach to planning for economic development and transportation demand management in areas with a high concentration of employment that cross municipal boundaries. While the Niagara Falls O.P. includes policies on transit related coordination to support the mixed-use vision of the City’s downtown, an opportunity exists to add a policy regarding the potential to coordinate transportation initiatives in the context of industrial areas. • Designate the Niagara Economic Gateway on O.P. mapping – As per the Regional O.P., it is recommended that the City delineate the Niagara Economic Gateway as part the O.P.A to implement the policy directions discussed in this Chapter. This will support alignment with the Regional O.P. and strengthen regional and municipal policy objectives on econo mic growth within the area. 8.4 Employment Land Conversions As noted in Chapter 7 of this report, a number of sites are recommended for conversion from employment to a non-employment use, as well as removal from the urban area in some instances. It is recommended that the O.P. Schedules and any associated policies be updated, as required, to reflect the recommended conversion areas with the appropriate land use designations applied. Additionally, a Zoning By-law Amendment will be required to ensure the appropriate zone is applied to implement the recommended new land use. 8.5 Future Land Needs Based on the analysis completed above, the supply of vacant developable land within the City’s Employment Areas is diminishing, with 60 gross hectares remaining. Ultimately, the results of the analysis indicate a deficit of 48 gross hectares of employment land by 2051 (60 gross hectares when adjusted for land vacancy, and other constraints such as parcel size, configuration and access issues). Ultimately, the Page 200 of 1510 Watson & Associates Economists Ltd. PAGE 8-5 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx study findings suggest that there is not sufficient land available to meet the project employment demand and, accordingly, additional land will need to be added to meet the demand. Notwithstanding the conversion analysis recommended removing certain lands from the employment designation, this was done to reflect a more reasonable supply of land given constraints and, ultimately, there is still a need for the City to provide additional land to meet the demand to the 2051 planning horizon. This section provides recommendations in this regard. • Introduce a new Employment Area to address the identified shortfall and provide an opportunity to increase competitiveness and accommodate target industries – Identification of a new Employment Area is required in order to accommodate the anticipated demand to 2051 and position the City to be more competitive in the market through ensuring the availability of land to accommodate a broader range of parcel sizes to meet the needs of industrial users, who have indicated a gap in availability of medium to large r sized sites in the City. This new Employment Area should be identified and confirmed through the Region’s M.C.R. process. • Strengthen policies to protect and retain the existing vacant employment land supply – To remain competitive over the long-term, the City should also protect its existing vacant supply to ensure that future demand on employment lands is not unduly constrained by a lack of market choice throughout its remaining vacant parcels and constrained by conflicting land uses. This can be achieved through the introduction of stronger policies in the O.P. respecting adjacency and land use compatibility as recommended in Section 8.2 above . 8.6 Competitiveness of Supply The Regional O.P. identifies a set of policies for the Niagara Economic Gateway, whic h includes the Niagara Falls Priority Investment Area, to promote economic development. While the Niagara Falls O.P. focuses on promoting industrial development, an opportunity exists to broaden the discussion by considering potential investment - incentives for these areas, which are currently not delineated within the City’s O.P. • Add policy language on Niagara Falls Q .E.W. Business Park – Regional O.P. policy 3.A.3.9 introduces the concept for the Niagara Falls Q.E.W. Business Park. A similar policy should be introduced to the City of Niagara Falls O.P. in Page 201 of 1510 Watson & Associates Economists Ltd. PAGE 8-6 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx order to capitalize on long-term opportunities for business and services in close proximity to 400 series highways focusing on manufacturing, warehousing and other employment land uses. • Add policies to encourage a range of parcel sizes and develop priorities to ensure a supply of shovel-ready lands for medium to larger sites – The supply analysis identified that there is 60 gross ha of vacant Employment Area land remaining, reflecting a supply of approximately 20 years. Working with Niagara Region, the City should identify priority Employment Areas for future development, particularly medium and larger sized sites which offer opportunities to accommodate large-scale operations on full municipal services. • Refine policies and develop priorities that strengthen the competitiveness and attractiveness of Employment Areas by permitting a range of employment supportive uses and worker amenities – Overall, the permitted uses within the City’s O.P. industrial designations are well aligned to respond to the forecast employment sectors. However, there may be an opportunity to further enhance competitiveness by providing additional clarity for employment - supportive uses. The market analysis identified the need for Employment Areas to provide a wider range of services and amenities which complement and help to support both knowledge-based and traditional industrial sectors. Recognizing the importance of amenities and services oriented to employees, policies could be refined to permit/clarify the circumstances where the City would permit employment supportive uses as stand-alone (primary) uses in areas that are not identified for a heavy industrial land use. • Identify and prioritize opportunities for quality of life enhancements to strengthen the competitiveness and attractiveness of Employment Areas – The employment land demand analysis identified that “quality of life” enhancements will be a key factor in the City’s economic growth. In addition to supporting a range of employee amenities, through the O.P. review process the City should develop priorities for making physical improvements to its existing Employment Areas. This could include opportunities to add or enhance existing elements such as open space/park land, lighting, wayfinding/branding, trails, active transportation connections, transit access and other types of hard infrastructure which help to make Employment Areas attractive places to work. Page 202 of 1510 Watson & Associates Economists Ltd. PAGE 8-7 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 8.7 Next Steps Once Phase 3 of the Employment Lands Strategy has been completed, a revised draft Official Plan Amendment (O.P.A.) and a corresponding Zoning By -law Amendment (Z.B.A) will be prepared and Planning Act process initiated to address the recommended changes noted in this section respecting conformity, land needs outcomes (i.e. conversion sites), and technical revisions. Following conclusion of Phase 3 of this Study, the City may also wish to consider initiating a process to implement those recommendations contained in this report that would need to be addressed outside of a policy and zoning framework (e.g. a CIP, Design Guidelines, Marketing Plan, and Identification of a new Employment Area). Page 203 of 1510 Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Chapter 9 Public vs. Private Sectors Development Options Review Page 204 of 1510 Watson & Associates Economists Ltd. H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 9. Public vs. Private Sectors Development Options Review The purpose of this section is to evaluate the future role and approach for the City regarding future industrial land assembly and development. 9.1.1 Municipal Trends in Industrial Land Development In recent decades, most industrial/business parks in Ontario within municipalities outside of the Greater Toronto Area (G.T.A.) and the Ottawa area have been municipally developed, whereas in the G.T.A. and Ottawa they have been primarily privately developed. Examples of communities which have had active municipal land development include Barrie, Belleville, Brantford, Cornwall, London and Peterborough. Similarly, the City of Niagara Falls has a strong and successful history of municipal industrial land development. Relatively low land prices and slower rates of development activity in these communities compared to the G.T.A., create difficulties in attracting and sustaining private sector development of industrial lands. The relatively low market price of serviced land creates conditions that limit private sector interest and involvement in land development (i.e. the costs of servicing lands are too high relative to market prices of serviced land). The absence of the private sector necessitates municipal development of industrial/business parks. Under these circumstances, many municipalities take a pro-active approach and develop municipal industrial/business parks, investing municipal dollars to buy, subdivide and fully service the land. Recouping municipally funded servicing costs (in full or in part) occurs through land sales to end users who then develop the parcels. Figure 9-1 illustrates the cost components to servicing land, the potential return on investment and the corresponding market price of land required to sustain the private - sector development market. Servicing land is a costly undertaking, typically averaging between $70,000 and $90,000 per acre. Factoring in the cost of land acquisition (typically between $20,000 and $40,000 per acre), the total cost of serviced land can easily exceed $100,000 per acre. To allow for a minimum return on investment, the market value of serviced land typically has to be in excess of $200,000. The potential for private-sector development above this point increases with the market value of serviced land. Page 205 of 1510 Watson & Associates Economists Ltd. PAGE 9-2 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 9-1 Private Sector Industrial Land Development Profitability Threshold Most communities in eastern and southwestern Ontario have serviced land market values well below $200,000. Industrial land prices in Niagara Falls are slightly above the $200,000 per acre threshold, at $205,000. In comparison, north/west G.T.A. communities, including Mississauga, Brampton and Vaughan, have industrial land prices sufficiently high to support strong and dynamic private -sector development of industrial lands. The relatively high threshold point for the private sector is driven by the differing cost/ benefit methods and expectations regarding return on investment. The private sector typically only includes the revenue of the sale of the serviced land in its return on investment analysis. This is unlike the City which factors in not only the revenue generated from the sale of the serviced land, but also the potential employment, tax assessment and development charge revenue generated from the proposed Note: Conceptual structure based on sample survey. Local circumstances may vary. STRONG Potential for PRIVATE SECTOR Involvement MODERATE Potential for PRIVATE SECTOR Involvement LIMITED Potential for PRIVATE SECTOR Involvement Return on Investment Servicing Cost $70,000 -$90,000 / Acre Land Acquisition Cost Market Price of Serviced Land (Per Acre) $500,000 + $400,000 $200,000 $100,000 Private Sector Threshold Page 206 of 1510 Watson & Associates Economists Ltd. PAGE 9-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx development. This fundamental difference in approach can have a significant impact in terms of expected return on investment (revenue from sale of serviced land less costs). 9.1.2 Evaluation of Industrial Land Development Approaches in Niagara Falls The private sector is not considered sufficiently strong and economically viable to support large-scale employment land development in Niagara Falls. As such, it is expected that the City will need to remain as the primary developer of industrial areas in Niagara Falls. However, industrial land prices have increased to the point where potential public-private partnerships under certain conditions may be possible. Municipal development offers many advantages for the City. Municipal development of industrial lands tends to provide stronger control over the type and appearance of development that can be more consistent and supportive of a municipal strategy and other planning and urban design policy directions. This includes the ability to be more selective in the sale of land to end users, promoting development of sectors or uses that are considered “desirable.” In Niagara Falls, this may include the development of target sectors and “incubator” industries. Under municipal development, the control of project phasing/timing can be based o n municipal-wide needs as opposed to being market driven and dependent on private sector interests. In addition, City-sold lands require that the purchaser build within a defined time period, whereas in the private-sector market, no such requirements are in place. Municipal land development, however, requires extensive financial resources and exposes a municipality to financial and market risk. High up-front land acquisition and development costs are demanding for medium -sized communities such as Niagara Falls. 9.1.3 Conclusions • The City of Niagara Falls has a strong tradition of successful municipal industrial/ business park development; • Historically, industrial land prices in Niagara Falls, as in other eastern Ontario municipalities, have been too low to facilitate broad private sector development of industrial lands requiring the City to act as a land developer; and Page 207 of 1510 Watson & Associates Economists Ltd. PAGE 9-4 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • From a market demand perspective, the City will likely need to be involved in industrial land development for the foreseeable future, though there may be opportunities to partner with external parties on select projects. Page 208 of 1510 Watson & Associates Economists Ltd. PAGE 9-5 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Chapter 10 Employment Area Location Options Analysis Page 209 of 1510 Watson & Associates Economists Ltd. PAGE 10-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 10. Employment Area Location Options Analysis 10.1 Introduction As discussed in Chapter 6, based on the results of the land needs analysis, the City needs approximately 76 ha of Urban Employment Area lands (exclusiv e of environmental features) by 2051. Identification of a new Employment Area is required in order to ensure the City can accommodate the anticipated employment demand to 2051. A review was undertaken between City staff and the Consultant Team to assess potential location options for a new Employment Area. This chapter defines the criteria to identify the new proposed Employment Area and provides an evaluation of each site to arrive at the recommended site. 10.1.1 Policy Context The P.P.S., 2020 directs that a settlement area expansion is to be undertaken only at the time of a comprehensive review when it has been demonstrated that sufficient opportunities to accommodate growth and to satisfy market demand are not available through intensification, redevelopment and designated growth areas to accommodate the projected needs over the identified planning horizon .1 In addition to this, the Growth Plan, 2019 provides direction for municipalities to designate and preserve lands within settlement areas located adjacent to or near major goods movement facilities and corridors, including major highway interchanges, as areas for manufacturing, warehousing and logistics, and appropriate associated uses and ancillary facilities. It further mentions that upper- and single-tier municipalities, in consultation with lower-tier municipalities, will designate all employment areas in official plans and protect them for appropriate employment uses over the long-term.2 Accordingly, it should be a policy objective of the City of Niagara Falls to examine opportunities for the development of a new Employment Area within the City’s existing urban boundary. If no opportunities to develop an Employment Area within the urban boundary exist, then it would be permissible to explore location options for an 1 Provincial Policy Statement, 2020, Policy 1.1.3.8 pp.8 to 10. 2 A Place to Grow: Growth plan for the Greater Golden Horseshoe, 2019, Policy 2.2.5 pp. 19 to 21. Page 210 of 1510 Watson & Associates Economists Ltd. PAGE 10-2 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Employment Area outside of the urban boundary. As it will be demonstrated through this analysis, there are suitable lands within the City’s urban boundary to accommodate the development of a new Employment Area . 10.2 Employment Area Potential Sites Review Approach Five prospective sites for a new Employment Area were identified within the City and were reviewed utilizing an evaluation matrix. This evaluation matrix is comprised of three primary principles and a set of seven localized criteria. Primary principles include key growth management themes that are essential requirements for the sites to fulfil. Thereafter, the localized criteria further evaluate the prospective Employment Areas, looking at site-specific attributes and development viability. Figure 10-1 provides the Employment Area site evaluation criteria summary, which have been organized to address the policy requirements of the Growth Plan, 2019 the P.P.S ., 2020 and local criteria. Figure 10-1 City of Niagara Falls Employment Area Expansion Criteria Topic Area Criteria Primary Principles Growth Management/ Land-Use Planning Is the proposed site capable of meeting the employment land shortfall of 76 ha? Is the proposed Employment Area within the existing Urban Boundary?1 Are there any adverse impacts of developing site area as Employment Area on nearby or adjacent land uses? Localized Criteria Municipal Servicing and Impacts Is the area subject to 1,000m zone of influence to a wastewater treatment facility, in accordance with the Ministry of Environment, Conservation and Parks Land Use Compatibility guidelines? Employment Areas are a suitable use within this zone of influence, as more sensitive land uses such as residentia l development can lead to land use compatibility conflicts. 1 The proposed site should fall within the urban boundary . If no suitable site within the urban boundary exists, then opportunities for a settlement area boun dary expansion could be explored. Page 211 of 1510 Watson & Associates Economists Ltd. PAGE 10-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Topic Area Criteria Environmental Protection and Protection of Resources How much of the site area includes proposed lands are located within the Natural Heritage System or designated Environmental Protection /Con servation Area? Agriculture & Agri- Food Network What is the impact on the broader Agri-Food Network if developed as urban employment? (i.e., is the site currently used for growing crops / Is the site designated Good General Agriculture) Market Analysis Are there constraints on the site area that would negatively impact the feasibility of the development of the site and site configuration? (e.g., topography, specific requirements for site plan approval) Is the expansion area in an area with the highest demand for Employment Area growth? Does the site area offer the opportunity to expand an Existing Employment Area (critical mass)? How well can the site area (or parcel) access major transportation corridor such as a Provincial Highway (Q.E.W.)? 10.3 Employment Areas Sites Evaluation Figure 10-2 provides a map of five potential locations for a future Employment Area within the City of Niagara Falls. A majority of these sites are located at the south end of the City, below the Welland River. Of the five sites, two are located within the City’s urban boundary. A site-by-site analysis has been conducted below for each of these locations and Figure 10-8 at the end of this chapter provides a summary of the evaluation matrix results for each of the five prospective sites. Page 212 of 1510 Watson & Associates Economists Ltd. PAGE 10-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 10-2 City of Niagara Falls Urban Employment Area Sites Reviewed Page 213 of 1510 Watson & Associates Economists Ltd. PAGE 10-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 10.4 Employment Area Site Evaluation 10.4.1 Site 1 – South End - Crawford Farm and Surrounding Area (South of Welland River) This proposed site is located within the City’s urban boundary and would be a natural expansion of the Montrose Road Industrial Area. With all parcels in the Montrose Road Industrial Area being sold by the fall of 2021, the extension of this Employment Area east of the Q.E.W would provide sufficient supply opportunities to capture the existing demand for employment lands within this general location. The total size of this site is 267 hectares (660 acres), with a developable land area of approximately 140 hectares (341 acres). The future Niagara Region wastewater treatment facility is planned within this prospective site and it is expected to have a land requirement of approximately 60 developable hectares, which reduces the total developable land area of this site to 80 hectares (198 acres). The future wastewater treatment facility will be a vital piece of infrastructure for Niagara Region and preventing the encroachment of sensitive land uses to this site will be necessary. Accordingly, developing this site as an Employment Area would sufficiently minimize potential land use compatibility concerns with the wastewater treatment facility. Furthermore, the development of this site as an Employment Area would have a minimal impact on nearby land uses, as it is surrounded by the Montrose Road Industrial Area to the west, Welland River to the north, Stanley Avenue to the east, and Reixinger Road to the south. As a natural extension of the Montrose Road Industrial Area, this site presents an opportunity to expand the cohesive vision for employment lands in the southern portion of the City’s urban boundary. With the Montrose Road Industrial Area and the Stanley Avenue Business Park largely built-out, demand for employment lands within this general area is well established. The location of this proposed site is ideal because of its direct access and exposure to the Q.E.W., largely unencumbered by residential neighbourhoods. The prospective site does contain a high degree of environmental features which will potentially affect parcel configurations. Page 214 of 1510 Watson & Associates Economists Ltd. PAGE 10-2 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 10-3 City of Niagara Falls Site 1 – South End - Crawford Farm and Surrounding Area (South of Welland River) 10.4.2 Site 2 – South End – Future South Niagara Hospital and surrounding lands Site 2 is located within the Niagara Falls urban boundary and would also be a direct expansion of the Montrose Road Industrial Area. This site has a total land area of 88 hectares (217 acres) and a developable land area of 66 hectares (163 acres), which is insufficient to accommodate forecast employment land demand to 2051. Furthermore, the future South Niagara Hospital will be located within Site 2, which would further reduce the developable land supply by approximately 20 hectares and directly lead to land-use compatibility concerns. Page 215 of 1510 Watson & Associates Economists Ltd. PAGE 10-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx While Site 2 is located within the City’s urban boundary, it fails to meet the other two primary principles. This site does not have sufficient developable land area to accommodate forecast demand and the development of this site would cause land-use compatibility concerns with the South Niagara Hospital. The evaluation of the localized criteria for this site have been identified in Figure 10-8. Figure 10-4 City of Niagara Falls Site 2 – South End – Future South Niagara Hospital and surrounding lands 10.4.3 Site 3 – South End - Stanley at Logan Site 3 is located outside of the City of Niagara Falls urban boundary, along Stanley Avenue and Logan Road. The site has a total land area of 89 hectares (220 acres) and a developable land area of 81 hectares (200 acres), which is sufficient to accommodate employment land demand to 2051. There would be agricultural impacts associated with developing this site but beyond these agricultural considerations, there are minimal land-use compatibility concerns with the surrounding uses. Page 216 of 1510 Watson & Associates Economists Ltd. PAGE 10-4 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx This site meets most of the localized criteria and two of the three primary planning principles. Critically, however, this site’s location outside of the urban boundary presents significant provincial policy barriers for potential development, since a settlement area expansion would have to identify no opportunities for employment land development within the existing urban boundary. Additional evaluation of the localized criteria for this site can be found in Figure 10-8. Figure 10-5 City of Niagara Falls Site 3 – South End - Stanley at Logan 10.4.4 Site 4 - South End - Biggar at Crowland Site 4 is located along Crowland Avenue and Biggar Road, outside of the City’s urban boundary. This site has a total land area of 65 hectares (161 acres) and has a relatively large environmental feature splitting the overall site which reduces the developable land area to 52 hectares (129 acres). Similar to Site 3, there are minimal land-use compatibility concerns developing the land as an Employment Area. The potential impacts on agricultural lands, however, would have to be assessed in developing this site as an Employment Area. Page 217 of 1510 Watson & Associates Economists Ltd. PAGE 10-5 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Site 4 fails to meet two of the three primary evaluation principles, since it is located outside of the existing urban boundary and the developable land area is insufficient to accommodate forecast land demand to 2051. Furthermore, the site fails to meet many of the localized criteria, making it an unsuitable site for a future Employment Area. The results of the localized criteria evaluation for this site can be found in Figure 10-8. Figure 10-6 City of Niagara Falls Site 4 - South End - Biggar at Crowland 10.4.5 Site 5 – North End - Club Italia Lands Unlike the previous four sites, Site 5 is located in the northwestern portion of the City. Site 5 falls outside of the urban boundary and has a total land area of 65 hectares (161 acres), with a developable land area of 57 hectares (141 acres). Accordingly, Site 5 would not have a sufficient developable land area to accommodate the employment land demand of 76 developable hectares by 2051. There are slight land use compatibility concerns with this site, because further encroachment by the residential neighbourhood to the south could lead to future land-use conflicts. Page 218 of 1510 Watson & Associates Economists Ltd. PAGE 10-6 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx With Site 5 located outside of the urban boundary and an insufficient land area to accommodate demand, it is not recommended as the future site for a new Employ ment Area within the City of Niagara Falls. Further evaluation of this site’s localized criteria can be found in Figure 10-8. Figure 10-7 City of Niagara Falls Site 5 – North End - Club Italia Lands Page 219 of 1510 Watson & Associates Economists Ltd. PAGE 10-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure 10-8 City of Niagara Falls Urban Employment Area Expansion Sites Reviewed Site 1 - Crawford Farm and Surrounding Area Site 2 - Future South Niagara Hospital and Surrounding Lands Site 3 - Stanley at Logan Site 4 - South End - Biggar at Crowland Site 5 - Club Italia Lands Municipal Servicing and Impacts Environmental Protection and Protection of Resources Agriculture & Agri- Food Network Site meets all primary principles & most of the localized criteria. Recommended. Site does not meet all primary principles. Not recommended Site does not meet all primary principles. Not recommended Site does not meet all primary principles. Not recommended Site does not meet all primary principles. Not recommended Recommendation Primary Principles Localized Criteria No Expansion from Existing Employment Area Not used as agriculture Less than 25% Designated Agriculture Minimal Constraints Yes No Is the area subject to 1,000 m area of influence that may restrict sensitive land uses? How much of the site area includes proposed lands are located within the Natural Heritage System or designated Environmental Protection /Conservation Area? What is the impact on the broader Agri-Food Network if developed as urban employment? (i.e., is the site currently used for growing crops / Is the site designated Good General Agriculture) Significant Constraints Minimal Impacts Adverse Impacts Exist Market Analysis Are there signficant constraints on the site area that would negatively impact the feasibility of the development of the site and site configuration? (e.g., topography, specific requirements for site plan approval) Is the expansion area in an area with the highest demand for Employment Area growth? Yes No Does the site area offer the opportunity to expand an Existing Employment Area (critical mass)? How well can the site area (or parcel) access major transportation corridor such as a Provincial Highway (QEW)? No Frontage to QEW but direct accessAbutting QEW Expansion of Existing Employment Area Greater than 25% Yes No Within Urban Boundary Outside Urban Boundary Growth Management/ Land-Use Planning Is the proposed site capable of meeting the employment land shortfall of 76 ha? Is the proposed Employment Area within the existing Urban Boundary? Are there any adverse impacts of developing site area as Employment Area on nearby or adjacent land uses? Topic Area Options Page 220 of 1510 Watson & Associates Economists Ltd. PAGE 10-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx 10.5 Preferred Employment Area Expansion Site Based on the Employment Area assessment, it is recommended that ‘Site 1 - Crawford Farm and Surrounding Area (South of Welland River)’ is the preferred site for a future Employment Area within the City of Niagara Falls. This is the only site which meets all the primary principles of being within the urban boundary, having a sufficient land area to accommodate forecast employment demand and minimal land use compatibility concerns are associated with developing this site as an Employment Area. The site meets nearly all localized criteria except for a high degree of environmental features. This site would also capture the future location of the proposed wastewater treatment facility. Developing the area surrounding the wastewater treatment facility as employment would prevent sensitive land uses from causing a potential conflict. Through the Secondary Planning process of this site, an environmental assessment study will be required to determine the appropriate environmental buffers and setbacks for the development of this site. The development of Site 1 as an extension of the Montrose Road Industrial Area leverages the existing functioning of the surrounding Employment Areas. There is a history of employment land demand already established in this area of the City with the Montrose Road Industrial Area and Stanley Avenue Business Park, and this preferred site would be well poised to capture future demand. It’s direct access to the Q.E.W., relatively unencumbered by residential lands make this a desirable location for industry to establish their business operations. Page 221 of 1510 Appendices Page 222 of 1510 Watson & Associates Economists Ltd. PAGE A-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Appendix A City of Niagara Falls Employment and Demographic Trends Page 223 of 1510 Watson & Associates Economists Ltd. PAGE A-2 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Appendix A: City of Niagara Falls Employment and Demographic Trends Employment Trends and Industry Cluster Trends This section examines the employment base and growth trends for the City of Niagara Falls in relation to Niagara Region and the Province of Ontario. City of Niagara Falls Employment Trends Figure A-1 shows the total number of jobs (self-employed and employees) by industry for the City of Niagara Falls from 2001 to 2020. Key observations include the following: • In 2020, Niagara Falls had an employment base of 47,103 jobs, including both self-employed and employees of local businesses. The City accounted for 22% of all jobs in Niagara Region (217,731 jobs); • Jobs in the City grew from 39,467 in 2001 to 47,103 jobs in 2020, a net increase of 7,636 or 19.3%; and • After experiencing a decline in 2004, jobs in the City grew until 2007 where it peaked at 46,529 jobs, after which jobs declined coinciding with the onset of the 2008/2009 global economic recession and post-recession impacts that resulted in a decline in jobs until 2011. Page 224 of 1510 Watson & Associates Economists Ltd. PAGE A-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure A-1 Total Jobs, Self-employed and Employed, City of Niagara Falls, 2001 to 2020 Source: EMSI Analyst, 2020. Niagara Falls has a diverse industrial base, as shown in Figure A-2. The largest sector is accommodation and food services, accounting for 27% of all jobs . This is not surprising given the importance of the tourism sector to the City. Other top sectors include retail trade, and arts, entertainment, and recreation, making up 11.6% and 9.8% of all jobs in the City, respectively. Combined, these three sectors make up 49% of all jobs in the City and form important components of the tourism sector, which is a target sector for the City. Other sectors of importance include health care and construction, which are generally population-related employment based. Manufacturing is also an important sector, accounting for 5.7% of all jobs in the City. 34,000 36,000 38,000 40,000 42,000 44,000 46,000 48,000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020Jobs by IndustryJobs by Industry Page 225 of 1510 Watson & Associates Economists Ltd. PAGE A-4 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure A-2 City of Niagara Falls Jobs by Sector, 2020 Industry (N.A.I.C.S.) Jobs % of Total Total Jobs 47,103 100.0% Accommodation and food services 12,758 27.1% Retail trade 5,470 11.6% Arts, entertainment, and recreation 4,631 9.8% Health care and social assistance 4,084 8.7% Construction 3,127 6.6% Administrative and support, waste management and remediation services 2,708 5.7% Manufacturing 2,684 5.7% Other services (except public administration) 1,919 4.1% Professional, scientific, and technical services 1,802 3.8% Public administration 1,647 3.5% Transportation and warehousing 1,628 3.5% Wholesale trade 1,461 3.1% Educational services 1,272 2.7% Finance and insurance 569 1.2% Real estate and rental and leasing 515 1.1% Information and cultural industries 289 0.6% Utilities 287 0.6% Agriculture, forestry, fishing, and hunting 164 0.3% Mining, quarrying, and oil and gas extraction 54 0.1% Management of companies and enterprises 33 0.1% Source: EMSI Analyst, 2020. Figure A-3 shows the concentration of jobs in the City of Niagara Falls relative to Niagara Region and the Province. The strength of the business and industrial sectors was measured using the location quotient (L.Q.). Key observations include the following: • Niagara Falls’ economy is largely oriented towards the tourism, cultural and support services, including arts, entertainment, and recreation, accommodation and food services, and retail trade; • Compared to the Province, Niagara Falls has a relatively low concentration of employment (L.Q. below 0.50) in several key sectors, including finance and insurance, information and cultural industries, educational services, and professional, scientific, and technical services (P.S.T.S.). These sectors are Page 226 of 1510 Watson & Associates Economists Ltd. PAGE A-5 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx important components of the knowledge economy for the G.T.H.A. The City could focus on putting adequate support systems in place to attract talent and foster local growth; • While manufacturing is a target sector for the City, the sector shows a low concentration of jobs with an L.Q. of 0.61 as a factor of the Province and 0.75 as a factor of Niagara Region. It is understood that the increased automation of skills and jobs is one of the most prominent threats facing the local manufacturing sector. While the degree of automation is unknown, technology needs will continue to impact manufacturing labour needs and employment land requirements. Page 227 of 1510 Watson & Associates Economists Ltd. PAGE A-6 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure A-3 City of Niagara Falls Jobs Location Quotient Relative to Niagara Region & Ontario, 2020 Source: EMSI Analyst, 2020. Educational Attainment and Occupation In 2020, 18% of the Niagara Falls labour force had no certificate, diploma, or degree, similar to that of the rest of Niagara Region. The City has a higher share of the labour force with a high school diploma at 33% compared to the Province at 27%. The share 0.56 0.49 0.79 0.15 1.03 0.41 0.78 0.79 0.90 0.75 0.76 0.83 0.67 1.27 0.87 0.97 0.92 0.91 2.04 2.35 0.16 0.24 0.30 0.32 0.33 0.38 0.47 0.47 0.57 0.61 0.62 0.73 0.76 0.92 0.98 0.99 1.00 1.10 3.79 4.61 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00 Mgmt. of companies & enterprises Finance & insurance Information & cultural industries Agriculture, forestry, fishing & hunting Mining, quarrying, & oil & gas extraction Educational services PSTS Real estate, rental & leasing Public admin Manufacturing Wholesale trade Transportation & warehousing Health care & social assistance Utilities Other services (except public admin) Admin & support, waste mgmt & remediation svc. Construction Retail trade Accommodation & food svc Arts, entertainment & recreation LQ as a factor of Ontario LQ as a factor of Niagara Region Page 228 of 1510 Watson & Associates Economists Ltd. PAGE A-7 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx of people with a college, CEGEP, or non-university diploma or degree is also comparable to the rest of Niagara Region and the Province . Niagara Falls, however, has a comparatively low proportion of the labour force with a university certificate, diploma, or degree at a bachelor level or above at 15% compared to the Province at 26%. Figure A-5 City of Niagara Falls Educational Attainment, 2020 Source: Manifold Data Mining, 2020. Architecture, engineering, and related techno logies, business, management, and public administration, and health and related fields are the major fields of study for Niagara Falls (Figure A-6). Niagara Falls has a comparatively lower proportion of the labour force with education related to STEM fields including mathematics, computer and information sciences, and physical and life sciences and technologies. A similar trend is seen across the rest of Niagara Region and Ontario. 20% 33% 4%4% 23% 2% 15% 18% 31% 4%4% 24% 2% 18%18% 27% 3%3% 21% 2% 26% 0% 5% 10% 15% 20% 25% 30% 35% No certificate, diploma, or degree Secondary (high) school diploma or equivalency certificate Trades certificate or diploma Certificate of Apprenticeship or Certificate of Qualification College, CEGEP, or other non- university certificate or diploma University certificate or diploma below bachelor level University certificate, diploma, or degree at bachelor level or above Niagara Falls Rest of Niagara Region Ontario Page 229 of 1510 Watson & Associates Economists Ltd. PAGE A-8 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure A-6 City of Niagara Falls Education by Major Field of Study, 2020 Source: Manifold Data Mining, 2020. Business Environment and Structure Statistics Canada’s Canadian Business Counts data provides a record of business establishments by industry and size, collected from the Canada Revenue Agency (C.R.A.), and is an effective indicator of economic performance over time. The data collected for Niagara Falls includes all local businesses that meet at least one of the three criteria below: • Have an employee workforce for which they submit payroll remittances to C .R.A.; or • Have a minimum of $30,000 in annual sales revenue; or • Are incorporated under a federal or provincial act and have filed a federal corporate income tax form within the past three years. The Canadian Business Counts Data records business counts by “Total,” “Indeterminate,” and “Subtotal” categories. The establishments in the “Indeterminate” category include the self-employed (i.e. those who do not maintain an employee payroll but may have a workforce consisting of contracted workers, family members, or business owners). It should be noted that the Canadian Business Counts Data uses the C.R.A. as a primary resource in establishment counts; therefore, businesses without a 21% 21% 19% 19% 18% 21% 17% 17% 14% 10% 11% 13% 10% 8% 6% 6% 7% 6% 5% 5% 6% 4% 4% 4% 4% 3% 5% 5% 6% 6% Niagara Falls Rest of Niagara Region Ontario Major Field of Study (%) Architecture, engineering, and related technologies Business, management, and public administration Health and related fields Social and behavioural sciences and law Personal, protective and transportation services Education Humanities Visual and performing arts and communications technologies Mathematics, computer, and information sciences All other fields of study Page 230 of 1510 Watson & Associates Economists Ltd. PAGE A-9 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx business number or indicating annual sales less than $30,000 are not included . The population of these small, unincorporated businesses is thought to be in the range of 600,000 in all of Canada. Current Business Structure A detailed review of the business counts data provides an understanding of the key characteristics that define Niagara Falls’ business community. When combined with the broader industry analysis, the business counts will assist in understanding the key industry opportunities for City and associated employment land implications. As of December 2019, a total of 7,506 business es were registered in Niagara Falls. These include businesses classified by industry (6,875 businesses) and those unclassified (631 businesses). Figure A-7 shows the total businesses classified by industry in the City of Niagara Falls and Niagara Region. Key observations include the following: • Of the 6,875 businesses classified by industry, the majority were self-employed establishments (65% or 4,476 businesses) while the remaining were businesses with employees (35% or 2,399 businesses); and • Niagara Falls accounted for 18% of all businesses by industry in Niagara Region (37,320 businesses). Page 231 of 1510 Watson & Associates Economists Ltd. PAGE A-10 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure A-7 Total Businesses by Industry, Niagara Region, and the City of Niagara Falls, 2019 Source: Canadian Business Counts, 2020 As shown in Figure A-8, of the 2,399 businesses with employees, the majority are small businesses employing between one and nine employees (24% of total businesses by industry). The City is also a centre for large business establishments with approximately 71 businesses, employing at least 100 employees. Figure A-8 Business by Size, Niagara Falls, 2019 Total Businesses by Industry (2019) Without employees Total, with employees 1-4 5-9 10-19 20-49 50-99 100-199 200-499 500 + 6,875 4,476 1,115 503 333 248 129 41 23 7 100% 65% 16% 7% 5% 4% 1.9% 0.6% 0.3% 0.1% Source: Canadian Business Counts, 2020 Business Structure by Sector Figure A-9 illustrates the business counts by industry sector and the proportion of businesses by self-employed and employee-based establishments. 24,283 4,476 13,037 2,399 - 5,000 10,000 15,000 20,000 25,000 30,000 Niagara Region Niagara FallsBusinesses by IndustryIndeterminate With employees Page 232 of 1510 Watson & Associates Economists Ltd. PAGE A-11 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx The following sectors exhibited the highest proportion of business establishments by industry in 2019. These include sole-proprietorships and businesses with employees : • Real estate and rental and leasing – 1,641 businesses (24% of total); • Construction – 740 businesses (11% of total); and • Retail trade – 628 businesses (9% of total). The sectors with the highest number of sole proprietors in 2019 were: • Real estate and rental and leasing – 1,531 businesses (34% of total without employees); • Construction – 484 businesses (11% of total without employees); and • Professional, scientific, and technical services – 362 businesses (8% of total without employees). Analyzing businesses with employees, it was determined that top industry sectors in 2019 were: • Retail trade – 399 businesses (17% of total with employees); • Accommodation and food services – 394 businesses (16% of total with employees); and • Construction – 256 businesses (11% of total with employees). Page 233 of 1510 Watson & Associates Economists Ltd. PAGE A-12 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure A-9 Businesses by Industry Sector (N.A.I.C.S.), Niagara Falls, 2019 Businesses by Industry Sector (N.A.I.C.S.) Total Without employees Total, with employees Counts % of Total Counts % of Total Counts % of Total Total 6,875 100% 4,476 100% 2,399 100% Agriculture, forestry, fishing, and hunting 36 0.5% 28 0.6% 8 0.3% Mining, quarrying, and oil and gas extraction 6 0.1% 3 0.1% 3 0.1% Utilities 8 0.1% 6 0.1% 2 0.1% Construction 740 10.8% 484 10.8% 256 10.7% Manufacturing 170 2.5% 79 1.8% 91 3.8% Wholesale trade 159 2.3% 78 1.7% 81 3.4% Retail trade 628 9.1% 229 5.1% 399 16.6% Transportation and warehousing 408 5.9% 299 6.7% 109 4.5% Information and cultural industries 73 1.1% 48 1.1% 25 1.0% Finance and insurance 356 5.2% 267 6.0% 89 3.7% Real estate and rental and leasing 1,641 23.9% 1,531 34.2% 110 4.6% Professional, scientific, and technical services 540 7.9% 362 8.1% 178 7.4% Management of companies and enterprises 49 0.7% 41 0.9% 8 0.3% Admin & support, waste mgmt. & remediation 271 3.9% 170 3.8% 101 4.2% Educational services 56 0.8% 43 1.0% 13 0.5% Health care and social assistance 455 6.6% 211 4.7% 244 10.2% Arts, entertainment, and recreation 156 2.3% 85 1.9% 71 3.0% Accommodation and food services 579 8.4% 185 4.1% 394 16.4% Other services (except public administration) 542 7.9% 327 7.3% 215 9.0% Public administration 2 0.0% - 0.0% 2 0.1% Source: Canadian Business Counts, 2020 The business L.Q. profile details the concentration of businesses across all sectors for the City of Niagara Falls. The analysis benchmarks the City’s business sectors to the Region and the Province of Ontario. The key findings are listed below: • Accommodation and food services with an L.Q. of 2.74 indicates that the City of Niagara Falls has a proportionately “high” concentration of businesses in that industry compared to the Province. Similarly, when compared to Niagara Region, it shows an L.Q. of 1.79, indicating a high concentration. This is consistent with the findings indicated in the jobs L .Q. analysis above. Page 234 of 1510 Watson & Associates Economists Ltd. PAGE A-13 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Other sectors of comparative strength, when compared to the Province, include retail trade (L.Q. of 1.39), arts, entertainment, and recreation (L .Q. of 1.30) and other services (except public administration) (L .Q. of 1.18). It is noted that these sectors, along with accommodation and food services, form core components of the tourism sector which is a driving force in the local economy and had been a core economic development focus across recent years. • Sectors that are “on par” with the Province include construction (L.Q. of 1.09) and real estate and rental leasing . • Conversely, notable sectors of comparative weakness when compared to Niagara Region and the Province include educational services (L.Q. of 0.67) and professional, scientific, and technical services (L.Q. of 0.57). These are areas that the City of Niagara Falls has indicated in their 2018 Economic Development Strategy as priorities for growth. • Note, the high L.Q. reading of 1.42 when compared to Niagara Region for the mining and oil gas extraction sector is due to extremely low business counts and should not be misinterpreted for a sector of strength. Page 235 of 1510 Watson & Associates Economists Ltd. PAGE A-14 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure A-10 City of Niagara Falls Business Location Quotient Relative to Niagara Region & Ontario, 2020 Source: Canadian Business Counts, 2020 0.17 0.29 0.42 0.52 0.62 0.63 0.65 0.70 0.71 0.75 0.84 0.92 0.95 0.96 0.96 1.00 1.00 1.44 2.07 2.41 0.09 0.64 0.53 0.93 0.86 0.92 1.08 0.54 0.86 1.48 0.77 0.88 0.81 0.98 1.01 0.96 0.91 1.15 1.54 1.82 0.00 0.50 1.00 1.50 2.00 2.50 3.00 Agriculture, forestry, fishing and hunting Public administration Educational services Professional, scientific and technical services Information and cultural industries Management of companies and enterprises Transportation and warehousing Utilities Wholesale trade Mining, quarrying, and oil and gas extraction Manufacturing Administrative and support, waste management and… Construction Real estate and rental and leasing Finance and insurance Health care and social assistance Other services (except public administration) Retail trade Arts, entertainment and recreation Accommodation and food services LQ as a factor of Niagara Region LQ as a factor of Ontario Page 236 of 1510 Watson & Associates Economists Ltd. PAGE B-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Appendix B Historical Non-Residential Development Activity in the City of Niagara Falls Page 237 of 1510 Watson & Associates Economists Ltd. PAGE B-2 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Appendix B: Historical Non-Residential Development Activity in the City of Niagara Falls Historical Non-Residential Building Permit Activity by Industrial-Commercial- Institutional (I.C.I.), 2010 to 2019 Figure B-1 summarizes non-residential building construction by industrial, commercial , and institutional sector (I.C.I.) for the City of Niagara Falls during the 2010 to 2019 period expressed in G.F.A. (gross floor area) (sq.m). • The City of Niagara Falls has averaged 29,100 sq.m (312,800 sq.ft.) of non - residential building activity annually over the 2010 to 2019 period. Construction of commercial buildings accounted for 71% of recent non -residential activity, while construction activity related to industrial development accounted for 11%; • Roughly half of all industrial building permit activity occurred outside the City’s Employment Areas. A large share of this building permit activity outside Employment Areas was located at Solvay in 2012; • Over half (59% of G.F.A.) the non-residential building activity has been accounted through the construction of new buildings; and • Only 8% of G.F.A. associated with addition/expansions to existing buildings has occurred within the industrial sector. The commercial sector accounted for a majority of the G.F.A. expansions within the City. Page 238 of 1510 Watson & Associates Economists Ltd. PAGE B-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure B-1 Annual G.F.A. Development Activity (sq.m.) by I.C.I. Sectors, 2010 to 2019 Figure B-2 summarizes non-residential building construction in Employment Areas throughout Niagara Falls during the 2010 to 2019 period, expressed in G.F.A. (sq.m). As shown, the City’s Employment Areas have averaged 3,300 sq.m (35,500 sq.ft.) annually in non-residential building activity over the 2010 to 2019 period, which accounts for only 11% of City-wide non-residential development activity. Roughly half the non-residential development activity within the industrial sector occurred within the City’s Employment Areas. Construction activity in Employment Areas has been dominated by new construction, accounting for 59% of building construction activity. Major expansions and new construction activity in the City’s Employment Areas over the 2010 to 2019 period have largely occurred within the Montrose Road Industrial Area and the Niagara Falls Q.E.W./420 Employment Area. Together, these lands accounted for 70% of all G.F.A. development on Employment Areas. The Stanley Avenue Business Park accounted for 14% of G.F.A. growth, with the remaining Employment Areas facilitating minimal development. Industrial development patterns similarly occurred primarily in the Stanley Avenue Business Park, the Niagara Falls Q.E.W./420 Employment Area, and the Montrose Road Industrial Area. 74,800 13,800 13,900 51,000 27,800 18,100 26,000 22,500 13,800 28,800 Historical Average, 29,100 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Total G.F.A. (sq.m.)Year Industrial Commercial Institutional Historical Average Source:Derived from City of Niagara Falls building permits, 2010 to 2019, by Watson & Associates Economists Ltd., 2020. Page 239 of 1510 Watson & Associates Economists Ltd. PAGE B-4 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Figure B-2 City of Niagara Falls Annual G.F.A. Development Activity (sq.m.) in Employment Areas, 2010 to 2019 4,400 1,300 200 9,700 2,500 5,500 1,400 2,300 1,100 4,700 Historical Average, 3,300 0 2,000 4,000 6,000 8,000 10,000 12,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019G.F.A. of New Construction and Expansion in Employment Areas (sq.m.)Year New Construction Expansions/Additions Historical Average Source:Derived from City of Niagara Falls building permits, 2010 to 2019, by Watson & Associates Economists Ltd., 2020. Page 240 of 1510 Watson & Associates Economists Ltd. PAGE C-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Appendix C Industry Sector Requirements Page 241 of 1510 Watson & Associates Economists Ltd. PAGE D-1 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx Appendix C: Industry Sector Requirements At both the regional and local levels, location requirements of industry can vary considerably depending on the nature of the employment sector/use. Employment sectors typically situated in industrial areas have varying site-specific requirements. To be successful in attracting a broad range of employment sectors, it is recommended that the City’s Employment Areas provide the following corresponding attributes, as summarized in Figure C-1. Figure C-1 Employment Sector/Land Use Requirements Employment Sector/Land Use Requirements Advanced Manufacturing • Access to 400-series/controlled access highways. • Access to skilled and unskilled labour. • Proximity to markets and related industries. • Proximity to U.S. • Competitive land prices. • Parcel size: 1-4+ ha. • Buffers from surrounding non-industrial uses. • General or prestige setting. • Expansion potential. Distribution and Logistics • Access to 400-series/controlled access highways. • Excellent access/traffic circulation for heavy truck traffic. • Truck access, loading/unloading requirements. • Proximity to markets, U.S. border. • Competitive land prices. • Parcel size: 5-20 ha. • Flexibility in parcel configuration to accommodate large- scale users. • Possible need for open storage. • Compatible surrounding land uses/buffers from surrounding non-industrial uses. Page 242 of 1510 Watson & Associates Economists Ltd. PAGE C-2 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Expansion potential. • Ceiling height (typically 30 to 50+ ft.). • Access to on-site amenities and proximity to off-site services. Research and Development/ “Knowledge-based” Sectors • Access to skilled labour force. • Proximity to related industry cluster (companies and public institutions such as universities). • Prestige “campus-like” setting. • Parcel size: 1-2 ha for standalone building or facility space within multi-tenant incubator/accelerator type building. • Flexible leasing options. • Proximity to transit. • Access to on-site amenities and proximity to off-site services. Corporate/ Government Office • Prestige setting. • Access to skilled labour force. • Access and exposure to 400-series/limited access highway or major arterials. • Access to on-site amenities and proximity to off-site services. • Parcel size: 1-2 ha. • Proximity to transit. Professional, Scientific, and Technical Services/Business Services • Access to on-site amenities and proximity to off-site services. • Prestige setting. • Access to skilled labour force. • Flexible leasing structures and market choice (multi- tenant vs. freestanding office, Class A vs. Type B Office Space, and multi-tenant industrial condominiums). • Proximity to transit. Construction • Access to skilled and semi-skilled labour force. • Competitive land prices. • Proximity to customer base. Page 243 of 1510 Watson & Associates Economists Ltd. PAGE C-3 H:\NiagFall\2020 Industrial Lands Strategy\5. Deliverables\Draft Report\Phase 3\Niagara Falls Industrial Lands Strategy Final Phase 3 Report.docx • Range of size of development sites. • Need for open storage. Page 244 of 1510 HYDROPOWERCANALW E L L A N D R IV E R NIAGARARIVER N I A G A R A R I V E R City of Niagara Falls 11/22/2021 Schedule 1 to Interim Control By-law / 0 1,000 m Scale 1:36,000 South Niagara Falls/ Grassy Brook Secondary Plan Study Area K:\GIS_Requests\2021\Custom\Planning\South Niagara Falls Grassy Brook Secondary Plan Study Area\South Niagara Falls Grassy Brook Secondary Plan Study Area.aprx South Niagara Falls/ Grassy Brook Secondary Plan Study Area Road Labels This data is provided " as is" and the City of Niagara Falls (the City) makes no representations or warranties, express or implied, as to the accuracy or completeness of the data. The maps and drawings contained herein are intended for general layout purposes only and shall not be considered as official plans or drawings. For further information, please contact the City. The City shall not be held liable for special, incidental, consequential or indirect damages arising from the use of this data. Users assume all risks in using this data. No part of these maps, or information, or hardcopies made from them may be reproduced and/or distributed without this disclaimer.Page 245 of 1510 190A Ontario Street, St. Catharines, Ontario L2R 5K9 Studio: 905-684-8585 betterneighbourhoods.ca 2021 09 13 Alex Herlovitch Director of Planning and Development City of Niagara Falls 4310 Queen St. P.O. Box 1023 Niagara Falls, ON L2E 6X5 Dear Mr. Herlovitch, As agents for Global Country of World Peace, owners of 7147 Reixinger Road and 5789 Lyons Creek Road, we respectfully submit the following planning rationale opposing the conversion the lands in the City’s urban area defined by the QEW to the west, Welland River to the north, Stanley Avenue to the east and Reixinger and Lyons Creek Roads to the south from the Resort Commercial designation to Employment lands. History We have been involved in land use planning and development of these lands on behalf of our client, for over a decade. In this capacity, we have met with politicians and City staff several times regarding the future development of what is arguably the last Greenfield area of this size (~500 ac) remaining within the City’s urban area. Our work has included: holding several stakeholder charrettes to establish land uses that would quantify appropriate servicing capacities for the entire planning area; examination of delivery and timing of services; preparation of land use plans to fit with development policies; coordinating various background studies (environmental and archaeological, etc.) This extensive undertaking was necessary to develop conceptual plans for these future neighbourhoods. In this regard, City staff provided direction based upon the current land use regime (policies) that assisted our effort to develop land use plans consistent with the anticipated direction of development for this area. Furthermore, we understood through those discussions with staff that the properties south of the Welland River would need to be considered together through the Secondary Plan Approval process. Accordingly, the owners have been slowly working to collaborate with neighbouring property owners to facilitate that process. Early this year, 7047 Reixinger Road, together with the neighbouring property at 6811 Reixinger Road was identified as the preferred location for the Region’s new Waste Water Treatment Plant. While the process is ongoing, the identification of the preferred site presented a solution that will address the greatest impediment to development of this planning area: access to municipal services. Page 246 of 1510 190A Ontario Street, St. Catharines, Ontario L2R 5K9 Studio: 905-684-8585 betterneighbourhoods.ca To date, Global Country of World Peace has invested over $2.2 M in land value for both two properties and development consulting work over the past decade. This effort has proceeded in accordance with the current planning regulatory framework. The City’s recommendation to redesignate the properties in this area to Employments Lands is counter to that investment Characteristics and Constraints Roughly two thirds of the approximate 500 acre site is encumbered by natural features (wetlands, woodlots and their associated setbacks). Additional environmental studies need to be completed (at great expense) to understand the constraints these features impose on future land development. Notwithstanding, it is our opinion that the ecological function of the naturalized areas needs to remain compatible with adjacent land uses. The northern limits of this Secondary Plan Area are bounded by the Welland River which offers riparian access for recreational pursuits. This valuable resource is best enjoyed by the public at large and discussions with the City concurred by providing direction that a recreational trail be developed along the southern shore of the River. Indeed, this is prime real estate best used as a recreational amenity. Separately, the Phase 1 & 2 Archaeological Studies conducted on 7047 Reixinger Road property have discovered the presence of significant archaeological resources. The concentration of findings are located along the Welland River embankment and adjacent watercourse. Both a Phase 3 and Phase 4 study will be required to clear the lands of heritage concern for any future development. Budget costs for only Phase 3 of the archeological work have been estimate at more than $1 M and are expected take over a year. We understand that the archaeological resources in this area are not limited to this property and the extent currently remains unknown. Land Use Analysis It is our opinion that the lands in this area remain designated as Resort Commercial, subject to a subsequent Secondary Plan process that will recommend appropriate and compatible land use mix based on site context and constraints. The planning concepts developed to date have had consideration for the current Resort Commercial designation. Indeed, educational and entertainment type uses, together with other residential and commercial uses are part of the destination uses that have been integrated into the site plan for 7047 Reixinger. The owners plan to include some Page 247 of 1510 190A Ontario Street, St. Catharines, Ontario L2R 5K9 Studio: 905-684-8585 betterneighbourhoods.ca employment opportunities in the mixed-use development to provide for a more complete community. Notwithstanding, having been directed by staff towards a Secondary Plan, the final determination of land uses, and those of the neighbouring properties, need to be considered as part of the larger planning area. This factor has had a limiting effect on furthering the site planning exercise until the Secondary Plan process can begin. Additionally, in the absence of a Secondary Plan and cost sharing agreement, the provision of services (and further determination of accompanying land uses) has been a significant issue and has stymied further progress. The Region’s recent identification of the preferred location for the proposed Waste Water Treatment plant has rejuvenated interest in moving this project forward. Discussions with the Region’s waste water treatment plan consultant (BluePlan) have concluded that modern Waste Water Treatment Plants no longer require extreme setbacks given the progress in odour abatement technologies. While the determinants of this key piece of servicing infrastructure have yet to be confirmed, and detailed plans and timing remain uncertain, the owner has been encouraged that the mixed use development for the area remains appropriate. Indeed, the location of the proposed plant from a land use perspective is well served to accommodate a community of several thousand in addition to the South Niagara Hospital and associated uses planned west of the QEW. Existing land uses adjacent to the proposed Employment Land area include residential and small commercial uses (many with owner operated residential). Accordingly, a mix of land uses would be more compatible with the existing neighbours than those qualified as ‘Employment’. As we look forward on the planning horizon, we recognize there are several trends that should also be considered. One trending change is the relationship of work to home. Indeed, where home based work is not possible, we know that proximity to workplaces, via preferably active transportation modes, creates more sustainable communities. Accordingly, integrating land uses where people can live, work and play are desirable and represent good planning. Economics Land use economics play an important role in determining value and sustainability for municipalities. Nee, they are also critical to making development happen. It is therefore important to ensure land allocated for development maximizes value for long term growth in a sustainable manner. Page 248 of 1510 190A Ontario Street, St. Catharines, Ontario L2R 5K9 Studio: 905-684-8585 betterneighbourhoods.ca In this case, we believe the south Niagara Falls planning area, with significant environmental features adjacent to the Welland River is not appropriate for Employment (light industrial) uses but rather mixed use complete neighbourhoods. Employment lands encumbered with environmental and archaeological resources will never be realized for their intended purpose if the costs to satisfy regulations governing those features are exorbitant. In other words, if land value cannot support the expense of approval, no development can occur. In this case, we believe only land valued as a mix of commercial and residential uses can support the development costs to clear archaeological and environmental regulations. In the same manner, the proposed wastewater treatment plant is well-placed to serve a higher density residential & commercial development but would not be leveraged to the same degree next to employment lands. Conclusion In summary, the change to Employment Land for this area is not in the best interest of the City nor does it represent the highest and best use of the property. The ecological and archaeological features of the site pose unique circumstances that are best supported through the development of primarily residential and commercial uses. Submitted by: Daniel Romanko, MCIP, RPP, CNU-A Better Neighbourhoods Inc. cc. Global Country of World Peace Callum Shedden, Daniel & Partners Page 249 of 1510 Phase 3 Report Council Presentation December 7, 2021 City of Niagara Falls Employment Land Strategy 1Page 250 of 1510 Study Purpose •Watson & Associates Economists Ltd. (Watson), in partnership with Dillon Consulting Ltd. (Dillon), and MDB Insight Inc. (MDB) were retained in the winter of 2020 by the City of Niagara Falls to conduct an Employment Lands Strategy (E.L.S.) for the City. •This E.L.S. will contribute to a long-term vision and planning policy framework which will enhance the City’s competitive position for industrial and office employment, including other employment-supportive uses in its Employment Areas. This study will provide the following outcomes: •Long-Term Land Needs Analysis; •Public and Stakeholder Engagement; and •Policy and Strategic Recommendations. 2Page 251 of 1510 Planning Context 3Page 252 of 1510 City of Niagara Falls Greenfield Areas 4Page 253 of 1510 Benefits of Employment Lands Promotes job creation Provides places for residents to work Provides higher wage employment Provides more balanced assessment Diversifies the economy and makes it stronger better able to weather ‘economic shocks’Complies with Regional & Provincial Guidelines Page 254 of 1510 Located within the existing City’s urban boundary Frontage and access to Q.E.W Sufficient Size Minimal residential encroachment and minimal land- use compatibility conflicts. Proximity to existing employment areas Montrose road Industrial Area and Stanley Avenue Business Park. Availability of municipal servicing in the near future. Supports Local and Regional planning objectives. Key Characteristics for a New Employment Area Page 255 of 1510 Land Need Employment Growth 2020-2051 A 3,105 Employment Area Demand at 2051 B 124 Employment Density (Jobs per gross ha)C = A / B 25 Vacant Employment Area (gross ha)D 60 Land Vacancy Adjustment (20%)E = D * 20%12 Vacant Developable Employment Area (gross ha)F = D - E 48 Employment Area Surplus/Shortfall at 2051 G = F - B (76) Source: Watson & Associates Economists Ltd., 2021. City of Niagara Falls Employment Areas City of Niagara Falls Employment Area Land Needs, 2051 7Page 256 of 1510 Site Evaluation 8Page 257 of 1510 Location Option #1 for a New Employment Area North End -Club Italia Lands Primary Principles ✖The proposed site is outside of Settlement Area Boundary; ✖The site does not fulfil shortfall for employment land to 2051; and ✔The site would have minimal adverse impacts on the surrounding area. Localized Criteria ▶Site has good connectivity to the QEW and less than 10% if the site area has environmental constraints, however, it is not in proximity to the City’s other Employment Areas.Page 258 of 1510 Location Option #2 for a New Employment Area South of the Urban Boundary -Stanley at Logan Primary Principles ✖The proposed site is outside of Settlement Area Boundary; ✔The site can accommodate the employment land shortfall to 2051; and ✔The site can would have minimal adverse impacts on the surrounding area. Localized Criteria ▶Site is located away from other Employment Areas and less than 10% of the site area is environmental constraints. The site is accessible from the QEW via Lyons Creek Road and Stanley Avenue.Page 259 of 1510 Location Option #3 for a New Employment Area South of the Urban Boundary -Biggar at Crowland Primary Principles ✖The proposed site is outside of Settlement Area Boundary; ✖The site does not fulfil shortfall for employment land to 2051; and ✔The site would have minimal adverse impacts on the surrounding area. Localized Criteria ▶The site is accessible from the QEW via Biggar Road. The proposed site is located away from other Employment Areas and a majority of the site is split by environmental constraints.Page 260 of 1510 Location Option #4 for a New Employment Area GPS Group Inc. Suggested Site -Future South Niagara Hospital Lands Primary Principles ✔The Site is located within the Urban Boundary; ✖The proposed site does not have enough land to accommodate the employment land shortfall to 2051; and ✖The development of this site as an Employment Area would negatively impact the functioning of the future South Niagara Hospital. Localized Criteria ▶The site meets all localized criterion. It is well connected and in proximity to other Employment Areas.Page 261 of 1510 Location Option #5 for a New Employment Area Preferred Location South of the Welland River Primary Principles ✔The proposed site is located within the urban boundary; ✔The site can accommodate the employment land shortfall to 2051; and ✔Developing this site has minimal adverse impacts on the surrounding area. Localized Criteria ▶Site fulfills nearly all localized criteria, however, it does have a high degree of environmental features that would need to be considered during development.Page 262 of 1510 Conclusions 14Page 263 of 1510 Conclusions •The City of Niagara Falls is expected to experience an Employment Area land shortfall before 2051. •This shortfall, accompanied with the difficulty of marketing the North Niagara Falls Secure Storage Employment Area, will require a new Employment Area to be identified and developed. •The ‘Grassy Brook’ location is the preferred site for the development of a new Employment Area. 15Page 264 of 1510 N i a g a r a F a l l s D o w n t o w n B I A Page 265 of 1510 The NFDBIA, Who We Are & What We Do A local Board of Council operated by a Board of Management Provides certain business promotions and improvement functions to a geographical area within Niagara Falls Uses 6 mandates to serve and revitalize the business district Page 266 of 1510 Page 267 of 1510 Our 6 Mandates Ma rke t i ng & P ro motion Communicatio n B eau t i fication Bu sine s s R ecr uitme nt Revital i zation & Mainte nance Spe c i a l Events Page 268 of 1510 BIA Boards, Committees, Staff board of directors CEO/Executive Director BIA Staff Governance Finance & Audit Beautification and Economic Development Events Marketing & Communications Page 269 of 1510 Return on Investment of BIAs S t r e e t A p p e a l E c o n o m i c D e v e l o p m e n t S u p p o r t i n g S m a l l B u s i n e s s e s C o m m u n i t y B u i l d i n g L e v e r a g e m o n e y f o r b e a u t i f i c a t i o n t o c r e a t e a s e n s e o f p l a c e a n d a t t r a c t v i s i t o r s & v a l u e . B I A s c o n t r i b u t e t o t h e e c o n o m i c w e l l -b e i n g a n d g r o w t h o f t h e i r a r e a s , c o m m u n i t i e s a n d m u n i c i p a l i t i e s . B I A s s u p p o r t t h e s u c c e s s a n d r e s i l i e n c y o f m e m b e r b u s i n e s s e s . B I A s s u p p o r t t h e b r o a d e r c o m m u n i t y b y s u p p o r t i n g s t r o n g r e l a t i o n s h i p s w i t h i n t h e i r m u n i c i p a l i t i e s .Page 270 of 1510 "P a r t n e r s h i p b e t w e e n m u n i c i p a l i t i e s a n d t h e i r l o c a l B I A s i s o n e o f t h e m o s t f u n d a m e n t a l f o u n d a t i o n s o f s u c c e s s f o r a B I A ." - O n t a r i o B u s i n e s s I m p r o v e m e n t A r e a A s s o c i a t i o n Page 271 of 1510 Aligning Goals: Municipalities & Business Sectors MUNICIPALITIES FOSTER BUSINESSES FOSTER Page 272 of 1510 Community Report Card Project We developed a survey to ensure that we are helping to develop a thriving Downtown that reflects the best of both economic development and quality of life. 1. Determine how Downtown Niagara Falls is doing 2. Gather ideas for how we can help position the Downtown Niagara Falls area for the future 3. Use this information to align members expectations with our efforts Page 273 of 1510 To s ee how w e are doin g when it comes to s ervi n g the businesses in our ca tchment. To determine specific priorities for how living, p laying , a n d working in Do wntown could be imp roved. R E S I D E N T S B U S I N E S S O W N E R S Page 274 of 1510 Beautification D O W N T O W N B A N N E R S , P L A N T E R S , A N D B O L L A R D S W E R E H I G H E S T R A T E D . C H R I S T M A S D E C O R W A S N O T A S S E S S E D F O R 2 0 2 1 , A S S U R V E Y W A S I N S U M M E R O F 2 0 2 1 . C - B o t h 2 0 1 9 a n d 2 0 2 0 /2 0 2 1 s u r v e y s a l s o s u g g e s t e d t h a t t h e B I A s h o u l d f o c u s o n s e a s o n a l d é c o r , w i n t e r a n d l i g h t s . B + 2019 2021 Page 275 of 1510 Successes in 2021 What members have asked us to do C O N T I N U E P R O G R A M S F R O M 2 0 2 1 C R E A T E N E W W A L L M U R A L S W I T H N E W A R T I S T S N E W G A T E W A Y S I G N A G E T O M A T C H N E W B R A N D I N G P R O J E C T I O N M A P P I N G I N D O W N T O W N $1 M I L L I O N D O L L A R P R O G R A M F R O M F E D D E V A N D P R O V I N C E O F O N T A R I O - A W A I T I N G R E S U L T S G A T E S O N S T R E E T T O A L L O W F O R E A S I E R R O A D C L O S U R E S A N D E V E N T S I N D I F F E R E N T S E C T I O N S O F S T R E E T 1 . 2 . 3 . 4 . 5 . I N C R E A S E D W I N T E R L I G H T S A N D D E C O R A T I O N S I N D O W N T O W N D E C O R A T E D T R E E S I N D O W N T O W N 5 6 V E T E R A N B A N N E R S H U N G U P F R O M M I D -O C T O B E R T O N O V E M B E R 1 1 T H 2 0 2 1 F O R R E M E M B R A N C E D A Y 6 0 W I N T E R B A N N E R S T O B E H U N G U P A F T E R R E M E M B R A N C E D A Y C R E A T E N E W W A L L M U R A L S W I T H N E W A R T I S T S D O W N T O W N G A T E S W I T H I N E V E N T A R E A - P I L O T F O R 2 0 2 1 I N C R E A S E D B E A U T I F I C A T I O N W H I C H I N C L U D E D 2 0 E X T R A P L A N T E R S , B O L L A R D S , S T R I N G L I G H T S , A N D P A I N T E D P I C N I C T A B L E S * A L L P I C N I C T A B L E S W E R E D O N A T E D B Y L O W E ’S W I T H L A B O U R F R O M S E A C A D E T S I N C R E A S E D C A N A D A F L A G S F R O M 1 8 I N 2 0 2 0 T O 3 9 I N 2 0 2 1 1 . 2 . 3 . 4 . 5 . 6 . 7 . 8 .Page 276 of 1510 Revitalization & Maintenance #1 P R I O R I T Y I T E M I N 2 0 2 1 = S E C U R I T Y C A M E R A S P R O J E C T I S N E A R I N G C O M P L E T I O N S e c u r i t y i n d o w n t o w n a n d b i k e s o n s i d e w a l k s w a s g r a d e d p o o r l y o n b o t h s u r v e y s . D -B - 2019 2021 Page 277 of 1510 Marketing & Promotion R E C E I V E D A $4 2 ,0 0 0 D M S G R A N T T O A S S I S T M E M B E R S W I T H M A R K E T I N G A N D $3 5 ,0 0 0 T O M A R K E T C H R I S T M A S M A R K E T O N T T C , T H E N A T I O N A L P O S T , B I L L B O A R D S , R A D I O A C R O S S S O U T H E R N O N T A R I O , T E L E V I S I O N A D S , S O C I A L M E D I A B U Y S A N D P R I N T I N G . M e m b e r s r a t e d b r a n d i n g , w e b s i t e , a n d v i d e o s h i g h l y , a n d n o t e d s o c i a l m e d i a p r e s e n c e a s #1 i m p r o v e m e n t C A - 2019 2021 Page 278 of 1510 C O M M U N I C A T I O N A N D S O C I A L M E D I A S T R A T E G Y P L A N - S T A R T E D I N 2 0 2 1 I N C R E A S E D M A R K E T I N G F R O M T O U R I S M S E C T O R D O W N T O W N O N L I N E G I F T C A R D P R O G R A M L A U N C H F O R H O L I D A Y S E A S O N 2 0 2 2 M O R E D O W N T O W N C O M M E R C I A L S F O R B U S I N E S S E S I N C R E A S E D P R O M O T I O N V I A H O T E L S A N D B U S /T R A I N S T A T I O N 1 . 2 . 3 . 4 . 5 . What members have asked us to do in 2022 Successes in 2021 R E B R A N D I N G A N D W E B S I T E P U B L I C A T I O N O F P R E S S R E L E A S E S - S E O I N C R E A S E G R E W I N S T A G R A M A N A U D I E N C E B Y 1 0 0 0 % N E A R I N G 5 ,0 0 0 O N I N S T A G R A M A N D 8 ,0 0 0 O N F A C E B O O K P R O F E S S I O N A L P H O T O G R A P H Y A N D V I D E O S F O R D O W N T O W N B U S I N E S S E S P A S S P O R T P R O G R A M A D V E R T I S E M E N T S - 1 3 0 ,0 0 0 E A R N E D M E D I A O N O N E P O S T A L O N E - M O N T H L Y R E A C H I S 8 0 ,0 0 0 T O 1 0 0 ,0 0 0 P E O P L E O V E R 7 0 E M A I L S T O M E M B E R S A N D M O N T H L Y N E W S L E T T E R S W I T H A N I N C R E A S E I N S U B S C R I B E R S V I A T O U R I S M , I N C L U D I N G T E X T I N G S E R V I C E 1 . 2 . 3 . 4 . 5 . 6 . 7 .Page 279 of 1510 Instagram Facebook Page 280 of 1510 Communication C R E A T E D M O N T H L Y N E W S L E T T E R S A N D F A C E B O O K E V E N T S T O I N C R E A S E A W A R N E S S O F B O A R D M E E T I N G S . M A I L -O U T O F A G M A N D M E E T I N G S C H E D U L E H A N D D E L I V E R Y O F A G M A N D I N F O R M A T I O N T E X T M E S S A G I N G S E R V I C E 1 . 2 . 3 . 4 . "I a c t u a l l y k n e w t h a t m e e t i n g s w e r e h a p p e n i n g t h i s y e a r , w h i c h i s a n i m p r o v e m e n t f r o m p r e v i o u s y e a r s . S e e m s l i k e m a n y m o r e c o m m i t t e e s a r e a c t i v e n o w , t o o ." S U C C E S S E S I N 2 0 2 1 : B -B + 2019 2021 Page 281 of 1510 Special Events R e s i d e n t s s u g g e s t e d m o r e s p e c i a l i t y e v e n t s , a n d b u s i n e s s e s r e q u e s t e d m o r e f r e q u e n t e v e n t s o r a c t i v a t i o n s T h e m o s t f r e q u e n t s u g g e s t i o n = C h r i s t m a s M a r k e t C +B 2019 2021 Page 282 of 1510 Successes in 2021 C U R R E N T E V E N T S S C H E D U L E D : N I A G A R A F A L L S C H R I S T M A S M A R K E T 2 0 2 1 E V E N T S I N C L U D E D : H A L L O W E E N E V E N T S V I A C A T A N D M O N K E Y D R A G S H O W S F O O D I E F R I D A Y S S U M M E R W E E K L Y M O V I E N I G H T S W E E K L Y S U M M E R C O N C E R T S C R U I S I N O N T H E Q C R A Z Y M A C C A W S B I K E N I G H T S A N T A C L A U S P A R A D E G I A N T G A M E S , C H E S S A N D P I A N O S D O W N T O W N A S S I S T E D W I T H 2 0 2 1 C A N A D A D A Y 1 . 2 . A . B . C . D . E . F . G . 3 . 4 . 5 . Plans for 2022 E V E R Y T H I N G A B O V E + 2 0 2 2 C A N A D A D A Y Page 283 of 1510 Business Recruitment S U C C E S S E S O F 2 0 2 1 R e t a i l s t o r e s w a s #1 s u g g e s t i o n o n b o t h s u r v e y s W I N T H I S S P A C E C O M P E T I T I O N - O V E R 3 0 A P P L I C A T I O N S , 2 O P E N I N G S , + 1 O P E N E D I N N I A G A R A F A L L S D O W N T O W N I N V E S T M E N T P A C K A G E L A U N C H I N G F E B 2 0 2 2 S O C I A L M E D I A , B U S I N E S S F U N D A M E N T A L S , A N D O T H E R W E B I N A R S A N D S E M I N A R S D O W N T O W N B R O C H U R E S R E A L E S T A T E S E C T I O N O N W E B S I T E F O R P R O P E R T Y O W N E R S ! J O B B O A R D F O R E M P L O Y E R S L O O K I N G F O R E M P L O Y E E S 1 . 2 . 3 . 4 . 5 . 6 . C +B + 2019 2021 Page 284 of 1510 Welcome to the BIA: APSIS COMMUNICATIONS BAKE. FROST. REPEAT BARE PAINLESS LASER BREAKOUT ESCAPES COWBOY D’S CRAZY MACAWS COFFEE BAR CUPE DIVINITY SOCIAL* DJ’S ON QUEEN DOMINION LENDING FLAVORS & SPICES GARFIELD GADGETS INTUITIVE LA NOIRE BEAUTY MUST STASH FABRICS MOXIE TOTAL HEALTH PERSONAL TRAINER (MOVED) NEOLITIC PARANTHE WALI GALI PLUSH IMPERIAL RONNIE DON’S ICE CREAM ROYAL RECORDINGS 7EVEN STARS SHARLEEZ BRIDAL SHOP EASY RENT TO OWN THE CAPTAIN QUARTERS THE DOMINION THE PAINTED TURTLE POTTERY STUDIO TRUE NORTH CANNABIS TURTLE ISLAND WONDER BUDS VALUE BUDS ROBERTS - THE QUEEN +4 more opening now with grand openings in Jan 2022 Page 285 of 1510 Grants Page 286 of 1510 2022 Budget Page 287 of 1510 2022-2026 Strategic Plan Page 288 of 1510 T h a n k y o u & Q u e s t i o n s ?Page 289 of 1510 4605 QUEEN STREET NIAGARA, ON L2E 2L7 P. 905-356-5444 / DOWNTOWNIAGARAFALLS.COM November 29th, 2021 Mayor and City Council City of Niagara Falls 4310 Queen Street Niagara Falls, ON, L2E 6X5 To Whom This May Concern, After a six-month-long budget process, which included surveys, 30 + committee and board meetings, a presentation and discussion with review at the AGM, the Downtown Niagara Falls Business Improvement Association would like to request the attached levy and budget be approved by Council and placed on the December 7th, 2021, agenda. The requested amount is a levy of $406,604 with an overall budget of $591,604 with the estimated external revenues. The BIA is excited to announce that it also raised an additional $600,000 in grants, sponsorships, and external revenues for the 2021 year for several significant projects. Obtaining these grants would not have been possible, without having as a foundation, the levy from the BIA, the BIA staff team, and the over 40 BIA member volunteers on committees and the Board. Thank you to all of our volunteers for their hard work and to Council, for you consideration. Sincerely, Ron Charbonneau, Chairman On behalf of the Niagara Falls Downtown Board of Management Page 290 of 1510 1 2022 NFBIA Operating Budget 2022 Revenue Student Grants 147,000 $ City CIP Funding - $ HST Rebate 38,000 $ City of Niagara Falls Tax Levy 406,604 $ 591,604 $ Expenses: Human Resources: Students 179,000 $ Source Deducations (Mercs and WSIB)32,000 $ Salaries and benefits 114,184 $ 325,184 $ Adminstration & Other: Office Supplies 3,000 $ Postage 750 $ Internet 1,450 $ Telephone 1,320 $ Network 2,400 $ Miscellaneous 500 $ Professional/Legal Fees 1,000 $ Rent/storage/hydro 16,000 $ Computer/Software 1,000 $ Audit Fees 4,000 $ Bookkeeping 4,000 $ Commerical + Director and Liability Insurance 5,000 $ Training/education/travel 2,500 $ Membership Dues 1,400 $ Contingency 3,000 $ Meeting/AMG Expenses 2,000 $ 49,320 $ Events Storage 18,100 $ Equpiment 1,500 $ Bike Night 1,000 $ Cruisin' on the Q 2,500 $ Santa Claus Parade 5,000 $ Harvest 2,000 $ Summer Events 10,000 $ Events Marketing 5,000 $ Christmas Market 15,000 $ 60,100 $ Marketing Digital Media 4,500 $ Website and Rebrand Rebrand - $ API 3rd Party Intergrations 1,400 $ Website Art Production - $ Core Website including custom back-end programming - $ Social Media 6,000 $ Video 7,000 $ Platforms/editing software 4,100 $ Print 10,000 $ 33,000 $ Beautification, Economic Development, & Maintenance Bollard Greenery/Winter greenery 10,000 $ Winter Festival of Lights 5,000 $ Banners - printing/hanging 3,500 $ Planters and Hanging Basket Greenery 30,000 $ Maintenance 2,000 $ Partnership Development 14,500 $ Security Cameras 7,000 $ Win this Space 15,000 $ Light Purchase 5,000 $ Decoration and Hanging 17,200 $ Canada Day Flags 500 $ Legacy Art Projection 10,000 $ Levy Clawback for Vacant Properties/not for profits 4,300 $ 124,000 $ Total Expenses 591,604 $ Page 291 of 1510 1 Heather Ruzylo Subject: List of Grants obtained/Mr.Matson please add to 5.2 agenda Item From: Happy Feet Dance <info@happyfeetdance.biz> Sent: Monday, December 6, 2021 3:13 AM To: Chair <chair@downtownniagarafalls.com>; Clerk <clerk@niagarafalls.ca> Cc: Carolynn Ioannoni iPhone Account < >; Jim.diodati@niagararegion.ca; cdabrowski@niagarafalls.com; Vice Chair <vc@downtownniagarafalls.com>; Treasurer <Treasurer@downtownniagarafalls.com>; Amanda <amanda@downtownniagarafalls.com>; wcampbell@niagarafalls.com Subject: Re: List of Grants obtained/Mr.Matson please add to 5.2 agenda Item Hi “RonAmanda”, This “high school” way of going about conflict resolution has to STOP! It is immature and I expect open communication, trust and transparency going forward. The Membership wants to have a conversation. Can we be adults for a second and meet to discuss conflict resolution? That was promised at the Finance meeting on November 22, 2021 when Carolynn, Joe, Tony, Ron, Kelly and Amanda were in attendance. Amanda, YOU recorded that meeting because you felt Carolynn was exhibiting a “tone” that you didn’t like. She was actually asking hard, educated questions because that is how she rolls and you perceived it as a “tone” because maybe you didn’t have the answers and she backed you into a corner with facts and called out the misinformation you have given to the sitting Board? Can you please send me that recording? There are discrepancies between the Municipal Act governing BIAs and due process of the way this BIA is currently running. A meeting was promised to be scheduled to discuss issues regarding the discord between the Downtown BIA Board of Management and Membership. That didn’t happen and the Budget was passed despite calls from Membership to discuss. We have been asking for this to happen for over a year. Unfortunately, the ED has taken over and is the voice of this BIA and that is wrong. Amanda is staff and should NOT be speaking for the Board but loves to chime in on everything. The CHAIR should be speaking at every meeting, not the ED. This BIA needs to enforce proper protocol during meetings. Their answer is always for Membership to attend meetings and share their voice, but Membership is focused on reviving their Business due to Covid. It is apparent that changes have been made under the noses of Membership lost our vote in September/October 2020. This is WRONG! This BIA is spending our money, the money that we pay into the levy and we have NO say as to how it is spent? Does that make ANY sense to you? A BIA is supposed to work for the Membership, not the other way around. This BIA under the direction of the ED has created a business ou t of the BIA. 7 Staff?? I am struggling for Staff right now and the BIA has stocked 7 Staff members and I am paying for it? How does that make sense??? How does this current structure help the Businesses? It doesn’t! There are several other BIAs in the City of Niagara Falls who DO NOT run like this. If they did, the membership would revolt. How did we get here? Why do we have an ED making a ton of money off our backs? This is crazy. Ron has told several Members that he is DONE as Chair and wants out. Answering emails for him is super obvious and tacky Amanda. Adding the Mayor and yourself to this email thread, intended for the BIA Board and NOT Staff, further exacerbates the issues. Why haven’t the liaison Councillors Mr. Campbell and Mr. Dabrowski called out the inconsistencies in the Committee, Board and Event meetings is beyond me. The minutes are shady at best. There are no ROI’s. Why haven’t they (Councillors) responded to any questions posed to them regarding the management of this BIA? Why is the discord among Membership still an issue to this day? Why hasn’t Membership received any communication from the BIA regarding Financial statements? Why was the internal Constitution and ByLaws changed without Membership notification? If due process was Page 292 of 1510 2 followed, Membership should have been notified of the changes and able to oppose within 60 days of receipt of the proposed changes. That did NOT happen. Why is Council pushing this under the rug? Why aren’t they helping the small business owners? We are REAL people, with families, bills to pay and struggling through a pandemic. We agree with the fact that Downtown needs a “presence” but we definitely need a voice to determine how the levy money is spent. The fact that this was taken away from us under our noses is ridiculous and needs to be rectified before Council votes on the budget before them. Council, please give us a bit to sort this out and defer passing the BIA proposed budget. People are watching, just to let you know! Here’s hoping we can come to a resolution and sit together for a chat. I am advocating for a strong, unified Downton. If you cannot get on board with that, you are in the wrong place. Regards, Tammy Lacas Owner Happy Feet Dance On Dec 5, 2021, at 2:50 PM, Chair <chair@downtownniagarafalls.com> wrote: Hi Tammy, We cannot disclose which grant we received at this time until that level of government has held their press release. News coming soon, all other grants are noted in the agm report. Ron From: Chair <chair@downtownniagarafalls.com> Sent: Sunday, December 5, 2021 2:45 PM To: Ron Charbonneau < Subject: Fw: List of Grants obtained From: Happy Feet Dance <info@happyfeetdance.biz> Sent: Friday, December 3, 2021 3:12 PM To: Chair <chair@downtownniagarafalls.com>; Vice Chair <vc@downtownniagarafalls.com>; Treasurer <Treasurer@downtownniagarafalls.com> Cc: Carolynn Ioannoni < >; Wayne Campbell <wcampbell@niagarafalls.ca>; cdabrowski@niagarafalls.ca <cdabrowski@niagarafalls.ca> Subject: List of Grants obtained Good Day Board Members and Councillors, Looking for a list of all grants obtained totalling the $600,000 disclosed in the report to council please. Can someone send this information to me, it would be greatly appreciated. Page 293 of 1510 3 Regards, Tammy Lacas Owner Happy Feet Dance Page 294 of 1510 Bill Matson From:Clerk Sent:Monday,December 6,2021 10:36 AM To:BillMatson Subject:FW:Please add documents to Agenda re:Downtown Levy 2022 From:Happy Feet Dance <info@happyfeetdance.blz> Sent:Sunday,December 5,2021 11:51 PM To:Clerk <clerl<@niagarafa|ls.ca>;councillors@niagarafal|s.ca Subject:Please add documents to Agenda re:Downtown Levy 2022 Attachments available until Jan 4,2022 Hi Mr.Matson and Councillors, Please add the following to the Agenda for Tuesday’s Council meeting with regards to the Downtown Levy item 5.2.There are 37 in total. Thank you in advance, Tammy Lacas Owner Happy Feet Dance 581 KB Page 295 of 1510 stttteiritioh: oz?t\izeg;ar‘z+3Falls,i’\-r'”l.a\,:or,Council and BoardMembers of Niagara Falls Bl/1\(NFBlA) RE:City bylaw no.08-Z4? undersigned tenants and property owners (located withing the NFBlAdistrict that pay the are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBEABudget to $210,000 es it was back in 2020. ahougsi g3Gli€T8lmember meeting of the NFDBIAwill be held on Thursday,November 4th, at 53.900Plvl.The main items on the agenda are the 2020 Auditors Financial Report and the "w ‘rm.-3 v»?.;o.»;.«. i.“.:vo=:3CG\.!lD~19,on March 18th,2020,most business were closed to June 19th,2020.Then from December 26th,2020,to March 1st,2021 and then from April 15th,2021toJuhe 3.if it wash‘:for Federal and Provincial grants/loans,many or’these businesses would not soryiyecl arid would continue to struggle. ‘l‘:r'iroughout theseizlosures,the NFBIABoard (with the Niagara Falls City Council Approval), lE“iC.i€:‘E§§;€i‘a’.i§the 2021 budget to ;’§4i00_.000(an 86%increase from the previous year)and ='e=ij;t:iarg’residehtialproperty tax at 1.75%.They ignored signed petitions submitted by NFBM m::;~mt.>ersagainst this 2021 budget increase. a Nii?BlAmember,i vote for the 2021 budget to be rolied back to $2:t0,00 (2020 budget). Eh event that the l‘\.*Fl3lAcannot operate with a $210,000 budget,l,as a paying i\iFBlAlevy res:-«i*:‘~iZ.er,sien this documentation to make it known that i no longer want to be a member of‘L:.3 N?£3i.i\and agree to disband or dissolve the NFBiA. one:\/Landlord Tenant o......—.... _Z‘7Zj ago Q05‘[O3OOC0OC9Q___, giigggirmg;Adrian Forrrxjsano ____‘ Ltimita?‘/.M, __.o.._.....___ 4593 Q_u§e__nSt. __W ziityz Niagarafalls M W ‘‘‘‘‘_0 «W _»_M :13;-;wii':i:e:Onteirlg~____~___M_*______y._Postal Code:_,l;2“l§__z_'Z_lM:wZA"_?_WW I/‘ ‘T W zjii V,/~ "R.‘g.F ‘/#7‘ iiii > ‘';;;./Z i.T>a.t:~é:y___D6‘C2,2021 Page 296 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 The undersignedtenantsandproperty owners(locatedwithing the NFBIAdistrictthatpay the levy)are requesting that the NFBIA Board and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget.‘ Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara FallsCity Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:‘t/Landlord Tenant Roll#:‘Tl (0 O01 ‘/05 Geo Name:K0-s U g L? Company:________________________________________________ Address:'0i'7'~9"‘[51.(:2..€CL.n "/4 City:l\-)\:,\4,2 Ell Province:Q1:Postal Code: Signature: 2 Date:(0[§o[.?.l Page 297 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BlA(NFBIA) RE:City bylaw no.98-247 The_un_dersignedtenantsand property owners(locatedwithing the NFBIAdistrict thatpay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincial grants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara FallsCity Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled backto $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that l no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:(Z Landlord Tenant Roll#:0/(:2 QQZ [Q2 QQQQQB Name:_D£D?}'il/)hC'/TE/?’K/(I9/UCP9 Company:l‘§77¢:l§-\5lLL5‘/EK EH02? Address:ggga Z §1gE*’E'IU 52’ \ City:/T /7 ~.//L5 Province:V K PostalCode:42.6524 2 Si/gridajure: < Date:Z0'L/ Page 298 of 1510 Attention: City of Niagara Falls,Mayor,Counciland Board Members of Niagara Falls BIA(NFBlA) RE:City bylaw no.98-247 Theu_ndet$igntd.tena..ttt.s...andF?T.9.P“?l’FY.ewhtts ll0tated.wi.t.hlngthe_NFB|AdistrictthatDavthe, levy)are requesting thattheNFBlABoard and theNiagaraFalls CityCouncilroll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors FinancialReport and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.if it wasn't for Federaland Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBlABoard (with the Niagara Falls City Council Approval), increasedthe 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBlA members against this 2021 budget increase. As a NFBlAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). in the event that the NFBlAcannot operate with a $210,000 budget,I,as a paying NFBlAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBlAand agree to disband or dissolvethe NFBlA. Checkone:Landlord Ll‘Tenant Roll#: Name: Company: Address: City: Province: Signature: W0 x ,Date:[lg..434/¢_/<77/ Page 299 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BlA(NFBIA) RE:City bylaw no.98-247 Theundersignedtenants_pan_dproperty owners (located withingtheNFBIAdistrictthatpay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara FallsCity Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:M Landlord Tenant '......—.-————v Roll#: Name: Company: Address: City: Province: Signature: Date:/’‘:/~26 2./ ,/ Page 300 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBlA) RE:City bylaw no.98-247 Theundersigned_tenantsandproperty owners(locatedwithingtheNFBIAdistrictthatpay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara FallsCity Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to 5210,00(2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:Landlord Tenant Roll#:am905.5ozzga m9@ Name:EV"°""'Q‘'’’—’’37'~5l/Hi<:,.' Company:C-/E‘; Address:"l”5'3L9 Q’-"'%"’3 2 L)¢: Province:DI\J Postalcode:L35 74-»? Signat e: Date:is .7/‘)?-//’ Page 301 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BlA(NFBIA) RE:City bylaw no.98-247 The undersignedtenantsandproperty owners(locatedwithingthe NFBIAdistrict thatpaythe levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBlAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disbandordissolve the NFBlA. / Check one:V’Landlord ~Tenant Roll#:o23rQS 010 005 l 13900000 Name:Ag”:~(3 C0mPaW1 ‘I;.-ul 4.’!.. Address: ‘ City:'4l,l§ Province:g 2‘3;)Postal Code:QEZ cQ»L,.JO) Signature: DatezlZ’l”_/_[j~Z/é7/ /’ Page 302 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 The undersigned tenants and property owners (located withing the NFBlAdistrict that pay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara FallsCity Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:Landlord \/Tenant Roll#:@[Q Q(2§I/gag;270919 Name: Company: Address: City: Province:Postal Code: Signature:A Page 303 of 1510 9!. Attention: _ City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBlA) RE:City bylaw no.98-247 “ The undersigned tenants andproperty owners (located withing the NFBIAdistrict that pay the levy)are requesting that the NFBIA Board and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwillbe held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.if it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIAmembersagainstthis2021budgetincrease. As a NFBIAmember,l vote for the 2021 budget to be rolled back to $210,00 (2020 budget). in the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBlA. Chec:l<one:Landlord Tenant rioiiier:_‘;7‘Z5’O10 ocafzo?zQQ_cf3Goo Name:‘ ’ ' Company:/fl;E:/4%55%4’ Address:/A’r’?‘‘‘'‘°?‘2 :l‘t;.-?E?//U‘ City:_A[_L?_(5?°‘T iL(-S” Province:0 (El Postal Code:_4'__Z’Q’,/Z (.7 Signature: Page 304 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 Theundersignedtenantsandproperty owners (located withingthe NFBIAdistrict thatpaythe levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara FallsCity Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to 5210,00(2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:Landlord M Tenant Roll#:0 lo 1.5.095’0 Name: 'l A Company:El.all .1 ‘ ’._4 ‘A .1 1 Address:‘"5 V ‘_:j «5’' City:cl‘ 1 Province:E Postal Code:L’Q Sign re: Date: ' Page 305 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BlA(NFBIA) RE:City bylaw no.98-247 The undersignedtenantsandproperty owners(locatedwithingthe NFBIAdistrictthatpay the levy)are requesting that the NFBIABoardand the Niagara Falls City Council roll back the 2022 NFDBlABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBlAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021,and then from April 15th,2021 to June 19th,2021.if it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). in the event that the NFBlAcannot operate with a $210,000 budget,l,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:Landlord Z Tenant Roll#:002 [M14 g2?2gj;Q(j2Q Name:“,0 t L" ‘ Company:£{Of>f<ME-UP Address:Q’:é[/§Q!/5'5/V EZ: City:44,5 '/ifQ1/fps[Q I:#4; Province:OW Zfeg/0 Postal Code:[/2 CPZA Z Signature:”‘g Date:(gz?[?r ZOZ/ Page 306 of 1510 o— 3. Attention: ,City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-24?H The undersigned tenants and property owners (located withing the NFBIAdistrict that pay thelevy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022NFDBIABudgetto$210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwillbe held on Thursday,November 4th,2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors FinancialReport and the2022Budget.- Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.ThenagainfromDecember26th,2020,to March 1st,2021 and then from April 15th,2021 to June19th,2021.if it wasn't for Federal and Provincialgrants/loans,many of these businesseswouldhavenotsurvivedandwouldcontinuetostruggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval)increased the 2021 budget to $400,000 (an 86%increase from the previous year)andregular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIAmembersagainstthis2021budgetincrease. I As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). ln the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevymember,sign this documentationto make it known that I no longer want to be a member oftheNFBlAandagreetodisbandordissolvetheNFBIA. Checkone:Landlord ?nant Roll#:‘.2725 0:0 oofojgc?ooooo Name: Company: Address: City:7:’?/1 “Q;l S.. PostalCode:Lab” Page 307 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 The undersignedtenantsandproperty owners(locatedwithingthe NFBIAdistrict that pay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,l,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBlA’andagree to disbandordissolve the NFBIA. Check one:E Landlord Tenant Roll#:12;Q Olo Oo_s’)ol gpoggo Name:3]O5 ?flllkfq LT Company:O41:ago g;-i_-12 Address:Q.5’Q UEEN ST . City:l l*’tRA—iflit LS’ Province:0&2 Postal Code:[2_€ZC7 Signature: Page 308 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 The undersigned tenantsand property owners (located withing the NFBIAdistrict that pay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn’t for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). in the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:Landlord Tenant Roll#:()§C O02,\?Qga Qgjg?g Name:&§;2%\c,K. Company:,£,3 (;)ua,—.,;";,2ST lx3cAeAgg.L?jg, Address:0 T“| City:L)gggggg 9 l1':A,u,5 Province:(2 9,)'6’Postal Code:‘-19 6V (0 Signature: Page 309 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 Theundersignedtenantsand property owners(lo.catec_l_withingtheNFBIAdistrict that pay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBlAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.if it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIA member,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA.) Checkone:3 Landlord Tenant Roll#:E§};5 Bic;QDS age ZIDOOOOO Name:A D S!H0 DZ /(pl;-Z’; Company:g?/r_"/_Z/5 Z)zcJ/1!w c.C54/LUlC . Address:2 g?°§(§ueet~— City:'*‘é'-c’«\/vx ?t 55 Province:(2 l’/K3‘/l—*Postal Code:A Z 5 Zruf Signature: Page 310 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 The undersigned tenants and property owners (located withing the NFBIAdistrict that pay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.if it wasn't for Federal and Provincial grants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). in the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. / Check one:Landlord ‘/0 Tenant Roll#:01¢)O?i _l£yD(OQQQ Name::52»/\ Company:Asa ?g}\\(‘(’,Beau/Q jl Address:L-BcllilQbtf?i/\SEE»F City:Stag‘CW0:Fm l g Province:0 Postal Code:L2 3 263 Signat/L3 Page 311 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA (NFBIA) RE:City bylaw no.98-247 The undersigned tenants and property owners (located withing the NFBIAdistrict that pay the levy)are requesting that the NFBIA Board and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBiAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA ‘members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). in the event that the NFBlAcannot operate with a $210,000 budget,l,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBlA. Check one:Landlord Z Tenant Roll#:(Zuf D55’0?§0O OQQQ Name:.‘k\$C> Company:KL\ ,_ 9 0 _\“A 1 ‘ Address:UK’~' . ‘i ‘R ‘It’i ‘‘ _M'm3f_t;;a.Peg._.\_C\_- City:E .E Province:Postal Code:' Signature: Page 312 of 1510 ?xttesttioitz cs‘?-‘\ll§3é':£!l‘E3Falis,\«‘iayor_,Council and Board l\riembers;of Niagara Falls BIA (NFBlA) R i ii-‘::E:City bylaw rte“98'-247 i.2no‘ersignedtenants and property owners (located withing the NFBIAdistrict that pay the l<:vx;'_:requesting that the NFBEABoard and the Niagara Falls City Council roll back the 2022 NFDBIA Budget to $210,000 as it was back in 2020. ;3nn:.iel genera?rneniber meeting of the l\lFDEslAwill be held on Thursday,November 4th, gee -go <.,UvlD~39,on March 18til'i,2020,most business were closed to June 19th,2020.Then if-:3rn,December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June -xy Is}anin,.<.u.,:1.ii it wash“:for Federal and Provincial grants/loans,many of these businesses would not survived and would continue to struggle. hr:.>:.i;;;;iic»ut these closures,the NFBlABoard (with the l\liagara Falls City Council Approval), the 2021 budget to $400,000 (an 86%increase from the previous year}and iegguiarmzsiclential property tax at 1.75%.They ignored signed petitions submitted by i\lF8i/fa against this 2021 bu=:lge*:increase. As 2;NFBi.€«.member,ivote fer the 2021 budget to be rolled back to S210,0Ci(2020 budget). event that the NFBl,I—\cannot operate with a $210,000 budget,l,as a paying NFBIAlevy §'.i‘l?}5‘l‘ll.:§‘3r;Eien this r*focurnent_a’tion to rnalce it known that I no longer want to be a member of urea.i\3%3£5lAand agree to disbancl or dissolve the i\iFBlA. one:__Landlord \/Tenant 27_25_g_Lg Q0 5‘103000000 r-».iei“ne:lvlalFormisano _________ Cerri;:3“~‘n\,»':__WebNetl__qgicsinc.__ M éaticiress:4593Queen ST.__ :f,§;:~:,z:Niagara Falls V __ W ‘_M__w___W___ _* Ontario MM___M_A___W Postal Code:L2E4g_l;Z__”___ ""0 i~*~;l~——-;: ._-<l 3 ll>‘<I‘si“-é’:-i-Pfi9u?.s.e?9?:.1 Page 313 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 Theundersignedtenantsandproperty owners(locatedwithingthe NFBIAdistrictthatpay the levy)are requesting that the NFBIA Board and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincial grants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00(2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:2 Landlord Tenant Roll#:CW0 002 19¢/ooaocgo Name:Ii/U‘°'l‘7 G""°1"°"“§ Company: Address:HM/l’L/L/IE $1/c‘i-:5/V9% City:ll/if/f’§V7‘4?l’/-lFgbbf Province:0%/Z1‘/D Postal Code:Lgé :ZL’D Si n ture: Date: DA Page 314 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara FallsBIA(NFBIA) RE:City bylaw no.98-247 Theundersignedtenantsandproperty owners(locatedwithingthe NFBIAdistrictthatpay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara FallsCity CouncilApproval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase.‘ As a NFBIAmember,I votefor the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:/Landlord Tenant Roll4::D 00L *7 @0023 Name:(:3-”§QQ,Y\[_\£:V\l\C’K‘i1;§g;f-’N\O\§) (:Q§gV\,4£\_ Company:MUS"'l"\O\00l'0»f fat it.C,l:m(_,\ Address:LI7.‘;Ucll \U . City:N I t C’3 Province:.Postal Code:LQE.\\.J ) Signature: Date:Q??Q31 Page 315 of 1510 Attention: City <21‘Nlagma l“-allra,rvlalyrasr,f.Z'QLm-:::§land Beard z‘\«l+2rr~zbers hllagara Falls Elf-x(l‘lFBl./1} RE:?lly Ezmglawem.98-2&"Is? The e.:rw2£:-srsiggnerltevnarlts and propemz0-wnerls (l=:»<:a'l:el':!wimlng the l‘4F.F.3lAdistrict that pay the levy}are recguasting that «cm-.«lalfi?ls?.award and thee Nlagaraz Falls liilwEmmcll mil back ltlm 2022 l‘~lFE>lillABuclgm ta $2m,6,’3Cl€)35 it was mail:lrl Zimlo The annual general mer*nb<~2rrrliaezitirsgol‘the l\lFDBlAwlll be held am Thursday,lxlovemlzser?lth, 2023.,at 4-100 §»"l\-4.‘Flatsmam‘msrns an the agenda are the 2020 Auclltors Flnanclal Repz:srtand the‘. 2022 Budget. Durs:to CIOVlL“a«-19,on :’\./lzm:;hll?m,2-ml),mcsst were closet!to June :1.i~lstl‘l,202.0.Ther: again from lllecember 26th,2l.lZ«30_.to lvlarzzh15%,202:1emclthan fmm April lfatlw,2621 1:0Jume 19th,2021.ll‘lt wasn’t for Federal and Plmwzlnclalgrarltza/is»;-ms,many ofl:l1e:sabl.l$ll'l€'.S.%SE2Swcauld have not sulrvlmaaiand would ccmtlmle to struggle. Throughout thaw z:.lr:-surezma,the l“\l"l-’l'5»'l»’-llFloarcl(with tlw:Niagara Fallsfflty -CouncilAppmval}, increased the 2021 budget to $300,000 (am 86%increase {ram the previous ~,»~«.»;»arfland regular/s'esldent$al gwmssrty tax at 1.35%..‘l‘hszsyignored Slgl”ll?.'dpetitions sularnitteclby NFBlA rnembers agalrm this;2021 bLldga=:tlnr:ma.<.:ep As a NFBlAla-mmbezr,l werefar tlw 21321imclggetto be mllazl hack ta 532133500(gum hudgat}. in the event.time:‘ahaNFBl,i'=.canrlrgat »:>pera*:c~:wim a .:~S21{Zl,GOGbudget l,as a paying l\lFl«3l/flla‘/2; member,sign this documanizzatlon‘:0 make:it lmowrzthat l mu lCll".gF:s"want to be asrnesnber of the Nlilél?.and agree to disband or clissclvel..:l‘:€sNEQIA. }////IClvelclz.one: Rt?ll#2 Lssncllorcl M____1_M_“ ’T'.«:~?rsar'zt .~.lc)JmQ__§C:l:;;:l_;_£)_.5_%;4;.»g:.:c*;_-_€>.Ci2s:>;;:>~.,.- ..4*“"‘““. Marne;:/OAJV__E.;/413;"?ll}C3 --.—.na_m.—uv.-nn? ——¢.-up-nous-n._c-\—u.q-——u;~ &"m‘l;>allv'=..:"}:T.\._l_:x"*;‘.'§,.”..£.?»..lIZ.<15:...‘.. Acaclresa l__{zf:.e_§_.t:I»;~z~..:.E>um.l.M....,;.s;*'-".’."B..§.:.(.:"..1E::“:.1......“'\‘.':::.»-.....m._:;;..‘:":'<_::‘”’. ow:»/:\...<:~_._£~=;;B.k~l‘;»ll_,...~~»€::a:g,.,..<~,’g _m_,,_,m,,_,,, P="O*~l-‘Wit-3’,,,,§',T;>‘____g________ W Postal C?ldl?i ‘<31 $lg,wl;atm"e: /K,A/P’?1"/I " ‘V «’’J I-'5r /'i /I 5 1 L’“f?”‘3 ' —"—C%':"’(D‘*¢‘4‘f‘4".‘2yl1"2:4?'.:)T(V'4'-CV.‘.7.-;..~,.._....._._.._.,.._,,,_Dam._<:-,9/_i~lc:?,:\\ Page 316 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 The undersigned tenants and property owners (located withing the NFBIAdistrict that pay the levy)are requesting that the NFBIA Board and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.if it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the NiagaraFallsCity Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBlAcannot operate with a $210,000 budget,I,as a paying NFBlAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:Landlord Tenant Rol|#:Olo o<:>*+03090 @353 Name:'2 company:A r ‘ Address:LLEE\Q___l/2";l7/\}Z. City:TUT"""—_T‘U""—3042 Province:I *PostalCode: ?gé,2%,2/ Page 317 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 TheU..“d€*5l8i‘.edtenants.andProperty Qwnersl.'0¢ated.wit.hins theNFBIAdistrictthatDavthe levy)are requesting that the NFBIA Board and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.if it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara FallsCity Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). in the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:3 Landlord Tenant R.oll#:O 0 00 I 0'0 9: Company:\’_.4_V‘r «A V Lszlbl ‘ Address:*3“- ‘"-S .5 City: _ Province:V3W\7\0))PostalCode:3‘C)‘ Signature: Date:§)4%»AQ)&\\\ Page 318 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBlA) RE:City bylaw no.98-247 Theundersignedtenantsandproperty owners(‘|_ocatedvwit_hing_the NFBlAdistrictthatpay the levy)are requesting that the NFBlA Board and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara FallsCity Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote forthe2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBlAcannot operate with a $210,000 budget,I,as a paying NFBlAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBlAand agree to disband or dissolve the NFBlA. Checkone:Landlord \/Tenant Rollii:1'0 I 9 00 Name: Company:’@.l4{,t€’€/T'B€CL/‘W Address:Qigggij City:1%,@ ./Zg ‘S Province:l )Postal Code:LQEc>?/.<3« Signature: Page 319 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 Theundersigned tenantsand property owners(lo_ca_tedwithingtheNFBIAdistrict that pay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to 5210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand ag d or dissolve the NFBIA. Check one: A Landlord Tenant Roll#:{QM}(202 [HOQ OC20(2 Name:[/11 Company:4'1 31-1..5424...: Address:3 met a City:F“/R It o’V‘J Province:@ut/Postal Code:C36Z//Z Signature: ’Date:(3 Page 320 of 1510 ?e?? Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 The undersignedtenantsandproperty owners(locateclwithingthe NFBIAdistrictthatpay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. Theannual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.if it wasn't for Federal and Provincial grants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara FallsCity Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,l vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disbandordissolve the NFBIA. Check one:\/Landlord Tenant Roll#:Gig.og;2.33§_iQ’Q QQQQ Name:zi/4Dg_x_12/Q2/(Q/1///-Q-5 Company: Address:V?’ City:[[2 //A A Province:éZ/\/Postal Code:[.26 Z1/f Page 321 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 Theundersignedtenantsand property owners(locatedwit_hing_theNFBIAdistrictthatpay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,.2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara FallsCity Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:‘/Landlord Tenant Roll#: Name:~‘“- Company:K53EERTS SEQELLEKS Address:’I Cl El.)Stft 1Q”-.5,=15 p?7,Z5<?/0po_~:.,//é 000@@0 City:N « Province:OUT Postal Code:LQEQLB Signature: ./1 122*’Date:/é/:2/ Page 322 of 1510 Aiientianx ‘Cityof Niagara FaiésaMayor,Courssr?iand Emard Members of Ni;-zgaraFaiis Béé.{.fxlFBlA} RE:C?whviawrm. The undersigned *:e2nan.‘:sand -pr party owners:iémzaiedwithing the NFBIAc1‘iat%;:'%c‘cthat pay the levy)are raquesting that the swamRama and the magaraFa?s my Cozsnciix-oilback the 21322 NFEWABudget 13:22$210,566 as it was bad»:En26328. The annual generai member meeting cf the N.%5i3$tAwiél.be he-idon Thursday,Navembaar4th, 2021,at 12:00PM.The main items on agenda are the 2020 Auditors Financial Report and the 2:322 Budget. Dué ta COWS-19,on March 3‘;8th,2020,most Businesswere closed to June 19th,2020.Then again fmm December 25th,.2020,16:March 151:,202:1.and than from Aprii 1513?},202.1 in June 19th,.2021.if it wasr?far Federaré and Prmsiracéal grants/foams,many z::=ftheeseEzmsinézsses WOU§i".§ have nan:s:.nrvivedand vmuéd continue to struggie. ‘fiwreughet?these ciosures,the NFBI-ABraard{with the Niagara Ealls City Council Approva$),. increased me 2:321 budge‘:to $400,000 (an 8.6%§n<::'eas<2>f‘:-mmthe previoaj?vesar)and reguiar/res-édesztial property tax at 1.75%.‘may ignavmdségraed pe1;itinrusSU":3:$’T§§"£?;€dby :°\2F8i.£\ members against this 20.22.budget increase. As a N:‘=cE£&.f&memiaar,Evrmzrfezar‘the 29321btwiget its baseremiéez?back E43$21€§,G-{B(2020 budget}. in the event that the NFBMcannot os,;>erate with a $216,000 tzudget,i,as a paying NFB1/Aievy member,Sign this r;é:>cr,tmentation to make it known that I ma:30.-ngerwant ta be a member the NFBIAand agrceeto désband er a?ssoivethe NFBJA. I Checkone:L;==.r:di:>rd \f\._Tenant a\& Roms:Q./‘Q DQ;__L1_éLQLOQQQ __, Name:mCb.y:3I@;v.sg..§w.gEgxL._.m.-._.W,w Q 2 »-’f"-1Convpanyzw_«<?«.s.ar3L_4 farm 3 m\.~.-g;x_/jg __,W_,.,E‘:I,‘‘'1Audress:‘\K\DQ~_M_§\_g,g_32x\$._“«:3;,;*._§__.#_g«L.ExL__>c_{;a_z.s CW:L\_;\§?\_$Y9,\_C.sA._wf>__...W._..M_-..}_.... Prm/Emte:ON E, W” ’Pc3st'a§CC:-C363: Signature: Bate:'\‘.‘x‘s=1‘.\\JH;€-«N Page 323 of 1510 Attenticm: City of Niagara Fa1!s,Mayc>r,Council and Beam?Members of Niagara Faus BEA(Né5BiA) RE:City by?aw rm»Q8~~;”M-‘ii The undersigned tenants and pro-party cxwners (iacated ws’*:hsngthe NFBIAdistrict that pay the law)are requesting that the NFBIABsmrd and the:?ééagara F£s!§.s City Cmsmzi?rm back the 2922 NWBIABudget ta $210,080 as it was ba¢;!~':in 2026. The annuaf genera?rnernber meeting crf«cm NFD%BEAWM!be held on Thursday,Novernber 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 AuditcwrsFinancéa?Report and the 2022 Budget. Due to CCN2D~19,on March 18th,2020,mosat business were chaser]to June:wth,2020.T‘nen again from Decerrxber‘?.E§t’n,2020,to March hit,2021 and than from Aprié 15th,202:to June 19th,2021.if ?t wasn't for Federai and Pr'c>vét*ecia'igrants/mans,many ef these busine'asse.=.swouid have not survived and wouid C(:sr‘:‘zt%t'3L.42“ehis::7;r‘v.1gg!e.‘ Thmug‘m':-utthese ctosures,the NFBM».aaarcé (with the Niagara Fai?sCity Coumzi!Ag:>provai), incrvaezged the 2021 budget to $400,000 {an 86%%m:reasaefmm "-:he=.-gsrevious year‘;anti’ reguiar‘;’resi::Ientiaiproperty tax at 1.75%.They §gr;~O¢'E:dsigned mztfféans submitiesd by NFBEA members against this Lmdget énc,-mass. As asN?ii?k member,3vote far the 2021 budggei to be rolled be’.-l(.‘.§€ta $21035}{MEG budget), In the event that the NFB§.f«.cammt operate with a $210,060 budgrst,i,as a paying NFEMlevy member‘,ségn this d¢;>€:UiT15EFItat'iO:’3to make it ?cncwnthat I r1CJl0!7§=§9§"want to be a member of the N??iis.and agree ta distnand eardissoéve the:h3FB!;‘1\. Check cane: m__i...and¥c-rd __________,_WN__Ter:ant :7v“"-~;.-.»~{..‘71¢3.»:W”#- .-......,......?.:...?>__,_.£.’..I-LJI:2...,.._~?a:.Q2......'....:....350v’0Cw‘Q ‘““ -----»., I NM“ ,4 ' ‘ /,./' w '1,’--... Narna:c.§3"'77wMf3"»*£_/flu)z,4V'{'-M <~*‘/’'’/A&?/ uLéUhw‘ 1?KM Company: mama?“'"'""“""""':‘7'"‘°""°""“'"“" ~\.5?Address: _u "’£1”"”_~5’°_-i{___JEMWC5t§D;?\_,m,__J,':§§3_4w’;@'§‘° City:A "7 _...'.‘:‘.-1-".:‘f‘»L;..~..«..k_..m_“......_.m... Province:Pasta!Ccsd€=: Mm_____w/’ Signature:/r5% '_ I ?x-.,.”Date I’(‘II /~£_Fl."Z-if-«'/' e \‘/2 .2”ff?-1"‘\/V .fr”/:C;V/a j,‘?g 0 (4 K r Page 324 of 1510 3. Attention: _ City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBlA) RE:City bylaw no.98-247 The undersigned tenants and property owners (locatedwithingthe NFBIAdistrict that pay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwillbe held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June '19th,2021.If it wasn't for Federal and Provincial grants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIAmembersagainstthis2021budgetincrease. As a NFBTAmember,I vote for the 2021 budget to be rolled back to 5210,00 (2020 budget). in the event that the NFBIAcannot operate with a $210,000 budget,l,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:Landlord lg Tenant Ro|l#:2”'7‘2.5'Oio oO5c;>C’:‘~)o<>oc>g>_Q Name: V \C\/\/‘F€.lN\\9)C\)v Company:\ Address: City:2H (E)("i Q ‘S'____ Province:C:’[§[ __M_. Postal Code:425:.Z§,_(L' Signature: Page 325 of 1510 .-.« ‘j2o21a’n%d a‘n‘d:?PrQWf\cialgrénts/lfoains, co.ti%n%u4eV;to;st?rugg,le‘f% Inrife;eyeri£that.};tji%é'VBIA¢annot~}opérate w'itwh%a$21d,Qoo“budVg¢£ AI, §sfa._ T A‘vmen?ber‘sxgnLtHi§Id%Q§u‘hjen‘taticn' to mékeitknownthat Ino.‘long‘;e;r{yv:arjt«"Vtobea r1nem_ber6 the NAEB}lLA‘LahfdA. agrj:ée5150d1sbaLn c5i7ordi§s>ol}vethe NFBlA.v- V %‘V ‘ Page 326 of 1510 Attention:. City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 The undersignedtenantsandproperty owners(locatedwit_h_ingthe‘NFBlAdistrict that pay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020.- The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:Z Landlord Tenant Roll#1 ' OIO 6oZooOaooO Name:[QNTON/‘U1%/419114/75/4/8/4 Company:'2 H5 [_~£1&I‘/5—LoVf;’€"VA/7'5-5 Address:E5?/2\KST ('7r‘l£/'/3lL0T City:/U r”rz‘<Mru4F/4%/‘ Province:01/71420 Postal Code:AZEZL Z Signature: %Z‘&é“g?/ggzzéu Date: Page 327 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 Theundersignedtenantsandproperty owners(locatedwithingtheNFBIAdistrictthatpay the levy)are requesting that the NFBIA Board and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). J?lnthe eve -.-e NFBIAcannot operate A’-a 6666 uget,I,as a paying NFBIAlevy member,sign this do --a ion to ma e l o H .*-=e -:,-A ant to be a member of the E =.o agree to disband or dissolve the NFBIA. Check one:‘/0 Landlord _1/Tenant Roll#:2 g7 LI 0 /0 oo '40:"?Ooc-we I Name:.I .‘ ~.1 ,.Company:r=’c4>..icz ‘ cz- Address:'-1Go’/'I-/u.r’;;g.»-s :1», City:/V .‘rcg c»-c ?e/I L Province:Orv Postal Code:(.15 ‘MIA Signature: /"c;’27='//Q. A Date:oc..~F.7/3/Ll Page 328 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 Theundersignedtenantsandproperty owners(locatedawith_ingthe NFBIAdistrictthat pay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVID-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIA member,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,l,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:Landlord .E1 Tenant Roll#1 G 0 (50 0900 Name:-G/44‘?‘ Company:/Ijwv Address:5 E :0 ‘ N-F City:Mwxcs ix Fl=u.Lé Province:@527 E35 Postal Code:43$» /Signature: Page 329 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBlA) RE:City bylaw no.98-247 Theundersignedtenantsandproperty owners(locatedwithingtheNFBlAdistrictthatpay the levy)are requesting that the NFBIA Board and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara FallsCity Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBlA members against this 2021 budget increase. As a NFBlA member,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBlAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBlAand agree to disband or dissolve the NFBlA. Check one:Landlord Tenant Roll#:0 00 Hi»(9 Name:W\l?CL)A Company: Address:’‘Cf ''€('‘5 3- City:oc ourtx (‘:3/CR3 Province:'Postal Code: Signature: Date: Page 330 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 The undersigned tenants and property owners (located withing the NFBIAdistrict that pay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors FinancialReport and the 2022 Budget. Due to COVlD-19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submitted by NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that I no longer want to be a member of the NFBIAand agree to disband or dissolve the NFBIA. Check one:.Landlord ‘/Tenant Roll#:010 002 Q1300 QQOQ Name:l .45 pa ‘~39 K" Company:\...S 1 LJ QQ ‘i’!Nr?wggg LE Address:(as?"‘Ql A 3 - City:__l§§\F’t %¢’r£f-\l"?:L»uS Province:g 2 ._.,§Postal Code:L Qt:;P 01 Signature: Page 331 of 1510 Attention: City of Niagara Falls,Mayor,Council and Board Members of Niagara Falls BIA(NFBIA) RE:City bylaw no.98-247 The undersignedtenantsandproperty owners (located withingthe NFBIAdistrictthatpay the levy)are requesting that the NFBIABoard and the Niagara Falls City Council roll back the 2022 NFDBIABudget to $210,000 as it was back in 2020. The annual general member meeting of the NFDBIAwill be held on Thursday,November 4th, 2021,at 4:00 PM.The main items on the agenda are the 2020 Auditors Financial Report and the 2022 Budget. Due to COVlD—19,on March 18th,2020,most business were closed to June 19th,2020.Then again from December 26th,2020,to March 1st,2021 and then from April 15th,2021 to June 19th,2021.If it wasn't for Federal and Provincialgrants/loans,many of these businesses would have not survived and would continue to struggle. Throughout these closures,the NFBIABoard (with the Niagara Falls City Council Approval), increased the 2021 budget to $400,000 (an 86%increase from the previous year)and regular/residential property tax at 1.75%.They ignored signed petitions submittedby NFBIA members against this 2021 budget increase. As a NFBIAmember,I vote for the 2021 budget to be rolled back to $210,00 (2020 budget). In the event that the NFBIAcannot operate with a $210,000 budget,I,as a paying NFBIAlevy member,sign this documentation to make it known that l no longer want to be a member of the NFBIAand agreeto disband or dissolve the NFBIA. Check one:3,;Landlord Tenant Roll#:)Q Oioi S 29‘IQQQ[?g )7 \ Name:: ' K __‘g,o C\5\" Company:-;_‘OJ...’__— gl ' Address:A§,,_:_l:§2 9'" City:'“Ck \\ Province:0*Postal Code: Signature: /(\/\C~l\-—Date:Gd)“\CTi \ Page 332 of 1510 Bill Matson From:Sacha Heilig <voicingqueen@gmaiI.com> Sent:Monday,December 6,2021 2:53 PM To:BillMatson;Clerk;Carolynn Ioannoni iPhone Account Subject:[EXTERNAL]—formsto submit tomorrows council Attachments:DEFERTHE 2022 TAX LEVYINCREASE(Responses)—Annette Garofalo,Daniel Ziccardi.pdf;DEFERTHE 2022 TAX LEVYINCREASE(Responses)—Antonio Caruso.pdf; DEFERTHE 2022 TAX LEVYINCREASE(Responses)—Carmen Tartagliapdf;DEFERTHE 2022 TAX LEVYINCREASE(Responses)—Anna Tartagliapdf;DEFERTHE 2022 TAX LEVY INCREASE(Responses)—Cheryl Vanditel|i.pdf,'DEFERTHE 2022 TAX LEVYINCREASE (Responses)—Eric Martin.pdf;DEFERTHE 2022 TAX LEVYINCREASE(Responses)— Dominick Barrancapdf;DEFERTHE 2022 TAX LEVYINCREASE(Responses)—Karen Stearne.pdf;DEFERTHE 2022 TAX LEVYINCREASE(Responses)—Mary Barranca.pdf; DEFERTHE 2022 TAX LEVYINCREASE(Responses)—Michael and Teresa Ho|liday.pdf; DEFERTHE 2022 TAX LEVYINCREASE(Responses)—Patrick Tchang.pdf;DEFERTHE 2022 TAX LEVYINCREASE(Responses)—No don't defer.pdf;DEFERTHE 2022 TAX LEVY INCREASE(Responses)—Tammy Lacaspdf;DEFERTHE 2022 TAX LEVYINCREASE (Responses)—Suwanna Upper.pdf Hi Bill, Can you please attach the following forms on item 5.2 for tomorrows Agenda. Thanks so much Sacha 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 333 of 1510 BillMatson c/o City of Niagara Falls 4310 Queen Street,Box 1023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEW INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Annette Garofalo,Daniel Ziccardi Address 4582 QueenStreet I declare I'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Business Owner I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the Municipality Act,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes Comments/Concerns to City Councillors,City Clerk and Mr Mayor Diodati: What I want my Downtown to be: Two words.Successful &Fair. This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Please Type Your Full Name Representing your signature: Annette Garofalo Submitted to the City Clerk -City of Niagara Falls on Monday,December 6,2021Page 334 of 1510 BillMatson c/o City of Niagara Falls 4310 Queen Street,Box 1023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEW INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Antonio Caruso Address 4617 crysler ave niagara fails I declare I'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Business Owner I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the Municipality Act,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes Comments/Concerns to City Councillors,City Clerk and Mr Mayor Diodati: Disband the BIA What I want my Downtown to be: The way it was in the 1990s This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Please Type Your Full Name Representing your signature: Antonio Caruso Submitted to the City Clerk —City of Niagara Falls on Monday,December 6,2021Page 335 of 1510 BillMatson c/o City of Niagara Falls 4310 Queen Street,Box 1023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEW INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Carmen Tartaglia Address 4416 QueenStreet I declare I'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Business Owner I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the Municipality Act,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes Comments/Concerns to City Councillors,City Clerk and Mr Mayor Diodati: Democracy has been abandoned by the DBIA with our City Council allowing it to happen. What I want my Downtown to be: This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Please Type Your Full Name Representing your signature: Carmen Tartaglia Submitted to the City Clerk -City of Niagara Falls on Monday,December 6,2021Page 336 of 1510 BillMatson c/o City of Niagara Falls 4310 Queen Street,Box 1023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEVY INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Anna Tartaglia Address 4416 QueenSt. I declare I'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Business Owner I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the MunicipalityAct,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes Comments/Concerns to City Councillors,City Clerk and Mr Mayor Diodati: As elected officials listen to the concerns of the majority of long time established business people and stop the DBIA from Bankrupting us.Don’t say we act on the wishes of the BIA Executive and forget the majority stakeholders.... What I want my Downtown to be: This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Please Type Your Full Name Representing your signature: Anna Tartaglia Submitted to the City Clerk -City of Niagara Falls on Monday,December 6,2021Page 337 of 1510 Bill Matson c/o City of Niagara Falls 4310 Queen Street,Box 1023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEW INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Cheryl Vanditelli Address 4388 Queen Street I declare I'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Business Owner I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the MunicipalityAct,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes Comments/Concerns to City Councillors,City Clerk and Mr Mayor Diodati: There seems to be a lack of transparency when it comes to the BIA.As a paying member we should have a Vote In where our money is used.In these unprecedented times,it is more of a burden on business owners,?irther the money they have spent only bene?ts one end of the street.There is discrimination and a lack of transparency. What I want my Downtown to be: Inclusive,transparent and booming with business. This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Please Type Your Full Name Representing your signature: Cheryl Vanditelli Submitted to the City Clerk —City of Niagara Falls on Monday,December 6,2021Page 338 of 1510 Bill Matson c/o City of Niagara Falls 4310 Queen Street,Box 1023 Niagara Falls,ON,L2E 6X5 Canada LETTER FROM NFD MEMBERSHIP REQUESTING COUNCIL DEFER THE 2022 TAX LEVY INCREASE OF $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Eric Martin Address Taps Brewhouse,4680 QueenStreet I declare I'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Business Owner I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the Municipality Act,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes Comments/Concerns to City Councillors,City Clerk and Mr Mayor Diodati: The NFDBM is out of touch with reality.Their budget has almost tripled in middle of a pandemic that has crippled most businesses.Most other BIAS have either cut or froze budgets.My business is still way down from pre-covid levels with both local and tourist traffic down signi?cantly.My labour, rent,utility and material costs are all on the rise but none have gone up as much as the Downtown BIA levy in such a short time. This Board does not have the support of most of their membership.The DBIA is unorganized with hired staff not responding or hiding behind social media accounts to communicate.The Board, committee members and executive either blame each other,the Executive Director or out right lie to members when they do respond to them. I ask that any budget increase be deferred as this Board should not be allowed to spend more of its membership's money until the membership has a proper chance to vote for a new Board to represent it.Thank you. What I want my Downtown to be: This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Eric D MartinSubmittedto the City Clerk -City of Niagara Falls on Monday,December 6,2021Page 339 of 1510 BillMatson c/o City of Niagara Falls 4310 Queen Street,Box 1023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEW INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Dominick Barranca Address 4407 Queenst. I declare I'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Property Owner I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the MunicipalityAct,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes Comments/Concerns to City Councillors,City Clerk and Mr Mayor Diodati: You guys have your plan and it’s time to start listen to the membership Jim.Rain song the levy at 86%in the middle of the pandemic.City clerk Bill learn your job,doesn’t respond at all and when he does its a month later it’s unclear and not helpful.The rest of city council needs to wake up or move on in the next election. The people that f this street have had enough! What I want my Downtown to be: A place for locals and tourists to come without this forced levy that does nothing to help the businesses on the street. This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Please Type Your Full Name Representing your signature: Dominick Robert Barranca Submitted to the City Clerk ~City of Niagara Falls on Monday,December 6,2021Page 340 of 1510 BillMatson c/o City of Niagara Falls 4310 Queen Street,Box 1023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEW INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Karen Stearne Address 4635B QueenStreet I declare I'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Business Owner I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the Municipality Act,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Of?cers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes Comments/Concems to City Councillors,City Clerk and Mr Mayor Diodati: 4 primary concerns; I .Accountability Membership need to vote on the levy.There is no reason for this not to happen.This is membership money. 2.Transparency We need the 2021 audited Financial Statements before we authorize the 2022 budget.There is no reason for this not to happen.Membership needs to see annual carry over and financial health of our BIA.Also auditor notes are critical to understand any off balance sheet items and their impacts.Quiteopenly I think it’s dangerous for the Board to approve a new Levy without the con?dence of those statements in hand. 3.The Budget a.The size of BIA admin is way too big for 2022.Maybe 2021 was justifiable with a number of engagement tasks to get our BIA in shape..but going forward a staff of 7 is just not justifiable.375k budget just to admin the BIA is far too much. That’s 63%of the full budget...of which 185 is a hopeful grant amount,it is 92%of the levy.I have no idea what 5 or 6 marketing and event staff can be doing all day long.We only have so many active businesses.The total budget of $591k is reliant on $185k in grants.What if we don’t get those grants?Also grants do have a cost.Yes its not paid by our BIA fu11ds.. but instead paid by our property and income taxes...which is still not “free money”.We are all paying for it in the end and its important to treat it like our own money.I cant imagine if any of us was paying the direct admin bill from our business we would allow a staff that large to continue. a.There is just not enough money being put into the places that have a more proven path to increased traffic.The 2022 budget for marketing is only 6%of budget.Events is about the same at 7.This is just not enough. b.I believe a good portion of our annual budget should be invested into permanent elements for the street.Like the clock, the lights etc.I support the camera system program to enhance on a long term basis area safety.Beauti?cation and enhancements that we can grow upon. What I want my Downtown to be: The role of the City in my estimation is to assist and strengthen all local business.The QueenStreet district continues to be left as the ugly stepsister and the City does not hold every property owner to the same standard.Buildings have been left vacant looking abandon as investor waiting for the "golden goose".This has increased the challenges for business to come downtown reducing any chance of real vitalization.It is hard to "shop local"if there are no businesses to shop in. discussed by membership.Yes,I understand and wish for this form to be sent to city council on my behalfPleaseTypeYourFullNameRepresentingyoursignature:Karen Stearne 4635B QueenStreet Niagara FallsSubmittedtotheCityClerk—City of Niagara Falls on Monday,December 6,2021Page 341 of 1510 Bill Matson c/o City of Niagara Falls 4310 Queen Street,Box ‘I023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEW INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Mary Barranca Address 4411-4413 QueenStreet Niagara Falls,Ont I declare I'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Property Owner I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the Municipality Act,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes Comments/ConcernstoCityCouncillors,City Clerk and Mr Mayor Diodati: We demand from this DBIA board,transparency,accountability,honesty and more communication!Con?ict of interest within board members is a Huge issue and board vacancy replacement has not been fair. What I want my Downtown to be: Vibrant,thriving,safe and successful downtown where the Bla works with and respects the merchants on QueenStreet. This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Please Type Your Full Name Representing your signature: Mary Barranca Submitted to the City Clerk -City of Niagara Falls on Monday,December 6,2021Page 342 of 1510 Bill Matson c/o City of Niagara Falls 4310 Queen Street,Box 1023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEW INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Michael and Teresa Holliday Address 4683 QueenStreet I declare I'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Property Owner I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the Municipality Act,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes,I understand and wish for this form to be sent to city council on my behalf Comments/Concerns to City Councillors,City Clerk and Mr Mayor Diodati: We were not aware of our rights taken from us from The NFBIA and we wish to have these rights back.I believe that membership should decide what is best for the property owners not the NFBIA What I want my Downtown to be: A fair,honest and transparent downtown with a reasonable levy that property owners can aiford. This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Please Type Your Full Name Representing your signature: Michael and Teresa Holliday Submitted to the City Clerk —City of Niagara Falls on Monday,December 6,2021Page 343 of 1510 Bill Matson c/o City of Niagara Falls 4310 Queen Street,BoX1023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEVY INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Patrick Tcharig Address 4607 Huron St I declare I'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Property Owner I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the MunicipalityAct,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes Comments/Concerns to City Councillors,City Clerk and Mr Mayor Diodati: What I want my Downtown to be: This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Please Type Your Full Name Representing your signature: Patrick Tchang Submitted to the City Clerk —City of Niagara Falls on Monday,December 6,2021Page 344 of 1510 Bill Matson clo City of Niagara Falls 4310 Queen Street,Box 1023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEW INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name No don't defer Add ress 4634 QueenStreet I declare I'm a member in good standing and pay towards the levy of the NFDBIA. No I am a Property Owner,Business Owner or Tenant. Tenant I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the Municipality Act,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: No Comments/Concerns to City Councillors,City Clerk and Mr Mayor Diodati: Keep up the good work What I want my Downtown to be: A ?ourishing lively safe and entertaining place to visit This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Please Type Your Full Name Representing your signature: Stanley Taylor Submitted to the City Clerk —City of Niagara Falls on Monday,December 6,2021Page 345 of 1510 Bill Matson c/o City of Niagara Falls 4310 Queen Street,Box 1023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEW INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Tammy Lacas Address 4521 QueenStreet Niagara Falls,ON L2E2L4 I declare l'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Business Owner I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the MunicipalityAct,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes Comments/Concerns to City Councillors,City Clerk and Mr Mayor Diodati: Please do not sweep this issue under the rug.Membership has been trying for over a year to be heard on matters regarding the BIA.We need to take the steps to resolve the issues and dissolve the conflict. What I want my Downtown to be: Vibrant,dynamic district.Uni?ed and with a BIA that operates with the needs of ALL membership in mind. This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Please Type Your Full Name Representing your signature: Tammy Lacas Submitted to the City Clerk —City of Niagara Falls on Monday,December 6,2021Page 346 of 1510 Bill Matson c/o City of Niagara Falls 4310 Queen Street,Box 1023 LETTER FROM NFD MEMBERSHIP Niagara Falls,ON,L2E 6X5 REQUESTING COUNCIL DEFER THE 2022 TAX LEW INCREASE OF Canada $591,000 AS REQUESTED BY THE BOARD OF MANAGEMENT Full Name Suwanna Upper Address 4552 Queenstreet Niagara Falls Ontario L2E2L5 I declare I'm a member in good standing and pay towards the levy of the NFDBIA. Yes I am a Property Owner,Business Owner or Tenant. Tenant I request the 2022 Budget increase request be declined/deferred until further meetings and votes be held.Based on recent knowledge and breach of the MunicipalityAct,I understand my vote has been taken from me without consent and do not give the NFDBM Executive Officers permission to vote on such issues such as Levy increase,Constitution and Bylaw changes without my permission: Yes Comments/Concerns to City Councillors,City Clerk and Mr Mayor Diodati: What I want my Downtown to be: This form once submitted,will be sent to city council on your behalf to represent your voice to postpone the approval of the Downtown BIAtax levy increase for 2022 until it can be further discussed by membership. Yes,I understand and wish for this form to be sent to city council on my behalf Please Type Your Full Name Representing your signature: Suwanna Upper Submitted to the City Clerk -City of Niagara Falls on Monday,December 6,2021Page 347 of 1510 Page 348 of 1510 Page 349 of 1510 Page 350 of 1510 Page 351 of 1510 Click here to watch videoClick here to watch videoClick here to watch video Page 352 of 1510 Page 353 of 1510 Page 354 of 1510 Page 355 of 1510 Page 356 of 1510 Page 357 of 1510 Page 358 of 1510 Page 359 of 1510 Page 360 of 1510 Page 361 of 1510 Page 362 of 1510 Page 363 of 1510 Page 364 of 1510 Page 365 of 1510 Page 366 of 1510 Page 367 of 1510 Page 368 of 1510 Page 369 of 1510 Page 370 of 1510 Page 371 of 1510 Page 372 of 1510 Page 373 of 1510 Page 374 of 1510 Page 375 of 1510 Page 376 of 1510 Page 377 of 1510 Niagara Falls Public Library Page 378 of 1510 Anne Andres- Jones - NFPL Board Chair John Anstruther - NFPL Board Vice-Chair Alicia Subnaik Kilgour - NFPL CEO/Chief Librarian Page 379 of 1510 2020 Annual Report Page 380 of 1510 in-person visits 141,607 virtual visits 330,967 Page 381 of 1510 active cardholders 40,736 Items borrowed 796,815 Page 382 of 1510 computer sessions 15,865 WIFI sessions 40,544 Page 383 of 1510 programs 1,260 program attendees 30,850Page 384 of 1510 Message from the CEO and Board Chair Page 385 of 1510 NFPL Covid Timeline Page 386 of 1510 March 13 2020 • Library Closes Physical Locations • Electronic Resources available 24/7 on website • WiFi available at all locations March 27 2020 First Virtual Program held May 27 2020 Legislation lifts, staff allowed back in buildings June 8 2020 • Curbside Delivery Service starts, enabling customers to access physical resources • Victoria Avenue Library mobilized as cooling / warming centre September 11 2020 Legislation lifts, allowing in-person computer access September 28 2020 • Legislation lifts, allowing in-person access to library spaces. • Browse, Borrow & Go Service starts July 21 2020 Visiting Library Service delivery to homebound customers resumes April - May 2020 Staff working from home to provide virtual services to community August 10 2020 Take & Go Pick Up Service begins at all locations. April 17 2020 Niagara Assertive Street Outreach Team (NASO) begins working out of Victoria Avenue Library Page 387 of 1510 Social Impact and the Library Page 388 of 1510 Currently in the final phase of a year long project assessing the connections between the activities of the Niagara Falls Public Library and Social Impact on the residents of the City of Niagara Falls. What is Social Impact? Social impact is the effect of an action, activity, project, program, or policy on the well-being of the individuals and families in a community. Social impact programs are a way to create public value that serves a local or global community need. Social Impact and the Library Page 389 of 1510 Education • Social and Emotional Competencies: Pre and Early Literacy programming, School-age literacy programs, Summer Reading Club, Cooking / Keyboarding / Maker / Computer classes • Overall academic achievement, attainment, and participation: Adult Book Clubs, Maker programs, Electronic resources - LinkedIn Learning, Rosetta Stone, CreativeBug, DIY Database, Books and eBooksPage 390 of 1510 Healthy Populations • Mental Health: Crafternoons, Knit for a Cause, Paint Classes, phone calls to Seniors at home during pandemic, community partners, Wellness / meditation programs • Public Health: COVID-19 Vaccine clinics at Victoria Avenue, Naloxone training for public through Streetworks / Positive Living Niagara • Personal Wellbeing: Seed to Seed Library, targeted health collections Time Use • Library as Place, Book Clubs, paint classes, crafternoonsPage 391 of 1510 Leisure and Culture • Participation: All programming, instrumental performances in partnership with Brock Music, piano and ukulele classes. • Number of hours volunteering: Teen Library Volunteers (2019 - 73 Teen Volunteers / average of 10 hours a week) Community Vitality • Social Engagement: Library programs, Visiting Library Service, Teen Library VolunteersPage 392 of 1510 2022 Forecast Operating Budget Page 393 of 1510 Board Considerations for 2022 Forecast Operating Budget The Operating Budget ask represents a 4% increase as inflation is running at roughly 4% In order to get to 4%, a reduction of $258 K had to be done, which incurred some hardships for the Library Board had to make some difficult decisions and cost reductions: ●Labour ●Stamford Centre Library Rent ●Reduction in collection material (correction in Development Charges)Page 394 of 1510 Niagara Falls Public Library Board - 2022 Operating Budget Page 395 of 1510 Budget Drivers and Cost Reductions Drivers of Increase to Budget: ●Reduced revenues (no room rentals and fees) ●Labour - 1.8% COLA adjustment, step progressions and increases to Benefits ●Facilities - Stamford Service Expansion Rent (RFP completed, Design and Construction to start), Security, Insurance fees ●Increase in cost of materials and services downloaded to Library (books, shipping, etc.) Mitigating Increases: ●As a NFP Charitable Organization we are mobilizing for fundraising, continue to source Grants ●Labour - not filling some vacant positions, attrition ●Facilities - Transitioning services at Stamford Centre Library, pausing current service (offering VLS, NovelBranch, Curbside pick up) ●Reduced collections - purchasing less materialPage 396 of 1510 A Good Thing Happened at the Library “It has been a wonderful time reading, escaping the day to day of 2020. What a year it has been! Your dedication to all of us who love to read has meant the world to me and many others. Thank you so much!” “NFPL, by far, has the best live virtual programs as well as providing the best program materials / kits” “Thank you very much for allowing our library card to be used with apps online. It makes reading & Borrowing books so much easier.” A holiday card from a VLS customer: “Your phone calls and visits brighten my days!” “Thank you so much for offering this service. I didn’t know how I was going to print my school stuff.” Page 397 of 1510 Thank You Page 398 of 1510 F-2021-61 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2021-61 2022 Water and Wastewater Budget RECOMMENDATION 1. That Council approve the 2022 Water and Wastewater budget and associated rates, option 1, as presented. 2. That, if Council decide to include a 2% increase to the 2022 senior and disability water rebate, staff incorporate this increase into he 2022 water and wastewater rates. 3. That Council receive the August 2021 BMA Water and Wastewater Rate Study for the information. EXECUTIVE SUMMARY Each year, Municipalities must adopt a self funding water and wastewater operating budget, outlining the estimated revenues and expenses. The budget shall provide that estimated revenues are equal to the estimated expenditures. Water and wastewater rates determined in conjunction with the operating budget require approval by Council prior to the start of fiscal period 2022. BACKGROUND The 2022 Water and Wastewater operating budget has been prepared taking into consideration recommendations as outlined in the August 2021 BMA Water and Wastewater Rate Study. Furthermore, the 2022 water and wastewater operating budgets include linkages with the 2022 Capital Budget which was approved by Council November 16, 2021. The 2022 Water and Wastewater budget as presented supports the City’s adoption of asset management planning of core assets. ANALYSIS/RATIONALE Analysis and rational have been communicated in attachment 1. Page 399 of 1510 2 F-2021-61 December 7, 2021 FINANCIAL/STAFFING/LEGAL IMPLICATIONS Financial implications have been communicated in attachment 1. 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. 2022 Water and Wastewater Budget Presentation 2. August 2021 BMA Water and Wastewater Rate Study Recommended by: Jonathan Leavens, Acting Director of Finance Respectfully submitted: Jason Burgess, Chief Administrative Officer Page 400 of 1510 City of Niagara Falls 2022 Water & Wastewater Budget December 7, 2021Page 401 of 1510 A GREAT CITY…FOR GENERATIONS TO COME 2022 Budget Presentation Overview 2022 Utility Budget includes Water and Wastewater Two tiered service delivery –Region and City of Niagara Falls Water and Wastewater Budget Pressures Water and Wastewater Budget Highlights & Summary Proposed 2022 rates & impacts on users (2 options) Recommendation to approve the 2022 proposed rates (option 1) effective January 1, 2022 Page 402 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Regional Municipality of Niagara Responsible for water/wastewater treatment facilities and pumping stations Responsible for part of the water network in the City Region rate structure for water is 75% variable, and 25% fixed Responsible for sewers spanning municipal boundary Region rate structure for wastewater is 100% fixed Co-contributor to capital projects via combined sewer overflow (CSO) program Page 403 of 1510 A GREAT CITY…FOR GENERATIONS TO COME City of Niagara Falls Responsibilities City Council is the Management Authority Operations administered by Municipal Works Staff Billing and Collection administered by Finance Staff Maintenance and replacement of utility infrastructure Responsible for directly charging residents For usage Provide customer service to ratepayers Page 404 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Overall 2022 Budget Pressures Consumption down for 2 consecutive years ICI decreased with COVID restrictions, (24)% and (8)% Stay at home orders increased residential by 8%, then decreased (2)% Normally ICI make up 53% of consumption Residential increase not enough to offset ICI decrease As volumetric charge is 60% of rate structure, revenue shortfall experienced Declining fixed rate and flat variable rate for 2 consecutive years Deficit has been experienced for 3 consecutive years –unsustainable – water/wastewater should be self sustaining Reserves should fund capital assets, not operations Need a conservative sales volume estimate for 2022 Taking 3 year average of consumption, 1 normal year and 2 lower years (COVID) Assume 2021 account growth rates in 2022 (0.67% residential, 0.19% ICI)Page 405 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Overall 2022 Budget Pressures Water and wastewater systems are capital intensive Recent BMA study identifies annual gap in capital reserve contributions Core AMP July 1, 2022 with revised infrastructure gap – anticipated to be significantly higher 2022 capital budget reserve funding of $3.4M and $4.3M Approved debt funding for capital projects Operating budget needs to align to July 1 2022 AMP Increase contribution to capital reserve Include debt service charges Page 406 of 1510 A GREAT CITY…FOR GENERATIONS TO COME 2022 Water Budget Page 407 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Water Budget Highlights This budget implements key recommendations of the BMA study Maintain uniform variable rate structure and fixed rate structure Phase-in meter equivalency ratios to AWWA standards Sustainability of bulk water service delivery Bulk water rate aligned with cost of service & Annual contribution to capital reserve $25K Includes $6.08M transfer to capital reserve (non bulk) $680K increase from prior year Recommended in BMA study July 1, 2022 AMP provide updated infrastructure gap Page 408 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Water Budget Highlights Includes $340K in approved debt service charges related to capital investment Includes FTE position -Environmental Services Analyst Position tied to AM Analysis of meter readings, QA, KPIs, system monitoring to maintain desired service levels Identify areas in the system where investment required Benefits of addressing AM financial requirements Reduction in non billable consumption/non-revenue water (leaks, breaks) Reduces Regional wholesale purchases/expenses Accurate/timely consumption to customers Fewer estimates, missed reads Overall, better front line customer service Page 409 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Water Budget Highlights Continuation of existing water programs: Senior rebate ($100, issued 719 YTD) Disability rebate ($100, issued 54 YTD) High consumption rebate (1 time, residential, 50% leak) Sod watering rebate ($10, due to City damage) Budget proposal to increase Senior and Disability rebate by 2% -approximately $1.9K increase (not included, minimal impact on rates)Page 410 of 1510 A GREAT CITY…FOR GENERATIONS TO COME 2022 2021 Regional Costs $11,658,019 49%$11,727,910 52% City Costs 12,371,525 51%10,861,790 48% Total Expenses 24,029,544 100%$22,589,700 100% 49%51%Page 411 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Expenses 2022 2021 Variance ($) Variance (%) Regional Charges - Volumetric 8,664,228 8,780,070 (115,842)(1.32)% Regional Charges -Fixed 2,993,791 2,947,840 45,951 1.56% Transfer to Capital/Reserve 6,105,000 5,400,000 705,000 13.06% Net City Operating Charges 6,266,525 5,461,790 804,735 14.73% Total Expenses 24,029,544 22,589,700 1,059,844 6.37% Non Rate Revenue*(717,700)(626,387)(91,313)14.58% Amount to be Raised from Rates 23,311,844 21,963,313 1,348,531 6.41% * Includes user fees (account set up, disconnection/reconnection fees), flat rate fees, stand pipe fees, penalties, water meter sales and other revenue Page 412 of 1510 A GREAT CITY…FOR GENERATIONS TO COME 2022 Wastewater Budget Page 413 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Wastewater Budget Highlights The wastewater budget implements key recommendations of the BMA study Includes $6.5M transfer to capital reserve $1.1M increase from prior year Recommended in BMA study July 1, 2022 AMP provide updated infrastructure gap Page 414 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Wastewater Budget Highlights con’t Includes $340K in approved debt service charges related to capital investment Benefits of addressing AM financial requirements Reduce infiltration of non wastewater sources Reduces wastewater delivered to Region for treatment Page 415 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Wastewater Budget Highlights Continuation of existing Weeping-tile Removal Assistance Program (WRAP) –disconnect weeping- tile from sanitary –reduce rainwater from sanitary Estimated to receive 145 applications and approve 90 2 incentive programs Max $4k –Weeping tile investigation and disconnection, sump pump and backup Max $1.2K –Weeping tile investigation. Purchase and installation of Backwater Valve to prevent sewage flows from backing up into the basement Page 416 of 1510 A GREAT CITY…FOR GENERATIONS TO COME 2022 2021 Regional Costs $13,519,397 52%$13,381,018 55% City Costs 12,357,271 48%10,844,380 45% Total Expenses $25,876,668 100%$24,225,398 100% 52%45%Page 417 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Wastewater Budget Expenditures –Detail Expenses 2022 2021 Variance ($) Variance (%) Regional Charges -Fixed 13,519,397 13,381,018 138,379 1.03% Transfer to Capital/Reserve 6,500,000 5,400,000 1,100,000 20.37% Net City Operating Charges 5,857,271 5,444,380 412,891 7.58% Total Expenses 25,876,668 24,225,398 1,651,270 6.82% Non Rate Revenue*(1,252,638)(1,401,100)148,462 (10.68)% Amount to be Raised from Rates 24,624,030 22,824,298 1,799,732 7.89% * Includes, flat rate fees, sewer lateral cleaning fees, penalties, transfers from DCs, and special purpose reserves Page 418 of 1510 A GREAT CITY…FOR GENERATIONS TO COME 2022 Water & Wastewater Rate Structure Volumetric Rate -uniform rate per m3 -consumption based -60% cost recovery -promotes: -fairness/equity -conservation -practicality Fixed Rate -User class based rate determined by meter size (AWWA equivalency ratio) -Levy, unavoidable -40% cost recovery -promotes: -revenue stability -user class service cost Page 419 of 1510 A GREAT CITY…FOR GENERATIONS TO COME 2022 Proposed Rates (option 1) Fixed Overall annual increase of $28.32 (annual)*($ 512.52 vs. $ 484.20 in 2021) Volumetric Overall increase of $0.304/m3 (per m3)($ 2.637 vs. $ 2.333 in 2021) *5/8 x ¾ meter 2022 2021 Variance $Variance % Water Fixed (annual)*$ 249.36 $ 240.48 $ 8.88 3.69% Volumetric ($/m3)$ 1.268 $1.121 $ 0.147 13.11% Wastewater Fixed (annual)*$ 263.16 $ 243.72 $ 19.44 7.98% Volumetric ($/m3)$ 1.369 $ 1.212 $ 0.157 12.95%Page 420 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Number of Active Accounts by Meter Size Meter Size 2021 % of Total 2020 Variance 5/8" x 3/4"30,255 96.55%29,878 377 1"358 1.14%346 12 1 1/2"255 0.81%247 8 2"318 1.01%300 18 3"81 0.26%81 0 4"42 0.13%41 1 6"23 0.07%22 1 8"3 0.01%3 0 10"1 0.00%1 0 31,336 100%30,919 417 Page 421 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Impact on 5/8” x 3/4” Meter Size Low Water User (84 m3) Average Water User (176 m3) High Water User (268 m3) Three (3) scenarios: 96% R1 5/8” x 3/4" meters make up 96% of the system Page 422 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Impact on 5/8” x ¾” Meter Size (96% of System) Rate Comparison 2022 2021 2022 2021 2022 2021 Annual Usage:84 m3 176 m3 268 m3 Water Fixed (annual)$249.36 $240.48 $249.36 $240.48 $249.36 $240.48 Volumetric (per m3)$106.51 $94.16 $223.17 $197.30 $339.82 $300.43 Wastewater Fixed (annual)$263.16 $243.72 $263.16 $243.72 $263.16 $243.72 Volumetric (per m3)$115.00 $101.81 $240.94 $213.31 $366.89 $324.82 Total $734.03 $680.17 $976.63 $894.81 $1,219.24 $1,109.44 Total Annual Change $53.86 $81.82 $109.79 Total Monthly Change $4.49 $6.82 $9.15 Page 423 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Annual Residential Charges Comparison to LAMs Municipality 84 m³ (Annual Cost)Municipality 176 m³ (Annual Cost)Municipality 268 m³ (Annual Cost) Port Colborne $1,491.83 Port Colborne $1,617.02 Fort Erie $1,742.10 Fort Erie $1,095.89 Fort Erie $1,418.99 Port Colborne $1,732.32 NOTL $860.03 Welland $1,234.44 Welland $1,670.45 West Lincoln $828.60 West Lincoln $1,135.88 West Lincoln $1,443.16 Welland $798.43 NOTL $1,116.58 Lincoln $1,391.58 Thorold $766.22 Thorold $1,071.20 Thorold $1,376.18 Niagara Falls $734.03 Lincoln $969.11 NOTL $1,373.12 Pelham $623.93 Niagara Falls $976.63 St. Catharines $1,222.93 St. Catharines $597.52 St. Catharines $910.22 Niagara Falls $1,219.24 Lincoln $546.22 Pelham $885.85 Pelham $1,147.78 Average $834.31 Average $1,133.10 Average $1,431.88 Note: 2021 rates of Local Area Municipalities (LAMs) compared to proposed 2022 rates for the City of Niagara Falls at the low, average and high consumption scenarios. Page 424 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Monthly Fixed Charges by Meter Size Meter Size 2022 2021 $ Variance %Variance 5/8" x 3/4“$42.71 $40.35 $2.36 5.85% 1"$61.93 $54.47 $7.46 13.69% 1 1/2"$155.89 $137.18 $18.71 13.64% 2"$298.97 $266.29 $32.68 12.27% 3"$576.58 $528.55 $48.03 9.09% 4"$1012.22 $948.16 $64.06 6.76% 6"$1,964.75 $1,815.63 $149.02 8.21% 8"$3,374.07 $3,211.65 $162.42 5.06% 10"$4,826.20 $4,518.90 $307.30 6.80% Note: 96% of the water system utilizes a 5/8” x 3/4“ meter Page 425 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Option 2 –Remove AMP focus from budget Maintain status quo contributions Reduce Water capital contribution by $280K Reduce Wastewater capital contribution by $700K Not achieve the BMA target AMP contributions Larger core infrastructure gap to face July 1, 2022 Page 426 of 1510 A GREAT CITY…FOR GENERATIONS TO COME 2022 Proposed Rates (Option 1 vs option 2) Fixed Overall annual increase of $10.44 (annual)*($ 512.52 vs. $ 502.08 in option 2) Volumetric Overall increase of $0.055/m3 (per m3)($ 2.637 vs. $ 2.582 in option 2) *5/8 x ¾ meter Option 1 Option 2 Variance $Variance % Water Fixed (annual)*$ 249.36 $ 246.36 $ 3.00 1.22% Volumetric ($/m3)$ 1.268 $1.252 $ 0.016 1.28% Wastewater Fixed (annual)*$ 263.16 $ 255.72 $ 7.44 2.91% Volumetric ($/m3)$ 1.369 $ 1.330 $ 0.039 2.93%Page 427 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Impact on 5/8” x ¾” Meter Size (Option 1 vs Option 2) Rate Comparison Option1 Option2 Option1 Option2 Option1 Option2 Annual Usage:84 m3 176 m3 268 m3 Water Fixed (annual)$249.36 $246.36 $249.36 $246.36 $249.36 $246.36 Volumetric (per m3)$106.51 $105.17 $223.17 $220.35 $339.82 $335.54 Wastewater Fixed (annual)$263.16 $255.72 $263.16 $255.72 $263.16 $255.72 Volumetric (per m3)$115.00 $111.72 $240.94 $234.08 $366.89 $356.44 Total $734.03 $718.97 $976.63 $956.51 $1,219.24 $1,184.06 Total Annual Change $15.06 $20.12 $25.18 Total Monthly Change $1.25 $1.68 $2.10 Page 428 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Annual Residential Charges Comparison to LAMs (Option 1 vs 2) Municipality 84 m³ (Annual Cost)Municipality 176 m³ (Annual Cost)Municipality 268 m³ (Annual Cost) Port Colborne $1,491.83 Port Colborne $1,617.02 Fort Erie $1,742.10 Fort Erie $1,095.89 Fort Erie $1,418.99 Port Colborne $1,732.32 NOTL $860.03 Welland $1,234.44 Welland $1,670.45 West Lincoln $828.60 West Lincoln $1,135.88 West Lincoln $1,443.16 Welland $798.43 NOTL $1,116.58 Lincoln $1,391.58 Thorold $766.22 Thorold $1,071.20 Thorold $1,376.18 Niagara Falls $718.03 Lincoln $969.11 NOTL $1,373.12 Pelham $623.93 Niagara Falls $956.51 St. Catharines $1,222.93 St. Catharines $597.52 St. Catharines $910.22 Niagara Falls $1,194.06 Lincoln $546.22 Pelham $885.85 Pelham $1,147.78 Average $832.71 Average $1,131.09 Average $1,429.37 Note: 2021 rates of Local Area Municipalities (LAMs) compared to proposed 2022 rates for the City of Niagara Falls at the low, average and high consumption scenarios. Page 429 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Monthly Fixed Charges by Meter Size (Option 1 vs 2) Meter Size Option 1 Option 2 $ Variance %Variance 5/8" x 3/4“$42.71 $41.75 $0.96 2.30% 1"$61.93 $60.53 $1.39 2.30% 1 1/2"$155.89 $152.38 $3.51 2.30% 2"$298.97 $292.24 $6.73 2.30% 3"$576.58 $563.60 $12.99 2.30% 4"$1012.22 $989.42 $22.80 2.30% 6"$1,964.75 $1,920.40 $44.25 2.30% 8"$3,374.07 $3,298.08 $75.99 2.30% 10"$4,826.20 $4,717.51 $108.69 2.30% Note: 96% of the water system utilizes a 5/8” x 3/4“ meter Page 430 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Recommendations 1.That Council approve the 2022 Water and Wastewater Budget and associated rates, option 1, as presented. 2.That, if Council decide to include a 2% increase to the 2022 senior and disability water rebate, staff incorporate this increase into the 2022 water and wastewater rates.Page 431 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Questions?Page 432 of 1510 City of Niagara Falls Management Consulting Inc.BMA Water and Wastewater Rate Study August 2021Page 433 of 1510 Water and Wastewater Rate Study 58 Table of Contents Introduction 1 Guiding Principles for Water/Wastewater Rate Setting 5 Background Information Water and Wastewater Operations 8 Background Information on Rates and Cost of Service Comparisons 10 Consumption and Customer Trends 16 Budget and Actual Revenues and Expenditures 24 Rate Structures 28 Alternative Rate Structures Considered 36 Bulk Water 42 Rate Structure Summary of Recommendations 46 Summary of Recommendations 48 Appendix A—Customer Impact Analysis Appendix B—Rates Under Each Option Page 434 of 1510 Water and Wastewater Rate Study 1 Introduction ‐ Water and Wastewater Rate Study Page 435 of 1510 Water and Wastewater Rate Study 2 Introduction The City of Niagara Falls is committed to providing water and wastewater rates that are sustainable, fair and affordable, while also providing sufficient funding to recover the cost of operations and for the timely replacement of assets. To this end, the City hired BMA Management Consulting Inc. to undertake a water and wastewater rate structure review to ensure the rate structure continues to meet the goals and objectives of the City. The intent of the review is to identify and evaluate alternative rate structures. This is the second step in the process whereby a long range financial plan was prepared in 2019 for the water and wastewater operations to ensure that: There are sufficient reserves available for funding shortfalls, financial emergencies and capital requirements; There is sufficient financial flexibility within the plan; The City is recovering the full cost of its operations and not postponing costs to a future period; The City is addressing its infrastructure backlog in a timely manner; and The City is operating in accordance with Ontario Regulation 453/07 Financial Plans. The City’s Long Range Financial Plan principles of financial sustainability and the City’s Asset Management Plan (AMP) have been taken into consideration in the Water and Wastewater Rate Structure review and highlights have been provided in this report. Rate structure reviews are generally undertaken by municipalities every few years to ensure that the existing rate structure continues to be the most appropriate. Over time, regulations/legislation, budgets, capital requirements, consumption trends and the goals and objectives of the municipality may change, necessitating a need to review the rate structure. As stated by the Canadian Water and Wastewater Association (CWWA), there is, and always will be, a lot of variation in rate setting practices given that there is no single rate setting approach or rate structure. A variety of alternative rate structures can be used, depending on the goals and objectives of the municipality and a number of other factors. As such, an analysis is required to identify the most appropriate rate structure. There are a number of key steps that were undertaken in the analysis of the existing fee structure which are described in the next several pages of the report. Page 436 of 1510 Water and Wastewater Rate Study 3 Comparison of Existing Rates and Rate Structure A comparison of existing rates and rate structures was undertaken with a focus primarily on Niagara municipalities using 2021 rates. Note that Grimsby has been excluded as their wastewater is recovered from property taxes. Wainfleet was also excluded as there is no municipal water service. The analysis included the following: Comparison using different levels of annual consumption and customers; Type of rate structure including a summary of fixed/volumetric, allocation of costs (percentage) allocated to fixed, use of inclining, declining, humpback rates etc.; and Summary of practices employed by Ontario municipalities, with a focus on those with similar goals and municipalities of similar size and profile (e.g. water source, geographic location). City Guiding Principles for Water and Wastewater Rate Setting The first step in the review process was to define the City’s guiding principles to evaluate the existing rate structure and alternative rate structures. Consumption Trend and Forecasting Analysis Consumption trends were analyzed to fully understand customer impact of potential changes to the rate structure. Analysis of Customer Consumption and Customer Count Information In order to calculate the rates and understand the impact of various rate structures, BMA gathered customer information with respect to meter size, class of customer and consumption trends. This also included a frequency distribution for each class of customer to understand customer consumption profiles. Because of the effect of COVID‐19 on various customer classes, for the purposes of this analysis, 2019 detailed customer profiles was used as this was the most representative year to reflect typical consumption patterns. Page 437 of 1510 Water and Wastewater Rate Study 4 Development of Alternative Rate Structures The guiding principles were used to guide the development of alternative rate structures. A qualitative assessment based on the guiding principles was undertaken and a short list of alternative rate structure options were identified. The analysis included: Comparison of options and identified advantages/disadvantages with respect to each option; Identifying changes on a $ and % basis under various scenarios; Identifying phase‐in strategies that may be required to avoid rate shock; and Undertaking an impact analysis for various types of customers and usage patterns (e.g. residential small volume user, average user, heavy user, large industry, commercial (small mid, large) by comparing the existing costs to customers under the current structure to the potential cost that they may incur under the alternative rate structures. Page 438 of 1510 Water and Wastewater Rate Study 5 Guiding Principles for Water/Wastewater Rate Setting Page 439 of 1510 Water and Wastewater Rate Study 6 Rate Structure ‐ Guiding Principles The following provides a set of guiding principles that were considered in developing the rate structure: Guiding Principals Description Revenue Stability The rate structure should provide for a steady and predictable stream of revenues such that the City is capable of meeting its financial obligations. Any rate setting practice employed by the City will consider the impact on revenue stability and take the appropriate actions to maintain/improve revenue stability. Fairness and Equity The rate structure should ensure that customers are contributing fairly and equitably towards the proportionate cost of the systems and non‐discriminatory between user classes. Affordability The rate structure should incorporate policies that support affordable water and wastewater services for all customers while at the same time ensuring that the full cost of service is being recovered. Conservation The rate structure should encourage the efficient and justifiable uses of water as well as assist in managing system demand. Programs that promote efficient water usage may reduce operating costs and capital investment needs over time. Economic Development The rate structure should consider the competitive positioning of commercial and industrial properties in Niagara Falls and the City’s ability to attract new business to the community. Practicality The rate structure should be simple to understand and administer and easy to update in future years. Page 440 of 1510 Water and Wastewater Rate Study 7 Rate Structure ‐ Guiding Principles—Assessment and Alternatives Considered The following table summarizes the current assessment of the City’s rate structure and how it aligns to the guiding principles as well alternative rate structures that were considered. Goals Alternative Options Considered Revenue Stability Options were considered to increase the allocation of costs to be recovered from the fixed monthly charge but were not recommended due to conflicts associated with Affordability. Fairness and Equity Continue to phase‐in meter equivalencies over a period of 5 years or alternatively implement immediately AWWA meter equivalencies. Phase‐in is recommended to avoid large impacts to mid sized commercial customers. Affordability Options were considered to reduce the fixed monthly cost allocation to lower the cost of service for low volume residential customers. This was not recommended as the costs are already below average and the City provides a program for low income senior residents. Further this would reduce Revenue Stability. Conservation Options were considered to reduce the fixed monthly allocation to further support Conservation. This was not recommended as the consumptions for residential customers reflect conservation already in place. Economic Development No action recommended Practicality No action recommended Current Assessment The City’s rate structure, with a higher than average allocation of costs to be recovered from a fixed monthly fee supports Revenue Stability. The City has a uniform rate and fixed monthly rate. The meter equivalencies currently employed are being phased‐in to further support fairness and equity, in accordance with AWWA standards. Residential costs are low in relation to other peer municipalities. City employs a fixed and volumetric charge which supports conservation with a good balance on Revenue Stability. Analysis of customer profiles reflects a relatively low average Residential consumption in relation to peer municipalities. Commercial customers are the lowest in relation to peer municipalities by 40%‐48%. Existing rate structure is easy to understand and administer. Page 441 of 1510 Water and Wastewater Rate Study 8 Background Information Water and Wastewater Operations Page 442 of 1510 Water and Wastewater Rate Study 9 Niagara Falls Water and Wastewater Operations The City has a population of approximately 88,000 and is located within the Regional Municipality of Niagara. Water and wastewater operates under a two‐tier system whereby the City purchases treated water from the Region and is responsible for the City’s distribution system of approximately 475 km of water mains. The Regional Municipality is responsible for the treatment of sewer for the City’s collection system of approximately 434 km of wastewater mains. The City has approximately 31,000 metered customers that are connected to the water and wastewater system. Sources of Data Used in the Development of the Rate Study A number of sources of data were used in the development of the rate study. This included: City’s water and wastewater rate model 2021 Operating Budget 2021 Capital Budget 2019 Non‐Revenue Water Study Billable and Wholesale Consumption data 2013‐2020 2021 Water/Wastewater Rates from Peer Municipalities Customer Billing files Page 443 of 1510 Water and Wastewater Rate Study 10 Background Information on Rates and Cost of Service Comparisons Page 444 of 1510 Water and Wastewater Rate Study 11 City of Niagara Falls Water and Wastewater Rates The following table provides a summary of the water and wastewater rates from 2017‐2021. This provides a summary of the changes in the rates for the fixed and volumetric portion of the bill. The City charges all metered customers a uniform volumetric rate based on the amount of water consumed which is measured on a per m3 basis. In addition, each customer pays a fixed monthly charge based on the size of the meter. A 5/8” meter is what most residential customers pay. For wastewater services, the same approach is applied which includes a uniform volumetric and fixed charge. Changes in rates have been reflected in the charts. For example, in 2021 there was a 1.5% increase in the water volumetric rate and a reduction in the fixed monthly rate of 1.4%. 2017 2018 2019 2020 2021Water Meter SizeWater Usage Charge (Volumetric) per m30.983$ 1.011$ 1.069$ 1.104$ 1.121$ 5/8" 20.13$ 19.72$ 20.21$ 20.32$ 20.04$ 3/4" 20.13$ 19.72$ 20.21$ 20.32$ 20.04$ 1" 20.13$ 19.72$ 21.22$ 24.39$ 27.06$ 1.5" 60.39$ 59.17$ 61.65$ 65.04$ 68.14$ 2" 120.78$ 118.34$ 123.30$ 128.04$ 132.27$ 3" 241.56$ 236.67$ 247.61$ 258.11$ 262.54$ 4" 442.87$ 433.90$ 454.80$ 467.44$ 470.97$ 6" 845.47$ 828.36$ 869.17$ 894.24$ 901.85$ 8" 1,509.77$ 1,479.21$ 1,556.43$ 1,605.57$ 1,595.28$ 10" 2,113.68$ 2,070.89$ 2,162.83$ 2,235.60$ 2,244.61$ Volumetric Rate Change 2.5% 2.8% 5.7% 3.3% 1.5%Fixed Rate Change 5/8"‐4.1%‐2.0% 2.5% 0.5%‐1.4%2017 2018 2019 2020 2021Wastewater Meter SizeWastewater Usage Charge (Volumetric) per m31.2050$ 1.2050$ 1.2490$ 1.2280$ 1.2120$ 5/8" 19.53$ 19.67$ 21.22$ 20.31$ 20.31$ 3/4" 19.53$ 19.67$ 21.22$ 20.31$ 20.31$ 1" 19.53$ 19.67$ 22.28$ 24.37$ 27.41$ 1.5" 58.60$ 59.01$ 64.72$ 64.98$ 69.04$ 2" 117.21$ 118.02$ 129.43$ 127.93$ 134.02$ 3" 234.41$ 236.04$ 259.93$ 257.89$ 266.01$ 4" 429.76$ 432.73$ 477.42$ 467.04$ 477.19$ 6" 820.45$ 826.12$ 912.39$ 893.47$ 913.78$ 8" 1,465.09$ 1,475.22$ 1,633.82$ 1,604.18$ 1,616.37$ 10" 2,051.12$ 2,065.31$ 2,270.38$ 2,233.66$ 2,274.29$ Volumetric Rate Change‐3.4% 0.0% 3.7%‐1.7%‐1.3%Fixed Rate Change 5/8"‐4.4% 0.7% 7.9%‐4.3% 0.0%Water Charge based on Meter Size ‐ MonthlyWastewater Charge based on Meter Size ‐ MonthlyPage 445 of 1510 Water and Wastewater Rate Study 12 Residential Cost of Service Analysis—Peer Municipal Comparisons An analysis of the 2021 water and wastewater rates in Niagara Falls was undertaken against other Niagara municipalities for a low, mid and high volume residential customer using the City’s customer profiles. As shown in the table, for a low volume customer (85 m3 annually), the cost in Niagara Falls for water and wastewater services is 24% below the average in the Niagara Region; 4th lowest in the peer survey. For a residential customer that is considered a mid volume customer (180 m3 annually), the combined cost in Niagara Falls for water and wastewater services is 28% below the average in the Niagara Region; the second lowest in the survey. For a residential customer that is considered a high volume customer (270 m3 annually), the cost in Niagara Falls for water and wastewater services is 31% below the average in the Niagara Region; the lowest in the survey. Rates are impacted by the overall cost of service and the type of rate structure employed. For example, while the cost of service for a low volume customer in Lincoln is the lowest in the survey, the cost for a high volume customer in Lincoln is well above the average. This is primarily due to a lower allocation of costs to be recovered from the fixed monthly charge in Lincoln. Source: 2021 Water/Wastewater By‐laws It should be noted that the customer and consumption profiles also vary across the municipalities as well as strategies to maintain financial sustainability and contribute to reserves and capital replacement plans. The above noted analysis is not intended to suggest one municipality is performing better than the other, but to provide context on the existing cost of residential service. 2021Residential Residential ResidentialVolume 85 m3 180 m3 270 m3Meter Size 5/8" 5/8" 5/8"Lincoln 551$ 987$ 1,401$ St. Catharines 601$ 924$ 1,230$ Pelham 627$ 897$ 1,153$ Thorold 770$ 1,084$ 1,383$ West Lincoln 797$ 1,103$ 1,394$ Welland 803$ 1,253$ 1,680$ Niagara‐on‐the‐Lake 863$ 1,128$ 1,379$ Fort Erie 1,099$ 1,433$ 1,749$ Port Colborne 1,493$ 1,617$ 1,735$ Niagara Avg 845$ 1,159$ 1,456$ Niagara Med. 797$ 1,103$ 1,394$ Niagara Falls 683$ 904$ 1,114$ Ranking4th lowest 2nd lowest lowest% Below Average 24% 28% 31% Page 446 of 1510 Water and Wastewater Rate Study 13 Ratepayer Affordability There are a number of sources which are used in the industry to establish a benchmark upon which affordability is measured. The most common approach is water/wastewater costs as a percentage of average household income. There is no one benchmark percentage established in the industry. Depending on the source used, the range typically is from 1.5%‐3.0% of household income, beyond which, affordability is questionable. The table to the right compares the cost of water/wastewater services in relation to household income based on a user consuming 180 m3 per year. As shown in the table to the right, using this affordability metric, Niagara Falls is approximately at the average of Niagara municipalities. The water/ww costs as a percentage of average household income in Niagara Falls is 1.1% compared with the survey average of 1.2%. While the total cost of service is lower than survey average in Niagara Falls, the average income is also lower, resulting in an affordability metric at the peer median. It should be noted that The City of Niagara Falls has a water account rebate of $100 annually for water customers age 65 or over and receiving Federal Guaranteed Income Supplement. This supports affordability for low income users. Note that this is not reflected in the table. Source: 2021 Water/Wastewater By‐laws, Household Income estimates using Manifold Data Mining Inc. Page 447 of 1510 Water and Wastewater Rate Study 14 Cost of Service Increase Trend A comparison was made of a residential customer that consumes 180 m3 annually for all Niagara peer municipalities in 2017 and in 2021 to provide an understanding of the increases in the rates and changes in the rate structure. From 2017‐2021, the cost of service in Niagara Falls increase was 4% for a customer that consumes 180 m3 compared to an average of 17% across other Niagara municipalities, well below inflationary levels. It should also be noted that the rate structure may also play a role in the 5 year comparative analysis. For example, Port Colborne increased their allocation of costs to be recovered from the fixed fee in wastewater which substantially increased the cost to residential customers. This helps illustrate how changes in rate structure can significantly impact customer groups. Source: 2017 and 2021 Water/Wastewater By‐laws. 5 year2017 2021 % changeLincoln 913$ 987$ 8%Fort Erie 1,323$ 1,433$ 8%Welland 1,122$ 1,253$ 12%Niagara‐on‐the‐Lake 1,004$ 1,128$ 12%West Lincoln 953$ 1,103$ 16%St. Catharines 797$ 924$ 16%Thorold 896$ 1,084$ 21%Pelham 695$ 897$ 29%Port Colborne 1,198$ 1,617$ 35%Niagara Avg 989$ 1,159$ 17%Niagara Med. 953$ 1,103$ 16%Niagara Falls 870$ 904$ 4%% Below Average 14% 28%Residential, 180 m3, 5/8"Page 448 of 1510 Water and Wastewater Rate Study 15 Non‐Residential Cost of Service Analysis—Peer Municipal Comparisons 2021ICI ICI ICI ICI ICIVolume 1,500 m3 10,000 m3 50,000 m3 80,000 m3 275,000 m3Meter Size 1" 2" 3" 4" 6"Pelham 5,040$ 30,009$ 146,197$ 234,174$ 795,750$ St. Catharines 5,535$ 34,895$ 173,382$ 276,288$ 941,277$ Lincoln 7,202$ 46,689$ 230,718$ 368,827$ 1,265,254$ Thorold 5,460$ 33,638$ 166,238$ 265,688$ 912,113$ West Lincoln 6,150$ 36,476$ 169,851$ 271,449$ 914,347$ Niagara‐on‐the‐Lake 5,059$ 29,687$ 146,311$ 231,844$ 779,984$ Welland 7,669$ 48,553$ 241,364$ 384,741$ 1,311,687$ Fort Erie 6,389$ 37,442$ 184,410$ 292,172$ 982,618$ Port Colborne 6,724$ 35,938$ 174,853$ 274,789$ 907,099$ Niagara Avg 6,137$ 37,036$ 181,480$ 288,886$ 978,903$ Niagara Med. 6,150$ 35,938$ 173,382$ 274,789$ 914,347$ Niagara Falls 4,153$ 26,525$ 122,993$ 198,018$ 663,363$ Rankinglowest lowest lowest lowest lowest% Below Average 48% 40% 48% 46%48%An analysis of the 2021 water and wastewater rates in Niagara Falls was undertaken against other Niagara municipalities for different industrial, commercial and institutional (ICI) customers using the City’s customer profiles based on meter sizes. As shown in the table above, for all Niagara Falls customers included in the profiles, the City’s costs are the lowest in the survey, ranging from 40%‐48% lower. It should be noted that Niagara Falls is different from its counterparts in the rest of Niagara Region as the City has significantly more ICI customers with high volumes of consumption. This helps generate additional revenues which helps to offset the City’s portion of the costs of the system. Source: 2021 Water/Wastewater By‐laws Page 449 of 1510 Water and Wastewater Rate Study 16 Consumption and Customer Trends Page 450 of 1510 Water and Wastewater Rate Study 17 Consumption Trends An analysis was undertaken in the total billable consumption over the past 8 years. There is variability in the historic use of water due to factors such as weather conditions, economic factors and growth. Over the past 8 years, the average annual consumption is approximately 11.66 million m3. The downward trend experienced in 2020 appears to be related to the impact of COVID‐19, which, as will be shown on the next page, is primarily in the non‐residential sector due to temporary closures and restrictions in the ICI sector. The approach in setting fees was to review the trend and average to determine an appropriate base upon which rate calculations will be made. It should be noted that the wastewater billable consumption is lower than water as there are less customers that have wastewater services. As such, this has been taken into consideration in establishing the rates. WW consumption is on average approximately 97.7% of the water consumed. Source: City Consumption file 2013 2014 2015 2016 2017 2018 2019 2020Total11,073,966 11,302,943 11,737,283 12,282,340 11,770,896 12,418,604 11,885,280 10,810,121 5,000,000 6,000,000 7,000,000 8,000,000 9,000,000 10,000,000 11,000,000 12,000,000 13,000,000Total Billable Consumption m3Page 451 of 1510 Water and Wastewater Rate Study 18 Consumption Trends The analysis above reflects the total consumption for customers with a 5/8” meter which is typically residential customers and all other meter sizes 1” and above which is mainly ICI customers to provide an indication of consumption trends over time by property type. As shown above, while consumption varies annually based on weather conditions and the economy, the residential consumption has generally be trending up to reflect growth in customers. However, non‐residential experienced a 24% reduction in water consumption in 2020 due largely in part to COVID restrictions. As will be discussed later in the report, the largest budgeted expenditure in water is related to the Region’s wholesale delivery of water which is charged 75% based on actual consumption and 25% based on a fixed rate. As such, the impact to revenues is greatly lessened. For wastewater, 100% of the Regional costs are fixed. As will be shown later in the report, revenue shortfalls were experienced in 2019‐2020. The City maintains reserves to help mitigate any in‐year revenue losses. As will discussed later in the report, the above reflects the need for a mid to high fixed monthly charge for both water and wastewater to support Revenue Stability. 2013 2014 2015 2016 2017 2018 2019 20205/8"5,519,581 5,521,797 5,577,776 5,786,734 5,413,618 5,898,974 5,572,701 6,023,485all other meters5,554,385 5,781,147 6,159,507 6,495,606 6,357,278 6,519,630 6,312,579 4,786,636 4,000,000 4,500,000 5,000,000 5,500,000 6,000,000 6,500,000 7,000,000Total Billable Consumption m3Source: City Consumption file Page 452 of 1510 Water and Wastewater Rate Study 19 Other Factors Impacting Rates—Wholesale and Billable Consumption Water and wastewater services in the City of Niagara Falls are provided through a wholesale/retail structure whereby the Region of Niagara is responsible for the supply and treatment of water and the treatment of wastewater. The graph above illustrates the challenge that the City currently faces in terms of non‐revenue water (NRW). These losses increase the cost to all customers. The analysis reflects the total water flows as captured by the Region and the billable consumption that is used to generate revenues from the volumetric rate. The differential between the water flows and billable consumption has declined over the years from a high of 29% in 2013 to 19% in 2020. This improves Revenue Stability as there has been a decrease in NRW. ‐ 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000Yearly Total Water Flows vs Billable Consumption (000's)WaterFlows (Qty. ML)Billable consumption (000 m3)Water losses can be caused by: Losses due to leakage and excess system pressure. These losses can be reduced by more efficient leakage management, improved response time to repair leaks and improved system maintenance, replacement and rehabilitation. Losses due to meter inaccuracy, billing data errors and unauthorized consumption. These losses can be reduced by repairing and replacing meters especially on a more timely basis. In accordance with leading practices, the City of Niagara Falls (City) retained GM BluePlan Engineering Ltd. (GMBP) to undertake a non‐revenue water study for 2019. Non‐revenue water (NRW) is water that has been treated and supplied but is never billed to a customer as it is “lost” from the system through leaks, firefighting, flushing, thefts, meter inaccuracy, etc. The study quantified the City’s NRW, identified issues of concern, and provided recommendations to reduce future losses. Source: City Consumption file Page 453 of 1510 Water and Wastewater Rate Study 20 Highlights from the Non‐Revenue Water Study identified that the loss of revenues was $1.619 million in 2019. As shown in the following table: Source: Non‐Revenue Water Study The majority of the losses are considered real losses. The report included recommendations that the City use the IWA/AWWA water audit procedure to annually determine the volume of non‐revenue water to better understand the water system. The audit showed that improvements are possible in the areas of data collection, metering inaccuracies, and unauthorized consumption. Establishing a leak detection program and formal audits of the billing and data collection process will lead to improvements in system operation and efficiency and ultimately save money. This will also lower the overall rates to all customers. Component Loss (ML/yr) Unit Cost ($/m3) Loss of Revenue Apparent Losses 373.294 $1.04 $388,226 Real Losses (CARL) 1,941.840 $0.58 $1,126,267 Unbilled Unmetered Consumption 181.016 $0.58 $104,989 Non‐Revenue Water Cost $1,619,482 Page 454 of 1510 Water and Wastewater Rate Study 21 Consumption Usage by Residential Customer Source: Customer Billing Files 2019 2019 is considered a reasonable year upon which to undertake detailed analysis, as opposed to 2020 which was impacted by COVID‐19. The average annual residential consumption was 180 m3 and the median was 155 m3. This reflects relatively low consumptions. Any increase in the fixed allocation of the monthly fee would result in lower volumetric rates, creating less incentive to conserve water. The graph to the left reflects the residential annual consumption for 2019. The majority of residential customers consume between 100‐150 m3 (6,107). The graph to the right reflects the total consumption by customer within each range. For example, 13.6% of the total consumption is within the 100‐150 m3 range. 0.0%0.3%0.9%0.7%2.3%3.4%13.6%16.6%14.4%10.7%7.2%5.0%3.2%2.2%7.7%3.1%1.5%1.1%3.2%2.3%0.9%0.0%0.0%0.0%2.0%4.0%6.0%8.0%10.0%12.0%14.0%16.0%18.0%Residential 2019 Customers Annual Usage % by BandsPage 455 of 1510 Water and Wastewater Rate Study 22 Consumption Usage by Commercial Customer Source: Customer Billing Files 2019 The analysis above reflects the non‐residential annual consumption for 2019. There are 19 (2.4% of total ICI customers) customers that consume 50,000 m3 or greater in 2019 and these customers represent 44% of the total non‐residential consumption. These large customers include hotels, casinos, wineries and other tourist related businesses and services. Largely because of the impacts of COVID‐19 on these businesses, in 2020, there were only 13 customers consuming 50,000 m3 or greater, representing 38% of the total non‐residential consumption. 27 19 18 6 22 16 31 24 28 19 13 19 12 10 93 51 39 40 124 92 56 24 19 ‐20 40 60 80 100 120 140 Commercial 2019 # of Customers by Annual Consumption Bands0.0%0.0%0.0%0.0%0.0%0.0%0.1%0.1%0.1%0.1%0.1%0.1%0.1%0.1%1.3%1.2%1.3%1.7%8.4%12.5%14.3%14.2%44.3%0.0%5.0%10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%50.0%Commercial 2019 Customers Annual Usage % by BandsPage 456 of 1510 Water and Wastewater Rate Study 23 Number of Customers by Meter Size and Consumption The following summarizes the number of customer accounts and the consumption. Meter Size # of Customers2019 Consumption m3Customers % of TotalConsumption % of Total5/8" & 3/4" 29,878 5,572,701 96.6% 46.9%1" 346 419,297 1.1% 3.5%1.5" 247 524,070 0.8% 4.4%2" 300 1,238,556 1.0% 10.4%3" 81 982,084 0.3% 8.3%4" 41 946,230 0.1% 8.0%6" 22 2,043,474 0.1% 17.2%8" 3 131,644 0.0% 1.1%10" 1 27,223 0.0% 0.2%Total 30,919 11,885,280 100.0% 100.0%In establishing the 2021 rates, there were close to 31,000 customers. This changes annually based on growth, business closures and other factors. Almost 97% of the customers have a small meter (5/8” or 3/4”) however these customers account for approximately 47% of consumption. Only 3% of the customers have meters 1” or greater, however, they account for 53% of the consumption. While there are only 26 customers with a 6” or greater meter (0.1% of customers), these customers account for 18.5% of the total consumption. These are large commercial customers. Source: Customer Billing Files 2019, 2021 Rate Model Page 457 of 1510 Water and Wastewater Rate Study 24 Budget and Actual Revenues and Expenditures Page 458 of 1510 Water and Wastewater Rate Study 25 Water Revenue and Expenditure Analysis The first step in water and wastewater rates is to determine the revenue requirements. The following table summarizes the revenues and expenditures from the 2021 Operating Budget as well as the rate revenue requirement cost recovery strategy. The Region’s cost comprises 54% of the total cost annually. This is by far the largest driving factor in rate setting for Niagara Falls. Source: 2021 Operating Budget Regional Costs, 52%Salaries, Wages, Benefits, 13%Contracted Services, 4%Materials, 3%Debt Charges, 0%Transfer to Capital , 24%Other Expenses, 4%2021 Water Expenditures2021 Budget Water WastewaterRegional Costs 11,727,910$ 13,381,018$ Salaries, Wages, Benefits 2,888,595$ 1,753,588$ Contracted Services 968,300$ 1,950,000$ Materials 767,856$ 311,750$ Debt Charges‐$ 846,800$ Transfer to Capital 5,400,000$ 5,400,000$ Other Expenses 837,039$ 582,242$ Non Rate Revenues (626,387)$ (1,401,100)$ Total Rate Revenue Requirements 21,963,313$ 22,824,298$ Total Fixed Revenues 8,785,325$ 8,901,476$ Total Volumetric/Variable 13,177,988$ 13,922,822$ Fixed Recovery 40% 39%Volumetric Recovery 60% 61%Regional Costs, 55%Salaries, Wages, Benefits, 7%Contracted Services, 8%Materials, 1%Debt Charges, 3%Transfer to Capital , 22%Other Expenses, 2%2021 Wastewater ExpendituresPage 459 of 1510 Water and Wastewater Rate Study 26 The budgeted expenditures and rate revenues shown on the previous table were used to calculate the 2021 rates. The following summarizes the major items of expenditure. Regional Purchase is by far the largest item of expenditure for water and wastewater operations, comprising 52% of the total expenditures in water and 55% in wastewater. Future costs for regional services are expected to increase 3.8% in water annually and 6% in wastewater annually over the next 5 years in an effort to move towards financial sustainability. The blended impact of this is a 4.9% increase for these services. This will increase future rates and are well above anticipated inflationary increases. Transfers to Capital Reserves in 2021 account for 24% in water and 23% in wastewater, for a total of $10.9 million. The high capital reserve transfer is a function of the capital investment necessary to maintain a complex distribution network. As identified in the Asset Management Plan (AMP), there is an infrastructure gap in terms of capital contributions in both water and wastewater. The recommended annual contributions for water is $6.08 million in water, compared to the existing contribution of $5.4 million. The recommended annual contributions for wastewater is $6.5 million in wastewater, compared to the existing contribution of 6.0 million (reserve and debt principal). The annual gap has been reflected in the following table. To achieve these targets would require a 13% increase in water contributions and an 8% increase in wastewater. This would be equivalent to an increase in rate revenue requirements of 3% in water and 2.1% in wastewater. It is anticipated that a phase‐in strategy will be undertaken, consistent with the recommendations in the long range financial plan. Salaries, Wages and Benefits represent 13% of the expenditures in water and 7% in wastewater for a combined 10% of the total expenditures. These expenses will increase by inflation and any other service expansion requirements. The focus of this rate study review is to make recommendations on the rate structure rather than the revenues and expenditures however it is important to understand what is anticipated on the expenditure horizon. This helps understand the future implications of rates with the existing rate structure and the potential implications of a change in rate structure. Source: Asset Management Plan and 2021 Operating Budget Capital Contribution Analysis Water Wastewater CombinedExisting Contributions to Capital and Debt Principal) 5,400,000$ 5,998,678$ 11,398,678$ AMP Recommended Contributions 6,080,000$ 6,500,000$ 12,580,000$ Annual Gap (680,000)$ (501,322)$ (1,181,322)$ Page 460 of 1510 Water and Wastewater Rate Study 27 Revenues 2019‐2020 The following table summarizes the rate revenues that were budgeted versus the actual revenues generated. As shown above, the actual revenues in the past two years have been lower than anticipated. For example in 2019, the anticipated revenues in water was $21.4 million and the actual revenues was $20.9 million, resulting in a revenue shortfall of $0.46 million. A similar situation was experienced wastewater but to a greater extent. As will be discussed later in the report, Regional wastewater costs are recovered based on a three year rolling average. As such, any reductions in the anticipated consumption has a greater impact on revenues than on water where only 25% of the costs are recovered as a fixed charge. 2020 was a particularly challenging year as a result of commercial closures related to COVID‐19. This helps illustrate the issues that potentially could be faced by the City if a change in the rate structure were made. For example, a reduction in the allocation of costs to be recovered from fixed would have resulted in greater revenue losses for the City. Water 2019 2020Budget 21,395,177$ 21,842,755$ Actuals 20,937,730$ 20,064,566$ Difference (457,447)$ (1,778,189)$ WW 2019 2020Budget 23,641,170$ 22,972,470$ Actuals 22,675,630$ 20,818,245$ Difference (965,540)$ (2,154,225)$ Combined 2019 2020Budget 45,036,347$ 44,815,225$ Actuals 43,613,360$ 40,882,811$ Difference (1,422,987)$ (3,932,414)$ Rate Revenues (Fixed and Volumetric)Page 461 of 1510 Water and Wastewater Rate Study 28 Rate Structures Page 462 of 1510 Water and Wastewater Rate Study 29 Rate Structure—Introduction As stated by the CWWA, there is no one water, wastewater rate setting methodology. Rate structures are dependent on the goals and objectives of the individual municipally, the type of consumption and customers and the service delivery model (e.g. one versus two tier). At the heart of the methodology for setting water rates is the concept of a two‐part rate structure; a volumetric charge and a fixed charge (which does not vary by consumption). Choices about the fixed and volumetric rates must be made in the context of tradeoffs in guiding principles. Fixed Monthly Charge Options Consistent with the approach in Niagara Falls, approximately 90% of 110 Ontario municipalities surveyed have a fixed and volumetric rate structure. The extent to which the amount recovered from a fixed monthly fee varies considerably across Ontario based on the overall objectives of the municipality (from 0% to 100%). For example, a high allocation to the fixed charge is not recommended if water conservation is an important objective in rate setting. Because water and wastewater systems are very capital intensive, the majority of costs are fixed. There is a need to strike the right balance in consideration of guiding principles. Although a high allocation to the volumetric rate will promote Water Efficiency, there is increased Revenue Stability risk brought about by the increased reliance on the volumetric charge to recover costs if consumption drops and the costs are fixed. As will be discussed in the analysis of the report, the two‐tiered structure of service delivery (local and Region), with a large commercial customer base requires special consideration for the City of Niagara Falls. A key consideration in reviewing Fairness and Equity principles is to ensure that the differentials by meter size used to recover fixed costs are appropriate. Similar to the majority of municipalities surveyed and, in conjunction with AWWA practices, the City currently charges customers different rates based on the size of the service (meter and pipe size) which is referred to meter equivalency ratios (ME). Part 1: Fixed Monthly ChargePart 2: VolumetricPer m3ChargeUniformIncliningDecliningHumpbackFlatBased onMeter Size or Meter Equivalency Page 463 of 1510 Water and Wastewater Rate Study 30 Volumetric Charge Options The following summarizes the types of volumetric rate structures that are used across Ontario municipalities: Uniform Rate Structure—The most common rate structure is the uniform rate for water and wastewater services. A uniform rate structure means that the price per unit remains constant despite consumption and despite the class of user. The cost is calculated by dividing the total cost of the service by the total projected consumption. A uniform rate structure is currently used in the City of Niagara Falls. It is recommended uniform rates be maintained as it support many of the objectives including Fairness and Equity, Conservation and Practicality. Declining Block Rate Structure—In a declining block rate structure, the unit price of water decreases as the volume consumed increases which benefits large volume customers. Low volume users are charged the highest rate and therefore does not support ratepayer affordability. Further, given that the non‐residential customers are paying the lowest rates in the Niagara Region by (average 40%‐48% less), this option is not currently recommended. Inclining Rate Structure—The main objective of an increasing block rate structure is to encourage Conservation. The block (quantity) shift points are generally based upon the unique demand characteristics of each user class which are extremely hard to determine. An inclining rate structure supports low volume customer affordability. However, large volume customers consider this structure inequitable as they bear a larger portion of the costs. Low volume customers in the City of Niagara Falls are well below the peer average and with a rebate program in place for low income seniors, this option is not recommended. Humpback Rate Structure—A humpback rate structure uses a combination of increasing and decreasing block rates: rates first increase, then decrease in steps as consumption increases. This approach targets high volume residential customers, and then provides lower cost for very high volume commercial users. A humpback rate structure is seldom used by municipalities as it is complex to administer and difficult for customers to understand. This option is not recommended. UniformIncliningDecliningHumpbackRate $/m3Consumption m3Uniform Rate StructureRate $/m3Consumption m3Declining Rate StructureRate $/m3Consumption m3Inclining Rate StructureRate $/m3Consumption m3Humpback Rate StructureMost commonConservationEconomic DevelopmentConservation, Residential Affordability, Economic DevelopmentDecisions on rate structure must consider goals and objectivesPage 464 of 1510 Water and Wastewater Rate Study 31 The following table summarizes the volumetric approach used across over 100+ Ontario municipalities in 2020: Source: 2020 BMA Municipal Study As shown above, the majority of municipalities employ a uniform rate structure. In summary, the appeal of the uniform rate structure is linked to its ease of understanding, is fair and equitable and supports conservation. Rate TypesUniform 71%Declining 11%Inclining 8%Humpback 6%Flat 4%Total 100% Page 465 of 1510 Water and Wastewater Rate Study 32 Regional Cost Analysis The City of Niagara Falls operates in a two‐tiered system whereby the Region is responsible for Water and Wastewater Treatment and the City is responsible for the water distribution and wastewater collection costs. In a one‐tier municipal structure, municipalities are responsible for all of the costs associated with water and wastewater treatment, collection and distribution. As the majority of treatment costs is a function of capital investment necessary to maintaining production capacity and as such are fixed in nature, therefore, it is a common practice for municipalities to recover a larger share of the fixed treatment costs from the fixed monthly rates as it improves Revenue Stability. The following table provides a summary of the 2021 total operating expenses. Source: 2021 Operating Budget As illustrated in the table, the total Regional percentage of the Water Total Operating Expenses (Region and City) is 52% and the total Regional percentage of the wastewater Total Operating Expenses (Region and City) is 55%. Water—Regional Charges for the Supply of Treated Water to the City. The cost of water treatment and supply as billed by the Region includes a fixed charge and variable charges based on a uniform volumetric rate. The fixed charge represents the City’s proportionate share (based on the 3‐year average volume consumed compared to other municipalities) of 25% of the Region’s annual cost. In 2021 this equates to $2.932 million as a fixed charge that the City pays regardless of consumption. The remaining 75% of Region costs are based on a uniform wholesale rate based on the amount of water distributed to the City. This equates to $8.8 million. Wastewater—The Region recovers 100% of its annual wastewater costs as a fixed charge to the Area Municipalities based on a rolling historical three (3) year average volume. The Region’s charge to the City for treatment of wastewater is based on the City’s proportionate share of total Region‐wide costs. 2021 Water WWRegional Fixed 2,931,978$ 13,381,018$ Regional Variable 8,795,933$ ‐$ City Costs 10,861,790$ 10,844,380$ Total Expenses 22,589,700$ 24,225,398$ Region % of Total 52% 55% Page 466 of 1510 Water and Wastewater Rate Study 33 Existing Allocation of Rate Revenue Requirements to Fixed and Volumetric Charges—2021 The following table illustrates the existing allocation of costs to be recovered from the fixed and volumetric costs from rates: As shown in the table, approximately 40% of the water costs are recovered from the fixed monthly charge and 39% of the wastewater costs are recovered from the fixed monthly charge. Given that much of the costs are relatively fixed, maintaining a mid to high cost recovery from the fixed monthly fee to support Revenue Stability is appropriate. Any reduction in the fixed allocation would increase Revenue Instability. Further, any increase in the fixed allocation would increase the cost of service to low volume customers and could compromise Affordability objectives. As shown on the next page, the amount of costs for a customer that is fixed varies based on the amount of water consumed. Low volume customers will experience a higher proportion of their bill that is fixed compared to a high volume customer whose fixed portion will be lower. The next page provides a peer comparison across Niagara Region. 2021 Rate AllocationWater WW Water/WW Water %WW %Total %Fixed 8,785,325$ 8,901,476$ 17,686,801$ 40.0% 39.0% 39.5%Volumetric 13,177,988$ 13,922,822$ 27,100,810$ 60.0% 61.0% 60.5%Total Rate Requirements21,963,313$ 22,824,298$ 44,787,611$ 100.0% 100.0% 100.0% Page 467 of 1510 Water and Wastewater Rate Study 34 Peer Comparisons—Fixed Cost Allocation The approach in Niagara municipalities varies considerably in terms of recovering costs from fixed versus volumetric. A comparison was made using a three types of residential customers, with a low, mid and high volume consumption. For example, a customer that consumes 180 m3 annually to provide an indication, at the customer level, of how much of the bill is fixed versus volumetric. As shown in the table, the allocation of costs to be recovered from fixed ranges in the survey from a low of 16% in Lincoln to a high of 85% in Port Colborne with the Niagara average at 47%. For the City of Niagara Falls, on a residential property consuming 180 m3, the total allocation of costs to fixed is 54%. For a low volume customer (85 m3), the fixed portion of the bill is 71% compared to the peer average of 63%. Source: 2021 Water By‐laws MunicipalitiesTotal Residential CostFixed as a % of Total ResidentialTotal Residential CostFixed as a % of Total ResidentialTotal Residential CostFixed as a % of Total ResidentialLincoln 551$ 29% 987$ 16% 1,401$ 11%Welland 803$ 50% 1,253$ 32% 1,680$ 24%St. Catharines 601$ 52% 924$ 34% 1,230$ 25%Pelham 627$ 61% 897$ 43% 1,153$ 33%Thorold 770$ 63% 1,084$ 45% 1,383$ 35%West Lincoln 797$ 66% 1,103$ 47% 1,394$ 37%Niagara Falls 683$ 71% 904$ 54% 1,114$ 43%Niagara‐on‐the‐Lake 863$ 73% 1,128$ 55% 1,379$ 45%Fort Erie 1,099$ 73% 1,433$ 56% 1,749$ 46%Port Colborne 1,493$ 93% 1,617$ 85% 1,735$ 80%Niagara Region Average 829$ 63% 1,133$ 47% 1,422$ 38%180 m3 5/8"85 m3 5/8" 270 m3 5/8"Niagara RegionPage 468 of 1510 Water and Wastewater Rate Study 35 Meter Equivalency Analysis Once costs have been identified as fixed, there is a need to determine the most appropriate cost recovery allocation methodology. As discussed previously, a leading practice is to charge the fixed component of the rate bill based on the size of service. This is referred to as meter equivalency (ME) ratios. Equivalent meter ratios for the meters and services are based on representative metering costs. The costs for installing, maintaining and replacing customer meters and services increase with the size of the service and the corresponding equivalent meter ratio increases for this reason. Equivalent meter ratios for the meters and services are based on representative metering costs using 5/8” meter as a base. Similar to the majority of municipalities surveyed and, consistent with American WaterWorks Association (AWWA) practices, the City currently charges customers different rates based on the size of the service (meter and pipe size). Meter equivalent ratios for the meters and services are based on representative metering costs. The costs for installing, maintaining and replacing customer meters and services increase with the size of the service and the corresponding equivalent meter ratio increases for this reason. AWWA has developed standards for meter equivalency ratios. The following table reflects the meter equivalencies used in the City of Niagara Falls from 2018‐2021 and the comparison to AWWA standards: In 2021, a customer in the City of Niagara Falls with a one inch meter pays 1.35 times the monthly fee as a small residential 5/8” meter compared with the industry standard (AWWA) of 2.5 times the 5/8” meter. As shown above, the City has been gradually moving toward AWWA standards through a phase‐in strategy. For example, a 1” meter had an equivalency ratio of 1.00 in 2018 compared with 1.35 in 2021, with an overall target of 2.50. This phase‐in approach is recommended to continue to avoid large in‐year increases to customers where the differential is large. Meter SizeME 2018 ME 2019 ME 2020 ME 2021 ME AWWA5/8" 1.00 1.00 1.00 1.00 1.00 3/4" 1.00 1.00 1.00 1.00 1.00 1" 1.00 1.05 1.20 1.35 2.50 1.5" 3.00 3.05 3.20 3.40 5.00 2" 6.00 6.10 6.30 6.60 8.00 3" 12.00 12.25 12.70 13.10 15.00 4" 22.00 22.50 23.00 23.50 25.00 6" 42.01 43.01 44.01 44.99 50.00 8" 75.01 77.01 79.01 79.58 80.00 10" 105.01 107.02 110.02 111.98 115.00 Page 469 of 1510 Water and Wastewater Rate Study 36 Alternative Rate Structures Considered Page 470 of 1510 Water and Wastewater Rate Study 37 Alternative Rate Structures Ultimately, the approach is to establish the right balance of the City’s principles with respect to alternative rate structures. Some are basic principles that are compatible with others. However, some principles may conflict, in which case decisions on the relative importance of each objective is required. As such, the following approach was undertaken in determining the most appropriate rate structure for the City of Niagara Falls based on the principles: Consider current practices, rate history and the impact on various classes of customers; Consider the impact on the principles: Conservation Affordability Fairness and Equity Revenue Stability Economic Development Practicality Consider practices employed in other jurisdictions and recommended through CWWA/AWWA. Volumetric Rate Options Considered As discussed earlier in the report, a recommendation has been made to maintain a uniform rate structure for the following reasons: It supports fairness and equity as user pay for the water consumed at the same rate, regardless of the amount consumed; It supports conservation as the less a customer uses the lower the cost of service. This also supports ratepayer affordability; It is relatively easier to predict consumption with a uniform rate structure; It has been consistently been used by the City over decades and is the most common practice across Ontario; and It is easy to understand from a customer perspective. Page 471 of 1510 Water and Wastewater Rate Study 38 Fixed Alternative Rate Structures A number of alternative rate structures were considered in terms of the allocation of costs to the fixed monthly charge, how aggressively the rate structure aims to recover costs to ensure Revenue Stability. In addition, options were run to change the meter equivalencies to move immediately to the AWWA standards as opposed to continuing the existing phase‐in strategy. Analysis was run comparing 2021 rates and budgets under different scenarios to provide an “apples‐to‐apples” comparison. Note that the actual impact to any change in the 2022 rate structure would also include increases in the cost of service, growth and assumptions with respect to consumption. Specifically, the following source data was used, consistent with the City’s 2021 rate model calculator: $21.96 million Water Rate Revenues Requirements $22.82 million Water Rate Revenues Requirements 11.755 million m3 in water billable consumption 11.484 million m3 in wastewater 30,919 customers In order to understand the impact to various customers, profiles were analyzed to identify the most common types of customers using the frequency distributions provided earlier in the report. Further, using these frequency distributions, a summary has been provided for each of the options to identify the number of customers increasing or decreasing with various ranges. This detail is provided in Appendix A. Appendix B provides a summary of 2021 rates under each scenario. Page 472 of 1510 Water and Wastewater Rate Study 39 Summary of Options Base—This is the existing rates whereby 40% of the water costs are recovered from the fixed monthly charge and 39% from the wastewater charge. The table reflects the meter equivalencies that are currently being used by meter size. Option 1—Reduction of Fixed Monthly Allocation by 5% for Water/WW. This option helps to reduce the cost of service for low volume customers to improve Affordability. However, it reduces Revenue Stability. Option 2—Increase of Fixed Monthly Allocation by 5% for Water/WW. This option helps improve Revenue Stability but would increase the cost to low volume customers, thereby impacting Affordability for these customers. It also marginally reduces Conservation as more of the costs are fixed. As much of the system costs are fixed, this has the potential to increase Fairness and Equity. Option 3—Reduction of Fixed Monthly Allocation by 5% for Water/WW. This option helps to reduce the cost of service for low volume customers to improve Affordability. However, it reduces Revenue Stability. This also moves immediately to AWWA meter equivalencies which improves Fairness and Equity but would result in relatively large increases for some commercial customers. Option 4—Increase of Fixed Monthly Allocation by 5% for Water/WW. This option helps improve Revenue Stability but would increase the cost to low volume customers. It also marginally reduces Conservation as more of the costs are fixed. As much of the system costs are fixed, this has the potential to increase Fairness and Equity. This also moves immediately to AWWA meter equivalencies which improves Fairness and Equity but would result in relatively large increases for some commercial customers. Option 5—Same allocation of costs to fixed and volumetric but reflects the continuation of the phase‐in of meter equivalencies. Page 473 of 1510 Water and Wastewater Rate Study 40 Residential Impact Analysis In each option, the results are compared to the existing 2021 rates to provide an indication of the impact to each customer profile. Any option to reduce the percentage of costs to be recovered from the fixed monthly rate benefits the majority of residential customers (Option 1 and 3). The reduction in the fixed monthly rate generally shift costs to the commercial costs that are mid‐high water consumers. For example, in Option 1, a small residential customer (85 m3) would experience a reduction of 6.6% and in Option 3 a reduction of 9.1% (which includes a change in the AWWA meter equivalencies). The challenge with a reduction of costs coming from the fixed monthly fee is that it negatively impacts Revenue Stability. In addition, given that a significant proportion of the costs are fixed in nature, a reduction in the fixed allocation would reduce principles of fairness and equity. Options that increase the allocation of costs to the fixed monthly charge results in an increase in the cost of service for small to mid‐sized residential customers which would impact Affordability (Option 2 and 4). Option 5 benefits all residential properties with a 5/8” meter as this option moves further into the phase‐in to the AWWA standards which negatively impacts some of the larger metered customers. Year Water WW Total% Change From Base 2021 2021 336$ 347$ 683$ Option 1 314$ 324$ 638$ ‐6.6%Option 2 358$ 370$ 727$ 6.6%Option 3 305$ 315$ 620$ ‐9.1%Option 4 347$ 358$ 705$ 3.3%Option 5 334$ 345$ 678$ ‐0.6%Year Water WW Total% Change From Base 2021 2021 442$ 462$ 904$ Option 1 429$ 449$ 878$ ‐2.9%Option 2 456$ 475$ 931$ 2.9%Option 3 421$ 440$ 860$ ‐4.8%Option 4 445$ 464$ 909$ 0.5%Option 5 440$ 460$ 900$ ‐0.5%Year Water WW Total% Change From Base 2021 Year2021 543$ 571$ 1,114$ Option 1 538$ 567$ 1,105$ ‐0.8%Option 2 548$ 575$ 1,123$ 0.8%Option 3 530$ 558$ 1,088$ ‐2.4%Option 4 537$ 564$ 1,101$ ‐1.2%Option 5 541$ 569$ 1,110$ ‐0.4%85 m3 residential impact ‐ 5/8"Cost of service180 m3 residential impact ‐ 5/8"Cost of service270 m3 residential impact ‐ 5/8"Cost of servicePage 474 of 1510 Water and Wastewater Rate Study 41 Industrial, Commercial and Institutional Impact Analysis The tables on this page represent the impact in each option on various ICI customers. In general, Options 1 and 3 which reduces the allocation of costs to be recovered by the fixed monthly charge increases the costs to mid‐large consumption customers. Option 3 which also includes moving immediately to AWWA standards further increases the impact. For example, a 1” customer that consumes 1,500 m3 would experience a 15.7% increase under Option 3. Conversely, Option 2 and 4 with a higher allocation of costs to fixed would result a reduction for most ICI customers. Year Water WW Total% Change From Base 2021 Year2021 2,006$ 2,147$ 4,154$ Option 12,106$ 2,254$ 4,360$ 5.0%Option 21,907$ 2,040$ 3,947$ ‐5.0%Option 32,326$ 2,477$ 4,804$ 15.7%Option 42,190$ 2,329$ 4,519$ 8.8%Option 52,058$ 2,200$ 4,259$ 2.5%Year Water WW Total% Change From Base 2021 Year2021 12,798$ 13,731$ 26,529$ Option 1 13,534$ 14,519$ 28,052$ 5.7%Option 2 12,062$ 12,944$ 25,005$ ‐5.7%Option 3 13,760$ 14,747$ 28,508$ 7.5%Option 4 12,353$ 13,240$ 25,593$ ‐3.5%Option 5 12,851$ 13,786$ 26,637$ 0.4%Year Water WW Total% Change From Base 2021 Year2021 59,203$ 63,807$ 123,010$ Option 1 63,481$ 68,367$ 131,847$ 7.2%Option 2 54,926$ 59,248$ 114,174$ ‐7.2%Option 3 63,753$ 68,641$ 132,394$ 7.6%Option 4 55,276$ 59,604$ 114,880$ ‐6.6%Option 5 59,268$ 63,873$ 123,141$ 0.1%Cost of service1,500 m3 ICI impact ‐ 1"10,000 m3 ICI impact ‐ 2"Cost of service50,000 m3 ICI impact ‐ 3"Cost of serviceYear Water WW Total% Change From Base 2021 Year2021 95,336$ 102,710$ 198,046$ Option 1 102,103$ 109,926$ 212,029$ 7.1%Option 2 88,568$ 95,495$ 184,063$ ‐7.1%Option 3 102,207$ 110,030$ 212,237$ 7.2%Option 4 88,701$ 95,630$ 184,331$ ‐6.9%Option 5 95,361$ 102,736$ 198,097$ 0.0%Year Water WW Total% Change From Base 2021 Year2021 319,114$ 344,350$ 663,463$ Option 1 343,452$ 370,271$ 713,723$ 7.6%Option 2 294,775$ 318,428$ 613,203$ ‐7.6%Option 3 344,079$ 370,904$ 714,983$ 7.8%Option 4 295,581$ 319,248$ 614,829$ ‐7.3%Option 5 319,263$ 344,501$ 663,763$ 0.0%Cost of service80,000 m3 ICI impact ‐ 4"Cost of service275,000 m3 ICI impact ‐ 6"Page 475 of 1510 Water and Wastewater Rate Study 42 Bulk Water Page 476 of 1510 Water and Wastewater Rate Study 43 Bulk Water Introduction Bulk Water means water intended for potable uses, which is transported via tanker truck or an equivalent means from one area to another for the purposes of treatment, processing, packaging and/or human consumption, including bottling purposes. The City currently charges a bulk water rate for its two locations on Chippewa and Stanley Avenue. Typically, these stations are utilized by Water Hauler companies or residential customers who require bulk water and have equipment to access and store water. Bulk Water Analysis—Existing Rates and Trends Over the past several years, the number of bulk water users have increased related to growth in rural areas. Currently, there are 133 active accounts (commercial and residential account holders). Increasingly, rural residents are directly purchasing water. The number of commercial bulk water haulers using the station increased from 3 in 2012 to 9 in 2020. The table on the right reflects the bulk water sales from 2015‐2019. Source: City Files On average, the total bulk water sales are close to 100,000 m3 annually. Bulk water accounts for approximately 1% of the total billable consumption. The bulk water rate in 2021 is $1.34 per m3. Bulk water rates differ from the existing metered rates which includes a uniform volumetric and fixed monthly charge. The bulk water rates have not been rationalized in a number of years and is the lowest in the Niagara Region peer municipalities surveyed (shown on the next page). There are capital requirements to upgrade the bulk water stations and/or build a new station which should be taken into consideration in establishing the rates. Bulk Water m3 Chippewa Stanley Ave Total2015 77,872 22,118 99,990 2016 79,593 22,338 101,931 2017 73,623 20,616 94,239 2018 77,225 20,559 97,784 2019 72,741 32,893 105,634 5 year avg 76,211 23,705 99,916 Page 477 of 1510 Water and Wastewater Rate Study 44 Bulk Water—Peer Benchmarking An analysis was undertaken on the bulk water rates in Niagara Region. Source: Contact with Area Municipalities As shown above, the bulk water rate in Niagara Falls is the lowest in the survey. The rates range from $1.34 per m3 in Niagara Falls to $2.74 per m3 in St. Catharines. Municipality Fixed Bulk Water Fee Admin, One TimeBulk Water Per m3Type of Billing # of stationsFort Erie Set up one time $95.60 1.55$ Key Fob system and bill per usage 2 stationsGrimsby $ 25.96 / month One‐time set up fee $60 1.48$ Key Fob system and bill per usage 1 stationNiagara‐on‐the‐Lake $ 24.51 / month No set up fee 1.50$ Debit card system 2 stationsSt. Catharines One time fee $61.85 2.74$ Bill once a month pin system 1 stationWelland $ 125 / month 1.41$ Debit card system 2 stationsWest Lincoln 1.90$ Commercial charge 1 stationAverage 1.76$ Niagara Falls One‐time fee $15 1.34$ Portologic system 2 stationsPage 478 of 1510 Water and Wastewater Rate Study 45 Bulk Water Recommended Fee The approach for calculating bulk water rates was to calculate the imputed rate per m3 for water services which as shown in the table to the right. The total rate revenue requirements were divided by the total billable consumption and resulted in an imputed rate of $1.87 m3. The existing bulk rates are below the cost of service; $1.87 m3 versus the existing $1.34 m3. Capital cost estimates for the next 5 years for the two existing stations ‐ is $125,000 (average of $25,000 annually). This includes a new building for the station across from the yard, new concrete pad, re‐pipe and adjust internal plumbing once new building is installed. The inclusion of capital increases the per m3 fee by an additional $0.25 m3. The bulk water rate is $2.12 m3 based on full cost recovery for existing facilities. As this is a relatively significant increase from the existing fee of $1.34 m3, a phase‐in strategy may be considered. New Facility—The City is also considering the addition of a new facility which is estimated at a cost of $650,000. Should this occur, debt financing would be required. A calculation was made assuming the debt is financed over a 20 year period at a rate of 2.48%. Should this occur and be funded from bulk water rates, this would increase the rates further by $0.42 per m3 as shown in the second table. Source: 2021 Operating Budget, 2021 Rate Model With the inclusion of the new facility, the total bulk water rate is calculated to be $2.54 m3. Bulk Water CalculationOperatingTotal Rate Revenue Requirements 21,963,313$ Consumption m311,754,882 Bulk Water per m31.87$ Capital ExistingExisting Capital Refurbishment 25,000$ Bulk Water Consumption m399,916 Capital Rate per m30.25$ Total Rate per m32.12$ New Facility Costs 650,000$ Debt Amortization 20 YearsDebt Interest 2.48%Annual Debt Interest Payment 41,617$ Consumption m399,916 Addition of New Bulk Water Rates m30.42$ Assumptions ‐ New FacilitiesPage 479 of 1510 Water and Wastewater Rate Study 46 Rate Structure Summary of Recommendations Page 480 of 1510 Water and Wastewater Rate Study 47 Rate Structure ‐ Goals and Objectives—Recommendations Goals Recommendations Revenue Stability Maintain the existing allocation of costs to be recovered from fixed at 40%. This provides an excellent balance between Revenue Stability and Affordability. Fairness and Equity Continue to phase‐in meter equivalencies over a period of 3‐5 years to avoid a one year increase to mid‐size commercial customers (1” meter customers). Affordability Lowering the fixed allocation would improve Affordability for low volume residential customers but it would increase Revenue Instability and is not recommended. The residential costs in Niagara Falls are already below the peer average and the City provides a program for low income senior residents. Conservation Analysis of customer profiles reflects a relatively low average Residential consumption in relation to peer municipalities. As such it is recommended that the City maintain the uniform rate structure to support Conservation and not increase the allocation of costs to the fixed monthly fee. Economic Development This past two years is a prime example of what can happen when consumption does not follow predictable patterns. With significantly lower than average costs for commercial customers Economic Development is supported. Practicality Maintain the uniform volumetric and fixed monthly rate. Current Assessment The City’s rate structure, with a higher than average allocation of costs to be recovered from a fixed monthly fee supports Revenue Stability. The meter equivalencies currently employed are being phased‐in to further support fairness and equity, in accordance with AWWA standards. Residential costs are low in relation to other peer municipalities, however, low volume customers are in the mid range, taking into consideration affordability (income). City employs a uniform volumetric charge which supports Conservation. Commercial customers are the lowest in relation to peer municipalities by 40%‐48%. Existing rate structure is easy to understand and administer. Page 481 of 1510 Water and Wastewater Rate Study 48 Summary of Recommendations 1. While a number of options and alternative rate structures were considered and reviewed by management and the consulting team, the recommendation is to maintain the existing uniform rate structure and fixed monthly charge as it is best aligned with the key rate setting principles of the City. The allocation of revenues from the fixed monthly fee is 40% from water and 39% from wastewater. 2. Continue the City’s phase‐in strategy for adjusting the meter equivalency ratios over five years to the AWWA standard. 3. Increase the 2022 bulk water fee to $2.12 m3. A three‐year phase‐in may be considered. Unless alternative capital financing options can be secured (e.g. grants), major capital costs for the renovation, expansion or construction of a new bulk water dispensing facility are recommended to be recovered by the end‐user through the incremental increase of the bulk‐water rate (estimated $0.42/m3 assuming $650,000 capital costs for new facility and 20 year amortization). Page 482 of 1510 Water and Wastewater Rate Study 49 Appendix A—Customer Impact Analysis Page 483 of 1510 Water and Wastewater Rate Study 50 Option 1—Reduction of Fixed Monthly Allocation by 5% Most customers in this scenario experience a reduction between 7.5%‐2%. These are generally low volume residential customers. Customer that experience an increase are higher volume customers. 1,620 2,593 16,271 5,158 2,683 533 285 1 ‐ ‐ ‐ 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,0002021 Option 1 ‐# of customers' bill increases1,553 2,532 16,112 5,081 2,537 405 122 ‐‐‐ ‐ 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,0002021 Option 1 ‐Residential # of customers' bill increases67 61 159 77 146 128 163 1 ‐‐ ‐ 20 40 60 80 100 120 140 160 1802021 Option 1 ‐ICI # of customers' bill increasesPage 484 of 1510 Water and Wastewater Rate Study 51 Option 2—Increase in the Fixed Monthly Allocation by 5% An increase in the allocation of costs to be recovered from the fixed monthly fee negatively impacts low to mid volume residential customers which impacts affordability. For example, approximately 12% of the residential customers will experience an increase of 8% or greater. The majority of the ICI customers would experience a reduction in the cost as the volumetric rates would be lower. ‐11 1,241 2,205 8,647 7,046 6,465 1,909 1,620 ‐ ‐ 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,0002021 Option 2 ‐# of customers' bill increases‐2 904 2,113 8,530 6,992 6,387 1,861 1,553 ‐ ‐ 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,0002021 Option 2 ‐Residential # of customers' bill increases‐9 337 92 117 54 78 48 67 ‐ ‐ 50 100 150 200 250 300 350 4002021 Option 2 ‐ICI # of customers' bill increasesPage 485 of 1510 Water and Wastewater Rate Study 52 Option 3—Reduction in Fixed Monthly by 5% and AWWA Most customers in this scenario experience a reduction between 7.5%‐2%. These are generally low volume residential customers. Residential low volume customers, also benefit from the implementation of AWWA standards, resulting in 15% of the residential customers experiencing a reduction of 10% or greater and another 17% experiencing a reduction of 7.5% to 10%. Customers that experience an increase are higher volume customers as well as customers with a 1” meter as the differential is greatest from existing meter equivalency standards. 4,313 4,847 15,104 2,564 1,150 284 312 21 191 358 ‐ 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,0002021 Option 3 ‐# of customers' bill increases4,265 4,825 15,043 2,533 1,066 210 83 6 90 221 ‐ 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,0002021 Option 3 ‐Residential # of customers' bill increases48 22 61 31 84 74 229 15 101 137 ‐ 50 100 150 200 2502021 Option 3 ‐ICI # of customers' bill increasesPage 486 of 1510 Water and Wastewater Rate Study 53 Option 4—Increase in Fixed Monthly by 5% and AWWA An increase in the allocation of costs to be recovered from the fixed monthly fee negatively impacts low to mid volume residential customers which impacts affordability. The impact to ICI customers varies depending on meter size, with 1” meter customers typically experiencing the largest increase. ‐4 2,573 6,513 12,678 4,127 2,271 468 95 415 ‐ 2,000 4,000 6,000 8,000 10,000 12,000 14,0002021 Option 4 ‐# of customers' bill increases‐1 2,395 6,440 12,553 4,061 2,190 439 49 214 ‐ 2,000 4,000 6,000 8,000 10,000 12,000 14,0002021 Option 4 ‐Residential # of customers' bill increases‐3 178 73 125 66 81 29 46 201 ‐ 50 100 150 200 2502021 Option 4 ‐ICI # of customers' bill increasesPage 487 of 1510 Water and Wastewater Rate Study 54 Option 5—AWWA, Same Fixed Allocation A change to AWWA, through an additional phase‐in year would reduce the vast majority of residential customers would experience a 0% increase to 2% reduction. Most ICI customers would experience an increase of 0‐3%. ‐‐‐28,146 629 149 110 45 45 20 ‐ 5,000 10,000 15,000 20,000 25,000 30,0002021 Option 5 ‐# of customers' bill increases‐‐‐27,955 171 87 61 29 27 12 ‐ 5,000 10,000 15,000 20,000 25,000 30,0002021 Option 5 ‐Residential # of customers' bill increases‐‐‐191 458 62 49 16 18 8 ‐ 50 100 150 200 250 300 350 400 450 5002021 Option 5 ‐ICI # of customers' bill increasesPage 488 of 1510 Water and Wastewater Rate Study 55 Summary of All Options Option 1Option 2Option 3Option 4Option 5less than ‐10%5.5% 15.0%‐10% to ‐7.5%8.9% 0.0% 17.0% 0.0%‐7.5% to ‐2%56.8% 3.2% 53.1% 8.5%‐2% to 0%17.9% 7.5% 8.9% 22.7% 98.6%0% to 3%9.0% 30.1% 3.8% 44.3% 0.6%3% to 5%1.4% 24.7% 0.7% 14.3% 0.3%5% to 8%0.4% 22.5% 0.3% 7.7% 0.2%8% to 10%6.6% 0.0% 1.5% 0.1%10% to 15%5.5% 0.3% 0.2% 0.1%over 15%0.8% 0.8% 0.0%Total 100.0% 100.0% 100.0% 100.0% 100.0%Option 1Option 2Option 3Option 4Option 5less than ‐10%8.4% 6.0%‐10% to ‐7.5%7.6% 1.1% 2.7% 0.4%‐7.5% to ‐2%19.8% 42.0% 7.6% 22.2%‐2% to 0%9.6% 11.5% 3.9% 9.1% 23.8%0% to 3%18.2% 14.6% 10.5% 15.6% 57.1%3% to 5%16.0% 6.7% 9.2% 8.2% 7.7%5% to 8%20.3% 9.7% 28.6% 10.1% 6.1%8% to 10%0.1% 6.0% 1.9% 3.6% 2.0%10% to 15%8.4% 12.6% 5.7% 2.2%over 15%17.1% 25.1% 1.0%Total 100.0% 100.0% 100.0% 100.0% 100.0%Residential % of TotalCommercial % of TotalOption 1Option 2Option 3Option 4Option 5less than ‐10%5.6% 14.8%‐10% to ‐7.5%8.9% 0.0% 16.6% 0.0%‐7.5% to ‐2%55.8% 4.3% 51.8% 8.8%‐2% to 0%17.7% 7.6% 8.8% 22.3% 96.6%0% to 3%9.2% 29.7% 3.9% 43.5% 2.2%3% to 5%1.8% 24.2% 1.0% 14.2% 0.5%5% to 8%1.0% 22.2% 1.1% 7.8% 0.4%8% to 10%0.0% 6.6% 0.1% 1.6% 0.2%10% to 15%5.6% 0.7% 0.3% 0.2%over 15%1.2% 1.4% 0.1%Total 100.0% 100.0% 100.0% 100.0% 100.0%Total customers % of TotalPage 489 of 1510 Water and Wastewater Rate Study 56 Appendix B—Rates Under Each Option Page 490 of 1510 Water and Wastewater Rate Study 57 Appendix B—Rates Under Each Option 2021 Rates Option 1Option 2Option 3Option 4Option 5VolumetricWater Volumetric m31.121$ 1.214$ 1.028$ 1.214$ 1.028$ 1.121$ Wastewater Volumetric m31.212$ 1.312$ 1.113$ 1.312$ 1.113$ 1.212$ Fixed RatesWater Fixed Monthly Rates5/8" 20.04$ 17.54$ 22.55$ 16.83$ 21.63$ 19.87$ 3/4" 20.04$ 17.54$ 22.55$ 16.83$ 21.63$ 19.87$ 1" 27.06$ 23.67$ 30.43$ 42.06$ 54.08$ 31.40$ 1.5" 68.14$ 59.61$ 76.64$ 84.13$ 108.16$ 73.93$ 2" 132.27$ 115.72$ 148.78$ 134.60$ 173.06$ 136.72$ 3" 262.54$ 229.69$ 295.31$ 252.38$ 324.49$ 267.89$ 4" 470.97$ 412.03$ 529.75$ 420.64$ 540.82$ 472.97$ 6" 901.85$ 789.00$ 1,014.43$ 841.27$ 1,081.64$ 914.15$ 8" 1,595.28$ 1,395.66$ 1,794.41$ 1,346.04$ 1,730.62$ 1,589.82$ 10" 2,244.61$ 1,963.74$ 2,524.80$ 1,934.93$ 2,487.77$ 2,237.68$ Wastewater Fixed Monthly Rates5/8" 20.31$ 17.70$ 22.91$ 16.99$ 21.98$ 20.14$ 3/4" 20.31$ 17.70$ 22.91$ 16.99$ 21.98$ 20.14$ 1" 27.41$ 23.89$ 30.92$ 42.46$ 54.95$ 31.81$ 1.5" 69.04$ 60.18$ 77.88$ 84.93$ 109.91$ 74.90$ 2" 134.02$ 116.82$ 151.18$ 135.88$ 175.85$ 138.53$ 3" 266.01$ 231.87$ 300.07$ 254.78$ 329.72$ 271.43$ 4" 477.19$ 415.95$ 538.29$ 424.64$ 549.53$ 479.23$ 6" 913.78$ 796.51$ 1,030.77$ 849.27$ 1,099.06$ 926.24$ 8" 1,616.37$ 1,408.93$ 1,823.32$ 1,358.84$ 1,758.50$ 1,610.84$ 10" 2,274.29$ 1,982.41$ 2,565.47$ 1,953.33$ 2,527.84$ 2,267.26$ Page 491 of 1510 1 Summaries 2 Water Budget 3 Wastewater Budget Page 492 of 1510 Index SUMMARIES Water Summary Wastewater Summary Page 493 of 1510 Budget Budget Increase/ (Decrease) Increase/ (Decrease) 2022 2021 $% REVENUES Other Revenue 40,000 40,000 0 0.00% Penalties 62,700 62,700 0 0.00% Sales 175,000 165,000 10,000 6.06% User Fees 23,751,844 22,322,000 1,429,844 6.41% TOTAL REVENUE 24,029,544 22,589,700 1,439,844 6.37% EXPENSES Labour 2,278,224 2,168,358 109,866 5.07% Employee Benefits Allocation 675,478 643,237 32,241 5.01% Overtime 81,000 77,000 4,000 5.19% Labour and Benefits 3,034,702 2,888,595 146,107 5.06% Advertising/News Release 1,500 2,500 (1,000)-40.00% Conferences/Conventions 2,000 5,400 (3,400)-62.96% Insurance Premiums 146,058 126,348 19,710 15.60% Materials 836,350 767,856 68,494 8.92% Membership/Subscriptions 0 985 (985)-100.00% Office Supplies 13,000 13,000 0 0.00% Professional Development 29,000 28,000 1,000 3.57% WSIB 20,000 10,000 10,000 100.00% Materials 1,047,908 954,089 93,819 9.83% Electricity 400 400 0 0.00% Utilities 400 400 0 0.00% Contracted Services 9,747,428 9,748,370 (942)-0.01% Fixed Regional Charges 2,993,791 2,947,840 45,951 1.56% Contracted Services 12,741,219 12,696,210 45,009 0.35% Rents and Financial Expenses 230,895 200,895 30,000 14.93% Long Term Interest 160,972 0 160,972 #DIV/0! Long Term Debt Principle 179,502 0 179,502 #DIV/0! Debt Charges 340,474 0 340,474 #DIV/0! Internal Rent 424,444 347,840 76,604 22.02% Transfer to Operating (indirect costs)104,502 101,671 2,831 2.78% Transfer to Capital 0 5,400,000 (5,400,000)-100.00% Transfer to Captial Special Purpose Reserves 6,105,000 0 6,105,000 #DIV/0! Internal Transfers 6,633,946 5,849,511 784,435 13.41% TOTAL EXPENSES 24,029,544 22,589,700 1,439,844 6.37% (Surplus)/Deficit 0 0 0 #DIV/0! Budget to Budget Comparison 2022 WATER BUDGET 1 Page 494 of 1510 Budget Budget Increase/ (Decrease) Increase/ (Decrease) 2022 2021 $% REVENUES Penalties 69,300 69,300 0 0.00% User Fees 24,787,030 22,984,298 1,802,732 7.84% From Special Purpose Reserves 200,000 325,000 (125,000)-38.46% From Development Charges 820,338 846,800 (26,462)-3.12% TOTAL REVENUE 25,876,668 24,225,398 1,651,270 6.82% EXPENSES Labour 1,361,028 1,331,051 29,977 2.25% Employee Benefits Allocation 399,568 391,537 8,031 2.05% Overtime 31,000 31,000 0 0.00% Labour and Benefits 1,791,596 1,753,588 38,008 2.17% Insurance Premiums 163,062 139,598 23,464 16.81% Materials 323,200 311,750 11,450 3.67% Office Supplies 350 350 0 0.00% WSIB 40,000 30,000 10,000 33.33% Materials 526,612 481,698 44,914 9.32% Electricity 27,700 32,700 (5,000)-15.29% Utilities 27,700 32,700 (5,000)-15.29% Contracted Services 1,933,000 1,950,000 (17,000)-0.87% Fixed Regional Charges 13,519,397 13,381,018 138,379 1.03% Contracted Services 15,452,397 15,331,018 121,379 0.79% Rents and Financial Expenses 76,275 165,275 (89,000)-53.85% Long Term Interest 382,633 248,122 134,511 54.21% Long Term Debt 778,180 598,678 179,502 29.98% Debt Charges 1,160,813 846,800 314,013 37.08% Internal Rent 236,773 112,648 124,125 110.19% Transfer to Operating (indirect costs)104,502 101,671 2,831 2.78% Transfer to Capital 0 5,400,000 (5,400,000)-100.00% Transfer to Capital Special Purpose Reserves 6,500,000 0 6,500,000 #DIV/0! Internal Transfers 6,841,275 5,614,319 1,226,956 21.85% TOTAL EXPENSES 25,876,668 24,225,398 1,651,270 6.82% (Surplus)/Deficit 0 0 0 #DIV/0! 2022 WASTEWATER BUDGET Budget to Budget Comparison 2 Page 495 of 1510 Index WATER BUDGET Auditing Services Insurance Claims Revenue &Receivables System Maintenance Regional Charges Water Systems Research &Development Page 496 of 1510 GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 22, 2021 Time :1:55 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :15-3-123010-??????To :15-4-123010-?????? 2022 2021 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 15-->CITY WATER FUND 123010-->AUDITING SERVICES 3-->EXPENSE 15-3-123010-040000 CONTRACTED SERVICES 10,000 10,000 Total EXPENSE 10,000 10,000 AUDITING SERVICES Surplus/Deficit 10,000 10,000 Total CITY WATER FUND 10,000 10,000 3 Page 497 of 1510 GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 22, 2021 Time :1:56 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :15-3-132015-??????To :15-4-132015-?????? 2022 2021 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 15-->CITY WATER FUND 132015-->INSURANCE CLAIM SERVICES 3-->EXPENSE 15-3-132015-030000 MATERIALS 40,000 40,000 Total EXPENSE 40,000 40,000 INSURANCE CLAIM SERVICES Surplus/Deficit 40,000 40,000 Total CITY WATER FUND 40,000 40,000 4 Page 498 of 1510 GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 22, 2021 Time :1:56 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :15-3-133005-??????To :15-4-133005-?????? 2022 2021 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 15-->CITY WATER FUND 133005-->REVENUES AND RECEIVABLES 3-->EXPENSE 15-3-133005-010000 LABOUR 401,748 390,995 15-3-133005-010013 EMPLOYEE BENEFITS ALLOCATION 115,753 113,269 15-3-133005-010016 OVERTIME 10,000 1,000 15-3-133005-030000 MATERIALS 158,000 158,000 15-3-133005-030005 PROFESSIONAL DEVELOPMENT/WORKS 1,500 500 15-3-133005-030015 ADVERTISING/NEWS RELEASE 0 1,000 15-3-133005-030035 OFFICE SUPPLIES 11,500 11,500 15-3-133005-040000 CONTRACTED SERVICES 226,800 193,000 15-3-133005-050000 RENTS AND FINANCIAL EXPENSES 154,620 124,620 Total EXPENSE 1,079,921 993,884 REVENUES AND RECEIVABLES Surplus/Deficit 1,079,921 993,884 Total CITY WATER FUND 1,079,921 993,884 5 Page 499 of 1510 GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 25, 2021 Time :2:02 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :15-3-431000-??????To :15-4-431000-?????? 2022 2021 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 15-->CITY WATER FUND 431000-->SYSTEM MAINTENANCE WATERWORKS 3-->EXPENSE 15-3-431000-010000 LABOUR 1,607,171 1,572,579 15-3-431000-010013 EMPLOYEE BENEFITS ALLOCATION 480,108 470,763 15-3-431000-010016 OVERTIME 70,000 75,000 15-3-431000-020000 LONG TERM INTEREST 160,972 0 15-3-431000-030000 MATERIALS 638,350 569,856 15-3-431000-030005 PROFESSIONAL DEVELOPMENT/WORKS 27,500 27,500 15-3-431000-030007 ELECTRICITY 400 400 15-3-431000-030015 ADVERTISING/NEWS RELEASE 1,500 1,500 15-3-431000-030017 INSURANCE PREMIUMS 146,058 126,348 15-3-431000-030018 CONFERENCES/CONVENTIONS 2,000 2,000 15-3-431000-030035 OFFICE SUPPLIES 1,500 1,500 15-3-431000-030045 WSIB 20,000 10,000 15-3-431000-040000 CONTRACTED SERVICES 821,400 740,300 15-3-431000-050000 RENTS AND FINANCIAL EXPENSES 76,275 76,275 15-3-431000-070000 LONG TERM DEBT PRINCIPAL 179,502 0 15-3-431000-080001 TO CAPITAL 0 5,400,000 15-3-431000-080002 TO CAPITAL SPECIAL PURPOSE RES 6,105,000 0 15-3-431000-080003 TO OPERATING 104,502 101,671 15-3-431000-090000 INTERNAL RENT 424,444 347,840 Total EXPENSE 10,866,682 9,523,532 4-->REVENUE 15-4-431000-710000 USER FEES -45,000 -25,000 15-4-431000-710014 WATER VOLUMETRIC CHARGES -13,987,106 -13,177,988 15-4-431000-710015 WATER FIXED CHARGES -9,324,738 -8,785,325 15-4-431000-710016 WATER FLAT RATE FEES -170,000 -170,000 15-4-431000-710017 WATER STAND PIPE FEES -125,000 -88,687 15-4-431000-710018 WATER TRANSFER AND SHUT OFF FE -100,000 -75,000 15-4-431000-740000 PENALTIES ON WATER -62,700 -62,700 15-4-431000-770000 SALES -175,000 -165,000 15-4-431000-790000 OTHER REVENUE -40,000 -40,000 Total REVENUE -24,029,544 -22,589,700 SYSTEM MAINTENANCE WATERWORKS Surplus/Deficit -13,162,862 -13,066,168 Total CITY WATER FUND -13,162,862 -13,066,168 6 Page 500 of 1510 GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 22, 2021 Time :2:01 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :15-3-432000-??????To :15-4-432000-?????? 2022 2021 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 15-->CITY WATER FUND 432000-->REGIONAL CHARGES WATERWORKS 3-->EXPENSE 15-3-432000-040000 REGIONAL VOLUMETRIC CHARGES 8,664,228 8,780,070 15-3-432000-040004 FIXED REGIONAL CHARGES 2,993,791 2,947,840 Total EXPENSE 11,658,019 11,727,910 REGIONAL CHARGES WATERWORKS Surplus/Deficit 11,658,019 11,727,910 Total CITY WATER FUND 11,658,019 11,727,910 7 Page 501 of 1510 GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 22, 2021 Time :2:01 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :15-3-433000-??????To :15-4-433000-?????? 2022 2021 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 15-->CITY WATER FUND 433000-->WATER SYSTEMS RESEARCH & DEVELOPMENT 3-->EXPENSE 15-3-433000-010000 LABOUR 269,305 204,784 15-3-433000-010013 EMPLOYEE BENEFITS ALLOCATION 79,617 59,205 15-3-433000-010016 OVERTIME 1,000 1,000 15-3-433000-030018 CONFERENCES/CONVENTIONS 0 3,400 15-3-433000-030034 MEMBERSHIP / SUBSCRIPTIONS 0 985 15-3-433000-040000 CONTRACTED SERVICES 25,000 25,000 Total EXPENSE 374,922 294,374 WATER SYSTEMS RESEARCH & DEVELOPMENT Surplus/Defic 374,922 294,374 Total CITY WATER FUND 374,922 294,374 8 Page 502 of 1510 Index WASTEWATER BUDGET Insurance Claims System Maintenance Regional Charges Sanitary Systems Research &Development Page 503 of 1510 GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 22, 2021 Time :2:02 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :16-3-132015-??????To :16-4-132015-?????? 2022 2021 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 16-->CITY SANITARY SEWER FUND 132015-->INSURANCE CLAIM SERVICES 3-->EXPENSE 16-3-132015-030000 MATERIALS 75,000 75,000 Total EXPENSE 75,000 75,000 INSURANCE CLAIM SERVICES Surplus/Deficit 75,000 75,000 Total CITY SANITARY SEWER FUND 75,000 75,000 9 Page 504 of 1510 GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 25, 2021 Time :2:03 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :16-3-411000-??????To :16-4-411000-?????? 2022 2021 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 16-->CITY SANITARY SEWER FUND 411000-->SYSTEM MAINTENANCE SANITARY SEWER 3-->EXPENSE 16-3-411000-010000 LABOUR 1,150,037 1,126,267 16-3-411000-010013 EMPLOYEE BENEFITS ALLOCATION 339,114 332,332 16-3-411000-010016 OVERTIME 30,000 30,000 16-3-411000-020000 LONG TERM INTEREST 382,633 248,122 16-3-411000-030000 MATERIALS 223,200 209,750 16-3-411000-030007 ELECTRICITY 27,700 32,700 16-3-411000-030017 INSURANCE PREMIUMS 163,062 139,598 16-3-411000-030035 OFFICE SUPPLIES 350 350 16-3-411000-030045 WSIB 40,000 30,000 16-3-411000-040000 CONTRACTED SERVICES 1,233,000 1,175,000 16-3-411000-050000 RENTS AND FINANCIAL EXPENSES 76,275 165,275 16-3-411000-070000 LONG TERM DEBT PRINCIPAL 778,180 598,678 16-3-411000-080001 TO CAPITAL 0 5,400,000 16-3-411000-080002 TO CAPITAL SPECIAL PURPOSE RES 6,500,000 0 16-3-411000-080003 TO OPERATING 104,502 101,671 16-3-411000-090000 INTERNAL RENT 207,407 92,700 Total EXPENSE 11,255,460 9,682,443 4-->REVENUE 16-4-411000-710000 SEWER VOLUMETRIC CHARGES -14,774,418 -13,922,822 16-4-411000-710010 SEWER FIXED CHARGES -9,849,612 -8,901,476 16-4-411000-710011 SEWER FLAT RATE CHARGES -150,000 -150,000 16-4-411000-710012 SEWER LATERAL CLEANING -13,000 -10,000 16-4-411000-740000 PENALTIES ON SEWER -69,300 -69,300 16-4-411000-780003 FROM SPECIAL PURPOSE RESERVES 0 -75,000 16-4-411000-780009 TRSF FROM DEVELOPMENT CHARGE R -820,338 -846,800 Total REVENUE -25,676,668 -23,975,398 SYSTEM MAINTENANCE SANITARY SEWER Surplus/Deficit -14,421,208 -14,292,955 Total CITY SANITARY SEWER FUND -14,421,208 -14,292,955 10 Page 505 of 1510 GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 22, 2021 Time :2:03 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :16-3-412000-??????To :16-4-412000-?????? 2022 2021 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 16-->CITY SANITARY SEWER FUND 412000-->REGIONAL CHARGES SANITARY SEWER 3-->EXPENSE 16-3-412000-040000 CONTRACTED SERVICES 13,519,397 13,381,018 Total EXPENSE 13,519,397 13,381,018 REGIONAL CHARGES SANITARY SEWER Surplus/Deficit 13,519,397 13,381,018 Total CITY SANITARY SEWER FUND 13,519,397 13,381,018 11 Page 506 of 1510 GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 22, 2021 Time :2:03 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :16-3-413000-??????To :16-4-413000-?????? 2022 2021 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 16-->CITY SANITARY SEWER FUND 413000-->SANITARY SYSTEMS RESEARCH & DEVELOPMENT 3-->EXPENSE 16-3-413000-010000 LABOUR 210,991 204,784 16-3-413000-010013 EMPLOYEE BENEFITS ALLOCATION 60,454 59,205 16-3-413000-010016 OVERTIME 1,000 1,000 16-3-413000-030000 MATERIALS 25,000 27,000 16-3-413000-040000 CONTRACTED SERVICES 700,000 775,000 16-3-413000-090000 INTERNAL RENT 29,366 19,948 Total EXPENSE 1,026,811 1,086,937 4-->REVENUE 16-4-413000-780003 FROM SPECIAL PURPOSE RESERVES -200,000 -250,000 Total REVENUE -200,000 -250,000 SANITARY SYSTEMS RESEARCH & DEVELOPMENT Surplus/De 826,811 836,937 Total CITY SANITARY SEWER FUND 826,811 836,937 12 Page 507 of 1510 PBD-2021-73 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-73 26T-11-2018-002 and AM-2018-012 Chippawa East Draft Plan of Subdivision and Zoning By-law Amendment Application North side of Willick Road between Sodom Road and Willoughby Drive Applicant: Queensway Chippawa Properties Inc. (DG Group) Agent: KLM Planning Partners Inc. (Keith MacKinnon) RECOMMENDATIONS 1. That the application to amend the Zoning By-law be approved, subject to the regulations outlined in this report; 2. That the Plan of Subdivision be draft approved subject to the conditions in the attached Appendix A; 3. That the Mayor or designate be authorized to sign the 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; 4. That draft approval be given for three years, after which approval will lapse unless an extension is requested by the developer and granted by Council; and, 5. That the Mayor and City Clerk be authorized to execute the Subdivision Agreement and any required documents to allow for the future registration of the Subdivision when all matters are addressed to the satisfaction of the City Solicitor. EXECUTIVE SUMMARY Queensway Chippawa Properties Inc. has submitted an application to subdivide 49.3 hectares (121.8 acres) of land on the north side of Willick Road between Sodom Road and Willoughby Drive. The application proposes 449 detached dwelling lots, 24 lots for 48 semi -detached dwellings, 32 blocks for 183 on-street townhouses, 1 block for medium density residential (future condominium- up to 246 dwelling units), as well as blocks for Provincially Significant Wetland/ Significant Woodland and associated buffers, stormwater management/open space, walkways, hydro corridor, road widening, 0.3 m reserves, future private condominium road, and land to be dedicated as municipal streets. The plan proposes two street accesses onto Sodom Road, one street access onto Willoughby Drive, and four street accesses onto Willick Road. Page 508 of 1510 2 PBD-2021-73 December 7, 2021 The applicant has also applied to amend Zoning By-law No. 79-200 to zone the proposed detached and semi-detached dwelling lots and on-street townhouse blocks a site specific Residential Mixed (R3) zone; the medium density residential block and future condominium road block the Residential Low Density, Grouped Multiple Dwellings (R4) zone; and, for the Provincially Significant Wetland/ Significant Woodland block and associated buffers the Environmental Protection Area (EPA) zone; and, the stormwater management/open space, walkways, and hydro corridor blocks the Open Space (OS) zone. Planning staff recommends the applications, for the following reasons: • The proposed development conforms to Provincial policies with respect to contributing towards the achievement of intensification targets in the Designated Greenfield Areas while protecting natural heritage features for the long term; • The proposed development is in conformity with the City’s Official Plan as it provides a variety of housing types, meets the density targets, offers efficient expansion of infrastructure, and is transit supportive while protecting the natural heritage features; • Infrastructure can support the proposed development subject to implementation of the recommended conditions; and, • The requested site specific residential zones maintain appropriate regulations for the proposed dwelling types and ensure the proposed development will be compatible with surrounding properties. The requested Environmental Protection Area (EPA) zone is appropriate for the Provincially Significant Wetland/ Significant Woodland block and associated buffers. The requested Open Space (OS) zone is appropriate for the stormwater management/open space, walkways, and hydro corridor blocks. The conditions of draft plan approval, which must be satisfied before subdivision registration, are listed in Appendix A. These conditions address natural heritage protection, servicing, road widenings, parkland cash-in-lieu payment, landscaping, utility installation, and all other matters related to the development of the subdivision. BACKGROUND Proposal Queensway Chippawa Properties Inc. has submitted an application to subdivide 49.3 hectares (121.8 acres) of land on the north side of Willick Road between Sodom Road and Willoughby Drive. Refer to Schedule 1 for the location and Schedule 2 for details of the proposed subdivision. There have been two previous draft plans submitted. In 2018, the draft plan proposed a mixture of detached and on-street townhouse dwelling units totaling 504 units and a future residential condominium block (up to 240 dwelling units). In 2020, the draft plan proposed a mixture of detached, semi-detached, and on-street townhouse dwelling units totaling 549 units and a future residential condominium block (up to 246 dwelling units). Both plans included blocks for environmental protection area, parkland, and stormwater management. Page 509 of 1510 3 PBD-2021-73 December 7, 2021 The current application proposes 449 detached dwelling lots, 24 lots for 48 semi-detached dwellings, 32 blocks for 183 on-street townhouses, 1 block for medium density (future condominium- up to 246 dwelling units) residential, as well as blocks for Provincially Significant Wetland/ Significant Woodland and associated buffer, stormwater management/open space, walkways, hydro corridor, road widening, 0.3 m reserves, future private condominium road, and land to be dedicated as municipal streets. The land is currently zoned Rural in Zoning By-law No. 395-1966 (Willoughby). The applicant has requested Zoning By-law No. 395-1966 (Willoughby) be amended to have its provisions, regulations, and Schedule “A” not apply to the subject lands. In addition, the applicant has also applied to amend Zoning By-law No. 79-200 to zone the proposed detached and semi-detached dwelling lots and on-street townhouse blocks a site specific Residential Mixed (R3) zone; the medium density residential block and future condominium road block the Residential Low Density, Grouped Multiple Dwellings (R4) zone; and, for the Provincially Significant Wetland/ Significant Woodland and associated buffers the Environmental Protection Area (EPA) zone; and, the stormwater management/open space, walkways, and hydro corridor blocks the Open Space (OS) zone. Site Conditions and Surrounding Land Uses The subject land is vacant with a portion having previously been used for agricultural purposes. It is predominately flat with a ditch diagonally traversing the site. In addition, there are several hedgerows and Provincially Significant Wetland/ Significant Woodland on the property. Topsoil has been stockpiled on a portion of the site outside of natural heritage features under a Site Alteration Permit issued by Municipal Works. The subject land is bounded by Sodom Road and low and medium density residential development to its west; Willoughby Drive, the Legends of Niagara golf course, and land being developed for condominium townhouses to its east; Willick Road, two detached dwellings, agricultural fields, and wooded areas, to its south; and, the Patrick Cummings Memorial Sports Complex to its north. Circulation Comments − Niagara Region − No objections, subject to meeting the conditions listed in Appendix A, and provided the Provincially Significant Wetland, Significant Woodland, Fish Habitat and their buffers, are placed in an appropriately restrictive environmental zone. − The Transportation Impact Study identifies service level reductions at the intersection of Lyon’s Creek Road/Main Street and Sodom Road at full build out. Draft plan conditions require the developer monitor traffic, twelve months after 85% of the subdivision’s dwellings have been constructed, at this intersection and to Page 510 of 1510 4 PBD-2021-73 December 7, 2021 enter into an agreement with the Region to provide intersection improvements if deemed necessary by the traffic monitoring. − Daylighting triangles are required at the corner of Sodom Road and Willick Road as well as on either side of the proposed accesses onto Sodom Road. − Another condition requires the developer to verify capacity in the sanitary system prior to final approval of each phase as well as flow monitoring to ensure estimated flows are not exceeded. − Niagara Peninsula Conservation Authority (NPCA) - No objections, subject to meeting the conditions listed in Appendix A. − Building Services - Building permits will need to be obtained. Building permit fees and development charges will be assessed during building permit application review. − Business Development, GIS Services, Legal Services, and Hydro One - No objections. − District School Board of Niagara - The Board is satisfied future students from the proposed development may be accommodated at existing schools. − Mississaugas of the Credit First Nation (MCFN) - MCFN do not object to the development. Have requested background studies, which have been resent to them. − Niagara Catholic District School Board - The Board will not be requesting a school site in this area and will continue long term accommodation planning including a review of needs in the Grand Niagara and Riverfront Secondary Plan areas. In addition, school sites have been identified for South Niagara Falls in the Grand Niagara Secondary Plan area. − Fire Services, Parks & Landscape Services, Municipal Works, Transportation Services, Bell Canada, and Canada Post - No objections, subject to meeting the conditions listed in Appendix A . - Municipal Works conditions include: the provision of servicing and grading plans for review and approval. Page 511 of 1510 5 PBD-2021-73 December 7, 2021 - Transportation Services staff will monitor the intersection of Main Street at Cummington Square/Willoughby Drive and will adjust the signal timing as necessary. A dedicated south-eastbound right turn lane may be constructed when the intersection is reconstructed. All other intersections will continue to operate at acceptable standards. - A 2.94 metre road widening is required on Willoughby Drive and a 1.44 metre road widening is required on Willick Road. A 7 metre by 7 metre daylight triangle is required at the northwest corner of Willoughby Drive and Willick Road. - Parks Division is satisfied with the provision of the walkways to Patrick Cummings Memorial Park. A condition of approval requires cash in lieu of parkland dedication. Neighbourhood Comments Neighbourhood open houses were held on November 18, 2018 and September 20, 2021 that were attended by the applicant’s agent as well as approximately 6 residents and interested persons at each meeting. In addition written comments were received, with 7 residents and 1 petition with 18 signatures indicating they are not in favour of the proposed development. Those opposed express the following concerns: • Infrastructure capacity and costs. • Increased traffic congestion. • Density, lot size, and proposed housing types. • Potential impact to the wetland and wildlife. • Loss of agricultural land and village character. • Construction impacts. • Resident notification and input. The following is noted in response: • Discussion on infrastructure capacity occurs later in this report. • Draft plan conditions require: the confirmation of capacity, the expansion of services at the expense of the developer, Cost Sharing Agreements with the City where applicable, and the monitoring and potential improvements to the Regional intersection. • Discussion on the proposed density and housing types occurs later in this report. • The Provincially Significant Wetland/ Significant Woodland and associated buffers will be placed under the Environmental Protection Area (EPA) zone. The applicant Page 512 of 1510 6 PBD-2021-73 December 7, 2021 will be required to obtain any approvals regarding species at risk. The removal of a portion of the ditch that diagonally traverses the site and hedgerows will not affect fish or wildlife habitat and is supported by the NPCA and Niagara Region. • While a portion of the subject land has been used for agricultural purposes, it has been designated for residential use since the 1970s. The proposed subdivision’s lot dimensions and building heights are consistent with nearby developments. • The City’s Municipal Works department issued a site alteration permit for the site preparation that has occurred. Municipal Works monitors the conditions of streets. Where conditions are not suitable, the developer is responsible for cleaning streets at their cost. • Residents were notified in accordance with Planning Act requirements of the applications and the public meeting. ANALYSIS/RATIONALE 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. To achieve compact development and reduce urban sprawl Provincial policies require a minimum density of 50 jobs and persons per hectare in Greenfield Areas such as the subject lands. The proposed development is consistent and conforms as follows: • The proposed development is within a settlement area, is transit supportive, assists in the creation of a complete community, and minimizes land consumption and servicing costs; • The proposed subdivision’s density is 55.7 jobs and persons per hectare which complies with Provincial targets; • Natural heritage features including the Provincially Significantly Wetland and Significant Woodland and Fish Habitat will be protected; and, • The recommended regulations will facilitate the development of land in a manner that offers a mixture of housing that will accommodate the needs of people of all ages and abilities while maintaining appropriate levels of health and safety. 2. Official Plan The Official Plan designates the subject land as Residential, in part, Environmental Protection Area, in part, and Environmental Conservation Area, in part within a Designated Greenfield Area. The proposed development conforms as follows: Page 513 of 1510 7 PBD-2021-73 December 7, 2021 • The lands have been identified for residential development since the 1970’s. Development will fulfil long standing plans to provide housing for residents; • The proposed development will have a range of dwelling types with a density of 55.7 jobs and persons per hectare, which complies with the 53 people and jobs per hectare City Greenfield Area density target, contributes to the creation of a complete community, and is transit supportive; • It utilizes land efficiently, is designed as a modified grid pattern with appropriate block lengths and compatibly integrates the built and natural environment; • The extension of municipal services from Sodom Road and Willoughby Drive is orderly and logical. The developer is required to confirm, to the Region’s satisfaction, that there is capacity in the sanitary sewer system prior to final approval. • Extension of services are to be at developer’s cost save and except where cost sharing may be considered if of benefit to the City, such as providing services to other properties without services; and, • A block containing the Provincially Significant Wetland and Significant Woodland has been established with appropriate buffer blocks and fencing requirements to ensure their protection. The blocks will be placed under the Environmental Protection Area (EPA) zone. The Official Plan establishes a phasing framework that determines when urban lands are to be brought on stream, considering development needs and servicing availability. The subject lands are in the Phase 2 area. The Official Plan allows later phase areas to be developed subject to a set of criteria. The proposed subdivision conforms to th is criteria as follows: • The City is required to maintain at least a 3 year short term supply of serviced vacant land or registered lots for housing development. The City’s inventory of vacant registered and draft approved land, is less than 5 years, based on a 10 year absorption rate. Furthermore, the supply of detached lots is about 3 years. Draft approval of the subdivision will provide necessary housing to meet requirements. • Nearly all Phase 1 lands have been developed or draft approved. The only significant Phase 1 area with vacant residential lands is the Grand Niagara Secondary Plan. As of this date, zoning and subdivision applications have not been submitted and it is unknown when these lands will be developed to provide necessary housing. • As noted above, servicing and tran sportation infrastructure exists to service the lands, subject to fulfillment of recommended conditions. The development represents an orderly extension of the City’s developed area. Page 514 of 1510 8 PBD-2021-73 December 7, 2021 • As the extension of services to service the land will be at the developer’s cost, except financial risk to the City will be minimized. 3. Zoning By-law The subject land is currently zoned Rural in Zoning By-law No. 395, 1966 (Willoughby). The application requests to amend Zoning By-law No. 395, 1966 (Willoughby) to have its regulations not apply to the subject lands and to place the lands under Zoning By- law No. 79-200. Residential Lots and Blocks The applicant is requesting the detached, semi-detached and on-street townhouse dwellings be zoned a site specific Residential Mixed (R3) zone, and the medium density residential block be zoned the Residential Low Density, Grouped Multiple Dwellings (R4) zone. The R3 zone permits a detached dwelling, a semi-detached dwelling, a duplex dwelling, an on-street townhouse dwelling, a triplex dwelling, a quadruplex dwelling, a home occupation in a detached dwelling or semi-detached dwelling or a duplex dwelling, and accessory buildings and accessory structures. The R4 zone permits a townhouse dwelling, an apartment dwelling, group dwellings, accessory buildings and accessory, and a home occupation in a detached dwelling or semi-detached dwelling or a duplex dwelling. A site specific R4 zone is not requested. The changes to the standard R3 regulations are summarized in the following table: ZONE REGULATION EXISTING REGULATION REQUESTED REGULATION Minimum Lot Area – For a detached dwelling 370 m2 for each dwelling unit 297 m2 for each dwelling unit Minimum Lot Area – For a semi-detached or duplex dwelling 600 m2 for each dwelling unit 489 m2 for each dwelling unit Minimum Lot Area – For an on-street townhouse dwelling 200 m2 for each dwelling unit 190 m2 for each dwelling unit Minimum Lot Frontage- For a detached dwelling on an interior lot 12 m 11 m Minimum Lot Frontage- 15 m 13 m Page 515 of 1510 9 PBD-2021-73 December 7, 2021 For a detached dwelling on a corner lot Minimum Lot Frontage- For a semi-detached or duplex dwelling on an interior lot 18 m 15 m Minimum Lot Frontage- For a semi-detached or duplex dwelling on a corner lot 20 m 17 m Minimum Lot Frontage- For an on-street townhouse dwelling 6.5 m for each dwelling unit 6 m for each dwelling unit Maximum Height of Building or Structure 10 m 11 m Lot Frontage The distance between the side lot lines measured along a line drawn parallel to the front lot line at the minimum distance from the front lot line permitted for the erection of buildings. The horizontal distance between the side lot lines of a lot measured at a point, 6 m back from the front lot line. Tandem Parking Not permitted for required parking Permit for required parking The requested zoning is appropriate as follows: • The R3 zone is intended to regulate detached, semi-detached, and on-street townhouse dwellings; • The requested reduction in the R3 regulations for detached, semi-detached, and on-street townhouses regarding the required minimum lot area and lot frontage is supported as suitable block dimensions are maintained, an acceptable building envelope remains, and a compact urban form will result; • The requested increase in the R3 regulations for maximum height is supported as the resulting height will not have a negative impact on abutting properties; and, • The R4 zone is intended to regulate grouped, townhouse, and apartment dwellings and is appropriate for the medium density block. Building heights will be limited to 10 metres to be consistent with surrounding dwellings. Planning staff recommend Block 523 (associated driveway entrance) also be zoned R4. Staff do not support the following requested changes: Page 516 of 1510 10 PBD-2021-73 December 7, 2021 • The requested permission to permit tandem parking in the R3 zone is not required as detached, semi-detached, and on-street townhouse dwellings are only required to have one parking space per unit. Other Lands The applicant is requesting the Provincially Significant Wetland/ Significant Woodland block and associated buffers, be placed under the Environmental Protection Area (EPA) zone. This zone is appropriate as it is intended to protect the natural heritage features. The applicant is requesting the stormwater management/open space, walkways, and hydro corridor blocks be placed under the Open Space (OS) zone. The requested zoning is appropriate for the proposed uses. 4. Subdivision Design and Conditions of Approval The proposed subdivision creates up to 926 dwelling units, as well as a block for Provincially Significant Wetland/ Significant Woodland and associated buffers, stormwater management/open space, walkways, hydro corridor, road widening, 0.3 m reserves, future private condominium road, and land to be dedicated as municipal streets. It is anticipated that the development will proceed in phases. Clearance of conditions and a subdivision agreement will be required for each phase. The layout provides street connections for private lands fronting on Sodom Road to be developed at a later date by others. With respect to sanitary servicing capacity concerns, the City has begun to implement the recommendations of the recent Infiltration and Inflow Study for the south Niagara Falls. Further study of the degree of wet weather flow reduction achieved will be initiated in the spring of 2022. There is dry weather flow capacity within City infrastructure to accommodate growth in this area. The Region is requesting a set of conditions addressing Regional Infrastructure, requiring flow monitoring and capacity confirmation prior to final approval of each phase of development, to address wet weather flows. Specifications for municipal and private servicing to limit extraneous flow amounts from the development to permissible levels and minimize impacts on wet weather flow will be implemented. A comprehensive set of conditions, addressing City, Regional, and agency concerns, are listed in Schedule A and includes the following: • Extension of roads and services at the developer’s cost; • Stormwater management plans will be approved by the Region, NPCA, and City. The developer is proposing a below-grade storage system with the above-grade dry pond containing water during excessive events prior to controlled discharge to existing ditches; Page 517 of 1510 11 PBD-2021-73 December 7, 2021 • Confirmation of servicing capacity to the satisfaction of the Region with each phase of the development; • Opportunities for Cost Sharing Agreements, where appropriate with the City to provide an opportunity to service lots outside the subdivision that use private services and to construct Willick Road; • Protection of the Provincially Significant Wetland/ Significant Woodland; • Obtaining any necessary approvals from the Ministry of Environment, Conservation and Parks (MECP) related to any species at risk on the lands; • Traffic monitoring and any necessary improvements for the intersection of Sodom Road and Lyon’s Creek Road, under Regional jurisdiction; • Cash in lieu of parkland dedication as no blocks for parkland are being dedicated to the City. In addition to receiving cash in lieu, the dry pond would be available for passive recreation uses outside of storm events which is adjacent to Patrick Cummings Memorial Park. Walkways will provide connectivity from the subdivision to the dry pond and to the Park; • Secondary means of access for emergency purposes will be required if the subdivision is phased; and, • All other matters typically covered under the subdivision process (i.e. execution of a subdivision agreement, provision of utilities and mail service, engineering works, landscaping, street naming, and necessary fees and securities ). FINANCIAL IMPLICATIONS The proposed development will generate development charge contributions and property tax revenue for the City. Extension of services is to be at the applicant’s cost; if other landowners benefit from the extension of these services, the City may consider the execution of a front ending agreement to require future contributions from the other land owners. There are no other financial implications. CITY’S STRATEGIC COMMITMENT The proposed subdivision supports the Diverse and Affordable Housing Strategic Priority by providing housing to meet the needs of people of all ages, incomes and abilities. LIST OF ATTACHMENTS ➢ Schedule 1- Location Map ➢ Schedule 2- Subdivision Plan ➢ Schedule 3- Proposed Zoning ➢ Appendix A- Conditions for Draft Plan Approval Page 518 of 1510 12 PBD-2021-73 December 7, 2021 Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, Chief Administrative Officer J. Hannah: Attach. S:\SUBDIVIS\PSUBD\CHIPPAWA EAST\Report\PBD-2021-XX, AM-2018-012 & 26T-11-2018-002, Chippawa East Subdivision.docx Page 519 of 1510 13 PBD-2021-73 December 7, 2021 SCHEDULE 1 (Location Map) Page 520 of 1510 14 PBD-2021-73 December 7, 2021 SCHEDULE 2 (Subdivision Plan) Page 521 of 1510 15 PBD-2021-73 December 7, 2021 SCHEDULE 3 (Zoning Map) R4 EPA R3 R3 OS R3 Page 522 of 1510 16 PBD-2021-73 December 7, 2021 APPENDIX A Conditions for Draft Plan Approval 1. Approval applies to the Chippawa East Draft Plan of Subdivision prepared by KLM Planning Partners Inc., dated June 10, 2021, showing 449 lots for detached dwellings, 24 lots for 48 semi-detached dwellings, 32 Blocks for 183 on-street townhouse units, Block 506 for medium density resident ial (proposed up to 246 condominium dwelling units), Blocks 508 and 512-514 for stormwater management, Block 507 for Provincially Significant Wetland, Significant Woodland and Fish Habitat, Blocks 509-511 for buffers, Blocks 515-516 for Hydro Corridor, Blocks 517- 519 for road widening, Blocks 520-522 for 0.3 m reserve, Block 523 for future private condominium road, and streets that are to be dedicated as private highways. Planning and Legal 2. The developer enter into a registered Subdivision Agreement with the City to satisfy all requirements, financial and otherwise, related to the development of the land. Note: Should any other body wish to have its conditions included in the Subdivision Agreement, they may be required to become party to the Subdivision Agreement for the purpose of enforcing such conditions. The development may proceed in two or more phases. Clearance of conditions and a separate Subdivision Agreement will be required for each phase. A secondary emergency access route, to City specifications, shall be provided to the satisfaction of the City for each phase of development where necessary. 3. The developer submit a Solicitor’s Certificate of Ownership for the subdivision land to the City Solicitor prior to the preparation of the Subdivision Agreement. 4. The developer receive final approval of the Zoning By-law amendment to provide land use regulations to guide the development of the subdivision. 5. The developer provide a calculated plan and a letter prepared by an Ontario Land Surveyor to Planning, Building & Development confirming that all lots and blocks comply with the Zoning By-law. 6. The developer provide one copy of the pre-registration plan to Planning, Building & Development and a letter stating how all the conditions imposed have been or are to be fulfilled. 7. That Block 523 merge with Block 506. 8. That an Urban Design Brief be submitted to describe the landscape d esign treatment where the subdivision abuts Willick Road. The Brief may consist of a description of the streetscape design with supporting drawings such as cross-sections and plans, indicate the location, type, and height of fencing, and the architectural treatment of the elevations that face Willick Road. A landscape plan that shows how the boulevards along Willick Road are to be landscaped. The report and plan shall be prepared to the satisfaction of the City. This brief may be combined with the brief Page 523 of 1510 17 PBD-2021-73 December 7, 2021 required by Niagara Region in condition 45. Municipal Works 9. The roadways and sidewalks be designed and constructed in accordance with City standards which, in part, include the following: (a) Dedication of all new road allowances (Streets “1”, “2”, “3”, “4”, “5”, “6”, “7”, “8”, “9”, “10”, “11”, “12”, “13”, “14”, “15”, “16” and “17” to the City as public highways; all roadways and sidewalks to be constructed to municipal requirements; (b) Street 16 and 17 shall not be constructed until agreements, if necessary, have been made by the developer, Niagara Peninsula Energy, and City to address hydro lines on the land. (c) The developer will be responsible for the construction of Willick Road to an urban cross section from Sodom Road to Willoughby Drive to service the development. Cost sharing with the City may be applicable; (d) Street 1 (east/west segment), Street 2 between Sodom Road and Street 3, and Street 3 between Willick Road and Street 2 is to be constructed to a 9.15 m collector road platform width, on a 23 m right-of-way, to City standards; (e) All remaining subdivision roads to be constructed with an 8 m local road platform width, on an 18 m right-of-way, to City standards; (f) Dedication of 1.44 m wide road widening along the Willick Road frontage of the property; (g) Dedication of 2.94 m wide road widening along the Willoughby Drive frontage of the property; (h) That cash-in-lieu provided be provided for or the developer construct a 1.5 m sidewalk on the east side of Sodom Road, north side of Willick Road, west side of Willoughby Road, both sides of all 23.0 m road allowances, and one side of all 18 m road allowances, to the satisfaction of the City; (i) That the developer provide a pedestrian routing plan illustrating flow and connectivity within the subdivision and to Willick Road, Sodom Road and Willoughby Drive; (j) That concrete bus pads be constructed on the east side of Sodom Road, north side of Willick Road, west side of Willoughby Drive, as determined in detailed design, to City standards; (k) Dedication of daylighting triangle with 7 metre legs at the intersection of Willick Road and Willoughby Drive; Page 524 of 1510 18 PBD-2021-73 December 7, 2021 (l) Dedication of daylighting triangles with 5 metre legs at all other intersections and the inside corners of road bends; (m)Dedication of all road allowances and daylight triangles to the City as public highways and dedication of any 0.3 m reserves deemed necessary (n) Speed control measures within the subdivision to the satisfaction of Transportation Services; (o) All streets named to the City’s satisfaction. (p) Provide a plan that illustrates building orientation, especially on corner lots, for addressing purposes. 10. The services be designed and constructed in accordance with City standards which, in part, include the following: (a) Extension and provision of municipal water distribution, sanitary sewer and storm sewer systems at Developer’s cost in accordance with the Ministry of Environment, Conservation and Parks (MECP) and City standards; (b) The developer will be responsible for extending existing watermain systems along Sodom Road and Willoughby Drive as required to service the development. Additional upsizing of such services will be made to the City’s satisfaction with costs to be shared with the City as applicable; (c) The developer will be responsible for extending existing sanitary systems along Sodom Road and Willick Road as required to service the development. Additional upsizing of such services including distribution through the development for looping purposes will be made to the City’s satisfaction with costs to be shared with the City as applicable; (d) The developer will be responsible for extending existing storm systems along Sodom Road and Willick Road as required to service the development. Additional upsizing of such services will be made to the City’s satisfaction with costs to be shared with the City as applicable for run-off not requiring capturing for the development; (e) Proposed underground stormwater storage for this development shall be constructed and designed to meet the City standards for stormwater management; (f) Review of the local municipal sanitary system to the City’s satisfaction and all costs associated will be the sole responsibility of the developer including all required improvements prior to all final approval of the development; (g) Testing of new municipal watermains shall be completed in the presence of a Certified Water Operator using the City’s Watermain Commissioning Checklist; Page 525 of 1510 19 PBD-2021-73 December 7, 2021 (h) Weeping tile to be connected to the storm sewer system via sump pumps and all rainwater leaders to be outlet to grade and directed to front and/or rear yards; (i) Provision of an overland flow route to be designed in the right-of-way for major storm events and constructed in accordance with the MECP Guidelines and City standards; and (j) Application of the City’s Lot Grading and Drainage Policy in accordance with City Standards. 11. The developer dedicate Blocks 508 and 512-514 for stormwater management purposes to the City. 12. The developer dedicate Blocks 515-516 as hydro corridor to the City. 13. The developer submit a Functional Servicing Report, signed by a professional engineer licensed to practice in the province of Ontario, demonstrating that the existing and proposed watermains and sanitary sewers are sufficient to service all phases of the development. 14. The developer submit a Stormwater Management Plan, signed by a professional engineer licensed to practice in the province of Ontario, confirming that the proposed storm sewers and stormwater management facilities are sufficient to service all phases of the development and shall reflect the draft approved plan of subdivision. It shall be designed and implemented in accordance with the MECP Guidelines and applicable regulatory Agencies to the satisfaction of the City including all maintenance assessor works. 15. The developer submit a Geotechnical Report prepared by a qualified geotechnical engineering consultant, licensed in the province of Ontario, to the satisfaction of Municipal Works and shall implement any recommendations of the Geotechnical Report. 16. The developer submit Canada Post’s Plan for placement of community mail boxes to Transportation staff for review and comments. 17. The developer submit a Hydrant coverage drawing to ensure adequate fire protection. 18. The developer shall pay the City the required fees for boulevard tree planting according to the City’s satisfaction in accordance with the cost as shown on the current City Schedule of Fees, at time of registration. 19. The developer pay the Development Charges in force at the time of execution of the Subdivision Agreement and Building Permit issuance as per the City’s Development Charges By-law. 20. The developer grant the City and public utility companies any easements required Page 526 of 1510 20 PBD-2021-73 December 7, 2021 to service the subdivision. 21. The developer prepare a street lighting drawing and photometric plan, in accordance with City specifications (as amended). 22. The developer submit the digital data and contract documents in accordance with the City CAD standards and prepare construction contracts using the City of Niagara Falls template including the Schedule of Quantities and Unit Prices format. 23. The developer pay the required fees for Engineering Inspection and Administration for the subdivision. 24. The developer is responsible to obtain all required Agency approvals (i.e. MNR, NPCA, DFO, Regional Niagara, MTO, MECP, CN, OPG, Hydro One Networks Inc., etc.) and is required to apply for a Site Alteration Permit if any works are to be scheduled to commence prior to full execution of any applicable Municipal Agreements. Parks Design 25. The developer shall pay the City cash-in-lieu of parkland dedication, as determined by a qualified appraiser. 26. The developer provide landscape plans for the subdivision, stormwater management/open space block prepared and stamped by a landscape architect (OALA) to the satisfaction of the City, showing complete design and landscape information including but not limited to: fencing including fencing along environmental blocks, entrance features, roadway greenspaces, streetscapes, trails, pathway connections, tree protection & preservation. Fencing for stormwater management/open space, and the associated buffers to the Provincially Significant Wetland/Significant Woodlot block (1.8 m high commercial grade chain-link fence, unless otherwise approved) shall be to City standards and meet approval of the Director of Municipal Works. The placement of the fence shall be approved by the City. No gates are to be installed from the abutting Lots and Block to the Provincially Significant Wetland/Significant Woodlot block (Lots 369-395, and 402, 494-495 and Block 506) that would provide access to Blocks 509-511. Fencing type and dimensions to be shown consistently on all plans. Details of fencing plans to be provided for City approval. 27. Should any subdivision entry features be proposed, details of the features be provided to Parks Design for review, along with cost estimates for initial construction and future repair/replacement of the features. Any subdivision entrance features shall conform to the City’s Entrance Feature Policy. 28. The developer provide a Trails and Walkable Community Master Plan (TWCM) prepared and stamped by a landscape architect (OALA) which shows all proposed Page 527 of 1510 21 PBD-2021-73 December 7, 2021 recreational trails, pathways and sidewalks/walkways including proposed connection locations and design elements to connect with Environmental Protection Areas, parks, woodlots, green spaces, stormwater management areas, and existing or proposed City trail systems. Include all information and details on trail type, construction methods and dimensions. The developer shall be responsible to construct/implement the trails (TWCM) as part of the development, to the approval of the City and other agencies such as the NPCA, Niagara Region, and applicable Federal & Provincial Ministries. Trail development shall consider CPTED (Crime Prevention Through Environmental Design) and accessibility standards. 29. The developer provide a draft warning clause(s) to be included in all sales agreements for review and approval of the City to address the existing Patrick Cummings Memorial Sports Complex Park which can create noise due to sports play use, has noise lighting which may produce perceptible glare or light levels, and that there is the potential of errant balls into private yards due to the use of the ball diamonds. Fire Services 30. The developer submit servicing plans to the Fire Prevention Office and shall clearly indicate width of all roads, curbs radii and the location of all fire hydrants. 31. That adequate water for fire fighting purposes be available and accessible with sufficient volume and/or flow to facilitate firefighting operations prior to the construction of any building. 32. That parking restrictions be imposed to Fire Services satisfaction prohibiting parking on one side of road where the asphalt width is less than 8 m or on one side of the road within residential cul-de-sacs. The subdivision agreement is to specify the supply and installation of no parking signage are at the cost of the developer. Bell Canada 33. The developer is hereby advised that prior to commencing any work within the Plan, the developer must confirm that sufficient wire-line communication/telecommunication infrastructure is currently available within the proposed development to provide communication/telecom munication service to the proposed development. In the event that such infrastructure is not available, the developer is hereby advised that the developer may be required to pay for the connection to and/or extension of the existing communication/telecomm unication infrastructure. If the developer elects not to pay for such connection to and/or extension of the existing communication/telecommunication infrastructure, the developer shall be required to demonstrate to the municipality that sufficient alternative communication/telecommunication facilities are available within the proposed development to enable, at a minimum, the effective delivery of communication/telecommunication services for emergency management services (i.e. 911 Emergency Services). 34. The developer enter into an agreement (Letter of Understanding) with Bell Canada Page 528 of 1510 22 PBD-2021-73 December 7, 2021 complying with any underground servicing conditions imposed by the municipality, and if no such conditions are imposed, the developer shall advise the municipality of the arrangement made for such servicing. 35. The developer acknowledges and agrees to convey any easement(s) as deemed necessary by Bell Canada to service this new development. The developer further agrees and acknowledges to convey such easements at no cost to Bell Canada. The developer agrees that should any conflict arise with existing Bell Canada facilities where a current and valid easement exists within the subject area, the developer shall be responsible for the relocation of any such facilities or easements at their own cost. Canada Post 36. That Community Mail Boxes (CMBs) be located in locations determined in cooperation with Canada Post, and that the developer identify these sites on a display in the sales office and on appropriate maps, information boards and p lans. 37. The developer include in all offers of purchase and sale, a statement that advises the prospective purchaser that mail will be delivered via a CMB. The developer also agrees to note the locations of all CMBs within the development, and to notify affected homeowners of any established easements granted to Canada Post to permit access to CMBs. 38. The developer satisfy all requirements of Canada Post regarding granting necessary easements for CMBs, concrete pads for CMBs, temporary CMBs, walkways to CMBs, curb depressions for wheelchair access, informing potential homeowners of CMB locations, timing of construction and identification of CMBs and related works on engineering servicing drawings. Niagara Peninsula Conservation Authority (NPCA) 39. A Water Balance be provided by the applicant confirming that the pre-development hydrologic regime supporting the on-site Provincially Significant Wetland be maintained in the post development condition. 40. A Grading Plan be prepared by a qualified professional to the satisfaction of the NPCA showing the total limit of development and site alteration. 41. An Erosion and Sediment Control Plan be prepared by a qualified professional to the satisfaction of the NPCA. 42. That the developer obtain a Work Permit from the NPCA prior to beg inning any work within the 30-metre wetland buffer, the proposed outfall to Ussher’s Creek, the proposed stormwater outlets into the North Drain, and the proposed northerly outlet from the Ussher’s Creek PSW complex. In support of the Work Permit applicat ion, the following information will be required: Page 529 of 1510 23 PBD-2021-73 December 7, 2021 a. A buffer planting plan. b. A grading plan prepared by a qualified professional to the satisfaction of the NPCA showing the total limit of development and site alteration. c. Confirmation from a qualified professional that there will be no negative impact of the stormwater being discharged into the Provincially Significant Wetland. d. A tree preservation and savings plan. e. An erosion and sediment control plan prepared by a qualified professional to the satisfaction of the NPCA. 43. That the developer provide 1.5 metre high chain link fencing along the rear lot line of Lots 369 to 395 and 402, 494-495 and Block 506 inclusive, to the satisfaction of the NPCA. 44. That conditions 39 to 43 above be incorporated into the Subdivision Agreement between the Developer and the City of Niagara Falls, to the satisfaction of the NPCA. The City of Niagara Falls shall circulate the draft Subdivi sion Agreement to the NPCA for its review and approval. Regional Municipality of Niagara 45. That an Urban Design Brief be submitted to describe the landscape design treatment where the subdivision abuts the Regional Road (Sodom Road). The Brief may consist of a description of the streetscape design with supporting drawings such as cross-sections and plans. A landscape plan that shows how the boulevards along Sodom Road are to be landscaped should also be included. The report and plan shall be prepared to the satisfaction of Niagara Region. 46. That additional plans/details (i.e. streetscape plan, elevations) be submitted for Lot 161, Blocks 40-42 and 162-165 to demonstrate an enhanced architectural treatment and/or front facing elevation to Sodom Road, to the satisfaction of Niagara Region. 47. That the subdivision agreement contain wording wherein the owner agrees to implement the mitigation measures and recommendations found in Section 9.0 of the EIS Addendum, prepared by Dillon Consulting (dated June 2020), includ ing but not limited to: a. That vegetation removals be undertaken between October 1 st and March 14th, outside of both the breeding bird nesting period and active bat season. A survey for active bird nests should be conducted prior to any vegetation removal or site alteration planned to occur during this window. b. That no construction activity be allowed to occur during the month of June (bat maternity roosting season) in any year within 30 m of the forest edge in order to reduce disturbance to rare bat species. Page 530 of 1510 24 PBD-2021-73 December 7, 2021 c. That any security lighting to be installed on buildings should be downward facing and directed away from natural areas to minimize ambient light exposure to the adjacent natural areas. d. That no construction materials or equipment be located, even on a temporary basis, within the buffers of the PSW, Significant Woodland and/or fish habitat. 48. That a Grading and/or Landscape Plan showing permanent rear-lot fencing adjacent to the natural heritage features be provided, to the satisfaction of the Niagara Region. A no-gate by-law is recommended to reduce human encroachment and limit the movement of pets onto the adjacent natural areas. 49. Than an Erosion and Sediment Control (ESC) Plan be prepared for review and approval by the Niagara Region. All ESC measures shall be maintained in good condition for the duration of construction until all disturbed surfaces have been stabilized, and clauses to this effect shall be included in the subdivision agreement. Muddy water shall not be allowed to leave the site. 50. That a Grading Plan be provided to the satisfaction of Niagara Region, that demonstrates that no grading within the natural heritage features and/or their buffers will occur. The Grading Plan shall designate specific locations for stockpiling of soils and other materials which will at a minimum be outside of the natural heritage features and their buffers and a minimum of 30 metres from watercourses, wetlands and the dripline of any tress to be retained. 51. That a Tree Saving Plan (TSP) be provided to the satisfaction of the Niagara Region as required under Policy 7.B.1.19 of the Regional Official Plan. The TSP shall be prepared by a qualified professional, preferably by a Certified Arborist or qualified member of the Ontario Professional Foresters Association, in accordance with Section 1.36 of the Region of Niagara Tree and Forest Conservation By-law (By-law 30-2008). 52. That a Landscape/Restoration Plan be provided to the satisfaction of the Niagara Region. The plan should incorporate the recommendations found in Section 9.4 of the EIS Addendum, prepared by Dillon Consulting (dated June 2020). The Plan should incorporate dense plantings of native trees and shrubs that complement the adjacent vegetation communities, including thorny species to discourage human intrusion into sensitive areas. The removal of invasive species should also be incorporated, as appropriate. The Landscape/Restoration Plan should be completed by a full member of the Ontario Association of Landscape Architects (OALA). 53. That a Wildlife Impact Mitigation Plan be prepared to the satisfaction of Niagara Region. The Plan should incorporate the recommendations found in Section 9.5 of the EIS Addendum, prepared by Dillon Consulting (dated June 2020). 54. That an Environmental Monitoring Plan be prepared to the satisfaction of Niagara Region. The Plan should incorporate the recommendations found in Section 9.6 of the EIS Addendum, prepared by Dillon Consulting (dated June 2020). Page 531 of 1510 25 PBD-2021-73 December 7, 2021 55. That a Photometric Plan be provided to the satisfaction of the Niagara Region that illustrates all proposed street lighting be downward facing and shielded to prevent light spillage into the surrounding natural area. 56. That the owner obtains all necessary approvals from the Ministry of Environment, Conservation and Parks (MECP) relating to any Species at Risk on the subject lands. The Owner shall provide the Niagara Region with written confirmation from the MECP that it has no objection to the subdivision layout and removal of hedgerows within the subject lands. 57. That the Provincially Significant Wetland, Significant Woodland and Fish Habitat and buffers, as identified in the EIS Addendum, prepared by Dillon Consulting (dated June 2020), be placed in an appropriately restrictive environmental zone. 58. That the subdivision agreement contain wording wherein the owner agrees to implement the approved Erosion and Sediment Control Plan, Grading Plan, Tree Saving Plan, Landscape/Restoration Plan, Wildlife Impact Mitigation Plan, Environmental Monitoring Plan and Photometric Plan. 59. That the following clause be included in the subdivision agreement: “Should deeply buried archaeological remains/resources be found during construction activities, all activities impacting archaeological resources must cease immediately, and the proponent mus t notify the Archaeology Programs Unit of the Ministry of Heritage, Sport, Tourism and Culture Industries (416 -212- 8886) and contact a licensed archaeologist to carry out an archaeological assessment in accordance with the Ontario Heritage Act and the Standards and Guidelines for Consultant Archaeologists. In the event that human remains are encountered during construction, all activities must cease immediately and the local police as well as the Cemeteries Regulation Unit of the Ministry of Government and Consumer Services (416-326- 8800) must be contacted. In situations where human remains are associated with archaeological resources, MHSTCI should also be notified to ensure that the site is not subject to unlicensed alterations which would be a contravent ion of the Ontario Heritage Act.” 60. That the following clause be included in the subdivision agreement: “These lands are in proximity to lands designated for agricultural uses. The lands may be subject to noise, odour, and/or dust from nearby agricultural o perations, which may interfere with some activities of the dwelling occupants.” 61. That the owner submits revised draft plan showing only one access to Sodom Road or confirmation from the adjacent owner that the comprehensive plan is acceptable. 62. That the owner dedicates a 6.0 x 6.0 metre daylighting triangle at the corner of Sodom Road (Regional Road 116) and Willick Road. Page 532 of 1510 26 PBD-2021-73 December 7, 2021 63. That the owner dedicates the necessary 6.0 x 6.0 metre daylighting triangles on either side of the site entrances from Sodom Road (Regional Road 116), once the location and design of the entrances are finalized and approved by Region staff. 64. Prior to any construction taking place within Regional Road 116 (Sodom Road) road allowances the owner shall obtain a Regional Construction Encroachment and/or Entrance Permit from Niagara Region’s Transportation Services Division, Public Works Department. 65. That the owner complete traffic monitoring at the Lyon’s Creek Road/Main Street and Sodom Road intersection, to determine any future improvements required in accordance with the Traffic Monitoring Protocol included in Appendix III to the Region’s comment letter dated October 14, 2021. 66. That the owner enter into a legal agreement with Niagara Region to provide any required road improvements at the Lyon’s Creek Road/Main Street and Sodom Road intersection if determined through the Traffic Monitoring under condition 65. 67. That the subdivision agreement between the owner and the City contain a provision whereby the owner agrees to obtain a certificate from an Ontario Land Surveyor stating that all existing and new survey evidence is in place at the completion of the development. 68. That the owner provides a written acknowledgement to Niagara Region Planning and Development Services Department stating that draft approval of this subdivision does not include a commitment of servicing allocation by Niagara Region as servicing allocation will not be assigned until the plan is registered and that any pre- servicing will be at the sole risk and responsibility of the owner. 69. That the owner provides a written undertaking to Niagara Region Planning and Development Services Department stating that all Offers and Agreements of Purchase and Sale or Lease, which may be negotiated prior to registration of this subdivision shall contain a clause indicating that servicing allocation for the subdivision will not be assigned until the plan is registered, and a similar clause be inserted in the subdivision agreement between the owner and the City. 70. That prior to final approval for registration of any phase of this plan of subdivision, the owner shall submit the design drawings [with calculations] for the sanitary and storm drainage systems required to service this development and obtain Ministry of the Environment Compliance Approval under the Transfer of Review Program. 71. That verification of the available wet weather sanitary capacity in the south Niagara Falls system required to accommodate development, be submitted for review and approval by the Niagara Region and City of Niagara Falls. Based on the information submitted the Region/City will be requiring flow monitoring conditions be included in the subdivision/condominium agreements to verify the estimated wet weather flow are being met in the field after construction and before assumption by the City. If the verification is unsuccessful, mitigation measures may be required. Refer to Appendix II to the Region’s comment letter dated October 14, 2021 the requirement Page 533 of 1510 27 PBD-2021-73 December 7, 2021 to clear this condition. 72. That prior to approval of the final plan or any on-site grading, the owner shall submit a detailed stormwater management plan for the subdivision and the following plans designed and sealed by a qualified professional engineer in accordance with the Ministry of the Environment documents entitled Stormwater Management Planning and Design Manual, March 2003 and Stormwater Quality Guidelines for New Development, May 1991, or their successors to the Niagara Region for review and approval: a. Detailed lot grading, servicing and drainage plan s, noting both existing and proposed grades and the means whereby overland flows will be accommodated across the site; b. Detailed erosion and sedimentation control plans; c. Detailed phasing of construction of the stormwater management facility to coincide with phasing of development of residential lands (internal and external to the subdivision) planned to be serviced by the stormwater management facility; and d. That prior to final approval for registration of this plan of subdivision, the owner shall submit the design drawings [with calculations] for the stormwater management facilities required to service this development and obtain the necessary Ministry of the Environment Compliance Approvals. 73. That the subdivision agreement between the owner and the City conta in provisions whereby the owner agrees to implement the approved plan(s) required in accordance with the condition above. 74. That the owner/developer ensure that all streets and development blocks can provide an access in accordance with Niagara Region’s Corporate Policy and By- laws relating to the curbside collection of waste and recycling. Where a through street is not maintained, the owner shall provide a revised draft plan to reflect a proposed temporary turnaround/cul-de-sac with a minimum curb radius of 12.8 metres. 75. That the owner/developer shall comply with Niagara Region’s Corporate Policy for Waste Collection and complete the Application for Commencement of Collection. 76. That the applicant submits Regional waste collection truck turning plans to ensure the development is able to accommodate Regional waste collections services. NOTES: 1. Prior to granting final plan approval, the City must be in receipt of written confirmation that the requirements of each condition have been met and all fees have been paid to the satisfaction of Niagara Region. Page 534 of 1510 28 PBD-2021-73 December 7, 2021 2. Prior to final approval for registration, a copy of the draft subdivision agreement for the proposed development should be submitted to the Niagara Region for verification that the appropriate clauses pertaining to any of these conditions have been included. A copy of the executed agreement shall also be provided prior to registration. 3. In order to request clearance of the above noted Regional conditions, a letter outlining how the conditions have been satisfied, together will all studies and reports (one hardcopy and a PDF digital copy), the applicable review fee, and the draft subdivision agreement shall be submitted to the Niagara Region by the applicant as one complete package, or circulated to the Niagara Regi on by the City of Niagara Falls. Clearance of Conditions Prior to granting approval to the final plan, Planning, Building & Development requires written notice from applicable City Divisions and the following agencies indicating that their respective conditions have been satisfied: • Legal Services for Conditions 2 and 3 • Planning and Development Services for Conditions 4 to 8 inclusive • Transportation Services for Condition 9 • Municipal Works for Conditions 9 to 24 inclusive • Landscape Architect for Conditions 25 to 29 inclusive • Fire Services for Conditions 30 to 32 inclusive • Bell Canada for Conditions 33 to 35 inclusive • Canada Post for Conditions 36 to 38 inclusive • Niagara Peninsula Conservation Authority for Conditions 39 to 44 inclusive • Regional Municipality of Niagara for Conditions 45 to 76 inclusive Page 535 of 1510 Address: Pt of Lts 19 & 20 Con 2 Applicant: Queensway Chippawa Properties Inc. Proposal: To permit a subdivision with up to 926 dwellings and protection of the Provincially Significant Wetland/Woodland Draft Plan of Subdivision & Zoning By-law Amendment Application 26T-11 -2018-002 & AM-2018-012 Page 536 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Location PROPOSED DEVELOPMENT Legends Golf Course Detached Dwellings Condominium Townhouses Patrick Cummings Park Detached Dwellings & Townhouses Page 537 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Draft Plan Medium Density Block Environmental Protection Area- PSW Open Space/Underground storm water detention Detached Dwellings Street Townhouse Dwellings Semi- Detached Dwellings Page 538 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Background •Applicant has submitted an application to subdivide 49.3 hectares (121.8 acres) of land on the north side of Willick Road between Sodom Road and Willoughby Drive. •The current application proposes •449 detached dwelling lots •24 lots for 48 semi-detached dwellings •32 blocks for 183 on-street townhouses •1 block for medium density residential (future condominium –up to 246 dwelling units) •Blocks for Provincially Significant Wetland/Significant Woodland and associated buffer, stormwater management/open space, walkways, hydro corridor, road widening, 0.3m reserves, future private condominium road, and land to be dedicated as municipal streets. •Earlier plans were submitted in 2018 and 2020 also were a mix of low and medium density residential uses, open space and a PSW block and storm water detention. •The subject land is zoned Rural under the Willoughby By-law (395). •Applicant is requesting the land be rezoned and placed under Zoning By-law 79- 200 with the following zones: •Site specific Residential Mixed (R3) zone •For the lots and on-street townhouse blocks, •Medium density residential block and future condominium road block the Residential Low Density, Grouped Multiple Dwelling (R4) zone •Provincially Significant Wetland/Woodland and associated buffers the Environmental Protection Area (EPA) zone •Stormwater management/open space, walkways, and hydro corridor blocks the Open Space (OS) zone.Page 539 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Neighbourhood Open House November 18, 2018 and September 20, 2021 Approximately 6 residents attended each meeting Concerns: •Infrastructure capacity and costs •Increased traffic congestion •Density, lot size, and proposed housing types •Potential impact to the wetland and wildlife •Loss of agricultural land and village character •Construction impacts •Resident notification input Page 540 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Neighbourhood Open House Staff Offer the following comments: •Draft Plan conditions require the confirmation of sewer capacity, the expansion of services at the expense of the developer, and the monitoring and potential improvements to the Sodom/Lyon’s Creek intersection. •The Provincially Significant Wetland and Woodland and associated buffers will be placed under the Environmental Protection Area (EPA) zone. The applicant will be required to obtain any approvals regarding species at risk. The removal of a portion of the ditch that diagonally traverses the site will not affect fish or wildlife habitat. •The land has been designated for residential use since the 1970s. The proposed subdivision’s lot dimensions and building heights are consistent with nearby developments. •The City’s Municipal Works department issued a site alteration permit for the site preparation that has occurred. The conditions of streets are monitored during construction and the developer is responsible for cleaning streets at their cost. •Notification was given in accordance with Planning Act requirements.Page 541 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Provincial Policies: •The Planning Act requires City planning decisions to be consistent with and conform Provincial Policies. •To achieve compact development and reduce urban sprawl Provincial policies require a minimum density of 50 jobs and persons per hectare in Greenfield Areas such as the subject lands. •The proposed development is consistent and conforms as follows: •The proposed development is within a settlement area, assists in the creation of a complete community, and minimizes land consumption and servicing costs; •The proposed subdivision’s density is 55.7 persons and jobs per hectare which complies with Provincial targets; •Natural heritage features including the Provincially Significantly Wetland and Significant Woodland will be protected; and, •The recommended regulations will facilitate the development of land in a manner that offers a mixture of housing to accommodate the needs of people of all ages while maintaining appropriate levels of health and safety.Page 542 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Official Plan •The Official Plan designates the subject land as Residential, in part, Environmental Protection Area, in part, and Environmental Conservation Area, in part and within a Designated Greenfield Area. •The proposed development conforms as follows: –The lands have been identified for residential development since the 1970’s. Development will fulfill long standing plans to provide housing for residents. –The proposed development will have a range of dwelling types with a density of 55.7 jobs and persons per hectare, which complies with the 53 people and jobs per hectare City Greenfield Area density target and contributes to the creation of a complete community; –It utilizes land efficiently, is designed as a modified grid pattern with appropriate block lengths and compatibility integrates the built and natural environment; –The extension of municipal services from Sodom Road and Willoughby Drive is orderly and logical. The developer is required to confirm, to the Region’s satisfaction, that there is capacity in the sanitary sewer system prior to the final approval. –Extension of services are to be at developer’s cost save and except where cost sharing may be considered if of benefit to the City; and, –A block containing the Provincially Significant Wetland and Significant Woodland has been established with appropriate buffer blocks and fencing requirements to ensure their protection. The blocks will be placed under the Environmental Protection Area (EPA) zone.Page 543 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Official Plan •The Official Plan establishes a phasing framework that determines when urban lands are to be brought on stream, considering development needs and servicing availability. The subject lands are in the Phase 2 area. •The Official Plan allows later phase areas to be developed subject to a set of criteria. •The proposed subdivision conforms to this criteria as follows: –The City is required to maintain at least a 3 year short term supply of serviced vacant land or registered lots for housing development. The City’s inventory of vacant lots and draft approved land, is less than 5 years. Furthermore, the supply of detached lots is about 3 years. Draft approval of the subdivision will provide necessary housing to meet requirements. –Nearly all Phase 1 lands have been developed or draft approved. The only significant Phase 1 area with vacant residential lands is the Grand Niagara Secondary Plan. It is unknown when these lands will be developed to provide necessary housing. –Servicing and transportation infrastructure exists to service the lands, subject to fulfillment of recommended conditions. The development represents an orderly extension of the City’s developed area. –As the extension of services to service the land will be at the developer’s cost, financial risk to the City will be minimized.Page 544 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Zoning By-law •The subject land is currently zoned Rural in Zoning By-law No. 395, 1966 (Willoughby). •The application requests to amend Zoning By-law No. 395, 1966 (Willoughby) to have its regulations not apply to the subject lands and to place the lands under Zoning By-law No. 79-200.Page 545 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Zoning By-law –Residential Lots and Blocks •The applicant is requesting: –The detached, semi-detached and on-street townhouse dwellings be zoned a site specific Residential Mixed (R3) zone –The medium density residential block be zoned the Residential Low Density, Grouped Multiple Dwellings (R4) zone. •The R3 zone permits a detached dwelling, a semi- detached dwelling, a duplex dwelling, an on-street townhouse dwelling, a triplex dwelling, a quadruplex dwelling. •The R4 zone permits a townhouse dwelling, an apartment dwelling, and groups of two or more townhouse and apartment dwellings.Page 546 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Zoning By-law –Changes to the standard R3 regulations: ZONE REGULATION EXISTING REGULATION REQUESTED REGULATION Minimum Lot Area – For a detached dwelling 370 m2 for each dwelling unit 297 m2 for each dwelling unit Minimum Lot Area – For a semi-detached or duplex dwelling 600 m2 for each dwelling unit 489 m2 for each dwelling unit Minimum Lot Area – For an on-street townhouse dwelling 200 m2 for each dwelling unit 190 m2 for each dwelling unit Minimum Lot Frontage- For a detached dwelling on an interior lot 12 m 11 m Minimum Lot Frontage- For a detached dwelling on a corner lot 15 m 13 m Minimum Lot Frontage- For a semi-detached or duplex dwelling on an interior lot 18 m 15 m Minimum Lot Frontage- For a semi-detached or duplex dwelling on a corner lot 20 m 17 m Minimum Lot Frontage- For an on-street townhouse dwelling 6.5 m for each dwelling unit 6 m for each dwelling unit Maximum Height of Building or Structure 10 m 11 m Lot Frontage The distance between the side lot lines measured along a line drawn parallel to the front lot line at the minimum distance from the front lot line permitted for the erection of buildings. The horizontal distance between the side lot lines of a lot measured at a point, 6 m back from the front lot line. Tandem Parking Not permitted for required parking Permit for required parkingPage 547 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Zoning By-law –Residential Lots and Blocks •The requested zoning is appropriate as follows: –The R3 zone is intended to regulate detached, semi-detached, and on-street townhouse dwellings; –The requested reduction in the R3 regulations for detached, semi-detached, and on-street townhouses regarding the required minimum lot area and lot frontage is supported as suitable block dimensions are maintained, an acceptable building envelope remains, and a compact urban form will result; –The height increase to 11 metres will not have a negative impact on abutting properties; and, –The R4 zone is intended to regulate townhouse and apartment dwellings and is appropriate for the medium density block. Building heights will be limited to 10 metres to be consistent with surrounding dwellings. •Staff do not support the following requests –The requested permission to permit tandem parking in the R3 zone is not required as detached, semi-detached, and on-street townhouse dwellings are only required to have one parking space per unit.Page 548 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Zoning By-law –Other Lands •The applicant is requesting the Provincially Significant Wetland/ Significant Woodland block and associated buffers, be placed under the Environmental Protection Area (EPA) zone. •The applicant is requesting the stormwater management/open space, walkways, and hydro corridor blocks be placed under the Open Space (OS) zone. •The requested zoning is appropriate for these lands.Page 549 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Subdivision Design and Conditions Approval •The proposed subdivision creates: –Up to 926 dwelling units –A block for Provincially Significant Wetland/Significant Woodland –Associated buffers,stormwater management/open space,walkways,hydro corridor,road widening,0.3 m reserves,future private condominium road –Land to be dedicated as municipal streets. •It is anticipated that the development will proceed in phases. •The layout provides street connections for private lands fronting on Sodom Road to be developed at a later date by others. •The Region is requesting a set of conditions addressing Regional Infrastructure,requiring flow monitoring and capacity confirmation prior to final approval of each phase of development,to address wet weather flows. •Specifications for municipal and private servicing to limit flow amounts from the development to permissible levels and minimize impacts on wet weather flow will be implemented. •The City has begun to implement the recommendations of the recent Infiltration and Inflow Study for the south Niagara Falls.Further study of the degree of wet weather flow reduction achieved will be initiated in the spring of 2022. •There is dry weather flow capacity within City infrastructure to accommodate growth in this area.Page 550 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Subdivision Design and Conditions Approval •A comprehensive set of conditions, addressing City, Regional, and agency concerns, are listed in Schedule A and includes the following: –Extension of roads and services at the developer’s cost; –Stormwater management plans will be approved by the Region, NPCA, and City. The developer is proposing a below-grade storage system with the above-grade dry pond containing water during excessive events prior to controlled discharge to existing ditches; –Confirmation of servicing capacity to the satisfaction of the Region with each phase of the development; –Opportunities for Cost Sharing Agreements, where appropriate with the City to provide an opportunity to service lots outside the subdivision that use private services and to construct Willick Road; –Protection of the Provincially Significant Wetland and Woodland; –Obtaining any necessary approvals from the Ministry of Environment, Conservation and Parks (MECP) related to any species at risk on the lands; –Traffic monitoring and any necessary improvements for the intersection of Sodom Road and Lyon’s Creek Road, under Regional jurisdiction; –Cash in lieu of parkland dedication as no blocks for parkland are being dedicated to the City. In addition to receiving cash in lieu, the dry pond adjacent to Patrick Cumming’s Memorial Park would be available for passive recreation uses outside of storm events. Walkways will provide connectivity from the subdivision to the dry pond and to the Park; –Secondary means of access for emergency purposes will be required if the subdivision is phased; and, –All other matters typically covered under the subdivision process (i.e. execution of a subdivision agreement, provision of utilities and mail service, engineering works, landscaping, street naming, and necessary fees and securities).Page 551 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Conclusion Planning staff recommends the applications, for the following reasons: •The proposed development conforms to Provincial policies with respect to contributing towards the achievement of intensification targets in the Designated Greenfield Areas while protecting natural heritage features; •The proposed development is in conformity with the City’s Official Plan as it provides a variety of housing types, meets the density targets, offers efficient expansion of infrastructure, while protecting the natural heritage features; •Infrastructure can support the proposed development subject to implementation of the recommended conditions; and, •The requested site specific residential zones maintain appropriate regulations for the proposed dwelling types and ensure the proposed development will be compatible with surrounding properties. The requested Environmental Protection Area (EPA) zone is appropriate for the Provincially Significant Wetland/Woodland block and associated buffers. The requested Open Space (OS) zone is appropriate for stormwater management/open space, walkways, and hydro corridor blocks.Page 552 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Recommendation •That the application to amend the Zoning By-law be approved, subject to the regulations outlined in this report; •That the Plan of Subdivision be draft approved subject to recommended conditions; •That the Mayor or designate be authorized to sign 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; •That draft approval be given for three years, after which approval will lapse unless an extension is requested by the developer and granted by Council; and •That the Mayor and City Clerk be authorized to execute the Subdivision Agreement and any required documents to allow for the future registration of the Subdivision.Page 553 of 1510 CLERKS DEPARTMENT Inter-Departmental Memo To:Mayor James M.Diodati &Members of Council From:William Matson,City Clerk Date:December 7,2021 Re:Petition —Chippawa East,AM-2018-012 “Stop the intensification ...” in October of this year,Council passed amendments to its Procedural By—lawwith respect to implementing procedures around receiving petitions from the Public.A portion ofthose procedures are listed below as they pertain to this recent petition that has been submitted. Amendment to Council’s Procedural By—law: A petition must contain the following: a.The date of when the petition commenced;November 13,2021 b.The name and local civic address,telephone number or email address of the organizer who started the petition for contact purposes;Stanlee Hickey, no civic address listed,905-295-6074,srdh55@hotmai|.com c.The name and address of each person who signed or electronically submitted their name to the petition,and;see attached d.A clear,legible statement,which communicates the purpose of the petition. All petitions MUST be related to matters within the direct jurisdiction of the City.See attached. A petition shall not contain any obscene or improper matter or language. All information on the petition,including names,addresses and telephone numbers shall become part of the public record of the meeting at which it is received. Petitions must be received by noon on the Friday before a scheduled Council meeting in order to appear on the Council agenda.No petition shall be presented or accepted Petitions that relate to a matter listed on the Council agenda will appear as additionalcorrespondencelistedundertherelatedagendaitem.At that time any petitions maybereadintotherecordbystatingthepurposeofthepetitionandindicatinghowmany‘relevant’individuals have signed.“Relevant’meaning;those who have listed boththeirnameandlocaladdresstothepetition.503AGreatCityForGenerations To ComePage 554 of 1510 Unless otherwise directed by Council by way of a motion,petitions pertaining to a matter on the agenda,will be received and filed for information. RECOMMENDATION:That Council receive and file the attached petition regarding AM- 2018-012 —Chippawa East Draft Plan of Subdivision. Attach.Petition —AM—2018-O12,Chippawa East “Stop the intensification and Reduce the Build” A Great City For Generations To ComePage 555 of 1510 4026 Montcalm Crescent Niagara Falls, Ontario,L2G6L8 December 3,2021 ATTENTION City Clerk's Office City of Niagara Falls Please find enclosed within this envelope petitions with signatures and also an online petition paperwork done through Change.org.htt s:www.chan e.or we-the-undersi ned—residents—fami|ies—and—friends—of—chi draw—attention—to-the—mayor-and—cit-sto9-the-intensification—and—reduce—the—build Please add these petitions to the Agenda for the next City Council meeting to be held December 7,2021. The petition concerns the property referred to as AM-2018-012 —Chippawa East. Name of Petition Stop the Intensificationand Reduce the Build Date started Online November 13,2021 with Change.org Ended December 3,2021 Date started Paper petition November 16,2021 Ending December 3,2021 Total of Petitions Online 259 or 260 one entry is for a couple but Change.org shows it as just 1 entry. Please note that the petition online states 267 8 were in duplicate and were removed from the enclosed paperwork to show full disclosure and transparency to show no extra signatures to enhance the total Paper petitions total signatures 304 Total of both 563/564 As per my conversation with Heather Ruzylo,she is aware that there may be a few more sheets today that I will try and get to you before days end electronically.I hope that you will accept them.These are all rural people who are already being impacted by the Chippawa West subdivision and there voice needs to be heard as the new development will Should you require further information,please feel free to contact me at 905-295-6074 orsrdh55@hotmail.comThankyouStanleeHickeyPage 556 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City CouncilMembers to vote NO to this development’s size and reduce it dramatically.Page 557 of 1510 Change.org Online Petition draw—attention-to-the-maor—and—cit—sto Name Stanlee Hickey Barb Aubin Brentl?ckey Sara wynne Shanecooper Do?avvamon Tania D Galway Miranda philip naylor Dave Depratto A?bonchedore CandyHar?s Melissa Williams Ehzabeth Forenwan UsaVVHHck Gert Boulette PatYoung Michelle HollingsworthPeggyDamore-vantfoortmaryannsullivanCathysageCathyGrayleyJaniceGiles City Niagara Falls Niagara Falls Niagara Falls Niagara falls Niagara Falls Niagara Falls Niagara Falls Niagara Falls Niagara Falls Niagara Falls Chippawa,On Niagara Falls Niagara Falls Niagara Falls Niagara falls Niagara Falls Niagara Falls Niagara Falls Niagara FallsNiagaraFallsNiagaraFallsNiagarafallsNiagaraFallsNiagaraFalls Province Postal Code L2G6L8 L2E L2G1C4 L2G6E8 L2G 7L4 L2E6S6 L2H L2G L2G6X5 L2G QG7M5 L2G 6J4 L2G L2G L2G 6k8 L2E6S6 L2G6N2 L2G 6Y6 L2GL2Hl2g6j4L2g6y6L2GL2G Country Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada CanadaCanadaCanadaCanadaCanadaCanada we-the-undersi ned-residents—families-and—friends—of- -the—intensification—and—reduce-the—build Signed On 2021-11- 13 2021-11- 13 2021-11- 13 2021-11- 13 2021-11- 13 2021-11- 13 2021-11- 13 2021-11- 13 2021-11- 13 2021-11- 13 2021-11- 13 2021-11- 14 2021-11- 14 2021-11- 14 2021-11- 14 2021-11- 14 2021-11- 14 2021-11- 14 142021-11-142021-11-142021-11-142021-11-142021-11- chi 3W3-Page 558 of 1510 Barbldeer Ch?sspagnol duanernde?an Dolores Derbyshire Helen Morneault Paisley E Donna Brown Robynbay Lenore Black Bonnie Comer Jessica Hickey Ka?wynvvaugh Craig Easton David Servos Randyvvest 5haunaYoung Mark Tzerelshtein Margaret Hyslop Daniel Lockwood Sarah Rayn1ond Bonnie WildAmandaHaHKellyMahonKellyMorsePatriciaDobie Niagara FaHs Niagara FaHs Niagara FaHs Niagara FaHs Niagara FaHs Niagara Fans Niagara Fans Edmonton Mamhmn Niagara FaHs A?kokan Niagara Fans Niagara FaHs Niagara Fans Niagara FaHs Niagarafa?s Niagara Fans Niagara Fans Niagara FaHs Niagara FaHs NiagarafansStcatha?nesNiagaraFaHsNiagaraFANSSmithville L2H L2G L2G L2G6Y5 L2G L2G L2G T6T'6COhA5 L3R L2G POT L2G56VV8 L2Gi6hA9 L2G 0P3 L2G L2G6B8 L2G L2G7K6 L2G L2G'7A6 L2G 6k6|2n6z6L2GL2G56VV7L3C Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada CanadaCanadaCanadaCanadaCanada 14 ZOZLIL 14 2021-11- 14 2021-11- 14 2021~11— 14 2021-11- 14 2021-11- 15 2021~11— 15 2021-11- 15 2021-11- 15 2021—11— 15 2021—11~ 15 2021—11~ 15 2021—11~ 15 2021-11- 15 2021-11- 15 2021—11— 15 2021—11— 15 2021—11— 15 2021-11- 15 2021—11~ 15 2021-11- 2021-11-162021~11-182021-11-182021~11—182021-11-18Page 559 of 1510 i: E Dawn Wilkinso reneshe?y UndaBabb Susan Detenbeck Rhyssavom Sandy Stewart Vicki Mowers Audrey Mazzotti Sharon Cameron Mary McLean AmyNomwn Ashley Prohaszka KimZanini Amanda Desson KRISTIROBINS Crystal Arsenault MamKmmeb ?aGumon Sandy Gullion KAtieBerger RobertB?ggsJudeTracyk?organEringrimwoodTerrieMenziesKaitlynKrahnUndaAbbou Niagara FaHs niagarafa?s Niagara Fans Niagara FaHs Victoria Niagara FaHs Niagara FaHs Niagara FaHs Dundas Niagara FaHs Niagarafa?s Niagara Fans Niagara Fa?s FortE?e Bo?on Cmnb?dge Niagara FaHs CMppawa,ON Toronto Niagara FaHsNiagaraFaHsNiagaraFa?sNiagaraFa?sNiagaraFaHsNiagaraFans |2g7s1 |2g?4 L2G L2G6J6 V9AOH2 L2G LZE L2G L9H L2H L2g7w5 L2G L2H L2A5M4 L7E N1P LZE L2E6S6 M6H2Y6 L2G 0K9 L2HL2Hi2g6s9L2GL2G6X7L2G Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada CanadaCanadaCanadaCanadaCanadaCanada 2021-11- 18 2021-11- 18 2021-11- 18 2021-11- 18 2021-11- 18 2021-11- 18 2021-11- 18 2021-11- 18 2021-11- 18 2021-11- 18 2021-11- 18 2021-11- 19 2021-11- 19 2021-11- 19 2021-11- 19 2021-11- 19 2021-11- 19 2021-11- 19 2021-11- 20 2021-11- 20 2021-11- 20 202021-11-202021-11-202021-11-202021-11-202021-11-Page 560 of 1510 HmanDaHman Kimberley Moore Rudy Mihok Sab?naR JanetHendry KENPARUAMENT Mike Cushman Jonathanliope E?een Eberhardt Com?eMeNHt Ahsoniack?n Maryann Langlois Aiona Greenwood Rogeriack?n JudyBruce E?echaddad Brenda Wiens E?zabe?ioteng-Pabi Johnvvebh Ivan Bogdanovsk renatadraganmKevh1TNMarinaNWCmnnuDaWsShannonGroot—Kostuk Niagara FaHs Stevensv?le Niagara FaHs Niagara FaHs Niagara FaHs Niagara FaHs Niagara Fans Saintcatha?nes Niagara Fa?s Niagara FaHs Niagara Fans Niagara FaHs Niagara FaHs Niagara Fans Vvasaga Beach Ouawa Saskatoon Niagara Fans Kettering DugiRat OuawaNiagara FaHsTorontoK?chenerNiagara FaHs L2H LOS L2H L2G L2g6nS L2G2P9 l2g2z6 LZAA L2H L21 L2G6Z7 L2G L2G 6Z7 L2G6Z7 L9Z2B1 K1A S7L L2G 6Z9 NN15 21314 K1CL2G 6R3M9Nu8NZBL2G Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Croa?a CanadaCanadaCanadaCanadaCanada 20 202L1L 20 2021—11- 20 2021—11- 20 2021—11- 20 2021—11~ 20 2021-11- 20 2021-11- 20 2021—11~ 20 2021-11- 20 2021-11- 20 2021—11- 20 2021-11- 20 2021-11— 20 2021~11- 20 2021-11- 20 2021—11- 20 2021-11- 20 2021-11- 20 2021-11- 20 2021-11- 20 2021—11- 2021—11~212021-11-212021—11—212021-11-212021-11-21Page 561 of 1510 tomthomson DmneThonmon Ch?s?nesantos Kathy Urchik Sarah Tiffin Melanie Dupuis Martyand Donna Mac Millan AnnaVVarner Marelene Cooley ChaHeneDrmet johnbeam Kayla Weaver GmnniHenhoza Sarah Krovvchuk lsabe?aliennoza Robhiveysey JaspalDhinsay Dawn Dortono Rachelh?urphy Michelle Towne NancyLadnmkGaryBakerBobchambemJenn?ercareyDeborahCrabbeElaineHall Niagara FaHs Niagarafa?s Cmppawa Niagara FaHs Niagara FaHs Saint Catharines Niagara FaHs Niagara Fans Niagara FaHs Toronto Niagara Fa?s Niagarafans Niagara FaHs Niagara FaHs Niagara FaHs Niagara Fans Lefroy Niagara Fa?s Niagara FaHsNiagaraFaHsNiagaraFansRockwoodNiagaraFaHsNiagaraFaHs L2G 6H7 L2G L2G6Z3 L2G L2G6N8 L2N L2G L2H l2??6 hA6S L2] L2g7vv9 L2G QGQ1 LZGOG1 L2G7B4 LOL L21 L26 L2G6K5L2GL2GNOBZKOL2E1S2L2G Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada CanadaCanadaCanadaCanadaCanadaCanada 2021-11- 21 2021-11- 21 2021-11- 22 2021-11- 22 2021-11- 22 2021-11- 22 2021-11- 22 2021-11- 22 2021-11- 22 2021-11- 22 2021-11- 22 2021-11- 22 2021-11- 22 2021-11- 22 2021-11- 23 2021-11- 23 2021-11- 23 2021-11- 23 2021-11- 23 2021-11- 23 2021-11- 23 232021-11-232021-11-232021-11-232021-11-232021-11-Page 562 of 1510 Bonnie Buote Chrbtophershand Jeffrey Debuque TwerDaHman Alexander Smith ThonmsJuman Kim—MarieLaraby Jan Wrobiewski EHzabethJones RobertLockhart Oscar De Windt Sanje Coop Pete Dychtiar Hankckcone Sandrasagen hAkhaeiKnox Kathy McKean En1Hamnond Ruth Robinson VVendyCon?ant Jasonzehnanvvaynei1ardsJammNRandyKrawczukSamanthaBiundeli Port Coiborne Niagara FaHs Niagara FaHs Niagarafa?s Niagarafa?s Brannpton Thorold Niagara Fans Niagara FaHs Niagara Falls,Ontario Chmpawa Toronto Niagara Fa?s Niagara FaHs Niagara Fa?s Niagara FaHs Niagara Fans Niagara FaHs Niagara FaHs Niagara FaHs NiagaraNiagara FaHsNiagara-faHsNiagaraFaHsNiagaraFa?s L3k1R6 L2E1S6 L2G2p1 L2G 6T2 L2G6Z9 L6S6J7 LOS1K0 L2G L2G 6M1 L2H2G4 L2G6M2 WBWEWE L2H L2j4e8 L2G L2H L2g L2g6x4 L2E L2G LOSi2gQ4LZGOA4L2EL2G Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada CanadaCanadaCanadaCanadaCanada 23 2021-11- 23 2021~11— 23 2021~11— 23 2021—11— 23 2021-11- 23 2021-11- 23 2021—11— 23 2021-11- 23 2021-11- 23 2021-11- 23 2021-11- 23 2021-11- 23 2021-11- 23 2021-11- 23 2021—11~ 23 2021—11~ 23 2021-11- 24 2021-11- 24 2021-11- 24 202L1L 24 2021-11- 2021-11-24202L1L242021-11—242021-11-242021~11-24Page 563 of 1510 lmnesluneau Caro|DavBon Mohamad Rizk Michael Michaels AngdaLeone Ben Ba?ey NamHeMua yaron hoff Phillip Misener Gail Misener JuHaKohn Julie Foreman Jeremy Pomes Ca?yvvad?ngton JiniLafortune RonakiBoyer Stephanie Power Fred Martin Amanda Arsenault Cheryl Kincaid PhHRobmsonLes?e LaanAp?lHumeyHeatherMcNeilChrisGearShawnCauley Ouawa Niagara FaHs Brannpton Niagara FaHs Niagara Fans Niagara FaHs SmntCatha?nes niagarafa?s Niagara FaHs Niagara Fans Niagara FaHs London Niagara FaHs Niagara FaHs Portcolborne Niagara Fans niagarafa?s onta?o Niagara Fans Niagara Fans Fa?s Niagara FansNiagaraFansChmpawaNiagaraFalls,OntarioHan?nonNiagaraFa?s K2g1k6 L2G3B4 L6VV L2G LZGON9 L2G LZAA L2H—2H6 L2G L2G LZG NSY L2G7X8 L2g2g5 L3K3h1 QG7M5 l2g3b5 L2G L2G L2g6e9 L2G7G2L2G0S1L2GL2E1R8LOs1bOL2G0Y2 Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada CanadaCanadaCanadaCanadaCanadaCanada 2021~11— 24 2021~11— 24 2021—11~ 24 2021—11— 24 2021-11- 24 2021-11- 24 2021-11— 24 2021-11- 24 2021-11- 24 2021-11- 24 2021-11- 24 2021-11- 24 2021—11~ 24 2021-11- 24 2021~11— 25 2021~11— 25 2021~11— 25 2021—11— 25 2021~11— 25 2021—11— 25 2021-11- 25 252021-11-252021-11-252021-11-252021-11-252021—11—Page 564 of 1510 Bonnie Underhiii Carolsebben Jus?nl?ebbard CbWeMa$mm Rosemary Muraco VVHHaniDeSousa Paulvan?oon Yun4niRops Lois Scott Kathryn Harrop mnandacuus Ashley Paterson Cha?yn Barnngton Lh1dsayProhaszka Brendalikks JemmyDkmon Monica Armstrong Cherylcutts Tamalynn Cutts JennHerPotes?o E?cYeHeheatherrddmw?%hGmyTimothyHebertBe?icournoyea Niagara FaHs Niagara FaHs Niagara FaHs Toronto Niagara FaHs Cmppawa Niagara FaHs Niagara Niagara FaHs Niagara FaHs niagarafa?s Niagara Fans Niagara FaHs Niagara FaHs Niagara Fans Niagara FaHs Niagara—on—the—Lake Niagara Fa?s Chmpawa Niagara Fans Niagara FaHsCmppawaSaintCatharinesNiagaraFansNiagaraFans L2G L2G L2G hA6h L2G 0T2 L2G L2G 6X7 L2G |2e2h2 L2G 6G3 hA6B L2G L2H L2G L2H L2GOA4 LOS1J0 L2G L2GOT5 L2G6V8 L2G7N5L2g6t8L2P2K6L2HL2G Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada CanadaCanadaCanadaCanadaCanada 25 2021-11- 25 2021-11- 25 2021-11- 25 2021-11- 25 2021-11- 25 2021-11- 25 2021-11- 25 2021-11- 25 2021-11- 25 2021-11- 25 2021-11- 25 2021-11- 26 2021-11- 26 2021-11- 26 202L1L 26 2021-11- 26 2021-11- 26 2021-11- 26 2021-11- 26 2021-11- 26 2021-11- 2021-11-262021-11-262021-11-262021-11-262021-11-26Page 565 of 1510 k?ayurniiennings Heather Graham Nasreen Mirza AmandaBBhop Janine Barbare? KmenMoom krystal mckenney hAarciVVeston LB Beyer Mamey?ugm?d STEVENSHEPPARD Schweitzer Helen Barbara Ann Lorence Alma Mango BHlHare Melanie Shores Victoria G Judy Krawczyk Matt Roth RkhaniCoHEon KARENJAGGERJudyDoerrRobertcarsonJasonljntonBarbaraTimchukShe?Hawkms NiagaraFaHs Niagarafa?s Niagara FaHs Niagara FaHs Niagara FaHs Niagara FaHs FortEHe Niagara FaHs Niagara FaHs Niagara FaHs Niagarafa?s Niagara FaHs Niagara FaHs Niagara FaHs Niagara FaHs Niagara FaHs Niagara FaHs Niagara Fans Niagara FaHs Niagara FaHs Niagara FaHsNiagaraFansNiagara—on-the—LakeNiagaraFansSudburyNiagaraFa?s L2g7r9 L4L L2G L2e2x8 L2G1R6 L2G l2a4M L2H L2G L2G L2G7A6 L2H L2G7B4 L2] L2G l2e1x9 L2g6r1 L2G LZG L2G 6R3 L2G L2GL2g6n8LOS1J0L2GP3e3x8L2G Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada CanadaCanadaCanadaCanadaCanadaCanada 2021-11- 26 2021-11- 26 2021-11- 26 2021-11- 26 2021-11- 26 2021-11- 27 2021-11- 27 2021-11- 27 2021-11- 27 2021-11- 27 2021-11- 28 2021-11- 28 2021-11- 28 2021-11- 28 ’ 2021-11- 28 2021-11- 29 2021-11- 29 2021-11- 29 2021-11- 29 2021-11- 29 2021-11- 29 292021-11-292021-11-292021-11-302021-11-302021-11-Page 566 of 1510 Gloria Cousineau Dorvalstevvart Davvn Nieuvvesteeg LauHeLock EBhaAnum Debbie Somerville JaneGouck T?tster?ng Beckyvv?me DeHaJoanBena E?nsones Lorie Weltz Annabe?esaa? Laura Wilkie BrhtneyLech Fabio Paul Melody Mutart Theresa Groot PauiGroot Terry McKenzie Ka??eenschuhzJoyeileGrice Niagara Fans Niagara Fans Niagara FaHs Niagara Fans h?msbsauga Niagara FaHs Niagara FaHs Niagara FaHs Niagara Fans Niagara Fa?s Niagara FaHs Niagara Fans Saint Catharines Niagara FaHs Niagara FaHs Niagara FaHs Niagara FaHs Niagara FaHs Niagara FaNs Niagara FaHs Niagara FaHsToronto L2G 6VV7 L2G L2G L2H LSNI L2H L2G L2e2a3 L2G6N1 L2G L2H L2G6L7 L2R2X4 L2G L2G L2G L3K L2G L2G L2G L2G 6E5RASA Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada Canada CanadaCanada 30 2021-11- 30 2021-11- 30 2021-11- 30 2021-12- 01 2021-12- 01 2021-12- 01 2021-12- 01 2021-12- 01 2021-12- 02 2021-12- 02 2021-12- 02 2021-12- 02 2021-12- 02 2021-12- 02 2021-12- 02 2021-12- 02 2021-12- 02 2021-12- 02 2021-12- 02 2021-12- 02 2021-12-032021-12-03Page 567 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Two are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries some of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature ELI‘')aD7V‘]C 9.;43f]Z0Hc;ar‘%iL/$233 Page 568 of 1510 Stop the lntensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Two are as follows.Species at risk.There are many Species at Riskin Chippawa and this land carries some of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how manymore is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature %%>4«~/<2/2%TM/yKommzgj?Page 569 of 1510 Stop the lntensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Two are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries some of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature Qgggl :£lmM%o 3710 Mama“Kmfl/N‘Va;Page 570 of 1510 1 i Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the City Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature ///97%?/S X95»/(Amp/Q}>130 mam.Page 571 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippewa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the ll/|_a\,Iorand the City_Counci|Members to vote NO to this development’s size and reduce it dramatically. Please only sign once Date Print Name Address 'gnature ./ Not 2%§EiZEN\\l TOCMETSL'\C‘8lxkiemasrteioutrrz Ex.) ?Page 572 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address /V 5,/1,;2/2”/51/WZ/94/ap/9Z/0C7)’?m/Vfc‘/;>z/77 (“mi Page 573 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Familiesand Friendsof Chippawa,draw attention to the Mayor and City CouncilMembers to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increasedpressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City CouncilMembers to vote NO to this development's size and reduce it dramatically. Please only sign once Date ,Print Name Address Signature r/0.2.24/2;fit/ELY/xiKwazau/c.H5/37Z///M/W(?g A//H6664;7’?l£Lé;V Azsé?vc W Page 574 of 1510 ?it/Xo.’1/Qmzll/‘v/Aztec/ru«/3//i~,1//2:;7,m,:/1//W;,7;,-/~z,“.;z(.',4w/.5”r i ‘ A Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date PrintName Address _Sign ture ~«:3oc>6O/wr-°/>W’/”*3 L Page 575 of 1510 V Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to Vote NO to this development's size and reduce it dramatically. Please only sign once Date Print Name Address Signatur "’°"""“’/5”<:HeiQ¢?L HAHAI £§‘L(52Bl2r:/HM/5R Qees.éE‘Page 576 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region.M Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature 1/Q9922Deborah/52//”/myon$73?(NS Page 577 of 1510 TliE Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name 2,//2_@.) Address C13 C?1\.a,l}lc:,:.:‘ID(‘,"7 ’1.!(93 ci2).L.,l. Signature~{ ~;__/ J Page 578 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.' £ecies at Risk in,_Chippawa'angj_1;h1sNlLng_I carries many of,them’.jGoodhabitat is critical to our environment and a partof Good Climate Management.With a PSW 3 (l5‘r<')?vincialSignificantWetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u_ponthe Mayor and the City_CouncilMembers to vote NO to this develo_p_ment'ssize and reduce it dramatically. Please only sign once Date Print Name Address /Signature “l°‘W/W\/J/4‘/Ali?f)\7I2$E~/Q39)/Vldnipdfiez0/6 1/’b*r“//«3je7rJ»/L13; Q J.»*1, ,crioi‘“/odfi rmeecnkice /«Tn./»;>Pm~//ii ‘7"7”E,\/7”?5»N Page 579 of 1510 W Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor alldCity CpjmcilMembers to the development known as AM-2018-012 -Chippawa East ?E486 \{0JV€ A We respectfully request that that you decline the size of this development;Thisdevelopment in no way enhances the lives of those who ive,’visit,shop or c Hacilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.5 's_ast,‘I'§k.,fl'here are m Chippawa and this land‘ carries many of them.nvironm‘ent and a part of Good Climate anagement.rWithaPSW\_ (Wetland)on t IS property,how wellwWiTbe‘p?pe"rlyprotéc?zd or infringed uponf?lheothermajor ezmETolun?Eftraffic which is already happening.So much sgthat,manyof ourresidentsnow use neighbourhood streets and back roads’tobypass our two main intersections.Thisis creatingmsafetyproblemsin other ' Yoéations.Several acEiElentsThaveal?ea<TyoccurredTh_ow‘manymor'e‘Ts’a?c€ptable.Our road structure cannot llandlethe_ increas re sure that this and future builds will create.We also require affordab-IEHousingfor those wholive in the, Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date ‘JrintName 8%7J~é>Add’r%s{s$Signature _<8" ,‘am we,I‘-S<a—\l‘aH'§’f , a Na);£14 ‘Hvesvxry Page 580 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature O\\\Z-lzozii’>a»rcu«a1>lBeCB'w.D’\Woe §AnAlA $T',Lu.(.74,Page 581 of 1510 Stop the lntensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the CitlcouncilMembers to vote NO to this develgpment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature _6143;;3 ct QT MA/.922/allsaruelle,C/m:u;bLci:t~'N\‘a@ac::,Eggisfeixicaqraea MM‘Page 582 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-O12-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region.‘ii Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature 3 453 Col/Kcwx\t—.(DZQZLZQD-\-‘13Lévvxum Page 583 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the Ci_tyCouncil Members to Vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature /\RJ'\/all Qo;.,/ I /ai/€/A/?%7/£2/_’/MW”,/~Page 584 of 1510 l l l E EEE. E i Stop the intensification and Reduce the Build We,the undersigned Residents,Familiesand Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM~2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major M concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upgn the Mayor and the Citvgzuncil Members to vote NO to this develo|:m1ent’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature 40020402,5/4/2257M637 3:75 gem 3'7/84%/T«L/gézmabéz/MA Page 585 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote No to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature .v’/‘/3-/‘/.~)/.2.»Ldc»sk~.n3*U"’;»_9;_gi2~,.5 //%.,»¢,.,vI,.4\%t,,)Page 586 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environmentand a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature ads»/Q5Kl/lz19z“LLziI7)F3%L"'/‘>36’//‘[xi/zzaa/7/he J Page 587 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-O12-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the l?iyor and the City Council Members to vote NO to this develgp_ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature [‘jut by 33 M55 3’3 892g L;/‘JIn 0 /U7‘< if Page 588 of 1510 C Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippewa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature ../T r ,.L:(L ,V «>7 rich 0»\i/ctr?.P1 53$?5 get NJ‘‘Ni’'W“721 §Li2 4l”é:/Page 589 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is criticalto our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upgw the Mayor and the CitlcouncilMembers to vote No to this development's size and reduce it dramatically. Please only sign once Date Print Name Address Signature U/«iu sea.-msTczwe?aw baenonee ea.Page 590 of 1510 ' Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote No to this development’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature jjll,jjl L7Lg;L,t/£0 5263MM./1Q[Qo4«"<3(L7/r.9 Page 591 of 1510 l 1 E1 4 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call_upon the Mgygr and the CilcouncilMembers to vote NO to this deveL>pment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature .. f ‘0 K O ,0 ; l’c!tL>2l~f{i :1-‘”t.\.(v‘~IU*‘l3u~:}"*i$’j>62.b~‘\!»'L.3~t—:,.v\”tl,3YL...(:g ,,/525//U/- 5/Page 592 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this development’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature /0.1%!»-w‘mIzv':.:gt:‘/I~]'3«\!\’\'*i(\:3‘ :2.z;~6/-*>‘s'Page 593 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Familiesand Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives -*facilities ie Golf,Baseball,Hockey and the Boat launch.Several items risk.There are many Species at Risk in Chippawa and this land ironment and a part of Good Climate Management.With a PSW ell will it be properly protected or infringed upon?The other major cly happening.So much so that,many of our residents now use 0 main intersections.This is creating safety problems in other many more is acceptable.Our road structure cannot handle the .We also require affordable Housing for those who live in the ers to vote NO to this develo ment's size and reduce it Address Signature //24.21‘(,%r/'4éra?am /4156 5340”?/€56 Page 594 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this development’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature DU-1/ifDo...Coo-Nwx/coxmxsim em».$\~. D,ec,3‘/a—l“P-:¢&4.§CQwKP01¢&tS\%\524a)‘.'§&~&4,.,.,\g‘/_,Page 595 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch. Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management. With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon? The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to Vote NO to this devempmenfs size and reduce it dramatically. Please only sign once Date Print Name Address Signature [lion:30 guml A/Mfg./{$44,<{€o 7/“3264//12;/gfwarze(72%./U/: ’3cD/\Jc9\/ 10 ’L\3 \<"\C0 \\Be 0+‘:3 2,3‘)_laV3vv\m‘e(£24;N‘V ’ //Page 596 of 1510 Stop the Intensification and Reduce the Build Petition Con’t Please only Sign once Date Print Name Address Signature _‘_,.,/««~:~;-* Q)é;M\q7»\/(O9/W I V. >4 iv;\.U ¢(<;r«/ V‘A‘_,:L‘V,L V 1/[IV 9/[Vy,/3 W,.,../’/b V /V I--/?;(,;//;;\K }‘\4P€’€:;1&>/~:(A §Mix‘4%’r‘%/»~/r/,'€.,:»/U’;if“?/.(;.£,.Page 597 of 1510 Stop the lntensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this deve|opment's size and reduce it dramatically. Please only sign once Print Name Address SignatureDate ,...\,i}\.\l‘:7\\>(/U)%\(]Jl.1H(,(5’€[X-¢N,L,,Vg’58‘l-31‘l'§mi)é1éwATU2‘)1’NF_' $997.0 (f MMLE€A,.NMm7)8$"‘(BRlD(é:EV\/u’§’ll:‘K‘STW C./36;I ,7/‘.Page 598 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Dlgclgi/21LEQRUSll‘7o;\)‘M3 (’./lyl/)(’§L:‘L_LA\j\§ ?aclaizlCAT/47l/Er/Sll’T0w’-lLt’$CAMPlftztc flue’Page 599 of 1510 4 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chlppawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chlppawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature‘mumoPuwiweiiats<a«ia.b(m.m om(Kuwaitl9J}PoiM§‘8“f~9wlmrfw/ta Page 600 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call ggon the Mayor and the City Council Members to Vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date 7 Print Name Address A Sig ature I, ./,x/*’’’'' I 3 ‘ 3 ‘/7//.71//./(5 Fl/fl*f’\D..l.2<.2,<Al 3 0 ‘70 C /mp/ivcl«Craps [0[if %//3 //&/§.//cf [_V)J’/I/W/)3//I(IL)Page 601 of 1510 ‘ Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-O12-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this deve|opment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature /l/01l//[J]/’/2/‘L-;:r./6‘:.”74//{X :>/7!2/// /l/(/W /,/..(j'z./’/"‘>/‘C3/,/’U Page 602 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-O12-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature /WI/.20 21 K/cm;/a4ganm/3234 C'4T7‘ELLD?/z/E Nwao/zl[$77 ?at./Mg/3;[Maggy/1 Page 603 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature _A//0L/Lgz?/3o_[2SQ/veru/Z/e3&9? Nay/fs ???Q("/5 K 9??’/f>’5’/?’?'57’&4'7’/Lev‘:/océ om EIZU/L1;Page 604 of 1510 i stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature (\OJ9kl(9TlElleanEberlrtudi’2>(9O\Zmm N ST’ ,,5Ma<N095/vbARM?79,4/6’o.2l'}'/)7 '4 i Page 605 of 1510 Stop the Intensificationand Reduce the Build We,the undersigned Residents,Familiesand Friendsof Chippawa,draw attention to the Mayor and City CouncilMembers to the development known as AM-2018-O12-Chippawa East We respectfullyrequest that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Riskin Chippawa and this land carries many of them.Good habitat is criticalto our environmentand a part of Good Climate Management.With a PSW (ProvincialSignificant Wetland)on this property,how well will it be properlyprotectedor infringed upon?The other major concern is the increasedvolume of traffic which is already happening.So much so that,many of our residents now use neighbourhoodstreets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Severalaccidents have already occurred,how many more is acceptable.Our road structure cannot handle the increasedpressure that this and future buildswill create.We also require affordableHousing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City CouncilMembersto vote NO to this development's size and reduce it dramatically. Please only sign once Date Print Name Address \('Signature ,/////9/zed\.47;},d Eeucm ?V’£/5//»/drzwwdz.></,/‘,7, / K/_ 302%amm.dc.A/./1./(7;z.4«A«<r ’.‘.\\‘LI h\‘ r (‘?lm/7///&>7jzou$’\\LQ23r/1-O Page 606 of 1510 i stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call L;p_on the l\/|_ayorand the Cit_y_CouncilMembers to vote NO to this developments size and reduce it dramatically. Please only sign once Date Print Name Address (5'nature /\/od,Q3/«W%?%77€/C’.//4/.574///A//OCQ357$A/Q//0.5/Q/”//79%/?c(aZ3C< ' A/001:3[:2./Z30/:1/M2;4:74/#7//U6 34?/0at/e//warm-.rZ31“Q Page 607 of 1510 l Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to Vote NO to this development’s size and reduce it dramatically. Please only sign once Date Print Name Address Si nature ll/0I/Q\/cub“;L152“/1090IQLX;O /77i///\/0 W566“J _ \\.\Q \\i ( W D Ge i_Se/q(,pGO 7 ..KP!‘JD Page 608 of 1510 4 Stop the lntensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this deve|opment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature l’\‘\.‘!CI°\/xl‘i‘j'~;.«Ellame.7%r W 3 I033‘L{&§l\dr€3T;lV‘<;;s;f;,'j(“j'?.»¢..;.t..:l»t.v.j..» ,~ '-7 /, ./\}.zt.-O.5“,M.f\;at/,/7'/4;PA~5 iv Gal 3 /O :2 (,553/AP;/"S‘!.~74’L,cw; J /'<1 “4 Page 609 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to Vote NO to this develggmenfs size and reduce it dramatically. Please only sign once Date Print Name Address l4\r\dl./e*§\[0U.)\0!<9~\No.5 Mangkl 8503cL;W,pla‘mBr«llU0\.’.Llb}Zl[0\LlV\QU/V\f9l0£.HCLc’umfl@L<r(l£}£Page 610 of 1510 Stop the lntensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature Page 611 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the M_ayor and the Ci;y_CouncilMembers to vote NO to this deve|opment's size and reduce it dramatically. Please only sign once Date Print Name Address A12u,gr 4%/o/ym/M3884 we/A/gggme /’/L46/,J4r77z/JM/27/ /T/Page 612 of 1510 l l3s Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is criticalto our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this devel_opment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature J,,.;‘ V /57 /\L9i).,-,;,-,Z,/?a;/4 5’/24g/wV $3 9%rpflnoggfca/z“/z?/:,%vc//Z412.;/{Z /l/bU..1d7‘Z(:1’EU,{)j/Cf’7[,4,1/4/?/Page 613 of 1510 4 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature //,/,71/2////?m//1 f/Ma?a L/Jo;5007’/fé?cg my 042*1 //,4/M//? /UN-Jo/>~71/nne?a/75/Zaolcfeo‘F3077gou?evl/ad C979 'Page 614 of 1510 Stop the lntensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote No to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature _$361 3 M bl Ma?a?(12.‘ ~’>'=CI/9’Pmri?S;mTPr mcme/+Page 52m’?y/Mt an WP Aum) 43 /)/)u1JJ>f’u_al':’1;/53$3 , J95‘’/5*‘l?/1/«L/Itzrv§m.1H Nmé?F2’9(‘_y:2‘L/LP§'P/0:09)“Aggro,»/gxwg Page 615 of 1510 V Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call gp_on the Mgyor and the C_ityCouncil Members to vote No to this development's size and reduce it dramatically. Please only sign once Date Print Name Address Signature /5&6/r/2/Azwvr ,5)}{_s>$orv ?‘f/*7’/Z/Z/Z/44>/wé/7,C/L Ail?aw, 12g 112.;<§tiittgreqolne«~ v Page 616 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-O12 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities le Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote No to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address ND\f.Q_%[;1l/gcftrflgélécifdegg/H’/~/élssmtvE.,l/1,5 Signature /_,52C~7M/~ /.Page 617 of 1510 Stop the lntensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature ,2-i~.Qo9J Gukzz/\/(H5/-l Sm;/5‘c/4AMPL/4 v we /w_‘z”?!P413+-4A L H»./-l—L.N/l5C>/gt 994 (L 1.4.)1/< ll/i/')Lo)(i{,,,,.1>L,,¢Wt/’8é(§Cl /.,,2 scum Page 618 of 1510 Stop the lntensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.Witha PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this deve|opment's size and reduce it dramatically. Please only sign once Date Print Name Address ?signature \\lb‘\3ii 3‘\)0 0 G CMi¢~€.\‘iE lffl lVl.PrCl’1El\JZ.llé?l xiv/‘«\"NV§\“-.‘ .e C ._, 7 y W’!.I fl‘N?ll?~\‘ll LiMp C:/3[’Rl\)‘guy;3 («$97 lV\QCKENzlli 5?(JZLI4//é/gé» 7 ic1azxL§g Page 619 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor andCity Council Members to the development known as AM~2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Severalitems are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address ,~Signature /(M a b . V _ ~'/r//6‘1’9Q4-,4h7,t’?//j{'Z%/‘<5/@J\°“§>‘~:4c:{f////CD.S)/)7/)1)./of /Page 620 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-O12-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Malor and the City Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature lk3U¢\'SA ibamesmkmk’3sw.a ®.\1Q...,.:,;.\Exes, J/cow QM mg "Page 621 of 1510 f Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call umgn the Mayor and the City Council Members to vote No to this devempmenvs size and reduce it dramatically. Please only sign once Date Print Name Address Signature Not/Z/l~mgussa H5555 524090777:}cO;«9 .41/Z3 /\/O\{M Wwkwe KL;/m,«.e;l3112+Lrwmwz/(us: 51:2»45<—‘»~\/"3 C./~....»’.*'~\»\:“/fix.W «:1 («A F\M1:;‘X7 0 /M!/(;j,,,,/'>» .._o" ,4 ,'7" n "_r I /V y r«/A if ‘9 " //«J/2,(T)N (39.Q!L):3 7'M;mi 5;.,..r,-M c;<1in."\/’A,/41.<22;ca/4 C:>,3/,/ MOR ii 3 IS I\.'/M’/‘Q.:55/TlI'<3r‘V’/3\fi,~*’/ /--r __ MPage 622 of 1510 ‘ Stop the lntensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Ma_ygr and the City Council Members to vote NO to this development’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature W.‘‘ _-A Nr-“-=:>Lzcéé.i<2 il:..2£3(c2>lHr-lammam;€<c>€>C>‘l>CL\‘lacam3nlmt.., _NH:1.2.RL ll{€~>é§3/«DiR0L36/1-'1’8T§?Q‘?arlicaW.nT“i\d2é,(0 ".Page 623 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Riskin Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this devel9pment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature /\/Cal/.\.)¢'>’/<94/Bax/’LISLM/Y\V7512“ML/um/areCi/‘G3 ,é,0_;J i"iC»\‘2‘i]2i\f\Z:9C0fK>xU§Cwn£63610Mpndme???itltsini.§;s:c,i:.v1L2 Page 624 of 1510 Stopthe Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities le Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in‘Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to Vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature ??ar/”/(LSJDFOLJC.3 oéao K/;;3:3 1/M/1//l/0VZ3/2/Wu/45/Wee Page 625 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Riskin Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upgi the Mayor and the City_CguncilMembers to vote NO to this develomnen?s size and reduce it dramatically. Please only sign once Date Print Name Address 'gn ure Nguzg/ggzl/&ilbP«Z'i3j:r>wi’W§l gm N?/INERENER+23 Wag/zealsmartNviramnruisz.-awwzwlacawiraw?7]Page 626 of 1510 To the Mayor and the City Councillors of Niagara Falls, We,the undersigned residents,family,and friends of the Chippawa Town Hall,would like to draw to the attention of the City of Niagara Falls Mayor,and members of Council the following.We have started this petition in an effort to keep the Old Town Hall in the hands of the City for the use of the residents of Chippawa. This iconic building which sits prominently on the corner of Main St and Portage Rd in the village of Chippawa reminds us of the pioneers and their fortitude and perseverance not only in war but in forming a vibrant community that still exists today. We respectfully request that The Chippawa Town Hall stay in the hands of the City of Niagara Falls and be used for the community rather than being leased to a private holder. Therefore, We call upon the City Council Members to vote NO to this sale Date Name Address Signature NM//6 /3mm 6a(Aa—/3395 weave/1 /owlb run €334//24>339$DQL-i?/\/L371 Page 627 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-O12 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature DUJ 3//i/nary?/(7F/I’/{J4 §‘L"‘I‘T<5/4-ya/‘:57/\'/‘n-.aua/M/:; dPp/£1///~05 ?///fD0/ ‘ /’ /' iiiiii 2] '/42¢Page 628 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upgi the Mayor and the City Council Members to vote No to this develgpmen?s size and reduce it dramatically. Please only sign once Date Print Name Address Signature ‘I3‘V‘lye ‘7’>'\“’\‘(Lies. \)5»~4 4 ,J‘W 4,5 //\xy. ”.._...«;'aw,,,:72 //I...’e/,3 ,QL/’C‘//;2///(7,/E/Of ./4157.1:/(733’/7132/)5¢:5z»;a//,3/./‘,4 1,1,:.~...;,_v,;:¢,;/,;..»JC -1?.fr /’ _ )4’?zfé /%>;‘2.,/2’472Z7:‘/"/r //9 Page 629 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Riskin Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this development’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature It/0I/~;2‘i/21 M lawn;L15/tow/v %?6/W1 W’/-ir/‘LPCf‘ ,r ..I:"/,‘’J’’_'j> i.z\l<3x/2%\\J<2,‘}3Qa<:wsr\%é1‘5\W\w;rAgm Cc./ijés?ggza/243:7? fax \‘;0~/ripC~‘*r0c.or\(51.15!P”!z,’/?<;«’CV?+’</car JK.-2/7*(:9“‘(:-"1;/E1175;Page 630 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 —Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the ?y Council Members to vote NO to this develo_|:Lient's size and reduce it dramatically. Please only sign once Date Print Name Address Signature \564/5”Muwm/asck/55* Azaitzal M wy/“H212”:/£0 ‘‘7r%»Page 631 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the CitlcouncilMembers to vote NO to this develo ment's size and reduce it dramatically. Please only sign once isf/,/,zo.uC/7//MDada./+3 aio{a’.;z(:z%/x%4r+uO? 45§%?'zo;ULU/A/L!/4’/H/3,9ad;/is pig;5%?&r//?,4MA/(L/5 /cw Date Print Name Address ignaturel?J57//?ow//6’/W25/>4/')w6L/F53 057,2(L/f/I”/Mi/J5'6 «?“4{/5“‘*’*'/Page 632 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friendsof Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is criticalto our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the May_or and the City Council Members to vote NO to this development's size and reduce it dramatically. Please only sign once Date Print Name Address Signature ii/zofaiSuslxklDOHEK7i"(3‘i?>L~.&KiDe1Ei,.>A‘rerzsT.)A)A.»<)Jvwgaiasdbr "e_i'.5.isai.Dci..vg“““Q i l<e\:inl:.’>otm€S """i4.:;a,WM Page 633 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friendsof Chippawa,draw attention to the Mayor and City CouncilMembers to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Riskin Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit CouncilMembers to Vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address No .2 ‘~—44Jo9o as;/‘+5/2 em: '*AA4sa~/V/7‘/C//730 Z?L/5‘5Zf£/3’.97. i./(5)1/’,[/if/~/7%’/‘i,7~75‘Zf-M/<.(/76/47f/I»-FS730/:7».HQ-Page 634 of 1510 S Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friendsof Chippawa,draw attention to the Mayor and City CouncilMembers to the development known as AM-2018-O12-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is criticalto our environment and a part of Good Climate Management.With a PSW (ProvincialSignificant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City CouncilMembers to vote NO to this development's size and reduce it dramatically. Please only sign once Date Print Name Address Signature /’%9//§@//L//QM/47’?5‘t7l);c;,rz,7’g5/27///0/1/ax\7‘7/Vi/ f /'1‘;hr /§_/..(-’/‘6/‘?lg‘_3/fcnzcé:///\K!"n9'*"‘’_/A’vac;¢ my1\l7_\?m<mdumugsrm Bwxxnilxougmyor @;:\r:5tr\c.\C\r:Page 635 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address ./,«, N ‘ 5823-1 0 _ A _Zlflfgyzl(Lb_LL_\_\Ar»/Liar\S_L,\*l¢;’_(;-‘?(_%);:L‘%—€§lt9/’~1_Zt;‘)’lQT“O4) Zloaell%.vLJ‘r m°[«f%Q1s7M3r;ii7<m4>/If/:c_3r’'6FC3»«'Jf»/* i|l|7&€~alum i’|U44JJ/(4’7?z>°rl’zfJbw»»IxT Page 636 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-O12 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature /Vrws’/2!‘Gwa;2y‘eWa?ufczocf?"3°?‘7"HM”/Tcwoi0”” mu /6//y6,93;Sy,m>u.or 329/’é+r1rmsris.>@z:czar. NOVRU/2\Flgox,/§lQ9_pc‘wir‘C€V\e~(‘\/5 73\c7(to VVVQ/\W Page 637 of 1510 Stop the intensificationand Reduce the Build We,the undersigned Residents,Familiesand Friendsof Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Riskin Chippawa and this land carries many of them.Good habitat is criticalto our environment and a part of Good Climate Management.With a PSW (ProvincialSignificant Wetland)on this property,how well will it be properlyprotected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhoodstreets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increasedpressure that this and future builds will create.We also require affordableHousing for those who live in the Niagara Region. T Therefore, We call upon the Mayor and the City CouncilMembers to vote NO to this deve|opment's size and reduce it dramatically. Please only sign once Date Print Name Address /3lOvz0~;7/om j/i/////cZ ’ SW?C0/[4/137“ NDUZO/I/‘LC}!\“r\£'4£I/l//\///"H .. /I A-./C Ii Page 638 of 1510 S Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-O12-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the Ci_t_y_CouncilMembers to vote NO to this develo_p_ment'ssize and reduce it dramatically. Please only sign once Date Print Name Address Signature Fggs,;CCi3«30mlral7:.,l../rawCa/n,o/*l7LAve.@,,,W, ck://'~~/.., ‘~'~””6‘/X’ max Z6/Zl0’QL‘§C<>75 26/”Z»aM~~~‘f Au:6”:m?z/.9 /Cze av;/¢/Fa A/m/927/W7/‘ant:Mwr?4/3’/6/57 ,£4_41?,47[?ue p©,(/£4/xdo 7 ‘\Page 639 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Familiesand Friendsof Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is criticalto our environment and a part of Good Climate Management.With a PSW (ProvincialSignificant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increasedvolume of traffic which is already happening.So much so that,many of our residents now use neighbourhoodstreets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increasedpressure that this and future builds will create.We also require affordableHousing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City CouncilMembers to vote NO to this development’s size and reduce it dramatically. Please only sign once Date Print Name Address .).. Lac;3. /2/\/+/~q)(?J 99924!640-N--'£4LLi (/ S33"/9 ARE’-:5CT 36?? 30/(47/zrGFi?.éK7%?//'Page 640 of 1510 Stop the lntensification and Reduce “ii?3”“ l _ We,the undersigned Residents,Families and Friends of Chippawa,draw attention t 0 the Mayorand City COUHC‘ Members to the development known as AM-2018-012 -Chippawa East ,-i I We respectfully request that that you decline the size of this development.Thisdeveg opmerlt in "O W3 lives of those who live,visit,shop or come to use our sports facilitiesie Golf,B?:35eba\\.-'OCk€Vaffdt Several items are of major concern.Some are as follows.Species at risk.Th me are,H and this land carries many of them.Good habitat is criticalto our environme ,nt and 'A , With a PSW (Provincial Significant Wetland)on this property,how well will it be properlyprotected0|’N‘ The other major concern is the increased volume of traffic whichis already l qappening.So muc residents now use neighbourhood streets and back roads to bypass our two ,main intersections. problems in other locations.Several accidents have alreadyoccurred,how.many moreis acceptabl road structure cannot handle the increased pressure that this_an;clfuture,‘V, -' Housing for those who live in the Niagara Region. 4“J e.Our Therefore,‘i dramatically. I .‘-. Please only sign once Address _I__ ‘L %M,\ Date Print Name — Jtgd_f6gl2Ll_:_&puNiEjiiwikie 3/o)\/L/7745/L_?o.,?myl/L M I,¢D2i_:ie4,.La..w.i._ E >770/43;4/Z21/>1)/gig}*‘Page 641 of 1510 R Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Ci1y_CouncilMembers to vote NO to this deve|9_pment’s size and reduce it dramatically. Please only sign once Date Print Name Address [LlO/’}’l[’,l/W7Cjlzdi/L_f]Z3 £c\}o.i,.«‘l\}{, ll ZEE;E‘Q34CQEs“E "’3e.(lgl-;L£.CaleU44/at H WWW N 9 ..l I Page 642 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We cal|_upon the Ma)/cJ_randthe City Council Members to vote NO to this deve|opment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature ,zWz—2/limo /40.7.3 23¢//ousfw /W1“W-A ,/gm i\/wit,ZoL\@QNAzr‘U~_HS‘L>‘STL.“U293 Modal «v»U682 ‘WV11.W P¥0U\£lvpu9\,LQ«l7&L{oi\‘Sl’W‘~l“C,alM(rm, 1 ‘M ,2,/2%,-74H:2 5”“; ///Page 643 of 1510 Stop the intensificationand Reduce the Build We,the undersigned Residents,Familiesand Friendsof Chippawa,draw attention to the Mayor and City CouncilMembers to the development known as AM-2018-O12-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Severalitems are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is criticalto our environment and a part of Good Climate Management.With a PSW (ProvincialSignificant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increasedvolume of traffic which is already happening.So much so that,many of our residents now use neighbourhoodstreets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increasedpressure that this and future builds will create.We also require affordableHousing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit CouncilMembers to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature Mg;/slolzi1»!/\\/A/9W /9L_L 307?C1{/PnAwcQ # Nowell!J_£U {>01/13(‘EKA001?C“f/(M4/‘/A)C/<7 /MoololllLEE \1/AL.L.s icfilf CH:/3,14,<M2Cc?f UovblidLQx’\$$QUOOLKllOWGKC,23\9’hS<l'N90 '7/69;):/,2:Page 644 of 1510 Stop the lntensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the Citycouncil Members to vote No to this deve|opment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature X./Or/if(0/«,7/7/?P//€:.7f(/6/’ ll/was 'Page 645 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this development’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature §‘\l,.g\,2,7.(/\;w\/_l_,<gA3351,4055 Mame/1iLM C‘./<r;'s.@141] Alcdrac l‘/\°v@—v(§A\\“eKeri J °\\e77 ’\3\‘i°(aml€«v\e'~ MCOW);Btl?kL/-"/‘//Clfgra.[glam/‘‘Jaw ..:¥ :/é? Nov 2%Port-Hl’\0aLm\~Pqsxg '77‘lLi,Cllenclt/nnlvncr J ,«__ Nbkl-'3;;Cn (3b\~\Rm :4 ’\’CC>l‘\¥3-;,E\_”tC>é.»‘5>i\’\oNTcuéxL?’\Q£?J:‘=.E’;.,Page 646 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhoodstreets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature /r"'~/T50A32?NxiirzczWV/ll‘T">‘>)\3377'“WQ‘\'\>3>’(’/W0“W.‘\\;'/Wig/3¢LTI‘?*5i“C '/N2‘?|ig€§o;»/zemllg?77z>/A_/e/»/he/diver///A $'~\«/wt/éi kwgm made?Somemxlle6%‘!l—\u€xL,l\3\ue\UV. Ka\§v V\. .\Q.\/Slq Somevv \\Q 4v\OlCbmPlz>\\‘UV? Ne-J ANTl—lc/v/\,DI‘_'/Mlzlc IKDSQCQ%_L\lLr._.,‘A\,I;;_'v Page 647 of 1510 l. Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East §c,L>o A/1 /"10 . We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Riskin Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (ProvincialSignificant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this develoQment'ssize and reduce it dramatically. Please only sign once Date Print Name Address Signature Jul/‘"6:-4//L’J+'::L104/um A/F0’ L.L3\(,575,141 /‘jetrlaarcv‘(¢L'l'7LZ-*.373‘i’4 CcaLl7cm.5¥-471WW7 W G €),f~’€/~c/?/K/V/g\2jl_45>Q4£3A/(L522.A;c;£__(, //.—,.—f ..1‘ 94/24 55/0/XM44/z/7&3“3%?‘ /,. 'Aa5/5'/””";S7,"L Cb Page 648 of 1510 To the Mayor and the City Councillors of Niagara Falls, We,the undersigned residents,family,and friends of the Chippawa Town Hall,would like to draw to the attention of the City of Niagara Falls Mayor,and members of Councilthe following.We have started this petition in an effort to keep the Old Town Hall in the hands of the City for the use of the residents of Chippawa. This iconic building which sits prominently on the corner of Main St and Portage Rd in the village of Chippawa reminds us of the pioneers and their fortitude and perseverance not only in war but in forming a vibrant community that still exists today. We respectfully request that The Chippawa Town Hall stay in the hands of the City of Niagara Falls and be used for the community rather than being leased to a private holder. Therefore, We call u on the Cit Council Members to vote NO to this sale Date Name Address Signature Not/I/,1l l3lLLRm/S‘7’or\J3l>2}‘\G‘uNNir\JCrDR, NDJ/.3/Z/'?g/‘J V/‘720/35>/u‘3/E2:/2,£>,~W?C5” I ll Wool/Zl\[35l\’\@Lynglon@599 E<EZ‘c\ne<Cree. Null/:?ll?umlullnemiddW3l‘/\NfilCG\YT\CW5 /N/\,tLutal9\t°A2§a/_s ?§:2:sz Eraodm02:»‘QR-s,<;/;r C \\ U0-ul/,Z///7%5?’?/'//r5 /.Page 649 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is criticalto our environment and a part of Good Climate Management.With a PSW (ProvincialSignificant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature l‘/.\,ar~elu»aCrgv[~e\ pec 1/21UM DEcijZlQm?? /B:r.u\l\c,ig.a,,\ _ \§\£\\;_..I N W Deal}/H_jol'\/\\/Jlno/‘:; 7 /U?/<3/jwt 8555 330-cm \m/)wL..a (Meta/*‘ ‘asss 35:.»cm ,///w/;/ gees Sauce 351Lltt Czuvu/L)O1 \l Page 650 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Familiesand Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is criticalto our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structurecannot handle the increased pressure that this and future buildswill create.We also require affordable Housing for those who live in the Niagara Region 7 N¢:)orl'\\rLilvigodr—toour \oLa\Sdnoo\$resuvdagiix iixoremv-|\CAMSSitetovermuding 7 Q'\(Qo“WKOV\ f 7 loss«>9vr°¢“e\i‘r¢«Cam\«»~\ We call u on the Ma or and the Cit CouncilMembers to vote NO to this develo ment's size and reduce it dramatically." Therefore, Please only sign once Date Print Name Address Signature lim.11[2\E\A’c¥’rBETHKENT%00\‘oQATFWAcL§f§§°.” ii/W.EV"W1 30442Ckirmrm£fes._ In rwmi?%mu,WM?30%crcmwcii”793 N<>w$%l1.1t<.,\>rKW 507./,<r.rr“‘:‘“:r?f“‘ NO\)la‘}9Jfl/C(\r\[1c@/lOk‘€z‘:fd%orL7l94C@uN3<c£CU\:jt;§R L15 laL5 M4117 149‘-/’HPe+(//"//In/(;_LE4)<4§' If/cw?//8:!A219l¥9uzL /Hes/?r4%?‘//7740?SPage 651 of 1510 Stop the Intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote No to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address -3.(:7no.name?(mg 3515c.L§f§.~E?Ai@ Sm Cook 3335 Calla,:iT/\)F() ‘S 91 /Anne/<9“3§'\e(5ev\SUSY 005‘//.a(gt“;RDaLc_.(/\€57?Lé4-w./\5YC{—bg.(l:'3&€:C>:’L LL)c‘llfa4ml*\roalu)_il’b3399CoL.Ucw157L '(,1 G:CT” _/l/N&)7Llr7/1~?6’—veer/x/i.>?;c/mar 773 7 2’/4MHST ah \r)'\\l\0jy\g7i§l D€Jvl>lv( / 4 av/*a~7/vt«’72?/.'»>4?(/'’//V 1i~’.‘/';/.'»«l.«.us; 7 /,4 \x .Page 652 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friendsof Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.someare as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit CouncilMembers to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature A/0‘»/92¢:/cc»//g'¢/Z53 S /57 CA 41:’//L241’Ml/ifs a//(z j‘;z.zf&xl1¢~/’ i79vw:‘rf0/(/2 /[C /4 /' /R’ I /WW/<’Domod/CE 8654 "gm-"lo:/1;)’/‘ft/‘C \/page Ame-(Son qgool SouJmer\onclcrl @_,, \\\7,o\cd(QoL\\€f 2&5’!Q~.J,+e,l\dr _\’L¢.a\/\'éir.‘.¢( 7,5/W2,Dolmz Marts 5072 @.+urv>ma,m=o.L Nm/.2:/21Mrclvzdwwstm 3072 czcriarpm»,NFO.4/HPage 653 of 1510 Stop the Intensification and Reduce the Build Please only sign once Petition Con’t W25 J 4%Tom 33 Q5 @4314!0, 060x99wx%’§§mV\%*3§ Aim!3?bQcJiTM<‘CCt’\L{-35%Lmgggjrml BK ,9//MZ7 ‘TMWW?x;-me,awe ~7’/Mwwzg c>;,g;_/i%;Q/Q Dec l <D€b3,ox;rw_ 32?’;T/sumo/EO»/‘C5 £1£u,,.w_ ';Dwi/1&3/9/?wrv8329;:W/-‘Ll//LHBY[M ‘,,(‘,4'>v«ie”,")/L, ‘,-.LJ/'''9/T‘U ‘pgc/2 ScmobdBland €7%9°/Lzaugb;0 L ‘ ‘ U¢&Z mf <{7‘H{H'0u)Q C/"Page 654 of 1510 Stop the lntensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-O12 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce it dramatically. Please only sign once Date Print Name Address Signature /K/0t/..2dI/q230/v/v/E2‘/0,4'r/4 337//7‘«/?g/zero CE. Nwaaz?Sbyzer3070 592%/?aaé.‘/fva j\)o\/;l'.2/7.\j0EL HDRTH b"ib3 Cl~r‘~r~l°‘oLe’Ciel-'MT T/9‘),40r‘”~3707 60/)f\N\l)/ ?/w,z5/z/jg/Q ?u/- l\[0y..Q‘5?)_‘gag ‘(p‘lQ3 fggggx Cjesx . Nu/2%LL|L cr2;3:lOLiCadnmijllcmu V7/M82)/axJ 559?/2,<;,cj/;«g<,g.14/’ gzhvszy?lgzmza LIZ/9r€£_E/Jr.5525 prewpwwzm/42 aw £1.wmg?Page 655 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-O12-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Print Name 2é{1l[zaZlWli<L@€'\lYMTM Address Signature fc/(1/‘{1/Qalrw/1(Lin 6447-é?r/“l79A/62C/“(Y Qorgz/Uom-are=2,. @6660Qiamplcun 4 +Page 656 of 1510 Stop the intensificationandReduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Two are as follows.Species at risk.There are many Species at Riskin Chippawa and this land carries some of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address .$ignature ,.//7 \\-l5 §_§u\.\—\'9\-nn\.o.vC‘~$"FS'5‘~\\oo\>\L.L<»\>b\*‘3*2/?“ lie”\‘<\1C\r\e\\€§Iu‘r4;<X 3137 cg?elwdf *9--* \\vQ~/0G_{i Tm lor 37 CM\>~ll\\Dd3‘¢\\©1W)5.i)K’§7ZU\ “'70 Le,\iU\Willw. ii '29 Tgm E57.g7Ol%\x3’lx_u;>e,Hi7,/‘ //"30 5/M957 glrvza./«A 3‘/.66 (xv/L[oua/y«6y7 ;§_..__;7 ¢ea,....,.,..g> 3/7 7 00.7542,//(‘E mg?)‘ml \I§'i\\oug\“l3i5clr. ($375CATT6LL.Q LS'¥'_Page 657 of 1510 Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friends of Chippawa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Two are as follows.Species at risk.There are many Species at Riskin Chippawa and this land carries some of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature I V3’s9\TCLn\\\\C\ ll~/?li-24iplglfl/‘V’G“01fZ(,@)7ff“ ll~/(Q/zl DesloillWe//—/%s?/rc, ll/7-?\l SJ lI~l7fL(U7~mJt/?mga/vi Kvis??‘\/cml§:<>»\m%:a/\Y7o?°l \rxllllou<‘3\r\\>C](:\r ll-l7~ZlCu/xokyFlxauwmg 3472a./lawb «lb $570 5l»eadLmr gr ll ~l8—.2lOweAC 8703 Aug ll-/6423 ['7/'61!//:5 ° f=’wo\'—e":\*a§n.<.Lllit-‘lift335%rlcu*l:1(c."<i:lci‘<’§_M.\_'?S\:\.K‘:_>H ."';3‘3Z5/1341../(3?4’~[7L/‘£775 (%«’[§ez((V 5 //k4mm.lu lmsgg L\\CL$U\/\em;<*uWlln "L/»»-.nl .4111 M-‘e<.e.xw.1=:2:ax-.:«(\/\:\\e,.(53ll'2‘//Z[\’Y?c'>~/\'?,T‘]2C¢“‘l§$'79e<0/ZIL/0 Dz 5°F‘/C)M7Page 658 of 1510 lg/)‘:"C‘3'7/W 1:‘A’/5:)’/Z:5}/:2L ’ Stop the lntensification and Reduce the Build We,the undersigned Residents,Familiesand Friends of Chippawa,draw attention to the Mayor and City Council MemberstothedevelopmentknownasAM-2018-012-Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the livesofthosewholive,visit,shop or come to use our sports facilities ie Golf,Baseball,Hockey and the Boat launch.Several itemsareofmajorconcern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this landcarriesmanyofthem.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW(Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other majorconcernistheincreasedvolumeoftrafficwhichisalreadyhappening.So much so that,many of our residents now useneighbourhoodstreetsandbackroadstobypassourtwomainintersections.This is creating safety problems in otherlocations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle theincreasedpressurethatthisandfuturebuildswillcreate.We also require affordable Housing for those who live in theNiagaraRegion. Therefore, We call u on the Ma or and the Cit Council Members to vote NO to this develo ment's size and reduce itdramatically. Please only sign once Date PrintName Address ,S'gnaure 'l/O/9»/..zcL4).-«wt/3 ~‘/9/5’5'7/rwcc7/be «a.~ 0«;’(,/7}34A/./41+(A,//r/4/)0/€45 F//In////I//3},/g /. L SayNo.My,,1 9'5"-f<.Sh/n/43.4V5 ‘ 0 I .9 Arc6/ya47’"ms52%/eywe C76 i 5 ‘ 0?»A Q._oU§\4SI'r:%é<//L g (D?‘W .L027/H28!WV If-40/cw/3712/L4/M542/LRD N /(,1..-,u/M /sang?Biz.-xm?e?.?g«$48!QQAz(JviéJ?(D~<§Em-i?éwrEc)‘‘,''.€763)/Zarall((?.{?\lVQ§>.{(/C9)Qmxmgzr l2drDQC,7Ji&\\'\(3\\\\\V\(i\¢§\tQuLlC’)%C>C>§\Oi\\g_\"c\ A W E?Page 659 of 1510 Lgncéé?//VIAAVQe?aae4/537£dcZ/c?d—EX Stop the intensification and Reduce the Build We,the undersigned Residents,Families and Friendsof Chippewa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilitiesie Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future builds will create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this deveiopment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature 9053/4-—7tfcS1/I/\g~‘=;Q5(5’753'7/U¢é{4o'é[</ .?€"(a3 %émm.e/7?/an 4573£0}//4;/c/Z! llama ?ll/v~0~V\4’vQ€J75kt\.«»~gL/U7w»'U«uzKg. \573;oz [;}A1'(2ill0i_6ogptii\‘noWiEi,LiSL\3.,s.i1.a<(cl [lava /’/~.'(/4,,McJciL—E)aL5L/4.3”}:\/VlillickK1 r972L?3 /iiK7Z79LENzM—64K£#/;e;?si Pi)/A14cr‘<?g r\7é<.-5.)Z—"/i7~/7)1n.:vI;New-',¢~L/¢1<l"7-i-/mum (A. iigggzzi Dggg,é-,may ‘Li/é~7:47.-/é~§‘7 Di«“%n;.ae~}¢,¢l"i<Ln....Aa/L\.:qZLfCi(Q)'.H'Q[( Du‘g/U LW{L"~Mmiufiar “(W-33W.iii(l//I3-si D{c.3l’a-"33°“lI~J\l\\L\:« C/iPage 660 of 1510 ‘K }'. Stop the intensification and Reduce the Build, We,the undersigned Residents,Families and Friends of Chippewa,draw attention to the Mayor and City Council Members to the development known as AM-2018-012 -Chippawa East We respectfully request that that you decline the size of this development.This development in no way enhances the lives of those who live,visit,shop or come to use our sports facilities le Golf,Baseball,Hockey and the Boat launch.Several items are of major concern.Some are as follows.Species at risk.There are many Species at Risk in Chippawa and this land carries many of them.Good habitat is critical to our environment and a part of Good Climate Management.With a PSW (Provincial Significant Wetland)on this property,how well will it be properly protected or infringed upon?The other major concern is the increased volume of traffic which is already happening.So much so that,many of our residents now use neighbourhood streets and back roads to bypass our two main intersections.This is creating safety problems in other locations.Several accidents have already occurred,how many more is acceptable.Our road structure cannot handle the increased pressure that this and future buildswill create.We also require affordable Housing for those who live in the Niagara Region. Therefore, We call upon the Mayor and the City Council Members to vote NO to this deve|opment’s size and reduce it dramatically. Please only sign once Date Print Name Address Signature /:3\(>(‘X J¢.Aso./fu:-‘vs’,rt/I)’/4 V c././//C L..lap /ML"?“:9?“'7 .0’?3 0f](1"(/“l‘/“z"LL."'p.4"r’/A i1/«///Clix I29 *4 / 3.7./Lu>1"-1},'\cw/LC L/’é“l‘7 4(,;:,é”(TE..{?_I347.,/Z/./ll/E5111 04 7/5 4%44 ll :2 z/MMM 2’/EP/ifp K0 2:7’ A /—>/V‘ — ‘””—§”’(L/" \1/%/’’_’_’’_..,._.\,Le,,j_~3 /V«i«G’L.lc*/2.x/tckr-\4G(C)\.g.‘~“m\/(»='-/ 7 T)c’_(_‘C_j,.(,\—u»\rr;l .::n.\;C)dick \,/vgirlli 1<n’1c'xs/V Ci/sllrc/I '?’v'1/“"*’”:"/\“l‘*i“l!v‘l“(L“" WQ5 */{micLu.Czfmln/\C<(1‘4/4/74 W.l/fclé l:c('A3A’7’\"'M.~A,’=r°"“’l’C"“”‘“”“ 2 "*7 I .' r)J:‘ _‘V ,'?it >Lmd q (;,q;f(wklat’ti lfld/Li 1//‘ELlg Page 661 of 1510 As a concerned citizen of Chippawa,I'm very concerned at the discussions related to approving over 900 new homes in this approved subdivision. It is absolutely vital that town infrastructure,namely roads and sewers,are thoughtfully considered prior to allowing the developer to simply layer on an already crumbling system. Please consider infrastructure upgrades before approving this development. Respectfully yours, Steve Baechler Niagara Falls Page 662 of 1510 Julie Hannah From:Stanlee Hickey < Sent:Wednesday,September 22,2021 6:29 PM To:Julie Hannah Subject:Re:[EXTERNAL]—Lastnight Hi Julie I am aware of the permit since last September..l fully believe that no work should occur on any site until full approval is given by Council. Sent from Outlook From:Julie Hannah <jhannah@niagarafalls.ca> Sent:September 22,2021 3:51 PM To:Stanlee Hickey <:= Subject:RE:[EXTERNAL]—Lastnight w.~mmmnum%za%wcmm a ~ Hi Stanlee, A Site Alteration Permit was issued.Municipal Works staff would do site inspections. Julie Julie Hannah,MES,MA,MCIP,RPP l Planner2 l Planning,Building,and Development |City of Niagara Falls 4310 Queen Street |Niagara Falls,ONL2E 6X5 l (905)356-7521 ext 4107 1 Fax 905-356-2354 l ihannah@niagarafa|ls.ca From:Stanlee Hickey <> Sent:Tuesday,September 21,2021 2:30 PM To:Julie Hannah <jhannah@niagarafalls.ca> Subject:Re:[EXTERNAL]-Lastnight Hey Julie Have a quick question that have often wondered about. Does anyone from planning ever visit a development site on a regular basis to make sure that work is not being done,that it does not have permission for? Who keeps tabs on them?And if not,why not? StanleeSentfrom OutlookPage 663 of 1510 l Fromzlulie Hannah <'hannah nia arafalls.ca> Sent:September 21,2021 10:18 AM To:Stanlee Hickey' Subject:RE:[EXTERNAL]—Lastnight Good morning Stanlee, It was nice to put a face to your letter as well. I have provided Alex with your email sent this morning so he is aware of youradditional concerns. Thanks for including the photo and name of the Canadian Goose.It is a busy place so a good place to be a Goose! Julie Julie Hannah,MES,MA,MCIP,RPP I Planner 2 I Planning,Building and Development I City of Niagara Falls 4310 Queen Street I Niagara Falls,ON LZE6X5 I (905)356-7521 ext 4107 I Fax 905356-2354 I 'hannah@niagarafalls.ca From:Stanlee Hickey Sent:September 21,2021 9:49 AM To:Julie Hannah <'hannah nia arafalls.ca> Subject:[EXTERNAL]—Lastnight Good Morninglulie After sending myletter to Alex yesterday morning 2 more items were brought to my attention and I did bring them forward last night. One being the traffic problem at Tim Hortons.According to my daughter this is a very frequent problem with cars trying to get into Timmies for the drive thru and causes backups both directions onto Portage. The second,the Species at Risk I SAR)on the development property.The fact that within their studies and subsequent paperwork that they identify the Red Headed Woodpecker and Bats as being at risk gave me great pause.Chippawa residents will tell you that we love our wildlife.So much so that when they are observed everyone knows about it and where it was sighted I including pictures)There was a wild turkey for a while that frequented the Tim Hortons.She was named Judy.There is now a Canada Goose who has been named George (see below). One thing I also did not mention in my letter about busing is about the 106 rte l have spoke to people who live on the rte and take this bus.Another bus that not many take for a multitude of reasons. it just seems odd to me that the very thing that the growth plan is supposed to do,actually causes theproblemandhastoberesolvedhere.lam sure this is also occurring in lots of other communities as well.https://wildlife-species.canada.ca[species—risk-registry/species/speciesDetails e.cfm?sid=57&fbclid=lwAR1tdlnulwMEgV6b2QE5gQWHD49zyBYJdPGjGCmaflKp2BiENwtmK23n—l<Page 664 of 1510 In any case it was really nice to put a your face to a name. Stanlee Hickey Sent from OutlookCAUTION:This email originated from outside of the organization.Do not click links or open attachments unless you recognize thesenderandknowthecontentissafe.Page 665 of 1510 I Dear Stanlee, I have quickly reviewed the EISreport prepared by Dillon Consulting for the Project entitled "Queensway Chippawa Properties Inc. Environmental lmpact Study,Queensway Chippawa East Lands,City of Niagara Falls”. My focus was on the assessment regarding species—at~risl<and their habitat,survey methods,potential impacts to SAR habitat, proposed mitigation measures,and the final development plan to accommodate SAR habitat. l have summarized my comments below under headings: MNRFcorrespondence and section 3.2.7.1 The correspondence between the consultants and MNRF are provided in Appendix B.There is only one email correspondence provided here,where MNRFprovides natural heritage information for the noted property and surrounding area.For this property, MNRF identified the presence of Usshers Creek PSW,fish habitat,and a list of species—at—riskobservations.The list provided by MNRF are as follows: 0 Snapping turtle (Special Concern) 0 Monarch Butterfly (Special Concern) 0 Bobolink(Threatened) 0 Grass Pickerel (Special Concern) 0 Bald Eagle (Special Concern) 0 Barn Swallow (Threatened) -Wood Thrush (Special Concern) 0 American Water-willow (Threatened) o Eastern Pondmussel (Endangered) 0 Little Brown Myotis (Endangered) 0 Round Hickorynut (Endangered) -Broad Beech Fern (Special Concern) 0 Kidneyshell (Endangered) 0 Eastern Meadowlark (Threatened) MNRF also notes that the province has NOT been surveyed comprehensively for the presence of the listed species,but their absence from this list does not indicate their absence from this site.In order to determine SAR presence,appropriate surveys must be conducted as per their guidelines. In section 3.2.7.1 of the ElS report,the consultants summarize the list of SAR flagged by MNRF in this correspondence.I am concerned that this list does not match the list provided in the MNRF email.The authors appear to have only listed those SAR that are classified as Threatened or Endangered,leaving out all Special Concern species.What is even more problematic,is the rest of the study is based on an even shorter version of this list. The list provided in this section are as follow: a American Water-willow; -Barn Swallow; I Bobolink; 0 Eastern Meadowlark; -Eastern Pondmussel; 0 Kidneyshell; -Little Brown Myotis;ancl, 0 Round Hickorynut. The authors use this list and further investigate the habitat suitability of the site for each species,and come up with a shorter list: 0 Bobolink;o Butternut;0 Eastern Meadowlark;and,0 SAR bats.Therefore,the following species are completely missing from this assessment,and are known to be present within this wetlandcomplex/property area:0 Snapping turtle (Special Concern)I Monarch Butterfly (Special Concern)Page 666 of 1510 0 Grass Pickerel (Special Concern)*Department of Fisheries and Oceans (DFO)should be consulted... -Bald Eagle (Special Concern) 0 Wood Thrush (Special Concern) -Broad Beech Fern (Special Concern) While it is true,only SAR classified as Threatened or Endangered receive both individual and habitat protection,Special concern species still receive individual protection and can have specific habitat management plans.Planning for a new and large development must consider the harm it would do to such individualsand their habitat.For example,Bald Eagle,Grass Pickerel and Snapping Turtle all have habitat management plans associated with them.Additionally,corridors,such as hedgerows/fencerows and seasonal tributaries/ditches(as shown on Figure 2 and 4),should be protected if they are found to be used by species of Special Concern,Rare or anything from S1 to S3.This is all about the ecological function of the area for a variety of species. Since it appears the rare and special concern species were ignored for this EIS,I would say it is an incomplete report based iust on this. Additionally,there was no correspondence with MNRF after the EISwas completed so they did not review what was done for this study.AllEIS reports should circle back to MNRF (or MECP today)when SAR are involved. impact Assessment and New development Plan (Figure 6) As shown in Figure 2,the property includes a section of wetland that is part of the Usshers Creek wetland complex.This means the wetland must maintain hydrological and ecological connectivity with the surrounding components (on adjacent lands)in order for it to remain a functional part of the wetland complex.From the amphibian surveys,I can see that this is a productive site for wood frogs,chorus frogs and spring peepers.This good!The site seems to function well for amphibian life cycles,and is a good indicator of connectivity.This also means a development here would severely impact these amphibian populations,especially if connectivity is not addressed. From what i can see,the Impact assessment does not indicate isolation or fragmentation as an impact as result of this development, and therefore does not propose an altered development plan that would better accommodate connectivity across the landscape. The authors also note that 4.7 ha of hedgerow habitat will be removed by the development and that the only significant habitat is within the mapped PSW.This is a grand assumption since no reptile orfish surveys were conducted for this EIS report.Many species will use hedgerows and seasonal tributaries throughout the active season (spring,summer and fall),and the lack of information in this respect represents a large data-gap and therefore supports my earlier assessment of the report being incomplete. in our experiences over the last few years,we are finding that the usual protection buffers around wetlands are often not helpful, especially since they cannot me maintained (and will eventually grow into forests with invasive species).Meadow habitat is very important for many species,and not allowing the occasional cutting will only allow meadows to grow into degraded forests over time.In this situation,it is our opinion that the buffer area should be reduced or foregone altogether (buffers were already added to that wetland mapping by MNRFbeforehand anyway),and the seasonal tributaries and hedgerows should be protected to allow for connectivity between the wetland components on this property to those on adjacent lands. I willstop there,since I feel i could easily get into the weeds on this if I keep looking at it. I will let Anne chime in if she would like to comment on anything. I hope these comments help you (and your community)understand the environmental concerns over this new development proposal.I know there are many developments happening in the Niagara region these days.There are often ways to make a new development plan work for wildlife too,it just takes some creative thinking and cooperation with the landowners. Let us know if you have any questions,or if you change your mind about pursuing this further. KatharineKatharine Yagi (she/her),PhD,CERPITResearchAssociateI8TreesInc.)Www.8trees.caDepartmentofBiologicalSciences)Brock UniversityAmphibianandReptileSpecialistSubcommittee)COSEWICPage 667 of 1510 It Niagara Falls Ontario September 20,2021 RE:AM—2018-O12-Chippawa East Dear Mayor and Council and Planning I am writing in regards to the new development planned AM—2018—O12-Chippawa East.Residents have a great deal of concern on many issues with this piece of property.The residents do not have a problem with new housing as long as it is being thoughtful and respectful to the present residents,business’and habitat/environment. I won't apologize for the length of this letter.I do hope that you appreciate just how long this has taken to write and just how much time in doing research etc In Feb 2018 this development was 745 units including the 240 medium density unit.By April of 2018 it was 862 includind a 246 med density unit and now is 926 including a 246 medium density unit and the potential to grow another 65 units to an astounding 991 units.Making the population grow almost another 2800 people based on the developers calculations. This development is just WAY to LARGEand needs to be greatly reduced.I willtry and impart this as I go along.I would also like to know why there is nothing in writing concerning the height of the Medium Density Building(s). I will be addressing the following in no particular order of importance and may or may not have its own heading. Busing,Traffic,Affordability and Accessibility,Environmental,Sewer and Water,Schools,etc Firstly,let me tell you that I have taken the time to read the Growth Plan of Ontario.Personally,I feel the plan fails in many ways.Many of the things it sets out to do,actually causes the problem that it is suppose to solve.It imposes itself into communities that cannot possibly get any benefit out of it or do not have the problems that larger Cities do.Hamilton and Halton are already at this dilemma with aspects of the plan.Basicallyyou are trying to solve a problem that doesn't exist in the first place in smaller communities.It is a problem that is transportation based.If you take Toronto for instance,you can quicklysee that transportation is the driving force behind it.The issue is,that not everywhere is Toronto or any other large City.They all caused their own problems thinking that bigger is better Chippawa East is too large a development.We don't have the issues that the Growth Plan is trying to solve.But we will have if it continues. Why so many residences?intensification is the key word in the Growth Plan of Ontario.It is believed that if you put more houses (which means more cars and people)on a smaller plot of land that this is now not sprawl and more people will taI<e public transportation.Thus decreasing the carbon footprint. The government assumes that people willtake public transportation.Do people in Chippawa take the bus?Very few!Will more take it when you extend the 112 rte.?Maybe.Busing in the Region is inefficient for anyone commuting for business on a daily basis. BusingForinstance Let's say I want to go to Fort Erie I would have to take the 112 Bus which presently passes the end of my streetanditwilltakemetotheCanadianDrHubatNiagaraSq.A trip,that willtake me 29 mins including my walk to the bus stop.(I can drive to Niagara Sq in about 10 mins)From the hub I will then taI<ethe Region 22 bus to the Leisureplex in Fort ErieAbout23mins.In total in actual riding time 52 mins.And that is only to the Leisureplex where I will need to get another bus.Considering that from where I live in Chippawa I can be at the Leisureplex in no more than 12 minutes.Depending on why IneededtogotoFortErie.It is possible that I could be home by car before I even arrived on the busAtriptoFairviewMalltakes56min—-1hr,17min And that does not include my trip from Chippawa to the Morrison St HubWellandwouldtake50minsPortColbornewouldbe1hr35minsormorePage 668 of 1510 The service even here in Niagara Fallsdoes it's best but even that does not help many.Consideringjust the time from Chippawa to Niagara Sq. if you do a lot of shopping say at Costco and then you visit other stores and buy.You can't lug it all home on the bus.Many who work out of town buy stuff on the way home,they pick up their kids from other activities.The Growth plan gives the idea that municipalities are to be growing communities with everything they need,for growth and expansion of business’ within their community and provide jobs within it as well.That is not the case. Anyone working in tourism after 11:30pm is in trouble as there are no buses to Chippawa at that point..Parents would rather pick up there kids and not have to have them walk to a hub and stand at one,late at night.I have spoke to women who did not feel safe standing at the Main St Hub at night,period.She bought a car. Last Jan there was a watermain break on Sodom Rd for 15hrs approx.10pm -2pm.The 112 bus that comes down Weinbrenner had to come down my street as it could not get down Sodom.In the 7 times it went past my house,there was a total of 5 people that use the service.During the time of the break all traffic ended up going down my street and i assume Campbell,from both directions.This traffic started once Sodom was blocked off at Weinbrenner/Nassau.I knew that Sodom was busy but it was an eyeopener as to just how much traffic uses Sodom Rd. Affordablity How much do you have to make a year to afford a $500,000 house Canada? A $113,000 per year is the minimum salary needed to afford a SSOOKmortgage.That was in 2019 .How much is it now? How many people can afford this?How many people are making that minimum.is this developer selling homes in this price range or lower.The answer is NO. My question becomes why are developers building homes that only people who are coming in from other Regions can afford when we have so many people in need in the Niagara Region. Why does Planning/Council not inquire as to just how much the builders plan to sell these homes for?IFyou talk to any number of new people (please note these were people of all ages)who have purchased a home in the older sections of the village in the past 2 years.Their answers are as follows.The new developments are too big as far as sq footage is concerned, too little land and too much money overall. When you consider the house I presently live in was about 225,000 3 yrs ago and it worth around $700,000 now.It does make you pause to think. Seniors,Accessibility,Mobility There is an idea out there,that all seniors want to move into Condos.There are some of course.But downsizing does not necessarily mean Condos.Many seniors that would like to downsize into a smaller home but can't because the new builds are full of stairs and have no yard and oddly enough are the same price or more expensive than what they already have.On my street in the past 2 months 2 couples have moved in.One couple is in there 70's,the other in their mid to later 50's.I live on a street where homes were built in the early 60's.Health care will tell you that Seniors do better not only mentally but physically when they can stay in their own home. Not all people with accessibility and mobility issues are Seniors.Many are looking for smaller (1000-1200 sq foot)one floor homes with a basement.(A Bungalow or even side split).Stairs that they don't have to navigate every day.I know that one of the builders does a bit of this from the other subdivision.So until you start putting an Acorn Stairlifts or an Elevator in your homes,You,are missing a market completely. Considering that Real Estate Boards are saying that the general public are wanting and buying homes that are S0—100 year actually kick a ball in the backyard.They can put in a pool if they like.The can grow a vegetable garden.They can put in agardentoattractinsectsandbirdsandbepartofthehelpingtheenvironment.Provincial Significant wetlandsin1980almost68%of Wetlands had been converted to other uses in Southern Ontario.Many times Developments arejammedrightuptotheseWetlands.It is suggested that Wetland have a 30m/100ft buffer.In the case of this developmenttheyarelookingat13m/42ft What should be kept in mind that Wetland files are kept open as Wetlands can and dochange.Because of climate change we have seen these past 2 months with rainfall.This particular wetland at this time maybemuchlargerandmaypossiblystay.Humans are the dumbest animals on earth.Why would anyone jam this tightly toPage 669 of 1510 something we so critically need to protect and need.it will be quite interesting to see how damaged this wetland becomes in time by human intervention. Habitat lam not going to speak to the study itself but rather personal observation and what people here in the village are noticing.I live close to the arena.The change started about 15 yrs ago with the opening of Weinbrenner Rd.But in the last 5 yrs it is very in your face.Fewer wildlife sightings such as skunk,raccoon,opossum,rabbits and squirrels.The first 3 animal species are rarely if ever seen now.During the summer months in particular birds of prey (usually hawks)are now in neighbourhoods picking off birds and whatever else they see that is small enough.Fox are now seen in my area as well as coyote now(we use to just hear them).Residents in the area are now concerned for their pets and their children.I missed it,but we also had a deer on our street. Considering that there is a tick increase going on.More than ever,do we need Oppossum.We also need our bats for mosquitoes and they are mentioned in concern within the study. The insect population was very poor this summer,as far as bees and butterflies were concerned.I was not the only one to notice it.So many residents everywhere have put in gardens to attract bees,butterflies,hummingbirds etc. i cannot but wonder how much Milkweedwas destroyed tat Monarch butterflies need. The bird species has changed as well.Many birds that would be more out in the rural areas are now coming in.Other species are fewer or not seen. The development in question has already done a topsoil clearing which was mentioned earlier.Part of it happened last Sept. What happens to all the microbiallife and the animals up the footchain that rely heavily on what sits with that layer of soil.It dies!And the study states that this death will occur.How is it that a developer can get this permission to move earth,even though the land has yet to be rezoned or even approved by Council???in the last yr,the land that was cleared has revitalized on its own somewhat.That means that a certain amount of wildlife has returned or new has arrived.So what l see is another round of death and destruction coming when they are able to build.And this will occur on the areathat has been plowed as well. i I should mention that after the last rain we had,that there were some pretty good size puddles on the land.So much so that 2 Heron were standing in the middle of one. Overall since development stated out here,thngs have definitley changed and not for the better. Stormwater Ponds I will be honest l know nothing about Hydrology.But it does seem odd with all the clay and underground streams that run through the property that storage tanks are being considered.If,we continue having the rains we have been having.Would it not be prudent to put in a pond. Archeaology Study Done in 1993.28 years oldl Should be said that this was a minimal study.The study itself was not submitted.Why is that? This area was indigenous land as well it is near a battlefield area.Archeaology has a habit of rising.Topsoil removal already started last September 2020.It is possible that some artifacts if any were plowed or destroyed and sitting in the large berms that sit on the property.Thinkwe need a new study! Water and Sewer continues even after millionshave been spent.Mr Nickelslast September was asked if the new wastewater plant wouldcorrecttheproblemswehaveinChippawa.His answer was he didn't know.Even the Region doesn't seem to know for sure.It is still several years off for the plant to be fully operational.Considering they are now looking at Thorold South being putintothisplanthowwillthisaffectusinthelongterm.Climate Change is already here.If this summer was any indication withtheamountofrainwehavereceived.It is conceivable that that there will be overflow.Overflow into the Welland RiverwherepeoplefromallovertheRegionpartakeinleisureactivities.lam not even going to get into the environmental issuehere.Page 670 of 1510 Traffic Study The traffic study that was prepared is flawed. 1“Study Dec 2017 City requests to add on another section of Chippawa and this is completed in March 2018 2”“done June 11,2020 We were in still in lockdown at that point.No school,no activities,etc and they made what I will call prognostications about traffic not only now,but in the future.They did acknowledge though that some people may use boundary rds.Did not mention however how many people will reroute themselves through neighbourhoods. I believe that the last study does not include 3 developments.King George Village on Mears Cres,The Go to development on Sodom and Lyons Creek and the RiverwalkCondos at Macklem and Portage.Approx 150 new residences. Last September,Chippawa was talking about the Go to development at the corner of Sodom Rd and Lyons Creek Rd.At that time you said NO to the size of the development that would have put a potential 135 cars onto Sodom Rd and the corner of Lyons Creek.Now you are asking us to accept a development of over 900 and up to a 1000 that will mostly filter out onto Sodom and the balance onto Willoughby Dr.Yes,this development willtake a few years to fully appear but none the less it will get there. lfjust half of the residences have jobs and go out at peak times.That is more than 400 cars potentially.Maybe a lot more or maybe a lot less.if,you are using the corners of Main and Willoughby or Sodom and Lyons creek to go to work.How much longer do you think it willtake?There is a potential for people to have to sit and wait 10 or more minutes depending when they left the new development.That doesn't even take in to account how present residents will be affected just trying to get onto Sodom or Willoughby.How will this affect busing for the City or Schools it is the nature of most people to be impatient. This may also affect buses coming to Bettys Restaurant So what do you want to happen here in Chippawa ? People will reroute through neighbourhoods This already occurs on Nassau St in particular.Other streets have had some increase as well.And not,just with local traffic.This year the BallTournament is running again and my husband saw numerous cars in a row turn down Nassau off of Lyons Creek.They were all avoiding the Sodom Rd/Lyons Creek corner.I would assume that many golfers on their way to Legends are taking advantage of this as well.As do some local residents. There has already been a T bone crash at Weinbrenner/Nassauand Sodom rd this summer.The corner is not blind at all. The next issue is...What will eventually happen to all who choose to backroad it out.in particular the Willick,Ort,Rexinger, Stanley Ave,to Lyons Creek Thisalready occurs as well.This will cause it's own set of challenges at the 3 way stop at Stanley and Lyons creek.This intersection is a jog over similarto Stanley ave and Marineland Pkwy but is a bit tighter.There is also a safety concern on these rural roads as there are residences who live more rural and ride horses in this area.While these roads are paved one is more a gravel type.is it fair for those who have chosen to live more rurally to suddenly have traffic on what was once a quiet road.See map at end of Tra ic it was suggested by Councillor Kerrio last Sept that people should drive out Sodom Rd to the QEW.While it is a solution,it is not practical if your plan is to go north.Who wants to backtrack?Not to mention that Sodom and the QEWis the snowline quite often when Buffalo is having la|<e affect snow. Consider to that McLeod Rd has a lot of new builds going on and new subdivisions.This also more traffic to possibly navigate. Here are a few other items to keep in mind So much so that they park on Lyons creek Rd as there is not enough parking spaces in the lot.2.The boat launch has also become a hot spot for swimmers and floaters and people just wanting to enjoy the Creek.More vehicle traffic and foot trafficTheArena4.The pedestrian activated crosswalk.There is a crosswalkat Weinbrenner /Nassauand Sodom Rd.it is activated by anyresidentneedingtocrosstheSodomRd.SAFELYI.The mere fact that it is there tells you that there is traffic issuealready,which is not going to improve.5.Police presence.There is frequently a police car or speed trap in the arena and also out on Lyons creek Rd in a coupleofareas.9“Page 671 of 1510 10. 11. 12. 13. 14. 15. There are no crosswalks of any kind at Sodom and Lyons Creek either.This can be tough intersection to cross by foot. There have already been accidents at this intersection.And a lot of near misses with bikes,pedestrians and general traffic.The residences that live very close to this intersection have heard their fair share screeching tires as drivers are making last second stops. Nassau St to get to Lyons Creek.This is dangerous now for those living there.There are many children there.And getting onto Lyons Creek is not always easy from this access either.Partly because of the traffic ,but because the Boat Launch entrance is directly across from it. Residents on Nassau now have City of Niagara FallsSlow down signs Because of this detouring of traffic ProvincialSlo pitch Tournament For the past several years for 5 weekends late Aug —September.While great for stores and food etc.The residents are bombarded by traffic because of the location of the ballparks.Here again the Sodom and Lyons Creek are directly involved.Also many side streets lose their curb side parking as the ball players and their entourage park wherever they can. Sodom Road allows people to come into not only Chippawa from the QEW but the City as well us.Those coming in from Welland etc come in Lyons Creek. What about Emergency Services?A Major concern especially with 2 Seniors care residences here for Ambulance service. We also have marathons,on foot and bicycle who use one or both of the main intersections At the Willoughby Main st intersection and Portage and Macklem both have stoplights.How much of a back up will occur here. It should be mentioned that children cross Willoughby Dr on their way to both the Elementary schools.There are crossing guards but the danger is real with increased traffic. The new proposal in front of you is going to exacerbate an already increasing issue am AEl‘?Vl‘1 Corner of Sodom &Lyons Cr u 4 M ti: an m:». Chippawa East ‘Development‘IE Corner of Stanley Ave,Lyons Cr Rd &Stanley Ave :14:14]}»ms rn_LKn-A -H.-:1 V F -. in:l Reroute via back roads Already occurring a:.-r taChippawaisslowlybeingcutoff.Soon we will have to backtacl<down Sodom orjust use Lyons Creek Rd or the Parkway (which is not practical during the tourist months)depending on where you need to go.Stanley Ave to Marineland parkwayjustbringsusbacktoMcLeod.If you use Chippawa Parkway to get over to Dorchester,that won't work either as it is all beingdeveloped.What a failure to assume that everyone will take a bus.We all want to do our part for the carbon footprintespeciallywithfuel.But until they come up with better solutions no one will change Electric cars are not it The disposal ofthebatteriesintimecreatesitownenvrionmentalissues.And bio fuel has majors implications of it's environmentaldestructionofhabitatinparticularPalmOilproduction.Page 672 of 1510 Schools At one time there were4schools in Chippawa 2 k~SPublic Schools 1 68 Public and 1 Catholic k—8 There are only 2 schools here 1 public k-8 1 Catholic k—8 Both these schools are at capacity and have portables The question becomes,where will a new school go?There are no open lands now,say for one on Willoughby drive near Cattell.Whether that is large enough is unknown.Land beyond Willick is unserviced and the lands that were once the Oaklands Golf Course and The Oaklands/King Waldorf Campground are now owned by the same numbered Company. A bad surprise. Did you know that many people in the Lyons Creek development on Sodom Rd felt that they could not shop in Chippawa? As it turns out,there were a small number of people on the numerous facebook sites here in the Village that were telling them to go back whence they came.While some in Chippawa actually meant it,new people are welcomed here.in reality, they were mad at the development itself.But a number of the new people took it seriously.This kind of banter is heard about every single development that happens here. Fiscal responsibility Since the inception of the Growth Plan,it is only normal that studies would start to look at the impact of it.What they are finding is as follows.If a municipality does NOT have it's infrastructure completely up to date before new development begins,it should not rely on the new developments to provide enough monies to complete old infrastructure updates and to keep up to date with the new.The studies are also showing that Jobs should also be within these new developments.We are certainly not seeing this in this development.Many people may be running business’from their homes but that is not what is inferred. Questions Why do people want to live more rural or a smaller community such as Chippawa.Because it is a ”Hidden Gem,Small and Quaint”.The very words Developers often use in their advertising.The very thing that disappears the minute they start to build. Design Apparently none of the builders have realized that Chippawa has had increasing winds(so has the Region).Any street that runs parallel to Sodom or Willoughby will become wind tunnels.So for those people who buy homes on the cross streets especially those that live at the end of those parallel roads.l hope that they enjoy all the leaves,debris and garbage. At present the Lyons Creek Development has been nicknamed”Lego City”.The Silvergate development "the Barracks” You can tell in any area/subdivisionwhen it was built,by its design.The design in Lyons Creek is the same design all over Ontario. Frankly,we need a change. I challenge the builders to come up with something that fits the Village of Chippawa.Something original and innovative and imaginative,possibly.Take a look at some of the older neighbourhoods and draw inspiration Something smaller in sq.footage.Provides a bit more land than what you are presently are.Something perhaps has a more historical feel (not downtown Toronto either)It is time for you to do your part and direct it at the needs of the people of the Niagara Region first. Don't shit where you eat”They do not have to live with any of the consequences they leave behind.They are also,notelectedofficialswhocanlosetheirposition.You as Mayor and Council are accountable to the residents.Not to a plan thattheydidnotevenconsiderthelongtermconsequencesorhowitwouldaffectmanyinsmallercommunities.You rsStanlee HickeyProudresident of Chippawa for 43 yearsPage 673 of 1510 Julie Hannah From:John Brucato ~ Sent:September 17,2021 12:02 PM To:Alex Herlovitch Subject:Re:Draft plan of subdivision application —City ?le 26T—11~2018-O2 I am sending this email to voice my objection and opposition to to the revised densities being requested by developer of the lots in question.This includes opposition to proposed amendments to Zoning By—|awNos.395,1966 and 79- 200.The proposed densities are totally inappropriate for this area. Regards, John l.Brucato Sent from Mail for Windows 3ilPage 674 of 1510 Julie Hannah From:John Brucato < Sent:Monday,November 22,2021 3:42 PM To:Alex Herlovitch Subject:[EXTERNAL]-ChippawaEast development Niagara Falls,Ontario L2G 6M5 November 23,2021 Mr.Alex Herlovitch Director of Planning,Building and Development,City Hall 4310 Queen Street, Niagara Falls,Ontario L2E 6X5 Re:Chippawa East Development Dear Mr.Herlovitch: The primary issue I have with this development is the density of the proposed housing units,the significant anticipated increase in population of the area,and the resulting volume of traffic. There are only two local bridges over the Welland River at present and a limited number of thoroughfares available to access these routes.That is,Sodom Road,Main Street,Willoughby Drive,and Stanley Avenue.Motorists using Sodom Road and Willoughby Drive will find themselves at the intersection of Main Street and Cummington Square W.Traffic convergeson this intersection from the north as well,particularly with seasonal traffic along the Niagara River Parkway as well as traffic from Marineland Parkway/Portage Road. Often the widening of roads and improvement of intersections enables increased traffic to be accommodated, however in this case,due to existing buildings and structures,this does not appear to be feasible.Consequently,we can expect congestion,with all the accompanying disadvantages and irritants — noise,pollution,hazards and delays -to increase dramatically. Furthermore,these existing roadways are not in the best condition:Marineland Parkway,Willoughby Drive and Main Street all have substandard pavement,and Marineland Parkway,in particular,lacks defined bicycle and pedestrian pathways.As a Chippawa resident,l have often witnessed near—misses between cyclists and motorists who consistently traverse this section of road well in excess of the 60kph speed limit.Increased The Chippawa East development alone,in its proposed form with 926 living units and an estimated populationofnearly2,300 inhabitants,will increase the population of the Chippawa area by some 40%.This does nottakeintoaccountthecontinuingbuildingwithanexpectedincreaseinpopulationthatisunderwayattheLyon's Creek neighborhood west of Sodom Road.As well,it is clear that the former Oaklands Golf Course willbedevelopedwith,as I understand it,some 1,200 residences in the not~too~distant future.Therefore,thequestionlooms:is the traffic and infrastructure currently in place equipped to handle the increased burden of1Page 675 of 1510 such a significant increase in population that would appear to be on its way to doubling the population of Chippawa? I realize that traffic studies are done as part of each development process,however is the City of Niagara Falls properly assessing the "big picture”and taking all such development into account,or simply evaluating on a project—by—projectbasis?Surely this would be a short-sighted approach.Please advise how the City of Niagara Falls and Region of Niagara are assessing the anticipated increase in traffic that will result from the collective impacts of such developments? I have not noticed any proposals to improve the thoroughfares noted above,so I am expecting that any actions in this regard will be reactive instead of pro-active.This leads me to believe that the traffic and issues that should be anticipated and accommodated,if this is even possible,in advance of these problems occurring.Residents of Chippawa will instead be subjected to all the negatives associated with unplanned development. For these reasons I implore the City of Niagara Fallsand the Region of Niagara to properly assess the impacts of not only Chippawa East,but any proposed developments south of the Welland River prior to approving any zoning or other changes. Regards, John Brucato CAUTION:This email originated from outside of the organization.Do not click linksor open attachments unless you recognize the sender and know the content is safe.Page 676 of 1510 Lorie Prohaszka Niagara Falls,On NOV2 0 2018November13,2018 PLANNING City of Niagara Falls Development Department P.O.Box 1023 4310 Queen Street Niagara Falls,On LZE6X5 Re:Proposed Subdivision:Chippawa East,Sodom Road I have concerns regarding the proposed new subdivision off of Sodom Road,as follows: 1.Sewage ~we have an ongoing concern re the sewage in the Chippawa area.Sewage is still being backed up into residential homes basements.in August I heard reports on Drake, Wellington area,Nassau,Cattell,as well as in the brand new subdivisionoff of Sodom Road, where residential homes had sewage backed up. 2.Emergency Vehicles:As i see only one entrance and exit in this proposed subdivision,lam very concerned overthe safety issues that could arise.Ifthe fire department was required,it would make it hard for them to set up and for other vehicles to leave.Isn't there a bi~lawin place stating each subdivision must have at least 2 entrances/exits? 3.Wetlands and Greenspace:We are disturbing the eco system with the wild animals in the area. I have had deer,ducks,turtles and coyotes in my back yard.Turtles are on the endangered species list for Ontario,who will be losing their habitat. 4.Agricultural:We are destroying our agriculture lands.This land was used in previous years for soybeans. 5.Traffic Congestions/Accidents:Sodom Road is already a busy area,with bringing in more than 1000 new homes,this will make travelling on Sodom very congested.With only one distance away it is 80 l<M/hour.Once they exit Sodom,we only have one main exit out of the ”Villageof Chippawa”,via MainStreetorLyon's Creek.This area will also be very congested.6.Emergency Detour——ifthe QEW is closed for any reason,the traffic is redirected through SodomRoad.Page 677 of 1510 7.Demolitionof HistoricalHome:There is a rumour that a century old home willbe demolished in order to put in 3 homes on the existing property.We live in a community mindedarea,and it would be a shame if our older historical buildings were to be demolished just for new construction. I am sure I am only touching the surface with my concerns.We need to stop the growth of Chippewa, until our existing infrastructure problems are corrected.There was a building moratorium back in the 1970's or 80's because of the sewage problems.These problems have not been fixed.I would liketo know how/whenthe moratorium was lifted.During heavy rainfalls,pumps are used to clear out rain water on Cattell Drive.This is an on~g0ing issue,which needs to be addressed. I believe it is of the best interest of all parties involved if the city would expand their service area to inform the residents of new construction.I was not aware of any meetings for the RutlandSchool property until the new builders signage went up.I would have objected to that as well,had I been informed prior to any general public meeting. Yours truly, Lorie Prohaszka.Page 678 of 1510 Julie Hannah From:Margie Louko « Sent:September 12,2021 3:12 PM To:Alex Herlovitch;Julie Hannah Subject:[EXTERNAL]~CityFileAM 2018 12.RollNo.2725—130—OO2—14700 Alan Herlovitch and Julie Hannah My concerns about the development on Sodom Road and Willick Road and Willoughby Road. 1.Many of the residents in Hunters Glen did not receive any notification about this development plans in our mail or emails.I know only five residents of the 50 homes that were given notifications via mail service. 2.The planned meeting is on Election Day.Realizing that this meeting was planned before the Election Day ......but still this Sept 20 is not the best day.So I feel that another planned day is needed.Some of us are actually working Election Day as election officers. 3.With over 700 houses that are being planned in this new development I feel that there is a big lack of infrastructure that needs to be implemented before the building and selling of these houses.Where are the plans for educational facilities,public transportation services,sewage and water control,medical emergencies services and how are they being implemented. 4.Checking out these plans there seems to be only a few routes for emergency/fire and paramedical services to enter and exit this development. A concerned resident of Hunters Glen Margaret Louko I Sent from my iPad 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 679 of 1510 lli:3 Julie Hannah From:Andrew Bryce Sent:Monday.September 20,2021 3:01 PM To: _ Cc:Alex Herlovitch;Julie Hannah Subject:FW:[EXTERNAL]—Development Hi Erin,thank you for your comments to Alex Herlovitch of this office,regarding development in Chippawa and the proposed development south of the Patrick Cummings Sportsplex.Please note that your concerns regarding transportation,servicing and impacts on the environment will be further reviewed.This application will be scheduled to be considered by City Council at a future public meeting.interested residents will be circulated a notice approximately 30 days in advance of the meeting and can participate by making a presentation at the meeting;;we will ensure your email address is added so that you will get notice of this meeting.We will also include your written comments for Council consideration (any private information redacted). Sincerely Andrew Bryce,MCIP,RPP I Manager of Current Planning |Planning,Building and Development |City of Niagara Falls 4310 Queen Street |Niagara Falls,ON L2E 6X5 l (905)356-7521 ext 4232 |Fax 905~356-2854 1abryce@niagarafalls.ca From:Erin Grimwood r .,-__,._ Date:September 17,2021 at 5:26:07 PM EDT To:Alex Herlovitch <aherloVitch(cDniagarafalls.ca> Subject:[EXTERNAL]-Development We have 1 public and 1 catholic school that are busting with kids and l small daycare in Bella Senior care??And we tore down a perfectly good school structure to what...build more housing, surprise!!!We have old sewers and not they are not meant for the Volume your creating and continue to create.The amount of wildlife roaming the neighbourhoods in Chippawa,in town, right down the middle of our roads.&backyards...why they have lost their homes due to you building yours!!!The line up of cars coming into Chippawa has more than quadrupledin less than 5 years!ll The traffic in and around Chippawa is already overwhelmed for the size of our Village.Which is something else I think gets forgotten’)?We are a “Village”a small town above the falls and your trying to turn us into a “city”with ZERO of the proper infrastructure, water/sewer or real land to afford it...all for who’s gain???The City of Niagara Falls.....at the citizens of Chippawas expense! Sent from my iPhoneCAUTION:This email originated from outside of the organization.Do not click links or openattachmentsunlessyourecognizethesenderandknowthecontentissafe.Page 680 of 1510 OBJECTION T0 ZONING BY-LAW AMENDMENT APPLICATION CITY FILE NO.AM-2018-12 PART OF LOTS 19 AND 20,CONCESSION 2. APPLICANT:QUEENSWAYCHIPPAWA PROPERTIES INC. We,the undersigned,object to the proposed Draft Plan of Subdivisionand Zoning By—Law amendment on the following grounds: 1)The intensive use proposed with townhome blocks,medium density block (R4),semi— detached homes and small lot single family homes will unduly load an infrastructurethat cannot handle the existing water/waste disposal.Residencesin the area are suffering from ?ooded basements already. 2)The need for open space storm water storage is indicativeof the problem.It is unclear as to the location and the affectthis will have on the Provincially Signi?cant Wetland and the existing infrastructure lack of capacity. 3)The applicationunnecessarily requests reduced lot area,reduced lot frontage,increased height,revisedfrontage interpretationand to permit tandem parking to the R3 zone and includes an R4 zoning.These unnecessarily intensify the use of the property and its effect. on the neighbourhood. 4)The intensity of the proposeduse and the open storm water storage will devalue neighbouringproperties. 5‘)The rezoning shouldbe limited to an R1zone use and adequate provisionneeds to be made for infrastructure. We also object to the format of the proposedpublic meeting being on Election Day,with the difficulty that will cause and not allowing for in person attendance with "masksa11dsocial distancing. We ask that you give due considerationto our objections. Name print)‘'V.» Address</x/-..-xv ..,,“_,,Page 681 of 1510 OBJECTION TO ZONING BY-LAW A1\/IENDMENTAPPLICATION CITY FILE NO.AM-2018-12 PART OF LOTS 19 AND 20,CONCESSION2 APPLICANT:QUEENSWAYCHIPPAWA PROPERTIES INC. / / ~~~"fl ’:'""."""“‘ ’<’:’,x'5”'?l7£’3?=t5»’¢Z/~ Name (please print)jig?atureA / J"-,_.,<:7(I_.r r -‘ . Address 4 r‘\,£§'./.- //4 ;~7';g.,/':::/‘B/<“.(~:',r?‘/L.»'{"'”:“.X4:‘/4’/’.7)_,(,._",:2«,2,_.-’ Name (please print)Sig’r1ature,/f‘ A<Idress M I ‘I r’2»._ . D-lane/3<i’v<‘*/‘R gayQ I Name (please print)'Signature _/ Address PagePage 682 of 1510 Es I E Signature \~—l\\>be $7!>\*\E.@ ex?m Name (please print)Signature jgddressUV7 V I I ‘F A\N ES3%0£1sepri1t1%(’E{/W*”—$—~* Addiigs”"7"’"'" A .1Y 5leaeprint)I ‘ ,B /V 5/v I VI Rddéess /WW6 @&%€L Name (pleas tint) -. ‘/) A'::1‘d1‘-esfslL"V " PagePage 683 of 1510 game (please print) *\\Qg \ra ‘-’kLz“C/U‘~V‘»"\ Address /nawbaa/«M75 me (please print) /‘A "C7‘U«-1-JL/0 l\J’Adéress M1.[l91l«7g'l\_(:w/Mb Name (please punt) ,/._g?%.\ ‘I ‘I ‘*~~-1»\"«"' Address /”Q52:/\(rL2t&i1Z Name(please print) Addregss'I v H\‘*“V A 7%qvT)cm at %»u4‘fc7m~,1 Name ple'aseprint) "+"V4 V V \.../L V -rv\1 ,5‘Address ’ PagePage 684 of 1510 5/$4/4%/n/m W’/< /.3/’ Name (please print)gnature ‘""I \1/ K I I V /it‘ Address /70V 4a fwg Name (please glut)/1222 Signature A ."\K''\/3 I‘K Addresshr yr ‘Hz!??' :1 ‘ML;L.M \S in Elk Name (please print) ‘un- Address ll-at/\..(\.-K\'T\ Vl}_Ll ‘.§I‘\.£5i‘&l“ll’|l\-‘gg:///l‘\Iame(please print) S l,,:F%:y3a‘-rz-l7!P’l Address Name (pleaseprint)Signature Address Name (please print)SignatureAddress PagePage 685 of 1510 Julie Hannah From:Peter Borys «s> Sent:September 12,2021 3:20 PM To:Alex Herlovitch Subject:[EXTERNAL]—Replytoproposed draft plan of subdivision in Chippawa I have questions concerning 26T—ll—20l8—02.Rezoning By—laws.Reduced lot areas,frontage and increased height,revised frontage interpretation,tandem parking,etc.What exactly is the builder requesting?Detailed measurements.How small,how high,how many,etc. What is the route the construction traffic will be using?Who is going to pay to fix the roads from the heavy truck damage?Willoughby Drive is already breaking up from the current construction traffic.Also the dust. I've had to avoid driving on Willoughby some days due to the mud and dust on the road.It is very aggravating when I wash my vehicle and within seconds it looks like crap because I had to drive through the dust or mud. Who is going to pay for the sewer lines for this subdivision?Chippewa already has problems with storm water and sewer back up. What about Hydro?Chippawa has black outs due to an old grid system.Is it going to be upgraded?Who is going to pay for that? I moved out here back in the late 805 because of that small town quietness.Iused to live on Willoughby at Cattel.Then the city decided to install a 3 way stop sign.The tranquility was gone.I was concerned about increased traffic in front of my house.I was told,not to worry.The increased traffic for the golf course was directed to the main entrance off the parkway.It didn't take a genius to figure out 99%of the traffic would use the so called "delivery entrance"which was the shorter distance for the majority of golfers.As a result I got more traffic in front of my house which made it difficult at times to get out of my driveway,cigarette butts and Tim Hoitons coffee cups discarded on my lawn.Squealing tires,smell of exhaust.I had to move to keep my sanity.Now I'm further down on Willoughby and I see that the peace and tranquility is disappearing with the building of the silver gate townhouses.Now,I have to look forward to more traffic and noise,garbage on the side of the road,increased taxes,wildlife disappearing. I realize progress is inevitable,but quality of life is extremely import to me the taxpayer which I pay a considerable amount and don't really feel I get my money's worth.We are one of the last areas for snow removal.No water,no sewer,Road is getting worse,etc.Please answer these questions for me so I am informed and can put my concerns into perspective.I will be following this development closely. Peter Borys 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 686 of 1510 Julie Hannah From:Andrew Bryce Sent:Monday.§r=n’rnmhnr an 9n_21 3;o1 pm To:__c . Cc:Alex Herlovitch;Julie Hannah Subject:FW:[EXTERNAL]—Development Hi Erin,thank you for your comments to Alex Herlovitch of this office,regarding development in Chippawa and the proposed development south of the Patrick Cummings Sportsplex.Please note that your concerns regarding transportation,servicing and impacts on the environment will be further reviewed.This application will be scheduled to be considered by City Council at a future public meeting.Interested residents will be circulated a notice approximately 30 clays in advance of the meeting and can participate by making a presentation at the meeting;;we will ensure your email address is added so that you will get notice of this meeting.We will also include your written comments for Council consideration (any private information redacted). Sincerely Andrew Bryce,MClP,RPP l Manager of Current Planning l Planning,Building and Development |City of Niagara Falls 4310 Queen Street 1 Niagara Falls,ON L2E 6X5 1 (905)356—7521ext 4232 [Fax 905-356-2354 l abryce@niagarafa|ls.ca From:Erin Grimwood <,__--.«u.u:.u.\/U.u1/ Date:September l7,2021 at 5:26:07 PM EDT T0:Alex Herlovitch <ahe1‘l0Vitch@niagarafalls.ca> Subject:[EXTERNAL]-Development We have 1 public and 1 catholic school that are busting with kids and 1 small daycare in Bella Senior care??And we tore down a perfectly good school structure to what...build more housing, surprise!ll We have old sewers and not they are not meant for the Volume your creating and continue to create.The amount of wildlife roaming the neighbourhoods in Chippawa,in town, right down the middle of our roads.&backyards...Whythey have lost their homes due to you building yours!!!The line up of cars coming into Chippawa has more than quadrupled in less than 5 years!!!The traffic in and around Chippawa is already overwhelmed for the size of our Village.Which is something else I think gets forgotten??We are a “Village”a small town above the falls and your trying to turn us into a “city”With ZERO of the proper infrastructure, water/sewer or real land to afford it...all for who’s gain???The City of Niagara Falls.....at the citizens of Chippawas expense! Sent from my iPhoneCAUTION:This email originated from outside of the organization.Do not click links or openattachmentsunlessyourecognizethesenderandknowthecontentissafe.Page 687 of 1510 ._...-........-n vx \..:\.\..II\. Niagara Falls Ontario September 20,2021 RE:AM—2018-O12~Chippawa East Dear Mayor and Council and Planning I am writing in regards to the new development planned AM-2018-012 —Chippawa East.Residents have a great deal of concern on many issues with this piece of property.The residents do not have a problem with new housing as long as it is being thoughtful and respectful to the present residents,business’and habitat/environment. I won't apologize for the length of this letter.I do hope that you appreciate just how long this has taken to write and just how much time in doing research etc In Feb 2018 this development was 745 units including the 240 medium density unit.By April of 2018 it was 862 includind a 246 med density unit and now is 926 including a 246 medium density unit and the potential to grow another 65 units to an astounding 991 units.Making the population grow almost another 2800 people based on the developers calculations. This development is just WAY to LARGEand needs to be greatly reduced.I willtry and impart this as I go along.I would also like to know why there is nothing in writing concerning the height of the Medium Density Building(s). I will be addressing the following in no particular order of importance and may or may not have its own heading. Busing,Traffic,Affordability and Accessibility,Environmental,Sewer and Water,Schools,etc Firstly,let me tell you that I have taken the time to read the Growth Plan of Ontario.Personally,I feel the plan fails in many ways.Many of the things it sets out to do,actually causes the problem that it is suppose to solve.It imposes itself into communities that cannot possibly get any benefit out of it or do not have the problems that larger Cities do.Hamilton and Halton are already at this dilemma with aspects of the plan.Basicallyyou are trying to solve a problem that doesn't exist in the first place in smaller communities.It is a problem that is transportation based.If you take Toronto for instance,you can quickly see that transportation is the driving force behind it.The issue is,that not everywhere is Toronto or any other large City.They all caused their own problems thinking that bigger is better Chippawa East is too large a development.We don't have the issues that the Growth Plan is trying to solve.But we will have if it continues. Why so many residences?intensification is the key word in the Growth Plan of Ontario.It is believed that if you put more houses (which means more cars and people)on a smaller plot of land that this is now not sprawl and more people willtai<e public transportation.Thus decreasing the carbon footprint. The government assumes that people will take public transportation.Do people in Chippawa take the bus?Very few!Will more take it when you extend the 112 rte.?Maybe.Busing in the Region is inefficient for anyone commuting for business on BusingForinstance Let's say I want to go to Fort Erie I would have to take the 112 Bus which presently passes the end of my streetanditwilltakemetotheCanadianDrHubatNiagaraSq.A trip,that will take me 29 mins including my walk to the bus stop.(I can drive to Niagara Sq in about 10 mins)From the hub I will then take the Region 22 bus to the Leisureplex in Fort ErieAbout23mins.in total in actual riding time 52 mins.And that is only to the Leisureplex where I will need to get another bus.Considering that from where I live in Chippawa I can be at the Leisureplex in no more than 12 minutes.Depending on why IneededtogotoFortErie.It is possible that I could be home by car before I even arrived on the busAtriptoFairviewMalltakes56min—-1hr,17min And that does not include my trip from Chippawa to the Morrison St HubWellandwouldtake50minsPortColbornewouldbe1hr35minsormorePage 688 of 1510 The service even here in Niagara Falls does it’s best but even that does not help many.Considering just the time from Chippawa to Niagara Sq. if you do a lot of shopping say at Costco and then you visit other stores and buy.You can't lug it all home on the bus.Many who work out of town buy stuff on the way home,they pick up their kids from other activities.The Growth plan gives the idea that municipalities are to be growing communities with everything they need,for growth and expansion of business’ within their community and providejobs within it as well.That is not the case. Anyone working in tourism after 11:30pm is in trouble as there are no buses to Chippawa at that point..Parents would rather pick up there kids and not have to have them walk to a hub and stand at one,late at night.i have spoke to women who did not feel safe standing at the Main St Hub at night,period.She bought a car. Last Jan there was a watermain break on Sodom Rd for 15hrs approx.10pm -2pm.The 112 bus that comes down Weinbrenner had to come down my street as it could not get down Sodom.In the 7 times it went past my house,there was a total of 5 people that use the service.During the time of the break all traffic ended up going down my street and I assume Campbell,from both directions.This traffic started once Sodom was blocked off at Weinbrenner/Nassau.I knew that Sodom was busy but it was an eyeopener as to just how much traffic uses Sodom Rd. Affordablity How much do you have to make a year to afford a $500,000 house Canada? A $113,000 per year is the minimum salary needed to afford a $500K mortgage.That was in 2019 .How much is it now? How many people can afford this?How many people are making that minimum.is this developer selling homes in this price range or lower.The answer is NO. My question becomes why are developers building homes that only people who are coming in from other Regions can afford when we have so many people in need in the Niagara Region. Why does Planning/Council not inquire as to just how much the builders plan to sell these homes for?IFyou talk to any number of new people (please note these were people of all ages)who have purchased a home in the older sections of the village in the past 2 years.Their answers are as follows.The new developments are too big as far as sq footage is concerned, too little land and too much money overall. When you consider the house I presently live in was about 225,000 3 yrs ago and it worth around $700,000 now.it does make you pause to think. Seniors,Accessibility,Mobility There is an idea out there,that all seniors want to move into Condos.There are some of course.But downsizing does not necessarily mean Condos.Many seniors that would like to downsize into a smaller home but can't because the new builds are full of stairs and have no yard and oddly enough are the same price or more expensive than what they already have.On my street in the past 2 months 2 couples have moved in.One couple is in there 70's,the other in their mid to later 50's.I live on a street where homes were built in the early 60's.Health care will tell you that Seniors do better not only mentally but physically when they can stay in their own home. Not all people with accessibility and mobility issues are Seniors.Many are looking for smaller (1000-1200 sq foot)one floor homes with a basement.(A Bungalow or even side split).Stairs that they don't have to navigate every day.i know that one of the builders does a bit of this from the other subdivision.So until you start putting an Acorn Stairlifts or an Elevator in your homes,You,are missing a market completely. actually kick a ball in the backyard.They can put in a pool if they like.The can grow a vegetable garden.They can put in agardentoattractinsectsandbirdsandbepartofthehelpingtheenvironment.ProvincialSignificant Wetlandsin1980almost68%of Wetlands had been converted to other uses in Southern Ontario.Many times Developments arejammedrightuptotheseWetlands.It is suggested that Wetland have a 30m/100ftbuffer.in the case of this developmenttheyarelookingat13m/42ft What should be kept in mind that Wetland files are kept open as Wetlands can and dochange.Because of climate change we have seen these past 2 months with rainfall.This particular wetland at this time maybemuchlargerandmaypossiblystay.Humans are the dumbest animals on earth.Why would anyone jam this tightly toPage 689 of 1510 something we so critically need to protect and need.It will be quite interesting to see how damaged this wetland becomes in time by human intervention. Habitat l am not going to speak to the study itself but rather personal observation and what people here in the village are noticing.I live close to the arena.The change started about 15 yrs ago with the opening of Weinbrenner Rd.But in the last 5 yrs it is very in your face.Fewer wildlife sightings such as skunk,raccoon,opossum,rabbits and squirrels.The first 3 animal species are rarely if ever seen now.During the summer months in particular birds of prey (usually hawks)are now in neighbourhoods picking off birds and whatever else they see that is small enough.Fox are now seen in my area as well as coyote now(we use to just hear them).Residents in the area are now concerned for their pets and their children.I missed it,but we also had a deer on our street. Considering that there is a tick increase going on.More than ever,do we need Oppossum.We also need our bats for mosquitoes and they are mentioned in concern within the study. The insect population was very poor this summer,as far as bees and butterflies were concerned.I was not the only one to notice it.So many residents everywhere have put in gardens to attract bees,butterflies,hummingbirds etc. l cannot but wonder how much Milkweed was destroyed tat Monarch butterflies need. The bird species has changed as well.Many birds that would be more out in the rural areas are now coming in.Other species are fewer or not seen. The development in question has already done a topsoil clearing which was mentioned earlier.Part of it happened last Sept. What happens to all the microbial life and the animals up the footchain that rely heavily on what sits with that layer of soil.it dies!And the study states that this death will occur.How is it that a developer can get this permission to move earth,even though the land has yet to be rezoned or even approved by Council???in the last yr,the land that was cleared has revitalized on its own somewhat.That means that a certain amount of wildlife has returned or new has arrived.So what I see is another round of death and destruction coming when they are able to build.And this will occur on the area that has been plowed as well. I should mention that after the last rain we had,that there were some pretty good size puddles on the land.So much so that 2 Heron were standing in the middle of one. Overall since development stated out here,thngs have definitley changed and not for the better. Stormwater Ponds I will be honest I know nothing about Hydrology.But it does seem odd with all the clay and underground streams that run through the property that storage tanks are being considered.If,we continue having the rains we have been having.Would it not be prudent to put in a pond. Archeaology Study Done in 1993.28 years oldl Should be said that this was a minimal study.The study itself was not submitted.Why is that? This area was Indigenous land as well it is near a battlefield area.Archeaology has a habit of rising.Topsoil removal already started last September 2020.it is possible that some artifacts if any were plowed or destroyed and sitting in the large berms that sit on the property.Thinkwe need a new study! Water and Sewer The 50 yr dilemma.That is when we amalgamated the City notcontinuesevenaftermillionshavebeenspent.Mr Nickels last September was asked if the new wastewater plant wouldcorrecttheproblemswehaveinChippawa.His answer was he didn't know.Even the Region doesn't seem to know for sure.it is still several years off for the plant to be fully operational.Considering they are now looking at Thorold South being putintothisplanthowwillthisaffectusinthelongterm.Climate Change is already here.If this summer was any indication withtheamountofrainwehavereceived.it is conceivable that that there will be overflow.Overflow into the Welland RiverwherepeoplefromallovertheRegionpartakeinleisureactivities.I am not even going to get into the environmentalissuehere.Page 690 of 1510 Traffic Study The traffic study that was prepared is flawed. 1“Study Dec 2017 City requests to add on another section of Chippawa and this is completed in March 2018 2"“clone June 11,2020 We were in still in lockdown at that point.No school,no activities,etc and they made what I will call prognostications about traffic not only now,but in the future.They did acknowledge though that some people may use boundary rds.Did not mention however how many people will reroute themselves through neighbourhoods. I believe that the last study does not include 3 developments.King George Village on Mears Cres,The Go to development on Sodom and Lyons Creek and the Riverwalk Condos at Macklem and Portage.Approx 150 new residences. Last September,Chippawa was talking about the Go to development at the corner of Sodom Rd and Lyons Creek Rd.At that time you said NO to the size of the development that would have put a potential 135 cars onto Sodom Rd and the corner of Lyons Creek.Now you are asking us to accept a development of over 900 and up to a 1000 that will mostly filter out onto Sodom and the balance onto Willoughby Dr.Yes,this development willtake a few years to fully appear but none the less it willget there. lfjust half of the residences have jobs and go out at peak times.That is more than 400 cars potentially.Maybe a lot more or maybe a lot less.if,you are using the corners of Main and Willoughby or Sodom and Lyons creek to go to work.How much longer do you think it will take?There is a potential for people to have to sit and wait 10 or more minutes depending when they left the new development.That doesn't even take in to account how present residents will be affected just trying to get onto Sodom or Willoughby.How willthis affect busing for the City or Schools It is the nature of most people to be impatient. This may also affect buses coming to Bettys Restaurant So what do you want to happen here in Chippawa ? People will reroute through neighbourhoods This already occurs on Nassau St in particular.Other streets have had some increase as well.And not,just with local traffic.This year the BallTournament is running again and my husband saw numerous cars in a row turn down Nassau off of Lyons Creek.They were all avoiding the Sodom Rd/Lyons Creek corner.i would assume that many golfers on their way to Legends are taking advantage of this as well.As do some local residents. There has already been a T bone crash at Weinbrenner/Nassauand Sodom rd this summer.The corner is not blind at all. The next issue is...What will eventually happen to all who choose to backroad it out.In particular the Willick,Ort,Rexinger, Stanley Ave,to Lyons Creek This already occurs as well.This willcause it’s own set of challenges at the 3 way stop at Stanley and Lyons creek.This intersection is a jog over similar to Stanley ave and Marineland Pkwy but is a bit tighter.There is also a safety concern on these rural roads as there are residences who live more rural and ride horses in this area.While these roads are paved one is more a gravel type.is it fair for those who have chosen to live more rurally to suddenly have traffic on what was once a quiet road.See map at end of Tra?ic It was suggested by Councillor Kerrio last Sept that people should drive out Sodom Rd to the QEW.While it is a solution,it is not practical if your plan is to go north.Who wants to backtrack?Not to mention that Sodom and the QEW is the snowline quite often when Buffalo is having lake affect snow. Consider to that McLeod Rd has a lot of new builds going on and new subdivisions.This also more traffic to possibly navigate. Here are a few other items to keep in mind out atSomuchsothattheyparkonLyonscreekRdasthereisnotenoughparkingspacesinthelot.2.The boat launch has also become a hot spot for swimmers and floaters and people just wanting to enjoy the Creek.More vehicle traffic and foot trafficTheArena4.The pedestrian activated crosswalk.There is a crosswalkat Weinbrenner /Nassauand Sodom Rd.it is activated by anyresidentneedingtocrosstheSodomRd.SAFELYLThe mere fact that it is there tells you that there is traffic issuealready,which is not going to improve.5.Police presence.There is frequently a police car or speed trap in the arena and also out on Lyons creek Rd in a coupleofareas.5-“Page 691 of 1510 6.There are no crosswalksof any kind at Sodom and Lyons Creek either.This can be tough intersection to cross by foot. 7.There have already been accidents at this intersection.And a lot of near misses with bikes,pedestrians and general traffic.The residences that live very close to this intersection have heard their fair share screeching tires as drivers are making last second stops. 8.Nassau St to get to Lyons Creek.This is dangerous now for those living there.There are many children there.And getting onto Lyons Creek is not always easy from this access either.Partly because of the traffic ,but because the Boat Launch entrance is directly across from it. 9.Residents on Nassau now have City of Niagara FallsSlow down signs Because of this detouring of traffic 10.ProvincialSlo pitch Tournament For the past several years for S weekends late Aug —September.While great for stores and food etc.The residents are bombarded by traffic because of the location of the ballparks.Here again the Sodom and Lyons Creek are directly involved.Also many side streets lose their curb side parking as the ball players and their entourage park wherever they can. 11.Sodom Road allows people to come into not only Chippawa from the QEWbut the City as well us.Those coming in from Welland etc come in Lyons Creek. 12.What about Emergency Services?A Major concern especially with 2 Seniors care residences here for Ambulance service. 13.We also have marathons,on foot and bicycle who use one or both of the main intersections 14.At the Willoughby Main st intersection and Portage and Macklem both have stoplights.How much of a back up will occur here. 15.It should be mentioned that children cross Willoughby Dr on their way to both the Elementary schools.There are crossing guards but the danger is real with increased traffic. The new proposal in front of you is going to exacerbate an already increasing issue Corner of Sodom &Lyons Cr Chippawa East Development Corner of Stanley Ave,Lyons Cr Rd &Stanley Ave Reroute via back roads Already occurring Chippawa is slowly being cutoff.Soon we will have to backtackdown Sodom orjust use Lyons Creek Rd or the Parkway (E which is not practical during the tourist months)depending on where you need to go.Stanley Ave to Marinelandparkway5justbringsusbacktoMcLeod.If you use Chippawa Parkway to get over to Dorchester,that won't work either as it is all beingdeveloped.What a failure to assume that everyone will take a bus.We all want to do our part for the carbon footprintespeciallywithfuel.But until they come up with better solutions no one will change Electric cars are not it The disposal ofthebatteriesintimecreatesitownenvrionmentalissues.And bio fuel has majors implications of it's environmentaldestructionofhabitatinparticularPalmOilproduction.Page 692 of 1510 Schools At one time there were 4 schools in Chippawa 2 l<-5Public Schools 1 6-8 Public and 1 Catholic k-8 There are only 2 schools here 1 public k-8 1 Catholic k-8 Both these schools are at capacity and have portables The question becomes,where will a new school go?There are no open lands now,say for one on Willoughby drive near Cattell.Whether that is large enough is unknown.Land beyond Willicl<is unserviced and the lands that were once the Oaklands Golf Course and The Oaklands/King Waldorf Campground are now owned by the same numbered Company. A bad surprise. Didyou know that many people in the Lyons Creek development on Sodom Rd felt that they could not shop in Chippawa? As it turns out,there were a small number of people on the numerous facebook sites here in the Village that were telling them to go back whence they came.While some in Chippawa actually meant it,new people are welcomed here.in reality, they were mad at the development itself.But a number of the new people took it seriously.This kind of banter is heard about every single development that happens here. Fiscal responsibility Since the inception of the Growth Plan,it is only normal that studies would start to look at the impact of it.What they are finding is as follows.If a municipality does NOT have it's Infrastructure completely up to date before new development begins,it should not rely on the new developments to provide enough monies to complete old infrastructure updates and to keep up to date with the new.The studies are also showing that Jobs should also be within these new developments.We are certainly not seeing this in this development.Many people may be running business’from their homes but that is not what is inferred. Questions Whydo people want to live more rural or a smaller community such as Chippawa.Because it is a ”Hidden Gem,Small and Quaint”.The very words Developers often use in their advertising.The very thing that disappears the minute they start to build. Design Apparently none ofthe builders have realized that Chippawa has had increasing winds(so has the Region).Any street that runs parallel to Sodom or Willoughby will become wind tunnels.So for those people who buy homes on the cross streets especially those that live at the end of those parallel roads.i hope that they enjoy all the leaves,debris and garbage. At present the Lyons Creek Development has been nicknamed”Lego City”.The Silvergate development ”the Barracks” You can tell in any area/subdivisionwhen it was built,by its design.The design in Lyons Creek is the same design all over Ontario. Frankly,we need a change. I challenge the builders to come up with something that fits the Village of Chippawa.Something original and innovative and imaginative,possibly.Take a look at some of the older neighbourhoods and draw inspiration Something smaller in sq.footage.Provides a bit more land than what you are presently are.Something perhaps has a more historical feel (not downtown Toronto either)It is time for you to do your part and direct it at the needs of the people of the Niagara Region first. Don't shit where you eat”They do not have to live with any of the consequences they leave behind.They are also,notelectedofficialswhocanlosetheirposition.You as Mayor and Council are accountable to the residents.Not to a plan thattheydidnotevenconsiderthelongtermconsequencesorhowitwouldaffectmanyinsmallercommunities.YoursStanlee HickevProudresident of Chippawa for 43 yearsPage 693 of 1510 Julie Hannah From:Stanlee Hickey <__..-..-...--... Sent:Monday,November 22,2021 12:56 PM To:Andrew Bryce;Alex Herlovitch;Julie Hannah Subject:[EXTERNAL]—AM—2018—012Chippawa East Attachments:Letter 1 ElSTUDYChippawa East KatherineYagi Nov lS,202l.doc;Lyons Cr and Stanley.png Good afternoon to you all lam asking that your remove the development know as Chippawa East from the upcoming Council meeting until the owner developer redoes some of its studies. 1.The Traffic Study is in no way complete it states that it was done in June of 2020.IF you recall we were in lockdown at that time.(this was brought up at the opene house and apparently ignored)it also predates 3 known developments that are now planned.These development potential car numbers must be included for a truer picture.But more importantly it does not show another intersection which is being used to come in/outthrough backroads.it should be noted that these roads have already seen an increase and one nasty accident has happened.Residents in this area have already been in touch with the city with their concerns and it is my understanding that a traffic count has been down there.Please see map attached.it should also be said that there are several sides streets that are getting traffic that should not be getting this at all.How much more do they have to endure?? 2.The environmental study is missing some critical information.i have attached a preliminary report from Katherine Yagi (Brock U.it is supported by Dr Anne Yagi Environmentalist 8trees.ca)Considering this was only a preliminary look,what would come up with a more thorough investigation? 3.Affordable housing What is affordable housing today?Well,it seems that if you are not making $200,000 +you can no longer buy a home in the Niagara Region.What will be built on this property will not be within the range of any locals.There is no consideration for anyone with a health or mobility issue either. it is my understanding with the growth plan that there should be a place for growth of pre—existingbusiness‘ and or a place for new businesses to come.Every inch of serviced land in Chippawa seems to have bought.And not for these purposes. The Open house that occurred in Sept was a sad statement in regards to the fact that citizens of Chippawa newspaper does not work as so few take a paper and NO one is looking at the City site either.The small signsyouputonthepropertyaredifficultatbestunlessyoucometoafullstoptolookatitifyouareinyourcar.And no one is walking by these either.Thank youPage 694 of 1510 Stanlee Hickey Sent from Outlook 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 695 of 1510 Julie Hannah From:John Brucato Sent:Monday,November 22,2021 3:42 PM To:Alex Herlovitch Subject:[EXTERNAL]—ChippawaEast development Niagara Pails,Ontario L2G 6M5 November 23,2021 Mr.Alex Herlovitch Director of Planning,Building and Development,City Hall 4310 Queen Street, Niagara Falls,Ontario L2E6X5 Re:Chippawa East Development Dear Mr.Herlovitch: The primary issue I have with this development is the density of the proposed housing units,the significant anticipated increase in population of the area,and the resulting volume of traffic. There are only two local bridges over the Welland River at present and a limited number of thoroughfares available to access these routes.That is,Sodom Road,Main Street,Willoughby Drive,and Stanley Avenue.Motorists using Sodom Road and Willoughby Drive will find themselves at the intersection of Main Street and Cummington Square W.Traffic converges on this intersection from the north as well,particularly with seasonal traffic along the Niagara River Parkway as well as traffic from Marineland Parkway/Portage Road. Often the widening of roads and improvement of intersections enables increased traffic to be accommodated, however in this case,due to existing buildings and structures,this does not appear to be feasible.Consequently,we can expect congestion,with all the accompanying disadvantages and irritants - noise,pollution,hazards and delays —to increase dramatically. Furthermore,these existing roadways are not in the best condition:Marineland Parkway,Willoughby Drive and Main Street all have substandard pavement,and Marineland Parkway,in particular,lacks defined bicycle and pedestrian pathways.As a Chippawa resident,I have often witnessed near-misses between cyclists and motorists who consistently traverse this section of road well in excess of the 60kph speed limit.Increased The Chippawa East development alone,in its proposed form with 926 living units and an estimated populationofnearly2,300 inhabitants,will increase the population of the Chippawa area by some 40%.This does nottakeintoaccountthecontinuingbuildingwithanexpectedincreaseinpopulationthatisunderwayattheLyon's Creek neighborhood west of Sodom Road.As well,it is clear that the former Oaklands Golf Course willbedevelopedwith,as i understand it,some 1,200 residences in the not—too—distantfuture.Therefore,thequestionlooms:Is the traffic and infrastructure currently in place equipped to handle the increased burden ofPage 696 of 1510 such a significant increase in population that would appear to be on its way to doubling the population of Chippawa? I realize that traffic studies are done as part of each development process,however is the City of Niagara Falls properly assessing the ”big picture”and taking all such development into account,or simply evaluating on a project~by—projectbasis?Surely this would be a short—sighted approach.Please advise how the City of Niagara Fallsand Region of Niagara are assessing the anticipated increase in traffic that will result from the collective impacts of such developments? l have not noticed any proposals to improve the thoroughfares noted above,so I am expecting that any actions in this regard will be reactive instead of pro—active.This leads me to believe that the traffic and issues that should be anticipated and accommodated,if this is even possible,in advance of these problems occurring.Residents of Chippawa will instead be subjected to all the negatives associated with unplanned development. For these reasons I implore the City of Niagara Falls and the Region of Niagara to properly assess the impacts of not only Chippawa East,but any proposed developments south of the Welland River prior to approving any zoning or other changes. Regards, John Brucato 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 697 of 1510 Hello Councillors, lam requesting that you downsize the projected housing development on Sodom Road.As l'm sure you understand,we do not have the infrastructure in Chippawa to accommodate this many houses.Our roads are also not equipped to deal with (at minimum)another 1000 vehicles.We have one main intersection that can be difficult to navigate in the summer with the tourists.I have lived on Bridgewater Street for 20 years.i have never seen a deer on Bridgewater Street;this year I have seen two.Allof your allowed building is displacing our wildlife.Most people that live here do so because it is a "village"not the urban sprawl that you are allowing it to become.There are many seniors that have resided here their whole lives who would like to downsize and stay in their ''village'‘;however,they are unable to do so because the lack of affordable housing.Many of these seniors suffer with COPD clue to the pollutants that were released from the Norton company for so many years.Their health will continue to deteriorate with so many more cars on our streets. I understand that one councillor suggested in the past that people living on Sodom Roadcould consider not driving through Chippawa to get to Niagara Falls and could continue driving up Sodom Road to the QEW.Sorry for the insu|t.....but get real,who has the time and patience these days??Has this councillor ever driven that way in the winter.We just had two accidents on that strip during the last snowfall.One was a rollover and another was a crash and a person was killed. Please consider reducing the building in Chippawa.Thank you for your time and consideration. Susan Doherty -Page 698 of 1510 Niagara Falls,Ontario L2G 6M5 November 23,2021 Mr.Alex Herlovitch Director of Planning,Building and'Deve|opr'nént,CityHall 4310 Queen Street, Niagara Falls,Ontario L2E6X5 Re:Chippawa East Development Dear Mr.Herlovitchz The primary issue I have with this development is the density of the proposed housing units, the significant anticipated increase in population of the area,and the resulting volume of traffic. There are only two local bridges over the WellandRiver at presentand a limited number of thoroughfares available to access these routes.That is,Sodom Road,Main Street,Willoughby Drive,and Stanley Avenue.Motorists using Sodom Road and Willoughby Drive will find themselves at the intersection of Main Street and Cummington Square W.Traffic converges on this intersection from the north aswell,particularly with seasonal traffic along the Niagara River Parkway as well as traffic from MarinelandParkway/Portage Road. Often the widening of roads andlirnprovementofintersections enables increased traffic to be accommodated,however in thiscase,due to existing buildings and structures,this does not appear to be feasible.Consequently,we can expect congestion,with all the accompanying disadvantages and irritants —noise,pollution,hazards and delays —to increase dramatically. Furthermore,these existing roadways are not in the best condition:Marineland Parkway, Willoughby Drive and Main Street all havesubstandard pavement,and Marineland Parkway,in particular,lacks defined bicycle and pedestrian pathways.As a Chippawa resident,l have often witnessed near-misses between cyclists and motorists who consistently traverse this section of road well in excess of the 60kph speed limit.Increased volume of traffic will only exacerbate The Chippawa East development alone,inits proposed form with 926 living units and anestimatedpopulationofnearly2,300 inhabitants,will increase the population of the Chippawaareabysome40%.This does not take into account the continuing building with an expectedincreaseinpopulationthatisunderwayatttheLyon's Creek neighborhood west of Sodom Road.Page 699 of 1510 As well,it is clear that the former Oaklands Golf Course will be developed with,as I understand it,some 1,200 residences in the not~too~distant future.Therefore,the question looms:is the traffic and infrastructure currently in place equipped to handle the increased burden of such a significant increase in population that would appear tobe on itsway to doubling the population of Chippewa?'' I realize that traffic studies are done as part of each development process,however is the City of Niagara Falls properly assessing the ”big picture”and taking all such development into account,or simply evaluating on a project—by—projectbasis?Surelythis would be a short- sighted approach.Please advisehow the City of Niagara Falls and Region of Niagara are assessing the anticipated increase in traffic that will result from the collective impacts of such developments? I have not noticed any proposals to improve the thoroughfares noted above,so i am expecting that any actions in this regard will be reactive instead of pro—active.This leads me to believe that the traffic and issues that should be anticipated and accommodated,if this is even possible,in advance of these problems occurring.Residentsof Chippewa will instead be subjected to all the negatives associated with unplanned development. For these reasons I implore the City of Niagara Falls and the Region of Niagara to properly assess the impacts of not only Chippawa East,but any proposed developments south of the Welland River prior to approving any zoning or other changes.' Regards, ' $7/w,,7t3““t‘*°“““”r Johlq?lrucato Page 700 of 1510 To whom it may concern Concerns with rezoning parcel of land and change of increase in size of development from original plan submitted to Niagara Falls for Sodom RD &Willoughby Dr This land is currently designated Rural and developer is requesting it to be rezone to R3 &R4. Without a complete up to date Environmental Study done on this parcel of land,rezoning should be put on hold. Providing a Traffic Report that was done in June 2020 during Pandemic Lockdown,these results would not be accurate for this area. Clearing land ,removing top soil,no Environmental Study done on wetland or types species living in this area etc.Suggesting underground tanks to hold water to prevent flooding.Indicates that Provincial Policy Act is no being followed and the developer is not working with the community of Chippawa. Personal note,it's very unfortunate to see the amount of illegal dumping of garbage bags and mattresses on Brown Rd,Oldfield ,Thundering Water way and Weaver road.Allthese roads are in new subdivisions. Thank you,Amanda Lawrie Page 701 of 1510 I am not in agreement of the proposed residential plan for Chippawa ,Sodom and Willoughby UNLESS the structure in Chippawa and been addressed with the many concerns of added stress to Chippawa,being road,schools,water issues /sewer issues and added traffic to our small community. Once these issues are actioned on,then future development may make sense. Dan Murrell Page 702 of 1510 I e-mail to voice my concerns over the AM-2018-012,Chippawa development.This is one of many proposed devlopments in and around Chippawa. An apprisal by Dr.Yagi,(Brock university),of the environmental impact study completed by Dillon Consulting for this project concludes the study as a whole is incomplete and many matters:one for example,species at risk,particularly special concern species,need a fuller assessment to guage the real environmental impact. Further,The number of units proposed need to trimmed back.Already,traffic,gas fumes,car speed are concerns.And there are so many proposals for building in and close to Chippawa. Hopefuly,there is a plan and the City Coucil's vision is not one of Chipawa as another urban sprawl? Kind regards, Jean Cunnane Page 703 of 1510 Ken &Lorie Prohaszka Niagara Falls,On November 29,2021 City of Niagara Falls Director of Planning,Building Development City Hall 4310 Queen Street Niagara Falls,On L2E 6X5 Att:A Herlovitch Email:aherlovitch@niagarafalls.ca Dear Sir: Reference:Chippawa East Roll #2725—1308002~1470O AM-2018-012 I would like to request that the City of Niagara Falls not change the zoning on this property,from Rural to Residential Mixed for the following reasons (not listed in any particular order) ROADWAYS AND TRAFFICCONJESTION: >We have 2 main entrances/exitsin Chippawa into Niagara Falls;Portage Road,and Lyons Creek Road.These roads are already heavy traffic areas,adding another 1500 cars will cause major congestion. study needs to be readdressed.>Allowing another 1500 more vehicles on the road in our area,roads to and from Chippawa arealreadylimitedandwillbeverycongestedduringpeaktimesthroughtheday,causing issues foremergencyservicestoenter/exit.>When highway is closed for any reason,the main evacuation route is Sodom RoadLorieProhaszka Page 1 of 4Page 704 of 1510 >Main roads Main Street and Portage Road in Chippawa are already in a mess with "fixed”pot holes.—Our roads need to be properly maintained. >Bus Routes ——takes too long to get around in this City. >Bus transfer station is in front of a strip club,which is a detriment to many people. SEWERS: >Sewer Issues in Chippawa have been "patched”not fixed,what is that doing to our services? What is this doing to our water?Will this be safe in 20 years from now? Homes already have sewer backing up into their basements When the water pipe broke near this corner,people were without water for over 15 hours Pumping and holding sewer stations are overflowing New sewer pipes are being connected to older fully—taxesthe existing old sewer system Back in around 1980,Chippawa had a building freeze because of the sewer problems.They still have not been replaced,only patched. VVVVV WETLANDS&ANIMALHABITAT: >Wetland disruption,taking away biodiversity,taking away animal habitats. >Disruption of wild animals,birds,turtles,deer to say a few.The Ontario auditor's report states Ontario is failing to protect species at risk.The number of development approvals is harming species. >Disruption of the natural migration path for birds.We have noticed more birds flocking on our property now looking for food,as their forest is gone. >The Ontario Auditor has reported on the state of the environment,stating the province is set to run out of landfill space in 11v14 years Forest has already been torn down by the developer,water table has been adjusted. >>Coyotes and fox run throughout the residential areas. V SCHOOLS: >Lackof new schools facilities to warrant the new growth. >New residential homes will bring in more children requiring schools.Will the existing 2 schools be able to handle the growth? >Lackof retail outlets for grocery,hardware,banks.(Royal bank just notified they will be closingtheChippawaBranch),making it essential to own a vehicle for shopping and banking.Themeansmorevehiclesontheroad.NOlSE:Lorie Prohaszka Page 2 of 4Page 705 of 1510 >New residents will be annoyed with the noise and lights at the ball diamonds,even though the diamonds were there first. >Noise from the construction crews has already caused concerns.They started at 6:00 am backing up vehicles,and their back-up beepers woke the residences in the extended areas. OTHER CONSTRUCTIONPROJECTS: >There are a number of other properties being built on in the area as well,e.g.Silvergate at the old Rutland School,King George Village,condos building on Niagara River Parkway and Portage,behind Plaza on Catell and Willoughby to name a few. >New subdivisions in the last 5-10 years -between Sodom and Willick,behind Betty's restaurant AGRICULTURE: >Taking away green space.This area is agriculture,where will be produce our food? DRAINAGE: >What happened to the drainage area stated in the first proposal for this land?is it now going to be drainage underground tanks?What is this doing to our natural wetland?We already see drainage problems on Sodom Road when the water lines froze in Jan 2021. >Our ditches are covered with vegetation,the culvert under our driveways are higher than the ditches,so the water cannot flow through,water sits in these ditches for long periods of time as the clay soil doesn't drain well. AFFORDABILITY: >What will the average home be priced at?l’m assuming on the low end $700,000 with unfinished basements. >Who will be able to afford these new homes?To qualify for a $600,000 mortgage,a person has to make over $120,000 to afford a home.There are not manyjobs pay that well in Niagara area. >Price of groceries are going up,with no agriculture lands in our area,our vegetables need to be shipped in from further away,causing pricing to increase OTHER: Townsend,Ont.~—a planned ”ut0pia”gone wrong.”By Dan In his article,Dan statesthatthistownwastoexpandto100,000;however it only holds 1,000 people.You need a car,astherearenostoresinthearea.We will soon become similar to the city of ”Townsend”.2.Lookat what is happening in BC.The Highway collapsed from all of the flooding.is this due totoomuchweightfromthebuildingsinthearea?Lorie Prohaszka Page 3 of 4Page 706 of 1510 3.City of Hamilton voted to end the sprawl. 4.Niagara Regional Councilors Vote Overwhelming for Stronger Measures to Protect our Natural Heritage Posted on December 2,2021 by Doug Draper After Many Months of Council Debate and Lobbying by Citizens Across Niagara,”Option 3C”— Offering More Robust Protection for Niagara's Natural Environment —-ls Approved With the above being said,l am against the change of zoning from Rural to Residential Mixed,and hope that the City Planning Department and Council members will agree.More than 900 homes in this rural area will put significant drain on our area.From what I understand,the revenue gained in tax dollars, doesn't cover any room to fix the already existing problems this area has. Yours truly, goemczd’ Ken and Lorie Prohaszka CC: Alex Herlovitch <aherlovitch@niagarafalls.ca>; Lori Lococo <llococo@niagarafal|s.ca>; Wayne Campbell <wcampbel|@niagarafalls.ca>; Wayne Thomson <wthomson@niagarafalls.ca>; Chris Dabrowski <cdabrowski@niagarafallsrca>; Mike Strange <mstrange@niagarafal|s.ca>; Carolynn loannoni <ioannoni@niagarafa||s.ca>; Jim Diodati <jdiodati@niagarafalls.ca>; Victor Pietrangelo <vpietrangelo@niagarafal|s.ca>; Vince Kerrio <vkerrio@niagarafalls.ca>; Andrew Bryce <abryce@niagarafalls.ca> Julie Hannah <jhannah@niagarafalls.ca Lorie Prohaszka Page 4 of 4Page 707 of 1510 From:Jim &Linda Coliacott <'L Sent:Saturday,December 4,2021 4:54 PM To:Alex Herlovitch <aher|ovitch@niagarafalls.ca>;Lori Lococo <ilococo@niagarafal|s.ca>;Wayne Campbell <wcampbeil@niagarafalis.ca>;Wayne Thomson <wthomson@niagarafal|s.ca>;Chris Dabrowski <cdabrows|<i@niagarafa||s.ca>;Mike Strange <mstrange@niagarafa|ls.ca>;Carolynn ioannoni <ioannoni@niagarafal|s.ca>;Jim Diodati <’diodati@niagarafa|ls.ca>;Victor Pietrangelo <vpietrangeio@niagarafalls.ca>;Vince Kerrio <vkerrio@niagarafal|s.ca>;Andrew Bryce <abryce@niagarafa|i5.ca>;Julie Hannah <‘hannah nia arafal|s.ca> Subject:[EXTERNAL]~AM—2018—O12,Chippawa Please reconsider any zoning changes to the proposed property development located between Sodom Rd and Willoughby Dr.in Chippawa. 1.It is my understanding that traffic ?ow studies were done during lock down due to covid.These will not paint an accurate picture of traffic in and out of the village. 2.Again concerns with traffic congestion from Portage Road through Cumminton Square.There is already a noticeable increase in traffic and congestion with the development that has occurred to date. 3.Infrastructure has been a concern since we moved here 50 years ago.People still have basement flooding due to sewer back up.The work currently being done on the older system is a band aid solution.The new sanitation plant will not be ready in time for the proposed new building.Will the new systems bypass the old,or add to their burden? 4.Esthetics -we have all seen new builds with large buildings on postage size lots,houses crammed in.Is this to be a housing development where families have some green space to call their own,or a future slum? 5.Lack of regard for endangered species native to the area —a larger green space should be maintained,with more consideration to the watershed. Please put careful consideration into any decision that you make regarding this and any development in Niagara Falls.Once the land is lost to development,it cannot be reclaimed.We have a responsibility to protect green space and aquifer systems for future generations.Page 708 of 1510 PBD-2021-72 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-72 AM-2021-017, Zoning By-law Amendment Application 7280 Lundy’s Lane Applicant: 5009856 Ontario Inc. (Anthony Lucisano) Agent: Sullivan Mahoney (Rocky Vacca) Conversion of Existing Hotel and Motel into an Apartment Building with 122 Dwelling Units RECOMMENDATION That Council approve the Zoning By-law amendment application to rezone the lands a site specific Tourist Commercial (TC) zone to permit the conversion of the existing hotel and motel into an apartment building with 122 dwelling units, and rezone the abutting Significant Woodland and associated buffer in the south-west part of the property to the Environmental Protection Area (EPA) zone, subject to the regulations outlined in this report. EXECUTIVE SUMMARY 5009856 Ontario Inc. have requested a Zoning By-law amendment for land known as 7280 Lundy’s Lane. The applicant requests the land be rezoned to a site specific Tourist Commercial (TC) zone to permit the conversion of the existing hotel and motel into a building with 122 dwelling units and to place a portion of a Significant Woodland and associated buffer under the Environmental Protection Area (EPA) zone. 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 while ensuring the protection of the abutting Significant Woodland; • 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 TC zone permits dwelling units, and the requested and recommended regulations are appropriate to ensure the proposed development will be compatible with surrounding properties; and, the requested EPA zone will ensure the protection of the Significant Woodland and associated buffer. Page 709 of 1510 2 PBD-2021-72 December 7, 2021 BACKGROUND Proposal 5009856 Ontario Inc. has requested a Zoning By-law amendment for land known as 7280 Lundy’s Lane totalling 1.2 ha (3.1 acres). Refer to Schedule 1 to locate the land. The zoning amendment is requested to permit the conversion of the existing hotel and motel into an apartment building with 122 rental dwelling units and to protect the abutting Significant Woodland and associated buffer. Schedule 1 shows details of the proposed development. The lands are currently zoned Tourist Commercial (TC), in part, and Prestige Industrial (PI), in part, in accordance with Zoning By-law No. 79-200. The applicant is requesting the subject lands be rezoned to the Tourist Commercial (TC) zone, in part, with site specific regulations to permit apartment rental dwelling units, a reduction in parking spaces for the residential use, and recognize the existing 5 storey (17 metre) height of the building and the Environmental Protection Area (EPA) zone, in part, to protect the Significant Woodland and associated buffer. Site Conditions and Surrounding Land Uses The subject lands contain the Day’s Inn consisting of a 5 storey hotel and 2 storey motel and a 200-seat restaurant building. The restaurant building is being retained for commercial purposes. To the north are commercial uses; to the south is forested land; to the east is vacant land; and, to the west is the QEW. Circulation Comments Information about the requested Zoning By-law amendment was circulated to City divisions, the Region, agencies, and the public for comments. The following summarizes the comments received to date: − Regional Municipality of Niagara − No objections to the application, subject to the adjacent Significant Woodland features and associated 7 metre buffer being placed in an appropriate restrictive environmental zone. − A Record of Site Condition must be filed prior to change in use. This may be dealt with through a holding regulation, through the site plan process, or prior to issuance of a Building Permit. − The Region will provide noise warning clauses for inclusion in the Site Plan Agreement at site plan stage. − Regional urban design comments were provided concerning the vehicular driveway entrances and landscaping that will be addressed at the site plan stage. − Ministry of Transportation (MTO) − No objection to the application. Page 710 of 1510 3 PBD-2021-72 December 7, 2021 − An MTO Building & Land Use Permit will be required before the start of any on- site construction/works. No features which are essential to the overall viability of the site are permitted within the MTO 14 m setback area. − Building − All required Building Permits and Demolition Permits to be obtained prior to commencement of any construction/demolition. Review of plans to occur upon Site Plan Control and Building Permit(s) application. − Business Development and Legal − No objections to the application or requested site specific regulations. − Fire, Municipal Works, Transportation Services − No objections to the application or requested site specific regulations. − Technical review will occur at site plan stage. Neighbourhood Comments A virtual neighbourhood open house was held on September 21, 2021. No members of the public attended. To date, no written comments have been received. 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 provide smaller studio units that will add to the diversity of housing type options for residents. The Planning Justification Report has indicated the units are intended to be affordable to low to moderate income households; • The proposed development 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 while protecting the natural heritage features; • The compact, mixed-use development incorporates compatible employment uses to support liveable and resilient communities; and, • The recommended regulations will facilitate the redevelopment of land in a manner that results in a compact form. Page 711 of 1510 4 PBD-2021-72 December 7, 2021 2. Official Plan The subject lands are designated Tourist Commercial, in part, Residential, in part, and Environmental Protection Area, in part and are within the Lundy’s Lane Satellite Tourist District in the City’s Official Plan. The proposal conforms to the Official Plan as follows: • The proposed residential development is permitted within the Tourist Commercial designation, and assists in the creation of a complete community; • The proposed development will adaptively reuse the existing 5 storey hotel and 2 storey motel to provide 122 dwelling units at a permitted density of 102 units per hectare and offer rental studio units, with interior amenity space provided for residents; • The abutting Significant Woodland and associated buffer are being protected; • The existing parking area is at the rear and side of the buildings; • The building will maintain a built form presence along Lundy’s Lane; and, • The retention of the restaurant building will provide employment opportunities and will not conflict with the residential use. 3. Zoning By-law The property is currently zoned Tourist Commercial (TC), in part, and Prestige Industrial (PI), in part, in accordance with Zoning By-law No. 79-200. The existing buildings which are the subject of the application are located outside of the PI zone. Proposed Development Lands The applicant is requested the existing hotel, motel, and restaurant be zoned a site specific TC zone. The TC zone permits dwelling units above the ground floor to a maximum of 50% of the total floor area of the building and commercial uses. The changes to the standard TC regulations are summarized in the following table: ZONE REGULATION STANDARD REGULATION REQUESTED REGULATION Permitted uses In accordance with the permitted uses in the TC zone Apartment dwelling Maximum height of building or structure 12 m 17 m or 5 storeys (existing) Parking requirements Residential: 1.4 parking spaces per dwelling unit Residential: 1.25 parking spaces per dwelling unit Page 712 of 1510 5 PBD-2021-72 December 7, 2021 The requested regulations can be supported for the following reasons: • The proposed permitted use of apartment dwellings can be supported as it will provide a new housing option for residents; • The increase in the maximum height of the building can be supported as the height is established. No changes are proposed to the built form; and, • The proposed parking supply is supported by Transportation Services staff as parking needs will be met for the proposed development at an appropriate rate for the dwelling units. Parking will also be provided for the restaurant. Other Lands The applicant is requesting a small portion of the abutting Significant Woodland and associated buffer that is located on the land (see Schedule 3 for the location) be placed under the Environmental Protection Area (EPA) zone. This is supported as it will ensure the protection of the feature. A Record of Site Condition (RSC) is being prepared and is expected to be filed with the Ministry of the Environment, Conservation and Parks (MECP) early in the new year. Given this progress, and the fact that the building is existing and no structural or below grade changes are being proposed, staff are satisfied that a holding (H) regulation is not necessary to secure the filing of the RSC. An acknowledgement letter of the registration of the RSC from the MECP should be provided to the City prior to the execution of the Site Plan agreement. 4. Site Plan Process The applicant is filing a site plan application to address the change in use. As the site is developed, this process is expected to deal primarily with such matters as lighting details, landscape enhancements and waste disposal. The amending zoning by-law will need to come into effect prior to approval of any site plan drawings. 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 affordable and accessible housing choices for all residents. Page 713 of 1510 6 PBD-2021-72 December 7, 2021 LIST OF ATTACHMENTS ➢ Schedule 1 – Location Map ➢ Schedule 2 – Site Plan ➢ Schedule 3 – Zoning By-law Schedule Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, Chief Administrative Officer J.Hannah: Attach. S:\PDR\2021\PBD-2021-72, AM-2021-017, 7280 Lundy's Lane.docx Page 714 of 1510 7 PBD-2021-72 December 7, 2021 SCHEDULE 1 (Location Map) Page 715 of 1510 8 PBD-2021-72 December 7, 2021 SCHEDULE 2 (Site Plan) Page 716 of 1510 9 PBD-2021-72 December 7, 2021 SCHEDULE 2 (Zoning By-law) Page 717 of 1510 Address: 7280 Lundy’s Lane Applicant: 5009856 Ontario Inc. Proposal: To permit the conversion of the existing hotel/motel into a 122 unit apartment building Zoning By-law Amendment Application AM-2021-017 Page 718 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Location PROPOSED DEVELOPMENT Hotel Detached Dwellings Commercial Hydro Canal Page 719 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Site Plan Page 720 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Background •Applicant has requested approval for a Zoning By-law amendment for a 1.26 ha (3.11 hectare) parcel of land. •The zoning amendment is requested to permit the conversion of the existing hotel and motel into an apartment building with 122 rental dwelling units. •The subject land is zoned Tourist Commercial (TC), in part, and Prestige Industrial (PI), in part. •Applicant is requesting the land be rezoned to a site specific (TC) zone: •To add an apartment dwelling as a permitted use •To recognize the existing building height (17 m) •To decrease parking regulations to 1.25 parking spaces/unit (Standard regulation: 1.4 parking spaces/unit) •A small part of the land is requested to be rezoned Environmental Protection Area (EPA) to protect a significant woodland.Page 721 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Proposed Zoning Page 722 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Neighbourhood Open House September 21, 2021 •No members of the public attended. •No written comments have been received.Page 723 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Provincial Policies •The smaller studio units in the development will add housing options for residents. The Planning Justification Report has indicated the units are intended to be affordable to low to moderate income households; •The proposed development is transit supportive, will assist the City in meeting its intensification target, and contributes to the creation of a complete community while protecting the natural heritage features; and •The recommended regulations will facilitate the redevelopment of land in a manner that results in a compact form.Page 724 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Official Plan –Lands designated Tourist Commercial, in part, Residential, in part and Environmental Protection Area located within the Lundy’s Lane Satellite Tourist District •The proposed residential development is permitted within the Tourist Commercial designation, and assists in the creation of a complete community; •The proposed development will adaptively reuse the existing 5 storey hotel and 2 storey motel to provide 122 dwelling units at a permitted density of 102 units per hectare; •The abutting Significant Woodland and associated buffer are being protected; •The building will maintain a built form presence along Lundy’s Lane; and, •The retention of the restaurant building will provide employment opportunities and will not conflict with the residential use.Page 725 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Zoning By-law •The property is currently zoned Tourist Commercial (TC), in part, which includes the buildings, and Prestige Industrial (PI), in part. Proposed Development Lands •The applicant is requested the existing hotel, motel and restaurant be zoned site specific TC zone. •The TC zone permits dwelling units above the ground floor to a maximum of 50% of the total floor area of the building.Page 726 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Zoning By-law •The changes to the standard TC regulations are summarized in the following table: ZONE REGULATION STANDARD REGULATION REQUESTED REGULATION Permitted uses In accordance with the permitted uses in the TC zone Apartment dwelling Maximum height of building or structure 12 m 17 m or 5 storeys (existing) Parking Requirements Residential: 1.4 parking spaces per dwelling unit Residential:1.25 parking spaces per dwelling unit Page 727 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Zoning By-law •The requested regulations can be supported for the following reasons: –The proposed apartment use will provide a new housing option for residents; –The requested maximum height of the building is the current height. No changes are proposed to the built form; and, –The proposed parking supply is supported by Transportation Services staff as parking needs will be met at an appropriate rate for the dwelling units and restaurant.Page 728 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Zoning By-law –Other Lands •The applicant is requesting a small portion of the abutting Significant Woodland and associated buffer be placed under the Environmental Protection (EPA) zone. •A Record of Site Condition (RSC) is expected to be filed with the Ministry of the Environment, Conservation and Parks (MECP) in the near future. •Since the building is existing and no structural or below grade changes are being proposed, staff are satisfied that a holding (H) regulation is not necessary to secure the filing of the RSC.Page 729 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Planning Analysis Site Plan Process •The applicant is filing a site plan application to address the change in use. •As the site is developed, this process is expected to deal primarily with such matters as lighting details, landscape enhancements and waste disposal. •The amending zoning by-law will need to come into effect prior to approval of any site plan drawings.Page 730 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Conclusion •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 while ensuring the protection of the abutting Significant Woodland; •The proposed development conforms with the City’s Official Plan with respect to the density and built form anticipated; and, •The requested TC zone permits dwelling units, the recommended regulations are appropriate to ensure the proposed development will be compatible with surrounding properties; and, the requested EPA zone will ensure the protection of the Significant Woodland and associated buffer.Page 731 of 1510 A GREAT CITY…FOR GENERATIONS TO COME Recommendation •That Council approve the Zoning By-law amendment application to rezone the lands a site specific Tourist Commercial (TC) zone to permit the conversion of the existing hotel and motel into an apartment building with 122 dwelling units, and rezone the abutting Significant Woodland and associated buffer in the south-west part of the property to the Environmental Protection Area (EPA) zone, subject to the regulations outlined in this report.Page 732 of 1510 CAO-2021-08 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Chief Administrative Officer SUBJECT: CAO-2021-08 Funding Renewal for Walk-in Mental Health Clinic for Youth in Niagara Falls RECOMMENDATION It is recommended that Council: 1) Receive this report as information. 2) Refer the request to the levy budget meeting in order to approve funding of $20,000 for a one year agreement renewal with Pathstone Mental Health to provide mental health service for youth in Niagara Falls. EXECUTIVE SUMMARY Pathstone Mental Health offers a mental health urgent/walk-in clinic for youth in Niagara Falls one day per week at the Niagara Falls Community Health Centre through a partnership with the City of Niagara Falls that started in August 2019. The 2020 funding the City provided was extended by Pathstone through 2021 due to pandemic related service reductions and changes (such as remote appointments). Pathstone has requested that the City renew the agreement, with payment due in September 2022. This service improves access for youth and families to address important mental health needs in the City. Provision of this funding is not a core service for a municipality to deliver, but it provides improved community services. The approval of this request is being deferred to the budget meeting to better align with best practices of funding budgetary requests during Council deliberations. BACKGROUND In 2019, Pathstone Mental Health, which delivers mental health services for children and youth up to age 18 years of age in Niagara, offered to provide a mental health urgent/walk- Page 733 of 1510 2 CAO-2021-08 December 7, 2021 in clinic for this demographic in Niagara Falls called the “Hear & Now Walk-in Clinic”. Council agreed to fund the program for one year, at a cost of $20,000. This funding was extended by Council in 2020. The Clinic, located at the Niagara Falls Community Health Centre on Victoria Avenue, is open to those from ages six up until the day before their eighteenth birthday who are: • feeling sad, worried or angry • having fights with parent(s)/caregiver(s) • being bullied • dealing with a personal issue • having thoughts of self-harm • getting in trouble at school, home, or in the community facing the long-term mental health affects COVID-19 has caused. Parents and caregivers can also use the walk-in clinic for children under the age of six, if they are concerned about child related ages and stages, are constantly arguing with their child, or are worried about their child’s social and emotional challenges. This one-on-one mental health service is provided under the guidance of a Pathstone Mental Health clinician, one day a week (Thursdays) between the hours of 11:30am and 7:30pm. Pathstone also operates this program in Port Colborne, St. Catharines, Welland, Beamsville, Grimsby, Niagara-on-the-Lake, and Fort Erie, through municipal support. Over a 12-month span, kids living in Niagara Falls have received over 2,000 treatment sessions at Pathstone, while another 99 kids from Niagara Falls are currently waiting for a program. Within a single day of service in Niagara Falls, they see, on average, 2-3 clients. This is consistent with or slightly higher than, attendance at the other programs across the Region. Pathstone is make these services even more accessible through video counselling. Remote service alleviates COVID contact concerns and families do not need to arrange travel to meet with a Pathstone therapist. Going forward, Pathstone will continue to promote the service and the Victoria Avenue location of the Walk-In Clinic at schools, through print, radio and social media, and through community partners and campaigns. ANALYSIS/ RATIONALE Immediate mental health counselling for children/youth and their parents/caregivers prevents many from having to access programs as they progress toward adulthood. This Page 734 of 1510 3 CAO-2021-08 December 7, 2021 service provides an early intervention model that would help youth to get into programs much earlier. This service has no fee, no appointments are necessary, and no health card is required. Removing these barriers would make it much easier for youth or their families to access this walk-in model of urgent intervention. FINANCIAL CONSIDERATIONS Renewal of the agreement with Pathstone Mental Health to provide a mental health urgent/walk-in clinic for youth in Niagara Falls one day per week would be for one calendar year, at a cost of $20,000, due in September 2022. Funding this request from Reserves, as was done in the past, is not a sustainable funding approach. If Council intends to continue this service, the funding cost should be added to the budget and the cost levied to the taxpayers. CITY’S STRATEGIC COMMITMENT This initiative supports Council’s Strategic Priority of a Healthy, Safe and Livable Community: ensure that residents have access to state of-art health care facilities and qualified professionals and, advocate for mental health services This partnership will support the City’s efforts in advancing enhanced health services planning in the community. ATTACHMENT: Letter of Request from Pathstone Foundation, November 10, 2021 Respectfully submitted: Jason Burgess, Chief Administrative Officer Report Developed by: Dale Morton, Manager of Communications & Corporate Initiatives Page 735 of 1510 Pathstone Foundation Mental Health Support for Kids and Families, through and beyond COVID-19 November, 10, 2021 Dear Mayor Diodati, As a children’s mental health services provider, focused on Niagara’s kids and families from the start of their life through to age 18, I can tell you with confidence that our organization continues to feel immense pressure. As the primary accredited provider of children’s mental health in Niagara, and lead agency for the province of Ontario, we play a vital role in identifying and solving gaps in care that involve assessment, process and delivery of effective mental health care without delay. As we continue to move through the outbreak, we are, and will be facing the long-term mental health affects COVID-19 has caused. Over the past 12 months, we saw close to 10,000 kids, a 35 percent increase from the previous year. Typically, we anticipate an eight to 12 percent increase in cases we see each year. 2019-2020 was extraordinary. And already, we can say with confidence we are on track to see another 10,000 kids over this 12-month span. This volume is beyond our capacity. Due to occupancy restrictions placed on indoor sites through the pandemic, we amassed a wait list that is currently close to 300 kids. These kids are waiting upwards of 90 + days to receive care at Pathstone, and that is something we are not comfortable with. Thanks to the support of towns and cities across Niagara including yours, our wait list was first reduced through the creation of walk-in clinics. With nine in-person clinics, we are able to support a child’s mental health the moment they need it. It has become our front-line method of care, coupled with video counselling and our 24/7 crisis and support line. We can’t stop now. Our services as they sit currently need to be maintained to ensure we can stay consistent in supporting kids the way we have promised. With no wait, and in their own backyard. Our next step in keeping these clinics open is funding. I feel it is important for you to know that all of our nine walk-in clinics are solely funded by donors like the City of Niagara Falls. Ministry of Health dollars don’t yet cover this cost. Over a 12-month span, kids living in Niagara Falls have received over 2,000 treatment sessions at Pathstone, while another 99 kids from Niagara Falls are currently waiting for a program. As we face an increase in demand for our mental health services every year, we know that the longer a child waits for treatment, the longer they will be in therapy. Therefore, immediate response in your own backyard, is the answer to stronger healthier kids, which make for stronger and healthier adults. Your continued support of the walk-in clinic in Niagara Falls at an annual cost of $20,000 means your residents continue to have immediate access to mental health support at a time that has never been more crucial. Page 736 of 1510 I want to express my appreciation to you Mayor Diodati, and your council for being one of the first to say yes to opening your own walk-in clinic and hope we can count on your support in 2022. Looking forward to hearing from you. With thanks, Kim Rossi, Director of Philanthropy & PR, Pathstone Foundation e. KRossi@Pathstone.ca o. 905-688-6850 x 167 c. 289-969-8342 Proudly supporting in-person Walk-In Clinic services in; I Grimsby I Beamsville I St. Catharines I Thorold I Niagara Falls I Fort Erie I I Fonthill I Welland I Port Colborne I Page 737 of 1510 CAO-2021-09 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Office of the Administrator SUBJECT: CAO-2021-09 Participatory Budgeting RECOMMENDATION It is recommended that Council direct staff to: 1) include a participatory budgeting pilot project in the 2023 budget process. 2) budget $200,000 for this pilot in 2023, with a focus on developing projects aligned with the Recreation, Culture & Parks Plan. 3) develop the process and timelines more fully, and report back to Council prior to the public launch, estimated to be in June 2022. EXECUTIVE SUMMARY Council requested that staff investigate participatory budgeting (PB) for consideration as part of the City’s budget process to allow the community to have a more direct say in how a portion of City funds are spent. Through participatory budgeting, citizens are typically asked to propose, discuss, prioritize and/or vote on municipal projects, and are ultimately empowered to make real decisions about how municipal funds are spent in areas that impact or benefit them. These projects can be city wide or confined to a specific geographic area or local park. BACKGROUND Participatory budgeting is an innovative “democratic process that gives ordinary people direct control over a portion of a public budget.” It originated in Brazil around 1989, and has since spread to more than 1,700 local governments in more than 40 countries. Page 738 of 1510 2 CAO-2021-XX 2021 PB is an annual cycle of engagement that is integrated into a regular budgeting process. A typical PB process follows these steps, usually over the course of a year: The following benefits have been ascribed to participatory budgeting by its advocates: ● Education on government processes: Creates opportunities for residents to meet Councillors and City staff to ask questions and learn about the costs of capital projects, the City's decision-making processes, and City programs. Improved accountability and trust: Open government decision‐making builds relationships between councillors and residents. It also exposes the difficult process of making choices between projects and services with equal merit . Increased effectiveness and community engagement: Encourages active participation in the community and establishes a new channel of communication with otherwise under‐represented groups, and can “improve the level and quality of information available” to municipal staff through direct engagement. ● Promotion of cooperation and social justice: PB promotes social cohesiveness and understanding by bringing together groups from different backgrounds and experiences (i.e. seniors, youth, indigenous and immigrant). Municipal Examples of Participatory Budgeting Page 739 of 1510 3 CAO-2021-XX 2021 The attached Appendix A provides research compiled as an Overview of Municipal Participatory Budgeting Programs. The following four city programs have been highlighted for this report: City of London, ON City of Victoria, BC City of Guelph, ON City of Kitchener, ON City of London, ON Neighbourhood Decision Making is the City of London’s PB program that offers community members of all ages the opportunity to directly decide how to spend a portion of the municipal budget in their neighbourhoods. They started in the initiative in 2017, and have continued with an active program in 2021. Proposed ideas can cost up to $50,000 with one project allocated to each of five geographic areas of the City, for a total budget of $250,000 in 2021. Londoners of any age can participate in all steps of the process, from idea submissions to voting. Idea proposals are required to: • Involve and empower members of the neighbourhood and demonstrate broad - based and diverse participation in the project process • Be originated, planned and put into action by the neighbours and community members who will be affected by the project • Occur within the city limits and be on public land that is accessible • Improve neighbourhood safety, participation and mobility • Beautify the neighbourhood • Improve community connections and understanding between neighbours • Encourage diversity and inclusion • Enhance or expand green space They use their Bang the Table engagement site (similar to our Let’s Talk Niagara Falls site) for submission of ideas, and have a short video on the process. City of Victoria, BC The City of Victoria’s Participatory Budgeting 2021 program targets Neighbourhood Spaces, but themes change yearly. Their budget is $50,000 with three funding level categories: projects with budgets of up to $1,000 (to a maximum of $5,000 of funding), projects with budgets of between $1,001 and $7,500 (to a maximum of $15,000 of Page 740 of 1510 4 CAO-2021-XX 2021 funding), and projects with budgets between $7,501 and $20,000 (to a maximum of $30,000 of funding). Residents can get involved in 2 ways: • they can submit a project to be funded by a portion of the $50,000 participatory budget. Projects can be put forward by individuals, groups, or non-profits organizations who live, work, or play in the City of Victoria, or by people who do not have a fixed address as long as they coordinate with either an organization or individual from Victoria to serve as their main point of contact. Individuals and informal groups must have a confirmed non-profit community partnering organization for their application • they can review submitted projects online and vote for the projects they want to see funded. An online information session and pre-application meetings are held for interested individuals or groups. In 2021, projects had to include accessible design and address at least one of the following themes, which are important to consider when building Neighbourhood Spaces: • social connection • community identity and expression • safety & belonging • connection with nature • community resilience Eligible project proposals that have been reviewed by the Steering Committee and City staff are showcased to the public through an online voting platform, and projects that receive the most number of public votes in each of the three funding level categories are funded by the City. City of Guelph, ON In 1999, Guelph “became the first North American city to implement PB to allocate funds.” The program evolved from community building efforts of the Neighbourhood Support Coalition (NSC), a civil society‐led collaboration of individual community groups which brought together a combination of government and private funds to support community needs. NSC’s PB initiative has grown from annual allocations of $250,000 to over $1 million. In this model, individual residents do not cast a vote for projects, instead neighbourhood associations select priority projects to advance the needs of their community, and then Page 741 of 1510 5 CAO-2021-XX 2021 elect a delegate to represent these interests at a city‐wide council. NSC provides training to neighbourhood associations and delegates on the budgeting process to enable wider involvement. Guelph’s NSC is still operating and seeking to expand its influence by assuming budget allocation authority for all or part of Guelph’s Arts and Culture grants program, and parts of the operating budget for Parks and Recreation. City of Kitchener, ON The City of Kitchener partnered with researchers from the University of Waterloo in 2018 to use PB to involve residents in updating two parks. In this pilot project, the city had identified a budget to invest in two neighbourhood parks – one urban and one suburban. The total project budget for each park was $100,000. The overall process was similar for each park, and included three rounds of voting: idea generation, idea prioritization, f inal vote. Residents led the way in terms of vision, ideas and decision making for the park upgrades, and staff provided support, advice and costing information throughout the process. People living in the neighbourhoods surrounding the parks were invited to attend a meeting to generate ideas. An online survey had participants rank their favourite ideas for the park, they voted on the design and the preferred project was funded. The major difference between a traditional park redesign engagement and the PB pilots was that it moved the citizen engagement model from being a consultation where citizens provide some input into the end product, to controlling the fin al outcome of the park. The PB process resulted in a different outcome than what the City would install in a traditional park, and better reflects the desire of the local residents. ANALYSIS/RATIONALE While the methods and processes used in participatory budgeting can vary, they generally follow a series of steps: Division into Neighbourhoods or Thematic Areas: The municipality is divided, by either neighbourhoods or thematic areas (i.e. youth or neighbourhood spaces) to facilitate the distribution of resources. Community outreach and engagement: City staff disseminate information about PB and opportunities for participation through posters, household mailings, inserts in local publications, articles, media releases, social media, and at local events and meetings. Page 742 of 1510 6 CAO-2021-XX 2021 Idea generation and project proposal development: Residents are invited to brainstorm community improvement ideas at meetings, drop-ins, pop-up locations and booths at local events, and online. Divisional staff are on hand to share information about Participatory Budgeting, existing infrastructure plans, the City's budget and decision-making process and to answer questions about resident's ideas. Staff review the ideas against the approved eligibility criteria and staff follow up with residents if they need more information, if an idea might be better suited to another location, or if several similar ideas could be bundled . Community voting process: PB programs vary in the degree to which they employ direct democracy. In its most direct form, PB allows participants to both propose projects and to vote on which projects receive funding. PB offers an opportunity for experimentation with alternative forms of voting. Project implementation City council ratifies the decision of the participants and the municipal budget is updated to reflect the decision. Reporting back: A year‐end report is prepared and the PB process is evaluated for performance and adjustments are made as required. Should Council decide to implement Participatory Budgeting, the following steps are recommended: Initiate a pilot PB program with a budget of $ 200,000, and delineate eligible projects. Staff recommend tying the PB pilot to the Recreation, Culture & Parks Plan that was recently approved. Create a staff team to undertake the PB project, comprised of representatives from Finance, Communications, and members from the section connected with the project (ie. Landscape Design), recognizing the staff time involved Develop criteria for project entries, and prepare a proposal guide or create guidelines and options if using PB for a defined project (ie. park) Prepare a video to explain PB Use our Let’s Talk platform to engage the public and facilitate the voting process Hold information/pre application/co-creation/ideation workshops or meetings for interested individuals and groups FINANCIAL/STAFFING/LEGAL IMPLICATIONS The budget for the PB pilot needs to be large enough that it is meaningful for the population being asked to participate. The budgets for the PB processes in the municipalities reviewed ranged from $50,000 (Victoria) to $3 million (Montreal) each year. Page 743 of 1510 7 CAO-2021-XX 2021 The Recreation, Culture & Parks Plan has initial costing estimates of $XXXXX. Staff have been directed to come back with a more detailed operational and financial plan for execution. This initiative and budget will be used to partially fund the plan. In addition to the funding for the project itself, expenses associated with encouraging sufficient engagement by the community and coordination of the project (ie staffing, community driven events, advertising, and printing) would require funding. CITY’S STRATEGIC COMMITMENT Responsible and Transparent Financial Management – Inform residents about how tax dollars are spent through transparency in government spending, budgets and decision - making. LIST OF ATTACHMENTS Respectfully submitted: Jason Burgess, Chief Administrative Officer Page 744 of 1510 Appendix A - Participatory Budgeting - Overview of Municipal Programs Municipality Population Amount Designated to Participatory Budgeting Process Description City of Toronto 2.9 million Total budget $800,000 Program in place for 15 years Capital and non-capital housing projects Tenant led decision making on non-capital items, but City Facilities Management leads the capital process. The City of Toronto PB process included: (1) community outreach using approaches such as posters and mailings to households in each targeted area; (2) the creation of a website and participant guide to explain capital budgeting guidelines; (3) community‐level proposal development; and, (4) voting on a short‐list of initiatives. City of Victoria 85,792 Total budget $50,000 Projects with budgets of up to $1,000 (the top voted projects funded until a maximum of $5,000 of funding is awarded) Projects with budgets of between $1,001 and $7,500 (the top voted projects funded until a maximum of $15,000 of funding is awarded) Projects with budgets between $7,501 and $20,000 (the top voted projects funded until a maximum of $30,000 of funding is awarded) City-wide process piloted in 2017 and extended until 2021. Funding targets Neighbourhood Spaces in 2021, but themes change yearly. Residents can get involved in 2 ways: create and propose a project that seeks to be funded by a portion of the $50,000 participatory budget. review submitted projects online and vote for the projects they want to see funded. An online information session and pre-application meetings are held for interested individuals or groups. In 2021, projects had to address at least one of the following themes, which are important to consider when building neighbourhood spaces: Social Connection Community Identity & Expression Safety & Belonging Connection with Nature Community Resilience All must include accessible design. Eligibility Projects can be put forward by individuals, groups, or non-profits organizations who live, work, or play in the City of Victoria, or by people who do not have a fixed address as long as they coordinate with either an organization or individual from Victoria to serve as their main point of contact. Page 745 of 1510 Individuals and informal groups must have a confirmed non-profit community partnering organization for their application. Community Voting Eligible project proposals that have been reviewed by the Steering Committee and City staff are showcased to the public through an online voting platform. Voting will take place primarily online and will be open to the public. Some in-person voting stations may also be included. Projects that receive the most number of public votes in each of the three funding- level categories are funded by the City. A video on Participatory budgeting is available at: https://www.victoria.ca/EN/main/residents/city-grants/participatory-budgeting.html City of Vancouver 631,436 Total Budget – 100,000 Pilot program started in 2018 – just deciding on proposals now Participatory budgeting process to distribute additional revenue collected through permit parking fees. The City made the commitment that incremental revenue would be directed back into the West End community, and that the community would decide where the funds would be invested. A total of 14 potential projects were shortlisted using predetermined criteria from more than 1,700 idea submissions. The projects ranged in complexity and cost from $10,000 to $50,000 and included public health programs, community beautification projects, funding for music and sports equipment at local schools, and public art. The community vote on the shortlisted projects took place online and at more than 15 pop-up voting stations throughout the neighbourhood. Voting was open to anyone aged 12 and up with a clear connection to the West End (live, work, or volunteer). City of New York, NY 8.25 million Total Budget 2019 - $35 million in capital funding PBNYC funds physical infrastructure projects that benefit the public, cost at least $50,000 and have a lifespan of at least 5 years. Local improvements to schools, parks, libraries, public housing, streets and other public spaces can be funded through this process. Following a series of phases to produce a community ballot, projects that receive the most votes during a nine-day Vote Week are adopted in the City’s fiscal year budget. City of Guelph 135,474 Total Budget - $1 million (2005) In 1999, Guelph “became the first North American city to implement PB to allocate funds.” Page 746 of 1510 Through the Guelph Neighbourhood Support Coalition, neighbourhood groups share and redistribute resources for local community projects, such as recreation programs, youth services, and physical improvements to community facilities. The Coalition takes approximately four months to collectively decide how its budget funds are allocated, and another year to implement project funding. Residents meet in their local neighbourhood groups to discuss the citywide priorities and deliberate about their local spending priorities. Based on these discussions, each group prepares project proposals, along with a "needs" budget and a "wants" budget for its proposed activities. The residents elect two delegates to represent their group in the Coalition's Finance Committee. Annual administrative costs for the City are roughly $60,000, which includes staff time, food and other consumables, publicity, meeting space, and financial support through the Finance Department. City of Hamilton Total Budget - $1.5 million in local capital dollars from the city's Area Rating Reserve Fund (2017) Participatory budgeting in Hamilton was initiated by grassroots community leaders who successfully lobbied the municipal government in 2013 to direct $1 million of a newly created capital investment fund to be allocated through participatory budgeting with in Hamilton’s Ward 2. Funds were allocated both by neighbourhood and by sector (ex. youth). The City’s participatory budgeting consisted of the five phase process of: (1) ideation at eight assemblies; (2) project proposal creation and submission to the City for a feasibility review; (3) consensus building to foster solidarity among neighbourhoods; (4) voting on feasible projects by residents of Ward 2 who were of the age 14 or older; and, (5) monitoring of project implementation. Several innovative features and best practices were instituted, including mobile voting stations (“the voting van”), language interpreters, and ballot previews which were mailed to all dwellings in advance of the vote. Hamilton used a Hamilton-based community planning and public engagement firm, Civicplan, to run their PB process. PlanLocal positions residents at the centre of helping to decide what issues/projects are important to them and it assists with prioritizing outcomes. Page 747 of 1510 Conflict between residents and the Councillor for Ward 2 over control of the process led to the discontinuation of Participatory Budgeting. The Ward 2 project has since been replaced with an advisory initiative which has narrowed the scope of permitted projects, and removed the deliberation and voting functions core to PB. City of Kitchener 562,000 Total Budget – 300,000 (2017) The original budget for each of the park rehabilitations was $100,000 per park, but the final budget for each park was $150,000. The City of Kitchener partnered with the University of Waterloo (UW) to pilot test the viability of PB concepts within Kitchener for the redesign of two parks in 2017. The overall process was similar for each park and Included three rounds of voting: Idea generation, Idea prioritization, Final Vote. The major difference between a traditional park redesign engagement and the PB pilots was that it moved the citizen engagement model from being a consultation where citizens provide some input into the end product, to controlling the final outcome o f the park. Takeaways: The PB process resulted in a different outcome than what the City would install in a traditional park, and better reflects the desire of the local residents. The PB process required dedicated staffing resources for engagement. The PB process took longer, but the number of residents engaged through participatory budgeting was higher. The final park costs were higher than budgeted. Coordination and cooperation between divisions was key. City of London, ON 383,822 Total budget - $250,000 (2021) ($50,000 allocated to five geographic areas of the City) Neighbourhood Decision Making is a City program that offers community members of all ages the opportunity to directly decide how to spend a portion of the municipal b udget in their neighbourhoods. They started in the initiative in 2017. An idea can cost up to $50,000. Any Londoner of any age can participate in all steps of the process from idea submissions to voting. Idea proposals should: Involve and empower members of the neighbourhood and demonstrate broad- based and diverse participation in the project process Be originated, planned and put into action by the neighbours and community members who will be affected by the project Occur within the city limits and be on public land that is accessible Improve neighbourhood safety, participation and mobility Page 748 of 1510 Beautify the neighbourhood Improve community connections and understanding between neighbours Encourage diversity and inclusion Enhance or expand green space They use their Bang the Table site for submission of ideas, and have a short video on the process. City of Halifax 431,479 Total Budget – $282, 000 $94,000 for each of three District Capital Funds annually Program started in 2014 Funds must be used for capital projects that will benefit the wider community, must be payable to a non-profit organization or can be used to support an unbudgeted Halifax initiative, and must be for projects under the municipal mandate. They hold a Participatory Budgeting Information Session and Idea Swap where everyone is welcome to come discuss priorities and ideas on how to improve their area. City of Montreal 1.6 million Total Budget - $10 million in 2021 Montrealers submit their ideas. The city evaluates the ideas that are submitted and develops potential project proposals, in collaboration with civilian representatives and with the population. The City then assesses the feasibility of all projects in order to prepare a final list of projects for Montrealers to vote on. Projects with the most votes are carried out using the allocated budget of $10 million. Projects were required to meet the following criteria: Contribute to accelerating Montréal’s ecological and social transition. Serve a collective interest (not intended to benefit an individual or a private entity) Be feasible for the city on public property or on city property Involve a capital works investment for equipment or urban planning that can be considered sustainable and long-term Represent a major project valued between $500,000 and $3,000,000 620 project proposals were received during the initial idea collection phase. The ideas were first sorted and classified according to the main eligibility criteria. Civil society representatives and municipal employees then took part in co-creation workshops in order to further develop these ideas into 63 projects. Finally, the projects were reviewed and evaluated to determine their feasibility and estimate their respective costs. These different stages culminated in the establishment of a final list of 35 projects to submit to a vote. City of Durham, NC 269,702 Total Budget - $2.4 million Funding of one-time projects with one-time expenditures that address a community need. Page 749 of 1510 Each of the 3 City Council wards has up to $800,000 for residents to decide upon for use in "one- time projects" Projects can be built on City, Durham Housing Authority, and private land, upon donation. “One-time projects” may include physical infrastructure, technological improvements, and community enhancements. “One-time projects” may have some sort of associated operating cost. However, they do not require the City to hire additional staff. Monetary donations will not be considered. Before projects are put before a public vote, they must be reviewed by the City Manager, City Staff, and the Participatory Budgeting Steering Committee to ensure they meet all legal requirements. Examples of “one-time projects” include park improvements, computers for a community center, bus shelters, and bike-lanes. City of Cambridge, MA 105,162 Total Budget - $1 million on one-time capital projects Program in place for 8 years Residents submit ideas during the idea collection phase via an online interactive map, as well as by contacting the City's Budget Office. https://pbcambridgefy23.herokuapp.com/page/guidelines Residents must be 12 years of age or older to vote on projects All project costs must be for one-time and not on-going projects or programs. City of Peterborough 81,032 Total Budget $100,000 (2016) Peterborough created a PB program and set aside up to $20,000 for each of the five wards in the city. The money was allocated to capital projects based on decisions by the public. The main projects funded focused on infrastructure in the city. Ten projects were funded including pollinator gardens in parks across the city and a new protected bike lane north of City Hall. A city staff report outlines some of the problems that cropped up as part of the pilot program. There were just 901 votes cast for the community improvement projects, representing just over 1 per cent of potential voters, the program required too m uch time of staff, and since there was no dedicated staff person to run the project, several employees pitched in. It ended up costing 1,120 hours of staff time or the equivalent of 160 work days. City of Seattle, WA 769,700 Total budget $3 million (2021) Program in place since 2015 PB began in Seattle in 2015 as a means to encourage youth involvement in municipal government. The aim was to encourage youth to vote directly on how the city should spend their money in order to indicate to them that their vote was important. The project was called Youth Voice, Youth Choice. In 2017, the program was opened up to involve all Seattle residents. $2 million of the City's budget was set aside for Your Voice, Your Choice: Parks and Streets. Page 750 of 1510 In 2021, the goal of their participatory budgeting process is to address the immediate needs of community as well as long-term goals by reducing police violence, reducing crime, and creating true community safety through community-led safety programs and new investments. Page 751 of 1510 CAO-2021-10 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Chief Administrative Officer SUBJECT: CAO-2021-10 Single Source Approval RECOMMENDATION That Council provide the authority to the CAO to engage Ernst & Young LLP (E&Y) on a single source basis within the previously approved budget limits for the enterprise resource planning (ERP) project. EXECUTIVE SUMMARY The City of Niagara Falls is looking at implementing a new ERP system. An ERP system refers to a type of software that organizations use to manage day-to-day business activities such as accounting, procurement, project management, risk management and compliance, and supply chain operati ons. A complete ERP suite also includes enterprise performance management, software that helps plan, budget, predict, and report on an organization’s financial results. ERP systems tie together a multitude of business processes and enable the flow of data between them. By collecting an organization’s shared transactional data from multiple sources, ERP systems eliminate data duplication and provide data integrity with a “single source of truth”. Niagara Falls currently has older technology and a number of manual processes, which leads to inefficiency in financial management and decision making. E&Y was previously engaged by the City of St. Catharines through a competitive process to undertake a feasibility study for them. The conclusion of the study was it was beneficial for the City of St. Catharines to move to the Niagara Region’s ERP system. The City of Niagara Falls has had discussions with Niagara Region and the City of St. Catharines to also participate in the adoption of the same ERP system. The City of St. Catharines system demands are very similar to the City of Niagara Falls (our operations and scope of services are similar). Instead of undertaking an option review of potential systems the City of Niagara Falls could move to, we would capitalize on the City of St. Catharines study and look to further evaluate this option for the City of Niagara Falls. If Page 752 of 1510 2 CAO-2021-10 December 7, 2021 this preliminary analysis does not identify significant issue, this would lead to the three entities utilizing the same system. By being on the same system as the Niagara Region and the City of St. Catharines efficiencies can be obtained from spreading out future costs to maintain and update the system. Additionally sharing knowledge and best practices on the use of the system will be beneficial. Due to the fact that E&Y has already completed some similar analysis on this issue and has an updated understanding of the Niagara Region’s system, staff believe a single source to E&Y provides the City of Niagara Falls with the most value to the taxpayers, for the completion of an initial road map analysis. BACKGROUND Due to the size of this single source Council approval is required. This overall project to adopt a new ERP system will be a multi-year project for the City of Niagara Falls. This particular single source is only phase 1 of the project and the purpose of the project is to outline the key issues that the City of Niagara Falls will need to address with its existing systems and to develop a preliminary roadmap for a conversion. This project will provide staff and Council with a better estimate of costs and benefits to support this transition. The final decision to move to a new ERP would be a future Council decision. ANALYSIS/RATIONALE Undertaking a competitive process rather than using a single source will add cost to the process and the reality is E&Y by their previous engagement has a significant advantage to other potential bidders due to their work with the City of St. Catharines. By using E&Y Niagara Falls can more quickly move this project along and ensure we can capture any potential future synergies of working with Niagara Region and the City of St. Catharines on a joint basis. FINANCIAL/STAFFING/LEGAL IMPLICATIONS A budget of $150,000 was previously approved by Council for this project as part of the 2022 capital project. CITY’S STRATEGIC COMMITMENT This supports the strategic pillar of Responsible and Transparent Financial Management. Page 753 of 1510 3 CAO-2021-10 December 7, 2021 LIST OF ATTACHMENTS None Respectfully submitted: Jason Burgess, Chief Administrative Officer Page 754 of 1510 F-2021-59 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2020-59 Approval of Interim 2022 Spending Limits RECOMMENDATION That, in the absence of an adopted 2022 General Purposes Budget, City Council approves that City departments be allowed to incur costs to a level of 50% of the departments’ expenditure budget of the prior year. EXECUTIVE SUMMARY Spending authority is delegated to staff by Council through the approval of the annual budgets. Interim spending authority provides staff with similar authority within approved limits during the year up to the date of passage of said budget. BACKGROUND Staff’s authority to make payments to staff and suppliers is derived from an approved annual budget. Preparation of the 2022 General Purposes Budget is underway, the 2022 Water/Wastewater budget is being presented tonight and the 2022 Capital Budget and 2022 Parking Budget have been completed and presented to Council on November 16, 2021. As a result, staff requests that Council approve interim spending limits for 2022 until these are approved. The Municipal Act, 2001 provides Council with the opportunity to authorize staff to operate and remit payments for expenditures incurred prior to the approval of a 2022 budget. This authority is required for the City to maintain its operations until the final budgets are approved. Consideration of the 2022 budget has started but will not be approved until the new year. All departments should be able to operate with an interim spending approval of approximately 50% of the 2021 budget. If Council approval of the budget is not achieved by the end of May, 2022, a further report with an amended interim spending authority will be submitted. Recommended by: Jonathan Leavens, Acting Director of Finance Respectfully submitted: Jason Burgess, Chief Administrative Officer Page 755 of 1510 F-2021-60 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2021-60 2020 Water Fund and Wastewater 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 both the Water and Wastewater Funds explaining any large variances. Within each attachment, 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 In the past, Council has expressed a desire to view actuals in conjunction with the budget. While it would not be overly useful to see 2021 actuals to date as many re-allocation and year end entries are still required, staff felt it appropriate to share the unaudited 2020 budget to actual results of both the Water Fund and the Wastewater Fund. ANALYSIS/RATIONALE Attachment 1 Water Fund 2020 budget to actual comparison. Attachment 2 Wastewater Fund 2020 budget to actual comparison. Page 756 of 1510 2 F-2021-60 December 7, 2021 WATER FUND (FUND 15) Revenue 1. User fees make up the largest portion of the revenue budget at $22,196,442 with actuals of $21,006,306, a shortfall of $1,190,136 or (5.36)%. Volumetric user fees were budgeted at 11.9M cubic meters while actual billable consumption was 10.8M cubic meters. This unfavourable budget variance is due to COVID restrictions put in place during 2020. The industrial, commercial and institutional customers (ICI) normally outpace the residential customers. ICI customers experienced a 24% reduction in water consumption as business operations were at reduced capacity during COVID restrictions. Stay at home orders, increased residential consumption by 8%, not enough to offset the ICI decease. Expenses 2. While Labour and Benefits appears to be over budget by $264,067 or 8.91% this can be explained by viewing the labour and benefits in the wastewater fund which are under budget by $475,041 or (31.12)%. During budget preparations staff estimate the amount of labour to be allocated between water and wastewater for repairs and maintenance according to staff home departments and anticipated needs. However, during the year the City could end up with more water main breaks or complications in water than expected and thus more time was spent on water than wastewater. Overall there is a favourable water and wastewater labour variance of $210,974 or (4.7)%. 3. Contracted Services overall is under budget by $1,161,862 or (8.92)%. This favourable budget variance is due to the decrease in water purchases from the region as demand for water was reduced as explained under user fees. Regional volumetric charges were under budget by $1,133,033, while fixed charges had zero variance. 4. The water fund is in deficit position at $304,655. As at December 31, 2019 the water fund operating fund balance (part of accumulated surplus) per the City’s draft unaudited financial statements is $1,003,175. This deficit can be absorbed by the operating fund balance, reducing the balance to a surplus of $698,520. Whether the deficit is absorbed by the water fund operating balance or funded specifically through the Water Rate Stabilization Special Purpose Reserve both methods have the same impact on accumulated surplus. Staff will let the deficit be absorbed by the water operating fund. For Council’s interest, the balance remaining in the Water Rate Stabilization reserve after this entry as at December 31, 2020 is $1,520,000. Page 757 of 1510 3 F-2021-60 December 7, 2021 WASTEWATER FUND (FUND 16) Revenues 5. User fees make up the largest portion of the revenue budget at $23,132,470 with actuals of $21,541,172 resulting in a shortfall of $1,591,298 or (7.39%). Similar to the explanation for the Water Fund, this unfavourable budget variance was due to the reduced demand of water usage during the COVID restrictions. Volumetric sewer user fees were budgeted at 97.7% of billable water consumption at 11.6M cubic metres while only 10.5M cubic meters were billed. ICI customers experienced a 24% reduction in consumption levels while under lock down as they operated below normal capacity. Residential consumption increased with stay at home orders but not enough to off set the ICI reduction. 6. From Special Purpose Reserve was under budget by $316,000. $425,000 from SPRs was planned to fund work related to the MH zoom program and Local Drainage Program. Due to delays from COVID, only $109,000 was required to fund the 2020 operating activities related to the Local Drainage Program. No Zoom work was performed, thus the funds remain in their respective reserves. Expenses 7. Overall Contracted Services was under budget by $554,049. This favourable budget variance is largely attributed to the reduction in programs such as the WRAP program, MH Zoom program and Local Drainage program. COVID restricts affected the operations and applications received for these research and development programs. 8. Rents and Financial Expenses was under budget by $121,587. This favourable budget variance is largely attributed to a reduction in the number of sewer surcharge rebates provided to ICI customers. Rebates are available to eligible customers where significant water consumption is absorbed into their manufactured good as opposed wastewater collection and subsequent treatment at the Region. 9. The wastewater fund is in deficit position at $706,938. As at December 31, 2019 the wastewater operating fund balance (part of accumulated surplus) per the City’s draft unaudited financial statements is $1,045,000. This deficit can be absorbed by the operating fund balance, reducing the operating fund balance to a surplus of $338,062. Whether the deficit is absorbed by the wastewater fund operating balance or funded specifically through the Wastewater Rate Stabilization Special Purpose Reserve both methods have the same impact on accumulated surplus. Page 758 of 1510 4 F-2021-60 December 7, 2021 10. Staff will let the deficit be absorbed by the wastewater operating fund. For Council’s interest, the W astewater Rate Stabilization reserve balance as at December 31, 2020 is $3,700,000. FINANCIAL/STAFFING/LEGAL IMPLICATIONS Financial implications have been communicated above in the analysis section. However, it should be stressed that the continued reduction in reserve funds leaves the City and the water and waste water rate payers in a less sustainable position and exposed to potential unplanned rate hikes. 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. Water Fund 2020 Budget to Actual Comparison 2. Wastewater Fund 2020 Budget to Actual Comparison Recommended by: Jonathan Leavens, Acting Director of Finance Respectfully submitted: Jason Burgess, Chief Administrative Officer Page 759 of 1510 Budget Actuals Over/ (Under) Budget Over/ (Under) Budget 2020 2020 $% REVENUES Other Revenue 40,000 66,020 26,020 65.05% Penalties 47,025 57,999 10,974 23.34% Sales 165,000 144,714 (20,286)-12.29% User Fees 22,196,442 21,006,306 (1,190,136)-5.36%[1] TOTAL REVENUE 22,448,467 21,275,039 (1,173,428)-5.23% EXPENSES Labour 2,240,850 2,454,202 213,352 9.52% Employee Benefits Allocation 640,620 703,356 62,736 9.79% Overtime 82,000 69,979 (12,021)-14.66% Labour and Benefits 2,963,470 3,227,537 264,067 8.91%[2] Advertising/News Release 6,000 622 (5,378)-89.63% Conferences/Conventions 5,400 0 (5,400)-100.00% Insurance Premiums 114,950 118,866 3,916 3.41% Materials 794,625 698,416 (96,209)-12.11% Membership/Subscriptions 985 0 (985)-100.00% Office Supplies 13,000 10,288 (2,712)-20.86% Professional Development 27,500 18,242 (9,258)-33.67% WSIB 20,000 11,238 (8,762)-43.81% Materials 982,460 857,672 (124,788)-12.70% Electricity 500 341 (159)-31.80% Utilities 500 341 (159)-31.80% Contracted Services 10,015,375 8,853,513 (1,161,862)-11.60%[3] Fixed Regional Charges 3,011,160 3,011,160 0 0.00% Contracted Services 13,026,535 11,864,673 (1,161,862)-8.92% Rents and Financial Expenses 120,000 171,797 51,797 43.16% Internal Rent 355,502 457,674 102,172 28.74% Transfer to Capital 5,000,000 5,000,000 0 0.00% Internal Transfers 5,355,502 5,457,674 102,172 1.91% TOTAL EXPENSES 22,448,467 21,579,694 (868,773)-3.87% (Surplus)/Deficit 0 304,655 304,655 #DIV/0![4] 2020 Budget to Actual Comparison WATER FUND Page 760 of 1510 Budget Actuals Over/(Under) Budget Over/(Under) Budget 2020 2020 $% REVENUES Other Revenue 0 791 791 #DIV/0! Penalties 51,975 65,640 13,665 26.29% User Fees 23,132,470 21,541,172 (1,591,298)-6.88%[5] From Special Purpose Reserves 425,000 109,000 (316,000)-74.35%[6] From Development Charges 874,022 874,023 1 0.00% TOTAL REVENUE 24,483,467 22,590,626 (1,892,841)-7.73% EXPENSES Labour 1,158,312 806,699 (351,613)-30.36% Employee Benefits Allocation 337,030 234,893 (102,137)-30.31% Overtime 31,000 9,709 (21,291)-68.68% Labour and Benefits 1,526,342 1,051,301 (475,041)-31.12%[2] Insurance Premiums 130,217 133,401 3,184 2.45% Materials 279,500 191,539 (87,961)-31.47% Office Supplies 350 0 (350)-100.00% WSIB 25,000 40,983 15,983 63.93% Materials 435,067 365,923 (69,144)-15.89% Electricity 30,300 28,340 (1,960)-6.47% Utilities 30,300 28,340 (1,960)-6.47% Contracted Services 1,986,000 1,464,191 (521,809)-26.27% Fixed Regional Charges 14,326,666 14,294,426 (32,240)-0.23% Contracted Services 16,312,666 15,758,617 (554,049)-3.40%[7] Rents and Financial Expenses 190,275 68,688 (121,587)-63.90%[8] Long Term Interest 275,344 275,345 1 0.00% Long Term Debt 598,678 598,678 0 0.00% Debt Charges 874,022 874,023 1 0.00% Internal Rent 114,795 150,672 35,877 31.25% Transfer to Capital 5,000,000 5,000,000 0 0.00% Internal Transfers 5,114,795 5,150,672 35,877 0.70% TOTAL EXPENSES 24,483,467 23,297,564 (1,185,903)-4.84% (Surplus)/Deficit 0 706,938 706,938 #DIV/0![9] WASTEWATER FUND 2020 Budget to Actual Comparison Page 761 of 1510 MW-2021-84 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Municipal Works SUBJECT: MW-2021-84 Firemen’s Park Tobogganing RECOMMENDATIONS 1. That City Council receives report MW -2021-84 regarding the risk, liability and approach to potential allowance of tobogganing activities to occur on an ongoing basis at Firemen’s Park; and further, 2. That City Council of approve the attached Firemen’s Park Tobogganing Risk Mitigation Strategy, Operating Budget increase, and to accept the risk and liability associated with tobogganing at Firemen’s Park; thereby expressly releasing the Stamford Central Volunteer Firemen’s Association from this liability through an amendment to their lease. EXECUTIVE SUMMARY Permitting tobogganing to continue on an ongoing basis at Firemen’s Park accompanies with it the assumption of risks, liabilities, and operating costs to ensure safety is prioritized. Should Council wish to proceed, it will be necessary to implement a procedure outlining safety and maintenance obligations, and to release the tenants of Firemen’s Park, the Stamford Centre Volunteer Firemen’s Association (SCVFA), and any of their representatives, from all liabilities, claims and damages associated with this decision. BACKGROUND Tobogganing has long been a contentious activity in municipal settings due to the elevated duty of care owed to the public for the ongoing utilization of public spaces for this activity, and thus elevates the associated risk exposure and liability to the occupier of the lands (i.e. the City). Municipalities in Ontario and their insurers have pointed out numerous examples of costly litigation and claims related to personal injury and sometimes death. During the pandemic winter period of 2020/2021 tobogganing was offered at the lower level of Firemen’s Park (and elsewhere, such as F.H Leslie Park) in recognition of the unprecedented demand for outdoor amenities. Page 762 of 1510 2 MW-2021-84 December 7, 2021 ANALYSIS/RATIONALE Should Council wish to allow the public the opportunity to safely toboggan at Firemen’s Park this coming winter (and beyond), and should Council wish to accept the risks and liabilities associated with this decision, Staff recommend adoption of the Risk Mitigation Strategy attached to this report and the resources (labour, equipment, materials) necessary to execute the strategy. The strategy includes a variety of measures aimed at reducing risk, including the following: Daily inspections Additional inspections resulting from changing weather Completion of a daily inspection checklist and log Temporary removal of disc-golf apparatus Hazard protection with hay-bales or alternative products Safety fencing to delineate hazards and unauthorized areas Signage Response to concerns during unsupervised hours Snow removal and ice melting on the parking area and staircase Portable washroom placement In consultation with our insurer, the Risk Management Strategy also includes the provision of full-time on-site supervision by a team of two “spotters”, one to be located at the top of the hill and one to be located at the bottom of the hill. Subject to weather and snow conditions, spotters are proposed to be present on weekends, holidays, and designated public school vacation periods between the hours of 10am and 4pm. The designation of dedicated supervision on-site will also permit potential advertised recreational programming during holiday periods, including the Winter Holiday Break (December 27, 2021 to January 9, 2022) and Family Day (February 21). Several meetings have taken place with the Stamford Central Volunteer Firemen’s Association (SCVFA) who is the primary tenant and party responsible for all park maintenance and upkeep in regards to their involvement and role in the potential tobogganing initiative. The SCVFA and their insurer have unequivocally stated their objection to the added liability and associated impacts to the Association’s ongoing insurance profile. Therefore, the SCVFA has stated that they will require a full release from all liabilities, claims and damages associated with any sanctioned tobogganing activities on-site. Therefore, should Council wish to allow tobogganing, an amendment to their lease is required. In the interim, Staff recommend submission of a written letter authorizing full release for the 2021/2022 winter season until this amendment is executed. A proposed copy of this letter is attached to this report. Page 763 of 1510 3 MW-2021-84 December 7, 2021 FINANCIAL/STAFFING/LEGAL IMPLICATIONS Subject to Council’s position, Legal will be required to proceed with the preparation of a lease amendment with the SCVFA. Labour resources necessary to accommodate the on-site supervision, “spotters” are proposed to be assigned from the part-time arena staff labour pool. The cost of service level increases to permit tobogganing at Firemen’s park is estimated as shown in the table below. Should Council approve, the corresponding allocations and workplans will be included in the 2022 Operating Budget. Item Approximate Cost Setup and Teardown Labour (6 days x 3 persons) $ 10,935 Daily Inspections (75 days x 1 hour x 1 person) $ 3,500 Weekend, Holiday, and Vacation Supervision (30 days x 6 hours x 2 persons) $ 9,000 Portable Washroom $ 4,000 Materials (Signage, Fencing, Salt, Tree Protection) $ 2,000 Administration and Communications $ 2,000 Total $ 31,435 CITY’S STRATEGIC COMMITMENT The content included in this report aligns with Council’s adoption of the 2019-2022 Strategic Priorities to provide a Healthy, Safe & Livable Community and to approach decisions with Responsible and Transparent and Financial Management. ATTACHMENTS: 1. Firemen’s Park Tobogganing Risk Mitigation Strategy 2. Proposed Letter to SCVFA – 2021/2022 Tobogganing Release 3. Intact Insurance – ABC’s of Toboggan Hills 4. Intact Insurance – Risk Management Considerations for Tobogganing Recommended by: Erik Nickel, Director of Municipal Works Page 764 of 1510 4 MW-2021-84 December 7, 2021 Respectfully submitted: Jason Burgess, Chief Administrative Officer This report was prepared in consultation with: Janet McQuay, Risk Manager; Kathy Moldenhauer, Director of Recreation and Culture; and Marianne Tikky, Manager of Roadways & Parks. Page 765 of 1510 1 POLICY & PROCEDURE Municipal Works Policy #: Issue Date: December 7, 2021 Firemen’s Park Tobogganing Risk Mitigation Strategy PURPOSE The object of this Risk Mitigation Strategy is to outline a variety of measures aimed at reducing risk for The Corporation of the City of Niagara Falls to permit safe tobogganing at Firemen’s Park (lower level) at 2275 Dorchester Road, Niagara Falls, Ontario. 2020 RISK INSPECTION REPORT In December 2020 the City’s insurer, Intact Public Entities Inc. formerly known as Frank Cowan Company Limited conducted an on-site risk inspection for The Corporation of the City of Niagara Falls at Firemen’s Park, lower level at 2275 Dorchester Road, Niagara Falls, Ontario. The purpose of the inspection was to identify conditions or potential risks that could result in injury, property loss, or litigation and suggest corrective measures, which may control or reduce the possibility of these situations from occurring. “Slope A” marked in yellow on the map below is the recommended toboggan run. It is a gentle slope leading down to an open space with no obstructions or obstacles. Page 766 of 1510 2 “Slope B” located on the north side of the parking lot is also a popular run and widely used by the public in previous years. It is however very narrow, containing vegetation together with large trees surrounding both sides of the toboggan run. This is not a safe toboggan hill. “Slopes C & D” are not safe toboggan hills as they are very steep, with many trees and obstacles including disc-golf posts, as well as, the pavilion. It is also possible to reach the pond from either slope. Without having somebody at the park all the times to monitor the situation it would be difficult to keep people on slope A and away from slopes B, C and D. Therefore, the insurer did not recommend designating or promoting Firemen’s Park as a “City approved” toboggan run. RISK MANAGEMENT RECOMMENDATIONS The municipality has a duty, as an occupier, to keep and maintain the property in a safe condition to accommodate its intended purpose. In order to ensure safety on toboggan hills there are a variety of measures that can be taken to reduce risk. 1. Ground Surface a. Ground surface should be inspected before and during the toboggan season to make sure the ground on Slope A is even, with no rocks, or hazards b. Twelve inches of snow cover on the hill is desirable, however less accumulation may be permitted where acceptable snow base can safely be achieved c. If an acceptable snow cover is not present, the hill needs to be closed d. Close the hill if icy conditions, exposed ground or hazards are present e. Break up and remove any jumps, ramps including debris f. If there is large hazard at the toboggan hill requiring it to be closed use social media, City’s web site, paper media and radio to notify the public 2. Entrance to Park a. Remove current signs (i.e. no tobogganing sign on the hydro pole) by the gate b. Main entrance/access signs should include: i. Name of Park and municipal street address of park ii. Park is not maintained during the winter months iii. All levels welcome – parental supervision recommended iv. List toboggan rules 3. Parking Lot a. Pre-season grading of the parking lot is required b. Fill in any and all potholes before and during toboggan season c. Remove snow and apply salt/sand to parking lot to control icy conditions d. Monitor the condition of the parking lot and report snow and icy conditions and potholes to Municipal Service Centre 4. Signage a. All signs need to include pictorials and words b. Replace all missing or vandalized signs Page 767 of 1510 3 c. Front Gate Sign i. The sign will include the following: 1. Name of park & municipal street address of park 2. Weekdays unsupervised tobogganing 3. Supervised tobogganing on weekends & holidays, weather permitting 4. Report any problems to Municipal Service Centre ii. If a jersey barrier is installed in front of the lock gate the sign to be installed will be revised as follows: 1. Name of park & municipal street address of park 2. Unsafe toboggan conditions exist - hill is closed 3. The toboggan hill is not supervised 4. Report any problems to Municipal Service Centre d. Park Entrance Sign Installed at any entrance or access points to the park. Sign will include: i. Name of park and municipal street address of park ii. All levels welcome – parental supervision recommended iii. Park is not maintained during the winter months iv. List all toboggan rules including when the hill is supervised and unsupervised, weather permitting e. Park Map Sign Install sign at main entrance, around parking lot and on Slopes A, B, C and D. Sign will identify the following on the map: i. Parking lot ii. Toboggan launch area iii. Trees or hazards protected with bales of hay iv. Out of bounds hazard area - no tobogganing f. Toboggan Rule Sign To be placed in the following areas: i. At all entrances to park ii. Around parking lot iii. Top of toboggan hill iv. Top and bottom of stairs Recommend the Toboggan Rule sign to include the following: 1. Supervised weekends & holidays, weather permitting 2. Helmets strongly recommended 3. Parental supervision recommended 4. Slide down the middle of the hill Page 768 of 1510 4 5. Use proper sliding equipment 6. Inner tubes and plastic discs are difficult to control and can be dangerous 7. Kneel or sit on toboggan 8. Don’t stand or lie down head first on toboggan 9. Avoid loose scarves, drawstrings and long ropes 10. Make sure route is clear before sliding 11. Clear the area once at bottom 12. Climb up on the sides of the hill 13. Always look up and stay clear of people coming down the hill 14. No jumps and ramps allowed 15. Consumption of alcohol, smoking/vaping & drugs are prohibited 16. Leave pets at home 17. Place garbage in provided garbage containers 18. Name of park and municipal street address of park 19. Report unsafe conditions to Municipal Service Centre 20. Call 911 in case of emergency g. COVID-19 Sign i. Stay home if you’re sick ii. Masks are required iii. Avoid touching your face iv. Social distance – stay at least 6 feet from other people v. Please use hand sanitizer before, during and after tobogganing h. Slopes B, C & D Signage i. The sign will include the following: 1. Out of bounds & Closed for the Season - Hazard do not enter - No Tobogganing – No Access i. Toboggan Launch Sign i. Place launch signage at top of hill to direct users to the middle of the hill 5. Stair Case a. Install signage at top and bottom of stairs i. Use caution ii. Slippery when wet, icy or snow covered iii. Watch your step iv. Steps are not regularly maintained during weekdays v. Use handrail when ascending or descending stairs b. During weekdays stairs are shoveled, salted/sanded and monitored once in the morning and once in the early afternoon before 4 p.m. c. During weekends shovel and apply salt/sand to stairs regularly between 10 a.m. to 4 p.m. d. During weekends the spotters will closely monitor snow and ice on the stairs and regularly apply salt/sand when necessary to reduce icy conditions Page 769 of 1510 5 6. Hay Bales and Snow Fencing a. Hay bales or alternative safe products will be placed at all impact points on Slope A b. Snow fencing to be installed to delineate hazards and unauthorized areas on Slopes A, B, C and D 7. Disc-Golf Nets a. Remove disc-golf nets and apparatus from Slopes A, B, C & D 8. Portable Washroom a. Install a portable washroom in parking lot b. Washroom to be cleaned daily c. Washroom to be equipped daily with supplies d. Install COVID-19 sign on outside and inside of portable washroom 9. Garbage a. Install garbage container beside the portable washroom b. Install garbage containers around the parking lot c. Inspect garbage containers daily and remove garbage 10. Daily Inspections a. Shift Supervisor will check toboggan hill ground conditions daily and if unsafe, tobogganing will be posted as Closed. b. Shift Supervisors will monitor weather changes (i.e. heavy snow, ice, rain, sudden increase in warm temperatures) and will complete and record additional inspections during the day in the Shift Supervisor log book c. All attendances made by the Shift Supervisor will be logged in the Shift Supervisor log book, including date, time, name of inspector, checklist completed, include any other noteworthy observations d. Park Staff will complete the daily toboggan safety inspection checklist each weekday including weekends and holidays e. An original paper signed daily toboggan safety inspection checklist by the Park Staff and Spotter will be stored at the Municipal Service Centre f. The original paper signed daily toboggan safety inspection checklist by the Shift Supervisor and Spotter will be scanned and saved electronically and stored at the Municipal Service Centre g. Shift Supervisors will respond to any concerns including vandalism and record any incidents in the Shift Supervisor log book 11. Spotters a. Subject to weather and snow conditions, two (2) spotters will be present during supervised tobogganing on weekends, holidays and designated public school vacation periods from 10 a.m. to 4 p.m. b. One spotter will be at the top of Slope A c. One spotter will be at the bottom of Slope A Page 770 of 1510 6 d. One (1) designated spotter will complete the daily toboggan safety inspection checklist at the beginning of the shift and give it to the Shift Supervisor e. Spotters will look for hazards and warn users of dangerous behavior f. Spotters will keep public away from Slopes B, C and D g. Spotters are required to have their certification for First Aid and CPR h. Spotters will be trained in municipal protocols i. Spotters will report any hazards or park issues to the Municipal Service Centre Submitted By: Recommended By: Approved By Council On: Report #: Page 771 of 1510 7 Page 772 of 1510 8 Page 773 of 1510 9 Page 774 of 1510 10 Page 775 of 1510 4310 Queen Street Niagara Falls, ON L2E 6X5 (905) 356-7521 ext. 4342 clerk@niagarafalls.ca www.niagarafalls.ca December 8, 2021 The Stamford Centre Volunteer Firemen’s Association 2275 Dorchester Road, Niagara Falls, ON Dear Sirs: Re: Tobogganing/Sledding at Firemen’s Park Winter 2021/2022 and future considerations This letter will confirm that you have agreed to permit the general public to participate in tobogganing and sledding at Firemen’s Park (the “Activity”) during the winter 2021/2022 season. This letter further confirms that you agree to consider an amendment to our Lease Agreement, which will be drafted and provided under separate cover, reflecting a permanent permission for the Activity. Accordingly, the City agrees as follows: 1. To ensure that the City’s policy of insurance covers tenants imposed liability and contains a waiver of any subrogation rights which the City’s insurer would have against The Stamford Centre Volunteer Firemen’s Association or any person for whom The Stamford Centre Volunteer Firemen’s Association is in law responsible. 2. To release The Stamford Centre Volunteer Firemen’s Association and its respective agents, representatives, employees and other persons for whom it is legally responsible in respect of, from and against all action s, cause of actions, suits, debts, costs, expenses, claims or demands whatsoever (including consequential damages) for loss or damage to property, bodily injury or death suffered or incurred by any participant of the Activity, arising as a result of the Activity. 3. To be responsible for the supervision and maintenance of the toboggan/sledding runs at its sole cost and expense and, specifically, acknowledges and agrees that the Association shall not be involved, in any way, with such supervision and maintenance. Thank you for your cooperation in enduring that the general public has the opportunity to enjoy the park in this time honoured tradition. Yours Truly, Bill Matson City Clerk Page 776 of 1510 While Intact Public Entities Inc. does its best to provide useful general information and guidance on matters of interest to its clients, statutes, regulations and the common law continually change and evolve, vary from jurisdiction to jurisdiction, and are subject to differing interpretations and opinions. The information provided by Intact Public Entities Inc. is not intended to replace legal or other professional advice or services. The information provided by Intact Public Entities Inc. herein is provided “as is” and without any warranty, either express or implied, as to its fitness, quality, accuracy, applicability or timeliness. Before taking any action, consult an appropriate professional and satisfy yourself about the fitness, accuracy, applicability or timeliness of any information or opinions contained herein. Intact Public Entities Inc. assumes no liability whatsoever for any errors or omissions associated with the information provided herein and furthermore assumes no liability for any decision or action taken in reliance on the information contained in these materials or for any damages, losses, costs or expenses in a way connected to it. Intact Public Entities Inc. is operated by a wholly owned subsidiary of Intact Financial Corporation. Intact Design® and Risk Management Centre of Excellence® are registered trademark of Intact Financial Corporation or its affiliates. All other trademarks are properties of their respective owners. TM & © 2021 Intact Public Entities Inc. and/or its affiliates. All Rights Reserved. Risk Management Centre of Excellence® Tobogganing is an activity that many Canadian children look forward to every winter. To make sure you protect riders, and yourself, we’ve put together some simple guidelines you may want to follow. Alcohol is forbidden. Bring a cell phone to call for help. Closely watch the tobogganers. Discourage multiple riders going down at once. Encourage the wearing of helmets. Frozen bodies of water, roads and parking lots are not good end points for toboggan runs. Avoid these areas. Give tobogganers a chance to clear away from the bottom before others go down. Horseplay should be discouraged. Inspect the area for exposed rocks or other hazards. Jumps and ramps should not be allowed. Keep garbage off the hill by using waste receptacles. Loose scarves should not be worn. Monitor the weather – is it too cold for exposed skin? Never toboggan at night without lights. On busy days have spotters at the top and the bottom of the hill. Plan for the cold and dress appropriately. Quality toboggan days can be achieved through a system of education and risk management. Rules of Conduct should always be communicated before hitting the hill. School assemblies and organization newsletters are a great way to educate kids and parents on toboggan safety. Twelve inches of covered snow on a hill is recommended for safe tobogganing. Unsafe or broken toboggans should not be used. Vandals can cause damage, so check for any obvious signs of danger. Waivers should be considered for special events such as school outings. X’act run lengths are difficult to, so visit hills that have run-offs long enough for a natural stop You are there to have fun and stay safe. Zip down the hill safely by following the above tips! ABC’s of Toboggan Hillsfor Specialty Programs Page 777 of 1510 Risk Management Centre of Excellence® Municipalities play a significant role in the lives of Canadians by providing a myriad of essential services that residents rely on each and every day. These services range from clean water to sanitation; safe roads, sidewalks and trail systems; emergency services; recreational facilities; health department and building inspections; marinas; swimming pools; playgrounds and special, just to name a few. Residents expect that their municipality has taken reasonable precautions to ensure the safe delivery of these services. Risk is inherent in the daily operating environment of any municipality. While it is impossible to eliminate risk, it is possible to manage it. The only way to manage all of these risks is by embracing the discipline of risk management. 1. Risk Management Defined Risk management is a discipline that manages uncertainty. It provides a framework for understanding your legal and statutory environment; a strategic approach to identifying your risk exposures and determining the most appropriate means of minimizing the identified risk exposures. It’s a discipline that can be applied on an enterprise-wide basis or a department by department basis, for special projects or events. Furthermore, it doesn’t need to be expensive, time- consuming, or complicated. The Benefits of a Risk Management Program • Protects municipal employees, ratepayers, visitors, and volunteers from harm. • Protects the municipality’s environment and its asset base from physical damage. • Protects the municipality’s reputation and public image, while reducing municipal legal liability. • Reduces the cost of risk, which includes insurance premiums, insurance deductibles, adjusting expenses, and lost time of employees who attend discoveries, mediations, pre-trials and trails. • Ensures regulatory compliance and improves operational efficiency. • Demonstrates due diligence and guides the decision making process by helping to determine the best approach or alternative. • Supports the decisions made when challenged by citizens. Risk Management Considerations for Tobogganing as Municipal Liability Page 778 of 1510 Adopting and implementing an organized risk management program is essential for a municipality for the following reasons: • People have an increased willingness to sue or file a claim. The costs of defending such claims grow year after year. • Municipalities are being held to a high standard of care by the courts and governing agencies. • Courts are often sympathetic to an injured plaintiff, and municipalities are being held vicariously liable for the negligence of their employees/volunteers. • Municipalities are perceived to have ‘deep pockets’ with extensive assets and high insurance policy limits, and court awards are increasing. • Users of municipal services have high expectations for the safety and quality of services being provided. • It is a due diligence process that can help to meet the “reasonable standard of care” required by law. 2. Driving a Risk Management Culture The Risk Management Process 1. Identify the risks within your various departments and the legal principles which outline your required statutory duty of care. 2. Assess the risks and determine which ones can be managed. If the risks are unmanageable the activity should be avoided. 3. Develop mitigation strategies. 4. Implement the chosen strategies. 5. Monitor the program and, the required, repeat the above steps. A risk management program cannot exist without a team of individuals that focusses on its development and implementation. The driving force behind a successful program throughout their operation. When a leadership team understands their operational risks, and develops appropriate procedures for mitigating these risks and guides staff in implementing the appropriate actions, a risk management culture emerges. But this culture can only become embodied into the operational framework when fully supported by the management team. A management team that fully supports and encourages the process is the key. Risk management consists of some key elements that must be integrated into the daily operations and culture of an operating department. These elements include: written and implemented policies and procedures; staff and volunteer training programs; incident management systems; risk review processes; management of third parties – vendors, contractors; and documentation of inspections, maintenance, etc. When risk management becomes part of the operational culture, management and staff instinctively look for risks and consider their impact when making operational decisions. Operational decisions based on risk assessments can reduce the risk of injury, protect the reputation and public image of the municipality and demonstrate a due diligence process in striving to meet the “reasonable standard of care” required by law. Winter Activity Injuries (winter 2010-2011) Hospitalizations in Canada due to Tobogganing:171 Ice skating:889 Hockey:1,114 Snowmobiling:1,126 Skiing/snowboarding:2,329 Source: Canadian Institute for Health Information 3. Applying the Principles of Risk Management to Tobogganing Although tobogganing is a favourite Canadian winter pastime, it can also be a very dangerous activity. Every year people are injured sledding down hills in municipal parks, streets, and resort areas. Some of these injuries result in costly litigation. The incurred cost of litigation has led some Canadian municipalities to ban tobogganing on municipal property. The municipality has a duty, as an occupier, to keep the property in a safe condition to accommodate its intended purpose. In order to ensure safety on sledding hills, there are a number of steps that can be taken to reduce the risks and resulting liability through effective risk management. Designated Hills Not all municipal hills are conducive to tobogganing. Before the winter season begins, a municipality should survey its hills. Risk Inspectors can walk a municipality’s hills in order to help the city determine which are the safest tor tobogganing. This is a service that insurance providers should provide at no cost. The safest hills are those with runoffs long enough for the sledder to come to a natural stop, that are free from Page 779 of 1510 While Intact Public Entities Inc. does its best to provide useful general information and guidance on matters of interest to its clients, statutes, regulations and the common law continually change and evolve, vary from jurisdiction to jurisdiction, and are subject to differing interpretations and opinions. The information provided by Intact Public Entities Inc. is not intended to replace legal or other professional advice or services. The information provided by Intact Public Entities Inc. herein is provided “as is” and without any warranty, either express or implied, as to its fitness, quality, accuracy, applicability or timeliness. Before taking any action, consult an appropriate professional and satisfy yourself about the fitness, accuracy, applicability or timeliness of any information or opinions contained herein. Intact Public Entities Inc. assumes no liability whatsoever for any errors or omissions associated with the information provided herein and furthermore assumes no liability for any decision or action taken in reliance on the information contained in these materials or for any damages, losses, costs or expenses in a way connected to it. Intact Public Entities Inc. is operated by a wholly owned subsidiary of Intact Financial Corporation. Intact Design® and Risk Management Centre of Excellence® are registered trademark of Intact Financial Corporation or its affiliates. All other trademarks are properties of their respective owners. TM & © 2021 Intact Public Entities Inc. and/or its affiliates. All Rights Reserved. obstacles such as rocks, fences, and trees, and that do not end on roads, parking lots, sidewalks or frozen bodies of water. Let the Public Know Designated hills should be listed on municipal websites, Facebook pages, and Instagram and Twitter feeds. Local newspapers, radio stations, and schools should be engaged to communicate the message as well. The public needs to know where tobogganing is permitted for risk management to be effective. The message should convey that the municipality is taking these actions to protect public safety. Signs should be posted around the hill and in the surrounding parking lots indicating the following: The hill is NOT SUPERVISED; Hours of operation; Rules of conduct; Parental supervision recommended; Helmets strongly recommended; Consumption of alcohol prohibited; Locations of nearest telephone; Contact information for your municipality; and any other warnings or dangers. Inspection and Maintenance Program Once tobogganing hills are designated, municipalities will need to inspect them and maintain them throughout the season. Assign staff to regularly inspect the hills and instruct them to check the ground surface of the hill as well as break up any jumps that may have been built up and remove any debris. Create a protocol for opening and closing the hill. If possible, the hill should be closed at night and following an ice storm. Follow the procedures and train municipal staff. Every inspection and maintenance preformed should be documented. Supervision Municipalities should consider providing supervision on busy days to ensure safe tobogganing. If resources are limited volunteers can be engaged. Spotters should be positioned at the top and bottom of the hill to reduce accidents. Spotters should look for hazards and warn patrons of dangerous behaviour. Spotters will require training in municipal protocols and incident reporting. Educate the Public on Safe Tobogganing We teach kids how to skate, swim, play football, hockey, play piano, etc. The one thing we don’t teach kids how to do is toboggan safely. Educating the public as to the risks involved with tobogganing and methods of prevention can help to lessen the number of accidents. Engage the public health unit to work with the local school board or their insurer to provide education at school assemblies or make an educational video for posting on municipal social media sites. Monitor Municipal governments need to stay on top of what’s happening on their hills. Programs may need to be readjusted as required. Barriers may need to be installed where appropriate and necessary and safe areas should be marked outside of the primary sledding area. If conditions change and the hill becomes unsafe – close it. Continue to communicate with the public – use social media sites to get the message out when conditions change and hills have to be closed. 4. Risk Mitigation Not Elimination It is impossible to eliminate every single risk. One of the biggest risks we face and the one that is difficult to control is user behaviour. There will always be those who ignore the rules; toboggan where they shouldn’t and when they shouldn’t. Because we can’t eliminate all risks, injuries can still occur and these injuries can still result in legal actions. This is why the risk management process is so crucial. It is critical that a municipality be able to show through their documentation that they have exercised their due diligence and have done everything that is reasonable to keep their community safe. All departments should be involved in a risk management program. It is critical that the departments involved consider the risks of injuries and accidents in delivery of the services they provide. Some municipalities have found it helpful to establish Risk Management Committees to bring together representatives from various departments to discuss mutual concerns. Support of council in the implementation of a risk management program is recommended. This support could be obtained through a report presented to council which includes a Risk Management Policy Statement. This statement can give credibility to the program and if it is followed, all municipal employees should be engaged to become aware of and think about the various on-going issues. Everyone has a role to play in risk management. Page 780 of 1510 MW-2021-86 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Municipal Works SUBJECT: MW-2021-86 Bridge Street and Victoria Avenue Roundabout Cost-Sharing Agreement with Niagara Region RECOMMENDATIONS 1. That the Mayor and City Clerk be authorized to execute the cost sharing agreement between the City of Niagara Falls and Niagara Region for the Bridge Street and Victoria Avenue Roundabout Construction project. EXECUTIVE SUMMARY The Niagara Region (Region) has tendered the construction of a new roundabout at the intersection of Thorold Stone Road (future extension), Bridge Street and Victoria Avenue. The City’s share of the work on this project includes the replacement of storm and sanitary sewers, new watermains, street illumination and landscape features. The Region has prepared a cost sharing agreement that is based on tender pricing for the City’s share of the work. The total anticipated cost to the City is $1,125,426.08 including non-recoverable HST. Following the completion of this capital construction project, the City will be invoiced by the Region for the actual costs of the work. It is recommended that Council authorize the Mayor and City Clerk to execute the cost sharing agreement between the City and Niagara Region. There is sufficient funding available in the Capital Budget to fund the City’s share of this capital project. BACKGROUND In 2008, the Region of Niagara completed a Municipal Class Environmental Assessment (MCEA) for the extension of Thorold Stone Road from Stanley Avenue to Victoria Avenue. Due to the complexity and scale of the work involved, this project was broken down into phases. In 2015, the extension of Thorold Stone Road from Stanley Avenue to the Gale Center entrance was completed and opened to the public. The next phase of the extension project which will see Thorold Stone Road extend southerly from its current limit at the Gale Center to Bridge Street and Victoria Avenue is currently in the planning and design phase at the Region. The MCEA also studied different alternatives to complete the connection of Thorold Stone Road to Victoria Avenue and Bridge Street. Page 781 of 1510 2 MW-2021-86 December 7, 2021 The preferred design alternative for this connection includes a new five-legged roundabout at the intersection of Thorold Stone Road (future extension), Bridge Street and Victoria Avenue (see attachment No. 1). The Region has opted to proceed with the construction of the roundabout in advance of the next phase of Thorold Stone Road extension and before the planned reconstruction of Bridge Street from Victoria Avenue to the Niagara Parkway. ANALYSIS/RATIONALE The Region retained WSP Canada Inc to complete the detailed design of the proposed roundabout. As part of their assignment, WSP also completed the detailed design for the City’s share of the work which includes the replacement of storm and sanitary sewers, new watermains, street illumination and landscape features. The Region initiated a public tender process for the construction of the roundabout, subsurface infrastructure replacements, street illumination and landscape features and subsequently awarded the project to the lowest compliant bidder, Rankin Construction Inc. The total tender price is $4,276,425.00; the City’s share of which is $1,105,961.16 (excluding HST). The Region has prepared a cost sharing agreement that is based on tender pricing for the City’s share of the work. The total anticipated cost to the City is $1,125,426.08 including non-recoverable HST. At the conclusion of this capital construction project, the City will be invoiced by the Region for the actual costs of the work. Construction is anticipated to commence early in 2022 with completion expected in August 2022. In accordance with the cost sharing agreement, the Region is expected to invoice the City in October 2022. It is recommended that Council authorize the Mayor and City Clerk to execute the cost sharing agreement for the City’s share of the Region’s Bridge Street and Victoria Avenue Roundabout construction project. FINANCIAL/STAFFING/LEGAL IMPLICATIONS An amount of $1,200,000 was approved for this project in the 2022 Capital Budget. The total anticipated project cost including construction, engineering, contract administration and inspection is $1,125,426.08 Summary of Expected Costs: - Capital Construction: $ 1,005,419.24 - Consulting Services: $ 100,541.92 - City-Share HST: $ 19,464.92 Total $ 1,125,426.08 Page 782 of 1510 3 MW-2021-86 December 7, 2021 There is sufficient funding available to carry-out this capital project. CITY’S STRATEGIC COMMITMENT Implementation of this project meets the intent of Council’s Strategic Priorities by providing strong and resilient infrastructure in a healthy and safe livable community through accountable government practices. ATTACHMENTS: 1. Proposed Roundabout – Layout & Design 2. 2022 Capital Budget Sheet 3. Cost Sharing Agreement Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Jason Burgess, Chief Administrative Officer E. Lallouet Page 783 of 1510 200mm SAN. 65.9m @ 0.40%HHHHHHHSTMH10 STMH9RIM. 180.xx RIM. 178.91 WVSTMH11 RIM. 180.17 20 0mm SAN . 1 0 . 7m @ 0 .40% 200mm SAN. 65.9m @ 0.40% 200mm SAN. 67.1m @ 0.40% SAMH2 SAMH3 SAMH4 300mm Ø WM PVC SDR-18 CL. 15011 1/4° BENDRIM. 180.xx RIM. 180.xx RIM. 180.xx CS11 1/4° BENDHHHHHHHHHH HHHHHH HHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHH1+900P T 1 + 9 1 9 . 0 7 9 4 7 7 4 7 3 3 . 0 1 9 6 5 6 7 1 9 . 0 5 7 P C 1 + 9 6 0 . 4 8 3 4 7 7 4 7 0 8 . 3 8 6 6 5 6 7 5 2 . 3 3 5 PT 1+976.092 4774702.70 3 656766.685 PC 2+027.165 4774696.74 6 2+000PROPERTY LINE LIMITTEMPOARY EASEMENT LIMITRAIL BALLAST STONE MULCH OVERGEOTEXTILE(REFER TO DETAIL 7/L4)INTEGRAL COLOUR BRUSHEDCONCRETE-CHARCOAL(REFER TO SPECIFICATIONS)SODDING (REFER TO DETAIL 5 / L-4)14 GAUGE CORTEN STEEL LANDSCAPE EDGING(REFER TO DETAIL 8/L4)11 GAUGE CORTEN STEEL LANDSCAPEEDGING AT RAISED PLANTING BED(REFER TO DETAIL 9/L4)ROADSIDE SEED MIX(REFER TO SEEDING NOTES, L5)ILLUMINATED PILLAR(REFER TO DETAIL 6/L4)BRUSHED CONCRETE - REFER TOENGINEERING DRAWINGSROUNDABOUT ACCESS FOR TRANSFORMERSBRIDGE STREETVICTORIA AVENUE6.0M TALL ILLUMINATED PILLAR X 5 ON TRIANGULAR CONCRETEFOOTING OR OTHER ENGINEERED BASE ORIENTED POINT TOOUTER CIRCLE AS SHOWNRAIL BALLAST STONE MULCH OVER GEOTEXTILE14 GAUGE CORTEN STEEL LANDSCAPE EDGING AT CENTERPLANTING BEDL-1ENLARGEMENT A-THIS PAGESTREET TREE PLANTINGORNAMENTAL GRASSES AND PERENNIALSIN CONTINUOUS BEDSBRIDGE STREETTHOROLD STONE ROAD EXTENSIONVICTORIA AVENUE 2R11.073° TYP.R 2 1 . 35.9 TYP.11 GAUGE CORTEN STEEL LANDSCAPE EDGINGAT RAISED PLANTING BEDEXISTING TRANSFORMERS, TOREMAIN AND BE PROTECTEDCONCRETE SIDEWALKS - REFER TOENGINEERING DRAWINGSREFER TO L2 FOR PLANTING LAYOUTREFER TO L2 FOR PLANTING LAYOUTPROPOSED SIGNS, REFER TO ENGINEERING PLANSLAYOUT AND MATERIALS PLANNIAGARA FALLSROUNDABOUT LANDSCAPE DESIGNTHOROLD STONE ROAD EXTENSION2.51.75.0INTEGRAL COLOUR BRUSHED CONCRETE INCHARCOAL COLOURROLLOVER CURB, REFERTO ENGINEERING PLANSRAISED CURB, REFER TOENGINEERING PLANSR3.30.590° 3. 0 T Y P .REFER TO RAIL BALLAST STONE MULCH DETAILINTEGRAL COLOUR BRUSHED CONCRETE INCHARCOAL COLOURREFER TO ELECTRICAL DRAWINGS FOR ELECTRICAL/LIGHTING DETAILSREFER TO STRUCTURAL DRAWINGS FOR FOOTING DETAILS0.6TREES ALONG THOROLD STONE ROADEXTENSION TO BE IMPLEMENTED ASPART OF A FUTURE CONTRACT45°45 °6.8 TYP.1.0 TYP.1.0 TYP.PROPOSEDLOCATION OFWATER SOURCEFOR IRRIGATION -REFER TOENGINEERINGPLANSASPHALT MULTI-USE PATHREFER TO ENGINEERINGDRAWINGSPage 784 of 1510 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 Page 785 of 1510 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. Page 786 of 1510 COST SHARING AGREEMENT THIS AGREEMENT made in triplicate this day of , 2021. - BETWEEN - THE REGIONAL MUNICIPALITY OF NIAGARA Hereinafter called "Niagara Region" (of the first part) - AND – THE CORPORATION OF THE CITY OF NIAGARA FALLS Hereinafter called the "City” (of the second part) WHEREAS the Niagara Region has issued a Tender (hereinafter called the “Tender”) for the construction of a single lane roundabout at the intersection of Regional Road 43 (Bridge Street) and Victoria Avenue in the City of Niagara Falls, including municipal improvements (hereinafter called the “Project”). AND WHEREAS the total tender price for the Project is $4,276,425.00, excluding taxes; AND WHEREAS the City’s portion of the Project is $1,105,961.16 (excluding taxes) based on the agreed cost-sharing breakdown attached as Schedule “A” to this Agreement, and based on estimated quantities and prices, and subject to potential increase based on contingency payments to the extent Niagara Region is obligated to make same pursuant to the terms of the Tender; AND WHEREAS the City has agreed to cost share certain services related to the Project undertaken by Niagara Region on behalf of the City as further detailed herein; AND WHEREAS Niagara Region’s authority to proceed with the Tender is internally conditional upon the City making the contribution contemplated by this Agreement. NOW THEREFORE THIS AGREEMENT WITNESSETH that in consideration of the premises and other good and valuable consideration, the sufficiency whereof is acknowledged hereby by the parties, the parties hereto agree with each other as follows: 1. The City agrees to pay the City’s share for the services undertaken by Niagara Region on City’s behalf identified in the Tender relating to the Project, as having a value totaling $1,105,961.16, excluding Harmonized Sales Tax (HST), and based on estimated quantities and prices, as outlined in the cost-sharing breakdown attached as Schedule “A” to this Agreement. 2. City’s share for the above-noted contract amounts to: Construction Cost $1,005,419.24 Construction Contingency $0.00 Page 787 of 1510 2 Engineering Services (Incl. Design, Construction Services, and Materials Testing) $100,541.92 TOTAL (excluding tax) $1,105,961.16 3. The City acknowledges and agrees that the said sum is an estimate only and that payment shall be made by the City to Niagara Region for the actual costs incurred, together with all surcharges and non-recoverable HST. 4. Upon execution of this agreement by both parties, Niagara Region agrees to proceed with the construction of the works contemplated by the issuing of the Tender, and through an agreement with the lowest compliant bidder. 5. The final cost-sharing breakdown will be provided by Niagara Region at the completion of the Project using actual contract quantities. 6. Based on the following payment schedule, Niagara Region shall provide invoices to the City for the cost of the City’s share of the Project which shall be paid within thirty (30) days of the invoice date: Invoice No. 1 ........................................................... October 1, 2022 IN WITNESS WHEREOF the parties hereto have duly executed this Agreement. THE REGIONAL MUNICIPALITY OF NIAGARA Per: _______________________________________ Name: Bruce Zvaniga, P. Eng. Position: Commissioner Public Works I have authority to bind the Corporation. THE CORPORATION OF THE CITY OF NIAGARA FALLS Per: _______________________________________ Name: Position: Per: _______________________________________ Name: Position: We have authority to bind the Corporation. Page 788 of 1510 3 SCHEDULE “A” Page 789 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number Section 1 - General 1.01 A1 Bonding 1 L.S.$ 50,000.00 50,000.00$ 0.76 0.24 1 76%24%100%38,000.00$ 12,000.00$ 50,000.00$ 1.02 A2, NR SSP1 Preconstruction Survey 1 L.S.$ 5,000.00 5,000.00$ 0.76 0.24 1 76%24%100%3,800.00$ 1,200.00$ 5,000.00$ 1.03 A3, NR SSP2 Site Office 1 L.S.$ 8,500.00 8,500.00$ 1.00 0.00 1 100%0%100%8,500.00$ -$ 8,500.00$ 1.04 A4, NR SSP3 Construction Layout 1 L.S.$ 45,000.00 45,000.00$ 0.76 0.24 1 76%24%100%34,200.00$ 10,800.00$ 45,000.00$ 1.05 A5, NR SSP4 OPSS 201 Clearing and Grubbing 500 m2 $ 2.00 1,000.00$ 500.00 0.00 500 100%0%100%1,000.00$ -$ 1,000.00$ 1.06 A5, NR SSP4 OPSS 201 Clearing and Grubbing - Trees all Sizes including stumps 3 ea $ 300.00 900.00$ 3.00 0.00 3 100%0%100%900.00$ -$ 900.00$ 1.07 A7, NR SSP5, OPSS 510, OPSS 805 Install, Maintain, and Remove Silt Control Devices (Light duty silt fence barrier, OPSD 219.110) 200 m $ 10.00 2,000.00$ 200.00 0.00 200 100%0%100%2,000.00$ -$ 2,000.00$ 1.08 A7, NR SSP5, OPSS 510, OPSS 805 Install, Maintain, and Remove Silt Control Devices (Filter cloth for catch basin grates) 15 ea $ 85.00 1,275.00$ 15.00 0.00 15 100%0%100%1,275.00$ -$ 1,275.00$ 1.09 A7, NR SSP5, OPSS 510, OPSS 805 Install, Maintain, and Remove Silt Control Devices (Filter cloth for maintenance hole covers) 2 ea $ 85.00 170.00$ 2.00 0.00 2 100%0%100%170.00$ -$ 170.00$ 1.10 A8, SSP6, OPSS 706 Construction Signs, Traffic Control, and Traffic Management Plan 1 L.S.$ 164,576.00 164,576.00$ 0.76 0.24 1 76%24%100%125,077.76$ 39,498.24$ 164,576.00$ 1.11 A8, SSP6, OPSS 706 Paid Duty Police (Provisional)40 hours $ 125.00 5,000.00$ 40.00 0.00 40 100%0%100%5,000.00$ -$ 5,000.00$ 1.12 A10, OPSS 801 Tree Protection 100 m $ 5.00 500.00$ 100.00 0.00 100 100%0%100%500.00$ -$ 500.00$ SUB-TOTAL Section 1 - General 283,921.00$ 283,921.00$ Section 1 - General - Contingency and Allowances 1.40 A9 Contingency 1 LS 750,000.00$ 750,000.00$ 0.86 0.14 1 86%14%100%645,000.00$ 105,000.00$ 750,000.00$ SUB-TOTAL Section 1 - General Contingency and Allowances 750,000.00$ 750,000.00$ CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls Page 790 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls Section 2 - Roads 2.01 B1, NR SSP7 Test Pits - HydroVac equipment or approved equivalent for exposing existing utilities and services - any depth 70 hour $ 245.00 17,150.00$ 50.00 20.00 70 71%29%100%12,250.00$ 4,900.00$ 17,150.00$ 2.02 B2, SSP8, OPSS 206 Earth Excavation 5998 m³$ 22.00 131,956.00$ 5998.00 0.00 5998 100%0%100%131,956.00$ -$ 131,956.00$ 2.03 B3, NR SSP9, OPSS 314, OPSS401, OPSS 402 Granular Materials - Granular 'A' (for bedding, cover, trench backfill and road base) 15500 t $ 17.50 271,250.00$ 12500.00 3000.00 15500 81%19%100%218,750.00$ 52,500.00$ 271,250.00$ 2.04 B3, NR SSP9, OPSS 314, OPSS401, OPSS 402 Granular Materials - Recycled Granular (for backfill) (Provisional) 7500 t $ 14.00 105,000.00$ 7500.00 0.00 7500 100%0%100%105,000.00$ -$ 105,000.00$ 2.05 B3, NR SSP9, OPSS 314, OPSS401, OPSS 402 Imported Select Native Material (Provisional)1000 m³$ 8.00 8,000.00$ 1000.00 0.00 1000 100%0%100%8,000.00$ -$ 8,000.00$ 2.06 B6, NR SSP 10, OPSS 405 Subdrain - 100mm Dia. Road Subdrain (OPSD 216.021) c/w subdrain outlets as per OPSD 207.044 690 m $ 25.00 17,250.00$ 690.00 0.00 690 100%0%100%17,250.00$ -$ 17,250.00$ 2.07 B8, NR SSP 11, OPSS 353 Concrete Curb and Gutter - Straight and curved sections (OPSD 600.040) 1200 m $ 49.00 58,800.00$ 1200.00 0.00 1200 100%0%100%58,800.00$ -$ 58,800.00$ 2.08 B8, NR SSP 11, OPSS 353 Concrete Curb and Gutter - Reinforced Semi Mountable - Straight and curved sections (OPSD 600.060) 153 m $ 125.00 19,125.00$ 153.00 0.00 153 100%0%100%19,125.00$ -$ 19,125.00$ 2.09 B8, NR SSP 11, OPSS 353 Concrete Curb and Gutter - Barrier Curb - Straight and curved sections (OPSD 600.110) 210 m $ 55.00 11,550.00$ 210.00 0.00 210 100%0%100%11,550.00$ -$ 11,550.00$ 2.10 B8, OPSS 353 45° Concrete Outlet for Concrete Curb with Gutter (OPSD 605.010) 3 ea $ 450.00 1,350.00$ 3.00 0.00 3 100%0%100%1,350.00$ -$ 1,350.00$ 2.12 B9, B16, NR SSP12, OPSS 351, OPSS 350, OPSS 905 Concrete Sidewalk and Median - Natural Colour, Brushed Finish, 150mm thick 1560 m2 $ 60.00 93,600.00$ 1560.00 0.00 1560 100%0%100%93,600.00$ -$ 93,600.00$ 2.13 B9, B16, NR SSP12, OPSS 351, OPSS 350, OPSS 905 Concrete Sidewalk - Commercial Driveways, natural colour, brushed finish, 200mm thick with wire mesh 55 m2 $ 85.00 4,675.00$ 55.00 0.00 55 100%0%100%4,675.00$ -$ 4,675.00$ 2.14 B9, B16, NR SSP12, OPSS 351, OPSS 350, OPSS 905 Concrete Median and Strip - Natural Colour, Brushed Finish, 150mm thick 190 m2 $ 80.00 15,200.00$ 190.00 0.00 190 100%0%100%15,200.00$ -$ 15,200.00$ 2.15 B9, B16, NR SSP12, OPSS 351, OPSS 350, OPSS 905 Concrete Median and Strip - Charcoal Colour, Brushed Finish, 150mm thick 470 m2 $ 90.00 42,300.00$ 470.00 0.00 470 100%0%100%42,300.00$ -$ 42,300.00$ 2.16 B9, B16, NR SSP12, OPSS 351, OPSS 350, OPSS 905 Concrete Apron - Charcoal Colour, Brushed Finish, 200mm thick 360 m2 $ 105.00 37,800.00$ 0.00 360.00 360 0%100%100%-$ 37,800.00$ 37,800.00$ 2.17 B34, OPSS 351 Tactile Warning Surfaces 40 ea $ 235.00 9,400.00$ 40.00 0.00 40 100%0%100%9,400.00$ -$ 9,400.00$ Page 791 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls 2.18 B11, NR SSP13, OPSS 510 Asphalt Milling - 50mm depth 1400 m2 $ 5.00 7,000.00$ 1400.00 0.00 1400 100%0%100%7,000.00$ -$ 7,000.00$ 2.19 B11, NR SSP13, OPSS 510 Asphalt Milling - 50mm depth - Butt Joints 200 m2 $ 12.00 2,400.00$ 200.00 0.00 200 100%0%100%2,400.00$ -$ 2,400.00$ 2.20 B12, NR SSP14, OPSS 310 Supply and Application fo Tack Coat 6000 m2 $ 1.00 6,000.00$ 6000.00 0.00 6000 100%0%100%6,000.00$ -$ 6,000.00$ 2.21 B13, NR SSP15, OPSS 408 Adjustment of Appurtenances - Catch Basin and frame and covers to base - Up to 300mm Ex. CB (Provisional) 3 ea $ 435.00 1,305.00$ 3.00 0.00 3 100%0%100%1,305.00$ -$ 1,305.00$ 2.22 B13, NR SSP15, OPSS 408 Adjustment of Appurtenances - Catch Basin and frame and covers to base - Base asphalt to finished grade - All 20 ea $ 400.00 8,000.00$ 20.00 0.00 20 100%0%100%8,000.00$ -$ 8,000.00$ 2.23 B13, NR SSP15, OPSS 408 Adjustment of Appurtenances - Adjust Maintenance Holes / Valve Chambers - Up to 300mm Ex. MH 6 ea $ 550.00 3,300.00$ 6.00 0.00 6 100%0%100%3,300.00$ -$ 3,300.00$ 2.24 B13, NR SSP15, OPSS 408 Adjustment of Appurtenances - MH's - concrete collars base asphalt to finished grade - All 6 ea $ 1,450.00 8,700.00$ 6.00 0.00 6 100%0%100%8,700.00$ -$ 8,700.00$ 2.25 B13, NR SSP15, OPSS 408 Adjustment of Appurtenances - Adjust Existing Valve and Curb Box 9 ea $ 125.00 1,125.00$ 9.00 0.00 9 100%0%100%1,125.00$ -$ 1,125.00$ 2.26 B13, NR SSP15, OPSS 408 Adjustment of Appurtenances - WV's- concrete collars base asphalt to finished grade - All 9 ea $ 425.00 3,825.00$ 9.00 0.00 9 100%0%100%3,825.00$ -$ 3,825.00$ 2.27 B14, NR SSP 16, OPSS 310, OPSS 1101, OPSS 1150, OPSS 1151 Supply and Place Hot Mix Asphalt -Base - SuperPave 19, Category D - PGAC 64-28 - Roadway (2 x 50mm lifts roadway) 1400 t $ 115.00 161,000.00$ 1400.00 0.00 1400 100%0%100%161,000.00$ -$ 161,000.00$ 2.28 B14, NR SSP 16, OPSS 310, OPSS 1101, OPSS 1150, OPSS 1151 Supply and Place Hot Mix Asphalt -Surface - SuperPave 12.5 FC2, Category D PGAC 64-28 - Roadway (50mm) 800 t $ 125.00 100,000.00$ 800.00 0.00 800 100%0%100%100,000.00$ -$ 100,000.00$ 2.29 B14, NR SSP 16, OPSS 310, OPSS 1101, OPSS 1150, OPSS 1151 Supply and Place Hot Mix Asphalt - HL3 F - Multiuse Pathway (70mm thick) 30 t $ 200.00 6,000.00$ 30.00 0.00 30 100%0%100%6,000.00$ -$ 6,000.00$ 2.30 B14, NR SSP 16, OPSS 310, OPSS 1101, OPSS 1150, OPSS 1151 Supply and Place Hot Mix Asphalt - HL3 F - Residential Driveway (50mm) 20 t $ 200.00 4,000.00$ 20.00 0.00 20 100%0%100%4,000.00$ -$ 4,000.00$ 2.31 B14, NR SSP 16, OPSS 310, OPSS 1101, OPSS 1150, OPSS 1151 Supply and Place Hot Mix Asphalt - HL8 base - Commercial Driveway (50mm) 30 t $ 190.00 5,700.00$ 30.00 0.00 30 100%0%100%5,700.00$ -$ 5,700.00$ Page 792 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls 2.32 B14, NR SSP 16, OPSS 310, OPSS 1101, OPSS 1150, OPSS 1151 Supply and Place Hot Mix Asphalt - HL3 F Surface - Commercial Driveway (40mm) 24 t $ 200.00 4,800.00$ 24.00 0.00 24 100%0%100%4,800.00$ -$ 4,800.00$ 2.33 B15, NR SSP17, OPSS 311, OPSS 314 Asphalt Walkways / Pathway and Driveways - Residential (Handwork) 310 m2 $ 20.00 6,200.00$ 310.00 0.00 310 100%0%100%6,200.00$ -$ 6,200.00$ 2.34 B15, NR SSP17, OPSS 311, OPSS 314 Asphalt Walkways and Driveways - Commercial (Handwork) 220 m2 $ 20.00 4,400.00$ 220.00 0.00 220 100%0%100%4,400.00$ -$ 4,400.00$ 2.35 B9, B16, NR SSP12, OPSS 351, OPSS 350, OPSS 905 Concrete Pavement and Driveways (Provisional)20 m²$ 75.00 1,500.00$ 20.00 0.00 20 100%0%100%1,500.00$ -$ 1,500.00$ 2.36 B18, NR SSP18, OPSS 314 Granular Driveways - Residential and Commercial (200mm Granular 'A' residential and 300mm Granular 'A' commercial) (Provisional) 40 m2 $ 12.00 480.00$ 40.00 0.00 40 100%0%100%480.00$ -$ 480.00$ 2.37 B21, NR SSP19, OPSS 802, OPSS 803 Topsoil and Sod 2758 m²$ 12.00 33,096.00$ 2758.00 0.00 2758 100%0%100%33,096.00$ -$ 33,096.00$ 2.38 B21, NR SSP20, OPSS 802, OPSS 804 Topsoil, Seed and Mulch 4000 m²$ 7.00 28,000.00$ 4000.00 0.00 4000 100%0%100%28,000.00$ -$ 28,000.00$ 2.39 B23, NR SSP 21, OPSS 506 Supply and Apply Calcium Chloride 10 t $ 350.00 3,500.00$ 10.00 0.00 10 100%0%100%3,500.00$ -$ 3,500.00$ 2.40 B24, NR SSP21, OPSS 506 Application of Water for Dust Control 500 m3 $ 6.00 3,000.00$ 500.00 0.00 500 100%0%100%3,000.00$ -$ 3,000.00$ 2.41 NR SSP21 Dust Control - Street Sweeper (Provisional)60 hours $ 125.00 7,500.00$ 60.00 0.00 60 100%0%100%7,500.00$ -$ 7,500.00$ 2.42 B29 Wire Mesh (Provisional)120 m²$ 8.00 960.00$ 120.00 0.00 120 100%0%100%960.00$ -$ 960.00$ 2.43 B30, NR SSP22 Base Repairs - General (Provisional)150 m²$ 30.00 4,500.00$ 150.00 0.00 150 100%0%100%4,500.00$ -$ 4,500.00$ 2.44 B27, NR SSP23, OPSS 510, SSP Removal of Existing Items - Sawcutting, Remove and Dispose of Asphalt Pavement - Full Depth 6700 m2 $ 3.00 20,100.00$ 6700.00 0.00 6700 100%0%100%20,100.00$ -$ 20,100.00$ 2.45 B27, NR SSP23, OPSS 510, SSP Removal of Existing Items - Sawcutting, Remove and Dispose of Concrete Curb (all types, all thickensses including medians) 620 m $ 15.00 9,300.00$ 620.00 0.00 620 100%0%100%9,300.00$ -$ 9,300.00$ 2.46 B27, NR SSP23, OPSS 510, SSP Removal of Existing Items - Sawcutting, Remove and Dispose of Concrete (including driveways, sidewalks, walkways, boulevards, all types, all thicknesses) 840 m2 $ 15.00 12,600.00$ 840.00 0.00 840 100%0%100%12,600.00$ -$ 12,600.00$ 2.47 B27, NR SSP23, OPSS 510, SSP Removal of Existing Items - Miscellaneous Surface Feature Removals (timber curbs, driveway edgers, bollards) 1 L.S.$ 500.00 500.00$ 1.00 0.00 1 100%0%100%500.00$ -$ 500.00$ 2.48 B27, NR SSP23, OPSS 510, SSP Removal of Existing Items - Steel Sign Concrete Footing (Sta. 6+981, o/s 10m LT Bridge Street) 1 L.S.$ 1,000.00 1,000.00$ 1.00 0.00 1 100%0%100%1,000.00$ -$ 1,000.00$ 2.49 B27, NR SSP23, OPSS 510, SSP Removal of Existing Items - Signs (all types) (including inventory prior to removal) 20 ea $ 135.00 2,700.00$ 20.00 0.00 20 100%0%100%2,700.00$ -$ 2,700.00$ 2.50 B27, NR SSP23, OPSS 510, SSP Removal of Existing Items - Fencing (all types) including posts 62 m $ 15.00 930.00$ 62.00 0.00 62 100%0%100%930.00$ -$ 930.00$ Page 793 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls 2.51 B27, NR SSP23, OPSS 510, SSP Removal of Existing Items - All pipes and culverts (all types/sizes/materials) (Provisional) 100 m $ 85.00 8,500.00$ 100.00 0.00 100 100%0%100%8,500.00$ -$ 8,500.00$ 2.52 B27, NR SSP23, OPSS 510, SSP Removal of Existing Items - Manholes (Any type, any depth, any size) 9 ea $ 1,100.00 9,900.00$ 9.00 0.00 9 100%0%100%9,900.00$ -$ 9,900.00$ 2.53 B27, NR SSP23, OPSS 510, SSP Removal of Existing Items - Catch Basins (Any type, any depth, any size) 10 ea $ 450.00 4,500.00$ 10.00 0.00 10 100%0%100%4,500.00$ -$ 4,500.00$ 2.54 B27, NR SSP23, OPSS 510, SSP Removal of Existing Items - BELL Manholes (Any type, any depth, any size) 1 ea $ 1,850.00 1,850.00$ 1.00 0.00 1 100%0%100%1,850.00$ -$ 1,850.00$ 2.55 B27, NR SSP23, OPSS 510, SSP Removal and disposal of Existing Rail - including Ballast, ties and rails (Provisional) 20 m $ 150.00 3,000.00$ 20.00 0.00 20 100%0%100%3,000.00$ -$ 3,000.00$ 2.56 B35, G11, B1, B2, NR SSP24, OPSS 206 Disposal of Excavated Contaminated Soils - Type 4 Soils 9100 t $ 45.00 409,500.00$ 8100.00 1000.00 9100 89%11%100%364,500.00$ 45,000.00$ 409,500.00$ 2.57 B35, G11, B1, B2, NR SSP24, OPSS 206 Disposal of Surplus or Unsuitable Excavated Material (Provisional) 1000 t $ 8.00 8,000.00$ 700.00 300.00 1000 70%30%100%5,600.00$ 2,400.00$ 8,000.00$ 2.58 B35, G11, B1, B2, NR SSP24, OPSS 206 Excees Soil Management Plan 1 LS $ 2,650.00 2,650.00$ 0.70 0.30 1 70%30%100%1,855.00$ 795.00$ 2,650.00$ 2.59 B35, G11, B1, B2, NR SSP24, OPSS 206 Test Pits for the Identification of the Limits of Contaminated Materials 70 hour $ 300.00 21,000.00$ 50.00 20.00 70 71%29%100%15,000.00$ 6,000.00$ 21,000.00$ 2.60 B35, G11, B1, B2, NR SSP24, OPSS 206 Lugger boxes for Material Storage on Site 1 LS $ 1,200.00 1,200.00$ 0.70 0.30 1 70%30%100%840.00$ 360.00$ 1,200.00$ 2.61 NR SSP25 Remove & Dispose of Contaminated Liquid (Provisional) 5000 litres $ 0.50 2,500.00$ 5000.00 0.00 5000 100%0%100%2,500.00$ -$ 2,500.00$ 2.62 NR SSP26 Remove & Dispose of UST (assume 1500L tank) (Provisional) 1 LS $ 2,000.00 2,000.00$ 1.00 0.00 1 100%0%100%2,000.00$ -$ 2,000.00$ 2.63 NR SSP26 Removal & Disposal of Fuel Lines and Appurtenances (Provisional) 1 LS $ 1,200.00 1,200.00$ 1.00 0.00 1 100%0%100%1,200.00$ -$ 1,200.00$ 2.64 NR SSP27 Removal and Decommissioning of Monitoring Wells 6 EA $ 550.00 3,300.00$ 6.00 0.00 6 100%0%100%3,300.00$ -$ 3,300.00$ 2.65 NR SSP28 Fencing - Supply, Install and adjust as required - Chain Link 25 m $ 160.00 4,000.00$ 25.00 0.00 25 100%0%100%4,000.00$ -$ 4,000.00$ 2.66 NR SSP29, OPSS 710, OPSS 1714, OPSS 1750 Pavement Markings, Durable - 100mm Width Solid Yellow 1100 m $ 6.00 6,600.00$ 1100.00 0.00 1100 100%0%100%6,600.00$ -$ 6,600.00$ 2.67 NR SSP29, OPSS 710, OPSS 1714, OPSS 1750 Pavement Markings, Durable - 100mm Width Solid White 1220 m $ 6.00 7,320.00$ 1220.00 0.00 1220 100%0%100%7,320.00$ -$ 7,320.00$ 2.68 NR SSP29, OPSS 710, OPSS 1714, OPSS 1750 Pavement Markings, Durable - 200mm Width Solid White 120 m $ 12.00 1,440.00$ 120.00 0.00 120 100%0%100%1,440.00$ -$ 1,440.00$ 2.69 NR SSP29, OPSS 710, OPSS 1714, OPSS 1750 Pavement Markings, Durable - 450mm Width Broken White (all patterns) 50 m $ 30.00 1,500.00$ 50.00 0.00 50 100%0%100%1,500.00$ -$ 1,500.00$ Page 794 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls 2.70 NR SSP29, OPSS 710, OPSS 1714, OPSS 1750 Pavement Markings, Durable - 600mm Width Solid White 170 m $ 40.00 6,800.00$ 170.00 0.00 170 100%0%100%6,800.00$ -$ 6,800.00$ 2.71 NR SSP29, OPSS 710, OPSS 1714, OPSS 1750 Pavement Markings, Durable - Yield to Pedestrian Triangle 58 ea $ 80.00 4,640.00$ 58.00 0.00 58 100%0%100%4,640.00$ -$ 4,640.00$ 2.72 NR SSP29, OPSS 710, OPSS 1714, OPSS 1750 Pavement Markings, Permanent Paint - Symbols and Arrows (bike lane marking) 6 ea $ 175.00 1,050.00$ 6.00 0.00 6 100%0%100%1,050.00$ -$ 1,050.00$ 2.73 NR SSP29, OPSS 710, OPSS 1714, OPSS 1750 Pavement Markings, Temporary Line Painting 1 LS $ 6,500.00 6,500.00$ 1.00 0.00 1 100%0%100%6,500.00$ -$ 6,500.00$ 2.74 NR SSP29, OPSS 510 Pavement Marking Obliteration 1 LS $ 6,200.00 6,200.00$ 1.00 0.00 1 100%0%100%6,200.00$ -$ 6,200.00$ 2.75 NR SSP 30 Install Signs and Posts - Telspar Steel Posts - Signs Supplied by Region 28 ea $ 375.00 10,500.00$ 28.00 0.00 28 100%0%100%10,500.00$ -$ 10,500.00$ 2.76 NR SSP 30 Install Signs and Posts - 10x10cm Wood Post (Roundabout Signage) - Signs Supplied by Region 24 ea $ 425.00 10,200.00$ 24.00 0.00 24 100%0%100%10,200.00$ -$ 10,200.00$ 2.77 NR SSP 30 Install Signs and Posts - 2 - 10x15cm Wood Posts (Roundabout Signage) - Signs Supplied by Region 8 ea $ 900.00 7,200.00$ 8.00 0.00 8 100%0%100%7,200.00$ -$ 7,200.00$ SUB-TOTAL Section 2 - Roads 1,860,877.00$ 1,860,877.00$ Page 795 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls Section 3 - Storm Sewer 3.01 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - EXMH1 to DCBMH3 - 300mm Storm Sewer (Avg. depth 1.8m) 48.7 m $ 400.00 19,480.00$ 48.70 0.00 49 100%0%100%19,480.00$ -$ 19,480.00$ 3.02 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - CB6 to CBMH7 - 300mm Storm Sewer (Avg. depth 2.0m) 8.6 m $ 500.00 4,300.00$ 8.60 0.00 9 100%0%100%4,300.00$ -$ 4,300.00$ 3.03 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - CBMH22 to CBMH25 - 300mm Storm Sewer (Avg. depth 1.8m) 42.6 m $ 265.00 11,289.00$ 42.60 0.00 43 100%0%100%11,289.00$ -$ 11,289.00$ 3.04 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - CBMH25 to CBMH7 - 300mm Storm Sewer (Avg. depth 1.9m) 32.2 m $ 300.00 9,660.00$ 32.20 0.00 32 100%0%100%9,660.00$ -$ 9,660.00$ 3.05 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - DCBMH28 to CBMH30 - 300mm Storm Sewer (Avg. depth 2.5m) 29.2 m $ 345.00 10,074.00$ 29.20 0.00 29 100%0%100%10,074.00$ -$ 10,074.00$ 3.06 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - CBMH30 to STMH31 - 300mm Storm Sewer (Avg. depth 2.9m) 36.8 m $ 365.00 13,432.00$ 36.80 0.00 37 100%0%100%13,432.00$ -$ 13,432.00$ 3.07 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - STMH31 to COMBMH8 - 300mm Storm Sewer (Avg. depth 2.9m) 2 m $ 700.00 1,400.00$ 2.00 0.00 2 100%0%100%1,400.00$ -$ 1,400.00$ 3.08 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - CBMH7 to CBMH8 - 375mm Storm Sewer (Avg. depth 2.2m) 26.8 m $ 400.00 10,720.00$ 26.80 0.00 27 100%0%100%10,720.00$ -$ 10,720.00$ 3.09 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - CBMH8 to STMH9 - 375mm Storm Sewer (Avg. depth 2.4m) 18.8 m $ 675.00 12,690.00$ 18.80 0.00 19 100%0%100%12,690.00$ -$ 12,690.00$ 3.10 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - DCBMH3 to STMH9 - 450mm Storm Sewer (Avg. depth 2.4m) 67.4 m $ 375.00 25,275.00$ 67.40 0.00 67 100%0%100%25,275.00$ -$ 25,275.00$ 3.11 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - STMH9 to STMH10 - 525mm Storm Sewer (Avg. depth 3.3m) 51.2 m $ 640.00 32,768.00$ 51.20 0.00 51 100%0%100%32,768.00$ -$ 32,768.00$ 3.12 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - STMH10 to STMH11 - 525mm Storm Sewer (Avg. depth 3.2m) 11.4 m $ 600.00 6,840.00$ 11.40 0.00 11 100%0%100%6,840.00$ -$ 6,840.00$ 3.13 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - STMH11 to STMH17 - 525mm Storm Sewer (Avg. depth 3.5mm) 95.1 m $ 550.00 52,305.00$ 95.10 0.00 95 100%0%100%52,305.00$ -$ 52,305.00$ 3.14 C1, C2, NR SSP 31, OPSS 410 Storm Sewer - STMH17 to STM - 525mm Storm Sewer (Avg. depth 4.0m) 3.9 m $ 1,500.00 5,850.00$ 3.90 0.00 4 100%0%100%5,850.00$ -$ 5,850.00$ 3.15 C1, C2, NR SSP 31, OPSS 410 Single Inlet Catch Basin Lateral - 250mm Dia. Pipe Storm Sewer 119 m $ 265.00 31,535.00$ 119.00 0.00 119 100%0%100%31,535.00$ -$ 31,535.00$ 3.16 C1, C2, NR SSP 31, OPSS 410 Twin Inlet Catch Basin Lateral - 300mm Dia. Pipe Storm Sewer 25 m $ 400.00 10,000.00$ 25.00 0.00 25 100%0%100%10,000.00$ -$ 10,000.00$ 3.17 NR SSP 31, OPSS 407, OPSS 410 Breaking into Maintenance Holes Catch Basins Ditch Inlets and Connect Proposed Storm Sewer 5 ea $ 1,600.00 8,000.00$ 5.00 0.00 5 100%0%100%8,000.00$ -$ 8,000.00$ Page 796 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls 3.18 NR SSP 31, OPSS 407, OPSS 410 Breaking into Box Storm Sewer at Park Street and Connect Proposed Storm Sewer 1 LS $ 10,000.00 10,000.00$ 1.00 0.00 1 100%0%100%10,000.00$ -$ 10,000.00$ 3.19 C5, NR SSP 32, OPSS 409 Flush and T.V. Inspect Sewers 619 m $ 12.00 7,428.00$ 619.00 0.00 619 100%0%100%7,428.00$ -$ 7,428.00$ 3.20 C6, NR SSP 33, OPSS 407 Precast Catch Basins (705.010) with Frame and Grate 12 ea $ 2,900.00 34,800.00$ 12.00 0.00 12 100%0%100%34,800.00$ -$ 34,800.00$ 3.21 C6, NR SSP 33, OPSS 407 Precast Twin Inlet Catch Basins (705.020) with Frame and Grates 2 ea $ 3,600.00 7,200.00$ 2.00 0.00 2 100%0%100%7,200.00$ -$ 7,200.00$ 3.22 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - CBMH7 - 1200mm dia. - +/- 2.0m Rim to Invert (OPSD 701.010) 1 ea $ 7,800.00 7,800.00$ 1.00 0.00 1 100%0%100%7,800.00$ -$ 7,800.00$ 3.23 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - CBMH8 - 1200mm dia. - +/- 2.2m Rim to Invert (OPSD 701.010) 1 ea $ 7,500.00 7,500.00$ 1.00 0.00 1 100%0%100%7,500.00$ -$ 7,500.00$ 3.24 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - CBMH22 - 1200mm dia. - +/- 1.8m Rim to Invert (OPSD 701.010) 1 ea $ 7,000.00 7,000.00$ 1.00 0.00 1 100%0%100%7,000.00$ -$ 7,000.00$ 3.25 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - CBMH25 - 1200mm dia. - +/-1.8m Rim to Invert (OPSD 701.010) 1 ea $ 6,900.00 6,900.00$ 1.00 0.00 1 100%0%100%6,900.00$ -$ 6,900.00$ 3.26 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - CBMH30 - 1200mm dia. - +/-2.9m Rim to Invert (OPSD 701.010) 1 ea $ 8,500.00 8,500.00$ 1.00 0.00 1 100%0%100%8,500.00$ -$ 8,500.00$ 3.27 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - STMH31 - 1200mm dia. - +/- 2.8m Rim to Invert (OPSD 701.010) 1 ea $ 7,400.00 7,400.00$ 1.00 0.00 1 100%0%100%7,400.00$ -$ 7,400.00$ 3.28 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - DCBMH3 - 1500mm dia. - +/- 1.8m Rim to Invert (OPSD 701.011) 1 ea $ 9,100.00 9,100.00$ 1.00 0.00 1 100%0%100%9,100.00$ -$ 9,100.00$ 3.29 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - STMH9 - 1500mm dia. - +/- 2.6m Rim to Invert (OPSD 701.011) 1 ea $ 10,300.00 10,300.00$ 1.00 0.00 1 100%0%100%10,300.00$ -$ 10,300.00$ 3.30 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - STMH10 - 1500mm dia. - +/-3.3m Rim to Invert (OPSD 701.011) 1 ea $ 12,500.00 12,500.00$ 1.00 0.00 1 100%0%100%12,500.00$ -$ 12,500.00$ 3.31 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - STMH11 - 1500mm dia. - +/-3.2m Rim to Invert (OPSD 701.011) 1 ea $ 12,450.00 12,450.00$ 1.00 0.00 1 100%0%100%12,450.00$ -$ 12,450.00$ 3.32 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - STMH17 - 1500mm dia. - +/- 7.1m Rim to Invert (OPSD 701.011) 1 ea $ 30,000.00 30,000.00$ 1.00 0.00 1 100%0%100%30,000.00$ -$ 30,000.00$ 3.33 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - DCBMH28 - 1500mm dia. - +/- 1.9m Rim to Invert (OPSD 701.011) 1 ea $ 9,250.00 9,250.00$ 1.00 0.00 1 100%0%100%9,250.00$ -$ 9,250.00$ SUB-TOTAL Section 3 - Storm Sewer 453,746.00$ 453,746.00$ Page 797 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls Section 4 - Sanitary Sewer 4.01 C1, C2, NR SSP 31, OPSS 410 Sanitary Sewer - SAMH2 to SAMH3 - 200mm Sanitary Sewer PVC SDR-35 (Avg. depth 4.0m) 10.7 m $ 715.00 7,650.50$ 0.00 10.70 11 0%100%100%-$ 7,650.50$ 7,650.50$ 4.02 C1, C2, NR SSP 31, OPSS 410 Sanitary Sewer - SAMH3 to SAMH4 - 200mm Sanitary Sewer PVC SDR-35 (Avg. depth 3.7m) 65.9 m $ 540.00 35,586.00$ 0.00 65.90 66 0%100%100%-$ 35,586.00$ 35,586.00$ 4.03 C1, C2, NR SSP 31, OPSS 410 Sanitary Sewer - SAMH4 to SAMH5 - 200mm Sanitary Sewer PVC SDR-35 (Avg. depth 3.3m) 67.1 m $ 460.00 30,866.00$ 0.00 67.10 67 0%100%100%-$ 30,866.00$ 30,866.00$ 4.04 C1, C2, NR SSP 31, OPSS 410 Sanitary Sewer - SAMH5 to EX. SAMH6 - 200mm Sanitary Sewer PVC SDR-35 (Avg. depth 3.5m) 19.5 m $ 600.00 11,700.00$ 0.00 19.50 20 0%100%100%-$ 11,700.00$ 11,700.00$ 4.05 C1, C2, NR SSP 31, OPSS 410 Sanitary Sewer - EX. SAMH1 to SAMH2 - 300mm Sanitary Sewer PVC SDR-35 (Avg. depth 4.0m) 98.4 m $ 635.00 62,484.00$ 0.00 98.40 98 0%100%100%-$ 62,484.00$ 62,484.00$ 4.06 C1, C2, NR SSP 31, OPSS 410 Sanitary Sewer - SAMH7 to COMB MH8 - 300mm Sanitary Sewer PVC SDR-35 (Avg. depth 2.5m) 51.3 m $ 425.00 21,802.50$ 0.00 51.30 51 0%100%100%-$ 21,802.50$ 21,802.50$ 4.07 C1, C2, NR SSP 31, OPSS 410 Sanitary Sewer - COMB MH8 to COMB MH9 - 300mm Sanitary Sewer PVC SDR-35 (Avg. depth 2.3m) 3.7 m $ 1,200.00 4,440.00$ 0.00 3.70 4 0%100%100%-$ 4,440.00$ 4,440.00$ 4.09 C1, C2, NR SSP 31, OPSS 410 Sanitary Lateral - 125mm PVC SDR-28 50 m $ 250.00 12,500.00$ 0.00 50.00 50 0%100%100%-$ 12,500.00$ 12,500.00$ 4.10 C1, C2, NR SSP 31, OPSS 410 Sanitary Lateral - 150mm PVC SDR-28 10 m $ 275.00 2,750.00$ 0.00 10.00 10 0%100%100%-$ 2,750.00$ 2,750.00$ 4.11 C4, NR SSP 31, OPSS 410 Connect New Sewer Lateral to Existing Sewer Lateral (all sizes and pipe material types) 12 ea $ 1,500.00 18,000.00$ 0.00 12.00 12 0%100%100%-$ 18,000.00$ 18,000.00$ 4.12 C5, NR SSP 32, OPSS 409 Flush and T.V. Inspection of Sanitary Sewer and Laterals - New Mainline Sewer 317 m $ 12.00 3,804.00$ 0.00 317.00 317 0%100%100%-$ 3,804.00$ 3,804.00$ 4.13 C5, NR SSP 32, OPSS 409 Flush and T.V. Inspection of Sanitary Sewer and Laterals - New Laterals 12 ea $ 175.00 2,100.00$ 0.00 12.00 12 0%100%100%-$ 2,100.00$ 2,100.00$ 4.14 C5, NR SSP 32, OPSS 409 Dye Testing 6 ea $ 100.00 600.00$ 0.00 6.00 6 0%100%100%-$ 600.00$ 600.00$ 4.15 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - SAMH2 - 1200mm dia. - +/-4.0m Rim to Invert (OPSD 701.010 & OPSD 401.010) 1 ea $ 11,000.00 11,000.00$ 0.00 1.00 1 0%100%100%-$ 11,000.00$ 11,000.00$ 4.16 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - SAMH3 - 1200mm dia. - +/-4.0m Rim to Invert (OPSD 701.010 & OPSD 401.010) 1 ea $ 9,500.00 9,500.00$ 0.00 1.00 1 0%100%100%-$ 9,500.00$ 9,500.00$ 4.17 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - SAMH4 - 1200mm dia. - +/-3.5m Rim to Invert (OPSD 701.010 & OPSD 401.010) 1 ea $ 7,700.00 7,700.00$ 0.00 1.00 1 0%100%100%-$ 7,700.00$ 7,700.00$ 4.18 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - SAMH5 - 1200mm dia. - +/- 3.0m Rim to Invert (OPSD 701.010 & OPSD 401.010) 1 ea $ 7,700.00 7,700.00$ 0.00 1.00 1 0%100%100%-$ 7,700.00$ 7,700.00$ 4.19 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - SAMH6 - 1200mm dia. - +/- 3.0m Rim to Invert (OPSD 701.010 & OPSD 401.010) 1 ea $ 7,400.00 7,400.00$ 0.00 1.00 1 0%100%100%-$ 7,400.00$ 7,400.00$ Page 798 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls 4.20 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - SAMH7 - 1200mm dia. - +/-2.2m Rim to Invert (OPSD 701.010 & OPSD 401.010) 1 ea $ 6,800.00 6,800.00$ 0.00 1.00 1 0%100%100%-$ 6,800.00$ 6,800.00$ 4.21 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - COMB MH8 - 1200mm dia. - +/-2.3m Rim to Invert (OPSD 701.010 & OPSD 401.010) 1 ea $ 7,100.00 7,100.00$ 0.00 1.00 1 0%100%100%-$ 7,100.00$ 7,100.00$ 4.22 C6, NR SSP 33, OPSS 407 Pre-Cast Maintenance Hole - COMB MH9 - 1200mm dia. - +/-3.0m Rim to Invert (OPSD 701.010 & OPSD 401.010) 1 ea $ 9,400.00 9,400.00$ 0.00 1.00 1 0%100%100%-$ 9,400.00$ 9,400.00$ 4.23 C6, NR SSP 33, OPSS 407 Connect Proposed 1200mm dia. Maintenance Hole to Existing 200mm to 300mm dia. Sewer 3 ea $ 1,700.00 5,100.00$ 0.00 3.00 3 0%100%100%-$ 5,100.00$ 5,100.00$ 4.24 C6, NR SSP 33, OPSS 407 Breaking into Maintenance Holes and Connect Proposed Sanitary Sewer 1 ea $ 2,750.00 2,750.00$ 0.00 1.00 1 0%100%100%-$ 2,750.00$ 2,750.00$ 4.25 C7, NR SSP 34 Cleanouts 12 ea $ 1,250.00 15,000.00$ 0.00 12.00 12 0%100%100%-$ 15,000.00$ 15,000.00$ SUB-TOTAL Section 4 - Sanitary Sewer 303,733.00$ 303,733.00$ Page 799 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls Section 5 - Watermains 5.01 D1, D14, NR SSP 35, OPSS 441 Watermain - 300mm PVC DR-18 c/w 8-gauge, 7 strand copper insulated tracer wire 97 m $ 765.00 74,205.00$ 0.00 97.00 97 0%100%100%-$ 74,205.00$ 74,205.00$ 5.02 D1, D14, NR SSP36, OPSS 441 Watermain Connections - Proposed 300mm to existing 150mm WM - Including all required bends, sleeves, tees, reducers, thrust restraints, and appurtenances to connect to existing watermain c/w 8-gauge, 7 strand copper insulated tracer wire 1 ea $ 5,000.00 5,000.00$ 0.00 1.00 1 0%100%100%-$ 5,000.00$ 5,000.00$ 5.03 D1, D14, NR SSP36, OPSS 441 Watermain Connections - Proposed 300mm to existing 300mm WM - Including all required bends, sleeves, tees, reducers, thrust restraints, and appurtenances to connect to existing watermain c/w 8-gauge, 7 strand copper insulated tracer wire 1 ea $ 7,500.00 7,500.00$ 0.00 1.00 1 0%100%100%-$ 7,500.00$ 7,500.00$ 5.04 D2, NR SSP37, OPSS 441 Water Valves and Boxes - 300mm diameter valve & box 2 ea $ 5,500.00 11,000.00$ 0.00 2.00 2 0%100%100%-$ 11,000.00$ 11,000.00$ 5.05 D3, D14, NR SSP38, OPSS 441 Hydrant Sets - complete with anchor tee and valve 1 ea $ 8,000.00 8,000.00$ 0.00 1.00 1 0%100%100%-$ 8,000.00$ 8,000.00$ 5.06 D3, D14, NR SSP38, OPSS 441 Hydrant Extensions - Up to 150mm (Provisional)1 ea $ 800.00 800.00$ 0.00 1.00 1 0%100%100%-$ 800.00$ 800.00$ 5.07 D3, D14, NR SSP38, OPSS 441 Hydrant Extensions - Up to 300mm (Provisional)1 ea $ 900.00 900.00$ 0.00 1.00 1 0%100%100%-$ 900.00$ 900.00$ 5.08 D3, D14, NR SSP38, OPSS 441 Relocate Existing Hydrant - Including Extending 150mm dia. Lateral, fittings and appurtenances 1 ea $ 5,700.00 5,700.00$ 0.00 1.00 1 0%100%100%-$ 5,700.00$ 5,700.00$ 5.09 D4, D14, NR SSP39, OPSS 441 Water Services - 20mm Type 'K' Soft Copper 17 m $ 275.00 4,675.00$ 0.00 17.00 17 0%100%100%-$ 4,675.00$ 4,675.00$ 5.10 D4, D14, NR SSP39, OPSS 441 Water Services - 25mm Type 'K' Soft Copper 6 m $ 285.00 1,710.00$ 0.00 6.00 6 0%100%100%-$ 1,710.00$ 1,710.00$ 5.11 D4, D14, NR SSP39, OPSS 441 Water Services - 50mm Type 'K' Soft Copper 4 m $ 400.00 1,600.00$ 0.00 4.00 4 0%100%100%-$ 1,600.00$ 1,600.00$ 5.12 D5, OPSS 441 Main Stop - 20mm 2 ea $ 400.00 800.00$ 0.00 2.00 2 0%100%100%-$ 800.00$ 800.00$ 5.13 D5, OPSS 441 Main Stop - 25mm 1 ea $ 415.00 415.00$ 0.00 1.00 1 0%100%100%-$ 415.00$ 415.00$ 5.14 D5, OPSS 441 Main Stop - 50mm 1 ea $ 750.00 750.00$ 0.00 1.00 1 0%100%100%-$ 750.00$ 750.00$ 5.15 D6, NR SSP40, OPSS 441 Curb Stop - 20mm 2 ea $ 315.00 630.00$ 0.00 2.00 2 0%100%100%-$ 630.00$ 630.00$ 5.16 D6, NR SSP40, OPSS 441 Curb Stop - 25mm 1 ea $ 325.00 325.00$ 0.00 1.00 1 0%100%100%-$ 325.00$ 325.00$ 5.17 D6, NR SSP40, OPSS 441 Curb Stop - 50mm 1 ea $ 700.00 700.00$ 0.00 1.00 1 0%100%100%-$ 700.00$ 700.00$ 5.18 D7, NR SSP41, OPSS 441 Curb Box - 20mm 2 ea $ 200.00 400.00$ 0.00 2.00 2 0%100%100%-$ 400.00$ 400.00$ 5.19 D7, NR SSP41, OPSS 441 Curb Box - 25mm 1 ea $ 210.00 210.00$ 0.00 1.00 1 0%100%100%-$ 210.00$ 210.00$ Page 800 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls 5.20 D7, NR SSP41, OPSS 441 Curb Box - 50mm 1 ea $ 300.00 300.00$ 0.00 1.00 1 0%100%100%-$ 300.00$ 300.00$ 5.21 D8, NR SSP42, OPSS 441 Reconnect Water Service - Reconnect existing 20mm and 25mm Water Services to new Watermain 3 ea $ 1,500.00 4,500.00$ 0.00 3.00 3 0%100%100%-$ 4,500.00$ 4,500.00$ 5.22 D10, OPSS 442 Cathodic Protection of Watermains and Appurtenances - Type DZP 550-12 (all services, fittings, valves & plugs) 7 ea $ 110.00 770.00$ 0.00 7.00 7 0%100%100%-$ 770.00$ 770.00$ 5.23 D10, OPSS 442 Cathodic Protection of Watermains and Appurtenances - Type DZP 1110-24 (each hydrant assemble, multiple fittings, up to 3) 2 ea $ 180.00 360.00$ 0.00 2.00 2 0%100%100%-$ 360.00$ 360.00$ 5.24 D13, NR SSP43, OPSS 441 Watermain Disinfection and Testing 1 LS $ 15,000.00 15,000.00$ 0.00 1.00 1 0%100%100%-$ 15,000.00$ 15,000.00$ 5.25 D4, D5, D6, D7, NR SSP44, OPSS 441 Irrigation System Water Supply - 50mm Water Meter, 50mm Backflow Preventer and Cabinet - Including all appurtences, concrete pad, remote reader as detailed for the roundabout and splitter islands 1 LS $ 8,500.00 8,500.00$ 0.00 1.00 1 0%100%100%-$ 8,500.00$ 8,500.00$ SUB-TOTAL Section 5 - Watermains 154,750.00$ 154,750.00$ Page 801 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls Section 6 - Illumination 6.01 NR SSP45, OPSS 610 Remove and Salvage Existing Electrical Equipment and Materials Return to Local Area Municipality - Luminaires and Arms 5 ea $ 100.00 500.00$ 0.00 5.00 5 0%100%100%-$ 500.00$ 500.00$ 6.02 NR SSP45, OPSS 610 Remove and Dispose of existing Street Light Poles (any type, any material) 5 ea $ 100.00 500.00$ 0.00 5.00 5 0%100%100%-$ 500.00$ 500.00$ 6.03 SSP100, OPSS 602 Junction Boxes - Supply and Install 330 x 600mm junction box 31 ea $ 940.00 29,140.00$ 31.00 0.00 31 100%0%100%29,140.00$ -$ 29,140.00$ 6.04 NR SSP45, OPSS 603 Conduit - Supply and Install 1-50mm PVC Conduit (thick wall) including fish rope, sweeps and all reinstatement 1200 m $ 30.00 36,000.00$ 1200.00 0.00 1200 100%0%100%36,000.00$ -$ 36,000.00$ 6.05 NR SSP45, OPSS 603 Conduit - Supply and Install 1-100mm PVC Conduit (thick wall) including fish rope, sweeps and all reinstatement 130 m $ 85.00 11,050.00$ 130.00 0.00 130 100%0%100%11,050.00$ -$ 11,050.00$ 6.06 NR SSP45, OPSS 604 Cable - Supply and Install 3-1/C#6 low voltage cable (illumination cable) 1000 m $ 18.00 18,000.00$ 1000.00 0.00 1000 100%0%100%18,000.00$ -$ 18,000.00$ 6.07 NR SSP45, OPSS 604 Cable - Supply and Install 2-1/C#6 low voltage cable (illumination cable) including sufficient length of cable for all connections and drip loops 145 m $ 16.00 2,320.00$ 145.00 0.00 145 100%0%100%2,320.00$ -$ 2,320.00$ 6.08 NR SSP45, OPSS 609 Grounding Rods - Supply and Install grounding rods including all wires necessary for connections 25 ea $ 77.00 1,925.00$ 25.00 0.00 25 100%0%100%1,925.00$ -$ 1,925.00$ 6.09 NR SSP45, OPSS 609 Cable - Supply and Install #6 cable - green (ground)930 m $ 4.00 3,720.00$ 930.00 0.00 930 100%0%100%3,720.00$ -$ 3,720.00$ 6.10 NR SSP45, OPSS 609 Cable - Supply and Install #6 cable - bare (ground)29 m $ 5.00 145.00$ 29.00 0.00 29 100%0%100%145.00$ -$ 145.00$ 6.11 NR SSP45, OPSS 615 Poles - Supply and install sectional steel poles (Base Mounted) Type 6 - 10.5m tall (pole with luminaire) (Poweder Coated Black) 15 ea $ 3,000.00 45,000.00$ 7.50 7.50 15 50%50%100%22,500.00$ 22,500.00$ 45,000.00$ 6.12 NR SSP45, OPSS 615 Poles - Supply and install sectional steel poles (Direct Buried) 7.0m tall (for power supply cabinet) (Powder Coated Black) 2 ea $ 2,800.00 5,600.00$ 1.00 1.00 2 50%50%100%2,800.00$ 2,800.00$ 5,600.00$ 6.13 NR SSP45, OPSS 616 Concrete Footings - Type 6 concrete pole base - 2.60m deep (NRS 2002), anchor assembly (NRS 2001) by HydroVac excavation 15 ea $ 2,200.00 33,000.00$ 15.00 0.00 15 100%0%100%33,000.00$ -$ 33,000.00$ 6.14 NR SSP45, OPSS 614 Power Supply - Supply and install Power Supply Assembly for Roadway Illumination 1 ea $ 5,000.00 5,000.00$ 1.00 0.00 1 100%0%100%5,000.00$ -$ 5,000.00$ 6.15 NR SSP45, OPSS 617 Street Light Luminaire Arm - Supply and Install luminaire arm with 3.05m bracket and 15 amp KTK fuse kit (Powder Coated Black) 15 ea $ 750.00 11,250.00$ 7.50 7.50 15 50%50%100%5,625.00$ 5,625.00$ 11,250.00$ 6.16 NR SSP45, OPSS 617 Street Light Luminaire - Supply and Install LED luminaire i) 214 Watt - Cat. No.: ERL2-0-25-C3-40- GRAY 3 ea $ 1,500.00 4,500.00$ 3.00 0.00 3 100%0%100%4,500.00$ -$ 4,500.00$ 6.17 NR SSP45, OPSS 617 Street Light Luminaire - Supply and Install LED luminaire ii) 278 Watt - Cat. No.: ERL2-0-30-C3-40- GRAY 11 ea $ 1,600.00 17,600.00$ 11.00 0.00 11 100%0%100%17,600.00$ -$ 17,600.00$ 6.18 NR SSP45, OPSS 617 Street Light Luminaire - Supply and Install LED luminaire iii) 97 Watt - Cat. No.: ERL1-0-10-C3-40- GRAY 1 ea $ 1,000.00 1,000.00$ 1.00 0.00 1 100%0%100%1,000.00$ -$ 1,000.00$ 6.19 NR SSP45, OPSS 617 Supply and Install 3-1/C #12 RWU 90 riser wires 180 m $ 5.00 900.00$ 180.00 0.00 180 100%0%100%900.00$ -$ 900.00$ Page 802 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls 6.20 NR SSP45, OPSS 615 Temporary Wood Poles - Supply and install 9.5m Class 4 wood poles including pole guying, grounding electrode, grounding wire and all associated hardware. 8 ea $ 875.00 7,000.00$ 8.00 0.00 8 100%0%100%7,000.00$ -$ 7,000.00$ 6.21 NR SSP45, OPSS 615, 617 Supply and Install Illuminated Pillars c/w Concrete Footings 5 ea $ 14,000.00 70,000.00$ 0.00 5.00 5 0%100%100%-$ 70,000.00$ 70,000.00$ 6.22 NR SSP45, OPSS 614 Supply and Install Power Supply Assembly for Illuminated Pillars and Irrigation System 1 ea $ 5,000.00 5,000.00$ 0.00 1.00 1 0%100%100%-$ 5,000.00$ 5,000.00$ 6.23 NR SSP45, OPSS 604 Cable - Supply and Install 2-1/C#2 low voltage cable (power supply cable) 240 m $ 40.00 9,600.00$ 240.00 0.00 240 100%0%100%9,600.00$ -$ 9,600.00$ 6.24 NR SSP45, OPSS 614 Hydro Connection Fees 1 LS $ 1,650.00 1,650.00$ 0.50 0.50 1 50%50%100%825.00$ 825.00$ 1,650.00$ 6.25 NR SSP45, OPSS 604 Supply and Install Temporary 3-1/C#6 AWG (rated for exposure to Sunlight) low voltage cable on Steel Messenger Cable 170 m $ 12.00 2,040.00$ 170.00 0.00 170 100%0%100%2,040.00$ -$ 2,040.00$ SUB-TOTAL Section 6 - Illumination 322,440.00$ 322,440.00$ Section 7 - Traffic Signals 7.01 NR SSP46 OPSS 610 Removals - Remove and Salvage existing traffic signal and electrical equipment and deliver to Niagara Region Service Center 1 LS $ 1,900.00 1,900.00$ 1.00 0.00 1 100%0%100%1,900.00$ -$ 1,900.00$ 7.02 NR SSP47 Supply and install SpectraPro PTZ Camera Systems including sufficient cable for all connections, and any required appurtenances 1 LS $ 5,000.00 5,000.00$ 1.00 0.00 1 100%0%100%5,000.00$ -$ 5,000.00$ SUB-TOTAL Section 7 - Traffic Signals 6,900.00$ 6,900.00$ Page 803 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls Section 8 - Landscape 8.01 B21, B36, NR SSP 48 Supply and install Amelanchier canadensis - Serviceberry, 50mm W.B. 10 ea $ 700.00 7,000.00$ 0.00 10.00 10 0%100%100%-$ 7,000.00$ 7,000.00$ 8.02 B21, B36, NR SSP 48 Supply and install Syringa reticulata 'Ivory Silk' - Japanese Tree Lilac, 50mm W.B. 10 ea $ 700.00 7,000.00$ 0.00 10.00 10 0%100%100%-$ 7,000.00$ 7,000.00$ 8.03 B21, B36, NR SSP 48 Supply and install Picea pungens 'Fat Albert' - 'Fat Albert' Blue Spruce 5 ea $ 725.00 3,625.00$ 5.00 0.00 5 100%0%100%3,625.00$ -$ 3,625.00$ 8.04 B21, NR SSP49 Supply and install Cornus sanguinea 'Midwinter fire' - Midwinter Fire Dogwood, 3 gal 90 ea $ 55.00 4,950.00$ 0.00 90.00 90 0%100%100%-$ 4,950.00$ 4,950.00$ 8.05 B21, NR SSP49 Supply and install Forsythia x intermedia 'Show Off Starlet' - Show Off Starlet Forsythia, 3 gal 50 ea $ 55.00 2,750.00$ 0.00 50.00 50 0%100%100%-$ 2,750.00$ 2,750.00$ 8.06 B21, NR SSP49 Supply and install Juniperus horizontalis 'Plumosa Compacta' - Creeping Juniper, 3 gal 400 ea $ 55.00 22,000.00$ 0.00 400.00 400 0%100%100%-$ 22,000.00$ 22,000.00$ 8.07 B21, NR SSP49 Supply and install Eragrostis spectabilis - Purple Love Grass, 2 gal 538 ea $ 25.00 13,450.00$ 0.00 538.00 538 0%100%100%-$ 13,450.00$ 13,450.00$ 8.08 B21, NR SSP49 Supply and install Miscanthus sinensis var purpurascens - Maiden Grass, 2 gal 157 ea $ 25.00 3,925.00$ 0.00 157.00 157 0%100%100%-$ 3,925.00$ 3,925.00$ 8.09 B21, NR SSP49 Supply and install Panicum virgatum 'Prairie Winds' - Cheyenne Sky Switch Grass, 2 gal 208 ea $ 20.00 4,160.00$ 0.00 208.00 208 0%100%100%-$ 4,160.00$ 4,160.00$ 8.10 B21, NR SSP49 Supply and install Rudbeckia fulgida 'Goldsturm' - Black Eyed Susan, 2 gal 553 ea $ 15.00 8,295.00$ 0.00 553.00 553 0%100%100%-$ 8,295.00$ 8,295.00$ B21, NR SSP50 Composted Topsoil and Seed (Terraseed)m2 $ 100.00 8.11 NR SSP51 11 Gauge Corten Steel Landscape Edger 69 lm $ 85.00 5,865.00$ 0.00 69.00 69 0%100%100%-$ 5,865.00$ 5,865.00$ 8.12 NR SSP51 14 Gauge Corten Steel Landscape Edger 242 lm $ 74.00 17,908.00$ 0.00 242.00 242 0%100%100%-$ 17,908.00$ 17,908.00$ 8.13 NR SSP52 Supply and install Rail Ballast Stone Mulch Over Geotextile 563 m2 $ 10.00 5,630.00$ 0.00 563.00 563 0%100%100%-$ 5,630.00$ 5,630.00$ 8.14 NR SSP53 Design, supply and install irrigation system for roundabout (round centre portion and splitter islands) 1 ls $ 18,000.00 18,000.00$ 0.00 1.00 1 0%100%100%-$ 18,000.00$ 18,000.00$ SUB-TOTAL Section - Landscaping 124,558.00$ 124,558.00$ Section 9 - Drone Services 9.01 NR SSP54 Aerial Photography Site Visits 7 ea $ 750.00 5,250.00$ 7.00 0.00 7 100%0%100%5,250.00$ -$ 5,250.00$ 9.02 NR SSP55 Production Video 1 LS $ 4,500.00 4,500.00$ 1.00 0.00 1 100%0%100%4,500.00$ -$ 4,500.00$ 9.03 NR SSP56 Time Lapse Camera (Provisional)1 LS $ 5,750.00 5,750.00$ 1.00 0.00 1 100%0%100%5,750.00$ -$ 5,750.00$ SUB-TOTAL Section 9 - Drone Services 15,500.00$ 15,500.00$ Page 804 of 1510 The Region of Niagara CONTRACTOR:Rankin Construction Inc. 29-Oct-21 Stephanie Huppunen Cost Share Addendums - 1 Item No.Spec. No.Item Description Quantity Unit Unit Price Total Region Niagara Falls TOTAL Region Niagara Falls TOTAL Region Niagara Falls TOTAL checking 76%24%100% 10RC0610 account number CONTRACT NO. 2021-T-47 Tender Close Quantities Percentage Amount / Budget Reconstruction of Regional Road 43 (Bridge Street) and Victoria Aveune, In the City of Niagara Falls Total Tender Price $4,276,425.00 Construction Costs 3,271,005.76$ 1,005,419.24$ 4,276,425.00$ Non Recoverable HST of 1.76%1.0176 $75,265.08 $4,351,690.08 4,276,425.00$ Cost Sharing Niagara Region Portion Actuals as a Percentage of Total 76%24% Construction $3,271,005.76 Engineering, CA, Inspection & Disbursements $0.00 Signal Labour $0.00 Total $3,271,005.76 Non Recoverable HST of 1.76%1.0176 $57,569.70 Grand Total $3,328,575.46 Cost Sharing LAM Portion (Niagara Falls) Construction $1,005,419.24 Engineering, CA, Inspection & Disbursements (10%)$100,541.92 Signal Labour $0.00 Total $1,105,961.16 Non Recoverable HST of 1.76%1.0176 $19,464.92 Grand Total $1,125,426.08 Page 805 of 1510 PBD-2021-76 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-76 2021 Program Extensions under the Downtown, Historic Drummondville and City-Wide Community Improvement Plans RECOMMENDATION It is recommended that Council extend the Incentive Programs for the City’s various Community Improvement Plans outlined in this report until October 1, 2024 and that a copy of this report be forwarded to the Niagara Region. EXECUTIVE SUMMARY City Council introduced Community Improvement Plan Programs to incentivize certain sections of the City for a 10 year period. Since that time, Council has approved extensions of the Downtown, Historic Drummondville and City-Wide Brownfields Community Improvement Plan (CIP) Incentives in 2017, 2019 and 2020. Current approvals will lapse at the end of December 2021. The Region participates through the Smarter Niagara Incentive Program (SNIP) to provide matching funding to the City’s CIP incentives. In October, 2021 newly created Regional incentives that align with their Strategic Objectives were approved. Regional Council decided to also extend certain aspects of the existing SNIPs which provides for a transition period between the new programs and the SNIP programs. Regional Staff are to report back on the SNIP extensions to Regional Council in October 2024. An extension of the Downtown, Historic Drummondville, Lundy’s Lane and City-Wide Brownfields Community Improvement Plan Incentives to correspond with the Region’s extension would allow the City to continue with the existing programs while providing time for City staff to create new CIP Programs that align with the Region’s new programs. Regional participation in an incentive grant is subject to the availability of budgeted funds. BACKGROUND The Downtown, Historic Drummondville and City-Wide Brownfields programs have been in place for more than 15 years. Planning Staff last reviewed the programs in 2019 which resulted in minor improvements to the administration of the associated incentive programs. These programs were extended until the end of 2021 to allow a comprehensive program review at the Region. The Region has now completed its review. In October 2021, Regional Council approved the new Niagara Region Incentive Policy and its programs, which align with the Region’s Strategic Priorities of affordable housing, Page 806 of 1510 2 PBD-2021-76 December 7, 2021 employment, brownfields and public realm improvement. Regional Council also extended some existing Regional incentive programs which will, in effect, continue participation with the City’s CIP Incentives and provide a transitional time period for the City to review and align its programs with the Region while allowing current applications to continue through the process up until October 2024 when Regional staff is to report back to Council. The Region’s participation in local programs will be subject to budget allocations which will be reviewed on an annual basis. ANALYSIS/RATIONALE The Downtown and Historic Drummondville CIPs have seen limited activity over 2020 - 2021. A breakdown of the applications is included in Appendix A. While interest is dwindling in these programs, they could be continued since staff continues to receive expressions of interest in the programs. Programs will be phased out or replaced as new programs are developed. Interest in the Environmental Study Grant program under the City -Wide Brownfields CIP has seen consistent activity over the past 3 years. This incentive offers financial assistance for the preparation of Phase II Environmental S ite Assessments or Remediation Plans. These programs should continue until October 2024 or the program revamped to correspond with Regional initiatives. The City-Wide Brownfield CIP Tax Assistance/Rehabilitation Grant Incentive provides assistance for the clean-up of larger areas of contaminated lands. This program has received limited interest. However, two applications were submitted and considered by Council in 2021 and it is expected that this incentive may become more important in the future as the availability of urban land decreases. Brownfield remediation has been identified by the Region as an area of focus under their New Niagara Incentive Policy. The City has had continued interest through the Economic Gateway CIP and corresponding Municipal Employment Incentive with one new completed application in 2020-21 and several undergoing review. The administration of previous approvals and the receipt of new inquiries continues. There have been no new, complete applications under the Lundy’s Lane CIP in 2021 although interest in the program continues. Regional participation in the Lundy’s Lane CIP programs was affected by the Regional CIP review, which put a hold on those CIPs that were approved or modified during their review process. The City is aw aiting confirmation from Regional staff as to whether Regional Council’s recent decision includes participation in the Lundy’s Lane CIP. The incentives, through these CIPs, is of more value to an applicant with the Region’s participation. However, Regional involvement will be based on funding which will be determined through annual budgets and available on a first come first served basis across all of the lower tier municipalities. Should Regional funding not be available, the incentive programs at the City can will continue to offer the City portion of the grants (ie. 25% matching grants or a rebate of City taxes only for revitalization grants). Page 807 of 1510 3 PBD-2021-76 December 7, 2021 Staff recommends the continuation of the incentives in co-ordination with the transition policies and deadlines of the Region’s extended SNIP programs. Council has the option of cancelling, suspending or extending any or all of the CIPs discussed in this report at any time. FINANCIAL/STAFFING/LEGAL IMPLICATIONS There are sufficient balances remaining in the individual Special Purpose CIP Reserves which will be used to fund the incentive programs. No additional funding is required through the 2022 Operating Budget. Funding for tax increment based grants are based on a percentage of the increased tax assessment post construction and as such impact future taxation years and are accounted for at that time. The City also offers a Development Charge exemption for new residential development of between 75% (Downtown, Historic Drummondville and Brownfield) and 100% (Brownfield only subject to specific criteria) under the three CIPs. Development charges waived through the City based programs, beyond the provincial act, will be funded through the 2022 tax levy under Business Development. CITY’S STRATEGIC COMMITMENT The City’s CIPs contribute to the Economic Growth and Prosperity Priority of the City by providing incentives for private sector reinvestment into the City. LIST OF ATTACHMENTS Appendix A – Update on Downtown, Historic Drummondville and Brownfield CIP Applications, 2017-2021 Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, Chief Administrative Officer FB:tkl Attach S:\PDR\2021\PBD-2021-76, 2021 Progam Extension.docx Page 808 of 1510 4 PBD-2021-76 December 7, 2021 APPENDIX A DOWNTOWN, HISTORIC DRUMMONDVILLE & BROWNFIELD CIP APPLICATIONS Year Downtown No. of Applications Downtown Grant Totals Drummondville No. of Applications Drummondville Grant Totals Brownfields No. of Applications Brownfields Grant Totals 2007- 2016 87 $730,294 40 $251,274 7 $49,292 2017 5 $60,754 0 0 3 $11,992 2018 0 1 $127,142 2 $10,493 2019 0 1 $139,983 2 $5,566 2020 0 2 Est. $15,500 and $5,500,000 3 $14,596 2021 1 $14,169 in future taxes 2 Awaiting information for complete application 2 Est: $559,000 and $507,000 (both TARG) • includes Revitalization Grant Applications • the Drummondville applications in 2018, 2019 and one in 2020 are Revitalization Grants • the Downtown Application in 2021 was for a Commercial Building and Façade Grant approved retro-actively • the two Brownfield Applications in 2021 are for Tax Assistance/Rehabilitation Grants Page 809 of 1510 TS-2021-07 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council City of Niagara Falls, Ontario SUBMITTED BY: Transit Services SUBJECT: TS-2021-07 Moving Transit Forward in Niagara: Creation of a Consolidated Transit Commission RECOMMENDATION That Council receive The Regional Municipality of Niagara’s Report PW 55-2021 dated November 25, 2021 (inclusive of its Appendix 1 being By-law No. 96-2021) now approved by Regional Council at their Special Meeting on the same date, attached as Appendix 1 to this report, and That Council adopt the following resolution prior to the triple majority process deadline for all Niagara municipalities in this matter of January 31, 2022: “That the Council of the City of Niagara Falls consents to the passage of By-law No. 96-2021 of The Regional Municipality of Niagara, being a by-law to provide Niagara Region with the exclusive authority to establish, operate and maintain a consolidated passenger transportation system for the Niagara Region ” ,and That Council delegates its authority to the Chief Administrative Officer to negotiate municipal asset transfer agreements for the Corporation of the City of Niagara Falls with representatives of the future Regional Transit Commission on the basis of the principles in Report PW 55-2021 - Appendix 3 Municipal Transfer Agreements – Summary Sheet (attached as Appendix 1 to this report) and in a form satisfactory to the City Solicitor, and That the Mayor and Chief Administrative Officer be given the authority to bind the Corporation of the City of Niagara Falls to enter into said agreements in these matters, and That Council directs Staff to provide subsequent reports to Council regarding transition costs in 2022 and impacts to the 2023 Capital and Operating Budgets in the creation of a Regional Transit Commission, as described in this report and the attached appendices. Page 810 of 1510 2 TS-2021-07 December 7, 2021 EXECUTIVE SUMMARY The City of Niagara Falls Council has received consistent staff updates and participated in the development of strategies and recommendations for over a decade regarding the consolidation of transit provision across Niagara. More recently throughout 2020 and 2021, work by Regional committees and their staff, municipal staffs and local transit agencies has come forward as a set of recommendations and now a Regional by-law to start to undertake a full regional consolidation of transit across Niagara. Recently at the meeting of July 13, 2021 Council received and approved the finalised Niagara Transit Governance strategies, (Financial Strategy, Board Composition Model and Service Standards Strategy). Based on Council’s unanimous approval of those strategies, the final report from the Regional Municipality of Niagara provided hereunder (as Appendix 1) along with the final by-law for triple majority consideration by all local area municipalities in Niagara in the triple majority process is attached for Council’s adoption. At its November 25, 2021 meeting, Niagara Regional Council voted in favour of combining all of Niagara’s existing services into one single, integrated transit commission serving all of Niagara. Regional Council’s vote is a critical first stage in the triple majority pro cess needed to transfer responsibility for public transit to the Region. Starting the week of Dec. 6, all of Niagara’s 12 local municipalities will also vote on the proposal. To move forward, a majority of those councils, representing a majority of Niagara electors, must vote in favour of the plan. BACKGROUND Niagara Falls Transit Services (NFTS), since becoming a City of Niagara Falls department in 2007, has participated with all other Niagara transit agencies and providers in regional transit planning and has undertaken joint implementations/ integrations of services, capital and operating investments and public promotions to integrate and enhance public transportation across Niagara. In 2011, NFTS became a contracted operator of the Niagara Region Transit (NRT) system along with the City of Welland and the St Catharines Transit Commission in providing the ‘pilot project’ of inter-municipal transit. Working together since 2015, the Inter-Municipal Transit Working Group (IMTWG) has been streamlining and coordinating cooperative operating initiatives & capital planning. The group, which includes NFTS staff, was key in assisting the Region in achieving its triple majority in 2017 to move NRT from a pilot project to achieving jurisdiction to operate a permanent transit operation providing inter-municipal transit. The IMTWG continues to work actively with other Niagara communities receiving public transportation, and Page 811 of 1510 3 TS-2021-07 December 7, 2021 encourages and proposes levels of enhanced and efficient public transit across the region to their respective Commissions and Councils. Through the triple majority process in 2017, Niagara municipalities also gave unanimous approval to proceed to develop a new governance system for a consolidated tr ansit system for all of Niagara. This established the Linking Niagara Transit Committee (LNTC), created the 2017 MOU between Niagara’s four major transit properties that endorsed a consolidated transit system in principle, and initiated the completion of the Niagara Transit Governance Study (NTGS) in 2020. Through the Phase 1 consultation period on the findings of the NTGS and in support of the consolidation of transit in Niagara, Regional staff attended Council on January 19, 2021 and presented a number of recommended strategies on financial, governance and service level issues. Council received Report CLK-C 2020-209 PWC-C 44-2020 (LNTC- C 4-2020) and presentation materials (attached as Appendix 3) along with a supporting staff report from the CAO. Council passed the following motion unanimously at the meeting: ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Wayne Campbell that Council receive the presentation by Matt Robinson (Region) and endorse, in principle, the Full Commission as the recommended governance model for the consolidation of Niagara's public transit system and to further consider the option of offering free or reduced fares for seniors as part of this transition process. Each municipal council in Niagara received the presentation and was given a period to register their concern or feedback. Comments on the Phase 1 strategies and recommendations received from councils across Niagara were provided to the Linking Niagara Transit Committee under LNTC-C 3-2021: Niagara Transit Governance - Revised Strategies Reflecting Phase 1 Consultation. City Council considered, received LNTC-C 3-2021 and approved the revisions under that report, LNTC-C 3-2021, unanimously again on July 13, 2021 (attached as Appendix 2). The Regional Municipality of Niagara’s Council received the final report on transit amalgamation and the triple majority process under Report PW 55 -2021 at their Special Meeting of November 25, 2021 and approved (in part) the following recommendation by a majority vote of 24 to 1: 1. That Regional Council ENACT a By-law pursuant to section 189 of the Municipal Act, 2001, and substantially in the form attached as Appendix 1 of Report PW 55- 2021, to provide The Regional Municipality of Niagara with the exclusive authority to establish, operate and maintain an intra-municipal passenger transportation system for the Region (having previously received inter-municipal authority), and such By- law, if adopted, to come into force and effect on January 1, 2023, provided that: Page 812 of 1510 4 TS-2021-07 December 7, 2021 1.1. a majority of the councils of the local area municipalities pass resolutions consenting to the By-law; and, 1.2. the total number of electors in the local municipalities that have passed resolutions in support of the By-law form a majority of all electors in the Region of Niagara as established in the revised list of electors for the municipal election held in the year 2018 Should the City of Niagara Falls’ Council vote to adopt Regional By-law 96-2021 attached to the approved final report, along with a sufficient number of other Niagara area Councils, creating the triple majority required to proceed with amalgamation, the Regional Municipality’s by-law would come into effect on January 1, 2023. Transfer agreements and negotiations would get underway almost immediately to meet the ambitious timeline for amalgamation. ANALYSIS/RATIONALE The vision for a single regional transit agency for Niagara is a long-standing one, with a significant series of previous milestones having been achieved dating back well more than a decade. Recent Regional milestones include: The initiation of the pilot project to deliver inter-municipal transit across Niagara in 2011; the formation of the inter-municipal transit working group (IMTWG) in 2015; the Niagara Transit Service Delivery and Governance Strategy Report (Dillon Report completed in 2017; unanimous triple majority approval in 2017 granting the Region legal jurisdiction to move NRT from a pilot to permanent operation; unanimous municipal approval in 2017 to proceed to develop a new governance system for a consolidated transit system for all of Niagara; the establishment of the LNTC; the 2017 MOU between Niagara’s four major transit properties that endorsed a consolidated transit system in principle; the completion of the Niagara Transit Governance Study (NTGS) in 2020; LNTC in 2021 developed and endorsed the final recommended governance proposal, comprised of the financial, Board composition and service strategies and supported the initiation of the required triple-majority approval process. Significant work has been undertaken to get to this decision point. Staff believes that now is the opportunity to take that final step towards the establishment of a consolidated transit system, one that is anticipated to bring dramatic benefits to the residents of Niagara. Page 813 of 1510 5 TS-2021-07 December 7, 2021 Moving to a consolidated Region-wide transit agency is critical for ensuring that Niagara Falls remains a competitive destination for people and businesses, and is able to retain those already here. Regional transit systems have been established in a number of peer jurisdictions previously: Waterloo, Durham and York Regions in terms of bringing together local transit systems to a combined Region wide system. These jurisdictions have all seen significant growth not only in transit ridership, driven by both the consolidation and expanded investment into the transit network, but also in terms of the associated benefits from transit such as business development and the expansion of their post -secondary institutions. Niagara Falls is experiencing significant and rapid growth. People and businesses coming to our community are often relocating from areas such as the GTA with existing transit systems. Accordingly, they are bringing with them the expectation that a robust transit system will be in place in their new home. The move to a consolidated transit system will address this expectation - ensuring that the Region of Niagara is able to not only meet and support the growth that is already in place but to continue to meet it in the future, including an projected 19% increase in population and 16% growth in employment by 2031 (2019 Municipal Growth Plan). This growth will come from many areas, including recent trends of relocation to Niagara from the GTA, newcomers to Canada, the expansion of GO transit to Niagara, as well as the growth of institutions such as Brock University, Niagara College, and new facilities such as the Niagara South Hospital. Establishing a consolidated transit system is critical to meeting the evolving needs of existing residents, as well as ensuring that Niagara remains an attractive and competitive place to attract new growth. In Phase 1 – Years 1 & 2 Service Strategy of the new Transit Commission, the City of Niagara Falls’ transit service will increase. Work undertaken by Transit Managers across Niagara provided a strategy to set service standards across Niagara to ensure equitable service in each municipality and seamless connection. As provided to Council previously in transit reports and presentations, Phase 1 proposes extending City conventional weekday evening service by two hours on select routes for an estimated additional 5,382 hours of annual service. Consolidation will mean a larger and combined capital and human resources pool, which will support efficiencies that cannot be otherwise be achieved as separate entities duplicating efforts, and which will then be reinvested into the network to enhance service. Under the status quo, if one Council is not aligned for investments, the system is out of sync. This is what has led to the inconsistencies that plague today’s system. Operational integration under the current status quo can only go so far before decisions require political authority to make meaningful change – which creates inconsistencies, inequity, and disconnected operations. Only through a single Commission model (as approved by Council in January 2021) can the benefits of these next steps be realized. Page 814 of 1510 6 TS-2021-07 December 7, 2021 Whether aligned fare policies (i.e. fare concessions for Seniors), single unified system branding on fare technology or fleet, addressing inconsistent service hours, or an ongoing lack of consistency in capital improvements – these benefits can only be achieved with a single governance model to ensure the consistency, reliability and frequency transit riders expect can be realized. The IMTWG has made incredible strides to harmonize as much a possible, but obvious gaps and confusion to those using the system prevail. FINANCIAL/STAFFING/LEGAL IMPLICATIONS A series of agreements will be required with each of Niagara Falls, St. Catharines, and Welland regarding the manner in which the existing assets used to deliver transit in Niagara would transfer to the new Transit Commission. These Municipal Transfer Agreements (MTAs) include principles for the transfer of personnel, guarantees regarding the minimum levels of service provided in municipalities in the future, and will formalize the requirement that a governance review takes place. The principles outlined in the Municipal Transfer Agreements (MTAs) represent the consensus recommendations and input received throughout the multi-year initiative to consolidate transit. The MTAs further include schedules that identify the assets that will be transferred, as well as the current debt financing assumed by the Region as part of the financial strategy. Each municipality operating transit services now will incur some transition costs associated with the transfer of capital assets, operational and human resources. Staff will report to Council on these costs and any transitional issues as negotiated by the Chief Administrative Officer throughout the initial transition period of 2022. Further, Council may expect Staff reports regarding impacts to the 2023 Budget in the creation of a Regional Transit Commission. Financial Strategy: All local area municipal (LAM) transit service budgets are to be uploaded to the Commission in the 2023 budget year, as well as the Region’s existing transit budget is to be consolidated by the Commission and to be assessed to the LAMs by way of special levies to be approved annually by the Region as part of the budget process. The 2023-estimated Commission baseline service budget will require a 7.3% increase to the Regional budget due to the transfer of local municipal transit costs to the Regional levy. Expected equal and concurrent reductions to municipal Transit budgets therefore would minimize the net residential impact to City of Niagara Falls taxpayers. Service levels are different in each municipality; therefore, the Region proposes that twelve Special Levies be adopted in 2023. Each Special Levy will allocate 65% of 2023 net transit costs based on service hours, with all current existing NRT services continuing to be allocated to the Special Levy based on local share of Region-wide assessment. Page 815 of 1510 7 TS-2021-07 December 7, 2021 The full Financial Strategy is described in the Financial Considerations section of LNTC- C 3-2021 and associated Appendices approved by Council on July 13, 2021 (attached as Appendix 2). At this time, Transit Services has submitted $500,000 in potential transition costs to the provincial and federal government in Safe Restart Funding as a potential eligible expense to be refunded to the municipality in 2022. Approvals are forthcoming from the Ministry of Transportation – Transit Policy Branch on this application. Over the course of 2022, it will also be necessary for all municipalities to review and make any necessary adjustments to Fees and Charges by-laws, Development Charges By- laws and other related administrative by-laws and insurance coverage matters to ensure a smooth transition effective on January 1, 2023. Further reports from affected departments will be required to address these matters. WEGO: The existing WEGO – Visitor Transportation Services Agreement between the City of Niagara Falls and the Niagara Parks Commission (NPC) is in effect until August 2024 on a two-year extension agreement (entered into by Council at their meeting of August 10, 2021). Contained within the MTAs associated with transit consolidation are principles related to the exclusion of WEGO from the initial consolidation of transit in Niagara. This approach was taken as WEGO is delivered by the Niagara Parks Commission, a Provincial Crown agency, in partnership with the City of Niagara Falls. There are a series of pre-existing agreements regarding the operation of the system, fleet assets and the maintenance facility (paid for in part through Provincial funding) that would make consolidation of WEGO with the wider system challenging as part of the initial triple - majority exercise. WEGO provides a specific, tourism-focused service that is unique from the other public transit systems in Niagara. It is anticipated that in the early days of the Commission that WEGO service will continue to be delivered as a partnership between the City of Niagara Falls and the Niagara Parks Commission. Accordingly, the WEGO fleet and the WEGO transit facility will remain with the City of Niagara Falls and not be transferred to the Commission. Transit operators currently employed by the City of Niagara Falls in the join t delivery of Niagara Falls Transit and contracted WEGO routes will transfer to the future Commission. The future Commission and the City of Niagara Falls can enter into a service agreement at an hourly fee for the provision of operators to deliver the continued contracted City of Niagara Falls WEGO routes. Page 816 of 1510 8 TS-2021-07 December 7, 2021 The initial exclusion of WEGO from consolidation does not preclude its future integration once the Commission has been fully established. WEGO assets and encumbrances will become a matter of discussion between the three parties (the City of Niagara Falls, the Regional Municipality of Niagara and/or its new Commission Board and the Niagara Parks Commission) prior to the term of the existing agreement coming due for renegotiation. Council will consider future reports from City staff regarding any potential change in existing operating agreements, leaseholds or the transfer of any assets pertaining to that relationship going forward. CITY’S STRATEGIC COMMITMENT We are committed to a safe, accessible, convenient, integrated and fiscally responsible transportation network, accessible to locals and visitors. Council established their strategic commitments to Convenient & Accessible Transportation for 2019 to 2022 with a focus on the transit priority to ‘Connect Municipalities Region-wide for work, education & leisure opportunities. In working with our transit partners and City staff to realize Council’s goal, staff have participated and promoted this consolidation project with the desire to meet Councils’ further expectations to: Work with the other municipalities to establish a new governance model for delivery of integrated transit in Niagara Region Complete implementation of a consolidated inter-municipal transit system in partnership with the City of Niagara Falls, St. Catharines Transit Commission, the City of Welland, and the Region of Niagara that offers convenient and timely connections between municipalities Recognize and promote secondary benefits that come with a unified transit system; improved access to health care, improved access to job opportunities across municipalities, reduction in greenhouse gas emissions and reduction in congestion on major arteries Connect inter-municipal transit with GO train service, and local hospitals Ensure transit is safe, accessible, frequent and affordable, with routes and schedules matched to the needs of users in Niagara Falls LIST OF ATTACHMENT Appendix 1 – Regional Municipality of Niagara Report PW55-2021: Moving Transit Forward in Niagara: Creation of a Consolidated Transit Commission dated November 25, 2021 Page 817 of 1510 9 TS-2021-07 December 7, 2021 Appendix 2 - Regional Municipality of Niagara Report LNTC-C 3-2021: Niagara Transit Governance - Revised Strategies Reflecting Phase 1 Municipal Consultation dated June 30, 2021 Appendix 3 - Regional Municipality of Niagara Report CLK-C 2020-209 PWC-C 44-2020 (LNTC-C 4-2020) and presentation materials (attached as Appendix 2) dated November 23, 2020 supported by CAO-2021-01 Niagara Transit Governance Report dated January 19, 2021 Recommended by: Carla Stout, General Manager of Transit Services Respectfully submitted: Jason Burgess, Chief Administrative Officer Page 818 of 1510 PW 55-2021 November 25, 2021 Page 1 Subject: Moving Transit Forward in Niagara: Creation of a Consolidated Transit Commission Report to: Regional Council Report date: Thursday, November 25, 2021 Recommendations 1. That Regional Council ENACT a By-law pursuant to section 189 of the Municipal Act, 2001, and substantially in the form attached as Appendix 1 of Report PW 55- 2021, to provide The Regional Municipality of Niagara with the exclusive authority to establish, operate and maintain an intra-municipal passenger transportation system for the Region (having previously received inter-municipal authority), and such By- law, if adopted, to come into force and effect on January 1, 2023, provided that: 1.1. a majority of the councils of the local area municipalities pass resolutions consenting to the By-law; and, 1.2. the total number of electors in the local municipalities that have passed resolutions in support of the By-law form a majority of all electors in the Region of Niagara as established in the revised list of electors for the municipal election held in the year 2018. 2. That, subject to the adoption of the aforementioned By-law, a copy of the By-law and Report PW 55-2021 BE FORWARDED to the clerks of the 12 local area municipalities with a request that their councils consider adopting the following resolution and advise the Regional Clerk of the results of that consideration, no later than January 31, 2022: “That the Council of (name of municipality) consents to the passage of By-law No. 96-2021 of The Regional Municipality of Niagara, being a by-law to provide Niagara Region with the exclusive authority to establish, operate and maintain a consolidated passenger transportation system for the Niagara Region ” 3. That subject to the adoption of the aforementioned By-law, the Chief Administrative Officer and General Manager of the future Transit Commission BE AUTHORIZED to negotiate municipal asset transfer agreements with the City of Niagara Falls, City of Page 819 of 1510 PW 55-2021 November 25, 2021 Page 2 ______________________________________________________________________ St. Catharines, and City of Welland, on the basis of the principles in Appendix 3 and in a form satisfactory to the Director, Legal and Court Services. 4. That subject to the adoption of the aforementioned By-law, the Chief Administrative Officer BE DIRECTED to report back to Regional Council early in 2022 on the creation of a Regional Transit Commission, as described in this report and the attached appendices, and recommending the roles and responsibilities of the Commission. Key Facts The purpose of this report is to seek Regional Council authority to create a single, consolidated transit system, that would formally integrate all existing Regional and local transit systems, and that will bring dramatic benefits to the residents of Niagara: o Creating a single branded system that can take riders anywhere in the Region, for a single fare, that will break down jurisdictional barriers and connect communities; o Leveraging and supporting GO rail and bus expansion; o Developing and supporting the economy, job retention, and creating and driving tourism; o Being environmentally sustainable and reducing traffic congestion; o Supporting accessibility; and o Providing better value and service to the taxpayers of Niagara. Regional Council approval to move forward with consolidation represents the first step in a required triple-majority process that will be followed by seeking similar authorization from each of Niagara’s twelve municipalities, as set out in section 189 of the Municipal Act, 2001. Should triple-majority be achieved, the new Transit Commission will be created and would begin operation on January 1, 2023. The Linking Niagara Transit Committee (LNTC) has endorsed the proposed governance model for the consolidation of transit (September 29, 2021), Page 820 of 1510 PW 55-2021 November 25, 2021 Page 3 ______________________________________________________________________ comprised of a comprehensive financial, Board composition, and service strategies. These combined strategies for the new Transit Commission reflect extensive consultation, including: two rounds of consultation with local municipali ties, as well as engagement with interested parties from across Niagara and the public. o The recommended strategies reflect the consensus recommendation of the Governance Steering Committee (GSC), balancing the input and feedback received from all parties. The City of Welland has identified ongoing concerns, which are discussed in the companion memorandum to this report. Now is the opportunity to take the final step towards the establishment of a consolidated system. Only through a single Commission model – a single decision making authority for transit – can the benefits of these next steps be realized. Financial Considerations Should triple-majority approval be achieved, the financial strategy outlined in this report and in further detail in LNTC-C 3-2021 proposes the Region upload the Municipal levy funding of the baseline local transit service net expenditure to the Regional levy, using the combined 2020 transit budgets at $27.8M and estimated to be $29.4M in 2023. The upload to the new Transit Commission will occur in a single year 2023, following which the Regional Council approved budget of the Commission will be apportioned to each of the LAMs using twelve Special Levies, one for each municipality. All existing Niagara Region Transit (NRT) service costs transferred to the Commission will continue to be allocated to the Special Levy based on municipal share of Regional assessment and the local transit service costs will be allocated to the Special Levy based on service hours. Tax bills will show a separate LAM regional transit levy so this is clear for all property owners. An insert in the tax bill will explain to property owners that the Special Levy is not an additional charge, but instead reflects the upload of responsibility for transit, and the tax space associated with the cost of transit also moves to the Region. The 2023 estimated baseline operating budget of the new Transit Commission will represent a 7.3% increase to the Regional budget resulting from the local transit service costs being shifted from LAMs to the Commission budget; to be levied by the Region. This increase is expected to be offset by equal and concurrent reductions to municipal Page 821 of 1510 PW 55-2021 November 25, 2021 Page 4 ______________________________________________________________________ budgets to minimize the property taxpayer impact from transit consolidation. In addition, the establishment of a new transit capital reserve, requires an additional 0.5% ($2.2M) increase to the 2023 Regional budget. Note that all financial modeling is estimated based on 2020 budgets and would be adjusted prior to 2023 to reflect most recent financials, including final asset inventories and debt to be assumed by the Commission. Future growth and service strategies are subject to future budget approvals and will directly impact the proportion of costs a municipality is apportioned. Analysis Moving Transit Forward The vision for a single regional transit agency for Niagara is a long-standing one, with a significant series of previous milestones having been achieved dating back well more than a decade. Recent milestones include the formation of the inter-municipal transit working group (IMTWG) in 2015, the Niagara Transit Service Delivery and Governance Strategy Report (Dillon Report, 2017), unanimous triple majority approval in 2017 granting the Region legal jurisdiction to move NRT from a pilot to permanent operation – along with unanimous municipal approval to proceed to develop a new governance system for a consolidated transit system for all of Niagara, the establishment of LNTC, the 2017 MOU between Niagara’s four major transit properties that endorsed a consolidated transit system in principle, and the completion of the Niagara Transit Governance Study (NTGS) in 2020. LNTC has now developed and endorsed the final recommended governance proposal, comprised of the financial, Board composition, and service strategies as outlined in this report, and supported the initiation of the required triple-majority approval process. Page 822 of 1510 PW 55-2021 November 25, 2021 Page 5 ______________________________________________________________________ Now is the opportunity to take that final step towards the establishment of that consolidated system, one that is anticipated to bring dramatic benefits to the residents of Niagara by: Creating one unified transit system for Niagara. Breaking down barriers and connecting communities, ensuring all residents in Niagara have access to transit. Expanding and enhancing service – with new, longer, and consistent operating hours. Connecting to GO Transit as service is expanded and enhanced in the near future. Supporting business and economic development by connecting employers with new customers and employees with new opportunities. Driving Tourism by connecting people to all the destinations and activities that Niagara has to offer. Connecting Seniors to their community – to access services, see family and friends, and maintain independence. Establishing one single fare that takes you anywhere in the Region, with a new payment system. Being innovative, using new methods to serve communities like on-demand transit. Having one schedule, with one website and one app to help you plan your trip. Creating a more accessible and equitable system by ensuring all residents have similar access to service. Supporting the environment by reducing greenhouse gas emissions and support future moves to a zero- emission fleet. Ensuring that Students and Youth can get to school, participate in extra-curricular activities, or access a job. Ensuring it is funded fairly, with residents only paying for the service they receive directly. Delivering better value for the taxpayer through the more efficient delivery of service and eliminating duplication. Providing access to Health Care, and improving social determinants of health. Ensuring maximization of capital resources. Ensuring consistent, reliable and accessible infrastructure which enables all riders to equitably access transit. Page 823 of 1510 PW 55-2021 November 25, 2021 Page 6 It is only through the move to one consolidated agency these outcomes can be achieved. Significant work has been done to improve, integrate, and coordinate the existing systems in Niagara, and consolidation will mean a larger and combined resource pool, which will support efficiencies that cannot be otherwise achieved as separate entities duplicating efforts, and which will then be reinvested into the network to enhance service. Operational integration under the current status quo can only go so far before decisions require political authority to make meaningful change – which creates inconsistencies, inequity, and disconnected operations. Only through a single Commission model – a single decision making authority for transit – can the benefits of these next steps be realized. Whether aligned fare policies (i.e. single fare), fare exemptions (i.e. Niagara- wide low income pass), single unified system branding on fare technology or fleet, addressing inconsistent service hours, or an ongoing lack of consistency in capital improvements – these benefits can only be achieved with a single governance model to ensure the consistency, reliability and frequency transit riders expect can be realized. Under the status quo, if one Council is not aligned for investments, the system is out of sync. This is what has led to the inconsistencies that plague tod ay’s system. The IMTWG has made incredible strides to harmonize as much a possible, but obvious gaps and confusion to those using the system prevail. Building Niagara A move to a consolidated Region-wide transit agency is critical for ensuring that Niagara remains a competitive destination for people and businesses, and is able to retain those already here. Regional transit systems have been established in a number of peer jurisdictions previously: Waterloo, Durham and York Regions in terms of bringing together local transit systems to a combined Region wide system for example, as well as those de- facto Region-wide systems established through municipal amalgamations such as in Hamilton. These jurisdictions have all seen significant growth not only in transit ridership, driven by both the consolidation and expanded investment into the transit network, but also in terms of the associated benefits from transit such as business development and the expansion of their post-secondary institutions. Page 824 of 1510 PW 55-2021 November 25, 2021 Page 7 ______________________________________________________________________ Niagara Region is experiencing significant and rapid growth. People and businesses coming to Niagara are often relocating from areas such as the GTA with existing transit systems, and accordingly are bringing with them the expectation that a robust transit system will be in place in their new home. The move to a consolidated transit system will address this expectation - ensuring that Niagara is able to not only meet and support the growth that is already in place but to continue to meet it in the future, including an projected 19% increase in population and 16% growth in employment by 2031 (2019 Municipal Growth Plan). This growth will come from many areas, including: recent trends of relocation from the GTA, newcomers to Canada, the expansion of GO transit to Niagara, as well as the growth of institutions such as Brock University, Niagara College, and new facilities such as the Niagara South Hospital. Establishing a consolidated transit system is critical to meeting the evolving needs of existing residents, as well as ensuring that Niagara remains an attractive and competitive place to attract new growth. Creating a Consolidated Transit System - Triple Majority Approval Creating authority for one consolidated transit system in Niagara will require triple- majority approval of a by-law to transfer to the Region the legislative authority to operate intra-municipal transit service in Niagara (the Region having received inter-municipal authority previously in 2017). Triple majority support consists of: A majority of all votes on upper-tier council [Regional Council]; A majority of all the lower-tier [LAM] councils passing resolutions consenting to the by-law; and The total number of electors in the lower-tier [LAM] municipalities that have passed resolutions consenting to the by-law form a majority of the electors in the upper-tier municipality. This report is the first step in this process and the represents the Regional approval to move forward into a consolidated system. Should the recommendations of this report be adopted, each of Niagara’s LAMs will then be asked to subsequently consider the by- law through the remainder of 2021. Page 825 of 1510 PW 55-2021 November 25, 2021 Page 8 ______________________________________________________________________ Should triple-majority be achieved, an approximate one-year period would be required to establish the new Transit Commission and to prepare for the assumption of day-to- day operations on January 1, 2023. In the interim, the existing transit systems would continue to operate and deliver service while the Region will take steps to ensure a smooth transition. As outlined in the Municipal Transfer Agreement term sheet (Appendix 3), no additional changes in operation or new assets would be on-boarded after June 30, 2022 in order to provide a ‘steady-state’ for the final period prior to operations turnover. Changes made between 2021 and June 30, 2022 will alter the previously estimated special levies for each municipality. The Transition Plan of the NTGS outlines the major milestones required to establish the Commission during this one-year period, with further discussion later in this report regarding some of the immediate next steps should triple-majority be achieved. Final Governance, Service Standards, and Financial Strategies The creation of a regional transit municipal service board to serve as the new Transit Commission, Board composition for the Commission, service standards, and financial strategies comprise the governance proposal for the new Transit Commission, outlining how the new agency would be established and the terms and conditions in which it will ultimately function. These strategies have been summarized in the sections below, with reference provided to previous reports that provide additional detail where applicable. Extensive Consultation The aforementioned strategies were developed and articulated originally as part of the NTGS consultants study, as well as through the work of both local and Regional staff such as the Area CAOs and Treasurers. Since that time, they have been refined through significant engagement and consultation, including: Two Rounds of Municipal Consultation – Local municipal Councils reviewed the initial proposed strategy and provided feedback on both the original NTGS recommendations and associated financial model; followed by a second opportunity for further feedback based on the revised strategies developed by the GSC in response to the first round of engagement. The proposal was presented to Council of all local municipalities in public session providing an opportunity for members of council and the public to provide input. Significant change occurred Page 826 of 1510 PW 55-2021 November 25, 2021 Page 9 ______________________________________________________________________ from the initial proposal to the subsequent revised strategies. This was a direct result of the municipal feedback. A companion memorandum (CL-C 86-2021) has been prepared that outlines the outstanding discussion points raised by the City of Welland and how these items were acknowledged, weighed, considered and responded to throughout the current process. Interested Party Consultation - Following the LAM discussions, a series of workshops were conducted with interested parties from across Niagara, representing organizations or demographics who either rely on transit or with a mandate that is closely related to transit. Example attendees included members of environmental and accessibility advisory committees, local business leaders and Chambers of Commerce, institutional administrators, and other advocates. The purpose of these sessions was to ensure that these groups had the latest information regarding the consideration of a consolidated transit system, and had an opportunity to provide feedback prior to the finalization of the proposal. These sessions were organized thematically, covering a wide variety of topics such as the environment, seniors, youth, business and tourism, post-secondary institutions, diversity and inclusiveness, libraries, health services, and accessibility. Public Consultation – in September 2021, a website was launched (movingtransitforward.ca) that provided an overview of the proposal for a consolidated transit system, as well as details on the core strategies of the governance model. A survey asked for feedback from the public on the proposed models: A total of 2,251 individuals took the survey. Respondents included representation from all Niagara municipalities, representing a mix of both transit and non-transit users (38% monthly or more frequent, 44 % non-transit users). Consistent support was expressed for all three of the governance strategies, with 'support’ or ‘strong support’ being indicated by: 79% of respondents for the financial strategy; 82% of respondents for the Board composition structure; and Page 827 of 1510 PW 55-2021 November 25, 2021 Page 10 ______________________________________________________________________ 85% of respondents for the services standards strategy. The details results of the public consultation survey are including in Appendix 2. Board Composition Strategy The LNTC has endorsed and recommends the creation of a 15-member elected Transitional Commission Board, to be comprised of either Regional or local councillors, supported by a 20-member Public Advisory Committee as shown in Figure 1 below. The Region would be represented by the Regional Chair or the CAO (or their delegate) as ex-officio attendees to ensure that answers to questions concerning Regional operations and matters that impact the Region related to the Commission can be responded to for the Board in a timely way. Page 828 of 1510 PW 55-2021 November 25, 2021 Page 11 ______________________________________________________________________ Figure 1 - GSC Recommended Board Structure Transitional Transit Commission Board Public Advisory Committee (15) Total Elected Official Representatives (3) St. Catharines (2) Niagara Falls (1) Welland (1) Fort Erie (1) Grimsby (1) Lincoln (1) Niagara-on-the-Lake (1) Pelham (1) Port Colborne (1) Thorold (1) Wainfleet (1) West Lincoln (20) Total Public Interested Party Representatives (12) Niagara Residents (one per Municipality) (2) Members representing Accessibility Advisory Committees or other Accessibility Stakeholders (2) Post-Secondary Representatives (1 student union representative from Brock University and 1 from Niagara College) (1) Member representing Niagara’s Chambers of Commerce (1) Senior Issues Stakeholder (1) Youth Issues Stakeholder (1) Transit Commission General Manager (ex-Officio) Members recommended by local Councils; appointed by Regional Council. Resident members recommended by local Councils; all members appointed by the Transit Commission Board. In the development of this recommendation, the GSC considered feedback from all 12 municipalities regarding the overall size, elected composition, and share of representation of the Transitional 15-member Commission Board. This recommendation balances that input: ensuring that all local municipalities have direct representation during the transition period, providing additional representation to municipalities on the basis of ridership, while respecting the total size of the Board. Page 829 of 1510 PW 55-2021 November 25, 2021 Page 12 ______________________________________________________________________ The mandate of the Transitional Board will end with the establishment of a future permanent Board structure that will coincide with next municipal election cycle (2026) after the creation of the Commission. This will be preceded by an external third party review of the Transitional Board structure and governance that will revisit and make recommendations regarding the total Board size, and representation. The Municipal Transfer Agreements discussed later in this report include a specific requirement that this external review, examining alternative Board structures, takes place. The GSC has maintained the position that the establishment of a hybrid governing model (councillors and independent experts) remains a preferred outcome for the future permanent Board structure and should be strongly considered during this review. Recent recommendations made as part of the Collingwood Judicial Inquiry suggest that the boards of municipally owned corporations should be composed of directors with a variety of experiences and backgrounds, skills and qualifications. These recommendations apply equally to municipal service b oards. Service Standards Strategy Developed by the transit leaders in Niagara, the Service Standards Strategy, provided as Appendix 5 to LNTC-C 3-2021, outlines a three-phased approach to the standardization and enhancement of transit service across Niagara to achieve consistent, equitable access to transit for all Niagara residents and communities: Page 830 of 1510 PW 55-2021 November 25, 2021 Page 13 ______________________________________________________________________ Figure 2 - Niagara Service Standards Strategy Overview Phase 1 – Standardized Operating Hours Across Niagara – a move to one set of consistent operating hours to ensure all residents in Niagara have the same level of availability of transit in their community and the ability to make consistent connections across Niagara. Proposed hours are 6 a.m. to midnight (Monday to Saturday), and 7 a.m. to 9 p.m. (Sundays and Holidays). This would represent over 45,000 new annual service hours across Niagara to create this equity and availability in each municipality. Phase 2 – Combine Specialized and Demand-Responsive Services - combining specialized transit (accessible or Para-transit) with other existing demand-responsive (on-demand) services. The combination of specialized and demand-responsive transit into one combined service delivery model offers an opportunity to both improve the service residents receive, while more efficiently deploying the resources available to the Commission. Phase 3 – Network Review and Growth - undertaking a detailed network review study that would look for future opportunities to expand and enhance Niagara’s transit footprint and significantly grow ridership in the long-term. The new Transit Commission will also evaluate the performance of its services on a continual basis – starting right from its creation and in parallel with this strategy. At a minimum, there will be an annual performance review of required changes and service Page 831 of 1510 PW 55-2021 November 25, 2021 Page 14 ______________________________________________________________________ enhancements, which may include evaluation of route performance, ridership, new housing/commercial development, customer feedback, and opportunities to implement existing expansion priorities such as those identified in municipal transit and transportation master plans, in keeping with industry best practices. Financial Strategy The recommended financial strategy proposes that all LAM transit service budgets be uploaded to the Commission in the 2023 budget year, as well as the Region’s existing transit budget to be consolidated by the Commission and to be assessed to the LAMs by way of special levies to be approved annually by the Region as part of the budget process: The 2023 estimated Commission baseline service budget will require a 7.3% increase due to the transfer of local transit costs to the Regional budget with expected equal and concurrent reductions to municipal budgets therefore minimizing the net residential impact. Service levels are different in each municipality; therefore, the Region proposes that twelve Special Levies be adopted in 2023. Each Special Levy will allocate 65% of 2023 net transit costs based on service hours, with all current existing NRT services continuing to be allocated to the Special Levy based on local share of Region-wide assessment. The full Financial Strategy is described in the Financial Considerations s ection of LNTC- C 3-2021 and associated Appendices 1, 2, 3 and 4. Over the course of 2022 it will also be necessary for all municipalities to review and make any necessary adjustments to Fees and Charges by-laws, Development Charges By-laws and other related administrative by-laws to ensure a smooth transition effective on January 1, 2023. A further report will be required to address these matters. Also, matters related to insurance coverage will need to be addressed. Creating the Commission – Next Steps Should triple-majority be achieved, an approximate one year transition period would commence during which the Commission would be established in advance of the assumption of day-to-day operations on January 1, 2023. The NTGS identified a total of five phases of transition (Approval, Commission Establishment, Commission Setup, Page 832 of 1510 PW 55-2021 November 25, 2021 Page 15 ______________________________________________________________________ Service Launch, Enhancement), with Phase 2 – Commission Establishment and Phase 3 – Commission Setup intended to be achieved during this one year period before the assumption of operations. Significant work and resources will be required to achieve the transition of operational responsibility on January 1, 2023. This will including the establishment of the Commission as a Municipal Services Board, appointment of the Commission Board, the completion of the Municipal Transfer Agreements, and the transfer of staff and assets. Each of these tasks will require significant coordination between Regional staff, municipal staff, and Commission staff when in place, with additional resources and support to be sought through external consulting assignments to be funded as part of the previously identified transition costs. The purpose of this section is to provide an overview of some of the major activities of this transition period, including where future decisions of Regional Council will be sought. Legal Establishment of the Commission as a Municipal Services Board Following triple-majority, work will be required to formally establish the Transit Commission as a Municipal Services Board of the Region, through section 196 to 198 of the Municipal Act, 2001 (the “Act”). A transit commission established under the Act is subordinate to Regional Council, unlike an independent board, like the Police Services Board or Board of Health, which are created under different legislation. At the same time, it is a body corporate, and so is independent from the Region in its day-to-day operations. Regional Council will determine the roles and responsibilities of the Commission, governance structure including the board structure and membership as well as determine if committees are needed. Regional Council will also determine the budgetary process, financial management, transfer of assets and reporting structure of the transit commission. Policies respecting the sale or disposition of land, hiring of employees and procurement of goods and services are mandatory under s. 270(2) of the Act. The Commission would normally establish its own procedure by-law, policies respecting employees, procurement, asset management and board compensation however for efficiency could consider leveraging Regional services and policies. It would also appoint its own Auditor. The role of the Region’s auditor in pro viding oversight will need to be determined as well. To note, the entities consolidated Page 833 of 1510 PW 55-2021 November 25, 2021 Page 16 ______________________________________________________________________ financially with the Niagara Region being Court Services, Niagara Regional Housing and Niagara Regional Police all leverage the Region’s auditors which creates significant efficiency and cost savings. As a “local board” the Municipal Freedom of Information and Protection of Privacy Act will apply to the transit commission and it will require a Code of Conduct. Its budget will be approved by Regional Council as part of the annual budget approval process. What if any corporate support services will be provided by the Region also needs to be considered (and may the subject of a future agreement between the Region and the Commission, similar to the “shared services” agreement in place between the Region and NRH for example). The proposed organization of the new Transit Commission will be accomplished through the passage of a by-law by Regional Council at a future date that will create the Board and formalize aspects of the Board composition strategy such as the number of Commission Board representatives and eligibility of persons to hold office as Board members. That by-law will further establish the relationship between the Commission and the Region, including their financial and reporting relationship. Transitional reports to implement these operational or structural components of the new Commission would be brought to Regional Council as needed during the transition period (2022). Terms of Reference for both the Commission Board and Public Advisory Committee will also be developed and brought forward for Council approval. Municipal Transfer Agreements A series of agreements will be required with each of Niagara Falls, St. Catharines, and Welland regarding the manner in which the existing assets used to deliver transit in Niagara would transfer to the new Transit Commission. These Municipal Transfer Agreements (MTAs) will also include principles for the transfer of personnel, guarantees regarding the minimum levels of service to be provided in municipalities in the future, and formalize the requirement that the governance review takes place. A recommendation of this report is that the CAO, and the General Manager of the new Transit Commission once appointed, be authorized to negotiate these agreements, on the basis of the terms that are outlined in Appendix 3. Page 834 of 1510 PW 55-2021 November 25, 2021 Page 17 ______________________________________________________________________ The principles outlined in this term sheet represent the consensus recommendations of the CAO GSC reflecting discussion, comments, and input received throughout the multi- year initiative to consolidate transit. The term sheets further include schedules that identify the assets that are to be transferred, as well as the current debt financing to be assumed by the Region as part of the financial strategy. WEGO Contained within the MTAs are principles related to the exclusion of WEGO from the initial consolidation of transit in Niagara. This approach has been taken as WEGO is delivered by the Niagara Parks Commission, a Provincial Crown agency, in partnership with the City of Niagara Falls. As such there are a series of pre-existing agreements regarding the operation of the system and the maintenance facility (paid for in part through Provincial funding) that would make consolidation of WEGO with the wider system challenging as part of the initial triple-majority exercise. WEGO also provides a specific a tourism-focused service that is unique from the other public transit systems in Niagara. It is therefore anticipated that in the early days of the Commission that WEGO service will continue to be delivered as a partnership between the City of Niagara Falls and the Niagara Parks Commission. Accordingly, the WEGO fleet and the WEGO transit facility will remain with the City of Niagara Falls and not be transferred to the Commission. Transit operators currently employed by the City of Niagara Falls in the joint delivery of Niagara Falls Transit and contracted WEGO routes will transfer to the Commission, with the Commission and the City of Niagara Falls entering into a service agreement, on the basis of an hourly fee, for the provision of operators to deliver the continued contracted City of Niagara Falls WEGO routes. The initial exclusion of WEGO from consolidation does not preclude its future integration once the Commission has been fully established and/or as existing agreements between the Niagara Parks Commission and the City of Niagara Falls come to term. It also does not preclude agreements being entered into related to WEGO concerning operations in Niagara Falls, at any time. Appointment of the Commission Board and Public Advisory Committee Following the legal establishment of the Commission as a Municipal Services Board, the process to appoint members to the Transitional Commission Board and Public Advisory Page 835 of 1510 PW 55-2021 November 25, 2021 Page 18 ______________________________________________________________________ Committee will commence. As outlined within the Board composition strategy, each municipality will be asked to forward to Regional Council a recommendation for both an elected representative on the Commission Board and a public or citizen representative for the Advisory Committee. Skills matrices and evaluation criteria will be developed for the other public members of the Advisory Committee, with an application process following the existing Regional process for appointment to advisory boards and committees. The final approval for appointing members to both the Commission Board and the Public Advisory Committee will rest with Regional Council, reflecting the role of the Commission as an agency of the Region. Recruitment of General Manager and Transition of Staff An open competition will be held for the position of General Manager of the new Commission, anticipated to be supported though the use of an executive search consultant. The appointment of a General Manager would subsequently be ratified by the Commission Board once established. The General Manager, along with a working group led by the Regional Treasurer/Commissioner Corporate Services, will finalize the organizational structure and compliment of the new Commission for Regional Council approval. The preliminary organizational structure included in the NTGS will serve as the starting point for this discussion. An external HR consultant vendor will be sought to support the transition of existing employees to the new Commission, and provide additional capacity to Regional staff to facilitate tasks such as the finalization of the organizational structure, development of job descriptions, and other human resources and labour relations components. Appendix 4 outlines a high level overview of a series of Human Resources and Labour Relations considerations that are applicable to the transfer of staff to the new organization. Consistent with these requirements and as outlined within the MTA Term Sheet, all full- time and part-time unionized employees employed by the existing transit entities as of June 30, 2022 will automatically transfer to the Commission. Page 836 of 1510 PW 55-2021 November 25, 2021 Page 19 ______________________________________________________________________ Non-unionized employees will either be directly offered a position with the new Commission where there is anticipated to be a substantially similar role established, or have the opportunity to apply for new roles within the Commission. Any municipal corporate support personnel (i.e. those whose full time role with a municipality includes transit work as a portion of their duties) will remain with the municipality. Any municipal non-union staff who are not offered a position with the new Commission will remain the responsibility of the municipality. The integration of the three existing Amalgamated Transit Union (ATUs) Locals will take place in through negotiation and in accordance with the defined provincial process as outlined under the Public Sector Labour Relations Transition Act, 1997 and by the Ontario Labour Relations Board. Alternatives Reviewed The NTGS considered a series of alternative governance models for the consolidated transit system, including that of a partial Commission or Regional Division. The Full Commission was recommended on the basis of the level of independence and anticipated benefits arising from a defined budget envelope being set by Regional Council. Additional detail regarding the evaluation of the alternative governance models is contained within the final NTGS report, which was presented as Appendix 2 to LNTC- C 4-2020. Numerous alternative financial models, Board compositions, and service enhancement timelines have been considered throughout the process: both originally within the NTGS and as input and feedback has been received by municipalities. These considerations have included: 11 different alternative Special Levy financial models, including ones that considered divisions between conventional and on-demand systems, in addition to the single General Levy originally proposed; Alternative Commission Board structures including those that maintained a smaller total Board size; that included public members to retain a hybrid model; that grouped smaller LAMs into rotating seats; and Both shorter and longer timelines for the implementation of service enhancements and the external network review. Page 837 of 1510 PW 55-2021 November 25, 2021 Page 20 ______________________________________________________________________ The original guiding principles of ‘Customer Driven’, ‘Unconventional Solut ions’, ‘Integrated’, ‘Economically Responsible’, and ‘Fair’ were used throughout to evaluate alternatives. The final strategies and governance model represent the consensus recommendation of the GSC. Relationship to Council Strategic Priorities The proposed consolidation of transit services across Niagara into a consolidated transit entity directly aligns with the Council Strategic Priority: Responsible Growth and Infrastructure Planning (Objective 3.1) through advancing regional transit and facilitating the movement of people and goods. Other Pertinent Reports LNTC-C 5-2021 Niagara Transit Governance – Phase 2 Consultation Results and Triple-Majority Initiation LNTC-C 3-2021 Niagara Transit Governance - Revised Strategies Reflecting Phase 1 Municipal Consultation LNTC-C 2-2021 Niagara Transit Governance – Governance Steering Committee Update LNTC-C 1-2021 Niagara Transit Governance – Detailed Phase 1 Consultation Summary PW -9 2021 Niagara Transit Governance Study – Niagara Region Considerations LNTC-C 6-2020 Councillor Information Request – Niagara Transit Governance – Local Area Municipality Engagement LNTC-C 4-2020 Niagara Region Transit Governance Study CAO 8-2017 Niagara Region’s Transit Service Delivery and Governance Strategy LNTC-C 21-2018 Inter-Municipal Transit (IMT) Service Implementation Strategy Page 838 of 1510 PW 55-2021 November 25, 2021 Page 21 ______________________________________________________________________ ________________________________ Prepared by: Matt Robinson Director GO Implementation Office _______________________________ Recommended by: Bruce Zvaniga, P.Eng. Commissioner of Public Works (Interim) Public Works Department ________________________________ Submitted by: Ron Tripp, P.Eng. Chief Administrative Officer This report was prepared in significant consultation with Scott Fraser, Transportation Lead GO Implementation, Heather Talbot, Financial & Special Projects Consultant – Financial Management and Planning; the Governance Steering Committee comprised of the CAOs from all thirteen (13) municipalities across Niagara; and reviewed by; Matt Robinson, Director, GO Implementation Office; Helen Chamberlain, Director, Financial Management & Planning/Deputy Treasurer; Todd Harrison, Commissioner of Corporate Services/Treasurer. Appendices Appendix 1 Draft By-law No. 96-2021 of the Regional Municipality of Niagara Appendix 2 Online Resident Survey Results – Moving Transit Forward Appendix 3 Municipal Transfer Agreements – Summary Term Sheet Appendix 4 External Legal Overview: Regional Transit Integration: Labour Relations and Employment Processes and Implications Page 839 of 1510 Bill No. Authorization Reference: Minute Item 5.1 Page 1 of 3 THE REGIONAL MUNICIPALITY OF NIAGARA BY-LAW NO. <> A BY-LAW TO ESTABLISH, OPERATE AND MAINTAIN A CONSOLIDATED PASSENGER TRANSPORTATION SYSTEM FOR THE REGIONAL MUNICIPALITY OF NIAGARA WHEREAS Niagara Region Council deems it expedient and beneficial to address transit issues in Niagara Region; WHEREAS the Linking Niagara Transit Committee was established to lead the development of a consolidated governance model, as well as the harmonization and integration of operational and policy regimes of the existing transit properties; WHEREAS the Inter-municipal Transit Working Group was established to gather information and provide guidance on operational matters related to the transition to a consolidated transit system; WHEREAS Niagara’s four (4) major transit operators entered into a Memorandum of Understanding in 2017 that, in principle, endorsed the creation of a consolidated transit system; WHEREAS all local area municipalities have been consulted on and provided input regarding the results of the Niagara Transit Governance Study, associated financial strategy, and the subsequently revised models reflecting initial feedback; WHEREAS the Linking Niagara Transit Committee has endorsed the Commission governance model, Niagara Service Standards Strategy and associated twelve (12) special levy financial strategy as the models under which consolidation should take place as identified in Regional Reports LNTC-C 5-2021 and PW 55-2021; WHEREAS Niagara Region obtained triple-majority authority in 2017 to establish, operate and maintain an inter-municipal passenger transportation system in Niagara Region and enacted By-law No. 2017-21 on March 23, 2017, which came into effect on June 1, 2017, in this regard; WHEREAS under this new consolidated system, Niagara Region would plan and operate both intra-municipal and inter-municipal transit routes, including specialized and demand- responsive transit services, throughout Niagara Region creating one unified transit system; PW 55-2021 Appendix 1 Page 840 of 1510 Bill No. Authorization Reference: Minute Item 5.1 Page 2 of 3 WHEREAS existing transit assets would transfer to the Commission on the basis of Municipal Transfer Agreements, to be negotiated and entered into with the major transit operators substantially on the basis of the terms outlined in Appendix 3 to PW 55-2021; WHEREAS Section 11 of the Municipal Act, 2001, Ch. 25, as amended, grants exclusive jurisdiction over the operation of transit services to lower-tier municipalities in Niagara Region; and WHEREAS Section 189 of the Municipal Act, 2001, Ch. 25, as amended, provides an upper-tier municipality with the ability to pass a by-law for the transfer of all or part of a lower-tier power to the upper-tier municipality, subject to certain rules regarding consideration and approval by the lower-tier municipalities. NOW THEREFORE the Council of The Regional Municipality of Niagara enacts as follows: 1. That the authority to establish, operate and maintain a consolidated passenger transportation system for Niagara Region be transferred to The Regional Municipality of Niagara; 2. That steps to transfer jurisdiction and related assets essential to operating a consolidated passenger transportation system to The Regional Municipality of Niagara begin immediately after the following requirements have been met: a. A majority of the councils of the lower-tier municipalities forming part of Niagara Region have passed resolutions consenting to the by-law; b. The total number of electors in the lower-tier municipalities that have passed resolutions consenting to the by-law form a majority of all electors in the Region of Niagara as established in the revised list of electors for the municipal election held in the year 2018. 3. That in this by-law, the term “consolidated passenger transportation system” shall mean a single, unified public transportation services system operating within or between any two or more of the twelve (12) lower-tier municipalities which comprise the Region of Niagara; 4. That The Regional Municipality of Niagara does hereby assume from all lower-tier municipalities comprising the Region of Niagara, those parts of the lower-tier power and related assets essential to provide public transportation systems, other than highways, necessary to own and operate a consolidated passenger transportation system as contemplated by this by-law; Page 841 of 1510 Bill No. Authorization Reference: Minute Item 5.1 Page 3 of 3 5. That Sections 1 and 2 of the by-law shall come into force and effect on the day the requirements of Section 189 of the Municipal Act 2001, Ch. 25, as amended, are met; 6. That Section 4 of this by-law respecting the transfer of assets and operations to the new transit commission does not come into effect until January 1, 2023. For clarity, the lower-tier municipalities that operate public transportation systems will continue to do so until these operations transition to The Regional Municipality of Niagara on January 1, 2023. THE REGIONAL MUNICIPALITY OF NIAGARA James Bradley, Regional Chair Ann-Marie Norio, Regional Clerk Passed: <date> Page 842 of 1510 Appendix 2 Online Resident Survey Results – Moving Transit Forward Introduction In order to gauge wider community feedback on the proposed model for consolidation, a brief online survey was created and administered as part of the overall communications strategy. The Moving Transit Forward survey was hosted online through a dedicated project website, available at www.MovingTransitForward.ca, as well as through municipal public engagement platforms such as BangTheTable. The survey was live from Sept. 21 – Oct. 1, 2021, and was open to all Niagara residents. Brief Analysis The survey gathered feedback from over 2,000 individuals from across Niagara. Approximately 56 per cent of respondents identified as regular transit users, which aligns with a general understanding of the ridership base in Niagara. Geographically, the makeup of respondents by municipality proportionally reflects the population breakdown in Niagara, with more respondents from larger municipalities, and fewer from smaller municipalities. Overall the survey results show strong approval among Niagara residents for each of the three main components of the proposed transit model, with the Governance Structure, Service Level Standards, and Financial Model all receiving approval levels of 79 per cent or higher. Through the open-ended comment box, residents shared further feedback regarding the model and transit in general. Common themes included a need to move forward with the proposal as quickly as possible, and concerns that consolidation may negatively impact transit services or taxes in the respondent’s own local municipality. Methodology Being an online, voluntary and self-identifying survey, the results present an anecdotal picture of residents’ views on the proposed model for consolidated transit. This was not a scientific survey, and results should not be viewed as statistically valid. However, previous research conducted by the Region has shown our online survey results tend to be consistent with residents views. PW 55-2021 Appendix 2 November 25, 2021 1 Page 843 of 1510 _____________________________________________________________________ Respondents were asked to identify where they lived, how often they used transit, and if they approved of or opposed the proposed Governance Structure, Financial Model and Service Standards Strategy. Residents were educated on the basics of the proposal though information and videos on the website, as well as a brief explanation within the survey itself. Respondents were also given the opportunity to add any additional comments about public transit in Niagara, and were invited to share their email address to be kept up-to- date as the project continues. Number of respondents A total of 2,251 individuals took the survey. Of those, 1,772 answered all questions in the survey, while the remainder only answered some. 789 respondents submitted comments through the survey, and 527 wished to receive further updates via email. PW 55-2021 Appendix 2 November 25, 2021 2 Page 844 of 1510 _____________________________________________________________________ Survey questions and responses 1.Which municipality do you live in? Fort Erie 4%Grimsby 8%I don't live in Niagara 1% Lincoln 6% Niagara Falls 13% Niagara-on-the- Lake 5%Pelham 4% Port Colborne 4% St. Catharines 36% Thorold 4% Wainfleet 1% Welland 11% West Lincoln 3% Local area municipality Number of respondents Fort Erie 102 Grimsby 180 I don't live in Niagara 24 Lincoln 132 Niagara Falls 295 Niagara-on-the-Lake 103 Pelham 91 Port Colborne 84 St. Catharines 798 Thorold 89 Wainfleet 16 Welland 243 West Lincoln 66 PW 55-2021 Appendix 2 November 25, 2021 3 Page 845 of 1510 2.How often do you use transit in Niagara? Daily 17% Less than once a month 18% Monthly 8% Never 44% Weekly 13% How often do you use transit in Niagara? PW 55-2021 Appendix 2 November 25, 2021 4 Page 846 of 1510 3.What is your level of support / opposition for the proposed financial strategy? Opposed 10%Strongly opposed 11% Strongly support 34% Support 45% 4.What is your level of support / opposition for the proposed governance structure? Opposed 8%Strongly opposed 10% Strongly support 31% Support 51% PW 55-2021 Appendix 2 November 25, 2021 5 Page 847 of 1510 5.What is your level of support / opposition for the Service Standards Strategy? Opposed 7% Strongly opposed 8% Strongly support 32% Support 53% Total 6.Open-ended comments Residents shared a variety of comments about the proposed model, future service needs, and transit in general. Some of the more prominent themes among the comments included: •Many respondents emphasized that any future service change must include expanded service hours, especially on Sundays and later into the evening •A strong feeling that transit consolidation needs to happen as soon as possible, and is already long overdue •Residents in smaller municipalities were concerned that they would have to shoulder the costs of service in larger urban municipalities. Conversely, residents in large municipalities like St. Catharines were worried that consolidation would results in a lower level of service in their community. PW 55-2021 Appendix 2 November 25, 2021 6 Page 848 of 1510 •Many respondents want to ensure that the future service particularly meets the needs of individuals with disabilities, seniors, and others who are unable to drive •Respondents wish to see transit riders and Niagara residents strongly represented in the proposed governance model. Others, however, felt that there were too many representatives proposed. •Respondents emphasized that the consolidated service must link effectively with the GO network in order to effectively link Niagara with the rest of the GTHA. •Many respondents were supportive of the proposal, but did not want to see any cost increases to the taxpayer •Respondents saw an opportunity for the model to incorporate green technology and environmentally friendly practices, emphasizing the positive effect such a system could have toward protecting Niagara’s natural environment PW 55-2021 Appendix 2 November 25, 2021 7 Page 849 of 1510 _____________________________________________________________________ Appendix 3 – Summary Term Sheet Municipal Transfer Agreements The following is the proposed package of terms for the Municipal Transfer Agreements, which will guide the transfer of existing transit assets and personnel to the newly formed Transit Commission, subject to triple-majority approval, and to be negotiated individually between The Regional Municipality of Niagara and the City of Niagara Falls, City of St. Catharines, and City of Welland respectively. The principles outlined in this term sheet represent the consensus recommendations of the CAO Governance Steering Committee, reflecting discussion, comments, and input received throughout the multi-year initiative to consolidate transit. Note that all financial modeling was estimated based on 2020 budgets, assets, and debt levels. The final Financial Strategy will be adjusted prior to 2023 to reflect new assets and debt incurred and will be based on budget levels no less than 2020 operating budgets. Schedule A and B to this term sheet reflect the most recent estimates by municipalities - asset inventories and debt to be assumed by the Commission will be updated and finalized as part of the completion of the full Municipal Transfer Agreements. Asset Transfer 1)Existing local transit assets, including but not limited to bus fleet, service vehicles, service equipment, and transit service facilities purchased or acquired prior to June 30, 2022 will transfer to the Transit Commission at no cost or, for the exclusive use of transit service delivery, in accordance with the Cummings Principle (the transfer of assets from one municipality to another at no additional compensation, because the municipal taxpayer has already paid for them). a)Land on which transit service facilities reside will be retained by the local municipality, and the Region will conduct a Phase 2 environmental assessment. b)Payment-in-lieu of taxes will be provided by the Commission to the local municipality, where applicable. c)Transit service facilities with shared-use municipal components will transfer to the Commission, and be subject to an agreement to lease back at a nominal rate to the municipality those areas of the facility used for non-transit purposes. d)Should the Commission no longer require a transferred asset to exclusively deliver transit services, the ownership of that asset will be transferred back to the original municipality. PW 55-2021 Appendix 3 November 25, 2021 1 Page 850 of 1510 2)The Commission will commit that existing fleet vehicles delivering local service within a municipality will continue to be utilized exclusively within that municipality for the remainder of their existing service life. 3)Local municipalities will make available to the Commission for inspection and condition assessment all transit assets prior to transfer, and will share all related documents related to the assets including information respecting insurance claims. The Commission will be under no obligation to assume assets deemed, at its discretion, to not be in suitable condition for transfer or to not be required to meet the future operational requirements of the Commission. The schedule of assets, specifically the asset count and with the corresponding cost to be transferred by each municipality is included as Schedule A to this document. 4)Any ongoing or in-progress capital improvement or acquisition projects will remain the responsibility of the municipality until completed and the asset transferred to Commission only upon completion at zero cost. 5)Local municipalities will disclose any agreements entered into related to transit operations in whole or in part, and that will extend beyond December 31, 2022. Copies will be provided to the Region. Personnel Transfer 6)All current full-time, part-time, and union permanent staff, employed directly and fully in transit by local municipalities and hired prior to June 30, 2022, will transfer to the Commission. 7)Non-unionized employees will either be directly offered a position with the new Commission where there is anticipated to be a substantially similar role established, or have the opportunity to apply for new roles within the Commission. Where a non- unionized employee does not ultimately transfer to the Commission, they will remain employees of the Municipality in accordance with the Public Sector Labour Relations Transition Act, 1997. 8)Those employees whose full-time role with a municipality supports transit work as a only portion of their duties (i.e. corporate support personnel not fully employed in transit) will remain with the municipality. 9)The integration of the three existing Amalgamated Transit Unions (ATUs) will take place in accordance with the defined provincial process as outlined under the Public Sector Labour Relations Transition Act, 1997 and by the Ontario Labour Relations Board. PW 55-2021 Appendix 3 November 25, 2021 2 Page 851 of 1510 PW 55-2021 Appendix 3 November 25, 2021 _____________________________________________________________________ Transit Operations 10) The Commission will assume full and exclusive operational responsibility for the delivery of transit on January 1, 2023. 11) The Commission will commit to maintain existing local service levels in each municipality, defined as a minimum of the budgeted 2020 local service hours, for a minimum of 7 years or unless otherwise consented to by the municipality. 12) The Commission will seek to establish a single common fare as identified in the financial model. 13) Municipalities will support the Commission in the placement of on-road transit infrastructure such as transit stops and shelters as required by facilitating their location. WEGO 14) Niagara Region or the Transit Commission will negotiate and enter into an agreement with the Niagara Parks Commission and City of Niagara Falls such that authority for the delivery of the WEGO transit service will remain with the Niagara Parks Commission, in partnership with the City of Niagara Falls. 15) WEGO fleet and the WEGO transit facility will remain with the City of Niagara Falls and not be transferred to the Commission, unless otherwise agreed to by the parties as part of any future assumption of WEGO operations by the Commission. 16) The Niagara Parks Commission and City of Niagara Falls will continue to provide WEGO service for those routes currently delivered by each agency. a)Transit operators currently employed by the Niagara Parks Commission in the delivery of WEGO service will not transfer to the Commission. b)Transit operators currently employed by the City of Niagara Falls in the joint delivery of Niagara Falls Transit and contracted WEGO routes will transfer to the Commission. c)The Commission and the City of Niagara Falls will enter into a service agreement, on the basis of an hourly fee, for the provision of operators to deliver the continued contracted City of Niagara Falls WEGO routes. Transitional Period 17) A transitional ‘steady-state’ period will commence on July 1, 2022, beyond which municipalities will commit to make no additional operational, capital, or personnel changes beyond those previously budgeted, unless otherwise agreed to by the Commission, acting reasonably. This will include: PW 55-2021 Appendix 3 November 25, 2021 3 Page 852 of 1510 a)The continued delivery of transit operations through December 31, 2022, including the maintenance of service levels in place as of June 30, 2022; b)The assumption of additional or unplanned capital expenditures; c)The undertaking of additional debt unless otherwise agreed to and may be subject to a different Municipal allocation than outlined in the Financial Strategy; d)The onboarding of additional non-union or unionized staff; and e)Continued adherence to asset management plans and the state-of-good repair of assets to be transferred to the Commission. 18)Assets, personnel, or debt acquired, on-boarded, or assumed by a municipality during this transition period will not transfer to the Commission, unless otherwise agreed to by the parties and the Region of Niagara. Budgets 19) The transit budget associated with the transfer of local operating costs to the Region’s twelve special levy model may be offset by equal and concurrent reductions to local Municipal budgets and levies to minimize the residential taxpayer impact from transit consolidation where possible. 20) Previously approved intergovernmental funding allocations for capital improvements related to transit will continue to be directed to the identified approved projects and initiatives within the original receiving municipality, until such time as the funding program commitments are satisfactorily met. . This includes any obligation referenced in paragraph 4. 21) Debt previously undertaken by municipalities to fund the purchase of transit assets will transfer to the Commission in accordance with Schedule B to this document. 22) Any financial assets or liabilities at December 31, 2022 will be accrued by the municipality in accordance with Public Sector Accounting Standards, and other than reserves and debt will remain the responsibility of the municipality at transition. 23) The assumption of any costs, operating contracts and debt by the Commission as at the transition date are subject to audit by the Region at the Region’s discretion to confirm compliance with transition terms and obligations assumed by the Commission as at January 1, 2023. 24) Municipalities will be responsible to maintain and fund all 2022 operating costs from their 2022 transit operating budgets, inclusive of staff costs, until the Commission establishes its first budget in 2023. PW 55-2021 Appendix 3 November 25, 2021 4 Page 853 of 1510 25) Municipalities will provide an accurate record of claims history for a period of five (5) years before June, 2022 to assist the Commission in obtaining liability insurance coverage. Commission Governance 26) The Commission must undertake a full governance review by an external third party and report back to Regional Council for decision by 2025. The implementation of the future permanent Board structure will coincide with the 2026 municipal election. 27) The Commission will obtain Officers and Director’s and all other insurance coverage as soon as it is established. 28) The Commission will obtain Officers and Director’s and commercial general liability insurance coverage as soon as it is established and all other insurance coverage required for the operation of a transit commission before January 1, 2023. The Commission is authorized to obtain competitive bids by reaching out to the insurers that currently provide coverage to the existing transit operations instead of issuing a Request for Proposals. 29) The Commission will appoint a General Manager to oversee the transition and who will report to the Commission Board. Existing Agreements and Documentation 30) Existing agreements between municipal transit agencies and senior levels of government or third-party suppliers or contractors will transfer or be assigned subject to the provision of paragraph 22, to the Commission, subject to the specific requirements of those contracts. Where agreements cannot be assigned or transferred to the Commission, the originating municipality will retain responsibility, subject to adjustment at a later date. 31) Responsibility for existing legal claims or legal liabilities, or those initiated or founded in allegations related to the operations by the municipalities prior to the transfer of operational responsibility to the Commission on January 1, 2023 will remain with the municipalities. 32) Municipalities will provide and transfer applicable documentation, operating procedures, maintenance records, employee records or other materials necessary for the transition to the Commission. Negotiation of Agreements and Dispute Resolution 33) The parties commit to the negotiation of the full municipal transfer agreements by no later than March 31, 2022. PW 55-2021 Appendix 3 November 25, 2021 5 Page 854 of 1510 34) Where direct discussion between the Region and municipalities does not satisfactorily resolve any issues, an independent mediator and/or arbitrator will be required to provide dispute resolution services, including binding decisions where agreement cannot be otherwise achieved between the parties. Costs for mediation or arbitration will be split between the Region and municipality. Schedules Schedule A – Municipal Assets for Transfer Schedule B – Municipal Debt for Transfer PW 55-2021 Appendix 3 November 25, 2021 6 Page 855 of 1510 Schedule A – Municipal Assets for Transfer Schedule A and B to this term sheet reflect current estimates - asset inventories and debt to be assumed by the Commission will be updated and finalized as part of the completion of the full Municipal Transfer Agreements. Asset Category Vehicle Count (Conventional & Specialized) Acquisition Price Accumulated Amortization Current Net Book Value Useful Life Niagara Region Bus 30 $14,245,039 $2,267,951 $11,977,088 10 St. Catharines Bus 91 $46,362,278 $26,987,076 $19,375,202 12 Service Trucks 20 $1,420,081 $892,997 $527,084 6 Land* $1,182,244 $712,282 $469,962 16 Facilities $11,475,701 $3,987,557 $7,488,144 22 Equipment $5,136,651 $2,791,006 $2,345,645 13 Technology $6,524,206 $3,529,598 $2,994,608 7 Sub-Total $72,101,162 $38,900,517 $33,200,645 Niagara Falls Bus 47 $24,135,770 $15,423,652 $8,712,118 12 Service Trucks 11 $364,599 $261,191 $103,408 6 Land* $2,202,049 $498,047 $1,696,315 32 Facilities $21,832,585 $3,724,925 $18,107,660 24 Equipment $2,946,597 $1,808,621 $1,137,976 13 Technology $5,445,750 $3,661,905 $1,783,845 7 Sub-Total $56,927,350 $25,378,341 $31,541,321 PW 55-2021 Appendix 3 November 25, 2021 7Page 856 of 1510 Asset Category Vehicle Count (Conventional & Specialized) Acquisition Price Accumulated Amortization Current Net Book Value Useful Life Welland Bus 22 $7,438,333 $2,563,944 $4,874,389 12 Service Trucks 7 $239,417 $181,198 $58,220 6 Land* - - - 0 Facilities $4,329,238 $2,089,308 $2,239,930 21 Equipment $990,578 $492,992 $497,586 6 Technology $1,317,243 $532,850 $784,393 7 Sub-Total $14,314,809 $5,860,291 $8,454,518 * In accordance with the principles outlined above, land will not transfer to the Commission and will remain with the original municipality. PW 55-2021 Appendix 3 November 25, 2021 8Page 857 of 1510 _____________________________________________________________________ Schedule B – Municipal Debt for Transfer Balances as of December 31st, 2020* Debt year ending Average Annual Debt Payment** Long Term Debt By-law Reference Niagara Region Transit 2029 $1,334,694 $10,752,991 2019-59 St. Catharines Transit 2024/ 2027 $73,824 $481,635 2017-53, 2019- 59 Niagara Falls Transit $0 $0 Welland Transit 2029 $146,108 $1,171,493 2012-73, 2017- 51, 2019-14 Niagara-on-the-Lake Port Colborne Pelham Thorold Fort Erie Grimsby Lincoln West Lincoln Wainfleet $2,019,804 $17,803,923 *Final debt figures for transfer will be established as part of the negotiation of the full Municipal Transfer Agreements. The Region will not be required to transfer any debt above those totals identified in Schedule ‘B’ above unless otherwise agreed to and may be subject to a different Municipal allocation than outlined in the Financial Strategy. **Includes principal and interest PW 55-2021 Appendix 3 November 25, 2021 9 Page 858 of 1510 Prepared for the Regional Municipality of Niagara (to be shared with Regional CAOs) by Rae Christen Jeffries LLP Privileged and Confidential Regional Transit Integration: Labour Relations and Employment Processes and Implications Overview You have asked us to provide a high level overview of how the amalgamation of three existing transit operations into one new entity might take place from a labour and employment perspective and to also highlight any potential issues, risks, or concerns. We have had a chance to review the relevant law, legislation, and predecessor collective agreements but have not been provided with any employment contracts for review. This overview is provided for the Regional Municipality of Niagara. We recommend that each of the existing transit units obtain individual legal advice regarding many of the issues raised below. Factual Background St. Catharines Transit Commission, Niagara Falls Transit, and Welland Transit are the three main transit units in the Niagara Region. St. Catharines Transit Commission is a stand alone entity and Niagara Falls Transit and Welland Transit are departments in their respective municipalities. The Region is considering amalgamating these three entities, in addition to inclusion of the remaining nine municipalities without established unionized transit services, into one new Transit Commission. Each of the three entities has unionized and non-union employees. The unionized employees at each entity are represented by three separate locals of the Amalgamated Transit Union (“ATU”), under three separate collective agreements, each with different terms and conditions of employment. St. Catharines Transit Commission is the largest entity, with more employees than the other two entities combined. Each of the three collective agreements contemplates amalgamations, mergers, and/or successor rights. That said, these clauses add very little in terms of new obligations (on top of any obligations arising from statute and the common law). One requires 30 days’ notice; one requires that the predecessor employer make every reasonable effort to protect the interests of the bargaining unit employees. In general, the clauses reiterate the state of the law: that the new Transit Commission must recognize the predecessor collective agreements and the ATU’s bargaining rights. Lastly, we understand that the WEGO service will stay with Niagara Falls Transit, with the operators either maintaining their employment with Niagara Falls Transit or having their employment transferred to the new Transit Commission but still working on the WEGO service. The Amalgamation Itself: How Does it Occur from An Employment/Labour Relations Perspective The new Transit Commission will need to pick an Amalgamation Date that will serve as the start date for the employees who are offered employment at the new Transit Commission. PW 55-2021 Appendix 4 November 25, 2021 Page 859 of 1510 Non-Union Employees Non-union positions at the new Transit Commission may be filled with new external hires or with employees from the predecessor entities, or a combination of both. This can be determined through job competitions involving only external candidates, only predecessor entity candidates, or a combination of both. Or, the new Transit Commission can simply appoint/make an offer to an existing predecessor entity employee without a competition. Typically, the majority of non-union employees in the new Transit Commission would come from the ranks of the predecessor entities in order to maintain knowledge transfer and to reduce severance costs, but there is no legal requirement for the new Transit Commission to retain any non-union employee. Non-union employees from the predecessor entities who are offered employment at the new Transit Commission (either following a competition or without one) should be given two letters simultaneously, ideally at least eight weeks prior to the Amalgamation Date: the first letter is from their existing employer terminating their employment as of the Amalgamation Date, and it should refer to and enclose a second letter from the new Transit Commission offering employment as of the Amalgamation Date. The second letter should indicate the new job title (if any), any changes in terms and conditions of employment, and how the prior employment at the transit unit will be treated at the new Transit Commission for the purpose of various entitlements such as vacation and future termination of employment. This second letter may also include transitional information regarding issues such as pension, vacation, lieu time etc. Employees from the predecessor entities should be given significant time (at least two weeks) to accept or reject this offer of employment in writing. Those who reject the offer of employment will be the responsibility of the relevant existing transit unit (unless otherwise agreed), but it likely can be successfully argued that they have failed to mitigate their damages and their entitlement is limited to their Employment Standards Act, 2000 (“ESA”) entitlements (this may be affected by any applicable language in any employment contract). Most employees tend to accept offers of this nature as long as the employee is provided with substantially the same terms and conditions of employment. Some non-union employees from the predecessor entities may not be offered employment with the new Transit Commission. The termination of employment or reassignment of these employees would be the responsibility of the existing transit unit (unless otherwise agreed) and their entitlements would depend on any applicable contractual language and/or the common law. Unionized Employees As a basic principle, the new Transit Commission will inherit the existing Union(s) and collective agreements of the predecessor entities. While it need not retain all the unionized employees if it needs fewer employees than the combined existing complement (employees could be, for example, laid off by the predecessor entities prior to the amalgamation), it will be required to fill its complement of unionized employees with the existing unionized employees (i.e. it cannot hire externally for unionized positions unless it has already inherited all the existing unionized employees). As soon as possible prior to the Amalgamation Date, the employees and the ATU Locals should be informed in writing of the Amalgamation Date and that the employment of the unionized employees who PW 55-2021 Appendix 4 November 25, 2021 Page 860 of 1510 are employed with the predecessor entity on the Amalgamation date will be transferred to the new Transit Commission. In order to avoid or narrow potential litigation either at arbitration or the Ontario Labour Relations Board (“OLRB”) (likely under the Public Sector Labour Relations Transition Act, 1997 (“PSLRTA”), negotiations should commence as soon as possible with the ATU Locals regarding: • Whether all the employees will transfer and, if not, what options will be provided to any non- transferring employees. • What the appropriate bargaining unit will be (the new Transit Commission should take the position that all employees should be in one bargaining unit, but the details at the edges of that unit will require negotiation). • Who will represent the employees in the new bargaining unit (presumably one of the existing ATU Locals). • What the terms and conditions of employment will be in the short term, prior to the negotiation of a new collective agreement (the collective agreements flow through, but items such as the grievance procedure and layoffs/recall are typically immediately harmonized – the parties could agree to something like the Composite Agreement that exists under the PSLRTA). • Any immediate transition issues such as treatment of seniority. In a situation such as this, where there is one Union (albeit with multiple Locals), it is possible (and perhaps even likely) that all of the above could be negotiated without the need for any litigation or OLRB application. However, if such negotiations are not fully successful, one of the Local Unions or the new Transit Commission could make an Application to the OLRB to resolve outstanding issues. Primary Issues, Risks, Costs, Concerns 1. Timing: There are potentially significant cost savings and labour relations goodwill to be gained by providing significant notice of the Amalgamation Date to the employees and the Unions. Two months would be a minimum (to deal with ESA notice issues), but up to 12 months would be ideal in order to allow time for discussions/negotiations to narrow issues in dispute and make the transition as seamless as possible. 2. Logistics: There are many different logistical issues related to the new Transit Commission obtaining employees that will have to be considered and planned for, so they are in place by the Amalgamation Date, including but not limited to, setting up payroll, benefits, and pension, training, assignment of work, determining reporting structures, etc. 3. Terminations of Employment (non-union): Each non-union employee from a predecessor entity who is not offered employment will be entitled to pay in lieu of notice either at common law or in accordance with an employment contract (if valid). 4. Layoffs (unionized employees): Each unionized employee who is not offered employment will need to be laid off in accordance with the terms of the applicable collective agreement. 5. Recognition of Service/Seniority: For both union and non-union employees, there are costs associated with prior service whether they be ongoing (vacation) or potential (future termination). PW 55-2021 Appendix 4 November 25, 2021 Page 861 of 1510 6. Reconciling Seniority (unionized employees): There will be three separate seniority lists that need to be amalgamated. 7. Reconciling/Harmonizing Terms and Conditions of Employment (unionized employees): There will be three different wage grids, vacation entitlements, public holiday entitlements, benefits, pension, etc. All of this will need to be reconciled in a first post-transition collective agreement. This will potentially be costly. 8. WEGO: The exact nature of the arrangement regarding WEGO should be determined as soon as possible as it could result in complications regarding the status of the Niagara Falls Transit collective agreement and the employees operating the WEGO service. 9. Litigation: There may be litigation (arbitration or OLRB, or both) regarding any of the above union issues if they cannot be all agreed upon. For the non-union employees, there could be litigation over any of the terminations of employment. October 5, 2021. PW 55-2021 Appendix 4 November 25, 2021 Page 862 of 1510 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 July 5, 2021 LNTC 4-2021, June 30, 2021 LOCAL AREA MUNICIPALITIES SENT ELECTRONICALLY Niagara Transit Governance - Revised Strategies Reflecting Phase 1 Municipal Consultation LNTC-C 3-2021 The Linking Niagara Transit Committee, at its meeting held on June 30, 2021, approved the following recommendation: That Report LNTC-C 3-2021, dated June 30, 2021, respecting Niagara Transit Governance - Revised Strategies Reflecting Phase 1 Municipal Consultation, BE RECEIVED and the following recommendation BE APPROVED: 1. That Report LNTC-C 3-2021 BE FORWARDED to the Clerks of Niagara’s twelve (12) local area municipalities and that they BE REQUESTED to have the Council’s of the twelve (12) local area municipalities advise the Regional Clerk of any additional municipal feedback on the revised Financial Strategy, Board Composition model, and Service Standards Strategy, no later than August 25, 2021. A copy of LNTC-C 3-2021 is enclosed for your reference. Yours truly, Ann-Marie Norio Regional Clerk CLK-C 2021-100 Page 863 of 1510 LNTC-C 3-2021 June 30, 2021 Page 1 Subject: Niagara Transit Governance - Revised Strategies Reflecting Phase 1 Municipal Consultation Report to: Linking Niagara Transit Committee Report date: Wednesday, June 30, 2021 Recommendations 1. That Report LNTC-C 3-2021 BE FORWARDED to the Clerks of Niagara’s twelve (12) local area municipalities and that they BE REQUESTED to have the Council’s of the twelve (12) local area municipalities advise the Regional Clerk of any additional municipal feedback on the revised Financial Strategy, Board Composition model, and Service Standards Strategy, no later than August 25, 2021. Key Facts • The purpose of this report is to present an updated financial strategy, service standards strategy, and revised board composition model supporting the creation of one consolidated transit Commission in Niagara. • These recommendations have been developed by the Governance Steering Committee (GSC), comprised of all thirteen (13) municipal Chief Administrative Officers (CAOs) across Niagara. The GSC was created to review and address feedback provided by local area municipalities (LAMs) during the ‘Phase 1’ consultation roadshow. • Based exclusively on Phase 1 feedback, the GSC has recommended significant updates to three primary elements to directly address this input: • Financial Strategy: the recommended financial strategy proposes that all the local municipal transit service budgets be uploaded to the Commission in 2023 and to be consolidated with the Region’s transit budget and to be assessed to the local area municipalities by way of special levies to be approved annually by the Region. o Services levels are different in each municipality; therefore, the Region proposes that twelve (12) Special Levies be adopted in 2023. Each special levy will allocate 65% of 2023 net transit costs based on service hours, with Page 864 of 1510 LNTC-C 3-2021 June 30, 2021 Page 2 ______________________________________________________________________ existing Niagara Regional Transit services continuing to be allocated to the special levy based on local share of Region wide assessment. o The 2023 estimated Commission baseline service budget will require a 7.3% increase to the Regional Budget with equal and concurrent reductions to Municipal budgets therefore minimizing the net residential impact. • Board Composition – a transitional board comprised of fifteen (15) elected officials with each municipality having representation. A governance review to be undertaken in year three of operation. • Service Standards Strategy – Niagara-wide service standards that detail short- term enhancements (1-3 years) in each community to achieve consistent, equitable access to transit for all Niagara residents, in advance of a longer term network review planned in year five of the Commission’s operation. • Subject to approval of the recommendation of this report, the next step will be a second round of consultation with LAM councils. This will provide LAMs an opportunity to review the recommended updates and provide additional input by late August. • This report does not initiate the triple-majority approval process. It is anticipated that the triple-majority vote will occur after the consultation on this report has been completed and any feedback incorporated. The triple-majority approval process is anticipated to occur in Fall 2021. Background In the fall of 2020, LNTC-C 4-2020 presented the results of the Niagara Transit Governance Study (NTGS) with the recommendation of a Commission governance model, a proposed board structure, and a transition plan. This report also recommended a financial strategy developed in parallel to and in support of the NTGS. At the direction of LNTC, consultation with each of Niagara’s twelve (12) LAMs followed as opportunity for review and feedback. This Phase 1 consultation roadshow occurred through Q1 2020, with feedback centering on three primary or common themes: the financial strategy, composition of the board, and the need for a more defined (but high level) service strategy. Beyond the major themes, additional feedback and concerns specific to each municipality was also received. Page 865 of 1510 LNTC-C 3-2021 June 30, 2021 Page 3 ______________________________________________________________________ The GSC was created, comprised of all thirteen (13) municipal CAOs, with a mandate to reflect LAM feedback in revised strategies and models. A series of six workshops were convened through Q2 2021 to address the identified issues and arrive at a consensus recommendation addressing the three common themes, as shown in Figure 1. Figure 1 - Transit Governance Process The purpose of this report is to present the results of this process and the revised financial strategy, board composition model, and service strategy that have been recommended by the Governance Steering Committee. These revised strategies are intended to directly address the feedback received from LAMs during Phase 1 consultation. Page 866 of 1510 LNTC-C 3-2021 June 30, 2021 Page 4 ______________________________________________________________________ Financial Considerations To realize the consolidation of transit services across Niagara, the funding strategy must establish: • the baseline or start-up budgets for the Commission and the basis for levy and tax rates to the residents; • how one-time start-up and transition costs associated with the establishment of the Commission will be funded; and • how transit-related assets currently owned by LAMs will be transferred and funded on a long-term basis. The recommended financial strategy proposes the Region to upload the estimated baseline local transit service net expenditure using 2020 budget at $27.8 M and estimated to be $29.4M in 2023. The upload to the new Regional Commission will occur in a single year and be levied back on each of the LAMs using twelve Special Levies, one for each municipality, established by the Region with each year’s budget process. The proposed model ensures that future service growth plans are paid for by the municipalities which receive the services, using the corresponding 12 Regional Special Levies. The 2023 estimated Commission baseline service budget requiring a 7.3% increase to the Regional budget would be offset by equal and concurrent reductions to Municipal budgets to minimize the residential taxpayer impact from transit consolidation. The financial strategy allocates the local net operating costs plus incremental capital, which represent approximately 65% of 2023 Commission net transit costs to be allocated to each Special Levy based on service hours. Existing NRT services will continue to be allocated to the Special Levy based on municipal share of Regional assessment. The short term service strategy and future transit growth will be subject to future budget approvals, and will directly impact the costs apportioned to each municipality. The financial strategy was evaluated based on the feedback received during the LAM presentations and described in Table 1 below. Page 867 of 1510 LNTC-C 3-2021 June 30, 2021 Page 5 ______________________________________________________________________ Table 1 - Model Option Evaluation Evaluation Criteria: Municipal Specific Tax Rates (12) Special Levies Demonstrated value to Municipalities for added investment Collectively leverages practices to reduce total regional cost by $9.0M in debt financing and $14.0M in capital over 10 years Funding tied to services residents receive Substantial share (65%) of service cost tied to municipal specific service hours Alignment and adjustments tied to service expansion costs A desire for ability to “top up” or add extra or enhanced services Will change service hours for LAM and be allocated to LAM specifically Consistent with Guiding Principles: Economically Responsible No more than current Regional costs and related inflation apportioned to LAMs using region wide assessment. Mimic current General Levy financial distribution. Consistent with Guiding Principles: Fair Percentage distribution of costs between Conventional service and Alternative service LAMs in line with Status Quo (74/26) The estimated incremental requirements for the Commission’s transit budget during years 2023-2033 have been modeled to include estimates for the following components using the following strategies subject to future Regional budget approval (see Appendix 1 for financial estimates). Note that all modelling is estimated based on 2020 budgets and would be adjusted prior to 2023 to reflect most recent financials. Base Budget The total base service costs for 2020 ($44.2M) are adjusted annually for inflation by 1.5%. The estimated base service net operating budget for 2023 of $46.4M includes $28.7M for local service, $0.7M in local debt payments, $15.8M for regional service and $1.3M in regional debt payments. Page 868 of 1510 LNTC-C 3-2021 June 30, 2021 Page 6 ______________________________________________________________________ Provincial Gas Tax (PGT) Currently $1.5M of Provincial Gas Tax (PGT) is used annually to offset operating expenditures in local transit budgets. PGT can be maximized by preserving it to be used to support capital replacements. The financial strategy proposes the reduction of $0.3M annually in the operating budget for 5 years to provide funding for fleet replacement. The annual incremental Regional budget required is 0.1% beginning in 2023 and ending in 2027. On-Demand/ Specialized Services Currently there are a number of contracted services for on-demand and specialized transit services across Niagara. Phase 2 of the service planning strategy proposes $5.0M in capital in 2024 (1.2% Regional budget increase) plus an additional $1.0M in net operating costs beginning in 2025 (0.2% Regional budget increase) to reduce the number of contracted services and allow the Commission to provide the services in- house. Service Standardization and Growth The current Niagara transit system will require an additional 55,000 hours of enhancements to local and regional service levels to standardize daily schedules across all municipalities (Phase 1 of the Service Planning Strategy). The service enhancements would begin in September 2024 with a partial year net operating increase of $1.2M (0.3% Regional budget increase). The fully annualized net operating impact is $5.0M therefore an additional Regional budget increase of 1.0% would be required in 2025. The Commission Phase 3 service planning strategy will include a comprehensive network review in 2025 and may deviate from the conservative growth projections provided by the NTGS. However, based on preliminary forecasts a conservative growth strategy would require an additional net operating budget increase of $4.0M phased in between 2026-2030 with a total Regional budget increase of 1.0% (see Appendix 2). Page 869 of 1510 LNTC-C 3-2021 June 30, 2021 Page 7 ______________________________________________________________________ Capital A. Capital Asset Transfer to the Commission & the Cummings Principle Based on the recommendation from the NTGS as part of the peer jurisdictional review, the CAO Working Group (established by the Linking Niagara Transit Committee (LNTC) to oversee and direct the Project Team to deliver the NTGS) has endorsed the use of applying the Cummings Principle to the future transfer of assets from the LAMs to the new Commission. The premise of the Cummings Principle is to transfer assets (and related outstanding liabilities), from one municipality to another with no additional compensation, since transferring assets for additional compensation results in the taxpayer paying twice for the same public asset. This principle, established through judicial precedent, has been applied for over four decades in the municipal setting throughout Ontario, as well as in the vast majority of transit consolidations reviewed as leading practices. The use of the Cummings Principle is also well aligned to Niagara’s established guiding principle of fairness, which respects the existing investments made by communities. B. Capital Replacement Strategy i. Capital Growth Niagara Region is currently conducting a Development Charge (DC) review and will propose that a Transit DC be established to fund future capital growth. The Transit DC will be used to mitigate capital requirements resulting from the service expansions outlined in the NTGS. The conservative growth strategy estimates an additional $15M in new capital to achieve the associated service growth outlined in the previous section. The financial strategy applies a 5 year growth plan beginning in 2026, however Phase 3 of the Service Planning Strategy incorporates a fulsome service review in 2025 and therefore forecasted growth between 2026 and 2033 may vary from the NTGS. ii. Capital Reserve Strategy Currently Niagara transit operators collectively receive $6.8M annual in PGT, with $1.5M being used to mitigate net operating costs (see section above). The financial strategy, beginning in 2023, establishes a 5 year phasing out of PGT for operating and directs these funds towards fleet replacements. The existing PGT funding contributes to Page 870 of 1510 LNTC-C 3-2021 June 30, 2021 Page 8 ______________________________________________________________________ 65% of annual fleet requirements therefore leaving a funding gap of $6.5M ($3.5M for fleet replacements plus an additional $3M for all other capital requirements). The proposed capital reserve strategy recommends that this $6.5M gap be addressed over a three year period by way of an incremental increase in the Commission budget to provide for a transfer to capital reserve. The total budget impact from the proposed reserve strategy is an annual incremental Regional budget increase of 0.53% each year for 3 years. The proposed strategy ensures appropriate funding for annual fleet replacements by 2025, with all capital requirements being met by 2030 (See Appendix 3). The reserve strategy also proposes that as growth occurs, that future annual transfers to reserve are adjusted accordingly. The increased fleet to meet future service growth is phased in over 5 years beginning in 2026 and is estimated at $15M. The total proposed capital investment including the $5M in 2024 to reduce contracted services will require an additional $1.8M in annual transfers to reserve to ensure adequate funding for future vehicle replacements. Transition Costs The NTGS provides a range of estimated transition costs which include those costs that are related to the transition team plus other one time and incremental costs necessary for transit consolidation. Key activities include the legal establishment of the Commission, development of initial strategic and branding plans, development of transfer agreements, and performance monitoring. These one-time costs have been estimated at a total of $3.85M to $4.96M over the course of 4 years from 2021 through 2024. Currently the transition costs are anticipated to be funded through a combination of existing budgets previously established for NRT as well as Provincial/ Federal transit funding programs. The Ministry of Transportation supports Niagara to regionalize transit with improvements to service integration and harmonizing concessions. Phase 3 of the Federal and Provincial Safe Restart Agreement (SRA) funding supports the transformation of transit structures/governance between neighboring municipal governments and allows for funding to mitigate up to 50% of one time transition costs. The Region will continue to advocate to the Province to provide additional funding mechanisms in the case that SRA Phase 3 will not provide sufficient funds after local transit budget expenditures are used for current operating. Page 871 of 1510 LNTC-C 3-2021 June 30, 2021 Page 9 ______________________________________________________________________ Commission Common Fare Strategy Currently local transit fares are $3.00 while Regional trips require $6.00 to gain access to local connections. The total impact of moving to a single $3.00 fare to ride across Niagara is estimated at $2.6M or 0.6% increase to the Regional budget. The existing revenue sharing-agreements between NRT and Local operators, flow 45% of all NRT fare revenue to local operators therefore resulting in a proportionately larger impact in the service hour based Special Levy allocation. Table 2 - Revenue Impact - Common Fare Strategy Common Fare Strategy Revenue Impact Transit Operator Impact $ impact Cash/Pass Revenue Share Agreement (55% Regional/ 45% Local) Regional Impact ($0.08) Local Impact ($0.63) U-Pass Agreement Local Tap Rate Agreement Local Impact ($1.88) Total Estimated Revenue Loss from Single Fare ($2.59) Regional Budget Impact 0.6% Prior to COVID-19, the Niagara College U-Pass agreement contained a per student ridership ‘tap’ rate of $0.75 to ride on local transit. The common fare strategy and transit consolidation may eliminate this incremental revenue, however future Niagara College U-Pass agreements would be structured similarly to existing agreements between St. Catharines and Brock University Students’ Union, ensuring that incremental transit service driven by student demand does not impact the taxpayer. Special Levy - Municipal Act Section 326 Special Services The establishment of a Special Levy, as defined in the Municipal Act for Special Services (section 326 (2) (b)) states “service or activity being provided or undertaken at different levels or in a different manner in different part of the municipality”. Page 872 of 1510 LNTC-C 3-2021 June 30, 2021 Page 10 ______________________________________________________________________ Table 3 - Criteria for Special Levy Establishment 12 special levies requires 12 service levels 2023 Service Hours per Household All different Service Hours per Capita Most different Frequency of Service Few different Type of Service: Conventional, On-Demand, Specialized, Blend Few different The ability to maintain 12 special levies should be monitored annually as part of service strategy and consideration given to fewer levies as service levels become aligned. Transit Consolidation 2023 Financial Impact The estimated municipal apportionment for each of the 12 Special Levies is represented in Appendix 4 for both the operating budget of $46.4 M and the first year of the capital replacement strategy of $2.2M. Current and projected cost portions have been aggregated by type of service, with conventional service municipalities representing St. Catharines, Niagara Falls and Welland, while all remaining municipalities are considered alternative services. Currently conventional transit municipalities represent 77% of all transit costs, under the recommended financial strategy these municipalities will be apportioned 74% of the total consolidated transit operating budget and 85% of capital. Board Composition The GSC has recommended a revised governance structure that would establish a transitional Commission Board for a minimum three-year period comprised of fifteen (15) elected officials. A transitional Commission Board reflects two core principles and areas of LAM feedback on the NTGS model: 2033 Few different –Service Strategy outcomes influence long term “service level” and may not maintain a different service level across all municipalities as currently exists. Page 873 of 1510 LNTC-C 3-2021 June 30, 2021 Page 11 ______________________________________________________________________ • the need for more frequent and direct representation for all municipalities; • [while] maintaining representation for larger municipalities proportional to their ridership and financial contributions. This transitional Commission Board will be reviewed after three (3) years by a third- party to ensure that the composition, size, and share of representation has resulted in an effective governing body that is achieving the strategic objectives of the Commission. This review will consider options including maintaining the transitional fifteen (15) member structure, other fully elected boards with a smaller number of total representatives, and hybrid board structures that include public skills-based members in line with the recommendation of the NTGS. The GSC maintains the position that the establishment of a hybrid governing model remains a preferred outcome for the future permanent Board structure and should be strongly considered during the Year 3 review. The key features of the recommended transitional model are as follows: • A fifteen (15) member transitional Commission Board comprised exclusively of elected representatives, with the City of St. Catharines receiving three (3), the City of Niagara Falls receiving two (2), and each of the other ten (10) municipalities receiving one (1) full-time representative. o The additional representatives for St. Catharines and Niagara Falls reflect their significantly greater share of transit ridership in Niagara. • Municipal representatives for the Commission Board will be recommended to Regional Council by each local Council, and can be either Regional or Municipal Councillors. While local Councils will be asked to forward recommendations for nomination to the Board, final responsibility and authority for appointing members to the Board will rest with Regional Council, as the Commission will be an agency of the Region. This appointment responsibility resting with Regional Council ensures the Region, solely responsible for the funding of the Commission, retains necessary control in line with Public Sector Accounting Board (PSAB) principles. • The role and membership of the supporting Advisory Board will be expanded to balance the fully elected official transitional Commission board. Meeting frequency will be increased to quarterly from semi-annually, and stakeholders representing the perspectives of disability, youth, and seniors representatives will Page 874 of 1510 LNTC-C 3-2021 June 30, 2021 Page 12 ______________________________________________________________________ be added. The Advisory Board provides non-binding advice and recommendations to the Commission Board. o The transitional Commission Board will have responsibility for appointing representatives to the Advisory Board. o Similar to representatives for the transitional Commission Board, local Councils will be asked to forward recommendations for the twelve (12) resident member positions. • The transitional Commission Board will report directly to Regional Council, which will have responsibility for approving the annual budget for the Commission. Figure 2 - GSC Recommended Board Structure Transitional Transit Commission Board Advisory Board (15) Total Elected Official Representatives • (3) St. Catharines • (2) Niagara Falls • (1) Fort Erie • (1) Grimsby • (1) Lincoln • (1) Niagara-on-the-Lake • (1) Pelham • (1) Port Colborne • (1) Thorold • (1) Wainfleet • (1) Welland • (1) West Lincoln (20) Total Public Stakeholder Representatives • (12) Niagara Residents (one per Municipality) • (2) Members representing Accessibility Advisory Committees or other Accessibility Stakeholders • (2) Post-Secondary Representatives (1 student union representative from Brock University and Niagara College) • (1) Member representing Niagara Chambers of Commerce • (1) Senior Issues Stakeholder • (1) Youth Issues Stakeholder • (1) Transit Commission General Manager (ex-Officio) Page 875 of 1510 LNTC-C 3-2021 June 30, 2021 Page 13 ______________________________________________________________________ Transitional Transit Commission Board Advisory Board Members recommended by local Councils, appointed by Regional Council. Resident members recommended by local Councils, all members appointed by the Transit Commission Board. The move from the NTGS recommended nine (9) member hybrid board to a 15-member board directly responds to LAM feedback from ‘Phase 1’ consultation to achieve greater representation for smaller LAM municipalities. All Niagara LAMs will full-time representation on the transitional Commission Board and an opportunity to influence the establishment of the Commission and its initial operation directly. This influence is further supplemented at Regional Council, were Regional Councillors will provide direction to the Commission through the annual budget process. Niagara Service Standards Strategy The third area of common LAM feedback related the future levels of service to be delivered by the Commission – both in terms of ensuring the existing levels of service in their communities was maintained as a minimum, and how future enhancements would be planned and funded. The Niagara Service Standards Strategy, provided as Appendix 5, outlines a three- phased approach to the standardization and enhancement of transit service: • Phase 1 – Years 1 & 2 –Standard Operating Hours Across Niagara • Phase 2 – Year 3 – Combine Specialized and Demand Responsive Services • Phase 3 – Years 4 & 5 – Network Review and Growth The strategy takes the approach of establishing a series of common operational standards such as hours of operation, service frequency, and service coverage that the Commission will seek to meet through incremental service improvements in the first few years of operation. A comprehensive Network Service Review and plan is considered for Phase 3, the timing of which will allow for the Commission to properly assess its needs after the assumption of operation and at which time the impacts on transit ridership from COVID-19 will be better understood. This strategy is intended to act as an initial guideline for the Commission, demonstrating the types of services and improvements that could be implemented in the future. Within Page 876 of 1510 LNTC-C 3-2021 June 30, 2021 Page 14 ______________________________________________________________________ the strategy, changes to service levels are examined through the perspective of each community to indicate the types of enhancements that they can expect to see as the service standards are achieved. The Commission and its Board, through its own planning studies (i.e. Network Service Review discussed in Phase 3), approvals, and budgets will make the final decisions about what service improvements will be provided. Strategy Comparison The financial strategy, revised board composition model, and service standards strategy recommended by the GSC significant updates to directly address the input received from LAMs. Below provides a summary comparison of the original NTGS and financial model and the revised strategies recommend by the GSC. Table 4 – Original NTGS and Updated GSC Recommendation Comparison Strategy NTGS and Original Financial Recommendation GSC Recommendation Financial • Single Regional Levy. • Costs distributed to the LAMs based on Regional property assessment. • Twelve (12) Special Levies. • Regional transit costs will be allocated to Special Levy based on local share of Regional assessment. • Local transit costs will be allocated to Special Levy based on local service hours. Board Composition • Nine (9) member hybrid board. • Two (2) rotating representatives for smaller LAMs. • Fifteen (15) member board comprised of elected official representatives. • Full-time representation for smaller LAMs. Page 877 of 1510 LNTC-C 3-2021 June 30, 2021 Page 15 ______________________________________________________________________ Strategy NTGS and Original Financial Recommendation GSC Recommendation Service Standards • NTGS growth projections from Future State assessment. • Network Service Review prior to service launch • Niagara wide service standards • Short-term Phase 1 and Phase 2 enhancements precede a Phase 3 Network Service Review Appendix 6 connects these revised strategies back to the feedback received from each LAM, as well as additional areas of feedback that were identified outside the major themes. Next Steps and 2021 Workplan The GSC has recommended that a second round of LAM consultation be undertaken to present the revised strategies contained in this report, confirm issues have been addressed, and gather any additional feedback before proceeding to triple majority. Adoption of the recommendation of this report will initiate this consultation process, which is anticipated to occur over the summer of 2021. The Regional project team will work with the CAO, Mayor, and Clerk in each municipality to provide the level of support required as each Council develops their feedback and input. Figure 3 - 2021 Governance Workplan For clarity, adoption of this report and its consideration by the LAMs during the second round of consultation will not represent the triple-majority approval process. Page 878 of 1510 LNTC-C 3-2021 June 30, 2021 Page 16 ______________________________________________________________________ Rather, input received through the second consultation period will be reflected in the final proposal advanced as part of triple-majority approval, anticipated to commence in early Fall 2021. Based on reflection of any second round feedback by the LAMs, the triple-majority approval process will begin with the consideration of a final report by LNTC, anticipated for September 29, 2021. This would then be followed by a Regional Committee of the Whole or Special Council meeting in mid-October. At that meeting, Regional Council will be asked to formally adopt the by-law initiating triple-majority, which will then be forwarded to each LAM for consideration through the remainder of Q4 2021. Triple majority support consists of: • a majority of all votes on upper-tier council [Regional Council]; • a majority of all the lower-tier [LAM] councils passing resolutions consenting to the by-law; • the total number of electors in the lower-tier [LAM] municipalities that have passed resolutions consenting to the by-law form a majority of the electors in the upper-tier municipality Should triple-majority be achieved, a one-year period would be required to establish the Commission and prepare for the assumption of day-to-day operations on approximately January 1, 2023. This transition is outlined in the NTGS. Communications and Engagement A communications strategy has been developed to support this workplan, and will be undertaken to further education, awareness and engagement on the move towards a region-wide single transit system. The primary objectives of this communication strategy are: • Provide councils with confidence that residents had the opportunity to understand the recommendations and provide their comments; • Provide transit stakeholders and supporters with the information and resources they need to engage in the conversation about consolidated transit for Niagara; and • Support the consideration of the triple majority vote to establish a new transit model for Niagara. Page 879 of 1510 LNTC-C 3-2021 June 30, 2021 Page 17 ______________________________________________________________________ The strategy incorporates outreach to a wide variety of stakeholders across Niagara, including both groups who have been part of previous governance consultation programs, as well as additional stakeholders who have been identified by the GSC. These will include: • Niagara Residents - Transit users in municipalities that have both existing traditional transit service and that do not have regular, frequent traditional service; residents in areas with no service; and residents who currently do not use public transit; and • Transit stakeholders and supporters - Regional and local councillors; Chambers of Commerce and other Niagara business/employment groups; post- secondary institutions and student unions; and social services and other community non-profit organizations. The strategy will support both the municipal review and feedback period over the summer as well as the eventual triple-majority approval process and as such, is anticipated to commence in mid-July and run through Fall 2021. The strategy will feature the development of a dedicated project website, public feedback surveys, a communications toolkit, social and print media, and a comprehensive series of stakeholder consultation sessions. Alternatives Reviewed Financial Strategy The GSC reviewed and considered a total of eleven (11) different alternative Special Levy financial models in addition to the single General Levy originally proposed; nine (9) options developed twelve (12) unique regional Special Levy tax rates and two (2) options developed two (2) regional Special Levy tax rates. Models were based on a variety of combinations of allocations using per-capita, per-household, service hours and assessment. The GSC was guided in its evaluation by the series of principles and objects previously described in Table 1. These criteria were developed to directly reflect and address the feedback received from the LAMs during the first round of consultation. The financial strategy outlined in this report represents the consensus recommendation of the GSC. Page 880 of 1510 LNTC-C 3-2021 June 30, 2021 Page 18 ______________________________________________________________________ Board Composition Development of the GSC recommended board composition began with a review of the Phase 1 feedback relative to the original recommendations of the NTGS. A series of alternative compositions were developed, including those that maintained a smaller total board size; that included public members to retain a hybrid model; that grouped smaller LAMs into rotating seats on the basis of geography, financial contribution, or ridership; and that maintained a single seat for larger LAMs. These models were ultimately rejected as they did not sufficiently address the feedback received from the LAMs or the principles established by the GSC of enhanced representation for smaller LAMs, while maintaining a proportional level of representation for larger LAMs. In particular, the GSC supported moving to a fully elected official model with a larger total size and away from the smaller hybrid model recommended by the NTGS to achieve the principle of representation for all LAMs. Niagara Service Standards Strategy The Niagara Service Standards Strategy places the undertaking of a comprehensive network review in Phase 3, approximately 4-5 years after the launch of the Commission. Alternative consideration was given to an earlier undertaking of this review, either prior to the launch of the Commission as recommended by the NTGS transition plan, or in Phase 1 or 2. This approach was not recommended as: • the enhancements recommended in Phase 1 and 2 are known or required improvements that should precede and be reflected in the network review; • a one (1) to three (3) year ‘steady-state’ period prior to major expansions or growth enhancements will allow the Commission to establish a new baseline for consolidated operations, one that will further reflect a post-pandemic transit ridership environment; • decisions regarding major strategic priorities and initiatives, including the required financial and resources investments, should be reserved for and made by the Commission itself, rather than determined during the approval-to- consolidate stage; and Page 881 of 1510 LNTC-C 3-2021 June 30, 2021 Page 19 ______________________________________________________________________ • Initiating pre-launch review would require committing financial and staff resources in advance of achieving triple-majority authority to consolidate. Relationship to Council Strategic Priorities The proposed consolidation of transit services across Niagara into a consolidated transit entity directly aligns with the Council Strategic Priority: Responsible Growth and Infrastructure Planning (Objective 3.1) through advancing regional transit and facilitating the movement of people and goods. Other Pertinent Reports LNTC-C 2-2021 Niagara Transit Governance – Governance Stetting Committee Update LNTC-C 1-2021 Niagara Transit Governance – Detailed Phase 1 Consultation Summary LNTC-C 6-2020 Councillor Information Request – Niagara Transit Governance – Local Area Municipality Engagement LNTC-C 4-2020 Niagara Region Transit Governance Study CAO 8-2017 Niagara Region’s Transit Service Delivery and Governance Strategy LNTC-C 21-2018 Inter-Municipal Transit (IMT) Service Implementation Strategy Page 882 of 1510 LNTC-C 3-2021 June 30, 2021 Page 20 ______________________________________________________________________ ________________________________ Prepared by: Scott Fraser, P.Eng. Transportation Lead GO Implementation Office _______________________________ Recommended by: Bruce Zvaniga, P.Eng. Commissioner of Public Works (Interim) Public Works Department ________________________________ Submitted by: Ron Tripp, P.Eng. Acting Chief Administrative Officer This report was prepared in significant consultation with Heather Talbot, Financial & Special Projects Consultant – Financial Management and Planning; the Governance Steering Committee comprised of the CAOs from all thirteen (13) municipalities across Niagara; and reviewed by; Matt Robinson, Director, GO Implementation Office; Helen Chamberlain, Director, Financial Management & Planning/Deputy Treasurer; Todd Harrison, Commissioner of Corporate Services/Treasurer. Appendices Appendix 1 Annual Special Levy Strategy Appendix 2 Service Standards and Growth Strategy Appendix 3 Capital Replacement and Reserve Strategy Appendix 4 Year 1 2023 Transit Consolidation 12 Special Levy Appendix 5 Niagara Service Strategy Appendix 6 Local Area Municipality Feedback Response Tracker Page 883 of 1510 LNTC-C 3-2021 Appendix 1 – Annual Special Levy Strategy June 30, 2021 1 Regional Budget Increase1 2023 2024 2025 Total Net Operating Expenditures Base Budget (Inflation) 0.2% 0.2% 0.4% LOCAL TRANSIT SERVICE UPLOAD (incl. inflation between 2020 & 2023, debt servicing) 7.2% 7.2% Provincial Gas Tax (PGT) 0.1% 0.1% 0.1% 0.3% On-Demand/Specialized Services 0.0% 0.0% 0.2% 0.2% Service Standardization 0.0% 0.3% 1.0% 1.3% Growth Operating @ Conservative 0.0% 0.0% 0.0% 1.0% Capital Expenditures Capital Growth 0.0% 0.0% 0.0% 0.0% Transit DC Growth 0.0% 0.0% 0.0% 0.0% Capital Reserve Strategy 0.5% 0.5% 0.5% 1.6% On-Demand/Specialized In-house Fleet 0.0% 1.2% -1.2% 0.0% New/Growth Reserve Funds 0.0% 0.1% 0.0% 0.1% Sub Total 7.8% 2.5% 0.8% 11.1% Other Financial Impacts Transition Costs 0.0% 0.0% 0.0% 0.0% Commission Common Fare Strategy 0.0% 0.0% 0.6% 0.6% Total Consolidated Transit Impact 7.8% 2.5% 1.4% 11.7% Net Residential Impact 0.6% 2.5% 1.4% 4.5% Page 884 of 1510 LNTC-C 3-2021 Appendix 2 – Service Standards and Growth Strategy June 30, 2021 Net Operating Projections 1 2020 2023 2025 2025 % of Service Hours Year 1 Upload (M$) % of Service Hours Phase 1 Service Standards (M$) St. Catharines 44% 17.3 41% 19.4 Niagara Falls 30% 12.3 28% 14.1 Welland 11% 4.7 12% 6.0 NOTL 2% 2.0 3% 2.7 Port Colborne 2% 1.0 2% 1.4 Pelham 1% 1.1 2% 1.4 Thorold 3% 1.7 3% 1.9 Fort Erie 5% 2.5 5% 3.0 Grimsby 1% 1.7 2% 2.1 Lincoln 1% 1.4 2% 1.8 West Lincoln 0% 0.5 0% 0.6 Wainfleet 0% 0.3 0% 0.3 Total 100% 46.4 100% 54.7 Regional Budget increase 7.3% 2.1% Conventional 85% 74% 82% 72% Alternative 15% 26% 18% 28% 1. Estimates based on 2020 budgets adjustments may be necessary prior to 2023 to reflect most recent financials 1 Page 885 of 1510 LNTC-C 3-2021 Appendix 3 – Capital Replacement and Reserve Strategy June 30, 2021 1 0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00 16.00 18.00 20.00 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033million $Capital Replacement Including Capital Reserve Strategy Available Funding Required Funding Reserve Balance Capital funding gap requires debt or deferral Page 886 of 1510 LNTC-C 3-2021 Appendix 4 - Year 1 2023 Transit Consolidation 12 Special Levy June 30, 2021 1 Baseline 12 Special Levy Original Strategy 2020 Net Transit Budget 2023 Operating Budget Projection General Levy Local Portion Regional Portion Total % of Service Hours Local Portion Regional Portion Total 2023 Capital Strategy (Yr1) 12.0 St. Catharines4 13.1 4.2 17.3 44% 12.9 4.4 17.3 0.9 9.8 Niagara Falls4 8.6 3.5 12.1 30% 8.7 3.6 12.3 0.6 3.8 Welland2,4 3.1 1.4 4.4 11% 3.3 1.4 4.7 0.2 4.0 NOTL3 0.4 1.4 1.8 2% 0.5 1.5 2.0 0.0 1.5 Port Colborne3 0.3 0.5 0.8 2% 0.5 0.5 1.0 0.0 2.0 Pelham3 0.2 0.7 0.9 1% 0.4 0.7 1.1 0.0 1.9 Thorold 0.6 0.7 1.3 3% 1.0 0.7 1.7 0.1 2.9 Fort Erie3 1.1 1.0 2.1 5% 1.4 1.1 2.5 0.1 3.5 Grimsby3 0.3 1.2 1.5 1% 0.4 1.3 1.7 0.0 2.8 Lincoln3 0.2 1.0 1.2 1% 0.4 1.0 1.4 0.0 1.5 West Lincoln 0.0 0.5 0.5 0% 0.0 0.5 0.5 0.0 0.7 Wainfleet 0.0 0.2 0.2 0% 0.0 0.3 0.3 0.0 46.4 Total 27.8 16.4 44.2 100% 29.4 17.1 46.4 2.2 Incremental Regional Levy to be offset at Municipal level 7.3% 0.5% 55% Conventional 89% 55% 77% 85% 85% 55% 74% 85% 45% Alternative 11% 45% 23% 15% 15% 45% 26% 15% 1. 2023 Net Operating costs are based on inflationary adjustment for all other LAMS + removal of $0.3M in PGT used for Operating expenditures 2. Welland Local Transit Cost above is different than transit costs reported in Welland tax levy as the City recovers 15% corporate overhead in its charge to Region for NRT services included in the Regional tax levy; these costs would not be uploaded at time of consolidation. 3.On-Demand/Local Transit investment increasing between 2020 and 2023 4. Transit expenditures include debt payments Page 887 of 1510 Niagara Service Standards Strategy LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 888 of 1510 Niagara Transit Governance Service Plan 1 TRANSIT IN NIAGARA TODAY SECTION 1 THE STARTING POINT Effective public transit is about providing the connections and mobility required for residents to access and enjoy the employment, recreational, and institutional benefits that Niagara has to offer. It’s about connecting a student from their home to school, supporting an employee taking a new job in a different town, or ensuring a senior can access the medical services they require. Today, transit in Niagara is delivered through a mix of services and by different levels of government and transit agencies. Niagara Region is responsible for delivering trips between cities (referred to as inter-municipal service) through Niagara Region Transit (NRT) and has recently launched the Niagara Region Transit On-Demand (NRT OnDemand) pilot program to provide a new approach to transit in smaller communities. Larger cities like St. Catharines, Niagara Falls and Welland have their own local transit services that primarily use large buses on regular (or fixed) routes, where some smaller towns and cities have only recently introduced transit service. Figure 1 - Transit in Niagara Today (2021) LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 889 of 1510 Niagara Transit Governance Service Plan 2 Significant work has been done in recent years make these systems integrate better together for the benefit of the riders. For example, the Intermunicipal Transit Working Group (IMTWG) was responsible for coordinating how Niagara’s transit systems responded collectively and collaboratively to the COVID-19 pandemic and has worked to ensure that common technologies are used across Niagara. Integrating into one transit system serving all of Niagara represents an opportunity to take these efforts even further – combining resources to deliver more and better service, providing easier connections between towns and cities, and effectively integrating with expanded GO Train service. For this reason, work has been completed to outline how this integration could take place – arriving at a recommendation that a single transit Commission be established that serves all of Niagara’s public transit needs. THE PLAN The purpose of this service strategy is to outline how transit in Niagara could be enhanced, should the combination of the existing transit services take place. This strategy considers three phases of improvements – in the short-term (Phase 1), a move to one set of consistent operating hours to ensure all residents in Niagara have the same level of availability of transit in their community and the ability to make consistent connections across Niagara. Phase 2 would follow, combining specialized transit (otherwise known as accessible or Para-transit) with other existing demand-responsive services. Lastly, in Phase 3, undertaking a detailed network review study that would look for future opportunities to expand and enhance Niagara’s transit footprint and significantly grow ridership in the long-term. 1.STANDARD OPERATING HOURS ACROSS NIAGARA 2.COMBINE SPECIALIZED AND DEMAND RESPONSIVE SERVICES 3.NETWORK REVIEW AND GROWTH LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 890 of 1510 Niagara Transit Governance Service Plan 3 The roadmap and standards in this strategy will be a guideline for the future Commission, demonstrating the types of services and improvements that could be implemented in the future. The Commission and its Board, through its own planning studies (such as the network review discussed in Phase 3), approvals and budgets, will make the final decisions about what service improvements will be provided. The new transit Commission will also evaluate the performance of its services on a continual basis – starting right from its creation and in parallel with this strategy. At a minimum, there will be an annual performance review of required changes and service enhancements, which may include evaluation of route performance, ridership, new housing/commercial development, customer feedback, and opportunities to implement existing expansion priorities such as those identified in municipal transit and transportation master plans. TYPES OF TRANSIT Effective transit comes in many different forms, from large buses meant to move many people at once, through to smaller vehicles that connect residents in previously underserved communities. The right type of transit for a particular community is tailored to its needs: the demand or ridership anticipated and the density or character of the neighbourhood. This strategy and the standards discussed are organized into two primary types of transit: Conventional Transit This is the image that comes to mind when most people think about transit - a large bus (35’ or bigger) that stops at the corner, that comes by on a regular schedule, and that connects residential, employment and institutional areas with each other. It is most common in larger cities such as St. Catharines, Niagara Falls, and Welland. Alternative Transit Where conventional services aren’t the right fit – because of lower demand or ridership, the need to service larger geographic areas, or to meet the demands of residents with enhanced mobility needs – alternative forms of transit are better suited to address these influences for particular communities. Alternative transit is sub- divided into three types: • Community Bus – which operates smaller vehicles on a fixed route within a single community or town to provide local access to places such as such as seniors’ apartments, medical facilities, community centres and shopping centres. LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 891 of 1510 Niagara Transit Governance Service Plan 4 • Demand Responsive Transit – otherwise known as on-demand transit or micro-transit where vehicles alter their routes each trip based on passenger demand without using a fixed route or timetabled schedule. • Specialized Transit – or Paratransit service, focused on assisting persons with mobility challenges, providing transportation from accessible door to accessible door, and using vehicles with features such as lifts and accessible seating. Vehicles alter their trips based on demand, rather than operating on a standard route or schedule. LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 892 of 1510 Niagara Transit Governance Service Plan 5 SERVICE STANDARDS SECTION 2 What is a Service Standard? Service standards provide a consistent and fair way to evaluate both existing and proposed transit services. Standards work by establishing common thresholds for factors such as what the distance to the closest bus stop should be, what hours transit will operate, how frequently buses will serve each stop, and what type of service makes sense in a given community. Service standards are intended to provide a planning, design, and decision-making framework for transit services that operate efficiently and equitably across Niagara. They provide a framework for how to best serve transit riders’ diverse travel needs, while balancing budgetary and resource limits. The standards proposed in this plan are intended to be implemented in three phases. Phase 1 and Phase 2 are focused on standardizing the current service across Niagara so that all residents have consistent access to transit. Phase 3 then looks for opportunities to enhance and grow service – once a common and integrated level of service across Niagara has been established. Notwithstanding the above sequencing, during Phase 1 and 2 shorter term expansion and enhance opportunities, especially those already identified in documents such as municipal Transportation Master Plans, will be considered as part of the annual service review that the Commission will undertake. Service Coverage Service coverage defines the maximum walking distance to a bus stop for urban and rural areas. The goal of locating bus stops is to balance the number of bus stops to ensure fast and reliable service, with ensuring that stops are conveniently located and within walking distance of homes and key community destinations. In Niagara, this has been defined as: The maximum walking distance for greater than 90% of all residents within the Niagara Region is 400 metres to a bus stop. Service coverage is most applicable to conventional services that operate on a fixed route with dedicated stops, but also applies to alternative services such as community bus and demand- responsive transit. Specialized transit operates on an enhanced principle of ensuring trips take place from “accessible door to accessible door”. This standard is comparable with those applied in other peer jurisdictions. LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 893 of 1510 Niagara Transit Governance Service Plan 6 Phase 1 – Years 1 & 2 Standard Operating Hours Across Niagara Each agency responsible for delivering transit in Niagara today currently sets its own hours of operation, independently balancing ridership and demand against budgetary and resource limitations in their communities. The result is an inconsistent mix of operating hours from a region-wide perspective – transit in one community may start earlier in the morning than it does in an adjoining community, or one may offer Sunday and holiday service where another does not. The first priority under a consolidated system will be to standardize the hours that transit operates across Niagara. The proposed hours of operation for a consolidated system, for all types of service, are: Monday to Saturday 6:00 AM to 12:00 AM (Midnight) Sundays & Holidays 7:00 AM to 9:00 PM Taking this first step will better serve residents by eliminating confusion between different hours of operation in adjacent communities and on different operating services (i.e. conventional and demand responsive), and by enhancing service hours in a number of communities. A transit rider travelling from one community to another can be confident that their connection will be operating still – and not need to check multiple schedules from different agencies. Standardizing operating hours will also assist in delivering efficient service. For example, when planning service the Commission will not need to account for different start and end times in different communities which are presently independently determined and misaligned. To the degree possible, standardization will occur in parallel with the assumption of operation by the Commission, but will be fully achieved over a two-year period as the Commission incrementally enhances service. Providing an increased number of service hours will require additional investment. The operating costs to deliver this enhanced service has been accounted for in the financial strategy that parallels this Service Strategy, and is detailed in Table 3 in the Community Perspectives section of this report. Based on a review of existing service hours and fleet complement, it is expected that this enhanced service can be delivered using existing fleet resources and that no additional capital investment would be required. LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 894 of 1510 Niagara Transit Governance Service Plan 7 Requests for Enhanced Services There will be two opportunities for enhanced services to be provided in a municipality. Requests could be made from local Councils to the Commission for service improvements that would be included in future service planning; or through a direct ‘purchase’ of additional services based on a municipal contribution or rate. One potential application would be in extended service hours beyond the standard outlined here. For example, Niagara Falls may request additional hours of service on weekends during peak tourist season or St. Catharines may request additional evening service to serve its downtown core. These requests will be evaluated by the Commission as they are received, and would be delivered subject to available resources and funding. Phase 2 – Year 3 Combine Specialized and Demand Responsive Services As standard operating hours are achieved, opportunities to enhance services through more efficient delivery will be explored. The combination of specialized and demand-responsive transit into one combined service delivery model offers an opportunity to both improve the service residents receive, while more efficiently deploying the resources available to the Commission. While these two services currently operate separately (and independently by multiple municipalities) in Niagara today, specialized and demand responsive services share many similar characteristics. They both pick-up and drop-off passengers as close to their destinations as possible rather than at dedicated stops; and both operate on flexible routing – changing their journey based on demand or new pick-up and drop-off locations along the way. As a result, there is an opportunity to combine these services into one, removing the distinction between specialized trips and those currently provided by demand responsive transit. This combination will provide an equitable level of service for all residents in Niagara and permit a more efficient service delivery through a larger shared pool of resources and through scheduling efficiency. Ultimately, achieving a combination of these services will require further review and work to address operational requirements such as facilitating pre-booking of rides and supporting additional destinations for specialized users. Delivering a combined specialized and demand-responsive system will require the integration of the existing services and contracts that currently deliver these trips across Niagara – encompassing both the local services that deliver trips within communities today, and the regional services that provide trips across municipal boundaries. These services are currently LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 895 of 1510 Niagara Transit Governance Service Plan 8 delivered through a mix of direct ‘in-house’ delivery by the local transit agencies and by contracted services to third-parties. The preferred approach for this integration is the assumption of existing specialized and demand responsive services and contracts by the Commission, working towards direct ‘in- house’ delivery of a combined service where it is deemed feasible and advantageous to do so. This approach is preferred as it gives the new Commission direct control over all resources to maximize efficiencies. Bringing this service in-house also gives the Commission control over the type of vehicles used to deliver a service that meets all passengers needs. Delivering a combined service ‘in-house’ will require the purchase of new vehicles to increase the available fleet and meet demand. The financial strategy that parallels this report incorporates this requirement by initiating a capital reserve strategy to fund new fleet acquisition. Phase 3 – Years 4 & 5 Network Service Review The new transit Commission will also conduct a comprehensive network review every 5-10 years. This review includes a review of the entire network structure and route performance. The first review is planned to occur after standard hours of operation are implemented, and all demand responsive and specialized improvements are made. These two changes need to be made before any other major service enhancements are considered. Notwithstanding, as part of the Commission’s annual review, minor modifications to service will certainly be considered where necessary. The Commission will also evaluate routes that may be required to service new developments, such as a GO Train station. All other enhancements, including those identified in LAM Transportation Master Plans, will be part of a comprehensive network review that will examine service across the region as a whole. Improving service frequency based on route performance guidelines will be the focal point of this review. Tables 1 and 2 illustrate service frequency and route performance guidelines that would be considered as part of this review. Table 1 – Service Frequency Operating Period Conventional (minimum frequency in minutes) Demand Responsive** (maximum wait time in minutes) Weekday Peak 30 60 Weekday Base 30 60 Weekday Evening 60 60 Saturdays 30 60 Sundays 60 60 Holidays 60 60 ** Maximum wait time is defined as the time from booking to pick-up Route/service performance should be assessed on the basis of total boardings per revenue vehicle hour, which is an industry standard key performance indicator that measures the volume LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 896 of 1510 Niagara Transit Governance Service Plan 9 of riders compared to the supply of transit service. Different classes of routes have different performance expectations and ridership potential, and the performance target values should be established separately for each route type. Table 2 - Route Performance Guidelines (boardings per revenue vehicle hour): Route Type Weekday Daytime Evening and Weekends Conventional 15 10 Community Bus 8 6 Demand Responsive 3 2 It should be noted that if boardings for demand responsive service fall below 3 and 2 respectively as shown in Table 2, it does not mean that service levels will be reduced. It means that the transit Commission’s supply of vehicles on the road at that time may be too high and should be reduced. LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 897 of 1510 Niagara Transit Governance Service Plan 10 TRANSIT IN NIAGARA TOMORROW SECTION 3 As the recommendations of the first network review and the standards outlined in this strategy are implemented, transit in Niagara will move towards a more harmonized and integrated system under the new Commission. Conventional services will operate with common operating hours and frequency, and alternative transit services - reflecting the level of demand in smaller communities - will ensure that appropriate investments are made for transit equity in all communities. Figure 2 - Niagara Transit (Post-Phase 3) In this scenario, conventional services are likely to continue to be concentrated in the municipalities where they most commonly appear today: St. Catharines, Niagara Falls, Thorold, and Welland. In parallel, alternative services will be most prominent in the other eight Niagara municipalities of Fort Erie, Grimsby, Lincoln, Niagara-on-the-Lake, Pelham, Port Colborne, Wainfleet, and West Lincoln. It should be noted that this is a generalization. For example, there are underserved neighbourhoods in Niagara Falls, St. Catharines and Thorold today that would best connected through more consistent demand responsive transit. There will also be a continued need to LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 898 of 1510 Niagara Transit Governance Service Plan 11 connect communities primarily with alternative services to their neighbours through conventional services as is done today through the fixed inter-municipal transit routes. Specialized transit, identified under the alterative service model, will service the whole of Niagara. Community Perspectives While this strategy sets forth a vision for how standards and enhancements could be applied across Niagara, many of these improvements will be most directly felt at the local community level. This is especially true during Phase 1, where the move to common operating hours for both conventional and alternative services will directly expand the time transit is available in a number of communities as shown in Table 3 below. The costs associated with the additional hours of service indicated in Table 3 have been considered and incorporated as part of the overall financial strategy that parallels this document. In addition to the specific operating hour enhancements detailed above, the following sections provide an overview of the changes each community could experience as the three phases of the strategy are enacted and transit growth occurs. LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 899 of 1510 Niagara Transit Governance Service Plan 13 Table 3 - Phase 1 Operating Hour Enhancements Municipality Service Increase Additional Annual Operating Hours Fort Erie Alternative Transit - Demand Responsive + Three hours of additional service weekdays and Saturday + Sunday and Holiday service 2,600 Grimsby Alternative Transit - Demand Responsive + Three hours of additional service weekdays and Saturday + Sunday service and Holiday service 2,671 Lincoln Alternative Transit - Demand Responsive + Three hours of additional service weekdays and Saturday + Sunday service and Holiday service 2,671 Niagara Falls Conventional Transit + Two hours of additional service weekday evenings on selected routes 5,382 Niagara-on- the-Lake Alternative Transit - Demand Responsive + Three hours of additional service weekdays and Saturday + Sunday service and Holiday service 5,536 Pelham Alternative Transit - Demand Responsive + Three hours of additional service weekdays and Saturday + Sunday service and Holiday service 2,671 Port Colborne Alternative Transit - Demand Responsive + Eight hours of additional service + Introduce Saturday, Sunday and Holiday service 3,744 St. Catharines Conventional Transit + Two hours of additional service on Sunday + Six hours of additional service on each Holiday 1,709 Welland Conventional Transit + One hour of additional service weekday evening + Two hours of additional service on Saturday + Three hours of additional service Sunday evening + Introduce Holiday service 10,006 Niagara Region Conventional Transit – Inter-municipal Routes + Three hours of additional service weekdays and Saturday + Sunday and Holiday Service 8,112 LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 900 of 1510 Niagara Transit Governance Service Plan 14 TOWN OF FORT ERIE population 31,520 (2016) alternative service delivery model TRANSIT TODAY Transit in Fort Erie is currently delivered through a third-party contract with Tokmakjian Inc. providing four fixed routes within the Town boundaries. In October 2021, the system will switch to a demand responsive system contracted out to a local company, Regional Limousine. Connections to the NRT Inter-Municipal service are also available. Specialized transit services are contracted out to The BTS Network Inc., facilitating access for approved specialized users across Fort Erie. ENHANCEMENTS Shared Demand Responsive Transit TRANSIT TOMORROW Under a Commission, demand responsive transit will be shared across many municipalities in Niagara. For Fort Erie, this means forthcoming demand responsive service in Fort Erie would be incorporated and the hours the service operates would be extended – adding 9pm to midnight – and include Sundays and Holidays. A move to a community bus system would be considered as transit ridership grows in Fort Erie, providing conventional service links to neighbouring communities that will continue to be a priority. 24,360 Total 2020 Budgeted Service Hours 26,960 Phase 1 Service Hours Standard Operating Hours Sunday and Holiday Service Specialized Transit Community Bus Common demand responsive services across Niagara Move to one combined specialized and on- demand system Transition to community bus if ridership grows Phase 1-2 Implementation of Service Standards Phase 3 Enhancement LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 901 of 1510 Niagara Transit Governance Service Plan 15 TOWN OF GRIMSBY population 28,030 (2016) alternative service delivery model TRANSIT TODAY The NRT On-Demand Pilot has been embraced by residents in Grimsby, with over 12,000 rides between inception in August 2020 and the end of May 2021– indicating a strong demand for transit in the community. Specialized transit services through Niagara Region’s NST are provided by Niagara Region for approved clients. Beyond municipal services – GO Transit provides connections to the GTA and other Niagara municipalities through bus service at Casablanca Blvd and future GO Train expansion. ENHANCEMENTS Sunday and Holiday Service TRANSIT TOMORROW In Phase 1 the NRT OnDemand pilot (demand-responsive transit) hours of operation will be extended to 6:00 am to 12:00 am (midnight) and include Sundays and Holidays (7:00 am – 9:00 pm). The introduction of future GO Train service will be a significant opportunity for Grimsby – which will be met with enhanced local service to ensure effective connections to and from trains. In the short-term, this may mean growing the NRT OnDemand service to keep pace with demand. In the long-term, this may mean transitioning to community bus or conventional transit services should ridership grow, and as determined by the Phase 3 network review. 5,980 Total 2020 Budgeted Service Hours 8,651 Phase 1 Service Hours Standard Operating Hours Specialized Transit Grow the Service Common demand-responsive services across Niagara Move to one combined specialized and demand- responsive system Transition to community bus or conventional service if ridership grows Phase 1-2 Implementation of Service Standards Phase 3 Enhancement and Growth GO Train Service Provide connections to GO Train LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 902 of 1510 Niagara Transit Governance Service Plan 16 TOWN OF LINCOLN population 24,410 (2016) alternative service delivery model TRANSIT TODAY Transit in Lincoln is currently delivered through NRT OnDemand, providing connections both within Lincoln as well as to key destinations across Niagara. Specialized transit services are provided by Niagara Region through NST. Beyond municipal services, GO Transit provides connections to the GTA and other Niagara municipalities through bus service at Ontario St. and potential exists for a future GO Train station. ENHANCEMENTS TRANSIT TOMORROW Under a Commission, demand responsive transit will be shared across many municipalities in Niagara. For Lincoln, this means the hours the service operates would extended adding 6 a.m.- 7 a.m. and 10 p.m.-midnight, and include Sundays and Holidays. The introduction of future GO train service in Beamsville will be met with enhanced local service to ensure effective connections to and from trains. In the short-term, this may mean growing demand-responsive transit to keep pace with ridership. In the long-term, this may mean transitioning to community bus or conventional transit services should ridership grow, and as determined by the Phase 3 review. 5,980 Total 2020 Budgeted Service Hours 8,651 Phase 1 Service Hours Standard Operating Hours Specialized Transit Community Bus Common demand responsive services across Niagara Move to one combined specialized and on- demand system Transition to community bus if ridership grows Phase 1-2 Implementation of Service Standards Phase 3 Enhancement and Growth Provide connections to GO Train GO Train Service Shared Demand Responsive Transit LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 903 of 1510 Niagara Transit Governance Service Plan 17 CITY OF NIAGARA FALLS population 90,390 (2016) conventional & alternative mix service delivery model Ni TRANSIT TODAY agara Falls Transit Services plans, manages and operates fixed route transit service for locals and visitors on 25 routes. NFTS also operates four routes on behalf of Niagara Region connecting to Welland, St. Catharines, Niagara-on-the-Lake and Fort Erie. The City of Niagara Falls’ specialized transit service is provided by St. Johns Ambulance, while the Niagara Region NST service provides intermunicipal specialized service. Trans-Cab, contracted to a local taxi operator, is a demand- responsive service to under-developed areas or city neighbourhoods not able to support fixed route transit. While outside the current scope of the proposed consolidation of services, WEGO provides a tourism-focused service in partnership with the Niagara Parks Commission. GO Bus and Trains provide connections to Hamilton and the GTA. ENHANCEMENTS TRANSIT TOMORROW Under a Commission, transit service within the City of Niagara Falls would be enhanced with expanded hours of evening service and enhanced alignment with regional connections across Niagara. Within Niagara Falls, this means the hours the service operates would be extended by adding up to two hours on all evening routes Monday to Saturday. A move to combine demand-responsive and specialized services is anticipated as part of consolidation in the near future. WEGO will continue to operate separate from the Commission, with future direction to be provided as existing contracts are renegotiated. Future increased frequency in GO Train service to Niagara Falls will require increased local service to provide connections to and from trains. 130,661 Total 2020 Budgeted Service Hours 136,043 Phase 1 Service Hours Conventional Transit Standard Operating Hours Specialized Transit Network Review Common operating hours across Niagara Move to one combined specialized and on-demand system Study to enhance & grow transit Phase 1-2 Implementation of Service Standards Phase 3 Enhancement Growth LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 904 of 1510 Niagara Transit Governance Service Plan 18 TOWN OF NIAGARA-ON-THE-LAKE population 17,970 (2016) alternative service delivery model TRANSIT TODAY Transit in the Town of Niagara-on-the-Lake is currently being delivered through the NRT OnDemand, providing connections to key destinations across Niagara. Specialized transit services are provided by Niagara Region through NST for approved clients. While outside the current scope of the proposed consolidation of services, WEGO provides a tourism-focused service within Niagara-on-the- Lake as a partnership between the City of Niagara Falls and the Niagara Parks Commission. ENHANCEMENTS TRANSIT TOMORROW Under a Commission, demand responsive transit will be shared across many municipalities in Niagara. For Niagara-on-the-Lake, this means the hours the service operated would be extended – adding 6 a.m. - 7 a.m. and 7 p.m. - midnight – and include Sundays and Holidays. A move to a community bus or conventional system would be considered as transit ridership grows, and there is the potential to combine demand responsive and specialized services in the future. WEGO will continue to operate separate from the Commission, with future direction to be provided as existing contracts are renegotiated. 7,509 Total 2020 Budgeted Service Hours 13,045 Phase 1 Service Hours Standard Operating Hours Sunday and Holiday Service Specialized Transit Community Bus Common demand-responsive services across Niagara Move to one combined specialized and on- demand system Transition to community bus if ridership grows Phase 1-2 Implementation of Service Standards Phase 3 hancement En Shared Demand Responsive Transit LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 905 of 1510 Niagara Transit Governance Service Plan 19 TOWN OF PELHAM population 17,560 (2016) alternative service delivery model TRANSIT TODAY Transit in Pelham is currently delivered through NRT OnDemand, providing connections both within Pelham as well as to key destinations across Niagara. Specialized transit services are provided by Niagara Region via NST for approved clients. ENHANCEMENTS TRANSIT TOMORROW Under a Commission, demand responsive transit will be shared across many municipalities in Niagara. For Pelham, this means the hours the service operates would be extended – adding 6 a.m. - 7 a.m. and 10 p.m. - midnight and include Sundays and Holidays. A move to a community bus system would be considered as transit ridership grows in Pelham, and there is the potential to combine demand responsive and specialized services in the future. 5,980 Total 2020 Budgeted Service Hours 8,651 Phase 1 Service Hours Standard Operating Hours Sunday and Holiday Service Specialized Transit Community Bus Common demand responsive services across Niagara Move to one combined specialized and on- demand system Transition to community bus if ridership grows Phase 1-2 Implementation of Service Standards Phase 3 Enhancement Shared Demand Responsive Transit LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 906 of 1510 Niagara Transit Governance Service Plan 20 CITY OF PORT COLBORNE population 18,790 (2016) alternative service delivery model TRANSIT TODAY Transit within the City of Port Colborne is currently delivered as a Community Bus operating on two routes funded by the City, as well as one intermunicipal route connecting Port Colborne to Welland funded by the Region; all of which is operated by the City of Welland (WT). Specialized transit services are provided by Niagara Region via NST to approved clients. ENHANCEMENTS TRANSIT TOMORROW Under a Commission, transit service within the City of Port Colborne would be enhanced with expanded hours of evening service, added weekend and holiday service and enhanced alignment with regional connections across Niagara. Specifically, this means the hours the service operated would be extended by 8-hours to all routes Monday to Friday, 18-hours to all routes on Saturday, and 14-hours on Sunday and Holidays in order to align operating hours across the system. A move to combine demand-responsive and specialized services is anticipated as part of amalgamation in the near future. Community Bus Network Review 7,254 Total 2020 Budgeted Service Hours 10,998 Phase 1 Service Hours Sunday and Holiday Service Common operating hours across Niagara Move to one combined specialized and on- demand system Study to enhance & grow transit Phase 1-2 Implementation of Service Standards Phase 3 Enhancement Standard Operating Hours Specialized Transit Common demand responsive services across Niagara LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 907 of 1510 Niagara Transit Governance Service Plan 21 CITY OF ST. CATHARINES population 136,620 (2016) conventional & alternative mix service delivery model TRANSIT TODAY Transit in St. Catharines is currently delivered by the St. Catharines Transit Commission (SCTC) with fixed route transit service. SCTC also operates three routes on behalf of Niagara Region connecting to Welland, Niagara Falls, Niagara-on-the-Lake and Thorold transit systems. Specialized transit service in St. Catharines is also delivered by SCTC. Outside the city’s municipal boundaries, the Niagara Region NST service provides intermunicipal specialized service. GO Bus and Trains provide connections to Hamilton and the GTA. ENHANCEMENTS TRANSIT TOMORROW Under a new Commission, transit service within the City of St. Catharines would be enhanced with expanded hours of Sunday and Holiday service. A move to combine demand-responsive and specialized services is anticipated as part of consolidation. Phase 1 and 2 annual service reviews and Phase 3 Network Review will examine opportunities for expansion, such as route extensions identified in the St. Catharines Transportation Master Plan and enhanced local service to provide connections to and from GO Trains as their frequency increases. 195,208 Phase 1 Service Hours Standard Operating Hours Network & System Review Common operating hours across Niagara Move to one combined specialized and on- demand system Study to enhance & grow transit Phase 1-2 Implementation of Service Standards Phase 3 Enhancement and Growth Specialized Transit 193,499 Total 2020 Budgeted Service Hours LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 908 of 1510 Niagara Transit Governance Service Plan 22 CITY OF THOROLD population 19,300 (2016) alternative service delivery model TRANSIT TODAY Transit in Thorold is currently delivered through the St. Catharines Transit Commission (funded by the City of Thorold), providing connections both within Thorold as well as to key destinations across Niagara such as Niagara Falls and St. Catharines. Specialized transit services are provided by both Niagara Region via NST and St. Catharines Transit. ENHANCEMENTS TRANSIT TOMORROW Under a Commission, demand responsive transit will be shared across many municipalities in Niagara. For Thorold, this means that in Phase 1 more areas of the City will have access to transit service through a shared demand responsive service. 14,309 Phase 1 Service Hours Standard Operating Hours Sunday and Holiday Service Specialized Transit Network & System Review Common demand responsive services across Niagara Move to one combined specialized and on- demand system Study to enhance & grow transit Phase 1 Implementation of Service Standards Phase 2 - 3 Enhancement and Growth 14,309 Total 2020 Budgeted Service Hours Shared Demand Responsive Transit LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 909 of 1510 Niagara Transit Governance Service Plan 23 TOWNSHIP OF WAINFLEET population 6,540 (2016) alternative service delivery model TRANSIT TODAY Transit in Wainfleet is currently delivered through NRT OnDemand, providing connections to key destinations outside of Wainfleet, but within Niagara. Specialized transit services are provided by Niagara Region via NST to approved clients. ENHANCEMENTS TRANSIT TOMORROW Under a Commission, demand responsive transit will be shared across many municipalities in Niagara. For Wainfleet, this means the hours of operation would be 6 a.m. to midnight and include Sundays and Holidays (7 a.m. – 9 p.m.). Another major enhancement under a Commission is that the demand responsive service will be able to deliver local trips within the boundaries of Wainfleet in addition to the inter-municipal trips currently only available. Inter-municipal Services Provided No Local Service Hours Standard Operating Hours Sunday and Holiday Service Specialized Transit Community Bus Common demand responsive services across Niagara Move to one combined specialized and on- demand system Transition to community bus if ridership grows Phase 1-2 Implementation of Service Standards Phase 3 Enhancement Shared Demand Responsive Transit LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 910 of 1510 Niagara Transit Governance Service Plan 24 CITY OF WELLAND population 53,670 (2016) conventional & alternative transit delivery models TRANSIT TODAY The City of Welland’s Transit Division (WT) plans, manages, and operates fixed route, conventional transit service on 8 local routes. In addition, WT operates 3 routes on behalf of Niagara Region connecting to Niagara Falls, St. Catharines, and Port Colborne transit systems. Local specialized transit service is scheduled and provided by WT. Inter-municipal specialized trips are provided by Niagara Region’s NST service for approved clients. Outside contracts provided by local taxi syndicates are utilized for local specialized service required outside the available operating hours. ENHANCEMENTS TRANSIT TOMORROW Under a Commission, transit service within the City of Welland would be enhanced with expanded hours of evening service and enhanced alignment with regional connections across Niagara. For the City of Welland, this means the hours the service operated would be extended by 1-hour to all routes Monday to Saturday and 3-hours to all routes on Sunday in order to align operating hours across the system. A move to combine demand-responsive and specialized services is anticipated as part of amalgamation in the near future. 59,175 Phase 1 Service Hours Conventional Transit Standard Operating Hours Specialized Transit Network & System Review Sunday and Holiday Service 49,169 Total 2020 Budgeted Service Hours Phase 1-2 Implementation of Service Standards Phase 3 Enhancement LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 911 of 1510 Niagara Transit Governance Service Plan 25 TOWN OF WEST LINCOLN population 14,880 (2016) alternative service delivery model TRANSIT TODAY Transit in West Lincoln is currently being delivered through the NRT OnDemand, providing inter- municipal connections to key destinations across Niagara. Inter-municipal specialized transit services are provided by Niagara Region via NST for approved clients. ENHANCEMENTS TRANSIT TOMORROW Under a Commission, demand responsive transit will be shared across many municipalities in Niagara. For West Lincoln, this means the hours the service operates would be extended – adding 6 a.m. – 7 a.m. and 10 p.m.-midnight, and include Sundays and Holidays (7 a.m. – 9 p.m.). The decision to and timing of introducing local demand-responsive services in West Lincoln will be made in consultation with Council. A move to a community bus system would only be considered as transit ridership grows in West Lincoln, and there is the potential to combine demand responsive and specialized services in the future. Standard Operating Hours Sunday and Holiday Service Specialized Transit Community Bus Common demand responsive services across Niagara Move to one combined specialized and on- demand system Transition to community bus if ridership grows Phase 1-2 Implementation of Service Standards Phase 3 Enhancement Inter-municipal Services Provided No Local Service Hours Shared Demand Responsive Transit LNTC-C 3-2021 Appendix 5 June 30, 2021 Page 912 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 1 Overview The first round of LAM consultation represented an opportunity for input and feedback on the results of the NTGS and associated financial strategy. The most common areas of feedback related to the financial strategy, composition of the board, and need for a more defined (high level) service plan, which have led to the revised strategies discussed in the main body of this report. The purpose of this comment tracker is to connect these revised strategies back to the feedback received from each LAM, as well as additional areas of feedback that were identified outside the major themes. The LAM issues identified were first summarized as part of LNTC-C 1- 2021 and LNTC-C 2-2021, and represent a combination of formal feedback received through recommendations adopted by Councils, commentary provided in local staff reports, and topics raised by Councils during question and answer periods. Page 913 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 2 Fort Erie Phase 1 Consultation Summary Council adopted staff recommendations from IS-04-2021, providing support-in-principle for the Commission, requesting Niagara Region further refine the governance and financial models in accordance with the recommendations contained in the report and in advance of the initiation of the triple-majority process. Item Status Comment Propose an alternative funding model to a levy based on property value assessment. Revised financial model transitions from single-levy to twelve (12) special levies. Revised model reduces the redistribution of costs from larger to smaller municipalities and links future growth costs to where the service is being added. Additional financial information - update financial baseline reporting to 2021, sources of transition cost funding, impact of COVID-19, and treatment of reserves. The revised financial model includes additional discussion regarding the transfer and establishment of capital reserves. The timing of the Phase 3 Network Service Review discussed in the Service Strategy has been set in part-to allow for a better understanding of COVID-19 impacts on revenue and ridership. The GSC has confirmed as recommended the use of the Cummings Principle to guide asset transfer. The work of the GSC will continue towards the development of Municipal Transfer Agreements which will codify considerations specific to Fort Erie. The key terms and principles of the MTA will be presented in parallel with the future triple-majority report. Permanent representative from Fort Erie on the Commission board. Revised board model provides political representation for all Niagara municipalities. Existing service levels be maintained indefinitely. Service Strategy outlines short-term enhancements in advance of a future Network Review. Indefinite minimum service hours to be finalized as part of Municipal Transfer Agreement. Page 914 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 3 Grimsby Phase 1 Consultation Summary Council adopted staff recommendations from CAO 21-03, providing support-in-principle for the Commission, taking into account that Niagara Region will commit to and address the issues identified in the recommendations of that report. Item Status Comment Grimsby’s current service levels are maintained and improved upon. Service Strategy outlines short-term enhancements in advance of a future Network Review. Maintenance of existing or minimum service levels will be confirmed as part of final triple- majority approval. That the proposed financial model be amended to address concerns presented by the Town of Grimsby. Revised financial model transitions from single-levy to twelve (12) special levies. Revised model reduces the redistribution of costs from larger to smaller municipalities and links future growth costs to where the service is being added. That Region Council consider geographical areas, such as Niagara West, when selecting two (2) additional Councillors for the Full Commission. Objective of enhanced representation for Grimsby achieved - revised board model provides political representation for all Niagara municipalities. The ongoing NRT On-Demand pilot program and future opportunities for transit services in Grimsby. The Service Strategy anticipates the continuation and expansion of demand responsive service such as the NRT OnDemand pilot. Phase 1 improvements anticipate expanded operating hours. The Network Service Review will consider future community bus or conventional services as ridership grows, and as necessary to meet increased demand related to the introduction of GO Train service at Grimsby. Page 915 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 4 Lincoln Phase 1 Consultation Summary Council adopted staff recommendations from AD-02-21, providing support-in-principle for the Commission, taking into account that Niagara Region will commit to and address the issues identified in the recommendations of that report. Item Status Comment Town of Lincoln current service levels are maintained and improved upon. Service Strategy outlines short-term enhancements in advance of a future Network Review. Maintenance of existing or minimum service levels will be confirmed as part of final triple- majority approval. That the proposed financial model be amended to address concerns presented by the Town of Lincoln. Revised financial model transitions from single-levy to twelve (12) special levies. Revised model reduces the redistribution of costs from larger to smaller municipalities and links future growth costs to where the service is being added. That Region Council consider geographical areas, such as Niagara West, when selecting two (2) additional Councillors for the Full Commission. Objective of enhanced representation for Lincoln achieved - revised board model provides political representation for all Niagara municipalities. Page 916 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 5 Item Status Comment Discussion at Council also included how transit would support future growth in Lincoln, the ongoing NRT On-Demand Pilot, and the anticipated timing of return to pre-COVID-19 transit ridership levels. The Service Strategy anticipates the continuation and expansion of demand responsive service such as the NRT OnDemand pilot. Phase 1 improvements anticipate expanded operating hours. The Network Service Review will consider future community bus or conventional services as ridership grows, and as necessary to meet increased demand related to the introduction of GO Train service. The timing of the Network Service Review has been recommended in part to allow transit ridership impacts from COVID-19 to be better understood. Page 917 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 6 Niagara Falls Phase 1 Consultation Summary Council jointly considered the presentation from Region staff and the Niagara Falls staff report CAO-2021-01, supporting a motion to a endorse, in principle, the Full Commission as the recommended governance model for the consolidation of Niagara's public transit system. Item Status Comment Reconsider 2021 as the baseline year for operational service levels, given ridership impacts from COVID- 19 Achieved. The revised financial strategy updates the baseline service year to 2020 budgeted service hours – which represents a pre-COVID estimate. All figures would be adjusted prior to consolidation in 2023 to reflect most recent financials. Consider the option of offering free or reduced fares for seniors as part of [the] transition process The revised financial strategy anticipates a move to a single regional fare, but does not include the provision of free or reduced fares for Seniors. Decisions regarding fare discounts has been reserved as a future decision that should be made by the Commission. Page 918 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 7 Niagara-on-the-Lake Phase 1 Consultation Summary Council adopted staff recommendations from CAO-21-002, providing support-in-principle for the Commission, taking into account that Niagara Region will commit to and address the issues identified in the recommendations of that report. Item Status Comment Maintaining and improving upon the current service levels provided to the Town of Niagara-on-the-Lake. Service Strategy outlines short-term enhancements in advance of a future Network Review. Maintenance of existing or minimum service levels will be confirmed as part of final triple- majority approval. Amending the proposed financial model to address concerns identified by the Town of Niagara-on-the- Lake. Revised financial model transitions from single-levy to twelve (12) special levies. Revised model reduces the redistribution of costs from larger to smaller municipalities and links future growth costs to where the service is being added. Considering geographical areas when selecting two (2) additional Councillors for the Full Commission. Objective of enhanced representation for Niagara-on-the-Lake achieved - revised board model provides political representation for all Niagara municipalities. Further feedback centred on the critical role transit plays in supporting economic development and tourism in Niagara-on-the-Lake, the appropriate point in time for potential integration of WEGO with the Commission, and the role of the Cummings Principle in asset transfer. The importance of tourism to the Town and the role that transit can play in connecting tourists and employees to destinations will be a focus for the Commission. WEGO will remain an important service in achieving this objective, but remains outside the scope of the initial consolidation. Decisions regarding potential future integration will be made collectively by the City of Niagara Falls, Niagara Parks Commission, future transit Commission and Town of Niagara- on-the-Lake. The GSC has confirmed as recommended the use of the Cummings Principle to guide asset transfer. Page 919 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 8 Pelham Phase 1 Consultation Summary Council considered staff report 202-0044-Recreation, and adopted a series of resolutions indicating the Town of Pelham does not support the Full Transit Commission Model as presented by Niagara Region due to the issues noted below. Item Status Comment The Town of Pelham will not be sufficiently represented on the Commission Board as it pertains to governance of the Commission. Revised board model provides political representation for all Niagara municipalities. The Regional levy as proposed (based on MPAC assessment) does not take into consideration population size or ridership, and that an approximately 500% increase to the Town of Pelham is not acceptable, and is not supported by the Council for the Town of Pelham. Revised financial model transitions from single-levy to twelve (12) special levies. Revised model reduces the redistribution of costs from larger to smaller municipalities and links future growth costs to where the service is being added. Additional discussion referenced the anticipated timing of return to pre-COVID-19 transit ridership levels and alternative micro-transit service delivery models such as those used in Calgary and Innisfil. The Service Standards Strategy considers a future harmonization of demand-responsive and specialized services in Niagara. This future harmonization will examine a wide range of operational models for demand responsive transit. The timing of the Phase 3 Network Service Review has been set in part-to allow for a better understanding of COVID-19 impacts on revenue and ridership. As part of the consideration of this item, Pelham Council gave further direction to staff related to the ongoing NRT OnDemand pilot program. Page 920 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 9 Port Colborne Phase 1 Consultation Summary Council adopted staff recommendations from 2021-39, providing support-in-principle for the Commission, taking into account that Niagara Region will commit to and address the issues identified in the recommendations of that report. Item Status Comment That the City of Port Colborne service levels set out in the report Transit Enhancement Opportunity (Report 2021-15) dated January 11, 2021 are maintained and improved upon; The Service Strategy outlines short-term enhancements in service in advance of a future Network Review. Maintenance of existing or minimum service levels will be confirmed as part of final triple-majority approval. That the proposed financial model be amended to address concerns presented by the City of Port Colborne. Revised financial model transitions from single-levy to twelve (12) special levies. Revised model reduces the redistribution of costs from larger to smaller municipalities and links future growth costs to where the service is being added. That Regional Council consider geographical areas, such as Niagara South, when selecting two additional Councillors for the Full Commission. Objective of enhanced representation for Port Colborne achieved - revised board model provides political representation for all Niagara municipalities. A request was made to further examine the option for municipalities to purchase enhanced transit services as part of the revised financial model. There will be two opportunities for enhanced services to be provided in a municipality – through requests made from local Councils to the Board for that would be included in future service planning and through a direct ‘purchase’ of additional services based on a municipal contribution or rate. Page 921 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 10 St. Catharines Phase 1 Consultation Summary Council considered staff report CAO-007-2021 and adopted amended recommendations, providing support-in-principle for the Commission. The recommendations of that report included: Item Status Comment That…staff [forward the] report, including comments detailed by the St. Catharines Transit Commission in Appendix 3, to the Region and requests the additional information identified in [the] report be received prior to the approval of a new Intermunicipal Transit System and operating model; The purpose of this report is to present revised financial, governance, and service strategies that reflect and address feedback received from all local Councils. The GSC has recommended that a second round of consultation take place to provide LAMs an opportunity to review these strategies and provide additional input prior to seeking triple-majority approval. Page 922 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 11 Item Status Comment [Requesting] the formation of a Municipal Transit Transition Group that includes the CAOs of St. Catharines, Niagara Falls, Niagara Region and Welland, the St. Catharines Transit General Manager and any other transit staff or senior staff members required in order to develop draft Municipal Transfer Agreements that include (but are not limited to) the following: • Rider fare structure; • Service plan detail including improvement guarantees; • Asset transfer agreements; • Growth forecasting model, including expansion costs and revenue opportunities; The previous CAO Working Group was expanded and reconstituted as the Governance Steering Committee (GSC) to provide a wider range of perspectives from across Niagara. Project teams working under the direction of the GSC included both Regional and local staff, including those from St. Catharines and the St. Catharines Transit Commission. The revised financial model presents information and detail related to the move to a single regional fare, a capital reserve strategy, and funding for growth consistent with the conservative growth strategy first outlined in the NTGS. The service standards developed identify three phases of future improvements, including service hour enhancements in St. Catharines in advance of a future Network Service Review. The work of the GSC will continue towards the development of Municipal Transfer Agreements which will codify these considerations, including any additional feedback received from St. Catharines. The key terms and principles of the MTA will be presented in parallel with the future triple-majority report. That prior to…triple majority and receiving a complete package of information of the impact of the proposal, that Engage STC be utilized to receive public feedback. The communications and engagement strategy referenced in this report was developed by an integrated team of Regional and local staff, including those from St. Catharines. The strategy plans for a series of public feedback initiatives including surveys and stakeholder consultation sessions take place over the summer of 2021 in advance of triple-majority. The results of this consultation will be included in future reporting both to the City and the final triple-majority report. Page 923 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 12 Areas of additional feedback identified through the staff report and commentary provided by the St. Catharines Transit Commission via Appendix 3, and discussion at Council included: Item Status Comment A service plan detailing existing future service expansion, including integration with the forthcoming St. Catharines Transportation Master Plan update The Service Standards Strategy was developed to provide additional information and detail regarding how short, medium, and long-term enhancements could be implemented by the Commission. The St. Catharines TMP and the identified expansion priorities were reviewed in the development of these standards. There will be two opportunities for the Commission to review and implement these priorities: during Phase 1 and 2 through the annual service review the new Commission will undertake; and ultimately through the Network Service Review to be completed in Phase 3. Proposed composition of the Board and concern that St. Catharines would be underrepresented The revised board composition model proposes three St. Catharines members, reflecting its greater share of ridership and investment, and represents an increase in the proportional share of representation being provided to St. Catharines relative to that provided from the NTGS model. Transfer of 2012 First Street Louth facility (current SCTC garage) and a request that it revert to the City should it not be used for transit purposes in the future The principle of facilities returning to municipalities should they not be used specifically for transit purposes in the future is acknowledged, and anticipated to be formalized as part of Municipal Transfer Agreements. Page 924 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 13 Item Status Comment Anticipated timing of return to pre-COVID-19 transit ridership levels, applicability of provincial Safe Restart funding, and detail pertaining to external funding sources. Since the original report and as referenced in the Financial strategy, the Province has introduced Phase 3 of the provincial Safe Restart Funding program which specifically incorporates new governance structures as an eligible category. This inclusion is the result of advocacy from across Niagara. Required consolidation of Union labour agreements; Niagara’s three ATU Locals responsible for delivering current conventional service in Niagara remain a primary stakeholder, as they have throughout. Additional outreach and engagement with the ATU Locals and their leadership will take place over the summer and in advance of the triple-majority discussion in partnership with the respective leadership at the Transit Agencies. The need to consider an alternative to 2021 as the baseline year for operational service levels, given ridership impacts from COVID-19. Achieved - the revised financial strategy updates the baseline service year to 2020 budgeted service hours, which represents a pre-COVID estimate. All figures would be adjusted prior to consolidation in 2023 to reflect most recent financials. Consider ‘unconventional’ or alternative governance structures to the presented Commission model, including: benefit area rating, appointment of representatives by municipalities, options for municipalities to directly determine or fund service directly, and alternative legal structures. The Financial strategy has been revised as (12) special levies that ties services received to costs. The revised governance strategy provides an opportunity for municipalities to recommend local representatives to Regional Council for appointment to Board. The Service Strategy discusses methods by which local municipalities can request or purchase services beyond the service standards identified or set by the Commission. Page 925 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 14 Thorold Phase 1 Consultation Summary Council adopted staff recommendations from report PWCS2021-13, providing support-in-principle for the Commission, with final approval subject to the satisfactory resolution of the issues identified in that report. Item Status Comment Clarification of the City’s required contribution during transition and beyond; The financial strategy outlines revised approach to funding a consolidated system based on a twelve (12) special levy approach. This strategy outlines anticipated transition costs totaling $3.85 - $4.96M that would be funded through a combination of existing budgets and Provincial/ Federal transit funding programs. Confirmation that the Service Plan will maintain existing service and include service expansion to the high growth areas of the community as identified in the Thorold Transportation Master Plan (June 2020) The service strategy outlines two opportunities for service expansion into new areas such as Allanburg, Port Robinson East, or the Rolling Meadows development. Through the annual Service Review that the Commission will undertake during Phase 1 and 2 of the plan and then through the Phase 3 comprehensive Network Service Review. Maintenance of existing or minimum service levels will be confirmed as part of final Municipal Transfer Agreements. Council further discussed the process for engagement with Brock University and associated financial contributions. Brock University will continue to be valued stakeholder as part of the communications and engagement strategy, and will be consulted directly. Page 926 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 15 Wainfleet Phase 1 Consultation Summary Council considered, but did not support, Resolution No. C-2021-014, derived from the motion contained in Appendix 1 to LNTC-C 4- 2020. Item Status Comment Discussion at Council centred on the proposed assessment-based financial model and its significant impact on the residents of Wainfleet. The revised financial model transitions from a single-levy to twelve (12) special levies for local service, with the existing Regional NRT levy remaining in place. The revised model reduces the redistribution of costs from larger to smaller municipalities and links future growth costs to where the service is being added. The future role of (and need for) transit in rural municipalities such as Wainfleet through enhancement of on-demand services such as the NRT OnDemand pilot. For Consideration The service strategy and financial strategy collectively assume a relative ‘status quo’ level of service in Wainfleet immediately post-consolidation (expanded inter-municipal demand responsive hours of operation only). Future enhancements, including the potential introduction of local demand responsive trips, would be made in consultation with the Town of Wainfleet and through annual service reviews or the Phase 3 Network Service Review. Under the revised financial model, service costs are linked to the where service is being added. Page 927 of 1510 16 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 Welland Phase 1 Consultation Summary Council considered report TRANS-2021-01, adopting local staff recommendations relating to the issues detailed below and deferring approval for the proposed Niagara Transit Governance Strategy until 2023. Welland City Council requested new financial impact options, land would not be transferred to new entity, an updated governance model and deferring the decision to consolidate to September 2023. This report identifies a series of eleven (11) issues and concerns: Item Status Comment COVID-19 impacts on revenue and ridership (1) and Government Funding (11) The timing of the Phase 3 Network Service Review discussed in the Service Strategy has been set in part-to allow for a better understanding of COVID-19 impacts on revenue and ridership. Since the original report and as referenced in the Financial strategy, the Province has introduced Phase 3 of the provincial Safe Restart Funding program which specifically incorporates new governance structures as an eligible category. This inclusion is the result of advocacy from across Niagara. While the City of Welland has indicated that municipal SRA funding will be used to address operational funding requirements, any remaining or unspent funds from across Niagara may be used to support consolidation Page 928 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 17 Item Status Comment Service Plan (2) and Ridership Growth (3) The Service Standards Strategy was developed to provide additional information and detail regarding how short, medium, and long-term enhancements could be implemented by the Commission. The Service and financial strategies collectively outline the resources required to implement these standards, incorporating the conservative growth projections from the NTGS. Single Fare (4) The revised financial strategy incorporates a move to a single-regional fare. Consolidation of Union Agreements (5) Niagara’s three ATU Locals responsible for delivering current conventional service in Niagara remain a primary stakeholder, as they have throughout. Additional outreach and engagement with the ATU Locals and their leadership will take place over the summer and in advance of the triple- majority discussion in partnership with the respective leadership at the Transit Agencies. Representation on the Commission (6) For Consideration The revised board composition model recommends a fifteen (15) member board, with political representation for all Niagara Municipalities. Page 929 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 18 Item Status Comment Asset Transfer (7) For Consideration The GSC has confirmed as recommended the use of the Cummings Principle to guide asset transfer. The work of the GSC will continue towards the development of Municipal Transfer Agreements which will codify considerations specific to Welland, including existing operating facilities, land ownership/transfer, and the proposed future transit facility. The principle of facilities returning to municipalities should they not be used specifically for transit purposes in the future is acknowledged, and anticipated to be formalized as part of the MTAs. The key terms and principles of the MTA will be presented in parallel with the future triple-majority report. Funding Model (8) and Regional Tax Levy (9) The revised financial model transitions from a single-levy to twelve (12) special levy approach. The revised model reduces the redistribution of costs from larger to smaller municipalities and links future growth costs to where the service is being added. Five-Year Service Guarantee (10) The revised financial strategy updates the baseline service year to 2020 budgeted service hours, which represents a pre-COVID estimate. Indefinite minimum service hours to be confirmed as part of Municipal Transfer Agreement. Page 930 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 19 Item Status Comment Government Funding (11) Since the original report and as referenced in the Financial strategy, the Province has introduced Phase 3 of the provincial Safe Restart Funding program which specifically incorporates new governance structures as an eligible category. This inclusion is the result of advocacy from across Niagara. Page 931 of 1510 LNTC-C 3-2021 Appendix 6 – Local Area Municipality Feedback Tracker June 30, 2021 20 West Lincoln Phase 1 Consultation Summary Council considered, but did not support, the motion contained in Appendix 1 to LNTC-C 4-2020. A series of concerns and a record of questions raised by Council were included in the official minutes from the January, 25, 2021 meeting. Item Status Comment Discussion related to impacts to West Lincoln residents arising from the proposed assessment- based financial model. The revised financial model transitions from a single-levy to twelve (12) special levies for local service, with the existing Regional NRT levy remaining in place. The revised model reduces the redistribution of costs from larger to smaller municipalities and links future growth costs to where the service is being added. The limited time transit has been provided in West Lincoln (via the NRT On-Demand pilot) and making decisions with impacts beyond the current term of Council. For Consideration The service strategy and financial strategy collectively assume a relative ‘status quo’ level of service in West Lincoln immediately post-consolidation (expanded inter-municipal demand responsive hours of operation only). Future enhancements, including the potential introduction of local demand responsive trips, would be made in consultation with the Town of West Lincoln and through annual service reviews or the Phase 3 Network Service Review. Under the revised financial model, service costs are linked to the where service is being added. Page 932 of 1510 CAO-2021-01 January 19, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Chief Administrative Officer SUBJECT: CAO-2021-01 Niagara Transit Governance Report RECOMMENDATION WHEREAS, a Full Commission model as described in Appendix 2 to Report LNTC-C 4- 2020, and to be established as a Municipal Services Board of the Region in accordance with Municipal Act, 2001, has been recommended as the preferred governance model for the consolidation of Niagara’s public transit system; AND WHEREAS, the Cummings Principle, enacted through as series of Municipal Transfer Agreements, will be used to guide the transfer, use of, and access to assets and facilities from existing local area municipalities to the Commission; AND WHEREAS, all existing employees, vendors, contracts, and collective bargaining agreements will be transferred to or assumed by the Commission, in accordance with the Municipal Act, 2001 or Labour Relations Act, 1995; AND WHEREAS, a minimum of 2021 transit service hours in local area municipalities will be maintained for a period of five (5) years from the assumption of delivery of service by the Commission, unless otherwise agreed to by the local area municipality; AND WHEREAS, all existing and incremental transit spending will be transferred to the new Commission, funded through a single Regional tax levy to be enacted over a transfer implementation period of five fiscal (5) years as described in Report LNTC-C-4-2020; AND WHEREAS, to achieve a net-neutral impact to the regional taxpayer, local transit costs assumed by the Regional tax levy will be offset by equivalent budgetary reductions by the local area municipality; AND WHEREAS, funding previously committed under inter-governmental programs such as the Investing in Canada Infrastructure Program (ICIP) will be maintained and used within the receiving municipality; Page 933 of 1510 2 CAO-2021-01 January 19, 2021 AND WHEREAS, support will be sought from senior levels of government for the one-time transition costs associated with consolidation under programs such as the Provincial governments’ Safe Restart Agreement; AND WHEREAS, an integrated single regional fare will be established by the Commission within five (5) years of the assumption of delivery of service by Commission; BE IT RESOVED THAT Council endorse, in principle, the Full Commission as the recommended governance model for the consolidation of Niagara’s public transit system. BACKGROUND In 2010, the City of Niagara Falls, St. Catharines, and Welland made a proposal to Regional Council to create a tri-city transit service which the three cities would operate, to be funded by the Region and called Niagara Region Transit. The NRT was to operate for 3 years with the intent that if successful, transit would be uploaded to the Region through a Triple Majority process. Regional Council approved the proposal by a solid majority and in September 2011 Niagara Region, the City of Niagara Falls, the St. Catharines Transit Commission and the City of Welland entered into a pilot project agreement to formalize the provision of inter-municipal transit services. Funded by the Niagara Region and jointly operated by Niagara Falls Transit, St. Catharines Transit and Welland Transit (“transit operators”) the Niagara Regional Transit pilot provided transit connections to the communities of St. Catharines, Thorold, Niagara Falls , Welland, Niagara-on-the-Lake, Port Colborne and Fort Erie. In May 2015, prior to formalizing the NRT as a permanent inter-municipal transit service and securing triple majority support from local municipalities, Regional Council agreed to ask the cities of Niagara Falls, St. Catharines and Welland, as transit operators, to work together to present a new model to the whole region. At its meeting on June 23, 2015, City Council passed the following motion: “That Council support the transits of St. Catharines, Niagara Falls and Welland working together on how to best provide inter-municipal transit.” Since January 2016, an Inter-Municipal working group of mayors, CAOs and staff from the local municipalities and Niagara Region have been working together to identify alternative service delivery and governance options for inter-municipal transit services. With support from staff and transit managers, the working group hired Dillon Consulting to develop potential options for the future delivery of inter-municipal transit services for consideration. Page 934 of 1510 3 CAO-2021-01 January 19, 2021 The working group identified key guiding principles in their work: ● Customer driven: continuously improve, respect established local service. ● Unconventional solutions: investigate leading-edge technologies, explore partnerships. ● Integrated: be seamless with other modes of transportation, integrated with daily GO train service, connect at hubs. ● Economically responsible: balance costs, investments, explore alternative modes of delivery. ● Fair: respect existing investments of communities, collective agreements and respect for taxpayers. Between February and December 2016 the consulting team met with transit managers, stakeholders, transit union representatives, employers and transit users as well as representatives of each of Niagara’s 12 municipalities to discuss the region’s transit needs and challenges. In fall 2016 Dillon presented interim findings and recommendations to local councils and the public to seek feedback. In January 2017, the team presented the f inal recommendations in the report “Niagara Transit Service Delivery and Governance Strategy.” The Strategy outlines a recommendation for a consolidated transit system for the region and identifies service and technology enhancements including fare integration, trip planning, smart card technologies and dynamic transit options. Also, in January, 2017, Regional Council extended the IMT Pilot Project to allow time for decisions to be made regarding the future of transit in the Niagara Region. At the Council meeting held on February 28, 2017 council received a report (Niagara Region Transit Service Delivery and Governance Strategy Report) and endorsed a recommendation, in principle, creating a consolidated transit system in partnership with the City of Niagara Falls, St. Catharines Transit Commission the City of Welland and the Region of Niagara to develop a regionally integrated transit system. At that same meeting Council authorized staff to develop a Memorandum of Understanding (MOU) between the parties to develop a governance framework and specify how key issues are to be addressed. The MOU outlines the governance model, guiding principles, roles and responsibilities, approval processes and the funding model. Upon execution of the MOU, 2018 saw the implementation of the service enhancements across the Region as recommended in the Dillion Report. Page 935 of 1510 4 CAO-2021-01 January 19, 2021 This period saw the integration of Regional and Post Secondary Institution routes, the enhancement of service hours, rate rationalization, technology improvements, specialized transit review and enhancements and numerous studies including gas tax impacts and asset management review. In 2019, the consulting firm Optimus SBR and Left Turn – Right Turn were retained to undertake a study of different integrated transit governance models and recommend the best model to serve the needs of transit users across Niagara. The completed report and recommendations has been circulated to Council as part of the Council Agenda (January 19, 2021). This report has laid out a series of recommendations that will, if approved, be forwarded to the Region. Each of the twelve local area municipalities has been asked to provide their feedback on the report before Regional Council deals with the matter. At this time, Council is being asked to support the Full Commission Model “in principle.” ANALYIS/ RATIONALE The purpose of this report is to provide Council with the results of the Niagara Transit Governance Study and seek Councils endorsement in-principle of a Full Commission Model for Niagara’s Consolidated public transit system. All of the details are outlined in the Optimus Study “Niagara Transit Governance Study”. The Full Commission model is recommended as it is expected to result in an enhanced degree of independence that will support effective decision making, as well as provide more efficient and cost-effective service delivery through being restricted to funding all operations and unanticipated changes within its annual budget approved by Council. This recommendation is based on a comparative analysis of governance models through a series of fifteen (15) evaluation criteria across four (4) major categories: governance, finance, stakeholder input, and ease of implementation. Representation on the Commission is recommended as follows: 1 Niagara Falls Regional Council Representative 1 St. Catharines Regional Council Representative 1 Welland Regional Council Representative 2 At large Regional Council Representatives representing the remainder of the 12 LAM’s 4 Skills based Citizen Appointments by Regional Council 1 General Manager (non-voting) Details and analysis of the various governance options are outlined in the full report. Page 936 of 1510 5 CAO-2021-01 January 19, 2021 Council is being asked to support the recommendations in principle and should be aware of several key points that accompany that recommendation: ● The Full Commission will be a “Municipal Service Board of the Regional Municipality of Niagara”. ● All assets currently in use for conventional transit purposes (with the exception of WEGO assets) will be transferred to the Commission at no cost in keeping with the Cummings Principle. ● All existing contracts (Employee collective agreements, all existing employees, vendor contracts etc. will be transferred and assumed by the Commission. ● All service hours currently operating in Niagara Falls will remain in place for a period of five (5) years from the assumption of service by the Commission. ● All assets (buses) currently being utilized in Niagara Falls will remain in service in Niagara Falls for a five (5) year period from assumption of the Service by the Commission. ● All transit spending (excluding WEGO operations) will be transferred to the new Commission and funded through a single Regional tax levy to be enacted over a five (5) year period. ● To achieve a revenue neutral impact to the local taxpayer, there will be a corresponding offset (reduction) in local municipality budget. FINANCIAL IMPLICATIONS The Financial Strategy outlined in Regional report LNTC-C 4-2020 recommends the transfer of all existing and incremental transit spending to the new Commission, funded through a single regional tax levy. (refer to pages 2-8 of LNTC-C 4-2020) A transfer implementation period of up to (5) years is recommended. During this transition period where existing Municipal transit costs are transferred to the Regional levy, an equivalent levy offset (reduction) will occur on the local levy. As an example, based on current estimates, the impact on the Niagara levy over the five (5) year period would reduce from $8, 645,000. in 2022 to $0 in 2027. Again this would be phased in over a five (5) year period commencing in 2022. Page 937 of 1510 6 CAO-2021-01 January 19, 2021 The adoption of a single regional tax levy would transition current transit funding from municipalities to the Region, based on the regional property value assessment. As noted during discussions at LNTC, the net impact of this transition is that a proportion of total regional transit expenditures would be redistributed to residents in municipalities with currently less robust transit systems and historically lower transit investment levels. This realignment is consistent with the consolidation of transit in Niagara, as the move to an integrated transit system is anticipated to bring a series of proportional benefits to residents in these municipalities, including enhanced and expanded transit service, the ability to leverage capital investments that have been made in and by other municipalities, and a reduction in future financing costs. As a result of this redistribution, the cost of transit expenditures impact Niagara Falls property taxes will decrease from $8,645,000 in 2022 to approximately $5,333,000 in 2027. CITY’S STRATEGIC COMMITMENT The recommendations of this report support Cou ncil’s 2018-2022 Strategic Priority of Economic Growth and Prosperity by strengthening public transit linkages between municipalities to assist in the movement of people for employment and education. LIST OF ATTACHMENTS 1. Regional Report CLK-C 2020-209 (LNTC- C 4-2020) 2. Regional Report CLK-C 2020-221 (PWC-C 50-2020) 3. Niagara Transit Governance Study – Full Report Respectfully submitted: Ken Todd, Chief Administrative Officer Page 938 of 1510 Niagara Transit Governance Study Niagara Falls Council January 19, 2021 Page 939 of 1510 Agenda Niagara Transit Governance StudyOverview Next StepsConnecting Niagara Falls ResidentsPage 940 of 1510 Overview Page 941 of 1510 Overview •Next major milestone in consolidation of transit in Niagara •Follows from 2017 Triple-Majority, creation of Linking Niagara TransitCommittee (LNTC), and direction to explore consolidation •Harmonization of operational policies and system-wide efficiencies delivered under work of the Inter-Municipal Transit Working Group (IMTWG) •A Full Commission governance model recommended •Associated Financial Strategy Today’s Discussion Niagara Transit Governance Study Support and Feedback •Local area municipality support and feedback being sought byFebruary 28, 2021 •Motion as presented in Appendix 1 •Input informs future Triple-Majority process Page 942 of 1510 Overview Why Integrate? Better Connect Riders Increase Equity Enhance Growth Meet Evolving Travel Needs Strengthen Economic Development and Tourism Support Sustainability Accessibility Employment Page 943 of 1510 Overview Why Now? Coordinate COVID-19 Response & Recovery Leverage Federal / Provincial Funding Opportunities Operational Harmonization Integration with GO Network Expansion On-Demand Model Opportunities Seamless Specialized and Conventional TransitMaximize use of ResourcesPage 944 of 1510 Niagara Transit Governance Study Page 945 of 1510 Niagara Transit Governance Study Project Milestones Page 946 of 1510 Niagara Transit Governance Study Recommendation Limited Commission Full Commission Regional Division The Full Commission model brings the right balance of autonomy and flexibility to innovate, drive growth, and meet the diverse and changing needs of the region.Page 947 of 1510 Niagara Transit Governance Study Recommendation The Full Commission is best suited to grow transit in the region while delivering high quality, innovative, and seamless transit services. Financial Benefits o More cost efficient o Less costly per-trip o Flexibility to be strategic o Regionally focused investments Autonomy of the Full Commission o Exclusively focused on transit o Responds to trends and pressures o Responsible for strategic and operational decisions o Nimble idea to action o Negotiating power Page 948 of 1510 Niagara Transit Governance Study Recommendation (1)Welland (1)St. Catharines (1)Niagara Falls (2)Niagara Municipalities (Selected amongst representatives of: West Lincoln, Lincoln, Grimsby, Pelham, Thorold, Niagara-on-the-Lake, Wainfleet, Fort Erie, and Port Colborne) (4) Skills-based or Public Members (appointed/nominated by Regional Council) Members of Regional Council 5 Voting Members Skills-Based or Public Members 4 Voting Members (1) Transit Commission General Manager (non-voting member) Ex-Officio 9 Total Voting Members Page 949 of 1510 Niagara Transit Governance Study Recommendation (12)Niagara residents (one per municipality) (2)Members of the Accessibility Advisory Committee (2)(1) Member of student association from Niagara College and Brock University (1) Member(s) of Niagara Chamber(s) of Commerce (1)Transit Commission General Manager, or designate Advisory Committee By establishing an advisory body, the Commission will gain insights into current and upcoming challenges or opportunities, and explore these in a thorough way Page 950 of 1510 Niagara Transit Governance Study Transition Plan Page 951 of 1510 Connecting Niagara Falls Residents Page 952 of 1510 Connecting Niagara Falls Residents Page 953 of 1510 Connecting Niagara Falls Residents Enhancements and Benefits NRT On-Demand GO Transit Enhanced ServiceTourismSocial Equity Economic Growth Page 954 of 1510 Connecting Niagara Falls Residents Financial Strategy Overview Key Features Municipal Levy Eliminated in 5 years < Two (2) Year Transfer for Smaller Municipalities Five (5) Year Transfer for Larger MunicipalitiesSingle Regional Tax Levy Up to 9.5% 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Transition Costs ($2.7M) 0.70% Transfer of Existing Local Transit ($27.4M) + Inflation ($6.8M) 1.40%1.40%2.00%2.00%2.00% Transit Service Expansion (Growth Strategy TBD) Shared Access to Existing Transit Assets No Reduction in Service Hours for First Five (5) Years Transit Service Enhancement/ Expansion Enhanced Regional Integration Page 955 of 1510 Connecting Niagara Falls Residents Leveraging Prior Capital Investments Shared Access to Transit Assets Includes buses, service trucks, land, facilities, equipment & technology Cost $127.5M St. Catharines $64M Niagara Falls $29M Welland $15M Niagara Region $19M Cummings Principle Transfer of assets without additional compensation – taxpayers do not pay twice for same asset Net Operating Expenditures $43.4M $9M (20%) supports Administration & Facilities Page 956 of 1510 Connecting Niagara Falls Residents Niagara Falls Benefits and Investment •One Regional Levy funds 100% of Commission by 2027 •Consolidation will foster connections to GO and to rest of Region •Commission positioned to lead growth strategy 19 Page 957 of 1510 Future Transit System Mitigations Inputs to Consolidated System Page 958 of 1510 Next Steps Page 959 of 1510 Next Steps Summary Key Considerations Local area municipal feedback and support is being sought for a Full Commission governance model and the associated financial strategy, as reflected in the motion included as Appendix 1 Full Commission Governance Model Transfer of Assets, Employees, and Contracts Minimum of 2021 Service Hours Maintained for Five (5) Years Single Regional Levy with Five (5) Year Transfer Feedback provided by February 28, 2021 Page 960 of 1510 Next Steps Path Forward LNTC Support LAM Support NRT/NST Impacts to Region PWC Triple-Majority Approval Transition Plan Page 961 of 1510 Discussion Page 962 of 1510 Niagara Transit Governance Study Final Report October 2, 2020 Page 963 of 1510 Contents 1.Executive Summary 2.Full Report 1.Introduction 2.Current State & Leading Practices 3.Future State Transit Service Plan 4.Model Options, Analysis, and Recommendation 5.Transition Planning 6.In Summary Niagara Transit Governance Study Final Report Page 964 of 1510 Introduction Purpose of this Document o In 2019,the consulting firms of Optimus SBR and Left Turn,Right Turn (LRTR),were retained by the Region of Niagara,in partnership with the region’s local area municipalities,to undertake a study of different integrated transit governance models and recommend the best path forward to ensure that the present and future transit needs of the region can be met. o This document is the Final Report of the study undertaken (the Niagara Transit Governance Study)–setting the stage for transit integration across Niagara Region.It provides a comprehensive summary of all work undertaken during the course of this study. o In this Final Report, readers will find: 1.A summary of the current state of transit in Niagara Region; 2.Lessons learned from other jurisdictions that have integrated transit services; 3.A future state service plan that identifies the potential growth of transit in the region; and outlines the opportunity that integration can bring; 4.An overview and analysis of different models for transit integration; 5.The recommended model option for the region; and, 6.A transition plan to guide the implementation of an integrated system. 2Page 965 of 1510 Report Snapshot 3 Key Highlights Research into the benefits and feasibility of an integrated transit system in Niagara Region has been considered for several years,and has culminated in this Niagara Transit Governance Study. A review of the current state of transit in Niagara and a forecast of demand for transit services over the coming 10 years has shown that there is a significant opportunity to increase transit usage in Niagara (over 80%by 2031). To determine how Niagara could best accommodate this future growth,three potential transit governance model options were developed,each one reflecting a different approach to integrating transit in the region. Each potential model was assessed against key evaluation criteria,and ultimately,an independent Full Commission Model was recommended as it provides the greatest opportunity for success by bringing the right degree of autonomy and flexibility to innovate,drive growth,and meet the diverse and changing needs of Niagara. In order to create this new Commission,a five-phased Transition Plan has been developed to guide implementation activities.It is expected that this Commission will be operational by the end of 2022,and there is opportunity to take advantage of government funding to support the cost of transition to the Commission model.Page 966 of 1510 Niagara Transit Governance Study Executive Summary Page 967 of 1510 Context for this Study 5 Research into the benefits and feasibility of an integrated transit system in Niagara Region has been considered for several years,and has culminated in this project,the Niagara Transit Governance Study. Transit in Niagara Region •Niagara Region constitutes 12 municipalities that have varying levels of transit services available. •The three largest providers are St. Catharines Transit, Niagara Falls Transit, and Welland Transit, who also support the existing Regional service. 2017 Service Delivery & Governance Review •Following agreement on Guiding Principles for integration in 2015, the Region completed the Niagara Transit Service Delivery and Governance Strategy Report in 2017. The report identified several recommendations for service improvements and the following steps with respect to transit governance: o Approve consolidated transit model o Obtain triple majority for recommended model o Develop consolidated transit model implementation plan o Implement inter-municipal transit service strategy Governance Models •To support the development of an integrated approach to transit, the Region formed the Linking Niagara Transit Committee (LNTC), and a working group was formed to evaluate transit governance models, consisting of the CAOs of St. Catharines, Niagara Falls, Welland, and Lincoln, and the Director of the Go Implementation Office. •The consulting firms of Optimus SBR and Left Turn Right Turn (LTRT ) were engaged by the working group to evaluate various transit service delivery models and to identify which option best accommodates Niagara’s future transit operational and planning needs.Page 968 of 1510 Executive Summary A Systematic Approach was Followed To determine a preferred governance model for Niagara’s integrated transit system, Optimus SBR and LTRT followed a systematic approach that followed five main steps.This report contains a summary of the key information and insights from each of these steps. Current State and Leading Practices Understanding the Current Situation Developed a mutual understanding of the current state of operations of the various transit entities in Niagara, and to understand how other jurisdictions approached the integration of their systems Future State Transit Service Plan Modelling the Future Forecasted different growth scenarios for transit ridership in Niagara and outlined the costs/revenues associated with those forecasts Model Options Development Developing Options Outlined three different Governance models that could potentially be created to oversee integrated transit services in Niagara, and key evaluation criteria that would be used to choose a preferred model Model Analysis Recommending a Model The evaluation criteria was used to complete a detailed assessment of each model, and ultimately led to a recommendation Transition Planning Planning for Change Detailed phasing for how Niagara should move from the current state of transit services to a successful integrated system This report represents the culmination of research, analysis, and input from key stakeholders across Niagara Region to establish a way forward for transit integration 6Page 969 of 1510 Guiding Principles for Transit 7 Guiding principles for transit in Niagara were developed in 2015 and helped inform the development and recommendation of the recommended transit governance model. These principles will continue to be important throughout the transition to an integrated system and in the life of the new transit entity. Customer Driven Unconventional Solutions Integrated Economically Responsible Fair Adherence to guiding principles will be a fundamental factor in ensuring the success of the integration and the future of transit in Niagara for the benefit of allPage 970 of 1510 There is a Significant Opportunity to Increase Transit Usage in Niagara Region 8 By way of investments and harmonization of services and fares,transit under an amalgamated system is anticipated to become a more frequently used means of transportation in the region, with ridership outpacing the status quo. How?Transi t ridership forecasts indicate a latent demand for inter-municipal transit travel,which can be capitalized on through improved inter-municipal and connections to GO Transit rail services. By investing in targeted projects and services to grow the transit mode share throughout the region,transit ridership region-wide could grow by over 80%by 2031 under an amalgamated transit service. It is anticipated that Niagara Region,like its peer jurisdictions will experience a transit mode share growth of 30%to 130%within ten years of amalgamation. By 2031,operating costs in the high growth scenario will increase by approximately 55%over the status quo. Capital investment of between $70M and $155M between 2021 and 2031 may be required to address service and demand growth.Provincial Gas Tax revenue could result in up to $50M - $80M in revenue over the same ten years.Over $70M-worth of near-and mid-term projects have committed funds from the federal and provincial governments through ICIP. An integrated single fare is critical to driving ridership growth and could be achieved in a way that is revenue-neutral if implemented progressively as ridership grows.While an integrated payment system and harmonized fare structure will be required at the start of service,a single fare region- wide can be implemented over time. The COVID-19 pandemic presents an opportunity to look beyond the status quo,bring the transit systems in Niagara together,and build a new and improved service that takes capitalizes on current funding programs to see this forecasted ridership growth become a reality.Page 971 of 1510 Executive Summary Recommendation: Full Commission Model Following the completion of the current state review,a jurisdictional scan,and the development of a future state service plan,three potential governance models were developed,and the Full Commission Model was ultimately recommended: o o o o Limited Commission Transit Service is governed by a regional commission with representation from local elected officials. Commission reports to Regional Council Strategic decision making for Transit Service is directed by Regional Council Relies on corporate services but retains transit-related services in-house Full Commission o Distinct entity independent from Regional Council o Governed by a board of appointed members, equitably selected by Regional Council o Responsible for all transit planning and delivery o Budget allotment approved by Regional Council o Makes limited use of Regional services except where service sharing does not impede agility or independence Regional Division o Division within Niagara Region’s Public Works department o Regional Council remains the governing body of the transit division o Strategic decision making for Transit Service is directed by Regional Council o Integrated into the Regional administration similar to other service delivery departments 9 The Full Commission model brings the right balance of autonomy and flexibility to innovate, drive growth, and meet the diverse and changing needs of the region.Page 972 of 1510 Benefits of the Full Commission 10 Ultimately,the analysis led to the conclusion that the Full Commission is the most suitable model for Niagara.While many factors went into this recommendation, two of the chief benefits that made the Full Commission more attractive than other models were: The Financial Benefits o The Full Commission will likely have the most cost- efficient service, in part due to a more streamlined decision-making process and being restricted to provide the most effective service within the means previously defined in the annual budget. o From a dollars and cents perspective, a Full Commission is the more costly of the models in terms of administrative costs, but less costly on a per trip basis than other models due to a higher utilization of services. o This is particularly important when looking to the future and considering what ridership growth may be, and how services may expand to serve regional needs. o The Full Commission has the greatest flexibility to make strategic decisions which drive financial outcomes for transit services and is best positioned to make regionally- focused investments in service growth. The Autonomy of the Full Commission o The independence of the Full Commission grants it several advantages that make it the most suitable option for the growth potential of transit in Niagara. o With this independence, the Full Commission can remain more focused solely on transit and is more capable of formulating its own responses to trends and pressures, making and owning decisions, and driving necessary change at a strategic and operational level. o This governance model is able to move from idea to action quickly and reprioritize its resources to meet emerging demands and accommodate growth. o The autonomy of the Full Commission provides it advantages with respect to negotiating important elements such as collective bargaining agreements and the transfer of assets. The Full Commission is best suited to grow transit in the region while delivering the high quality, innovative, and seamless transit services that the citizens of Niagara deserve.Page 973 of 1510 Proposed Composition of the Commission 11 Outlined below is the proposed composition of the Commission,which would be appointed by a Nominating Committee of the Regional Council. Members of Regional Council (1)Welland (1) St. Catharines (1) Niagara Falls (2) Niagara Municipalities [Selected amongst representatives of: West Lincoln, Lincoln, Grimsby, Pelham, Thorold, Niagara on the Lake, Wainfleet, Fort Erie, and Port Colborne] Skill-based or Public Members (4) Skills-based or Public members (appointed/nominated) Ex-Officio (1) General Manager (non-voting member) 9 voting members A Hybrid governance structure was recommended as it allows a combination of elected officials and skills-based members to provide guidance and oversight.Page 974 of 1510 Executive Summary Transition to the Commission A five-phased transition plan has been developed to guide implementation activities over the coming years to ensure the successful creation of the transit Commission. 12 This phase of work encompasses activities related to the legal establishment of the Commission as a municipal service board and concludes with the appointment of members to the Commission Commission Setup This phase includes work associated with getting the Commission ready to take on responsibility for transit services in the region, including establishing policies and processes, filling key roles, and negotiating and executing transfer agreements Service Launch This begins with the Commission officially taking on responsibility for transit services in the region and key activities for the first 2 years of operation to ensure a smooth transition Enhancement Growth This phase includes longer-term activities that the Commission will undertake to continue developing its organization and planning for the future 2 3 4 5 Approx.1 Year Years 1-2 of Operation Year 3+ of Operation Includes activities leading up to, and including, a phased political approval process that concludes with the submission of recommendations to LAM and Regional Councils to seek triple- majority approval to create the Commission Integration Approval Process Approx. 9 Months Approx.2 months The creation of a Regional Transit Commission will be transformative for Niagara, and its success is dependent on maintaining public and political support while transitioning services from the LAMs to create an effective regional network. 1 Page 975 of 1510 Executive Summary Funding the Transition Regional staff are currently developing an initial funding model for the start-up budget of the Commission,that will strive for a fair and equitable funding baseline commensurate with the existing baseline services within each municipality.This funding model will be provided to all decision makers upon its completion. The preliminary cost estimates of transition to the Full Commission model is between $3,845,000 and $4,955,000.Given the complexity and ongoing impact of the global pandemic, fluctuations in these costs should be considered. Category Items Included Cost Capital Costs •Transit System Branding •Facility and Office Improvements •Transit Service Design •Technology and Equipment $1,670,000 to $2,225,000 Operating Costs •Transit Integration Team •Legal Fees •Public Consultation •Human Resources Fees $2,175,000 -$2,730,000 $3,845,000 -$4,955,000 13 Suitable investments into the start-up of the Commission will be critical in its early development and long-term success.Page 976 of 1510 Niagara Transit Governance Study Full Report Page 977 of 1510 Niagara Transit Governance Study 15 Introduction Page 978 of 1510 Introduction Context for this Study Transit in Niagara Region •Niagara Region constitutes 12 municipalities that have varying levels of transit services available. •The three largest providers are St. Catharines Transit, Niagara Falls Transit, and Welland Transit, who also support the existing Regional service. 2017 Service Delivery & Governance Review •Following agreement on Guiding Principles for integration in 2015, the Region completed the Niagara Transit Service Delivery and Governance Strategy Report in 2017. The report identified several recommendations for service improvements and the following steps with respect to transit governance: o Approve consolidated transit model o Obtain triple majority for recommended model o Develop consolidated transit model implementation plan o Implement inter-municipal transit service strategy Governance Models •To support the development of an integrated approach to transit, the region formed the Linking Niagara Transit Committee (LNTC), and a working group was formed to evaluate transit governance models, consisting of the CAOs of St. Catharines, Niagara Falls, Welland, and Lincoln, and the Director of the Go Implementation Office. •The consulting firms of Optimus SBR and Left Turn Right Turn (LTRT ) were engaged by the working group to evaluate various transit service delivery models and to identify which option best accommodates Niagara’s future transit operational and planning needs. 16 The concept of integrating transit systems in Niagara has been around for many years. Now, in 2020, a myriad of transit and non-transit related factors and pressures present an opportunity for the region’s systems to reflect on its strengths and challenges, and consider new avenues for innovation and growth.Page 979 of 1510 Introduction The Case for Integration A multitude of global and local trends make the need to rethink transit more apparent than ever before. Globally,emerging technology and philosophies around transit,including concept of mobility as a service, has engendered the need to see different transportation methods jointly rather than as individual elements. Economic and cultural trends are also resulting in a trend towards lower personal vehicle ownership due to a reduction in buying power,and evolving perspectives on the environment and the importance of public transit in curbing climate change. Locally,there is a strong desire improve mobility not only within the region, but with neighboring regions as well,along with a growing need to address the disparity of transit service across the region.Moreover, the current system does not provide the integrated and seamless experience that users are growing to expect, and as new commercial and residential developments emerge,the importance of quick and reliable transit will as well. Finally,there is a need to look at transit and its benefits not at the local level,but more broadly. Transit can be a cornerstone of a strong and vibrant community and region,and is a key enabler to attracting new residents,tourists,and businesses.An integrated transit system that can more easily respond to the needs of the region can also help strengthen economic development, support environmental sustainability, and enhance quality of life for residents and visitors alike. Unfortunately, the innovation and growth required to capitalize on these opportunities and accommodate these shifting needs won’t be achieved by maintaining the status quo; an evolution of the current system is needed. Integration isn’t about creating a larger version of what already exists today, nor is it about bringing the status quo under a single roof. Rather, integration is about bringing a scale and flexibility to transit that will allow for greater innovation, more beneficial partnerships, and the ability to better accommodate the variety of transit needs in the region that won’t be able to be served within the constraints of the current system. 17Page 980 of 1510 Integration and COVID-19 The 2020 COVID-19 pandemic has undoubtedly affected transit ridership in Niagara,Ontario,and Canada as a whole.With ridership down 75%nationally,1 operating revenues for transit agencies have also seen a significant decline.However,despite the devastating impacts that COVID-19 has had on the health of Canadians,the use of public transit,and the overall economy,now is an apt time to redesign transit in Niagara. The ongoing pandemic has demonstrated the need for,and benefits of,enhanced levels of coordination and organization between transit providers across the region.In the early days of the pandemic, significant effort was undertaken to align and coordinate across delivery agencies the rapidly evolving changes to service levels, fare policy, cleaning protocols,and other operational and strategic changes necessary to effectively respond to the pandemic on behalf of Niagara residents. In addition,there is an opportunity to align efforts with current funding programs associated with the province’s economic recovery.In July 2020,the province announced that it had secured one-time urgent funding to support its municipalities’critical public services,including transit services.This Safe Restart Agreement funding may include up to $2 billion for transit in the province and is already beginning to flow to municipalities and transit agencies,with eligible projects including service improvements and governance restructuring.This unique funding opportunity only strengthens the case for integration and the need for collaboration and alignment of effort across the region. As transit providers continue to monitor the changing environment and implement recovery plans over the coming years,now is the ideal time to move integration forward and align efforts,especially given the significant work that will be needed to grow ridership in a safe and effective way,and the funding opportunities made available to municipalities. 18 Municipalities in the region need to look beyond the current situation and how to return to the status quo. Now is the time to reflect on what has worked and not worked in the past, take advantage of funding and growth opportunities, and collaborate on building a new system that provides a high-quality and user-friendly service for the region. 1 Statistics Canada. Urban Public Transit, June 2020. https://www150.statcan.gc.ca/n1/daily-quotidien/200831/dq200831d-eng.htmPage 981 of 1510 Guiding Principles for Integrated Transit Guiding principles were first established in 2015 and subsequently endorsed by the Linking Niagara Transit Committee (LNTC).They have informed the development of the transit governance model for Niagara. To achieve success the new transit entity will need to make regionally-focused decisions aligned to guiding principles.This will ensure that potential growth in ridership,efficiency of operations,and improved service delivery are realized. Customer Driven •Continuously improve the rider experience, including improvements throughout the pilot phase; •Understand customers, particularly those who rely on transit the most; •Provide seamless connections and routes based on demand; •Take people to work, school, healthcare, shopping and recreation as efficiently as possible; •Respect established local service levels and routes; and, •Maintain and improve transit to Niagara College and Brock University users. Unconventional Solutions •Investigate leading-edge technologies and delivery systems that establish Niagara as an innovator in the transit field; and, •Explore partnerships with other providers (e.g. GO Transit) where service delivery gaps exist. 19 1 2 Page 982 of 1510 Guiding Principles for Integrated Transit Guiding principles were first established in 2015 and subsequently endorsed by the Linking Niagara Transit Committee (LNTC).They have informed the development of the transit governance model for Niagara. Integrated •Be seamless with other modes of transportation and evolve according to overall transportation plans across Niagara (e.g. Transportation Master Plan and local Master Transit plans); •Integrated with and support daily GO train service; •Connect municipalities at hubs that are most appropriate for customers and the community; •Evolve according to long-term transportation planning, growth planning, and economic development opportunities; and, •Promote interconnectivity with systems that connect Niagara with the GTHA (e.g. GO Transit, Hamilton Street Railway). Economically Responsible •Recognize inter-municipal transit is a public service funded through property taxes, grants, and partial cost recovery through user-fees; •Balance financial costs with potential ridership and benefits; •Build on past transit investments by enhancing, not duplicating, existing services; and, •Explore alternative modes of delivery, particularly in small communities and rural areas. Fair •Respect existing investments made by communities with public transit and existing service levels; •Provide a basic level of services that can be accessed by as many Niagara residents as possible; •Balance respect for taxpayers with the ability of transit riders to pay fares; and, •Respect existing transit collective agreements.20 4 5 3 Page 983 of 1510 Reaching a Preferred Governance Model Introduction To determine a preferred governance model for Niagara’s integrated transit system, Optimus SBR and LTRT followed a systematic approach that followed five main steps.This report contains a summary of the key information and insights from each of these steps. Understanding the Current Situation Developed a mutual understanding of the current state of operations of the various transit entities in Niagara, and to understand how other jurisdictions approached the integration of their systems Modelling the Future Forecasted different growth scenarios for transit ridership in Niagara and outlined the costs/revenues associated with those forecasts Developing Options Outlined three different Governance models that could potentially be created to oversee integrated transit services in Niagara, and key evaluation criteria that would be used to choose a preferred model Recommending a Model The evaluation criteria was used to complete a detailed assessment of each model, and ultimately led to a recommendation Planning for Change Detailed phasing for how Niagara should move from the current state of transit services to a successful integrated system This report represents the culmination of research, analysis, and input from key stakeholders across Niagara Region to establish a way forward for transit integration.21Page 984 of 1510 Niagara Transit Governance Study 22 Current State & Leading Practices Page 985 of 1510 Introduction Current State & Leading Practices The first phase of this project involved a thorough review of the current state of transit in Niagara to identify what was working well and what challenges exist,hear different stakeholder perspectives,and better understand the benefits that an integrated system could bring to the region. Understanding the Current Situation Before work on evaluating and selecting different models for an integrated transit system could begin,it was critical to undertake a thorough review of what transit looks like in the Niagara Region today. A clear picture of the current state allowed us to understand what was feasible and not feasible with respect to transit integration in Niagara.Through this understanding,it was possible to devise different options for moving forward,assess which option had the most potential,and develop a realistic transitionplan for gettingthere. This was accomplished through a review of key data,engaging with representatives from transit system and external organization (e.g. Amalgamated Transit Union,Brock University),and also included a review of other jurisdictions that have undergone similar transit system integrations in the past. The findings from this phase of the project not only provided a sense of the transit-specific strengths/gaps in the current system and the potential size of an integrated one,but also enabled us to understand what was particularly important to different stakeholder groups with respect to transit in Niagara and what their initial impressions of an integrated system were.The data collected during this phase was also a key first step in forecasting future transit demand,and the information gained from researching how other jurisdictions structured and implemented their integration provided important insights and lessons learned that were applied to all subsequentphases of work. In the following slides,please find a summary of the Current State and Leading Practices Report,which includes an overview and key statistics about transit in the region,a financial summary,a snapshot of themes identified during engagement with key stakeholders,and a summary of insights gained from the review of other jurisdictions.23Page 986 of 1510 Current State & Leading Practices 24 System Assessment Page 987 of 1510 Niagara Transit System Overview 25 Niagara Region is home to twelve lower-tier municipalities and eight transit service providers.Cities,towns and hamlets are dispersed with large swaths of farmland and natural expanse between them.Page 988 of 1510 Niagara Transit System Overview System Assessment The region experiences diverse levels of transit services.Higher-quality transit services are generally correlated with higher levels of urbanization. 26 Overview Niagara Falls,St.Catharines and Welland are the largest local transit services and provide contracted service throughout the region. –Niagara Region contracts service on all intermunicipal routes to Niagara Falls, St.Catharines and Welland –Thorold contracts service from St.CatharinesTransit –Port Colborne contracts service from Welland Transit Niagara Region,in partnership with several municipalities in western Niagara,launched NRT OnDemand,an alternative transit service on August 17,2020. –The service was initially designed as a regional transit alternative connecting the communities of Grimsby, Wainfleet,Lincoln and West Lincoln with the larger urban centres in Niagara Region –Grimsby opted to introduce a new local transit service as part of NRT OnDemand to provide transit access within the community and connectivity to the planned GO Station. –Additionally,Lincoln and Pelham have completely replaced their local fixed -route transit services with NRT OnDemand. Fort Erie and Niagara-on-the-Lake operate their own local fixed-route transit services through third-party private contractors –The contractors are responsible for all service as well as supply and maintenance of vehicles, equipment and other assets –Only Niagara-on-the-Lake reports into the Canadian Urban Transit Association Wainfleet and West Lincoln Townships have no existing local transit service,but expansion of NRT OnDemand remains a future consideration.Page 989 of 1510 Niagara Transit System Overview 27 The following is a summary of 2019 key characteristics for transit in the region for the different systems: Municipality Ridership Service Hours Routes Revenue Vehicles Operating Expenses Operating Revenue Specialized Ridership Niagara Region Transit 1,065,933 85,070 18 21 $ 12,228,435 $ 4,878,503 29,995 Niagara Falls Transit 2,009,784 95,538 31 45 $ 12,521,213 $ 3,842,111 24,722 St. Catharines Transit Commission 4,731,453 152,181 24 73 14 Specialized $ 21,643,836 $ 8,704,665 28,166 Thorold (Provided by St. Catharines Transit) 286,037 11,779 3 N/A $ 1,347,798 $ 460,034 3,722 Welland Transit 738,998 42,509 9 18 4 Specialized $ 3,128,392 $ 1,359,467 12,802 Port Colborne (Provided by Welland Transit) 12,700*2,600 2 N/A $ 278,684 $ 18,838 N/A Fort Erie (Provided by 3rd Party)40,467 13,313 4 3 $ 972,740 $ 35,076 9,880 Lincoln (Provided by 3rd Party)2,000 2,064 3 1 $ 317,680 $ 51,851 N/A Niagara-on-the-Lake (Provided by 3rd Party)29,510*6,545*2 2 $ 667,416 $ 22,357 N/A* Pelham (Provided by 3rd Party)7,895 5,458 2 2 $ 445,090 $ 32,600 910 *Note that at the time of collection some data remains approximate since reporting may not yet have been completePage 990 of 1510 Access to Services Conventional transit services are accessible to over 390,000 people or approximately 85%of the region’s residents. 0.24 1.08 1.00 0.89 0.63 0.14 0.43 0.10 0.57 0.28 0.00 0.20 0.40 0.60 0.80 1.00 1.20 0 5 10 15 20 25 30 35 NRT NFT SCT WT TH PC FE LNC NOTL PLHM Service Hours per CapitaRiders per Service HourRidership and Service Hours by Agency (2019) Utilization (Riders / Service Hour) Service Hours / capita 28 o There is a stark discrepancy in the amount of service and the utilization of that service in large urban areas versus the smaller municipalities; o While this could be largely related to the density and urban form, it does call attention to the fact that utilization is driven by availability and utility of the service; and, o Note that service in Thorold is provided by St. Catharines Transit Commission and is considerably better performing than other smaller municipalities on the basis of riders per service hour.Page 991 of 1510 Current State & Leading Practices Financial Analysis 29Page 992 of 1510 Financial Performance 30 A financial performance summary was compiled based on CUTA statistics and information from each of the transit operators in Niagara for the year 2018.Page 993 of 1510 Operating Expenses and Revenues 31 This chart reflects the considerably large disparity in the investment in service and the service area that these agencies are responsible for. $6.90 $4.32 $2.73 $2.39 $3.10 $20.46 $23.17 $21.86 0 5 10 15 20 25 30 0 2500 5000 7500 10000 12500 15000 17500 20000 22500 25000 NRT NFT SCT WT TH PC FE LNC NOTL PLHM Dollars of Net Operating Expense per Rider ($)Dollars in Thousands ($)Operating Expenses and Revenues by Agency (2019) OpExp OpRev Net OpExp per Rider $132.91 $52.25 o St.Catharines,Niagara Falls and the Region have a considerably larger operatingbudgetthan any of the other agencies; o Fixed route services require discrete capital investments to provide base services and are often under utilized in smaller rural communities resulting in higher net operating costs per rider;and, o Note that for these purposes,operating revenue does not include grants and funding from external sources,such as gas tax funding applied to operating costs.Page 994 of 1510 Capital Asset Summary by Agency 32 This slide provides an overview of the purchase and book value of different agency’s capital assets 0 10 20 30 40 50 60 70 Niagara Region Transit Niagara Falls St Catharines Welland$ MillionsCapital Assets –Purchase Value Vehicles Land Facilities Equipment Technology 0 10 20 30 40 50 60 70 Niagara Region Transit Niagara Falls St Catharines Welland$ MillionsCapital Assets –Net Book Value Vehicles Land Facilities Equipment Technology Note that all agencies use a different amortization period for their vehicles. For the purposes of this comparison, a 12-year amortization period (useful life) was used for conventional transit vehicles, cutaway minibuses were given a 7-year useful life and paratransit vans a 5-year useful life. o Niagara Region Transit owns 21 vehicles that are designed to the standards by the local agency that operates the vehicle on behalf of the Region .Otherwise,the Region has no other major capital assets; o Niagara Falls, St.Catharinesand Welland have the largest capital asset inventory of the municipalities; o The smaller agencies and municipalities contract out service,and do not own the assets for service;and, o The exception is Fort Erie,which owns the smart card fare system technology onboard their vehicles.Page 995 of 1510 Total Forecast Capital Expenses 33 Local transit agencies are planning for large investments over the coming years. 0 5 10 15 20 25 30 35 2020 2021 2022 2023 2024 2025 2026 2027 2028$ MillionsTotal Forecast Capital Expenses 2020-2028 Niagara Falls Transit St. Catharines Transit Commission Welland Transit *Note that vehicles procured for Niagara Region Transit are configured based on the specifications of the local agency that will be providing the service and maintenance on the vehicle *Note that Niagara Region Transit intermunicipal service fleet requirements are included in the capital projections While core operating technologies (such as the CAD/AVL system and related components) are shared and integrated across all three local transit agencies, ancillary technologies such as fareboxes, paratransit scheduling and AVL, and asset management systems are not presently integrated. In addition to fleet renewal and minor infrastructure improvements,the three properties have plans for major facility improvements.Many of these initiatives already have committed funding as part of ICIP,including matching municipal funds: •Niagara Falls Transit had earmarked $ 7M for transit terminal and storage facility expansion in 2020 •Welland Transit had earmarked $13M for a new operations facility in 2021 •St.Catharines Transit had earmarked funds annually for major garage improvements totalling $15MPage 996 of 1510 Funding and Financing Service and Investment Operating Subsidies and Tax Levies o Most municipalities contribute to funding transit agencies within their cities and towns through either through their annual budgeting process,or by dedicated tax levies that are specifically allocated to transit; o In Niagara Region,most transit agencies operate as a division of the local municipality they reside in,and are funded directly through the annual municipal budget process;and, o St.Catharines Tra n sit Commission, which operates on a commission model, has secured a dedicated transit property tax levy approximately 0.07%or roughly $210 per year on a $300,000 home. Provincial Funding o Niagara Region Tran sit,as well as the local municipalities receive Gas Tax disbursements that are allocated to operating and capital transit investment.The 2018/19 allocations are listed below: o Lincoln will begin collecting Gas Tax disbursements in 2019/20. o Funding from the Safe Restart Agreement is beginning to flow to municipalities and transit agencies as part of the COVID-19 response,with eligible projects including service improvements and governance restructuring 34 Total NRT NFT SCT TH WEL PC FE LNC NOTL PEL Operating $1,649,400 $267,309 $ 532,000 -$250,993 -$112,754 $287,173 -$147,837 $ 51,334 Capital Total $4,806,134 $493,722 $ 914,000 $2,633,000 -$765,129 ----- $6,455,534 $761,031 $1,446,374 $2,633,000 $250,993 $765,129 $112,754 $287,173 -$ 47,837 $ 51,334 Page 997 of 1510 Funding and Financing Service and Investment cont. Federal Funding o Niagara Region Transit as well as Niagara Falls, St. Catharines and Welland applied for Public Transit Infrastructure Fund (PTIF) funding with the federal government for capital improvements and funding has been made available; o PTIF funding, which was made available to transit agencies across Canada, is a limited pool of $3.4 Billion that is allocated to transit agencies based on reported CUTA ridership figures; o Active applications for PTIF funding will be ongoing until the funds expire; and, o Investing in Canada Infrastructure Program (ICIP) funding has been approved, and provincial and federal funds have been committed for over $ 74M worth of capital investments through the first round of funding 35Page 998 of 1510 Current State & Leading Practices 36 Stakeholder Perspectives Page 999 of 1510 Stakeholder Engagement Findings 37 A number of stakeholders were engaged to gather insights and perspectives about the current state of transit services and key considerations for an integrated system.Some key considerations raised by stakeholders with regards to service and system planning included: Findings Connecting to Hubs:Integrated system should focus on connecting residents to important community hubs and landmarks in an efficient manner (e.g.hospitals,malls, schools,etc.).No trip to the hospital should take 2-3 hours. Seamless Rider Experience:Prioritize aligning service schedules and stops so that riders can move from point A to point B –with integrated fares. Collaboration with Regional and Municipal Staff: A coordinated effort will need to be undertaken to look at routes and determine the need that current construction projects will have for future transit service. Connecting with other Transit Entities:Integrating and/or connecting with other transit systems in the area,including GO,HSR,or coach bus. Building for Niagara’s Current and Future Needs:Ensuring that appropriate services are built to accommodate future residential and business developments and creating inter-municipal corridors will be important. Accessibility: Consider an automated booking service that allows users to book in advance given consistent medical needs. Community Engagement: Importance of ongoing and regular public communication and engagement in transit planning to ensure the voice of the rider is understood.Page 1000 of 1510 Current State & Leading Practices Leading Practices 38Page 1001 of 1510 Leading Practice Overview Leading Practices The following is a summary of the findings from the jurisdictional scan of four municipalities, including the regions of Durham, Waterloo and York, and the Edmonton Metropolitan Region. 39 Both Commission model and Centralized Delivery in use Financial Cumming Principle used for asset transfers and there is a varied approach to levies Transit & Operations Service Enhancements requires prioritization and considerable, investment Transition Significant communications efforts required to engage staff, unions and the public Lessons Learned Transfer of human resources to a new organizational structure is a significant undertaking Need to consider the magnitude of cultural change and legacy systems involved in transition planning A phased-in single tax levy has been successful elsewhere Ongoing communication is an important factor in bringing key stakeholders onboard Page 1002 of 1510 Summary of Findings: Leading Practices Leading Practices The following is a summary of the findings from the jurisdictional scan of four municipalities, including the regions of Durham,Waterloo and York,and the Edmonton Metropolitan Region. 40 •A governance body was set up for both the study for amalgamation, and the transition period. Membership often continued into the transition planning period. Governance •With the exception of Waterloo Region, which was a staff-only led Committee (and reported directly to Regional Council), the remaining amalgamations had an operationally focused oversight body that reported to a politically appointed oversight body. •York and Waterloo Regions both selected a governance model where transit resided as a department within the Regional Corporation, and reports to Regional Council through the Chief Administrative Officer. Edmonton and Durham selected a Commission model. Transit Service Planning & Operations •Due to the difference in transit services across the amalgamated municipalities, often considerable service enhancements were identified. These were prioritized and completed in a phased approach over 5 to 7 years. •Significant planning and resourcing is required for the transfer of human resources related matters, including contract negotiation, and placing staff within a revised organizational structure. •Fares were integrated across the amalgamated regions. •Collection of service metrics continued to be a challenge well after the transition period as amalgamated bodies reconciled legacy systems across local transit providers. Financial •There was a varied approach to the fee levy: Durham and York Regions instituted a unified levy, Waterloo implemented a differentiated fee levy (with the goal of a unified levy), and Edmonton will receive funding from municipalities based on budgeted operating revenues and expenses. Considerations •Municipalities typically started with applying area rated tax levies to apportion the cost of the transit services being provided to each community, then moved to introduce single urban tax levy and maintain area rates for rural areas.Page 1003 of 1510 Summary of Findings: Leading Practices Leading Practices The following is a summary of the findings from the jurisdictional scan of four municipalities, including the regions of Durham, Waterloo and York, and the Edmonton Metropolitan Region. 41 Financial •The Cumming Principle was utilized in most cases for transfer of assets. Considerations •Transit related development charges were transferred to the regions of Durham and Waterloo. •All municipalities documented the transition plan in a joint agreement between transit providers and established a transition period between 1 to 2 years. Transition Planning •Most Plans focused that transition period on bringing the transit systems together, not on significant changes to services and service levels. •Significant communication resources required to inform and engage both impacted staff and unions, and members of the public. •Consideration needs to be taken on how and why resources are transferred to the amalgamated organizational structure. Lessons •A single tax levy being implemented from the beginning, through a phased approach had been made successful through a concurring commitment to provide service in areas that had no transit services. Learned •Do not underestimate the magnitude of cultural change and legacy systems involved in transition planning. •Ongoing communication to the public, province, and municipal governments is an important factor in bringing key stakeholders onboard.Page 1004 of 1510 Current State & Leading Practices Summary 42Page 1005 of 1510 Summary Current State & Leading Practices The current state has broad implications for the future of transit in Niagara,and the long- term design and development of an integrated transit agency.Key findings that a future integrated system will need to consider include: 43 Implications for Integration with respect to availabilityand frequency of service,and ensuring basic levels of equity for accessing services. Manage the differences in transit service expectations from residents of different municipalities.The relative lack of population density in a large part of the region and the pockets of density located in the major municipalities –including the fact that 85%of the region’s population still lives within a 15- minute walk of transit services,and over half of the population within a 5-minute walk. The large swathes of ruraland undeveloped land within the region and how these will be served. The differences in financial contribution of the three largest municipalities in terms of operating dollars per capita compared to the smaller transit agencies. That the larger municipalities have substantial planned investments that will need to be maintained toward fleet and facility renewal. That agencies have already begun to integrate technologies across the region. The financial and legal impact of transferring existing contracts municipalities to the future integrated system. How the three CBAs with the ATU are to be consolidated into a single agreement. The means and degree to which the new integrated agency will take on the current staff complements of the different transit agencies, and the method by which leadership positions will be filled.Page 1006 of 1510 Niagara Transit Governance Study Future State Transit Service Plan 44Page 1007 of 1510 Introduction Future State Transit Service Plan The second phase of work in this project,the Future State Transit Service Plan,was a critical milestone as it provided insight into the potential growth of transit in Niagara Region and its implications for an integrated transit system. Modelling the Future Understanding the future demand on the Region's transit network is an important consideration in planning for it.By forecasting ridership growth,and capital and operating costs,one can gain a clearer picture of the benefits that an integrated transit system could bring to Niagara,and also better understand the environment that this integrated system will be operating in.While not a direct input into the governance structure recommendations,the results of the Future State Transit Service Plan provide critical context of how residents and workers in Niagara Region will utilize the services providedby this new entity. As part of this study,an in-depth analysis of the Transportation Tomorrow Survey and the Ontario Growth Plan was undertaken,as well as observed transit data to identify a set of changing trends and important considerations for the 2031 horizon.In addition to this,a forecast of future demand estimates for the preferred network was undertaken,which was achieved by adjusting information related to routes, headways,fare policy, and more. The following slides contain a summary of this Future State Plan that outlines the potential growth in transit ridership in Niagara.The assessment has identified a latent demand for transit that the current status quo system is unable to accommodate because of its inability to effectively support inter-municipal trips with first-and last-mile connections.Through integration,however,Niagara has the opportunity to spur this latent demand and accommodate ridership growth throughout the Region.This new entity will have the capacity, scale,and flexibility to build a system that reacts to not only the demand within a particular municipality,but that drives transit ridership growth across the Region. Current State and Leading Practices Future State Transit Service Plan Model Options Development Model Analysis Transition Planning 45Page 1008 of 1510 Within 10-years of amalgamation, transit mode sharecould increase between 0.9% – 1.8% 46 This is consistent with peer jurisdictions,who experienced between 30%and 130%mode share increases post amalgamation,independent of population growth. After amalgamation of local transit services,Durham,Waterloo and York Regions all experienced a substantial increase in transit utilization. In contrast,the local transit mode share in Niagara Region has remained largely constant over the past twenty years. Note:this chart excludes all “GO Transit Only”trips,and focuses entirely on transit trips that utilize some form of local transit 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 1996 2001 2006 2011 2016Transit’s Mode Share of All Regional TripsDurham York Waterloo Niagara York Region Transit begins operations (2001) Grand River Transit begins operations (2000) Durham Region Transit begins operations (2006)Page 1009 of 1510 Transit Demand in the 2031 Horizon 47 In all tested scenarios with fully integrated transit services,the total number of transit trips greatly outpaces the status quo The consultants worked in collaboration with IBI Group to produce a set of comparable 2031 AM Peak Period transit forecasts using the Region's Transportation Model.The future network in the model was updated to the preferred network,including the express service options,and a preliminary fare-policy was recommended. The high growth scenario considers the results of the advanced modelling analysis and includes recent trends in growth and demand and identifies an apparent latent demand for improved regional transit integration. This scenario employs the increasing trends in modal share observed at peer transit agencies after amalgamation of local transit services.While this represents a considerably greater demand for transit in the 2031 horizon, the approach employed to consolidate these results ensures that the most current transit ridership trends are adequately captured. Total Trips Originating from and/or Destined within Niagara Region Status Quo Low Growth High Growth AM Peak Period 4,7706,99015,180Transit Demand Note that this assessment does not represent a rigorous modelling exercise and should only be leveraged for the purposes of providing broader context to the overall transit governance strategy. The Status Quo scenario assumes 2%annual growth.Page 1010 of 1510 After service integration,transit ridership is expected to grow byupto80%region-wide by 2031 in the High-Growth Scenario Service integration will allow for more seamless travel region-wide. With appropriate service enhancements, every local municipality will have substantial growth in transit ridership 48Note that growth rates for Grimsby, Wainfleet and West Lincoln are excluded since there was no transit service in 2019Page 1011 of 1510 Demand for specialized transit service isexpectedto grow between 20%and 40% 49 Future State Transit Service Plan 2018 Observed 2021 Forecast 2031 Forecast Total Clients 4,390 4,580 –4,780 5,300 –6,360 Total Trips 124,087 129,460 –135,025 149,865 –179,840 Ambulatory / Non- ambulatory Patient Trips 30,684 / 93,403 32,015 –33,390 / 97,445 –101,635 37,058 –44,470 / 112,810 –135,370 Trips with / without a support person 22,725 / 101,362 23,710 –24,730 / 105,750 –110,295 27,445 –32,935 122,420 –146,905 0 25 50 75 100 125 150 175 200 ThousandsGrowth in Specialized Transit Trips Low Growth High Growth Data and growth rates extracted from the January 2020 Niagara Specialized Transit report (IBI Group, 2020)Page 1012 of 1510 Expected Service Growth 50 Transit service must increase dramatically over the first ten years to meet ridership demand after amalgamation. Region-wide,capacity must increase by over 300,000 service-hours (approximately 95%increase over 2019)in the high-growth scenario. Municipality Ridership (2019) Anticipated Annual Trips (2031) Service Hours (2019) Estimated Service Hours Required (2031) Intermunicipal Services 1,065,933 2,080,000 –3,420,000 85,070 105,000 –198,000 Niagara Falls 2,009,784 2,085,000 –3,430,000 95,538 99,000 –165,000 St. Catharines 4,731,453 4,600,000 –7,100,000 152,181 148,000 –230,000 Welland 738,998 870,000 –1,440,000 42,509 50,000 –83,000 Port Colborne 12,700 20,000 –40,000*2,600 8,500+ Thorold 286,037 255,000 –450,000 11,779 12,000 –19,000* Fort Erie 40,467 49,000 –81,000*13,313 16,000 –27,000 Niagara-On-The-Lake 29,510 22,000 –37,000*6,545 8,500+ Grimsby (On-Demand)~N/A 5,000 –9,000*N/A 3,500+ Lincoln (On-Demand)~2,000 6,000 –10,000*2,064 3,500+ Pelham (On-Demand)~7,895 15,000 –26,000*5,458 5,500+ West Niagara (On-Demand)~N/A 290,000 –475,000*N/A 42,000 –56,000 Summary 8,924,777 10,030,000 –16,200,000 417,057 502,000 –803,000 •*Note: the demand models employed are less effective at predicting ridership precisely in smaller municipalities and areas with now existing transit service; these values should be considered carefully in this context. •+Note: service hour growth for Port Colborne and Niagara-on-the-Lake is required for ensuring customers have equal access to transit throughout the region by providing equivalent service levels and span-of-service to other local municipalities •~Note: West Niagara Intermunicipal On-Demand is separate from local on-demand service in Grimsby, Lincoln or PelhamPage 1013 of 1510 Service Improvement Increments 51 Future State Transit Service Plan Initialization Phase 2021 – 2022 •Initialization of the new integrated service •Harmonize costs and hourly rates for operators and staff •Initial phases of harmonized fares are implemented •Implement an integrated fare system and associated technology to support region- wide travel •Improve services in Port Colborne, Fort Erie and Niagara- on-the-Lake to ensure consistency across the region Growth Phase 2023 - 2026 •Considerable investment in service hours across the region •Expansion of fleet and facilities to accommodate growth •Potential demand for incremental investment in transit priority measures such as queue jump lanes, transit signal priority and dedicated right-of-way Future Outlook 2026 - 2031 •Incremental transition to an integrated fare for region-wide travel to drive ridership growth and ensure seamless and fair access to opportunities by transit •New services and infrastructure investment into higher-order transit such as Bus Rapid Transit •Implementation of fixed-route services into West-Niagara to satisfy growing transit demandPage 1014 of 1510 Operating Cost Comparison Across Scenarios 52 Assuming a “Go-Live”date in the fiscal year of 2022,the new entity will need to make considerable investments in order to satisfy the demand for transit services in the region. Service investment in order to achieve high growth is approximately 55%greater than the Status Quo scenario.Savings in the low-growth scenario are driven by lower more strategic investment in services and a reduced administrative burden over the status quo.Notice that the average cost-per-trip is lower in both the low growth and high growth scenarios. $120 $100 $80 $60 $40 $20 $-nseillionsMpeEx ngitarpe OlnnuaA2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Change per Trip $ 53.8 $ 55.4 $ 55.4 $ 56.1 $ 56.9 $ 57.6 $ 58.4 $ 59.2 $ 60.0 $ 60.8 $ 61.7 $ 62.5 $ 63.4 1.44%$ 9.16 $ 53.8 $ 55.4 $ 54.6 $ 55.4 $ 57.3 $ 58.3 $ 59.2 $ 60.2 $ 61.1 $ 61.5 $ 62.5 $ 63.4 $ 64.4 1.79%$ 8.78 $ 53.8 $ 55.4 $ 54.6 $ 55.4 $ 60.7 $ 69.3 $ 73.5 $ 77.1 $ 81.3 $ 84.9 $ 89.1 $ 93.2 $ 96.8 7.74%$ 8.39 Status Quo Low Growth High Growth Note that costs and revenues represent real dollars ($2019) and are not adjusted for inflation Operating Costs in Millions Integrated transit service begins Avg Annual Avg Cost Page 1015 of 1510 Implementing an integrated fare structure is critical to achieving ridership growth targets 53 Future State Transit Service Plan Additional consideration should be made for the impact on changing fare policy on the post-secondary student pass programs at Brock University and Niagara College. Note that for this analysis it is assumed that the Post-Secondary UPass Program is tied to enrollment, not student ridership, and thus remains constant under all future scenarios. 2022 2031 Start-of-Service Status-Quo Integrated Transit Fares Regional Cash Fare $ 6.00 $ 6.00 $ 3.00 -$ 3.50 Local Cash Fare $ 3.00 $ 3.00 $ 3.00 -$ 3.50 Total Customer Journeys 6.2M –6.5M 6.8M 7.3M –10.8M Student Customers 3.6M 3.7M 4.0M –5.4M Non-student Customers 2.7M –2.9M 3.0M 3.3M –5.4M Total Revenue $ 18.2M -$ 18.5M $ 20.1M $ 20.3 –$ 29.2M Post-Secondary Pass Program Revenue $ 10.5M $ 11.6M $ 11.6M General Fare Revenue $ 7.7M -$ 8.0M $ 8.5M $ 8.7M –$ 17.6M Average Revenue per Trip $ 2.84 –$ 2.91 $ 2.91 $ 2.53 –$ 2.77 Note that costs and revenues represent real dollars ($2019) and are not adjusted for inflationPage 1016 of 1510 Specialized Transit Operating Cost Comparison 54 Future State Transit Service Plan Operating Costs in Millionss$10.0 neillio$9.0 nsM$8.0 pe$7.0 Ex $6.0 ngita$5.0 rpe$4.0 Ol$3.0 nnua$2.0 A$1.0 $0.0 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Low Growth High Growth $ 5.6 $ 6.0 $ 6.4 $ 6.5 $ 6.6 $ 6.7 $ 6.8 $ 6.8 $ 6.9 $ 7.1 $ 7.2 $ 7.3 $ 7.4 $ 5.7 $ 6.2 $ 6.6 $ 6.8 $ 7.0 $ 7.3 $ 7.5 $ 7.7 $ 7.9 $ 8.1 $ 8.4 $ 8.6 $ 8.8 Integrated transit service begins 20% Note that costs and revenues represent real dollars ($2019) and are not adjusted for inflationPage 1017 of 1510 Major Capital Investments 55 While several key investments in technology and infrastructure will be required to address service growth throughout the region,over $74M-worth of projects have committed funding from the federal and provincial governments through ICIP and are anticipated to advance within the next few years. •Up to 82, 40’ transit vehicles and 38, 60’ articulated transit vehicles by 2031 (in the High Growth scenario) •Further consideration for facilities may be required as alternative propulsion methods (e.g. hydrogen, battery-electric, etc.) are considered $ 95,000,000 between 2021 and 2031 ($ 9.5M/year on average) •Niagara Falls Transit indicated that they intend to commit capital funding to improve existing terminal facilities within the City.$ 4,500,000 in 2020/2021 •A new facility will replace the existing Welland Transit Garage, and is particularly useful for the high growth scenario •The site is ideally situated in close proximity to most endpoints of inter- municipal services, making it preferable for servicing and overnight storage of those vehicles, in addition to vehicles assigned to Welland, Port Colborne and Fort Erie $ 13,000,000 to $ 16,000,000 in 2022 to 2025 •St. Catharines Transit has indicated that garage facility upgrades will be required within the next ten years •Services in St. Catharines will also experience the largest growth requirements for fleet, which will further strain existing garage facilities $ 15,000,000 to $ 20,000,000 in 2025 to 2027 •Integrated electronic fare collection system is required at launch •It is anticipated that the existing ITS systems will require replacement towards the end of the ten-year horizon. •With a larger fleet and an expectation of changing technologies, this investment will be substantial Up to $ 7,500,000 for fare system depending on technology $ 20,000,000 to $ 30,000,000 in 2028 to 2030 Note that these are intended for consideration and high-level estimation of capital cost requirements and not intended to replace a more fulsome business case or investment study.Page 1018 of 1510 Future State Transit Service Plan Summary 56Page 1019 of 1510 Integration Will Drive Ridership Growth By way of investments and harmonization of services and fares,transit under an amalgamated system is anticipated to become a more frequently used means of transportation in the region, with ridership outpacing the status quo. Key Highlights Transit ridership forecasts indicate a latent demand for inter-municipal transit travel that the existing disconnected transit providers are unable to accommodate.As a result,transit ridership growth across the region is driven by improved inter-municipaltransit tripsand improved connections to GO Transit rail services. By investing in targeted projects and services to grow the transit mode share throughout the region,transit ridershipregion-wide could grow by over 80%by 2031 under an amalgamated transit service. It is anticipated that Niagara Region,like its peer jurisdictions will experience a transit mode share growth of 30%to 130%within ten years of amalgamation. Capital investment of between $70M and $155M between 2021 and 2031 may be required to address service and demand growth.Provincial Gas Tax revenue could result in up to $50M - $80M in revenue over the same ten years. Over $70M-worth of near-and mid-term projects have committed funds from the federal and provincial governments through ICIP. An integrated single fare is critical to driving ridership growth and could be achieved in a way that is revenue-neutral if implemented progressively as ridership grows.While an integrated payment system and harmonized fare structure will be required at the start of service,a single fare region-wide can be implemented over time. Key Considerations Operating costs could be impacted by governance decisions around harmonization of salaries and hourly rates for staff and operators Subsidy and alternative revenue generation will have to be considered,particularly the allocation of gas tax funds to capital and operating expenses. The new entity will be responsible for delivering and investing in service to drive aspirational ridership growth,no matter what governance structure is implemented. The new organization will be responsible for establishing transit service standards region-wide,which must balance cost effectiveness of various transit modes with the necessary levels of service to increase ridership and improve the public perception of transit’s effectiveness in Niagara Region. Future State Transit Service Plan 57Page 1020 of 1510 Niagara Transit Governance Study Model Options, Analysis, and Recommendation 58Page 1021 of 1510 Introduction Model Options, Analysis, and Recommendation The third and fourth phases of work involved developing potential model options, evaluating their potential,and ultimately recommending a preferred model for Niagara’s integrated transit system. Developing and Evaluating Potential Options Once a thorough understanding of the current state of transit and the potential future growth in Niagara was complete,the information gained was used to develop three potential governance models that would be capable of delivering transit services in the region and meeting service expectations now,and in the future. All three of these options were considered to be capable of meeting Niagara’s transit needs,but in order to determine which model would be best suited for the region,a thorough analysis was undertaken during which each option was evaluated against a series of criteria that spanned the domains of operations, finance,stakeholder equity and input, and ease of implementation.Once that analysis was completed, the preferred model was identified. This section contains an overview of each of the proposed transit system models,a description of the evaluation criteria used to evaluate them against each other,and a summary of the results of this analysis.Moreover,the closing slides of this section contain a summary of the rationale for the recommended model,a brief overview of some key risks and considerations that will need to be addressed as the integration moves forward,and additionalinformation around organizationaland governance structurethat has been recommended. Current State and Leading Practices Future State Transit Service Plan Model Options Development Model Analysis Transition Planning 59Page 1022 of 1510 Model Options, Analysis, and Recommendation Model Options Overview 60Page 1023 of 1510 Model Options Overview Model Options Overview Following the completion of the current state review,the jurisdictional scan,and the development of the future state plan,three potential governance models were developed: Limited Commission o Transit Service is governed by a regional commission with representation from local elected officials. o Commission reports to Regional Council o Strategic decision making for Transit Service is directed by Regional Council o Relies on corporate services but retains transit-related services in-house •Durham Region Full Commission o Distinct entity independent from Regional Council o Governed by a board of appointed members, equitably selected by Regional Council o Responsible for all transit planning and delivery o Budget allotment approved by Regional Council o Makes limited use of Regional services except where service sharing does not impede agility or independence •Edmonton •TTC •St. Catharines Regional Division o Division within Niagara Region’s Public Works department o Regional Council remains the governing body of the transit division o Strategic decision making for Transit Service is directed by Regional Council o Integrated into the Regional administration similar to other service delivery departments •York Region •Waterloo Region Transit System Examples 61Page 1024 of 1510 Model: Limited Commission Model Options Overview The governance models highlighted in the previous slide have many similarities and differences.The following slides contain a comparison of them by reviewing a few key characteristics: 62 Governance Structure & Decision Making •Commission membership is a combination of Local and Regionally elected representatives and would have representation from all local area municipalities in the Region, selected by their respective Council and appointed by Regional Council. There is also opportunity for non-elected members of the public to be members of Commission. •Commission acts as an Advisory group to Council where strategic decisions for service standards, service levels, budgets, and fares are made by Regional Council. •Commission decision making is focused on operating policies to implement and deliver transit services and collect fares. Organizational Structure and Shared Services •Will take advantage of Regional corporate services and therefore can expect a reduction in FTE. Shared corporate support services can be purchased from Niagara Region for areas such as Finance, HR, Legal, Service Planning, etc. •To ensure adaptability, the Commission will retain such transit-related services as procurement, fleet maintenance, and communications to ensure transit-specific autonomy is provided but also allows leveraging of corporate supports. Funding Sources •Regional Council will make the funding decisions based on recommendations from the Commission regarding annual service levels and fare strategy. •Funding sources include transit fares, Provincial and Federal funds, with the Municipality subsidizing net operating costs and funding the capital program.Page 1025 of 1510 Model: Full Commission Model Options Overview 63 Governance Structure & Decision Making •Commission would be a distinct entity incorporated through the Municipal Act and independent from Regional Council. The Commission would be an agency of the Region of Niagara through the Municipal Act. •Governed by a Commission of appointed members, who are composed of a combination of elected and non-elected individuals, nominated and appointed by Regional Council. •Commission is single point of responsibility for transit service planning and delivery and is empowered to make strategic and operational decisions regarding transit service planning and delivery based on the funding approval from Regional Council. Organizational Structure and Shared Services •Commission is a ‘purpose-built’ transit planning and delivery agency. •Financial reporting for Transit Commission is independent of Regional Council and has agency specific methods and systems in place. •Transit agency-specific methods and systems in place for IT, HR, legal, service planning. Funding Sources •Commission will set fare policy and deliver service within the budget allotment approved by Regional Council. •Funding sources include transit fares, Provincial and Federal funds, with the member municipalities subsidizing net operating costs and funding the capital program.Page 1026 of 1510 Model: Regional Division Model Options Overview 64 Governance Structure & Decision Making •The Regional Council remains the governing body of the transit division (much like Niagara Region Transit currently). •A Transit Committee of Council should be created to provide oversight during transition and early years of operation. Regional Council makes decisions for service standards, service levels, budgets and fares. •Staff administers the Transit program as approved by Regional Council to deliver transit services and collect fares. •Decision making for Transit Service is directed by Regional Council which has locally elected representation. Organizational Structure and Shared Services •Transit Services are integrated into the Regional administration similar to other service delivery departments. •Corporate support services will be provided and charged to transit services as determined by internal Regional policy. Funding Sources •Regional Council will make the funding decisions based on recommendations from Staff regarding annual service levels and fare strategy. •Funding sources include transit fares, Provincial and Federal funds, from the Municipality subsidizing net operating costs and funding the capital program. •Regional Council will determine tax levy and capital program needs and financing through debentures, capital reserves and development charges.Page 1027 of 1510 Model Options, Analysis, and Recommendation Evaluating the Different Model Options 65Page 1028 of 1510 Overview of Criteria 66 Four separate evaluation categories were used to evaluate and compare the different model options.Within each category are more detailed criteria upon which models were evaluated.The results of this evaluation will then enable the selection of a recommended model. Recommended Model Stakeholder Input and Equity Stakeholder Input and Equity is the degree to which the integrated transit entity makes decisions in the best interest of the region,balances regional transit priorities with regional equity, and allows for local municipal autonomy and input Governance and Operations The governance and operational characteristics that allow the transit entity to achieve transit objectives and accommodate future growth Financial Impact The financial implications of implementing and operating the integrated transit entity Ease of Implementation The complexity associated with transitioning from current state to the integrated transit entity Page 1029 of 1510 Overview of Analysis The following points provide additional context for the development of evaluation criteria and how evaluation was conducted: Perspective Taken for Analysis o The objective of the model analysis is to determine which governance model would best deliver on the ambitions outlined in the Future State Transit Service Plan. o The Future State Tr a nsit Service Plan was not a direct input into the governance structure recommendation,however it provided critical context of how residents and workers in Niagara region will utilize the services.Evaluation criteria may be perceived differently by different stakeholders.With regards to the evaluation,models were assessed by looking at which best serves the interest of the region and its aspirations to make transit a more viable alternative for commuters, students,residents, and tourists alike. Structure of this Section o The Summary of Analysis section in the following slides provides the scores within the four evaluation categories with a high-level rationale.The Harvey Ball Method was used, which depicts a visual representation of the model comparison.This method was chosen at they are useful in demonstrating the results of relative analysis,particularly for more qualitative measures.In the full ‘Model Analysis Report’,greater detail is provided on the rationale for the ratings of each criteria. Evaluation Category and Criteria Weighting o To further analyze the results of the model options analysis,several different weighting scenarios were applied to understand the impact that placing different levels of importance of particular categories or criteria would have on the final recommendation.It was found that there was no impact and therefore no weighting was applied.67Page 1030 of 1510 Assumptions To compare these different model options,some key assumptions were made to ensure a thorough and fair evaluation: 1.Initial transit services will be based on transfer of existing services Meaning that service levels and commitments will remain largely the same for all municipalities at launch of the integrated transit entity for a defined period of time (likely 2-3 years,in agreement with Local Area Municipalities),with some expansion of service over the few years to ensure consistency across the region. 2. Cummings Principle will be used to transfer assets The premise of the Cumming Principle is to transfer assets (and related outstanding liabilities),from one municipality to another with no additional compensation since transferring assets for additional compensation results in the taxpayer paying twice for the same public asset.This Principle has been applied for over four decades in the municipal setting throughout Ontario,and in the vast majority of transit consolidations reviewed as leading practices.The use of the Cummings Principle is also well aligned to the guiding principle of fairness,which respects the existing investments made by communities on behalf of taxpayers. 3.Investments in service will meet the transit demands across the network This includes ensuring that the span of service across the Region is consistent and that all parts of the region have access to some form of transit service on a prioritized basis over time,and that as demand grows, service levels will increase to meet the demand. Evaluating the Different Model Options 68Page 1031 of 1510 Model Options, Analysis, and Recommendation Summary of Analysis: Governance and Operations 69Page 1032 of 1510 Summary 70 The governance and operational characteristics that allow the transit entity to achieve transit objectives and accommodate future growth. Criteria Description Limited Commission Full Commission Regional Division Authority and Accountability in Driving Change Speaks to the accountability and decision making power held by the transit entity. Agility and Flexibility Ability for the entity to move from decision to action,and to react quickly to environmental changes, new legislation, advancing technology,and changing user demands. Accommodates Future Growth Ability of the future transit entity to respond to projected ridership and service growth forecasted in the Future State Transit Service Plan. Public Perception Public perception refers to the brand and image of the transit entity in the eyes of the citizens it is designed to serve. No alignment Little alignment Somewhat aligned Well aligned Strongly alignedPage 1033 of 1510 Authority and Accountability in Driving Change Category: Governance and Operations A transit entity with greater authority to drive change is one that can make decisions to build the desired transit network in Niagara while demonstrating accountability to the public in order to maintain ongoing support for continued transit investment and growth. Model Assessment Rationale Limited Commission The Limited Commission drives operational decision making and makes recommendations to Council on strategic matters,but may be viewed as less regionally accountable where recommendations are more locally focused resulting in lost support for transit growth. Full Commission The Full Commission is a separate body that operates independently of Regional Council apart from regular reporting and budgetary approvals, and are accountable for their own decisions,to maintain public and political support for ongoing transit investment. Regional Division The Regional Division model would rely on Regional Council for decision making and is expected to make more regionally-focused recommendations, although their accountability and support will be based on the broader perception of other Regional services delivery. While Regional Council maintains control over annual funding approvals,the Full Commission is still more empowered to drive change and influence transit in Niagara Region than the other two models and will be directly accountable for their decisions to maintain public and political support for ongoing transit investment. 71Page 1034 of 1510 Agility and Flexibility Category: Governance and Operations The agility and flexibility of the transit entity refers to its ability to move from decision to action,and to react quickly to environmental changes,new legislation,advancing technology,and changing user demands. Model Assessment Rationale Limited Commission The challenges associated with the Limited Commission being an external organization but still relying on Council for key decisions and approvals will reduce its agility significantly. Full Commission The Full Commission’s ability to make decisions and quickly reprioritize as needed makes it more agile and flexible than the other models. Regional Division The Regional Division benefits from its location within the Regional structure to make best use of shared services and understand competing priorities,but must still seek Council approval and coordinate with other Departments before taking action on strategic matters . Full Commissions is more capable of reacting to environmental change, moving from idea to action,and mobilizing their workforce to pivot and respond to external pressure and needs. 72Page 1035 of 1510 Accommodates Future Growth Category: Governance and Operations Accommodation of future growth speaks to the ability of the future transit entity to respond to projected ridership and service growth forecasted in the Future State Transit Service Plan. Model Assessment Rationale Limited Commission Though exclusively focused on transit and able to leverage economies of scale,the Limited Commission may be less apt to making growth decisions with a regional lens. Full Commission The Full Commission’s ability to make regionally-focused decisions and be flexible to growing and changing needs make it more able to accommodate it. Regional Division A Division's ability to secure ongoing funding,make regionally-focused decisions,and better coordinate with other regional services position it well to accommodate future growth. The ability to accommodate future growth will be largely based on funding and ability to make regionally-focused decisions,thus making the Full Commission and Regional Division the strongest options. 73Page 1036 of 1510 Public Perception Category: Governance and Operations Public perception refers to the brand and image of the transit entity in the eyes of the citizens it is designed to serve. 74 Model Assessment Rationale Limited Commission At launch,a regionally-focused transit entity delivering integrated and equitable service to Niagara residents can be expected to receive favorable feedback from the public. However,neither a Commission or Regional Division governance model will hold an advantage in the long-term, as these systems have each received a share of scrutiny and critical attention from the public and media in the past. Ultimately,the new entity’s perception will be built around its service consistency and quality,communication, branding initiatives,and accountability. Full Commission Regional Division Either Commission or Regional Division model options are equally susceptible to scrutiny given historical controversies,and risk mitigation strategies and proper accountability measures will need to be incorporated into any chosen model.Page 1037 of 1510 Model Options, Analysis, and Recommendation Summary of Analysis: Financial Impact 75Page 1038 of 1510 76 Financial Impact Summary The financial implications of implementing and operating the integrated transit entity. Criteria Description Limited Commission Full Commission Regional Division Lower Cost of Implementation* The costs of implementing each model are associated with the complexity and the size of the organizations proposed. Operating Cost Efficiency* Operating costs and efficiencies relate to how much a transit agency will spend,but more importantly how effectively those dollars are allocated to services throughoutthe region. Financial Decision Making Financial decision making refers to decisions leading to transit operating and capital costs,and decisions regarding how to generate the necessary funding, and ability to secure budget approvals. Potential for Ongoing Financial Support The potential for ongoing financial support to fund the necessary investment to build and maintain a transit network which offers seamless travel within Niagara, while also supporting connections with GO Transit services. No alignment Little alignment Somewhat aligned Well aligned Strongly aligned *With regards to Costs of Implementation and Operating Cost Efficiency, a full circle represents lower relative costsPage 1039 of 1510 Category: Financial Impact Lower Cost of Implementation* The costs of implementing each model are associated with the complexity and the size of the organizations proposed. 77 Model Assessment Rationale Limited Commission 2 Both the Limited and Full Commission models will require an investment in start-up costs. These costs would include the legal costs associated with establishing the Commission in the Municipal Act and associated local bylaws as well as selecting and moving staff and physical resources to a consolidated office location.Full Commission 2 Regional Division 2 Implementing a Regional Division in municipal bylaw will likely require less effort. However the costs are not anticipated to be substantially lower than the Commission models. The governance model options are anticipated to have similar order of magnitude' implementation costs No alignment Little alignment Somewhat aligned Well aligned Strongly alignedPage 1040 of 1510 78 Financial Impact Operating Cost Efficiency* Operating cost efficiency relates to how effectively those operating expenses are at providing highly efficient transit services. Model Assessment Rationale Limited Commission The Limited Commission will have budgetary restrictions and be required to provide the desired service levels within their approved annual budget. However,a Limited Commission may receive greater local area municipality input on day-to-day service-related decisions which may result in changes to service that require sacrifices to service efficiency to address other priorities. Full Commission The Full Commission will likely have the greatest budgetary restrictions and will have to ensure that all operations and unanticipated changes to the service are accommodated within their approved annual budget.As such,they will likely be required to providethe most effective service within their financial means. Regional Division Regional Division will have greater budgetary flexibility,being able to capitalize on budget savings in other regional departments to make unanticipated changes to service.Additionally,a Regional Division may receive greater local area municipality input in day-to-day service-related decisions which may then be supported by budgetary amendments at council rather than identifying internalefficiencies. A Full Commission could provide the greatest value for operating expenses invested in service by ensuring that services are allocated as efficiently as possible within budgetary constraints.This trend seems to be supported by peer agency review. No alignment Little alignment Somewhat aligned Well aligned Strongly aligned *With regards to Costs of Implementation and Operating Cost Efficiency, a full circle represents lower relative costsPage 1041 of 1510 Category: Financial Impact Financial Decision Making Financial decision making refers to decisions leading to transit operating and capital costs, along with decisions regarding how to generate the necessary funding, and the ability to secure budget approvals. 79 Model Assessment Rationale Limited Commission The Limited Commission defers to Council for all strategic decisions,which are informed by recommendations from the Commission. Full Commission Apart from annual operating and capital budget approvals, all financial decisions are made by the Commission. Regional Division The Regional Division must take a broader look at regional priorities when recommending action to Council. Regional Council holds the ultimate financial decision-making responsibility through the approval of the annual budget for all models,but the Full Commission Model has the most independence to make strategic decisions which drive financial outcomes for transit services. Little alignment Somewhat aligned Well aligned Strongly alignedPage 1042 of 1510 Category: Financial Impact Potential for Ongoing Financial Support The potential for ongoing financial support to fund the necessary investment over several years,to build and maintain a transit network which offers seamless travel within Niagara, while also supporting connections with GO Transit services 80 Model Assessment Rationale Limited Commission Financial recommendations to Council may not be supported if they are deemed to be too locally focused or not viewed as forwarding regional priorities.The budget request would be separate from the Region’s internal budgetary process. Full Commission While exclusively focused on transit,the Full Commission may be less aligned with other regional priorities and achieve less Council support.The budget request would be separate from the Region’s internal budgetary process. Regional Division This model offers the closest integration with other regional priorities and thus increases the potential for ongoing financialsupport. Regional Council holds the ultimate financial decision-making responsibility,and the Regional Division offers an advantage by being integrated and aligned with other internal Regional priorities and can leverage this to obtain ongoing financial support. Little alignment Somewhat aligned Well aligned Strongly alignedPage 1043 of 1510 Model Options, Analysis, and Recommendation Summary of Analysis: Stakeholder Input and Equity 81Page 1044 of 1510 82 Stakeholder Input and Equity Summary Stakeholder Input and Equity is the degree to which the integrated transit entity makes decisions in the best interest of the region,balances regional transit priorities with regional equity,and allows for local municipal autonomy and input. Criteria Description Limited Commission Full Commission Regional Division Equity Ability to balance the needs and perspectives of larger and smaller municipalities. Serves the Public Interest The degree to which the integrated transit agency can make decisions that contribute to the broader public good and the region’s aspirations overall,and informed by public engagement and input. Municipal Input The degree to which local area municipalities will be able to provide input into service planning and delivery decisions, while also maintaining local autonomy. No alignment Little alignment Somewhat aligned Well aligned Strongly alignedPage 1045 of 1510 Category: Stakeholder Input and Equity Equity A transit entity with greater consideration of equity will be able to balance the various needs and interests across Niagara Region,and can implement decisions that may not always be the most popular,cost-effective,or well received by a particular community. 83 Model Assessment Rationale Limited Commission Due to the Limited Commissions more diverse and LAM- representative composition it is better suited to take on broader municipal input into the design of standards and strive to make them more equitable. Full Commission The Full Commission’s independence allows it more flexibility to effectively apply the standards,however it is less effective at incorporating a regional focus. Regional Division This model can more effectively design standards through a broader approach to equity, but is less suited to apply the standards without influence. The Limited Commission holds a slight advantage in terms of ability to promote equitable transit service delivery through more diverse and transit-focused decision making,and less impacted by external influence and political considerations. Little alignment Somewhat aligned Well aligned Strongly alignedPage 1046 of 1510 Category: Stakeholder Input and Equity Serves the Public Interest The degree to which the integrated transit agency can make decisions that contribute to the broader public good and the region’s aspirations overall,and informed by public engagement and input. 84 Model Assessment Rationale Limited Commission A Commission model, whether Limited or Full, is similarly able to gather public input on transit services,in a more focused manner through an emphasis on transit users to inform decision making and long-term plans.It is recommended that an advisory committee be considered to ensure that stakeholder input is heard and reflected within the Commission model.Full Commission Regional Division Long term planning for transit should not only consider community, and the built environment but can influence future decisions made for the region to align transit and broader community needs. A Regional Division holds an advantage, as the Region already provides a multitude of services that are connected to transit planning. Leading practices demonstrate that transit cannot be viewed as an isolated service,rather it is integrated with other disciplines. Little alignment Somewhat aligned Well aligned Strongly alignedPage 1047 of 1510 Category: Stakeholder Input and Equity Municipal Input The degree to which local area municipalities will be able to provide input into service planning and delivery decisions,while also maintaining local autonomy to influence tax policy related to municipal transit to enhance or increase local service. 85 Model Assessment Rationale Limited Commission This model provides LAMs with the greatest degree of input and influence over transit decision making through Regional Council and the representative Commission. Full Commission The Full Commission model is more independent and provides flexibility for LAMs to exert local autonomy and increase local services,but decreases their direct influence on overall decision making. Regional Division A Regional Division leverages existing decision-making structure and representation within Regional Council to make decisions regarding transit operations. Overall,both Commission models allow for comparable degrees of municipal input into transit-related decisions and autonomy to influence local service,though the Limited Commission allows for more direct LAM input. Little alignment Somewhat aligned Well aligned Strongly alignedPage 1048 of 1510 Model Options, Analysis, and Recommendation Summary of Analysis: Ease of Implementation 86Page 1049 of 1510 Summary 87 The complexity associated with transitioning from current state to the integrated transit entity. Criteria Description Limited Commission Full Commission Regional Division Staffing Resources Impacts Degree of suitability of the model with regards to transferring human resources to new entity,including the impact on FTE count. Labour Relations Degree of suitability of the model with regards to conducting negotiations and harmonizing collective agreements. Legal Implications Degree of suitability of the model with regards to the legal formation of the new transit entity. Asset Transfer Implications Degree of suitability of the model with regards to implementing the Cummings Principle to the required transfer of assets from the local municipalities to the new entity. No alignment Little alignment Somewhat aligned Well aligned Strongly alignedPage 1050 of 1510 Category: Ease of Implementation Staffing Resources Impacts Degree of suitability of the model with regards to transferring human resources to new entity,including the impact on FTE count. 88 Model Assessment Rationale Limited Commission 1 A Limited Commission may require the same or greater investment in staff resources than a Full Commission in order to handle the more frequent interactions with Regional Council despite the natural opportunities for increased utilization of shared services over a Full Commission. Full Commission 1 A Full Commission will require greater investment in in-house staff resources since it will likely duplicate the majority of services that could otherwise be shared in a Regional Division. Regional Division 3 A regional division will benefit from shared services in lowering their dedicated headcount.However,it is unclear what the FTE impact would be on the divisions responsible for providing the shared services. The Regional Division will benefit from shared services opportunities to lower the headcount over either commission models.However,consideration must be made for the staffing required in partner divisions that will provide those shared services. Little alignment Somewhat aligned Well aligned Strongly alignedPage 1051 of 1510 Category: Ease of Implementation Labour Relations Degree of suitability of the model with regards to conducting negotiations and harmonizing collective agreements. 89 Model Assessment Rationale Limited Commission 3 While a Limited Commission would be a separate entity and engage in its own bargaining practices,it is likely that decisions will be guided by CBA’s already negotiated at other Regional entities. Full Commission 4 A Full Commission would have full autonomy over its bargaining agreements with the transit unions across the region,and the shared understanding of transit operations will benefit negotiations to a greater degree than other models. Regional Division 2 A Regional Division will be beholden to negotiations and other agreements already in place in other Regional entities.Additionally it is possible that with other bargaining priorities the Region may not be able to negotiate. Since a full commission will have the greatest autonomy over its own labour relations,it is likely that it will be easiest to transition these resources and agreements of the three proposed models. Little alignment Somewhat aligned Well aligned Strongly alignedPage 1052 of 1510 Category: Ease of ImplementationLegal Implications Degree of suitability of the model with regards to the legal formation of the new transit entity. 90 Model Assessment Rationale Limited Commission 2 Both commission models will require an extensive municipal engagement process in order to change the Municipal Act to form the Transit Commission.This will likely involve obtaining the Triple- Majority from local city councils prior to passage at Regional Council.Only then will the amendment be submitted to the Province for approval.Establishing an appropriate mechanism for local municipalities to exercise their autonomy would be critical in the establishing amendments and how their representation on the commission is structured. Full Commission 2 Regional Division 3 A regional division can be established directly by Regional Council through a bylaw amendment that allows the Region to assume responsibility of transit services.Negotiating the transfer of transit assets,liabilities and operating agreements may be met with some resistance from the local municipalities and establishing appropriate mechanisms to maintain local autonomy could be challenging. While the Regional Division will be the most straightforward governance model to implement,owing to the fact that it should not require amendments to the Municipal Act, its acceptance by the local municipalities may be contingent on an appropriate mechanism to ensure their local autonomy over decision-making,particularly as it relates to their continued inclusion within this entity and the negotiation of asset transfer. Little alignment Somewhat aligned Well aligned Strongly alignedPage 1053 of 1510 Category: Ease of Implementation Asset Transfer Implications Degree of suitability of the model with regards to implementing the Cummings Principle to the required transfer of assets from the local municipalities to the new entity. 91 Model Assessment Rationale Limited Commission 2 With the Limited Commission reporting directly to Regional Council on an ongoing basis for decision-making,there may be some concerns with respect to turning over local control of assets to a commission with less independence. Full Commission 3 A Full Commission will likely be best positioned to negotiate the transfer of assets,particularly if sufficient independence is established from Regional Council, and appropriate local municipal representation is provided. Regional Division 1 Since a Regional Division will be managed directly by Regional Council without ongoing decision-making input from local municipalities,it is possible that there could be concerns regarding asset transfer from the local municipalities. The Full Commission is best suited to accomplish the asset transfer through the implementation of the Cummings Principle so long as it is established as sufficiently independent from Regional Council. Little alignment Somewhat aligned Well aligned Strongly alignedPage 1054 of 1510 Model Options, Analysis, and Recommendation Recommended Model 92Page 1055 of 1510 Recommended Model Summary of Analysis A side-by-side comparison showing where each model performed best within each evaluation criteria.Based on the in-depth analysis conducted, the Full Commission ranked higher in most categories.keholderSta Ease of Governance & Input and l ImpactFinanciaentationImplemOperationsEquityLimited Regional Neutral across Full Commission Criteria Commission Division all models PreferredPreferred Preferred Authority and Accountability ✔in Driving Change Agility and Flexibility ✔ Accommodates Future Growth ✔ Public Perception ✔ Lower Cost of Implementation ✔ Operating Costs and ✔Efficiencies Financial Decision Making ✔ Potential for Ongoing Financial ✔Support Equity ✔ Serves the Public Interest ✔ Municipal Input ✔ Staffing Resources Impacts ✔ Labour Relations ✔ Legal Implications ✔ Asset Transfer Implications ✔93Page 1056 of 1510 Recommended Model Recommendation: Full Commission o o o o As the analysis demonstrates, the preferred model and recommendation is the Full Commission. Full Commission o Distinct entity independent from Regional Council o Governed by a board of appointed members, equitably selected by Regional Council o Responsible for all transit planning and delivery o Budget allotment approved by Regional Council o Makes limited use of Regional services except where service sharing does not impede agility or independence Regional Division o Division within Niagara Region’s Public Works department o Regional Council remains the governing body of the transit division o Strategic decision making for Transit Service is directed by Regional Council o Integrated into the Regional administration similar to other service delivery departments 94 Limited Commission Transit Service is governed by a regional commission with representation from local elected officials. Commission reports to Regional Council Strategic decision making for Transit Service is directed by Regional Council Relies on corporate services but retains transit-related services in-house The Full Commission model brings the right degree of autonomy and flexibility to innovate, drive growth, and meet the diverse and changing needs of the region.Page 1057 of 1510 Benefits of the Full Commission 95 Ultimately,the analysis led to the conclusion that the Full Commission is the most suitable model for Niagara.While many factors went into this recommendation, two of the chief benefits that made the Full Commission more attractive than other models were: The Financial Benefits o The Full Commission will likely have the most cost- efficient service, in part due to a more streamlined decision-making process and being restricted to provide the most effective service within the means previously defined in the annual budget. o From a dollars and cents perspective, a Full Commission is the more costly of the models in terms of administrative costs, but less costly on a per trip basis than other models due to a higher utilization of services. o This is particularly important when looking to the future and considering what ridership growth may be, and how services may expand to serve regional needs. o The Full Commission has the greatest flexibility to make strategic decisions which drive financial outcomes for transit services and is best positioned to make regionally- focused investments in service growth. The Autonomy of the Full Commission o The independence of the Full Commission grants it several advantages that make it the most suitable option for the growth potential of transit in Niagara. o With this independence, the Full Commission can remain more focused solely on transit and is more capable of formulating its own responses to trends and pressures, making and owning decisions, and driving necessary change at a strategic and operational level. o This governance model is able to move from idea to action quickly and reprioritize its resources to meet emerging demands and accommodate growth. o The autonomy of the Full Commission provides it advantages with respect to negotiating important elements such as collective bargaining agreements and the transfer of assets. The Full Commission is best suited to grow transit in the region while delivering the high quality, innovative, and seamless transit services that the citizens of Niagara deservePage 1058 of 1510 Risks and Considerations 96 Identifying risks and developing mitigation strategies will be an important consideration for the implementation of the Commission model.While a more detailed exploration of risks is contained in the Transition Plan,some important elements to consider include: Public Perception While the launch of an independent entity designed to make regional transit easy and affordable for residents is likely to be viewed positively in the eyes of the public, the independence of a Full Commission could be a drawback as well, given that Regional Commissions in Niagara have previously faced accusations related to transparency and accountability. It will be particularly important moving forward that the Full Commission build and maintain open communication and engagement with the public, LAMs, and Regional Council, and continually instill confidence with these stakeholders through strong service and accountable governance and operations. Misalignment with Regional Priorities With its separation from the Regional structure, there is a risk that a Full Commission will not be aligned with other Regional priorities and services. This could include initiatives related to poverty reduction, economic development, environment, accessibility, and more. Developing strong communication channels and a culture of inter-municipal collaboration, providing regular updates to Regional and Municipal Councils, and viewing transit as a service to be integrated with other priorities, rather than isolated, will be critical to ensuring the integrated entity contributes to overall development of the region. Complexity of Integration Creating a new entity is a complex and challenging undertaking that will require the coordination and support of many different stakeholders. The implementation of this entity, from preliminary engagement of LAMs, to passage at a Council level, to the official launch will require significant and dedicated financial and human resources. Failure to commit what is needed for implementation could result in delays and overruns. Having the proper resources in place to launch this entity will be critical for navigating the complex early stages of transition.Page 1059 of 1510 Model Options, Analysis, and Recommendation Organizational and Governance Structure Recommendations 97Page 1060 of 1510 Organizational and Governance Structure Recommendations Overview An organizational and governance structure for the new Commission model must be determined. Listed in this section are recommendations regarding key functional areas to include in the organizational structure,as well as considerations and a recommended composition for the Commission governance structure. o As it relates to the organizational structure,a series of functional areas have been recommended for the consideration of the Commission.These can be amalgamated or divided as the Commission sees fit, however it is important to note that the span of control (the number of pillars across the organization) should complement the size of the organization and preferred leadership structure and encourage cross- functional collaboration. o The organizational structure and positions within it (titles and positions shall be determined by the Commission)should be continually reassessed to ensure that it fits the strategic objectives of the Commission. o The proposed composition of the Commission took into consideration different models, and best practices for good governance,and should be reviewed after 2 to 3 years of operation,by an independent third party to ensure that the board’s size,composition and skills ensure it is an effective governing body and achieving the strategic objectives of the Commission. o Both the organizational and governance structures of the Commission are preliminary and would be confirmed through the transition and implementation activities,by the Commission. 98Page 1061 of 1510 Proposed Organizational Structure 99 Outlined below is the proposed organizational structure for the Commission: Office of the General Manager Corporate Services Operations Strategy & Innovation Board of Directors Customer Service & Communications Fleet & Facilities Human Resources & Labour Relations Finance Partnerships & Stakeholder Relations Information Technology Indicates Potential Shared Services Procurement Legal Conventional Transit Service Delivery Safety, Security & Fare Management Specialized Transit Service Delivery Transformation Office Data & Analytics Strategy & Service Planning Fleet Management Transit Technology Facilities Management Customer Experience Group Customer Service Communications Alternative & On- Demand Service Delivery Page 1062 of 1510 Proposed Governance Structure 100 Outlined below is the overall reporting structure for the proposed governance structure of the Commission.The CEO or General Manager would report to the board whereas the Advisory Committee provides non-binding advice to the Commission. Advisory Committee Board of Directors CEO/General Manager Corporate Services Operations Strategy & Innovation Customer Service & Communications Fleet & Facilities Page 1063 of 1510 Commission Membership Options 101 Membership structure of the Commission may fall on a continuum similar to the one below, each with its own advantages and challenges.Whereas elected officials are accountable to the public and represent local municipal interests,skills-based members bring a diverse set of skills and are less restrained by municipal interests. Elected members of Regional Council appointed to the Commission. Definition Non-elected representatives, with skills in public transportation, finance, strategy, business operations, legal, etc. Hybrid Toronto Transit Commission London Transit Commission St. Catharines Transit Commission Niagara Parks Commission Elected Skills Durham Transit Edmonton (pending approval) MetrolinxExamples A hybrid governance structure is recommended for Niagara, as it allows a combination of elected officials and skills-based members to provide guidance and oversightPage 1064 of 1510 Membership Recommendations o The recommended structure is a hybrid,including elected officials and skill-based members for effective and balanced governance of the Commission. A hybrid board governance structure is recommended for Niagara, as it provides a combination of elected officials and skills-based members.This allows member municipalities to represent local interests and for elected officials to have stewardship over the resources allocated to the Commission.In addition,skilled members can fill any gaps in skills or experience particular to the Commission through those who have experience in the industry or more broadly. o The proposed governance structure should be reviewed after 2 to 3 years of operation,by an independent third party to ensure that the board’s size,composition and skills ensure it is an effective governing body and achieving the strategic objectives of the Commission. o In recommending the proposed governance body,the size of the body as well as the breakdown of elected and skilled members was considered.In line with leading practices,a board between 7 and 12 members is recommended for effective and efficient decision making.The proposed composition also took into consideration the dynamics between elected and skilled members and ensured that there was an almost even split between the two constituencies of the board for balanced oversight. o It is recommended that a Nominating Committee of the Regional Council should select the Chair from among elected officials and the Vice-Chair be selected from among the skilled members for balanced leadership. o Alternatively,a larger number of elected representatives of the local area municipalities was considered, however due to the reporting relationship to Regional Council,it was determined that the voice of elected members would be well represented. 102 Note: Any previous relationships and governance bodies for transit reporting would cease to exist once the Commission has been established (i.e. the Linking Niagara Transit Committee, NGTS CAO Working Group and the Inter-Municipal Working Group (IMTWG))Page 1065 of 1510 Proposed Composition of the Commission 103 Outlined below is the proposed composition of the Commission,which would be appointed by a Nominating Committee of the Regional Council. Members of Regional Council (1)Welland (1) St. Catharines (1) Niagara Falls (2) Niagara Municipalities [Selected amongst representatives of: West Lincoln, Lincoln, Grimsby, Pelham, Thorold, Niagara on the Lake, Wainfleet, Fort Erie, and Port Colborne] Skill-based or Public Members (4) Skills-based or Public members (appointed/nominated) Ex-Officio (1) General Manager (non-voting member) 9 voting membersPage 1066 of 1510 Membership Criteria Skills based or Elected Public members of the board would be appointed based on their qualifications,and their ability to contribute to strategic decision making. Skills based or Elected Public members of the board shall have executive-level and governance experience with a range of skills,knowledge,and experience with one or more large organizations.These members may provide knowledge on several different perspectives including finance, human resources,legal,public transit, etc.Some criteria that is considered for public members includes, but is not limited to: o strategic business management; o financial management, accounting, law, and engineering; o customer service or marketing management; o management or planning with a rail or public transit organization, or understanding and/or experience with transit operations; o transformative change management; o formulation and/or management of public-private partnerships; o capital project/construction management or capital procurement/supply chain management; o operations and information technology; o labour relations/industrial safety management; or, o professional knowledge and working experience of urban sustainability, intersectionality, and inclusive governance. 104Page 1067 of 1510 Proposed Advisory Committee 105 In order to incorporate the local and public interests within the region into the decision- making structure of the Commission,an Advisory Committee is recommended. Advisory Committee (12) Niagara region residents (2)Members of the Accessibility Advisory Committee (2)Member of a student association from Niagara College and Brock University (1)Member of Niagara Chamber of Commerce (1)General Manager, or designate o The composition of the Advisory Committee should balance the membership structure of the Commission and can have input into the policies, procedures and operational concerns o The Advisory Committee would be supported by Commission, and it is recommended they meet 1 to 2 times annually, as needed. o By establishing an advisory body, the Commission will gain insights into current and upcoming challenges or opportunities and explore these in a thorough way o It is recommended that a blended approach of broad public consultation and soliciting input of the advisory committee be employedPage 1068 of 1510 Model Options, Analysis, and Recommendation Summary 106Page 1069 of 1510 Model Options, Analysis, and Recommendation Summary The development and analysis of model options,along with the recommendation of the Full Commission,represent one of the most significant undertakings of this study. 107 Key Takeaways Following the completion of the current state review, the jurisdictional scan, and the development of the future state plan, three potential governance models were developed. An analysis of each model option was performed against a range of evaluation criteria to determine which model was the preferred option for Niagara. While all models have the potential to successfully integrate and lead transit services in Niagara, the Full Commission Model was recommended as it brings the right balance of autonomy and flexibility to innovate, drive growth, and meet the diverse and changing needs of the region. A nine member hybrid governance structure has been recommended as it allows a combination of elected officials and skills-based members to provide guidance and oversight of the Commission.Page 1070 of 1510 Niagara Transit Governance Study Transition Planning 108Page 1071 of 1510 Transition Planning Introduction The fifth and final phase of this study involved plotting out the key steps and timelines required to amalgamate all of the transit systems in the region into the recommended Full Commission Model. Planning for Change Once an integrated transit governance model was identified and recommended for Niagara,the final phase of this project involved outlining implementation activities*needed to move existing transit services and their supporting resources into this integrated model.In order to ensure a thorough and feasible transition from the current to future state,a five-phase transition plan was developed that identified the key milestones and the expected timelines for their completion. The transition to this integrated system,from preliminary approval all the way through to the new organization taking charge of transit services in Niagara, is expected to take approximately two years,with additional time then required before new services can be launched. In fact,a principle in the development of the Transition Plan was to limit service enhancement and growth activities in the first years of operation. A key learning from the jurisdictional scan was to avoid taking on too many new initiatives early in the life of the Commission and focus rather on integrating existing services and stabilizing operations over a few years before beginning major projects. In the following slides,please find a high-level summary of the Transition Plan,which provides an overview of key steps and timelines for each phase of implementation.This section also ends with a summary of forecasted costs of the transition to the integrated transit system. *It should be noted that while this Transition Plan recommends activities that need to be carried out, along with their sequencing, the group tasked with leading the transition will need to validate and refine this,and build-out further levels of detail to guide day-to-day activities. Current State and Leading Practices Future State Transit Service Plan Model Options Development Model Analysis Transition Planning 109Page 1072 of 1510 Transition Planning Implementation Phases Transition activities are divided across five distinct phases of work: 110 Commission Setup Service Launch Enhancement Growth2345 Includes activities leading up to, and including, a phased political approval process that concludes with the submission of recommendations to LAM and Regional Councils to seek triple- majority approval to create the Commission Integration Approval Process 1 This phase of work encompasses activities related to the legal establishment of the Commission as a municipal service board and concludes with the appointment of members to the Commission This phase includes work associated with getting the Commission ready to take on responsibility for transit services in the region, including establishing policies and processes, filling key roles, and negotiating and executing transfer agreements This begins with the Commission officially taking on responsibility for transit services in the region and key activities for the first 2 years of operation to ensure a smooth transition This phase includes longer-term activities that the Commission will undertake to continue developing its organization and planning for the future Approx. 9 Months Approx.2 months Approx.1 Year Year s 1-2 of Operation Year 3+ of Operation Ongoing Project and Change Management ActivitiesPage 1073 of 1510 Considerations for Transition Planning 111 Considerations for future-state planning encompassed six primary categories of activities within the phases of work: Governance Key factors for the initial planning include the development of a governance structure to manage transition, appointing Commission members, and providing oversight for major integration activities. Service Delivery Key factors for service delivery planning include determining transfer routes, fare structures, and standards development. Financial Key factors for financial planning include the development of a tax levy plan, insurance, development charges and budgetary planning. Operations Key factors to consider for operations include policy development, service dispatch and control, review of technology solutions and the maintenance program. Legal Key factors for legal planning include determining the appropriate legislative requirements for the new integrated agency, development charges, asset transfers and contract management. Human Resources Key factors for human resources planning include the development of an HR plan, organizational structure design, and union negotiations. Page 1074 of 1510 Transition Plan Implementation Activities 112Page 1075 of 1510 1 Phase 1: Integration Approval Process Integration Approval Process Overview 2 3 4 (Approx. 9 months) This phase of work includes all activities leading up to, and including, a two-phased political approval process that includes receiving an in- principle endorsement on recommendations, followed by the refinement of recommendations and their submission to LAM and Regional Councils to seek triple-majority approval to create the Commission 113 Seek In-Principle Endorsement Recommendations will be presented to the LNTC and PW Committees, and to the LAMs to seek feedback and a preliminary in-principle endorsement on the creation of the transit Commission Staff Report and Public Engagement Conduct public consultations and incorporate feedback received on the transit governance recommendations and financial model into a staff report to be submitted to support the decision-making process to establish the Commission Municipal Transfer Agreements Draft agreements with LAMs who currently operate transit to outline the steps for transferring assets to the Commission from existing systems,and puts parameters around what transit -related decisions can be made by the LAMs so as not to impact transit integration or unfairly impact the residents Vote to Move Forward with Commission Model The first step in the legal process involves receiving a triple-majority vote to create a by-law that grants power for transit services to the Region so that the Region may then establish the CommissionPage 1076 of 1510 Oct Integration Approval Process Timelines This phase of work begins with the initial LNTC presentation and ends with the triple-majority vote to move forward with the Commission. Nov Dec Jan Feb Mar JunMayApr 114 Vote on Commission Model Staff Report and Public Engagement Seek In-Principle Endorsement Approximately 9 Months Municipal Transfer Agreements 2020 2021 LNTC Presentation Triple-Majority Reached Page 1077 of 1510 1 Phase 2: Commission Establishment Commission Establishment Overview 2 3 (Approx. 2 months) 115 This phase of work encompasses activities related to the legal establishment of the Commission as a municipal service board and concludes with the appointment of members to the Commission Legal Establishment of Commission Pass a Regional by-law to create a Municipal Service Board (the Commission)and delegate control and management of transit services to this board Setup Governance Infrastructure Establish policies, procedures, committees, and reporting mechanisms for the Commission and formalize their oversight responsibilities during the transition period Appointment of Commission Members Appoint individuals who will compose the members of the Commission based on agreed-upon Commission governance structurePage 1078 of 1510 Phase 2: Commission Establishment Commission Establishment Timelines This phase of work begins with the creation of a municipal service board (the Commission) and ends with the appointment of Commission members. Month 2021 Approximately 2 months Legal Establishment of Commission Commission Established Setup Governance Infrastructure July Aug 116 Appointment of Commission Members Commissioners Take on Oversight of Integration Page 1079 of 1510 1 2 Phase 3: Commission Setup Commission Setup Overview 3 4 5 6 7 8 (Approx. 1 Year) This phase includes work associated with getting the Commission ready to take on responsibility for transit services in the region, including establishing policies and processes, filling key roles, negotiating and executing transfer agreements 117 Appoint Leadership Team Identify the Commission’s GM and SLT and confirm the structure of the organization to begin filling roles Develop Human Resources Plan and Negotiate with Bargaining Units Develop a Human Resources and Change Management plan to guide all staff-related activities to setup Commission and begin negotiations with bargaining units Fill Functional Roles Develop job descriptions/postings for functionalpositions and fill roles Establish OrganizationalInfrastructureand Policies Develop key business infrastructure,policies,processes,and more required for day-one of service operations Inaugural Strategic and BrandingPlans Undertake strategic and branding plan exercises to guide the work of all staff and leadership and begin building a unified image for transit in the region FormalizeWorking Relationships with Partners Begin development of formal working relationships with key partner organizations,including LAMs and Regional departments Development of Transfer Agreements Formalize agreements between the Commission and existing transit entities detailing how assets,liabilities, and contracts will be transferred over to the Commission Transfer Assets,Contracts,and Personnel to Commission Transfer of transit related assets and liabilities,and personnel,to the Commission from LAMs and Region to officially take over responsibility for transit in NiagaraPage 1080 of 1510 Phase 3: Commission Setup Commission Setup Timelines This work begins with the appointment of a senior leadership team,involves all work associated with getting the Commission setup to take on responsibility for transit services in the region,and ends with the transferring of assets and resources to the Commission. Month Jun Jul AugSepOct Nov Dec Jan Feb Mar Apr May 1182021 Approximately 1 Year Appoint Leadership Team Develop Human Resources Plan and Negotiate with Bargaining Units Fill Functional Roles Establish Organizational Infrastructure and Policies Inaugural Strategic and Branding Plans Formalize Working Relationships with Partners Development of Transfer Agreements Transfer Assets, Contracts, and Personnel to Commission Commission Takes on Transit Responsibility Page 1081 of 1510 1 2 3 119 Phase 4: Service Launch Service Launch Overview (Years 1 and 2 of Operation) This begins with the Commission officially taking on responsibility for transit services in the region and key activities for the first years of operation to ensure a smooth transition Launch of Transit Services The responsibility for transit services across Niagara is transferred to the new Commission,with service levels being maintained while the existing systems cease operations Performance Monitoring and Improvement As the Commission takes on responsibility for transit services, performance monitoring is undertaken to ensure no interruption to service occurs. As the Commission stabilizes and the status quo starts to form,public engagement activities along with minor process and service enhancements are identified and implemented Complete Asset Rebranding Remaining assets will be modified to align with the Commission’s brandPage 1082 of 1510 Phase 4: Service Launch Service Launch Timelines This begins with the Commission officially taking on responsibility for transit services in the region and key activities for the first 2 years of operation to ensure a smooth transition. 120 Years 1 and 2 of Operation Launch of Transit Services Performance Monitoring and Improvement Complete Asset Rebranding 20232022 Q3 2022 Q4 2022 Q2 2023 Q3 2023 Q4 2023 Q1 2024 Q2 2024Q1 2023 2024Page 1083 of 1510 1 2 3 121 Phase 5: Enhancement and Growth Enhancement and Growth Overview (Year 3+ of Operations) This phase includes longer-term activities that the Commission will undertake to continue developing its organization and planning for the future Ongoing Monitoring,Reporting,and Enhancement The Commission will continue to monitor and report on its successes and challenges,while continually building ties with the Region and LAMs to ensure alignment of priorities Transit Service Planning A long-term Transit Service Plan will be developed to guide the improvement and expansion of transit services in the Niagara Region Long-Term FinancialPlanning To support the expansion of services,the Commission will develop a long-term financial plan to maintain and increase funding to support prioritiesPage 1084 of 1510 Phase 5: Enhancement and Growth Enhancement and Growth Timelines This phase includes longer-term activities that the Commission will undertake to continue developing its organization and planning for the future. 122 2025 and Onwards 2024 Q2 2024 Q3 2024 Year 3+ of Operations Ongoing Monitoring, Reporting, and Enhancement Transit Service Planning Long-Term Financial Planning Page 1085 of 1510 Transition Plan Transition Costs 123Page 1086 of 1510 Transition Planning Funding the Transition Critical to the successful transition to the integrated transit model,and of particular relevance given the potentially long-term financial implications of COVID-19,is a clear understanding of the one-time costs of implementation and clarity on the sources of this funding. Although not developed as part of this study,Regional staff are currently developing an initial funding model for the start-up budget of the Commission,that will strive for a fair and equitable funding baseline commensurate with the existing baseline services within each municipality.Following the initial start -up funding, subsequent transit investments are assumed to be funded through a single regional tax levy. Upon its completion,this funding model will be provided alongside the recommendations contained in this report and all subsequent staff reports,so that decision makers have a comprehensive view of all considerations and implications of integrating transit in Niagara. The following slides provide an overview of forecasted operating and capital transition costs. Note:The provincial government recognizes that municipalities have sustained significant financial pressures as a result of the global pandemic,and in July 2020,announced it has secured one-time emergency assistance for Ontario’s municipalities,the Safe Restart Agreement.Niagara Region has been able to secure funding through Phase 1,which is targeted at relieving immediate transit pressures, with potential for securing ongoing funding support in a second phase. 124Page 1087 of 1510 Cost Overview 125 The setup of the Commission includes one-time transition costs, such as branding, communications, stakeholder engagement,and program management.The types of costs associated with the transition and operation of the Commission are summarized by phase. Integration Approval Process Commission Establishment Commission Setup Service Launch Enhancement Growth Transition Team & Planning ✔✔✔ One time start up costs ✔✔✔ Operational costs before delivery ✔✔ Steady State of Operations*✔✔ *Note: Steady state operational costs have not been outlined within the transition plan as they will be determined by the Commission The cost estimates provided are preliminary estimates provided for planning consideration. Given the complexity and unknown impact of the global pandemic, there could be fluctuations in these costs. The estimated total cost of transition is between $3,845,000 -$4,955,000. This includes: •Capital costs are between $1,670,000 to $2,225,000; o Capital costs specific to the fare collection system are between $5,000,000 and $7,500,000, but will be borne regardless of integration •Operational costs are between $2,175,000 -$2,730,000. Page 1088 of 1510 Estimated Cost Summary: Capital 126 Transition costs include those one-time capital costs incurred to establish the Commission and its regular operations. A summary is provided below: Item Category Integration Approval Process Commission Establish- ment Commission Setup Service Launch Enhancement & Growth Estimated Total Item Category Cost Transit System Branding n/a n/a $400,000 to $800,000 $200,000 n/a $600,000 to $1,000,000 Facility and Office Improvements n/a n/a $50,000 to $100,000 n/a n/a $50,000 to $100,000 Transit Service Design n/a n/a $700,000 n/a n/a $700,000 Technology & Equipment n/a $275,000 to $325,000 $45,000 to $100,000 n/a n/a $320,000 to $425,000 Estimated Total Phase Cost $0 $275,000 to $325,000 $1,195,000 to $1,700,000 $200,000 $0 $1,670,000 to $2,225,000 Page 1089 of 1510 Fare Collection System 127 The Inter-Municipal Transit Working Group (IMTWG)has requested funding for the fare collection system through ICIP,the procurement of this system is proceeding in parallel and required for the success of the new governance structure. Item Category Integration Approval Process Commission Establish- ment Commission Setup Service Launch Enhancement & Growth Estimated Total Item Category Cost Fare Collection System n/a n/a n/a $5,000,000 to $7,500,000 n/a $5,000,000 to $7,500,000 Estimated Total Phase Cost $0 $0 $0 $5,000,000 to $7,500,000 $0 $5,000,000 to $7,500,000 Page 1090 of 1510 Estimated Cost Summary: Operating 128 Operational costs related to the transition have been summarized in the relevant categories below: Item Category Integration Approval Process Commission Establish- ment Commission Setup Service Launch Enhancement & Growth Estimated Total Item Category Cost Transit Integration Team $250,000 - $370,000 $40,000 - $105,000 $650,000 - $900,000 n/a n/a $940,000 - $1,375,000 Legal Fees $80,000 - $120,000 $60,000 - $100,000 n/a n/a n/a $140,000 - $220,000 Public Consultation $10,000 $10,000 $15,000 $150,000 n/a $185,000 Human Resources n/a n/a $510,000 - $550,000 $200,000 $200,000 $910,000 - $950,000 Estimated Total Phase Cost $340,000 - $500,000 $110,000 - $215,000 $1,175,000 to $1,465,000 $350,000 $200,000 $2,175,000 - $2,730,000 Page 1091 of 1510 Transition Costs: Year over Year 129 The transition costs for both capital and operating budgets have been provided for the period 2021 -2024: Year Cost Integration Approval Process Commission Establish- ment Commission Setup Service Launch Enhance- ment & Growth Estimated Total Cost Estimated Total Annual Cost 2021 Operating $340,000 - $500,000 $110,000 - $215,000 $195,000 - $245,000 n/a n/a $645,000 - $960,000 $1,185,000 - $1,585,000 Capital n/a $275,000 - $325,000 $265,000 - $300,000 n/a n/a $540,000 - $625,000 2022 Operating n/a n/a $980,000 - $1,220,000 $90,000 n/a $1,070,000 - $1,310,000 $2,150,000 - $2,860,000 Capital n/a n/a $930,000 - $1,400,000 $150,000 n/a $1,080,000 - $1,550,000 2023/ 24 Operating n/a n/a n/a $260,000 $200,000 $460,000 $510,000 Capital n/a n/a n/a $50,000 n/a $50,000 Estimated Total Phase Cost $340,000 - $500,000 $385,000 - $540,000 $2,370,000 - $3,165,000 $550,000 $200,000 $3,845,000 - $4,955,000Page 1092 of 1510 Niagara Transit Governance Study In Summary 130Page 1093 of 1510 Report Wrap-Up 131 Key Highlights Research into the benefits and feasibility of an integrated transit system in Niagara Region has been considered for several years,and has culminated in this Niagara Transit Governance Study. A review of the current state of transit in Niagara and a forecast of demand for transit services over the coming 10 years has shown that there is a significant opportunity to increase transit usage in Niagara. To determine how Niagara could best accommodate this future growth,three potential transit governance model options were developed,each one reflecting a different approach to integrating transit in the region. Each potential model was assessed against key evaluation criteria,and ultimately,an independent Full Commission Model was recommended as it provides the greatest opportunity for success by bringing the right degree of autonomy and flexibility to innovate,drive growth,and meet the diverse and changing needs of Niagara. In order to create this new Commission,a five-phased Transition Plan has been developed to guide implementation activities.It is expected that this Commission will be operational by the end of 2022,and there is opportunity to take advantage of government funding to support the cost of transition to the Commission model.Page 1094 of 1510 There is a Significant Opportunity to Increase Transit Usage in Niagara Region 132 By way of investments and harmonization of services and fares,transit under an amalgamated system is anticipated to become a more frequently used means of transportation in the region, with ridership outpacing the status quo. How?Transi t ridership forecasts indicate a latent demand for inter-municipal transit travel,which can be capitalized on through improved inter-municipal and connections to GO Transit rail services. By investing in targeted projects and services to grow the transit mode share throughout the region,transit ridership region-wide could grow by over 80%by 2031 under an amalgamated transit service. It is anticipated that Niagara Region,like its peer jurisdictions will experience a transit mode share growth of 30%to 130%within ten years of amalgamation. By 2031,operating costs in the high growth scenario will increase by approximately 55%over the status quo. Capital investment of between $70M and $155M between 2021 and 2031 may be required to address service and demand growth.Provincial Gas Tax revenue could result in up to $50M - $80M in revenue over the same ten years.Over $70M-worth of near-and mid-term projects have committed funds from the federal and provincial governments through ICIP. An integrated single fare is critical to driving ridership growth and could be achieved in a way that is revenue-neutral if implemented progressively as ridership grows.While an integrated payment system and harmonized fare structure will be required at the start of service,a single fare region- wide can be implemented over time. The COVID-19 pandemic presents an opportunity to look beyond the status quo,bring the transit systems in Niagara together,and build a new and improved service that takes capitalizes on current funding programs to see this forecasted ridership growth become a reality.Page 1095 of 1510 In Summary A Full Commission Model is Recommended Analysis shows that a Full Commission model would be most effective: o Distinct entity independent from Regional Council o Governed by a board of appointed members, equitably selected by Regional Council o Responsible for all transit planning and delivery o Budget allotment approved by Regional Council o Makes limited use of Regional services except where service sharing does not impede agility or independence A. Limited Commission B. Full Commission C. Regional Division o Transit Service is governed by a regional commission with representation from local elected officials. o Commission reports to Regional Council o Strategic decision making for Transit Service is directed by Regional Council o Relies on corporate services but retains transit-related services in-house o Division within Niagara Region’s Public Works department o Regional Council remains the governing body of the transit division o Strategic decision making for Transit Service is directed by Regional Council o Integrated into the Regional administration similar to other service delivery departments The Full Commission model brings the right degree of autonomy and flexibility to innovate, drive growth, and meet the diverse and changing needs of the region 133Page 1096 of 1510 In Summary Follow a Sequenced Transition Plan Creating a new entity is a complex and challenging undertaking that will require the coordination and support of many different stakeholders and will suffer should it lack the required resources. 134 This phase of work encompasses activities related to the legal establishment of the Commission as a municipal service board and concludes with the appointment of members to the Commission This phase includes work associated with getting with getting the Commission ready to take on responsibility for transit services in the region, including establishing policies and processes, filling key roles, and negotiating and initiation of transfer agreements This begins with the Commission officially taking on responsibility for transit services in the region and key activities for the first 2 years of operation to ensure a smooth transition This phase includes longer-term activities that the Commission will undertake to continue developing its organization and planning for the future Commission Setup Service Launch Enhancement Growth2345 Approx.1 Year Years 1-2 of Operation Year 3+ of Operation Includes activities leading up to, and including, a phased political approval process that concludes with the submission of recommendations to LAM and Regional Councils to seek triple- majority approval to create the Commission Integration Approval Process 1 Approx. 9 Months Approx.2 months The creation of a Regional Transit Commission will be transformative for Niagara, and its success is dependent on maintaining public and political support while transitioning services from the LAMs to create an effective regional network.Page 1097 of 1510 Guiding Principles for Transit 135 To achieve success,the new entity will need to make regionally focused decisions,aligned to the guiding principles,in order to ensure that growth in ridership,efficiency of operations, and improved service delivery are realised. Customer Driven Unconventional Solutions Integrated Economically Responsible Fair Customer Driven Unconventional Solutions Integrated Economically Responsible Fair Adherence to guiding principles will be a fundamental factor in ensuring the success of the integration and the future of transit in Niagara for the benefit of all.Page 1098 of 1510 Page 1099 of 1510 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 November 23, 2020 CL 22-2020, November 19, 2020 PWC 10-2020, November 10, 2020 PWC-C 44-2020, November 10, 2020 Local Area Municipalities SENT ELECTRONICALLY RE: Recommendations for Consideration from the Linking Niagara Transit Committee held October 21, 2020 Regional Council, at its meeting of November 19, 2020, approved the following recommendation of its Public Works Committee: That Correspondence Item PWC-C 44-2020, being a memorandum from A.-M. Norio, Regional Clerk, dated November 10, 2020, respecting Recommendations for Consideration from the Linking Niagara Transit Committee meeting held October 21, 2020, BE RECEIVED and the following recommendations BE APPROVED: 1. That Report LNTC-C 4-2020 BE FORWARDED to the Clerks of Niagara’s twelve (12) local area municipalities and that they BE REQUESTED to have the Council’s of the twelve (12) local area municipalities consider the resolution outlined in Appendix 1 to Report LNTC-C 4-2020, advising the Regional Clerk of any municipal feedback, no later than February 28, 2021; and 2. That Council DIRECT staff to undertake an assessment of the proposed resolution outlined in Appendix 1 to Report LNTC-C 4-2020 and REPORT BACK to the Public Works Committee, no later than February 28, 2021, evaluating the expected impacts to Niagara Region Transit, Niagara Specialized Transit, Niagara Region Transit OnDemand, and the Regional tax levy from the proposed resolution. A copy of Correspondence Item PWC-C 44-2020 and Report LNTC-C 4-2020 is attached for your reference. Yours truly, Ann-Marie Norio Regional Clerk :me CLK-C 2020-209 Page 1100 of 1510 Administration 1815 Sir Isaac Brock Way, Thorold, ON L2V 4T7 905-980-6000 Toll-free: 1-800-263-7215 MEMORANDUM PWC-C 44-2020 Subject: Recommendations for Consideration from the Linking Niagara Transit Committee meeting held October 21, 2020 Date: November 10, 2020 To: Public Works Committee From: Ann-Marie Norio, Regional Clerk At its meeting held on October 21, 2020, the Linking Niagara Transit Committee passed the following motion for consideration by the Public Works Committee: Minute Item 5.1 LNTC-C 4-2020 Niagara Transit Governance Study That Report LNTC-C 4-2020, dated October 21, 2020, respecting Niagara Transit Governance Study, BE RECEIVED and the following recommendations BE APPROVED: 1. That the Linking Niagara Transit Committee SUPPORTS the Full Commission as the recommended governance model for the consolidation of Niagara's public transit system; 2. That Report LNTC-C 4-2020 BE FORWARDED to the Clerks of Niagara’s twelve (12) local area municipalities and that they BE REQUESTED to have the Council’s of the twelve (12) local area municipalities consider the resolution outlined in Appendix 1 to Report LNTC-C 4-2020, advising the Regional Clerk of any municipal feedback, no later than February 28, 2021; and 3. That Council DIRECT staff to undertake an assessment of the proposed resolution outlined in Appendix 1 to Report LNTC-C 4-2020 and REPORT BACK to the Public Works Committee, no later than February 28, 2021, evaluating the expected impacts to Niagara Region Transit, Niagara Specialized Transit, Niagara Region Transit OnDemand, and the Regional tax levy from the proposed resolution. Respectfully submitted and signed by, _______________________________ Ann-Marie Norio Regional Clerk Page 1101 of 1510 LNTC-C 4-2020 October 21, 2020 Page 1 Subject: Niagara Region Transit Governance Study Report to: Linking Niagara Transit Committee Report date: Wednesday, October 21, 2020 Recommendations 1. That the Linking Niagara Transit Committee ENDORSE-IN-PRINCIPLE the resolution outlined in Appendix 1 to Report LNTC-C 4-2020; 2. That Report LNTC-C 4-2020 BE FORWARDED to the Clerks of Niagara’s twelve (12) local area municipalities and that they BE REQUESTED to have the Council’s of the twelve (12) local area municipalities consider the resolution outlined in Appendix 1 to Report LNTC-C 4-2020, advising the Regional Clerk of the results including any additional municipal feedback, no later than March 31, 2021; and 3. That Council DIRECT staff to undertake an assessment of the proposed resolution outlined in Appendix 1 to Report LNTC-C 4-2020 and REPORT BACK to the Public Works Committee, no later than March 31, 2021, evaluating the expected impacts to Niagara Region Transit, Niagara Specialized Transit, Niagara Region Transit OnDemand, and the Regional tax levy from the proposed resolution. Key Facts • The purpose of this report is to provide to Council the results of the Niagara Transit Governance Study (NTGS) and seek the endorsement-in-principle of a Full Commission as the recommended governance model for Niagara’s consolidated public transit system. • There continues to be a strong argument in favour of the consolidation of transit services throughout Niagara. The ongoing COVID-19 pandemic has demonstrated the benefits of enhanced levels of coordination and organization between transit providers. As these providers look to implement recovery plans over the next number of years, there is an opportunity to align these efforts as part of the future consolidation of transit services across the region. • The Full Commission model is recommended as it is expected to result in an enhanced degree of independence that will support effective decision making, as Page 1102 of 1510 LNTC-C 4-2020 October 21, 2020 Page 2 ______________________________________________________________________ well as provide more efficient and cost-effective service delivery through being restricted to funding all operations and unanticipated changes within its annual budget approved by Council. This recommendation is based on a comparative analysis of governance models through a series of fifteen (15) evaluation criteria across four (4) major categories: governance, finance, stakeholder input, and ease of impleme ntation. • Subject to the endorsement-in-principle of the Full Commission model by each of the twelve (12) local area municipalities (LAMs) and Regional Council, feedback and input received as part of this process will be used to expand and refine the recommended Full Commission model prior to the initiation of a triple-majority approval process anticipated in Q2 2021. • Both a preliminary transition plan as well as an initial funding strategy have been developed that jointly outline the strategic, financial , and operational milestones required to transition from the existing independent transit systems to the new consolidated system. These plans will be expanded and refined through the approvals process, based on feedback and direction provided by Council and the twelve (12) LAMs. Based on the preliminary schedule outlined herein, responsibility for day-to-day service operation would transition to the new entity in late 2022. Financial Considerations To realize the consolidation of transit services across Niagara, a funding strategy must be developed that establishes: • the baseline or start-up budgets for the Full Commission; • the manner by which current transit funding provided by municipalities to existing operations is transitioned to the Commission; • how one-time start-up and transition costs associated with the establishment of the Commission will be funded; • and how transit-related assets currently owned by the local area municipalities will be transferred. The recommended financial strategy provides a transition path which allows the Region to incorporate $3.85 - $4.96 million in transition costs, $27.0 million in existing local municipal transit service, plan for the expansion of transit service, and ensure all Page 1103 of 1510 LNTC-C 4-2020 October 21, 2020 Page 3 ______________________________________________________________________ municipalities have equitable transit service prior to the redistribution of local transit expenditures through a Regional assessment levy. The proposed strategy allows for a shorter transition time to upload transit costs in municipalities with minimal local transit service, while concurrently increasing connections to and service within communities outside St. Catharines, Niagara Falls, and Welland. The total Regional levy required to upload the existing local transit services, including transition costs, is 9.5%. The proposed five (5) year local transit upload transition plan requires an average annual separate Regional levy of 1.4% - 2.0% each year over the five (5) years. This strategy was developed in consultation with local Area Treasurers and CAOs and considered variations between municipal transit grants and full regional upload to a single transit levy. The municipalities with robust transit services were primarily in favour of moving to a single Regional tax levy; municipalities with little or no transit service leaned towards a municipal transit grant to support the exiting local transit service while transit services increased within and to their communities. Conversations indicated that a phasing out of transit grants or a phasing in of a single transit levy may provide a favourable path for all municipalities. The proposed funding strategy incorporates feedback from the LAMs and aims to achieve a fair and equitable transition to a consolidated entity. The feedback received through the approvals process, in parallel with continued dialogue with the Area Treasurers and CAOs, will be used to continue to refine the funding strategy and arrive at a final recommended strategy in parallel with the future triple-majority approval of the Commission, expected in Q2 2021. While the recommended governance model for the new transit entity is technically independent from an agreed upon financial funding model, the financial strategy will be used to clearly map how the transition and operation costs associated with the NTGS will be funded. Strategy Overview A range of strategies have been considered to ensure existing, stable, and predictable levels of transit funding are transferred to the new Commission, representing a variety of options with regard to grant type, inflationary increases, recognition of existing administrative costs, and implementation timeframes. Page 1104 of 1510 LNTC-C 4-2020 October 21, 2020 Page 4 ______________________________________________________________________ In consultation with the aforementioned groups, the proposed funding strategy recommends that all existing and incremental transit spending will be transferred to the new Commission, funded through a single Regional tax levy. The strategy includes: • a two (2) year transition period (fiscal years 2021-2022) during which funding derived from the levy is primarily applied to the one-time costs associated with establishing the Commission; • a transfer implementation period of five (5) years (fiscal years 2023-2027) where existing municipal transit costs are transferred to the Regional levy; and • the expansion of transit services, running concurrent with the transfer of existing service, however finishing in 2032. Transition costs are anticipated to be funded through a combination of existing budgets previously established by the Region through its leadership of the governance strategy and the implementation of the Regional levy as reflected in Figure 1 below. Local transit costs assumed by the Regional levy would be offset by equivalent budgetary reductions at the local level, to support the “Fair” guiding principle that total residential taxpayer impact is minimized using the ‘one-municipal taxpayer approach. Page 1105 of 1510 LNTC-C 4-2020 October 21, 2020 Page 5 ______________________________________________________________________ Figure 1 - Regional Transit Consolidation Upload Strategy 2021 - 2032 The implementation time period for the offset will vary by municipality. The recommended funding strategy results in smaller municipalities transferring their transit budgets over to the new entity within the first two (2) years depending on their current transit spend, while larger municipalities transition over the full five (5) year transfer implementation period. The fixed annual municipal transit expenditure and reductions are outlined in Table 1 and Table 2 below. 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Regional Separate Transit Levy 0.00% 0.70%1.40% 1.40% 2.00% 2.00% 2.00%0.40% 0.40% 0.40% 0.40% 0.40% Page 1106 of 1510 LNTC-C 4-2020 October 21, 2020 Page 6 ______________________________________________________________________ Table 1 - Municipal Transit Expenditure Transition 2023 - 2027 Table 2 - Municipal Annual Budget Reductions 2023 - 2030 Note: base year transit expenditures have not been finalized for conventional and specialized transit services therefore estimates may fluctuate from estimates above The transition path proposed by the funding strategy provides an opportunity to increase service levels or introduce transit services in municipalities where local residents are otherwise realizing a net increase from the transition to a regional levy. This opportunity will be provided as the levy funds initially assigned to transition costs are repurposed to fund service expansion in 2023 and beyond. This proposed service expansion is intended to ensure that commensurate service levels exist across municipalities prior to a full upload of existing transit expenditures onto the Regional levy. Specific service increases will be determined by the initial strategic service plans developed by the Commission, and following the one (1) to two (2) year Service Launch phase of the transition plan. 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 St. Catharines 12,275,402 12,275,402 11,675,402 10,675,402 7,116,935 3,558,467 - - - - Niagara Falls 8,645,833 8,645,833 8,045,833 7,045,833 4,697,222 2,348,611 - - - - Welland 2,050,898 2,050,898 1,450,898 450,898 300,599 150,299 - - - - NOTL 497,223 497,223 - - - - - - - - Port Colborne 127,092 127,092 - - - - - - - - Pelham 261,156 261,156 - - - - - - - - Thorold 2,152,143 2,152,143 1,552,143 552,143 368,095 184,048 - - - - Fort Erie 826,323 826,323 226,323 - - - - - - - Grimsby 250,000 250,000 - - - - - - - - Lincoln 265,829 265,829 - - - - - - - - West Lincoln - - - - - - - - - - Wainfleet - - - - - - - - - - 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 St. Catharines - (600,000) (1,000,000) (3,558,467) (3,558,467) (3,558,467) - - - Niagara Falls - (600,000) (1,000,000) (2,348,611) (2,348,611) (2,348,611) - - - Welland - (600,000) (1,000,000) (150,299) (150,299) (150,299) - - - NOTL - (497,223) - - - - - - - Port Colborne - (127,092) - - - - - - - Pelham - (261,156) - - - - - - - Thorold - (600,000) (1,000,000) (184,048) (184,048) (184,048) - - - Fort Erie - (600,000) (226,323) - - - - - - Grimsby - (250,000) - - - - - - - Lincoln - (265,829) - - - - - - - West Lincoln - - - - - - - - - Wainfleet - - - - - - - - - Page 1107 of 1510 LNTC-C 4-2020 October 21, 2020 Page 7 ______________________________________________________________________ The net transition of transit expenditures from local Municipal budgets to a Regional budget results in a redistribution across residential taxpayers as reflected in Figure 2 and Table 3 below. Figure 2 - Taxpayer Redistribution from Municipal Levy to Regional Levy Table 3 - Municipal Residential Impact from Transfer to One Regional Levy 2021 2022 2023 2024 2025 2026 2027 2028 2029 St. Catharines 12,275,402 12,275,402 12,791,572 12,863,367 10,887,725 8,912,083 6,936,442 6,936,442 6,936,442 Niagara Falls 8,645,833 8,645,833 8,904,086 8,728,219 7,596,686 6,465,153 5,333,620 5,333,620 5,333,620 Welland 2,050,898 2,050,898 1,805,203 1,145,422 1,497,557 1,849,693 2,201,828 2,201,828 2,201,828 NOTL 497,223 497,223 397,437 779,074 1,342,675 1,906,276 2,469,877 2,469,877 2,469,877 Port Colborne 127,092 127,092 141,282 276,947 477,296 677,646 877,996 877,996 877,996 Pelham 261,156 261,156 202,460 396,871 683,976 971,082 1,258,187 1,258,187 1,258,187 Thorold 2,152,143 2,152,143 1,726,875 894,660 958,397 1,022,133 1,085,870 1,085,870 1,085,870 Fort Erie 826,323 826,323 510,207 556,482 959,054 1,361,626 1,764,198 1,764,198 1,764,198 Grimsby 250,000 250,000 342,421 671,229 1,156,812 1,642,395 2,127,978 2,127,978 2,127,978 Lincoln 265,829 265,829 284,764 558,207 962,027 1,365,848 1,769,668 1,769,668 1,769,668 West Lincoln - - 164,168 321,810 554,616 787,421 1,020,226 1,020,226 1,020,226 Wainfleet - - 81,424 159,611 275,077 390,544 506,010 506,010 506,010 Total 27,351,899 27,351,899 27,351,899 27,351,899 27,351,899 27,351,899 27,351,899 27,351,899 27,351,899 Page 1108 of 1510 LNTC-C 4-2020 October 21, 2020 Page 8 ______________________________________________________________________ The figures presented in this analysis are draft and based on an assumed base reference year of 2020. The final financial strategy will confirm the base year to be utilized and actual transit expenditures, in consultation with local municipalities. Transition Costs The NTGS provides a range of estimated transition costs which include those costs that are related to the transition team plus other one time and incremental costs necessary for transit consolidation. Key activities include the legal establishment of the Commission, development of initial strategic and branding plans, development of transfer agreements, and performance monitoring. These one-time costs have been estimated at a total of $3.85 - $4.96 million over the course of four (4) years from 2021 through 2024, comprised of a combination of both capital and operating costs as summarized below in Table 4. Table 4 - Transition Costs Cost Category Integration Approval Commission Establishment Commission Setup Service Launch Enhancement & Growth Category Cost Capital -- $275,000 to $325,000 $1,195,000 to $1,700,000 $200,000 -- $1,670,000 to $2,225,000 Operating $340,000 to $500,000 $110,000 to $215,000 $1,175,000 to $1,465,000 $350,000 $200,000 $2,175,000 to $2,730,000 Total $340,000 to $500,000 $385,000 to $540,000 $2,370,000 to $3,165,000 $550,000 $200,000 $3,845,000 to $4,955,000 While the transition costs are anticipated to be funded through a combination of existing budgets previously established, the implementation of the Regional levy as described above, and future capital budgets, provide a further opportunity to seek support from senior levels of government to offset these costs through programs such as Phase 2 of the Provincial government’s Safe Restart program, which specifically identifies new transit governance structures as an eligible category. Staff will continue to develop the transition cost funding strategy throughout the approvals process, for inclusion as part of the final recommended funding model. Page 1109 of 1510 LNTC-C 4-2020 October 21, 2020 Page 9 ______________________________________________________________________ Asset Transfer and the Cummings Principle Based on the recommendation from the consultants as part of the peer jurisdictional review, the CAO W orking Group (established by the Linking Niagara Transit Committee (LNTC) to oversee and direct the Project Team to deliver the NTGS) has endorsed the use of applying the Cummings Principle to the future transfer of assets from the local area municipalities to the new Commission. The premise of the Cummings Principle is to transfer assets (and related outstanding liabilities), from one municipality to another with no additional compensation since transferring assets for additional compensation results in the taxpayer paying twice for the same public asset. This principle, established through judicial precedent, has been applied for over four (4) decades in the municipal setting throughout Ontario, as well as in the vast majority of transit consolidations reviewed as leading practices. The use of the Cummings Principle is also well aligned to Niagara’s established guiding principle of fairness, which respects the existing investments made by communities. Analysis Background The completion of the NTGS represents the achievement of the next major milestone in the multi-year plan for the consolidation of transit services across Niagara region. This consolidation process was first initiated in 2015 when Niagara’s three major local transit operating municipalities of St. Catharines, Niagara Falls, and Welland - in partnership with the Region - formed an inter-municipal transit working group to improve inter-municipal transit (IMT) service delivery. This working group established a series of five (5) guiding principles which has continued to inform the process, summarized as: • Customer Driven - continuously improve the rider experience and provide seamless connections and routes based on demand; • Unconventional Solutions - investigate leading-edge technologies and delivery systems that establish Niagara as an innovator in the transit field; • Integrated - be seamless with other modes of transportation, promote interconnectivity with systems that connect Niagara with the GTHA, and evolve according to overall transportation plans across Niagara; Page 1110 of 1510 LNTC-C 4-2020 October 21, 2020 Page 10 ______________________________________________________________________ • Economically Responsible - recognize inter-municipal transit is a public service funded through property taxes, grants, and partial cost recovery through user- fees, while balancing financial costs with potential ridership and benefits; and • Fair - respect existing investments made by communities with public transit and existing service levels, and provide a basic level of services that can be accessed by as many Niagara residents as possible. Since the establishment of the Guiding Principles, a series of further milestones have advanced work towards a consolidated transit system for Niagara: • the Niagara Transit Service Delivery and Governance Strategy Report (known as the Dillon Report, 2017) identified several recommendations for service improvements and the following steps with respect to transit governance: approve a consolidated transit model; obtain triple majority for the recommended model; develop a consolidated transit model implementation plan; and implement an IMT service strategy; o as part of the IMT service strategy, the Region achieved triple-majority approval in 2017 to operate and deliver inter-municipal transit trips operating as Niagara Region Transit (NRT); • The triple majority process also established the LNTC, composed of representatives from local and Regional councils and senior staff, to guide the overall IMT consolidation strategy. The mandate of the LNTC was to lead the harmonization and integration of operational and policy regimes of the existing transit properties, as well as advance a consolidated governance model. Through the LNTC, Niagara’s four (4) major transit operators entered into a Memorandum of Understanding (MOU) in 2017 that, in principle, endorsed the creation of a consolidated transit system and outlined a governance framework based on the recommendations from the Niagara Transit Service Delivery and Governance Strategy Report; • The Inter-municipal Transit Working Group (IMTWG), composed of transit staff from all twelve (12) municipalities together with the Region, was established to support the direction of the LNTC. Since its inception, the IMTWG has worked to harmonize, integrate and set the operational and policy foundation for a consolidated transit entity, reporting on all of its key deliverables to the LNTC; Page 1111 of 1510 LNTC-C 4-2020 October 21, 2020 Page 11 ______________________________________________________________________ • With considerable policy and operational consolidation achieved, in 2019 the LNTC directed accelerated timelines for developing the consolidated transit governance model, directing the creation of a team of CAOs (the CAO Working Group) to oversee the evaluation and recommendation of a preferred model. The NTGS and the findings presented in this report represent the outcome of this direction provided by LTNC and the CAO Working Group, and sets out the next steps required to realize the implementation of a consolidated transit system for Niagara. This report represents the initiation of the approvals process for adoption of the governance model, first seeking endorsement-in-principle of the Full Commission in advance of a future triple-majority approval vote. Should that vote be achieved, a transition period will take place during which the Commission will be set up and established while local transit service operation will remain with the existing entities. Based on the preliminary transition plan, the Commission would be established in Q3 2021 and assume responsibility for operations in Q3 2022. The Case for Consolidation The consolidation of transit services across Niagara has the strong potential to deliver a compelling series of economic, social, and mobility benefits to the residents and businesses of Niagara. A consolidated transit Commission is best positioned to deliver these benefits by bringing a scale and flexibility to transit that will: • foster the consolidation of transit service across the region; in particular enhancing cross-boundary mobility for riders. The future state analysis completed as part of the NTGS identifies the future growth of transit in Niagara is closely linked with a latent demand for inter-municipal trips. While the recent impacts of COVID-19 have impacted current transit ridership levels, with long- term investment in targeted projects and services to grow the transit mode share throughout Niagara, transit ridership region-wide could grow by over 80% by 2031. This growth is only achievable through a consolidated and strategic region- wide approach; • continue to support the expansion and connectivity of GO Transit service to the region, further enhancing the introductory levels of GO Train service, in addition to the high performing GO Transit Route 12 bus connections to neighbouring regions. For many commuters, the provision of local and regional transit Page 1112 of 1510 LNTC-C 4-2020 October 21, 2020 Page 12 ______________________________________________________________________ connections to GO stations is a critical link in their daily journey that must be enhanced through the seamless integration of these services; • be able to quickly react to emerging transit technology, innovations, and philosophies including mobility-as-a-service and micro-transit. These developments represent an opportunity for Niagara to meet the wide variety of transit needs across the region that are less well served by the current system, through programs such as the recently launched Niagara Region Transit OnDemand (NRTOD) pilot program; • facilitate economic development and investment through greater access to jobs and services both in Niagara and the GTHA. Providing convenient and seamless transit connections will enhance the ability of Niagara residents to access businesses in adjacent municipalities/regions, allow businesses to attract new customers and employees, and enhance the ability of visitors and tourists to explore all corners of Niagara; • advance the mandate from Niagara’s Heads of Council to Area CAOs, in response to the Provincial government’s Governance Review, to pursue shared services between and among municipalities to better serve Niagara residents; and • contribute to a high quality of life for Niagara residents and support community development through an enhanced ability of residents to choose sustainable (an increased shift to transit means Greenhouse Gas emissions are reduced, less vehicle congestions occurs, and travel time savings occurs), seamless, convenient, and connected mobility options. Transit is a significant contributing factor to the social determinants of health, enabling residents to have equitable access to the community and furthering their socio-economic wellbeing. While the potential benefits outlined above have supported the ongoing development of a consolidated transit approach since the original adoption of the Guiding Principles in 2015, more recent developments in regards to transit in Niagara have only further enhanced the need for a consolidated transit system. The global COVID-19 pandemic has substantially affected all aspects of life for Niagara residents, including the use of public transit. Page 1113 of 1510 LNTC-C 4-2020 October 21, 2020 Page 13 ______________________________________________________________________ The ongoing pandemic has demonstrated the need for and benefits of enhanced levels of coordination and organization between transit providers across the region. As the early days of the pandemic unfolded, significant effort was undertaken via the IMTWG to ensure all transit agencies were unified, aligned and coordinated with the rapidly evolving changes to service levels, fare policy, cleaning protocols, and other operational and strategic changes necessary to effectively respond to the pandemic on behalf of Niagara’s residents and transit users. As Niagara’s transit providers continue to monitor the changing environment and implement independent recovery plans over the next number of years, there is an opportunity to align these efforts as part of the future consolidation of transit services across the region. This alignment will ensure that the future state of transit service delivery across the region provides a consistent approach to recovery that is also well positioned to rapidly respond to the continually changing transit environment. This approach is also closely aligned with the opportunity to seek COVID-19 recovery support from senior levels of government related to both operational needs and with regards to the one-time transition costs associated with consolidation. Under the Provincial governments’ Safe Restart Agreement, municipalities and municipal transit systems are eligible to receive funding to address financial pressures associated with COVID-19. Recent direction provided with regards to Phase 2 of this program has identified fare integration and the consideration of new governance structures as among the key eligibility requirements for potential funding. Niagara Transit Governance Study Process The purpose of the NTGS was to build from the conclusions of the Niagara Transit Service Delivery and Governance Strategy Report and take the next steps in the consolidation process to determine which transit governance model would be best positioned to deliver the potential benefits of a consolidated transit entity. The analysis has lead to a Full Commission model being the recommended governance structure. Under direction provided by the LNTC and the CAO Working Group, a consulting assignment (completed by Optimus SBR Inc. /Left Turn Right Turn Ltd.) was undertaken to evaluate and recommend a preferred transit model for Niagara (seen in Figure 3). The NTGS consisted of five (5) project stages, each of which built upon and advanced the work and key findings of earlier elements: Page 1114 of 1510 LNTC-C 4-2020 October 21, 2020 Page 14 ______________________________________________________________________ Figure 3 - Niagara Transit Governance Strategy Process • Current State and Jurisdictional Scan Report - To understand the Niagara context, an analysis of the current state of operations of the various transit entities in Niagara was completed. Key results identified included the disparity of services across the region between smaller and larger municipalities and the associated financial contributions. • Future State Service Plan – a forecast of different growth scenarios for transit ridership in Niagara was completed, which outlined the potential costs and revenues associated with those forecasts. Transit ridership forecasts indicate a latent demand for inter-regional transit travel. As a result, transit ridership growth across the region is driven by improved inter-regional transit trips. • Model Options Report – Three candidate governance models were identified: Limited Commission, Full Commission, and Regional Division. An evaluation framework was developed that consisted of a series of fifteen (15) evaluation criteria across four (4) major categories: Governance, Finance, Stakeholder Input, and Ease of Implementation. • Recommendation Selection and Model Analysis – The analysis of each of the candidate models against the selected criteria led to the conclusion that the Full Commission is the most suitable model for Niagara. While many factors went into this recommendation, two of the primary benefits that made the Full Commission more attractive than other models were the greater autonomy offered in transit-focused decision making, and the determination that it will likely lead to the most cost-efficient service, best able to manage future transit growth in Niagara. Page 1115 of 1510 LNTC-C 4-2020 October 21, 2020 Page 15 ______________________________________________________________________ • Transition Plan - The transition plan provides a “roadmap” for the establishment of a new transit organization, across a series of five (5) phases: Integration, Commission Establishment, Commission Setup, Service Launch, and Enhancement and Growth. Based on the preliminary schedule contained herein, responsibility for day-to-day service operation would transition to the new entity in late 2022. The final NTGS consultants’ report is provided as Appendix 2 to this report, which provides additional detail and discussion of the key findings from each of the five (5) project stage reports. Consultation and Engagement The project team engaged with a wide variety of stakeholders throughout the development of the NTGS to gather insights and perspectives about the current state of transit services and key considerations for a consolidated system. Consulted stakeholders included: current transit operators in Niagara, Chambers of Commerce, the Region’s Accessibility Advisory Committee, post-secondary institutions, the Amalgamated Transit Unions, and senior public officials such as the Area CAOs and Treasurers. Input received through these consultations was used to inform the overall development of the NTGS, with a particular focus on ensuring the evaluation framework captured the wide range of perspectives on transit throughout the region. Full Commission Recommendation and Analysis Benefits of the Full Commission The Full Commission model is recommended on the basis that it is best suited for the Niagara context, providing the desired ability to deliver on the customer focused, innovative, integrated, economical, and fairness requirements for governance first articulated as part of the project’s Guiding Principles. While the Full Commission model performed well across a strong majority of the criteria, two (2) of the primary benefits that established the Full Commission model as the preferred alternative were: • Autonomy of the Full Commission - The independence of the Full Commission grants it several advantages that make it the most suitable option for the growth potential of transit in Niagara. o With this independence, the Full Commission can remain more strongly and singularly focused on transit and is more capable of formulating its Page 1116 of 1510 LNTC-C 4-2020 October 21, 2020 Page 16 ______________________________________________________________________ own responses to trends and pressures, making and owning decisions, and driving necessary change at a strategic and operational level. o This governance model is able to move from idea to action quickly and reprioritize its resources to meet emerging demands and accommodate growth; and o The autonomy of the Full Commission provides advantages with respect to negotiating important elements such as collective bargaining agreements and the transfer of assets. • Financial Benefits - The Full Commission is expect to result in the most cost- efficient service, in part due to a more streamlined decision-making process and being restricted to provide the most effective service within its defined annual budget. o From a dollars and cents perspective, a Full Commission is the more costly of the models in terms of administrative costs, but less costly on a per trip basis than other models due to a higher utilization of services realized through the outputs achieved via the autonomy of the Commission. This is particularly important as we look to the future and consider what ridership growth in Niagara could look like, and how services may expand to serve regional needs. o The Full Commission has the greatest flexibility to make strategic decisions which drive financial outcomes for transit services and is best positioned to make regionally-focused investments in service growth. The evaluation process and how the full commission performed against each of the criteria is summarized in Table 5 below and is discussed in greater detail as part of the full NTGS report found in Appendix 2. Page 1117 of 1510 LNTC-C 4-2020 October 21, 2020 Page 17 ______________________________________________________________________ Table 5 - Summary of Analysis Criteria Neutral across all models Limited Commission Preferred Full Commission Preferred Regional Division Preferred Governance & Operations Authority and Accountability in Driving Change ✔ Agility and Flexibility ✔ Accommodates Future Growth ✔ Public Perception ✔ Financial Impact Lower Cost of Implementation ✔ Operating Costs and Efficiencies ✔ Financial Decision Making ✔ Potential for Ongoing Financial Support ✔ Stakeholder Input and Equity Equity ✔ Serves the Public Interest ✔ Municipal Input ✔ Ease of Implementation Staffing Resources Impacts ✔ Labour Relations ✔ Legal Implications ✔ Asset Transfer Implications ✔ Nature and Composition of the Full Commission Following the determination of the Full Commission as the preferred model for Niagara, further work was completed to define the nature of the Commission to be established. A Page 1118 of 1510 LNTC-C 4-2020 October 21, 2020 Page 18 ______________________________________________________________________ number of these characteristics have been identified as part of the proposed resolution outlined in Appendix 1 of this report, which seeks the endorsement-in-principle of the governance model. This overall governance structure of the Commission will be refined through the approvals process and subsequent transition plan. The Regional by-law that will be passed as part of the triple-majority process will establish and confirm the composition of the Board and the governance relationship between the new Commission and Regional Council, including the processes for budgetary oversight and reporting to Council. The Board of Directors of the Commission, when established, will make the final determination as to numerous elements of its internal structure (along with the CEO/General Manager), such as its initial functional organizational structure and reporting relationships. Key characteristics of the recommended Commission structure include: • A Board of Directors established using a hybrid governance model that would include membership comprised of a total of five (5) elected members of Regional Council appointed to the Commission as well as four (4) non-elected skills-based representatives with expertise in key areas such as transit operations, finance, and business operations. These nine (9) voting members would be joined on the board by the CEO/General Manager of the Commission as a non-voting ex- officio member. This hybrid-governance structure and Board composition was recommended for Niagara as it provides the necessary blend of accountability to the public and representation of local municipal interests, delivered by the elected representatives, and the technical and transit operation expertise required to support efficient transit operations through the skills-based members. A nine (9) member board has been recommended as the appropriate balance between providing the necessary geographic representation across Niagara with supporting efficient-decision making. A nine (9) member board is in line with leading practices and the Boards of peer jurisdictions. • An Advisory Committee would be established to incorporate local and public interests within the region into the decision-mak ing structure of the Commission. This body would meet 1-2 times annually, or as needed, to present non-binding advice to the Board of Directors and provide an ongoing opportunity for Page 1119 of 1510 LNTC-C 4-2020 October 21, 2020 Page 19 ______________________________________________________________________ stakeholder input and engagement. Membership is recommended to be comprised of a variety of stakeholders including members of the public, members of the Accessibility Advisory Committee, representatives of post-secondary institutions, and the Niagara Chambers of Commerce. • The proposed reporting structure of the organization would see a total of five (5) functional groups under the CEO/General Manager: Customer Service & Communications, Corporate Services, Operations, Strategy & Innovation, and Fleet & Facilities. Within the Corporate Services group there would be an opportunity to establish a number of intended shared-services relationships with existing Niagara Region corporate resources in areas such as finance, information technology, human resources, legal, and procurement. • The Commission will assume all existing employees, vendors, contracts, and collective bargaining agreements currently held by existing local transit authorities, in accordance with the Municipal Act or Labour Relations Act as is appropriate. As existing contracts and collective agreements conclude, the Commission will assume responsibility for negotiating continuations or new agreements. Approval Framework In order to proceed with the establishment of the Commission, legally known as a Municipal Services Board, and ultimately the consolidation of transit services in Niagara, a series of Regional Council and LAM approvals are required. Should Council approve the recommendations of this report, it will represent the first step of a proposed two- phase approval and engagement framework. This framework has been developed with a focus on providing political decision making bodies across Niagara the necessary opportunities to provide informed feedback on the recommended governance and financial models and for them to be refined accordingly. Phase 2 of this process is a final triple-majority approval, scheduled for Q2 2021 which identifies, addresses, or incorporates the feedback received through Phase 1. The Phase 2 approval will also provide the necessary legal by-law authorities to proceed with the creation of the Commission as a Municipal Services Board. Phase 1 Approvals Phase 1 of the approvals framework (shown below in Figure 4) seeks the endorsement- in-principle of the recommended Commission governance model and the parallel Page 1120 of 1510 LNTC-C 4-2020 October 21, 2020 Page 20 ______________________________________________________________________ financial strategy. This process, initiated by this report, first seeks endorsement-in- principle from LNTC, which has had primary oversight of consolidation process to date. Figure 4 - Phase 1 Approvals Process Subject to the endorsement of LTNC, a similar endorsement-in-principle will be sought from each of the LAMs through Q4 2020 and Q1 2021. To facilitate this outreach procedurally, Niagara Region’s Public Works Committee (PWC) and Council will be required approve the minutes of the LTNC meeting. Each municipality will be asked to endorse-in-principle the resolution in Attachment 1 of this report, which outlines the key features of the Commission governance structure and financial strategy, including the transfer of assets, people and obligations, transition to a single regional levy, and maintenance of service levels for a defined period. As part of this consideration, each municipality will be also asked to provide any additional feedback on the recommended Full Commission governance model and the financial strategy by March 31, 2021. In parallel with the LAM considerations, Regional staff will undertake an analysis of considerations specific to the Region, including an assessment of the Regional levy impacts and the implications to the existing transit operations of Niagara Region Transit (NRT), Niagara Specialized Transit (NST), and Niagara Region Transit OnDemand Page 1121 of 1510 LNTC-C 4-2020 October 21, 2020 Page 21 ______________________________________________________________________ (NRTOD). This assessment will be returned to the Public Works Committee for consideration prior to March 31, 2021. Phase 2 Approvals Phase 2 of the approval framework (seen below in Figure 5) commences in Q2 2021 and focuses obtaining formal triple-majority approval of the governance model, the authorities required to proceed with the creation of the Commission, and the formal adoption of the recommended financial strategy. To achieve these objectives, a second staff report and series of recommendations will be brought to Council, reflecting the Phase 1 input on the recommended governance and financial models received from the LAMs and through the Regional assessment. Figure 5 - Phase 2 Approvals Process As part of Phase 2, a series of Municipal Transfer Agreements (MTAs) will be negotiated that outline the roles of the Region and each of the LAMs that currently operate transit services as the consolidation process unfolds, focused on how assets will be transferred and how transit-related decisions are made during the transitional period. Page 1122 of 1510 LNTC-C 4-2020 October 21, 2020 Page 22 ______________________________________________________________________ With the Cummings Principle as a foundation for asset transfer, MTAs will act as the mechanism through which local municipal partners enter the new Commission. They will outline the use and transfer of assets in their community (i.e. new fleet), continuance of existing capital projects and expenditures, debentures and debt financing, etc., giving Councils and transit providers opportunity to ensure consistency in the first (5) years of operation under the new Commission. These MTAs will be appended to the final report for approval of the Region and the Council of each respective LAM that currently operates transit services. Additional detail regarding the MTAs is included in Appendix 2 as part of the Transition Plan discussion. A consulting assignment will be undertaken to support Regional staff in the development of the MTAs, given the unique expertise requirements in the areas of the transition of transit operations, legal, and human resources. This assignment is included as part of the transition plan discussed below, covering activities through Phases 1 and 2 of the plan. Funding will be provided through available budgets previously approved for transit governance consulting services. Considerations Regarding Triple Majority Approval A triple-majority approval process must be undertaken to transfer the authorities necessary for the Commission to assume responsibility for the delivery of transit services across the region. Currently Niagara Region holds the authority to operate inter-municipal specialized transit and conventional inter-municipal transit, the latter of which the result of previous triple-majority approvals obtained as part of the establishment of NRT. This previous authority does not extend to the operation of intra-municipal trips which currently resides with the municipalities responsible for local transit services under the Municipal Act. The authorities required for the Commission to operate transit services in the region will be sought in the form of a by-law as part of the second phase of approvals. This by-law will represent the formal consent of the Region and local area municipalities to proceed with the creation of the new Commission. The Commission will be established as a Municipal Services Board through the Municipal Act, 2001. The by-law will further establish the exclusivity of the Commission to operate public transit within Regional boundaries (excluding WEGO and GO Transit). Appendix 3 provides a detailed legal overview of the current authorities held by Niagara Region and the amendments necessary to facilitate the transfer of powers that will allow Page 1123 of 1510 LNTC-C 4-2020 October 21, 2020 Page 23 ______________________________________________________________________ the new Municipal Services Board, operating as a Commission, to deliver services in Niagara. Transition Plan Bringing a new organization into existence and successfully consolidating transit services across the region will require a comprehensive series of preparatory activities across a number of categories including governance, service delivery, finance, human resources, legal, and operations. A preliminary transition plan has been developed to outline the scope, sequence, and resourcing requirements associated with undertaking these activities and to serve as a ‘roadmap’ for the establishment of the Commission. The preliminary transition plan that has been developed is spread across as series of five (5) phases, which each culminate in a key project milestone, summarized below. Appendix 2 provides additional detail and discussion, including an overview of the key sub-tasks that compromise each of the phases. • Phase 1 – Integration Approval Process – this phase of the transition plan includes the activities leading up to and including the two-phased approval process detailed in the “Approvals Framework” section of this report. This phase concludes with obtaining triple-majority approval of the governance model and authority to establish the Commission, scheduled for the end of Q2 2021. • Phase 2 – Establish Commission – following the triple-majority approval, a two- month phase of work will be undertaken focused on executing the direction of Council and undertaking the tasks necessary to establish the Commission as a legal entity. This phase of work concludes with the appointment of representatives to the Commission’s Board, and the assumption of responsibility for the strategic direction of the consolidation and transition process. • Phase 3 – Commission Setup – this phase of work encompasses all of the activities required to prepare the Commission for the assumption of day-to-day operations of all transit operations throughout Niagara. This will include tasks such as the appointment of the staff leadership team and filling of functional roles through the organization, development of strategic plans and policies, negotiation with relevant bargaining units, and the transfer of assets and contracts to the new Commission. This process is anticipated to take approximately one year, from Q3 2021 through Q2 2022. Page 1124 of 1510 LNTC-C 4-2020 October 21, 2020 Page 24 ______________________________________________________________________ • Phase 4 – Service Launch – responsibility for day-to-day operations would transfer to the new Commission at the start of this phase, anticipated for Q3 2022. Existing service levels at the time of transfer will be maintained for a defined period (approximately 1-2 years, subject to MTAs) to ensure the smooth transfer of operations to the Commission. • Phase 5 – Enhancement and Growth – having successfully assumed responsibility for operations, the Commission will look to the continued development of the organization and opportunities to improve and expand transit services across the region. This preliminary plan will continue to develop throughout the approvals process as feedback provided through the Phase 1 LAM engagement is reflected. As the Commission is established and it assumes responsibility for setup activities (Phase 3 below), this plan will need to be validated and adjusted as required to guide day-to-day transition activities. Alternatives Reviewed In order to arrive at the recommended governance model for the integration of transit services in Niagara, based on the peer jurisdictional review, the consultants identified and considered three (3) potential candidate models: • Limited Commission – where transit service is governed by a Regional Commission with representation from local area municipality elected officials with regards to operational matters, with strategic decision making directed by Regional Council • Full Commission – a distinct entity independent from Regional Council governed by a board of appointed members, equitably selected by Regional Council, and responsible for all transit planning and delivery • Regional Division – within the Region’s Public Works department where Regional Council remains the governing body of the transit division and is integrated into the Regional administration similar to other service delivery departments An overview of the model options that were considered as part of the NTGS is provided as part of Appendix 2. Page 1125 of 1510 LNTC-C 4-2020 October 21, 2020 Page 25 ______________________________________________________________________ The three (3) candidate models were assessed by the means of an evaluation framework developed that would encapsulate the wide variety of interests, criteria, and perspectives that can be applied to transit. Special consideration was given to how the evaluation framework reflected the Guiding Principles set out at the initiation of the project, the ability to ensure fiscal responsibility, and how the governance model would deliver on the opportunity for future growth. On this basis, a series of fifteen (15) detailed evaluation criteria were selected, across four (4) major categories: Governance and Operations, Financial Impact, Stakeholder Input and Equity, and Ease of Implementation. Each of the fifteen (15) evaluation criteria were evaluated using the ‘Harvey Ball’ method, which provides a relative rating reflecting the degree to which the candidate model is in alignment with the characteristics and objectives of the criteria. An overview and detailed discussion of how each of the models were evaluated against the criteria is provided in Appendix 2. During the development of the evaluation framework, consideration was given different criteria weighting scenarios to consider the impact that placing an enhanced level of importance on selected criteria may have on the final recommendation. However in all weighting systems considered there was no impact to the resulting preference of a Full Commission model. Relationship to Council Strategic Priorities The Niagara Transit Governance Strategy and the proposed consolidation of transit services across Niagara into a consolidated transit entity directly aligns with the Council Strategic Priority: Responsible Growth and Infrastructure Planning (Objective 3.1) through advancing regional transit and facilitating the movement of people and goods. Other Pertinent Reports CAO 8-2017 Niagara Region’s Transit Service Delivery and Governance Strategy LNTC-C 21-2018 Inter-Municipal Transit (IMT) Service Implementation Strategy Page 1126 of 1510 LNTC-C 4-2020 October 21, 2020 Page 26 ______________________________________________________________________ ________________________________ Prepared by: Matt Robinson Director, GO Implementation Office _______________________________ Recommended by: Bruce Zvaniga Acting Commissioner Public Works ________________________________ Submitted by: Ron Tripp, P.Eng. Acting Chief Administrative Officer This report was prepared in consultation with Scott Fraser, Transportation Lead - GO Implementation Office; Heather Talbot, Financial & Special Projects Consultant – Financial Management and Planning; and the NTGS CAO Working Group comprised of the CAOs from St. Catharines, Welland, Niagara Falls, Lincoln, and Niagara Region; and reviewed by Sterling Wood, Legal Counsel; Helen Chamberlain, Director, Financial Management & Planning/Deputy Treasurer; Todd Harrison, Commissioner of Corporate Services/Treasurer. Appendices Appendix 1 Resolution for Endorsement-in-Principle Appendix 2 Niagara Transit Governance Review – Final Report Appendix 3 Legal Review of Niagara Region’s Role in Public Transit Page 1127 of 1510 Appendix 1 – Resolution for Endorsement in Principle WHEREAS, a Full Commission model as described in Appendix 2 to Report LNTC- C 4-2020, and to be established as a Municipal Services Board of the Region in accordance with Municipal Act, 2001, has been recommended as the preferred governance model for the consolidation of Niagara’s public transit system; AND WHEREAS, the Cummings Principle, enacted through as series of Municipal Transfer Agreements, will be used to guide the transfer, use of, and access to assets and facilities from existing local area municipalities to the Commission; AND WHEREAS, all existing employees, vendors, contracts, and collective bargaining agreements will be transferred to or assumed by the Commission, in accordance with the Municipal Act, 2001 or Labour Relations Act, 1995; AND WHEREAS, a minimum of 2021 transit service hours in local area municipalities will be maintained for a period of five (5) years from the assumption of delivery of service by the Commission, unless oth erwise agreed to by the local area municipality; AND WHEREAS, all existing and incremental transit spending will be transferred to the new Commission, funded through a single Regional tax levy to be enacted over a transfer implementation period of five fiscal (5) years as described in Report LNTC-C 4-2020; AND WHEREAS, to achieve a net-neutral impact to the regional taxpayer, local transit costs assumed by the Regional tax levy will be offset by equivalent budgetary reductions by the local area municipality; AND WHEREAS, funding previously committed under inter-governmental programs such as the Investing in Canada Infrastructure Program (ICIP) will be maintained and used within the receiving municipality; AND WHEREAS, support will be sought from senior levels of government for the one-time transition costs associated with consolidation under programs such as the Provincial governments’ Safe Restart Agreement; AND WHEREAS, an integrated single regional fare will be established by the Commission within five (5) years of the assumption of delivery of service by the Commission; LNTC-C 4-2020 Appendix 1 Page 1128 of 1510 BE IT RESOLVED THAT Council endorse, in principle, the Full Commission as the recommended governance model for he consolidation of Niagara’s public transit system. LNTC-C 4-2020 Appendix 1 Page 1129 of 1510 Niagara Transit Governance Study Final Report October 2, 2020 LNTC-C 4-2020 Appendix 2 Page 1130 of 1510 Contents 1.Executive Summary 2.Full Report 1.Introduction 2.Current State & Leading Practices 3.Future State Transit Service Plan 4.Model Options, Analysis, and Recommendation 5.Transition Planning 6.In Summary Niagara Transit Governance Study Final Report LNTC-C 4-2020 Appendix 2 Page 1131 of 1510 Introduction Purpose of this Document o In 2019,the consulting firms of Optimus SBR and Left Turn,Right Turn (LRTR),were retained by the Region of Niagara,in partnership with the region’s local area municipalities,to undertake a study of different integrated transit governance models and recommend the best path forward to ensure that the present and future transit needs of the region can be met. o This document is the Final Report of the study undertaken (the Niagara Transit Governance Study)–setting the stage for transit integration across Niagara Region.It provides a comprehensive summary of all work undertaken during the course of this study. o In this Final Report, readers will find: 1.A summary of the current state of transit in Niagara Region; 2.Lessons learned from other jurisdictions that have integrated transit services; 3.A future state service plan that identifies the potential growth of transit in the region; and outlines the opportunity that integration can bring; 4.An overview and analysis of different models for transit integration; 5.The recommended model option for the region; and, 6.A transition plan to guide the implementation of an integrated system. 2 LNTC-C 4-2020 Appendix 2 Page 1132 of 1510 Report Snapshot 3 Key Highlights Research into the benefits and feasibility of an integrated transit system in Niagara Region has been considered for several years,and has culminated in this Niagara Transit Governance Study. A review of the current state of transit in Niagara and a forecast of demand for transit services over the coming 10 years has shown that there is a significant opportunity to increase transit usage in Niagara (over 80%by 2031). To determine how Niagara could best accommodate this future growth,three potential transit governance model options were developed,each one reflecting a different approach to integrating transit in the region. Each potential model was assessed against key evaluation criteria,and ultimately,an independent Full Commission Model was recommended as it provides the greatest opportunity for success by bringing the right degree of autonomy and flexibility to innovate,drive growth,and meet the diverse and changing needs of Niagara. In order to create this new Commission,a five-phased Transition Plan has been developed to guide implementation activities.It is expected that this Commission will be operational by the end of 2022,and there is opportunity to take advantage of government funding to support the cost of transition to the Commission model. LNTC-C 4-2020 Appendix 2 Page 1133 of 1510 Niagara Transit Governance Study Executive Summary LNTC-C 4-2020 Appendix 2 Page 1134 of 1510 Context for this Study 5 Research into the benefits and feasibility of an integrated transit system in Niagara Region has been considered for several years,and has culminated in this project,the Niagara Transit Governance Study. Transit in Niagara Region •Niagara Region constitutes 12 municipalities that have varying levels of transit services available. •The three largest providers are St. Catharines Transit, Niagara Falls Transit, and Welland Transit, who also support the existing Regional service. 2017 Service Delivery & Governance Review •Following agreement on Guiding Principles for integration in 2015, the Region completed the Niagara Transit Service Delivery and Governance Strategy Report in 2017. The report identified several recommendations for service improvements and the following steps with respect to transit governance: o Approve consolidated transit model o Obtain triple majority for recommended model o Develop consolidated transit model implementation plan o Implement inter-municipal transit service strategy Governance Models •To support the development of an integrated approach to transit, the Region formed the Linking Niagara Transit Committee (LNTC), and a working group was formed to evaluate transit governance models, consisting of the CAOs of St. Catharines, Niagara Falls, Welland, and Lincoln, and the Director of the Go Implementation Office. •The consulting firms of Optimus SBR and Left Turn Right Turn (LTRT ) were engaged by the working group to evaluate various transit service delivery models and to identify which option best accommodates Niagara’s future transit operational and planning needs. LNTC-C 4-2020 Appendix 2 Page 1135 of 1510 Executive Summary A Systematic Approach was Followed To determine a preferred governance model for Niagara’s integrated transit system, Optimus SBR and LTRT followed a systematic approach that followed five main steps.This report contains a summary of the key information and insights from each of these steps. Current State and Leading Practices Understanding the Current Situation Developed a mutual understanding of the current state of operations of the various transit entities in Niagara, and to understand how other jurisdictions approached the integration of their systems Future State Transit Service Plan Modelling the Future Forecasted different growth scenarios for transit ridership in Niagara and outlined the costs/revenues associated with those forecasts Model Options Development Developing Options Outlined three different Governance models that could potentially be created to oversee integrated transit services in Niagara, and key evaluation criteria that would be used to choose a preferred model Model Analysis Recommending a Model The evaluation criteria was used to complete a detailed assessment of each model, and ultimately led to a recommendation Transition Planning Planning for Change Detailed phasing for how Niagara should move from the current state of transit services to a successful integrated system This report represents the culmination of research, analysis, and input from key stakeholders across Niagara Region to establish a way forward for transit integration 6 LNTC-C 4-2020 Appendix 2 Page 1136 of 1510 Guiding Principles for Transit 7 Guiding principles for transit in Niagara were developed in 2015 and helped inform the development and recommendation of the recommended transit governance model. These principles will continue to be important throughout the transition to an integrated system and in the life of the new transit entity. Customer Driven Unconventional Solutions Integrated Economically Responsible Fair Adherence to guiding principles will be a fundamental factor in ensuring the success of the integration and the future of transit in Niagara for the benefit of all LNTC-C 4-2020 Appendix 2 Page 1137 of 1510 There is a Significant Opportunity to Increase Transit Usage in Niagara Region 8 By way of investments and harmonization of services and fares,transit under an amalgamated system is anticipated to become a more frequently used means of transportation in the region, with ridership outpacing the status quo. How?Transit ridership forecasts indicate a latent demand for inter-municipal transit travel,which can be capitalized on through improved inter-municipal and connections to GO Transit rail services. By investing in targeted projects and services to grow the transit mode share throughout the region,transit ridership region-wide could grow by over 80%by 2031 under an amalgamated transit service. It is anticipated that Niagara Region,like its peer jurisdictions will experience a transit mode share growth of 30%to 130%within ten years of amalgamation. By 2031,operating costs in the high growth scenario will increase by approximately 55%over the status quo. Capital investment of between $70M and $155M between 2021 and 2031 may be required to address service and demand growth.Provincial Gas Tax revenue could result in up to $50M - $80M in revenue over the same ten years.Over $70M-worth of near-and mid-term projects have committed funds from the federal and provincial governments through ICIP. An integrated single fare is critical to driving ridership growth and could be achieved in a way that is revenue-neutral if implemented progressively as ridership grows.While an integrated payment system and harmonized fare structure will be required at the start of service,a single fare region- wide can be implemented over time. The COVID-19 pandemic presents an opportunity to look beyond the status quo,bring the transit systems in Niagara together,and build a new and improved service that takes capitalizes on current funding programs to see this forecasted ridership growth become a reality. LNTC-C 4-2020 Appendix 2 Page 1138 of 1510 Executive Summary Recommendation: Full Commission Model Following the completion of the current state review,a jurisdictional scan,and the development of a future state service plan,three potential governance models were developed,and the Full Commission Model was ultimately recommended: o o o o Limited Commission Transit Service is governed by a regional commission with representation from local elected officials. Commission reports to Regional Council Strategic decision making for Transit Service is directed by Regional Council Relies on corporate services but retains transit-related services in-house Full Commission o Distinct entity independent from Regional Council o Governed by a board of appointed members, equitably selected by Regional Council o Responsible for all transit planning and delivery o Budget allotment approved by Regional Council o Makes limited use of Regional services except where service sharing does not impede agility or independence Regional Division o Division within Niagara Region’s Public Works department o Regional Council remains the governing body of the transit division o Strategic decision making for Transit Service is directed by Regional Council o Integrated into the Regional administration similar to other service delivery departments 9 The Full Commission model brings the right balance of autonomy and flexibility to innovate, drive growth, and meet the diverse and changing needs of the region. LNTC-C 4-2020 Appendix 2 Page 1139 of 1510 Benefits of the Full Commission 10 Ultimately,the analysis led to the conclusion that the Full Commission is the most suitable model for Niagara.While many factors went into this recommendation, two of the chief benefits that made the Full Commission more attractive than other models were: The Financial Benefits o The Full Commission will likely have the most cost- efficient service, in part due to a more streamlined decision-making process and being restricted to provide the most effective service within the means previously defined in the annual budget. o From a dollars and cents perspective, a Full Commission is the more costly of the models in terms of administrative costs, but less costly on a per trip basis than other models due to a higher utilization of services. o This is particularly important when looking to the future and considering what ridership growth may be, and how services may expand to serve regional needs. o The Full Commission has the greatest flexibility to make strategic decisions which drive financial outcomes for transit services and is best positioned to make regionally- focused investments in service growth. The Autonomy of the Full Commission o The independence of the Full Commission grants it several advantages that make it the most suitable option for the growth potential of transit in Niagara. o With this independence, the Full Commission can remain more focused solely on transit and is more capable of formulating its own responses to trends and pressures, making and owning decisions, and driving necessary change at a strategic and operational level. o This governance model is able to move from idea to action quickly and reprioritize its resources to meet emerging demands and accommodate growth. o The autonomy of the Full Commission provides it advantages with respect to negotiating important elements such as collective bargaining agreements and the transfer of assets. The Full Commission is best suited to grow transit in the region while delivering the high quality, innovative, and seamless transit services that the citizens of Niagara deserve. LNTC-C 4-2020 Appendix 2 Page 1140 of 1510 Proposed Composition of the Commission 11 Outlined below is the proposed composition of the Commission,which would be appointed by a Nominating Committee of the Regional Council. Members of Regional Council (1)Welland (1) St. Catharines (1) Niagara Falls (2) Niagara Municipalities [Selected amongst representatives of: West Lincoln, Lincoln, Grimsby, Pelham, Thorold, Niagara on the Lake, Wainfleet, Fort Erie, and Port Colborne] Skill-based or Public Members (4) Skills-based or Public members (appointed/nominated) Ex-Officio (1) General Manager (non-voting member) 9 voting members A Hybrid governance structure was recommended as it allows a combination of elected officials and skills-based members to provide guidance and oversight. LNTC-C 4-2020 Appendix 2 Page 1141 of 1510 Executive Summary Transition to the Commission A five-phased transition plan has been developed to guide implementation activities over the coming years to ensure the successful creation of the transit Commission. 12 This phase of work encompasses activities related to the legal establishment of the Commission as a municipal service board and concludes with the appointment of members to the Commission Commission Setup This phase includes work associated with getting the Commission ready to take on responsibility for transit services in the region, including establishing policies and processes, filling key roles, and negotiating and executing transfer agreements Service Launch This begins with the Commission officially taking on responsibility for transit services in the region and key activities for the first 2 years of operation to ensure a smooth transition Enhancement Growth This phase includes longer-term activities that the Commission will undertake to continue developing its organization and planning for the future 2 3 4 5 Approx.1 Year Years 1-2 of Operation Year 3+ of Operation Includes activities leading up to, and including, a phased political approval process that concludes with the submission of recommendations to LAM and Regional Councils to seek triple- majority approval to create the Commission Integration Approval Process Approx. 9 Months Approx.2 months The creation of a Regional Transit Commission will be transformative for Niagara, and its success is dependent on maintaining public and political support while transitioning services from the LAMs to create an effective regional network. 1 LNTC-C 4-2020 Appendix 2 Page 1142 of 1510 Executive Summary Funding the Transition Regional staff are currently developing an initial funding model for the start-up budget of the Commission,that will strive for a fair and equitable funding baseline commensurate with the existing baseline services within each municipality.This funding model will be provided to all decision makers upon its completion. The preliminary cost estimates of transition to the Full Commission model is between $3,845,000 and $4,955,000.Given the complexity and ongoing impact of the global pandemic, fluctuations in these costs should be considered. Category Items Included Cost Capital Costs •Transit System Branding •Facility and Office Improvements •Transit Service Design •Technology and Equipment $1,670,000 to $2,225,000 Operating Costs •Transit Integration Team •Legal Fees •Public Consultation •Human Resources Fees $2,175,000 -$2,730,000 $3,845,000 -$4,955,000 13 Suitable investments into the start-up of the Commission will be critical in its early development and long-term success. LNTC-C 4-2020 Appendix 2 Page 1143 of 1510 Niagara Transit Governance Study Full Report LNTC-C 4-2020 Appendix 2 Page 1144 of 1510 Niagara Transit Governance Study 15 Introduction LNTC-C 4-2020 Appendix 2 Page 1145 of 1510 Introduction Context for this Study Transit in Niagara Region •Niagara Region constitutes 12 municipalities that have varying levels of transit services available. •The three largest providers are St. Catharines Transit, Niagara Falls Transit, and Welland Transit, who also support the existing Regional service. 2017 Service Delivery & Governance Review •Following agreement on Guiding Principles for integration in 2015, the Region completed the Niagara Transit Service Delivery and Governance Strategy Report in 2017. The report identified several recommendations for service improvements and the following steps with respect to transit governance: o Approve consolidated transit model o Obtain triple majority for recommended model o Develop consolidated transit model implementation plan o Implement inter-municipal transit service strategy Governance Models •To support the development of an integrated approach to transit, the region formed the Linking Niagara Transit Committee (LNTC), and a working group was formed to evaluate transit governance models, consisting of the CAOs of St. Catharines, Niagara Falls, Welland, and Lincoln, and the Director of the Go Implementation Office. •The consulting firms of Optimus SBR and Left Turn Right Turn (LTRT ) were engaged by the working group to evaluate various transit service delivery models and to identify which option best accommodates Niagara’s future transit operational and planning needs. 16 The concept of integrating transit systems in Niagara has been around for many years. Now, in 2020, a myriad of transit and non-transit related factors and pressures present an opportunity for the region’s systems to reflect on its strengths and challenges, and consider new avenues for innovation and growth. LNTC-C 4-2020 Appendix 2 Page 1146 of 1510 Introduction The Case for Integration A multitude of global and local trends make the need to rethink transit more apparent than ever before. Globally,emerging technology and philosophies around transit,including concept of mobility as a service, has engendered the need to see different transportation methods jointly rather than as individual elements. Economic and cultural trends are also resulting in a trend towards lower personal vehicle ownership due to a reduction in buying power,and evolving perspectives on the environment and the importance of public transit in curbing climate change. Locally,there is a strong desire improve mobility not only within the region, but with neighboring regions as well,along with a growing need to address the disparity of transit service across the region.Moreover, the current system does not provide the integrated and seamless experience that users are growing to expect, and as new commercial and residential developments emerge,the importance of quick and reliable transit will as well. Finally,there is a need to look at transit and its benefits not at the local level,but more broadly. Transit can be a cornerstone of a strong and vibrant community and region,and is a key enabler to attracting new residents,tourists,and businesses.An integrated transit system that can more easily respond to the needs of the region can also help strengthen economic development, support environmental sustainability, and enhance quality of life for residents and visitors alike. Unfortunately, the innovation and growth required to capitalize on these opportunities and accommodate these shifting needs won’t be achieved by maintaining the status quo; an evolution of the current system is needed. Integration isn’t about creating a larger version of what already exists today, nor is it about bringing the status quo under a single roof. Rather, integration is about bringing a scale and flexibility to transit that will allow for greater innovation, more beneficial partnerships, and the ability to better accommodate the variety of transit needs in the region that won’t be able to be served within the constraints of the current system. 17 LNTC-C 4-2020 Appendix 2 Page 1147 of 1510 Integration and COVID-19 The 2020 COVID-19 pandemic has undoubtedly affected transit ridership in Niagara,Ontario,and Canada as a whole.With ridership down 75%nationally,1 operating revenues for transit agencies have also seen a significant decline.However,despite the devastating impacts that COVID-19 has had on the health of Canadians,the use of public transit,and the overall economy,now is an apt time to redesign transit in Niagara. The ongoing pandemic has demonstrated the need for,and benefits of,enhanced levels of coordination and organization between transit providers across the region.In the early days of the pandemic, significant effort was undertaken to align and coordinate across delivery agencies the rapidly evolving changes to service levels, fare policy, cleaning protocols,and other operational and strategic changes necessary to effectively respond to the pandemic on behalf of Niagara residents. In addition,there is an opportunity to align efforts with current funding programs associated with the province’s economic recovery.In July 2020,the province announced that it had secured one-time urgent funding to support its municipalities’critical public services,including transit services.This Safe Restart Agreement funding may include up to $2 billion for transit in the province and is already beginning to flow to municipalities and transit agencies,with eligible projects including service improvements and governance restructuring.This unique funding opportunity only strengthens the case for integration and the need for collaboration and alignment of effort across the region. As transit providers continue to monitor the changing environment and implement recovery plans over the coming years,now is the ideal time to move integration forward and align efforts,especially given the significant work that will be needed to grow ridership in a safe and effective way,and the funding opportunities made available to municipalities. 18 Municipalities in the region need to look beyond the current situation and how to return to the status quo. Now is the time to reflect on what has worked and not worked in the past, take advantage of funding and growth opportunities, and collaborate on building a new system that provides a high-quality and user-friendly service for the region. 1 Statistics Canada. Urban Public Transit, June 2020. https://www150.statcan.gc.ca/n1/daily-quotidien/200831/dq200831d-eng.htm LNTC-C 4-2020 Appendix 2 Page 1148 of 1510 Guiding Principles for Integrated Transit Guiding principles were first established in 2015 and subsequently endorsed by the Linking Niagara Transit Committee (LNTC).They have informed the development of the transit governance model for Niagara. To achieve success the new transit entity will need to make regionally-focused decisions aligned to guiding principles.This will ensure that potential growth in ridership,efficiency of operations,and improved service delivery are realized. Customer Driven •Continuously improve the rider experience, including improvements throughout the pilot phase; •Understand customers, particularly those who rely on transit the most; •Provide seamless connections and routes based on demand; •Take people to work, school, healthcare, shopping and recreation as efficiently as possible; •Respect established local service levels and routes; and, •Maintain and improve transit to Niagara College and Brock University users. Unconventional Solutions •Investigate leading-edge technologies and delivery systems that establish Niagara as an innovator in the transit field; and, •Explore partnerships with other providers (e.g. GO Transit) where service delivery gaps exist. 19 1 2 LNTC-C 4-2020 Appendix 2 Page 1149 of 1510 Guiding Principles for Integrated Transit Guiding principles were first established in 2015 and subsequently endorsed by the Linking Niagara Transit Committee (LNTC).They have informed the development of the transit governance model for Niagara. Integrated •Be seamless with other modes of transportation and evolve according to overall transportation plans across Niagara (e.g. Transportation Master Plan and local Master Transit plans); •Integrated with and support daily GO train service; •Connect municipalities at hubs that are most appropriate for customers and the community; •Evolve according to long-term transportation planning, growth planning, and economic development opportunities; and, •Promote interconnectivity with systems that connect Niagara with the GTHA (e.g. GO Transit, Hamilton Street Railway). Economically Responsible •Recognize inter-municipal transit is a public service funded through property taxes, grants, and partial cost recovery through user-fees; •Balance financial costs with potential ridership and benefits; •Build on past transit investments by enhancing, not duplicating, existing services; and, •Explore alternative modes of delivery, particularly in small communities and rural areas. Fair •Respect existing investments made by communities with public transit and existing service levels; •Provide a basic level of services that can be accessed by as many Niagara residents as possible; •Balance respect for taxpayers with the ability of transit riders to pay fares; and, •Respect existing transit collective agreements.20 4 5 3 LNTC-C 4-2020 Appendix 2 Page 1150 of 1510 Reaching a Preferred Governance Model Introduction To determine a preferred governance model for Niagara’s integrated transit system, Optimus SBR and LTRT followed a systematic approach that followed five main steps.This report contains a summary of the key information and insights from each of these steps. Understanding the Current Situation Developed a mutual understanding of the current state of operations of the various transit entities in Niagara, and to understand how other jurisdictions approached the integration of their systems Modelling the Future Forecasted different growth scenarios for transit ridership in Niagara and outlined the costs/revenues associated with those forecasts Developing Options Outlined three different Governance models that could potentially be created to oversee integrated transit services in Niagara, and key evaluation criteria that would be used to choose a preferred model Recommending a Model The evaluation criteria was used to complete a detailed assessment of each model, and ultimately led to a recommendation Planning for Change Detailed phasing for how Niagara should move from the current state of transit services to a successful integrated system This report represents the culmination of research, analysis, and input from key stakeholders across Niagara Region to establish a way forward for transit integration.21 LNTC-C 4-2020 Appendix 2 Page 1151 of 1510 Niagara Transit Governance Study 22 Current State & Leading Practices LNTC-C 4-2020 Appendix 2 Page 1152 of 1510 Introduction Current State & Leading Practices The first phase of this project involved a thorough review of the current state of transit in Niagara to identify what was working well and what challenges exist,hear different stakeholder perspectives,and better understand the benefits that an integrated system could bring to the region. Understanding the Current Situation Before work on evaluating and selecting different models for an integrated transit system could begin,it was critical to undertake a thorough review of what transit looks like in the Niagara Region today. A clear picture of the current state allowed us to understand what was feasible and not feasible with respect to transit integration in Niagara.Through this understanding,it was possible to devise different options for moving forward,assess which option had the most potential,and develop a realistic transitionplan for gettingthere. This was accomplished through a review of key data,engaging with representatives from transit system and external organization (e.g. Amalgamated Transit Union,Brock University),and also included a review of other jurisdictions that have undergone similar transit system integrations in the past. The findings from this phase of the project not only provided a sense of the transit-specific strengths/gaps in the current system and the potential size of an integrated one,but also enabled us to understand what was particularly important to different stakeholder groups with respect to transit in Niagara and what their initial impressions of an integrated system were.The data collected during this phase was also a key first step in forecasting future transit demand,and the information gained from researching how other jurisdictions structured and implemented their integration provided important insights and lessons learned that were applied to all subsequentphases of work. In the following slides,please find a summary of the Current State and Leading Practices Report,which includes an overview and key statistics about transit in the region,a financial summary,a snapshot of themes identified during engagement with key stakeholders,and a summary of insights gained from the review of other jurisdictions.23 LNTC-C 4-2020 Appendix 2 Page 1153 of 1510 Current State & Leading Practices 24 System Assessment LNTC-C 4-2020 Appendix 2 Page 1154 of 1510 Niagara Transit System Overview 25 Niagara Region is home to twelve lower-tier municipalities and eight transit service providers.Cities,towns and hamlets are dispersed with large swaths of farmland and natural expanse between them. LNTC-C 4-2020 Appendix 2 Page 1155 of 1510 Niagara Transit System Overview System Assessment The region experiences diverse levels of transit services.Higher-quality transit services are generally correlated with higher levels of urbanization. 26 Overview Niagara Falls,St.Catharines and Welland are the largest local transit services and provide contracted service throughout the region. –Niagara Region contracts service on all intermunicipal routes to Niagara Falls, St.Catharines and Welland –Thorold contracts service from St.CatharinesTransit –Port Colborne contracts service from Welland Transit Niagara Region,in partnership with several municipalities in western Niagara,launched NRT OnDemand,an alternative transit service on August 17,2020. –The service was initially designed as a regional transit alternative connecting the communities of Grimsby, Wainfleet,Lincoln and West Lincoln with the larger urban centres in Niagara Region –Grimsby opted to introduce a new local transit service as part of NRT OnDemand to provide transit access within the community and connectivity to the planned GO Station. –Additionally,Lincoln and Pelham have completely replaced their local fixed -route transit services with NRT OnDemand. Fort Erie and Niagara-on-the-Lake operate their own local fixed-route transit services through third-party private contractors –The contractors are responsible for all service as well as supply and maintenance of vehicles, equipment and other assets –Only Niagara-on-the-Lake reports into the Canadian Urban Transit Association Wainfleet and West Lincoln Townships have no existing local transit service,but expansion of NRT OnDemand remains a future consideration. LNTC-C 4-2020 Appendix 2 Page 1156 of 1510 Niagara Transit System Overview 27 The following is a summary of 2019 key characteristics for transit in the region for the different systems: Municipality Ridership Service Hours Routes Revenue Vehicles Operating Expenses Operating Revenue Specialized Ridership Niagara Region Transit 1,065,933 85,070 18 21 $ 12,228,435 $ 4,878,503 29,995 Niagara Falls Transit 2,009,784 95,538 31 45 $ 12,521,213 $ 3,842,111 24,722 St. Catharines Transit Commission 4,731,453 152,181 24 73 14 Specialized $ 21,643,836 $ 8,704,665 28,166 Thorold (Provided by St. Catharines Transit) 286,037 11,779 3 N/A $ 1,347,798 $ 460,034 3,722 Welland Transit 738,998 42,509 9 18 4 Specialized $ 3,128,392 $ 1,359,467 12,802 Port Colborne (Provided by Welland Transit) 12,700*2,600 2 N/A $ 278,684 $ 18,838 N/A Fort Erie (Provided by 3rd Party)40,467 13,313 4 3 $ 972,740 $ 35,076 9,880 Lincoln (Provided by 3rd Party)2,000 2,064 3 1 $ 317,680 $ 51,851 N/A Niagara-on-the-Lake (Provided by 3rd Party)29,510*6,545*2 2 $ 667,416 $ 22,357 N/A* Pelham (Provided by 3rd Party)7,895 5,458 2 2 $ 445,090 $ 32,600 910 *Note that at the time of collection some data remains approximate since reporting may not yet have been complete LNTC-C 4-2020 Appendix 2 Page 1157 of 1510 Access to Services Conventional transit services are accessible to over 390,000 people or approximately 85%of the region’s residents. 0.24 1.08 1.00 0.89 0.63 0.14 0.43 0.10 0.57 0.28 0.00 0.20 0.40 0.60 0.80 1.00 1.20 0 5 10 15 20 25 30 35 NRT NFT SCT WT TH PC FE LNC NOTL PLHM Service Hours per CapitaRiders per Service HourRidership and Service Hours by Agency (2019) Utilization (Riders / Service Hour) Service Hours / capita 28 o There is a stark discrepancy in the amount of service and the utilization of that service in large urban areas versus the smaller municipalities; o While this could be largely related to the density and urban form, it does call attention to the fact that utilization is driven by availability and utility of the service; and, o Note that service in Thorold is provided by St. Catharines Transit Commission and is considerably better performing than other smaller municipalities on the basis of riders per service hour. LNTC-C 4-2020 Appendix 2 Page 1158 of 1510 Current State & Leading Practices Financial Analysis 29 LNTC-C 4-2020 Appendix 2 Page 1159 of 1510 Financial Performance 30 A financial performance summary was compiled based on CUTA statistics and information from each of the transit operators in Niagara for the year 2018. LNTC-C 4-2020 Appendix 2 Page 1160 of 1510 Operating Expenses and Revenues 31 This chart reflects the considerably large disparity in the investment in service and the service area that these agencies are responsible for. $6.90 $4.32 $2.73 $2.39 $3.10 $20.46 $23.17 $21.86 0 5 10 15 20 25 30 0 2500 5000 7500 10000 12500 15000 17500 20000 22500 25000 NRT NFT SCT WT TH PC FE LNC NOTL PLHM Dollars of Net Operating Expense per Rider ($)Dollars in Thousands ($)Operating Expenses and Revenues by Agency (2019) OpExp OpRev Net OpExp per Rider $132.91 $52.25 o St.Catharines,Niagara Falls and the Region have a considerably larger operatingbudgetthan any of the other agencies; o Fixed route services require discrete capital investments to provide base services and are often under utilized in smaller rural communities resulting in higher net operating costs per rider;and, o Note that for these purposes,operating revenue does not include grants and funding from external sources,such as gas tax funding applied to operating costs. LNTC-C 4-2020 Appendix 2 Page 1161 of 1510 Capital Asset Summary by Agency 32 This slide provides an overview of the purchase and book value of different agency’s capital assets 0 10 20 30 40 50 60 70 Niagara Region Transit Niagara Falls St Catharines Welland$ MillionsCapital Assets –Purchase Value Vehicles Land Facilities Equipment Technology 0 10 20 30 40 50 60 70 Niagara Region Transit Niagara Falls St Catharines Welland$ MillionsCapital Assets –Net Book Value Vehicles Land Facilities Equipment Technology Note that all agencies use a different amortization period for their vehicles. For the purposes of this comparison, a 12-year amortization period (useful life) was used for conventional transit vehicles, cutaway minibuses were given a 7-year useful life and paratransit vans a 5-year useful life. o Niagara Region Transit owns 21 vehicles that are designed to the standards by the local agency that operates the vehicle on behalf of the Region .Otherwise,the Region has no other major capital assets; o Niagara Falls, St.Catharinesand Welland have the largest capital asset inventory of the municipalities; o The smaller agencies and municipalities contract out service,and do not own the assets for service;and, o The exception is Fort Erie,which owns the smart card fare system technology onboard their vehicles. LNTC-C 4-2020 Appendix 2 Page 1162 of 1510 Total Forecast Capital Expenses 33 Local transit agencies are planning for large investments over the coming years. 0 5 10 15 20 25 30 35 2020 2021 2022 2023 2024 2025 2026 2027 2028$ MillionsTotal Forecast Capital Expenses 2020-2028 Niagara Falls Transit St. Catharines Transit Commission Welland Transit *Note that vehicles procured for Niagara Region Transit are configured based on the specifications of the local agency that will be providing the service and maintenance on the vehicle *Note that Niagara Region Transit intermunicipal service fleet requirements are included in the capital projections While core operating technologies (such as the CAD/AVL system and related components) are shared and integrated across all three local transit agencies, ancillary technologies such as fareboxes, paratransit scheduling and AVL, and asset management systems are not presently integrated. In addition to fleet renewal and minor infrastructure improvements,the three properties have plans for major facility improvements.Many of these initiatives already have committed funding as part of ICIP,including matching municipal funds: •Niagara Falls Transit had earmarked $ 7M for transit terminal and storage facility expansion in 2020 •Welland Transit had earmarked $13M for a new operations facility in 2021 •St.Catharines Transit had earmarked funds annually for major garage improvements totalling $15M LNTC-C 4-2020 Appendix 2 Page 1163 of 1510 Funding and Financing Service and Investment Operating Subsidies and Tax Levies o Most municipalities contribute to funding transit agencies within their cities and towns through either through their annual budgeting process,or by dedicated tax levies that are specifically allocated to transit; o In Niagara Region,most transit agencies operate as a division of the local municipality they reside in,and are funded directly through the annual municipal budget process;and, o St.Catharines Tran s it Commission, which operates on a commission model, has secured a dedicated transit property tax levy approximately 0.07%or roughly $210 per year on a $300,000 home. Provincial Funding o Niagara Region Trans it,as well as the local municipalities receive Gas Tax disbursements that are allocated to operating and capital transit investment.The 2018/19 allocations are listed below: o Lincoln will begin collecting Gas Tax disbursements in 2019/20. o Funding from the Safe Restart Agreement is beginning to flow to municipalities and transit agencies as part of the COVID-19 response,with eligible projects including service improvements and governance restructuring 34 Total NRT NFT SCT TH WEL PC FE LNC NOTL PEL Operating $1,649,400 $267,309 $ 532,000 -$250,993 -$112,754 $287,173 -$147,837 $ 51,334 Capital Total $4,806,134 $493,722 $ 914,000 $2,633,000 -$765,129 ----- $6,455,534 $761,031 $1,446,374 $2,633,000 $250,993 $765,129 $112,754 $287,173 -$ 47,837 $ 51,334 LNTC-C 4-2020 Appendix 2 Page 1164 of 1510 Funding and Financing Service and Investment cont. Federal Funding o Niagara Region Transit as well as Niagara Falls, St. Catharines and Welland applied for Public Transit Infrastructure Fund (PTIF) funding with the federal government for capital improvements and funding has been made available; o PTIF funding, which was made available to transit agencies across Canada, is a limited pool of $3.4 Billion that is allocated to transit agencies based on reported CUTA ridership figures; o Active applications for PTIF funding will be ongoing until the funds expire; and, o Investing in Canada Infrastructure Program (ICIP) funding has been approved, and provincial and federal funds have been committed for over $ 74M worth of capital investments through the first round of funding 35 LNTC-C 4-2020 Appendix 2 Page 1165 of 1510 Current State & Leading Practices 36 Stakeholder Perspectives LNTC-C 4-2020 Appendix 2 Page 1166 of 1510 Stakeholder Engagement Findings 37 A number of stakeholders were engaged to gather insights and perspectives about the current state of transit services and key considerations for an integrated system.Some key considerations raised by stakeholders with regards to service and system planning included: Findings Connecting to Hubs:Integrated system should focus on connecting residents to important community hubs and landmarks in an efficient manner (e.g.hospitals,malls, schools,etc.).No trip to the hospital should take 2-3 hours. Seamless Rider Experience:Prioritize aligning service schedules and stops so that riders can move from point A to point B –with integrated fares. Collaboration with Regional and Municipal Staff: A coordinated effort will need to be undertaken to look at routes and determine the need that current construction projects will have for future transit service. Connecting with other Transit Entities:Integrating and/or connecting with other transit systems in the area,including GO,HSR,or coach bus. Building for Niagara’s Current and Future Needs:Ensuring that appropriate services are built to accommodate future residential and business developments and creating inter-municipal corridors will be important. Accessibility: Consider an automated booking service that allows users to book in advance given consistent medical needs. Community Engagement: Importance of ongoing and regular public communication and engagement in transit planning to ensure the voice of the rider is understood. LNTC-C 4-2020 Appendix 2 Page 1167 of 1510 Current State & Leading Practices Leading Practices 38 LNTC-C 4-2020 Appendix 2 Page 1168 of 1510 Leading Practice Overview Leading Practices The following is a summary of the findings from the jurisdictional scan of four municipalities, including the regions of Durham, Waterloo and York, and the Edmonton Metropolitan Region. 39 Both Commission model and Centralized Delivery in use Financial Cumming Principle used for asset transfers and there is a varied approach to levies Transit & Operations Service Enhancements requires prioritization and considerable, investment Transition Significant communications efforts required to engage staff, unions and the public Lessons Learned Transfer of human resources to a new organizational structure is a significant undertaking Need to consider the magnitude of cultural change and legacy systems involved in transition planning A phased-in single tax levy has been successful elsewhere Ongoing communication is an important factor in bringing key stakeholders onboard LNTC-C 4-2020 Appendix 2 Page 1169 of 1510 Summary of Findings: Leading Practices Leading Practices The following is a summary of the findings from the jurisdictional scan of four municipalities, including the regions of Durham,Waterloo and York,and the Edmonton Metropolitan Region. 40 •A governance body was set up for both the study for amalgamation, and the transition period. Membership often continued into the transition planning period. Governance •With the exception of Waterloo Region, which was a staff-only led Committee (and reported directly to Regional Council), the remaining amalgamations had an operationally focused oversight body that reported to a politically appointed oversight body. •York and Waterloo Regions both selected a governance model where transit resided as a department within the Regional Corporation, and reports to Regional Council through the Chief Administrative Officer. Edmonton and Durham selected a Commission model. Transit Service Planning & Operations •Due to the difference in transit services across the amalgamated municipalities, often considerable service enhancements were identified. These were prioritized and completed in a phased approach over 5 to 7 years. •Significant planning and resourcing is required for the transfer of human resources related matters, including contract negotiation, and placing staff within a revised organizational structure. •Fares were integrated across the amalgamated regions. •Collection of service metrics continued to be a challenge well after the transition period as amalgamated bodies reconciled legacy systems across local transit providers. Financial •There was a varied approach to the fee levy: Durham and York Regions instituted a unified levy, Waterloo implemented a differentiated fee levy (with the goal of a unified levy), and Edmonton will receive funding from municipalities based on budgeted operating revenues and expenses. Considerations •Municipalities typically started with applying area rated tax levies to apportion the cost of the transit services being provided to each community, then moved to introduce single urban tax levy and maintain area rates for rural areas. LNTC-C 4-2020 Appendix 2 Page 1170 of 1510 Summary of Findings: Leading Practices Leading Practices The following is a summary of the findings from the jurisdictional scan of four municipalities, including the regions of Durham, Waterloo and York, and the Edmonton Metropolitan Region. 41 Financial •The Cumming Principle was utilized in most cases for transfer of assets. Considerations •Transit related development charges were transferred to the regions of Durham and Waterloo. •All municipalities documented the transition plan in a joint agreement between transit providers and established a transition period between 1 to 2 years. Transition Planning •Most Plans focused that transition period on bringing the transit systems together, not on significant changes to services and service levels. •Significant communication resources required to inform and engage both impacted staff and unions, and members of the public. •Consideration needs to be taken on how and why resources are transferred to the amalgamated organizational structure. Lessons •A single tax levy being implemented from the beginning, through a phased approach had been made successful through a concurring commitment to provide service in areas that had no transit services. Learned •Do not underestimate the magnitude of cultural change and legacy systems involved in transition planning. •Ongoing communication to the public, province, and municipal governments is an important factor in bringing key stakeholders onboard. LNTC-C 4-2020 Appendix 2 Page 1171 of 1510 Current State & Leading Practices Summary 42 LNTC-C 4-2020 Appendix 2 Page 1172 of 1510 Summary Current State & Leading Practices The current state has broad implications for the future of transit in Niagara,and the long- term design and development of an integrated transit agency.Key findings that a future integrated system will need to consider include: 43 Implications for Integration with respect to availabilityand frequency of service,and ensuring basic levels of equity for accessing services. Manage the differences in transit service expectations from residents of different municipalities.The relative lack of population density in a large part of the region and the pockets of density located in the major municipalities –including the fact that 85%of the region’s population still lives within a 15- minute walk of transit services,and over half of the population within a 5-minute walk. The large swathes of ruraland undeveloped land within the region and how these will be served. The differences in financial contribution of the three largest municipalities in terms of operating dollars per capita compared to the smaller transit agencies. That the larger municipalities have substantial planned investments that will need to be maintained toward fleet and facility renewal. That agencies have already begun to integrate technologies across the region. The financial and legal impact of transferring existing contracts municipalities to the future integrated system. How the three CBAs with the ATU are to be consolidated into a single agreement. The means and degree to which the new integrated agency will take on the current staff complements of the different transit agencies, and the method by which leadership positions will be filled. LNTC-C 4-2020 Appendix 2 Page 1173 of 1510 Niagara Transit Governance Study Future State Transit Service Plan 44 LNTC-C 4-2020 Appendix 2 Page 1174 of 1510 Introduction Future State Transit Service Plan The second phase of work in this project,the Future State Transit Service Plan,was a critical milestone as it provided insight into the potential growth of transit in Niagara Region and its implications for an integrated transit system. Modelling the Future Understanding the future demand on the Region's transit network is an important consideration in planning for it.By forecasting ridership growth,and capital and operating costs,one can gain a clearer picture of the benefits that an integrated transit system could bring to Niagara,and also better understand the environment that this integrated system will be operating in.While not a direct input into the governance structure recommendations,the results of the Future State Transit Service Plan provide critical context of how residents and workers in Niagara Region will utilize the services providedby this new entity. As part of this study,an in-depth analysis of the Transportation Tomorrow Survey and the Ontario Growth Plan was undertaken,as well as observed transit data to identify a set of changing trends and important considerations for the 2031 horizon.In addition to this,a forecast of future demand estimates for the preferred network was undertaken,which was achieved by adjusting information related to routes, headways,fare policy, and more. The following slides contain a summary of this Future State Plan that outlines the potential growth in transit ridership in Niagara.The assessment has identified a latent demand for transit that the current status quo system is unable to accommodate because of its inability to effectively support inter-municipal trips with first-and last-mile connections.Through integration,however,Niagara has the opportunity to spur this latent demand and accommodate ridership growth throughout the Region.This new entity will have the capacity, scale,and flexibility to build a system that reacts to not only the demand within a particular municipality,but that drives transit ridership growth across the Region. Current State and Leading Practices Future State Transit Service Plan Model Options Development Model Analysis Transition Planning 45 LNTC-C 4-2020 Appendix 2 Page 1175 of 1510 Within 10-years of amalgamation, transit mode sharecould increase between 0.9% – 1.8% 46 This is consistent with peer jurisdictions,who experienced between 30%and 130%mode share increases post amalgamation,independent of population growth. After amalgamation of local transit services,Durham,Waterloo and York Regions all experienced a substantial increase in transit utilization. In contrast,the local transit mode share in Niagara Region has remained largely constant over the past twenty years. Note:this chart excludes all “GO Transit Only”trips,and focuses entirely on transit trips that utilize some form of local transit 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 1996 2001 2006 2011 2016Transit’s Mode Share of All Regional TripsDurham York Waterloo Niagara York Region Transit begins operations (2001) Grand River Transit begins operations (2000) Durham Region Transit begins operations (2006) LNTC-C 4-2020 Appendix 2 Page 1176 of 1510 Transit Demand in the 2031 Horizon 47 In all tested scenarios with fully integrated transit services,the total number of transit trips greatly outpaces the status quo The consultants worked in collaboration with IBI Group to produce a set of comparable 2031 AM Peak Period transit forecasts using the Region's Transportation Model.The future network in the model was updated to the preferred network,including the express service options,and a preliminary fare-policy was recommended. The high growth scenario considers the results of the advanced modelling analysis and includes recent trends in growth and demand and identifies an apparent latent demand for improved regional transit integration. This scenario employs the increasing trends in modal share observed at peer transit agencies after amalgamation of local transit services.While this represents a considerably greater demand for transit in the 2031 horizon, the approach employed to consolidate these results ensures that the most current transit ridership trends are adequately captured. Total Trips Originating from and/or Destined within Niagara Region Status Quo Low Growth High Growth AM Peak Period 4,7706,99015,180Transit Demand Note that this assessment does not represent a rigorous modelling exercise and should only be leveraged for the purposes of providing broader context to the overall transit governance strategy. The Status Quo scenario assumes 2%annual growth. LNTC-C 4-2020 Appendix 2 Page 1177 of 1510 After service integration,transit ridership is expected to grow byupto80%region-wide by 2031 in the High-Growth Scenario Service integration will allow for more seamless travel region-wide. With appropriate service enhancements, every local municipality will have substantial growth in transit ridership 48Note that growth rates for Grimsby, Wainfleet and West Lincoln are excluded since there was no transit service in 2019 LNTC-C 4-2020 Appendix 2 Page 1178 of 1510 Demand for specialized transit service isexpectedto grow between 20%and 40% 49 Future State Transit Service Plan 2018 Observed 2021 Forecast 2031 Forecast Total Clients 4,390 4,580 –4,780 5,300 –6,360 Total Trips 124,087 129,460 –135,025 149,865 –179,840 Ambulatory / Non- ambulatory Patient Trips 30,684 / 93,403 32,015 –33,390 / 97,445 –101,635 37,058 –44,470 / 112,810 –135,370 Trips with / without a support person 22,725 / 101,362 23,710 –24,730 / 105,750 –110,295 27,445 –32,935 122,420 –146,905 0 25 50 75 100 125 150 175 200 ThousandsGrowth in Specialized Transit Trips Low Growth High Growth Data and growth rates extracted from the January 2020 Niagara Specialized Transit report (IBI Group, 2020) LNTC-C 4-2020 Appendix 2 Page 1179 of 1510 Expected Service Growth 50 Transit service must increase dramatically over the first ten years to meet ridership demand after amalgamation. Region-wide,capacity must increase by over 300,000 service-hours (approximately 95%increase over 2019)in the high-growth scenario. Municipality Ridership (2019) Anticipated Annual Trips (2031) Service Hours (2019) Estimated Service Hours Required (2031) Intermunicipal Services 1,065,933 2,080,000 –3,420,000 85,070 105,000 –198,000 Niagara Falls 2,009,784 2,085,000 –3,430,000 95,538 99,000 –165,000 St. Catharines 4,731,453 4,600,000 –7,100,000 152,181 148,000 –230,000 Welland 738,998 870,000 –1,440,000 42,509 50,000 –83,000 Port Colborne 12,700 20,000 –40,000*2,600 8,500+ Thorold 286,037 255,000 –450,000 11,779 12,000 –19,000* Fort Erie 40,467 49,000 –81,000*13,313 16,000 –27,000 Niagara-On-The-Lake 29,510 22,000 –37,000*6,545 8,500+ Grimsby (On-Demand)~N/A 5,000 –9,000*N/A 3,500+ Lincoln (On-Demand)~2,000 6,000 –10,000*2,064 3,500+ Pelham (On-Demand)~7,895 15,000 –26,000*5,458 5,500+ West Niagara (On-Demand)~N/A 290,000 –475,000*N/A 42,000 –56,000 Summary 8,924,777 10,030,000 –16,200,000 417,057 502,000 –803,000 •*Note: the demand models employed are less effective at predicting ridership precisely in smaller municipalities and areas with now existing transit service; these values should be considered carefully in this context. •+Note: service hour growth for Port Colborne and Niagara-on-the-Lake is required for ensuring customers have equal access to transit throughout the region by providing equivalent service levels and span-of-service to other local municipalities •~Note: West Niagara Intermunicipal On-Demand is separate from local on-demand service in Grimsby, Lincoln or Pelham LNTC-C 4-2020 Appendix 2 Page 1180 of 1510 Service Improvement Increments 51 Future State Transit Service Plan Initialization Phase 2021 – 2022 •Initialization of the new integrated service •Harmonize costs and hourly rates for operators and staff •Initial phases of harmonized fares are implemented •Implement an integrated fare system and associated technology to support region- wide travel •Improve services in Port Colborne, Fort Erie and Niagara- on-the-Lake to ensure consistency across the region Growth Phase 2023 - 2026 •Considerable investment in service hours across the region •Expansion of fleet and facilities to accommodate growth •Potential demand for incremental investment in transit priority measures such as queue jump lanes, transit signal priority and dedicated right-of-way Future Outlook 2026 - 2031 •Incremental transition to an integrated fare for region-wide travel to drive ridership growth and ensure seamless and fair access to opportunities by transit •New services and infrastructure investment into higher-order transit such as Bus Rapid Transit •Implementation of fixed-route services into West-Niagara to satisfy growing transit demand LNTC-C 4-2020 Appendix 2 Page 1181 of 1510 Operating Cost Comparison Across Scenarios 52 Assuming a “Go-Live”date in the fiscal year of 2022,the new entity will need to make considerable investments in order to satisfy the demand for transit services in the region. Service investment in order to achieve high growth is approximately 55%greater than the Status Quo scenario.Savings in the low-growth scenario are driven by lower more strategic investment in services and a reduced administrative burden over the status quo.Notice that the average cost-per-trip is lower in both the low growth and high growth scenarios. $120 $100 $80 $60 $40 $20 $-nseillionsMpeEx ngitarpe OlnnuaA2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Change per Trip $ 53.8 $ 55.4 $ 55.4 $ 56.1 $ 56.9 $ 57.6 $ 58.4 $ 59.2 $ 60.0 $ 60.8 $ 61.7 $ 62.5 $ 63.4 1.44%$ 9.16 $ 53.8 $ 55.4 $ 54.6 $ 55.4 $ 57.3 $ 58.3 $ 59.2 $ 60.2 $ 61.1 $ 61.5 $ 62.5 $ 63.4 $ 64.4 1.79%$ 8.78 $ 53.8 $ 55.4 $ 54.6 $ 55.4 $ 60.7 $ 69.3 $ 73.5 $ 77.1 $ 81.3 $ 84.9 $ 89.1 $ 93.2 $ 96.8 7.74%$ 8.39 Status Quo Low Growth High Growth Note that costs and revenues represent real dollars ($2019) and are not adjusted for inflation Operating Costs in Millions Integrated transit service begins Avg Annual Avg Cost LNTC-C 4-2020 Appendix 2 Page 1182 of 1510 Implementing an integrated fare structure is critical to achieving ridership growth targets 53 Future State Transit Service Plan Additional consideration should be made for the impact on changing fare policy on the post-secondary student pass programs at Brock University and Niagara College. Note that for this analysis it is assumed that the Post-Secondary UPass Program is tied to enrollment, not student ridership, and thus remains constant under all future scenarios. 2022 2031 Start-of-Service Status-Quo Integrated Transit Fares Regional Cash Fare $ 6.00 $ 6.00 $ 3.00 -$ 3.50 Local Cash Fare $ 3.00 $ 3.00 $ 3.00 -$ 3.50 Total Customer Journeys 6.2M –6.5M 6.8M 7.3M –10.8M Student Customers 3.6M 3.7M 4.0M –5.4M Non-student Customers 2.7M –2.9M 3.0M 3.3M –5.4M Total Revenue $ 18.2M -$ 18.5M $ 20.1M $ 20.3 –$ 29.2M Post-Secondary Pass Program Revenue $ 10.5M $ 11.6M $ 11.6M General Fare Revenue $ 7.7M -$ 8.0M $ 8.5M $ 8.7M –$ 17.6M Average Revenue per Trip $ 2.84 –$ 2.91 $ 2.91 $ 2.53 –$ 2.77 Note that costs and revenues represent real dollars ($2019) and are not adjusted for inflation LNTC-C 4-2020 Appendix 2 Page 1183 of 1510 Specialized Transit Operating Cost Comparison 54 Future State Transit Service Plan Operating Costs in Millionss$10.0 neillio$9.0 nsM$8.0 pe$7.0 Ex $6.0 ngita$5.0 rpe$4.0 Ol$3.0 nnua$2.0 A$1.0 $0.0 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Low Growth High Growth $ 5.6 $ 6.0 $ 6.4 $ 6.5 $ 6.6 $ 6.7 $ 6.8 $ 6.8 $ 6.9 $ 7.1 $ 7.2 $ 7.3 $ 7.4 $ 5.7 $ 6.2 $ 6.6 $ 6.8 $ 7.0 $ 7.3 $ 7.5 $ 7.7 $ 7.9 $ 8.1 $ 8.4 $ 8.6 $ 8.8 Integrated transit service begins 20% Note that costs and revenues represent real dollars ($2019) and are not adjusted for inflation LNTC-C 4-2020 Appendix 2 Page 1184 of 1510 Major Capital Investments 55 While several key investments in technology and infrastructure will be required to address service growth throughout the region,over $74M-worth of projects have committed funding from the federal and provincial governments through ICIP and are anticipated to advance within the next few years. •Up to 82, 40’ transit vehicles and 38, 60’ articulated transit vehicles by 2031 (in the High Growth scenario) •Further consideration for facilities may be required as alternative propulsion methods (e.g. hydrogen, battery-electric, etc.) are considered $ 95,000,000 between 2021 and 2031 ($ 9.5M/year on average) •Niagara Falls Transit indicated that they intend to commit capital funding to improve existing terminal facilities within the City.$ 4,500,000 in 2020/2021 •A new facility will replace the existing Welland Transit Garage, and is particularly useful for the high growth scenario •The site is ideally situated in close proximity to most endpoints of inter- municipal services, making it preferable for servicing and overnight storage of those vehicles, in addition to vehicles assigned to Welland, Port Colborne and Fort Erie $ 13,000,000 to $ 16,000,000 in 2022 to 2025 •St. Catharines Transit has indicated that garage facility upgrades will be required within the next ten years •Services in St. Catharines will also experience the largest growth requirements for fleet, which will further strain existing garage facilities $ 15,000,000 to $ 20,000,000 in 2025 to 2027 •Integrated electronic fare collection system is required at launch •It is anticipated that the existing ITS systems will require replacement towards the end of the ten-year horizon. •With a larger fleet and an expectation of changing technologies, this investment will be substantial Up to $ 7,500,000 for fare system depending on technology $ 20,000,000 to $ 30,000,000 in 2028 to 2030 Note that these are intended for consideration and high-level estimation of capital cost requirements and not intended to replace a more fulsome business case or investment study. LNTC-C 4-2020 Appendix 2 Page 1185 of 1510 Future State Transit Service Plan Summary 56 LNTC-C 4-2020 Appendix 2 Page 1186 of 1510 Integration Will Drive Ridership Growth By way of investments and harmonization of services and fares,transit under an amalgamated system is anticipated to become a more frequently used means of transportation in the region, with ridership outpacing the status quo. Key Highlights Transit ridership forecasts indicate a latent demand for inter-municipal transit travel that the existing disconnected transit providers are unable to accommodate.As a result,transit ridership growth across the region is driven by improved inter-municipaltransit tripsand improved connections to GO Transit rail services. By investing in targeted projects and services to grow the transit mode share throughout the region,transit ridershipregion-wide could grow by over 80%by 2031 under an amalgamated transit service. It is anticipated that Niagara Region,like its peer jurisdictions will experience a transit mode share growth of 30%to 130%within ten years of amalgamation. Capital investment of between $70M and $155M between 2021 and 2031 may be required to address service and demand growth.Provincial Gas Tax revenue could result in up to $50M - $80M in revenue over the same ten years. Over $70M-worth of near-and mid-term projects have committed funds from the federal and provincial governments through ICIP. An integrated single fare is critical to driving ridership growth and could be achieved in a way that is revenue-neutral if implemented progressively as ridership grows.While an integrated payment system and harmonized fare structure will be required at the start of service,a single fare region-wide can be implemented over time. Key Considerations Operating costs could be impacted by governance decisions around harmonization of salaries and hourly rates for staff and operators Subsidy and alternative revenue generation will have to be considered,particularly the allocation of gas tax funds to capital and operating expenses. The new entity will be responsible for delivering and investing in service to drive aspirational ridership growth,no matter what governance structure is implemented. The new organization will be responsible for establishing transit service standards region-wide,which must balance cost effectiveness of various transit modes with the necessary levels of service to increase ridership and improve the public perception of transit’s effectiveness in Niagara Region. Future State Transit Service Plan 57 LNTC-C 4-2020 Appendix 2 Page 1187 of 1510 Niagara Transit Governance Study Model Options, Analysis, and Recommendation 58 LNTC-C 4-2020 Appendix 2 Page 1188 of 1510 Introduction Model Options, Analysis, and Recommendation The third and fourth phases of work involved developing potential model options, evaluating their potential,and ultimately recommending a preferred model for Niagara’s integrated transit system. Developing and Evaluating Potential Options Once a thorough understanding of the current state of transit and the potential future growth in Niagara was complete,the information gained was used to develop three potential governance models that would be capable of delivering transit services in the region and meeting service expectations now,and in the future. All three of these options were considered to be capable of meeting Niagara’s transit needs,but in order to determine which model would be best suited for the region,a thorough analysis was undertaken during which each option was evaluated against a series of criteria that spanned the domains of operations, finance,stakeholder equity and input, and ease of implementation.Once that analysis was completed, the preferred model was identified. This section contains an overview of each of the proposed transit system models,a description of the evaluation criteria used to evaluate them against each other,and a summary of the results of this analysis.Moreover,the closing slides of this section contain a summary of the rationale for the recommended model,a brief overview of some key risks and considerations that will need to be addressed as the integration moves forward,and additionalinformation around organizationaland governance structurethat has been recommended. Current State and Leading Practices Future State Transit Service Plan Model Options Development Model Analysis Transition Planning 59 LNTC-C 4-2020 Appendix 2 Page 1189 of 1510 Model Options, Analysis, and Recommendation Model Options Overview 60 LNTC-C 4-2020 Appendix 2 Page 1190 of 1510 Model Options Overview Model Options Overview Following the completion of the current state review,the jurisdictional scan,and the development of the future state plan,three potential governance models were developed: Limited Commission o Transit Service is governed by a regional commission with representation from local elected officials. o Commission reports to Regional Council o Strategic decision making for Transit Service is directed by Regional Council o Relies on corporate services but retains transit-related services in-house •Durham Region Full Commission o Distinct entity independent from Regional Council o Governed by a board of appointed members, equitably selected by Regional Council o Responsible for all transit planning and delivery o Budget allotment approved by Regional Council o Makes limited use of Regional services except where service sharing does not impede agility or independence •Edmonton •TTC •St. Catharines Regional Division o Division within Niagara Region’s Public Works department o Regional Council remains the governing body of the transit division o Strategic decision making for Transit Service is directed by Regional Council o Integrated into the Regional administration similar to other service delivery departments •York Region •Waterloo Region Transit System Examples 61 LNTC-C 4-2020 Appendix 2 Page 1191 of 1510 Model: Limited Commission Model Options Overview The governance models highlighted in the previous slide have many similarities and differences.The following slides contain a comparison of them by reviewing a few key characteristics: 62 Governance Structure & Decision Making •Commission membership is a combination of Local and Regionally elected representatives and would have representation from all local area municipalities in the Region, selected by their respective Council and appointed by Regional Council. There is also opportunity for non-elected members of the public to be members of Commission. •Commission acts as an Advisory group to Council where strategic decisions for service standards, service levels, budgets, and fares are made by Regional Council. •Commission decision making is focused on operating policies to implement and deliver transit services and collect fares. Organizational Structure and Shared Services •Will take advantage of Regional corporate services and therefore can expect a reduction in FTE. Shared corporate support services can be purchased from Niagara Region for areas such as Finance, HR, Legal, Service Planning, etc. •To ensure adaptability, the Commission will retain such transit-related services as procurement, fleet maintenance, and communications to ensure transit-specific autonomy is provided but also allows leveraging of corporate supports. Funding Sources •Regional Council will make the funding decisions based on recommendations from the Commission regarding annual service levels and fare strategy. •Funding sources include transit fares, Provincial and Federal funds, with the Municipality subsidizing net operating costs and funding the capital program. LNTC-C 4-2020 Appendix 2 Page 1192 of 1510 Model: Full Commission Model Options Overview 63 Governance Structure & Decision Making •Commission would be a distinct entity incorporated through the Municipal Act and independent from Regional Council. The Commission would be an agency of the Region of Niagara through the Municipal Act. •Governed by a Commission of appointed members, who are composed of a combination of elected and non-elected individuals, nominated and appointed by Regional Council. •Commission is single point of responsibility for transit service planning and delivery and is empowered to make strategic and operational decisions regarding transit service planning and delivery based on the funding approval from Regional Council. Organizational Structure and Shared Services •Commission is a ‘purpose-built’ transit planning and delivery agency. •Financial reporting for Transit Commission is independent of Regional Council and has agency specific methods and systems in place. •Transit agency-specific methods and systems in place for IT, HR, legal, service planning. Funding Sources •Commission will set fare policy and deliver service within the budget allotment approved by Regional Council. •Funding sources include transit fares, Provincial and Federal funds, with the member municipalities subsidizing net operating costs and funding the capital program. LNTC-C 4-2020 Appendix 2 Page 1193 of 1510 Model: Regional Division Model Options Overview 64 Governance Structure & Decision Making •The Regional Council remains the governing body of the transit division (much like Niagara Region Transit currently). •A Transit Committee of Council should be created to provide oversight during transition and early years of operation. Regional Council makes decisions for service standards, service levels, budgets and fares. •Staff administers the Transit program as approved by Regional Council to deliver transit services and collect fares. •Decision making for Transit Service is directed by Regional Council which has locally elected representation. Organizational Structure and Shared Services •Transit Services are integrated into the Regional administration similar to other service delivery departments. •Corporate support services will be provided and charged to transit services as determined by internal Regional policy. Funding Sources •Regional Council will make the funding decisions based on recommendations from Staff regarding annual service levels and fare strategy. •Funding sources include transit fares, Provincial and Federal funds, from the Municipality subsidizing net operating costs and funding the capital program. •Regional Council will determine tax levy and capital program needs and financing through debentures, capital reserves and development charges. LNTC-C 4-2020 Appendix 2 Page 1194 of 1510 Model Options, Analysis, and Recommendation Evaluating the Different Model Options 65 LNTC-C 4-2020 Appendix 2 Page 1195 of 1510 Overview of Criteria 66 Four separate evaluation categories were used to evaluate and compare the different model options.Within each category are more detailed criteria upon which models were evaluated.The results of this evaluation will then enable the selection of a recommended model. Recommended Model Stakeholder Input and Equity Stakeholder Input and Equity is the degree to which the integrated transit entity makes decisions in the best interest of the region,balances regional transit priorities with regional equity, and allows for local municipal autonomy and input Governance and Operations The governance and operational characteristics that allow the transit entity to achieve transit objectives and accommodate future growth Financial Impact The financial implications of implementing and operating the integrated transit entity Ease of Implementation The complexity associated with transitioning from current state to the integrated transit entity LNTC-C 4-2020 Appendix 2 Page 1196 of 1510 Overview of Analysis The following points provide additional context for the development of evaluation criteria and how evaluation was conducted: Perspective Taken for Analysis o The objective of the model analysis is to determine which governance model would best deliver on the ambitions outlined in the Future State Transit Service Plan. o The Future State Tra n sit Service Plan was not a direct input into the governance structure recommendation,however it provided critical context of how residents and workers in Niagara region will utilize the services.Evaluation criteria may be perceived differently by different stakeholders.With regards to the evaluation,models were assessed by looking at which best serves the interest of the region and its aspirations to make transit a more viable alternative for commuters, students,residents, and tourists alike. Structure of this Section o The Summary of Analysis section in the following slides provides the scores within the four evaluation categories with a high-level rationale.The Harvey Ball Method was used, which depicts a visual representation of the model comparison.This method was chosen at they are useful in demonstrating the results of relative analysis,particularly for more qualitative measures.In the full ‘Model Analysis Report’,greater detail is provided on the rationale for the ratings of each criteria. Evaluation Category and Criteria Weighting o To further analyze the results of the model options analysis,several different weighting scenarios were applied to understand the impact that placing different levels of importance of particular categories or criteria would have on the final recommendation.It was found that there was no impact and therefore no weighting was applied.67 LNTC-C 4-2020 Appendix 2 Page 1197 of 1510 Assumptions To compare these different model options,some key assumptions were made to ensure a thorough and fair evaluation: 1.Initial transit services will be based on transfer of existing services Meaning that service levels and commitments will remain largely the same for all municipalities at launch of the integrated transit entity for a defined period of time (likely 2-3 years,in agreement with Local Area Municipalities),with some expansion of service over the few years to ensure consistency across the region. 2. Cummings Principle will be used to transfer assets The premise of the Cumming Principle is to transfer assets (and related outstanding liabilities),from one municipality to another with no additional compensation since transferring assets for additional compensation results in the taxpayer paying twice for the same public asset.This Principle has been applied for over four decades in the municipal setting throughout Ontario,and in the vast majority of transit consolidations reviewed as leading practices.The use of the Cummings Principle is also well aligned to the guiding principle of fairness,which respects the existing investments made by communities on behalf of taxpayers. 3.Investments in service will meet the transit demands across the network This includes ensuring that the span of service across the Region is consistent and that all parts of the region have access to some form of transit service on a prioritized basis over time,and that as demand grows, service levels will increase to meet the demand. Evaluating the Different Model Options 68 LNTC-C 4-2020 Appendix 2 Page 1198 of 1510 Model Options, Analysis, and Recommendation Summary of Analysis: Governance and Operations 69 LNTC-C 4-2020 Appendix 2 Page 1199 of 1510 Summary 70 The governance and operational characteristics that allow the transit entity to achieve transit objectives and accommodate future growth. Criteria Description Limited Commission Full Commission Regional Division Authority and Accountability in Driving Change Speaks to the accountability and decision making power held by the transit entity. Agility and Flexibility Ability for the entity to move from decision to action,and to react quickly to environmental changes, new legislation, advancing technology,and changing user demands. Accommodates Future Growth Ability of the future transit entity to respond to projected ridership and service growth forecasted in the Future State Transit Service Plan. Public Perception Public perception refers to the brand and image of the transit entity in the eyes of the citizens it is designed to serve. No alignment Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1200 of 1510 Authority and Accountability in Driving Change Category: Governance and Operations A transit entity with greater authority to drive change is one that can make decisions to build the desired transit network in Niagara while demonstrating accountability to the public in order to maintain ongoing support for continued transit investment and growth. Model Assessment Rationale Limited Commission The Limited Commission drives operational decision making and makes recommendations to Council on strategic matters,but may be viewed as less regionally accountable where recommendations are more locally focused resulting in lost support for transit growth. Full Commission The Full Commission is a separate body that operates independently of Regional Council apart from regular reporting and budgetary approvals, and are accountable for their own decisions,to maintain public and political support for ongoing transit investment. Regional Division The Regional Division model would rely on Regional Council for decision making and is expected to make more regionally-focused recommendations, although their accountability and support will be based on the broader perception of other Regional services delivery. While Regional Council maintains control over annual funding approvals,the Full Commission is still more empowered to drive change and influence transit in Niagara Region than the other two models and will be directly accountable for their decisions to maintain public and political support for ongoing transit investment. 71 LNTC-C 4-2020 Appendix 2 Page 1201 of 1510 Agility and Flexibility Category: Governance and Operations The agility and flexibility of the transit entity refers to its ability to move from decision to action,and to react quickly to environmental changes,new legislation,advancing technology,and changing user demands. Model Assessment Rationale Limited Commission The challenges associated with the Limited Commission being an external organization but still relying on Council for key decisions and approvals will reduce its agility significantly. Full Commission The Full Commission’s ability to make decisions and quickly reprioritize as needed makes it more agile and flexible than the other models. Regional Division The Regional Division benefits from its location within the Regional structure to make best use of shared services and understand competing priorities,but must still seek Council approval and coordinate with other Departments before taking action on strategic matters . Full Commissions is more capable of reacting to environmental change, moving from idea to action,and mobilizing their workforce to pivot and respond to external pressure and needs. 72 LNTC-C 4-2020 Appendix 2 Page 1202 of 1510 Accommodates Future Growth Category: Governance and Operations Accommodation of future growth speaks to the ability of the future transit entity to respond to projected ridership and service growth forecasted in the Future State Transit Service Plan. Model Assessment Rationale Limited Commission Though exclusively focused on transit and able to leverage economies of scale,the Limited Commission may be less apt to making growth decisions with a regional lens. Full Commission The Full Commission’s ability to make regionally-focused decisions and be flexible to growing and changing needs make it more able to accommodate it. Regional Division A Division's ability to secure ongoing funding,make regionally-focused decisions,and better coordinate with other regional services position it well to accommodate future growth. The ability to accommodate future growth will be largely based on funding and ability to make regionally-focused decisions,thus making the Full Commission and Regional Division the strongest options. 73 LNTC-C 4-2020 Appendix 2 Page 1203 of 1510 Public Perception Category: Governance and Operations Public perception refers to the brand and image of the transit entity in the eyes of the citizens it is designed to serve. 74 Model Assessment Rationale Limited Commission At launch,a regionally-focused transit entity delivering integrated and equitable service to Niagara residents can be expected to receive favorable feedback from the public. However,neither a Commission or Regional Division governance model will hold an advantage in the long-term, as these systems have each received a share of scrutiny and critical attention from the public and media in the past. Ultimately,the new entity’s perception will be built around its service consistency and quality,communication, branding initiatives,and accountability. Full Commission Regional Division Either Commission or Regional Division model options are equally susceptible to scrutiny given historical controversies,and risk mitigation strategies and proper accountability measures will need to be incorporated into any chosen model. LNTC-C 4-2020 Appendix 2 Page 1204 of 1510 Model Options, Analysis, and Recommendation Summary of Analysis: Financial Impact 75 LNTC-C 4-2020 Appendix 2 Page 1205 of 1510 76 Financial Impact Summary The financial implications of implementing and operating the integrated transit entity. Criteria Description Limited Commission Full Commission Regional Division Lower Cost of Implementation* The costs of implementing each model are associated with the complexity and the size of the organizations proposed. Operating Cost Efficiency* Operating costs and efficiencies relate to how much a transit agency will spend,but more importantly how effectively those dollars are allocated to services throughoutthe region. Financial Decision Making Financial decision making refers to decisions leading to transit operating and capital costs,and decisions regarding how to generate the necessary funding, and ability to secure budget approvals. Potential for Ongoing Financial Support The potential for ongoing financial support to fund the necessary investment to build and maintain a transit network which offers seamless travel within Niagara, while also supporting connections with GO Transit services. No alignment Little alignment Somewhat aligned Well aligned Strongly aligned *With regards to Costs of Implementation and Operating Cost Efficiency, a full circle represents lower relative costs LNTC-C 4-2020 Appendix 2 Page 1206 of 1510 Category: Financial Impact Lower Cost of Implementation* The costs of implementing each model are associated with the complexity and the size of the organizations proposed. 77 Model Assessment Rationale Limited Commission 2 Both the Limited and Full Commission models will require an investment in start-up costs. These costs would include the legal costs associated with establishing the Commission in the Municipal Act and associated local bylaws as well as selecting and moving staff and physical resources to a consolidated office location.Full Commission 2 Regional Division 2 Implementing a Regional Division in municipal bylaw will likely require less effort. However the costs are not anticipated to be substantially lower than the Commission models. The governance model options are anticipated to have similar order of magnitude' implementation costs No alignment Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1207 of 1510 78 Financial Impact Operating Cost Efficiency* Operating cost efficiency relates to how effectively those operating expenses are at providing highly efficient transit services. Model Assessment Rationale Limited Commission The Limited Commission will have budgetary restrictions and be required to provide the desired service levels within their approved annual budget. However,a Limited Commission may receive greater local area municipality input on day-to-day service-related decisions which may result in changes to service that require sacrifices to service efficiency to address other priorities. Full Commission The Full Commission will likely have the greatest budgetary restrictions and will have to ensure that all operations and unanticipated changes to the service are accommodated within their approved annual budget.As such,they will likely be required to providethe most effective service within their financial means. Regional Division Regional Division will have greater budgetary flexibility,being able to capitalize on budget savings in other regional departments to make unanticipated changes to service.Additionally,a Regional Division may receive greater local area municipality input in day-to-day service-related decisions which may then be supported by budgetary amendments at council rather than identifying internalefficiencies. A Full Commission could provide the greatest value for operating expenses invested in service by ensuring that services are allocated as efficiently as possible within budgetary constraints.This trend seems to be supported by peer agency review. No alignment Little alignment Somewhat aligned Well aligned Strongly aligned *With regards to Costs of Implementation and Operating Cost Efficiency, a full circle represents lower relative costs LNTC-C 4-2020 Appendix 2 Page 1208 of 1510 Category: Financial Impact Financial Decision Making Financial decision making refers to decisions leading to transit operating and capital costs, along with decisions regarding how to generate the necessary funding, and the ability to secure budget approvals. 79 Model Assessment Rationale Limited Commission The Limited Commission defers to Council for all strategic decisions,which are informed by recommendations from the Commission. Full Commission Apart from annual operating and capital budget approvals, all financial decisions are made by the Commission. Regional Division The Regional Division must take a broader look at regional priorities when recommending action to Council. Regional Council holds the ultimate financial decision-making responsibility through the approval of the annual budget for all models,but the Full Commission Model has the most independence to make strategic decisions which drive financial outcomes for transit services. Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1209 of 1510 Category: Financial Impact Potential for Ongoing Financial Support The potential for ongoing financial support to fund the necessary investment over several years,to build and maintain a transit network which offers seamless travel within Niagara, while also supporting connections with GO Transit services 80 Model Assessment Rationale Limited Commission Financial recommendations to Council may not be supported if they are deemed to be too locally focused or not viewed as forwarding regional priorities.The budget request would be separate from the Region’s internal budgetary process. Full Commission While exclusively focused on transit,the Full Commission may be less aligned with other regional priorities and achieve less Council support.The budget request would be separate from the Region’s internal budgetary process. Regional Division This model offers the closest integration with other regional priorities and thus increases the potential for ongoing financialsupport. Regional Council holds the ultimate financial decision-making responsibility,and the Regional Division offers an advantage by being integrated and aligned with other internal Regional priorities and can leverage this to obtain ongoing financial support. Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1210 of 1510 Model Options, Analysis, and Recommendation Summary of Analysis: Stakeholder Input and Equity 81 LNTC-C 4-2020 Appendix 2 Page 1211 of 1510 82 Stakeholder Input and Equity Summary Stakeholder Input and Equity is the degree to which the integrated transit entity makes decisions in the best interest of the region,balances regional transit priorities with regional equity,and allows for local municipal autonomy and input. Criteria Description Limited Commission Full Commission Regional Division Equity Ability to balance the needs and perspectives of larger and smaller municipalities. Serves the Public Interest The degree to which the integrated transit agency can make decisions that contribute to the broader public good and the region’s aspirations overall,and informed by public engagement and input. Municipal Input The degree to which local area municipalities will be able to provide input into service planning and delivery decisions, while also maintaining local autonomy. No alignment Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1212 of 1510 Category: Stakeholder Input and Equity Equity A transit entity with greater consideration of equity will be able to balance the various needs and interests across Niagara Region,and can implement decisions that may not always be the most popular,cost-effective,or well received by a particular community. 83 Model Assessment Rationale Limited Commission Due to the Limited Commissions more diverse and LAM- representative composition it is better suited to take on broader municipal input into the design of standards and strive to make them more equitable. Full Commission The Full Commission’s independence allows it more flexibility to effectively apply the standards,however it is less effective at incorporating a regional focus. Regional Division This model can more effectively design standards through a broader approach to equity, but is less suited to apply the standards without influence. The Limited Commission holds a slight advantage in terms of ability to promote equitable transit service delivery through more diverse and transit-focused decision making,and less impacted by external influence and political considerations. Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1213 of 1510 Category: Stakeholder Input and Equity Serves the Public Interest The degree to which the integrated transit agency can make decisions that contribute to the broader public good and the region’s aspirations overall,and informed by public engagement and input. 84 Model Assessment Rationale Limited Commission A Commission model, whether Limited or Full, is similarly able to gather public input on transit services,in a more focused manner through an emphasis on transit users to inform decision making and long-term plans.It is recommended that an advisory committee be considered to ensure that stakeholder input is heard and reflected within the Commission model.Full Commission Regional Division Long term planning for transit should not only consider community, and the built environment but can influence future decisions made for the region to align transit and broader community needs. A Regional Division holds an advantage, as the Region already provides a multitude of services that are connected to transit planning. Leading practices demonstrate that transit cannot be viewed as an isolated service,rather it is integrated with other disciplines. Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1214 of 1510 Category: Stakeholder Input and Equity Municipal Input The degree to which local area municipalities will be able to provide input into service planning and delivery decisions,while also maintaining local autonomy to influence tax policy related to municipal transit to enhance or increase local service. 85 Model Assessment Rationale Limited Commission This model provides LAMs with the greatest degree of input and influence over transit decision making through Regional Council and the representative Commission. Full Commission The Full Commission model is more independent and provides flexibility for LAMs to exert local autonomy and increase local services,but decreases their direct influence on overall decision making. Regional Division A Regional Division leverages existing decision-making structure and representation within Regional Council to make decisions regarding transit operations. Overall,both Commission models allow for comparable degrees of municipal input into transit-related decisions and autonomy to influence local service,though the Limited Commission allows for more direct LAM input. Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1215 of 1510 Model Options, Analysis, and Recommendation Summary of Analysis: Ease of Implementation 86 LNTC-C 4-2020 Appendix 2 Page 1216 of 1510 Summary 87 The complexity associated with transitioning from current state to the integrated transit entity. Criteria Description Limited Commission Full Commission Regional Division Staffing Resources Impacts Degree of suitability of the model with regards to transferring human resources to new entity,including the impact on FTE count. Labour Relations Degree of suitability of the model with regards to conducting negotiations and harmonizing collective agreements. Legal Implications Degree of suitability of the model with regards to the legal formation of the new transit entity. Asset Transfer Implications Degree of suitability of the model with regards to implementing the Cummings Principle to the required transfer of assets from the local municipalities to the new entity. No alignment Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1217 of 1510 Category: Ease of Implementation Staffing Resources Impacts Degree of suitability of the model with regards to transferring human resources to new entity,including the impact on FTE count. 88 Model Assessment Rationale Limited Commission 1 A Limited Commission may require the same or greater investment in staff resources than a Full Commission in order to handle the more frequent interactions with Regional Council despite the natural opportunities for increased utilization of shared services over a Full Commission. Full Commission 1 A Full Commission will require greater investment in in-house staff resources since it will likely duplicate the majority of services that could otherwise be shared in a Regional Division. Regional Division 3 A regional division will benefit from shared services in lowering their dedicated headcount.However,it is unclear what the FTE impact would be on the divisions responsible for providing the shared services. The Regional Division will benefit from shared services opportunities to lower the headcount over either commission models.However,consideration must be made for the staffing required in partner divisions that will provide those shared services. Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1218 of 1510 Category: Ease of Implementation Labour Relations Degree of suitability of the model with regards to conducting negotiations and harmonizing collective agreements. 89 Model Assessment Rationale Limited Commission 3 While a Limited Commission would be a separate entity and engage in its own bargaining practices,it is likely that decisions will be guided by CBA’s already negotiated at other Regional entities. Full Commission 4 A Full Commission would have full autonomy over its bargaining agreements with the transit unions across the region,and the shared understanding of transit operations will benefit negotiations to a greater degree than other models. Regional Division 2 A Regional Division will be beholden to negotiations and other agreements already in place in other Regional entities.Additionally it is possible that with other bargaining priorities the Region may not be able to negotiate. Since a full commission will have the greatest autonomy over its own labour relations,it is likely that it will be easiest to transition these resources and agreements of the three proposed models. Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1219 of 1510 Category: Ease of ImplementationLegal Implications Degree of suitability of the model with regards to the legal formation of the new transit entity. 90 Model Assessment Rationale Limited Commission 2 Both commission models will require an extensive municipal engagement process in order to change the Municipal Act to form the Transit Commission.This will likely involve obtaining the Triple- Majority from local city councils prior to passage at Regional Council.Only then will the amendment be submitted to the Province for approval.Establishing an appropriate mechanism for local municipalities to exercise their autonomy would be critical in the establishing amendments and how their representation on the commission is structured. Full Commission 2 Regional Division 3 A regional division can be established directly by Regional Council through a bylaw amendment that allows the Region to assume responsibility of transit services.Negotiating the transfer of transit assets,liabilities and operating agreements may be met with some resistance from the local municipalities and establishing appropriate mechanisms to maintain local autonomy could be challenging. While the Regional Division will be the most straightforward governance model to implement,owing to the fact that it should not require amendments to the Municipal Act, its acceptance by the local municipalities may be contingent on an appropriate mechanism to ensure their local autonomy over decision-making,particularly as it relates to their continued inclusion within this entity and the negotiation of asset transfer. Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1220 of 1510 Category: Ease of Implementation Asset Transfer Implications Degree of suitability of the model with regards to implementing the Cummings Principle to the required transfer of assets from the local municipalities to the new entity. 91 Model Assessment Rationale Limited Commission 2 With the Limited Commission reporting directly to Regional Council on an ongoing basis for decision-making,there may be some concerns with respect to turning over local control of assets to a commission with less independence. Full Commission 3 A Full Commission will likely be best positioned to negotiate the transfer of assets,particularly if sufficient independence is established from Regional Council, and appropriate local municipal representation is provided. Regional Division 1 Since a Regional Division will be managed directly by Regional Council without ongoing decision-making input from local municipalities,it is possible that there could be concerns regarding asset transfer from the local municipalities. The Full Commission is best suited to accomplish the asset transfer through the implementation of the Cummings Principle so long as it is established as sufficiently independent from Regional Council. Little alignment Somewhat aligned Well aligned Strongly aligned LNTC-C 4-2020 Appendix 2 Page 1221 of 1510 Model Options, Analysis, and Recommendation Recommended Model 92 LNTC-C 4-2020 Appendix 2 Page 1222 of 1510 Recommended Model Summary of Analysis A side-by-side comparison showing where each model performed best within each evaluation criteria.Based on the in-depth analysis conducted, the Full Commission ranked higher in most categories.keholderSta Ease of Governance & Input and l ImpactFinanciaentationImplemOperationsEquityLimited Regional Neutral across Full Commission Criteria Commission Division all models PreferredPreferred Preferred Authority and Accountability ✔in Driving Change Agility and Flexibility ✔ Accommodates Future Growth ✔ Public Perception ✔ Lower Cost of Implementation ✔ Operating Costs and ✔Efficiencies Financial Decision Making ✔ Potential for Ongoing Financial ✔Support Equity ✔ Serves the Public Interest ✔ Municipal Input ✔ Staffing Resources Impacts ✔ Labour Relations ✔ Legal Implications ✔ Asset Transfer Implications ✔93 LNTC-C 4-2020 Appendix 2 Page 1223 of 1510 Recommended Model Recommendation: Full Commission o o o o As the analysis demonstrates, the preferred model and recommendation is the Full Commission. Full Commission o Distinct entity independent from Regional Council o Governed by a board of appointed members, equitably selected by Regional Council o Responsible for all transit planning and delivery o Budget allotment approved by Regional Council o Makes limited use of Regional services except where service sharing does not impede agility or independence Regional Division o Division within Niagara Region’s Public Works department o Regional Council remains the governing body of the transit division o Strategic decision making for Transit Service is directed by Regional Council o Integrated into the Regional administration similar to other service delivery departments 94 Limited Commission Transit Service is governed by a regional commission with representation from local elected officials. Commission reports to Regional Council Strategic decision making for Transit Service is directed by Regional Council Relies on corporate services but retains transit-related services in-house The Full Commission model brings the right degree of autonomy and flexibility to innovate, drive growth, and meet the diverse and changing needs of the region. LNTC-C 4-2020 Appendix 2 Page 1224 of 1510 Benefits of the Full Commission 95 Ultimately,the analysis led to the conclusion that the Full Commission is the most suitable model for Niagara.While many factors went into this recommendation, two of the chief benefits that made the Full Commission more attractive than other models were: The Financial Benefits o The Full Commission will likely have the most cost- efficient service, in part due to a more streamlined decision-making process and being restricted to provide the most effective service within the means previously defined in the annual budget. o From a dollars and cents perspective, a Full Commission is the more costly of the models in terms of administrative costs, but less costly on a per trip basis than other models due to a higher utilization of services. o This is particularly important when looking to the future and considering what ridership growth may be, and how services may expand to serve regional needs. o The Full Commission has the greatest flexibility to make strategic decisions which drive financial outcomes for transit services and is best positioned to make regionally- focused investments in service growth. The Autonomy of the Full Commission o The independence of the Full Commission grants it several advantages that make it the most suitable option for the growth potential of transit in Niagara. o With this independence, the Full Commission can remain more focused solely on transit and is more capable of formulating its own responses to trends and pressures, making and owning decisions, and driving necessary change at a strategic and operational level. o This governance model is able to move from idea to action quickly and reprioritize its resources to meet emerging demands and accommodate growth. o The autonomy of the Full Commission provides it advantages with respect to negotiating important elements such as collective bargaining agreements and the transfer of assets. The Full Commission is best suited to grow transit in the region while delivering the high quality, innovative, and seamless transit services that the citizens of Niagara deserve LNTC-C 4-2020 Appendix 2 Page 1225 of 1510 Risks and Considerations 96 Identifying risks and developing mitigation strategies will be an important consideration for the implementation of the Commission model.While a more detailed exploration of risks is contained in the Transition Plan,some important elements to consider include: Public Perception While the launch of an independent entity designed to make regional transit easy and affordable for residents is likely to be viewed positively in the eyes of the public, the independence of a Full Commission could be a drawback as well, given that Regional Commissions in Niagara have previously faced accusations related to transparency and accountability. It will be particularly important moving forward that the Full Commission build and maintain open communication and engagement with the public, LAMs, and Regional Council, and continually instill confidence with these stakeholders through strong service and accountable governance and operations. Misalignment with Regional Priorities With its separation from the Regional structure, there is a risk that a Full Commission will not be aligned with other Regional priorities and services. This could include initiatives related to poverty reduction, economic development, environment, accessibility, and more. Developing strong communication channels and a culture of inter-municipal collaboration, providing regular updates to Regional and Municipal Councils, and viewing transit as a service to be integrated with other priorities, rather than isolated, will be critical to ensuring the integrated entity contributes to overall development of the region. Complexity of Integration Creating a new entity is a complex and challenging undertaking that will require the coordination and support of many different stakeholders. The implementation of this entity, from preliminary engagement of LAMs, to passage at a Council level, to the official launch will require significant and dedicated financial and human resources. Failure to commit what is needed for implementation could result in delays and overruns. Having the proper resources in place to launch this entity will be critical for navigating the complex early stages of transition. LNTC-C 4-2020 Appendix 2 Page 1226 of 1510 Model Options, Analysis, and Recommendation Organizational and Governance Structure Recommendations 97 LNTC-C 4-2020 Appendix 2 Page 1227 of 1510 Organizational and Governance Structure Recommendations Overview An organizational and governance structure for the new Commission model must be determined. Listed in this section are recommendations regarding key functional areas to include in the organizational structure,as well as considerations and a recommended composition for the Commission governance structure. o As it relates to the organizational structure,a series of functional areas have been recommended for the consideration of the Commission.These can be amalgamated or divided as the Commission sees fit, however it is important to note that the span of control (the number of pillars across the organization) should complement the size of the organization and preferred leadership structure and encourage cross- functional collaboration. o The organizational structure and positions within it (titles and positions shall be determined by the Commission)should be continually reassessed to ensure that it fits the strategic objectives of the Commission. o The proposed composition of the Commission took into consideration different models, and best practices for good governance,and should be reviewed after 2 to 3 years of operation,by an independent third party to ensure that the board’s size,composition and skills ensure it is an effective governing body and achieving the strategic objectives of the Commission. o Both the organizational and governance structures of the Commission are preliminary and would be confirmed through the transition and implementation activities,by the Commission. 98 LNTC-C 4-2020 Appendix 2 Page 1228 of 1510 Proposed Organizational Structure 99 Outlined below is the proposed organizational structure for the Commission: Office of the General Manager Corporate Services Operations Strategy & Innovation Board of Directors Customer Service & Communications Fleet & Facilities Human Resources & Labour Relations Finance Partnerships & Stakeholder Relations Information Technology Indicates Potential Shared Services Procurement Legal Conventional Transit Service Delivery Safety, Security & Fare Management Specialized Transit Service Delivery Transformation Office Data & Analytics Strategy & Service Planning Fleet Management Transit Technology Facilities Management Customer Experience Group Customer Service Communications Alternative & On- Demand Service Delivery LNTC-C 4-2020 Appendix 2 Page 1229 of 1510 Proposed Governance Structure 100 Outlined below is the overall reporting structure for the proposed governance structure of the Commission.The CEO or General Manager would report to the board whereas the Advisory Committee provides non-binding advice to the Commission. Advisory Committee Board of Directors CEO/General Manager Corporate Services Operations Strategy & Innovation Customer Service & Communications Fleet & Facilities LNTC-C 4-2020 Appendix 2 Page 1230 of 1510 Commission Membership Options 101 Membership structure of the Commission may fall on a continuum similar to the one below, each with its own advantages and challenges.Whereas elected officials are accountable to the public and represent local municipal interests,skills-based members bring a diverse set of skills and are less restrained by municipal interests. Elected members of Regional Council appointed to the Commission. Definition Non-elected representatives, with skills in public transportation, finance, strategy, business operations, legal, etc. Hybrid Toronto Transit Commission London Transit Commission St. Catharines Transit Commission Niagara Parks Commission Elected Skills Durham Transit Edmonton (pending approval) MetrolinxExamples A hybrid governance structure is recommended for Niagara, as it allows a combination of elected officials and skills-based members to provide guidance and oversight LNTC-C 4-2020 Appendix 2 Page 1231 of 1510 Membership Recommendations o The recommended structure is a hybrid,including elected officials and skill-based members for effective and balanced governance of the Commission. A hybrid board governance structure is recommended for Niagara, as it provides a combination of elected officials and skills-based members.This allows member municipalities to represent local interests and for elected officials to have stewardship over the resources allocated to the Commission.In addition,skilled members can fill any gaps in skills or experience particular to the Commission through those who have experience in the industry or more broadly. o The proposed governance structure should be reviewed after 2 to 3 years of operation,by an independent third party to ensure that the board’s size,composition and skills ensure it is an effective governing body and achieving the strategic objectives of the Commission. o In recommending the proposed governance body,the size of the body as well as the breakdown of elected and skilled members was considered.In line with leading practices,a board between 7 and 12 members is recommended for effective and efficient decision making.The proposed composition also took into consideration the dynamics between elected and skilled members and ensured that there was an almost even split between the two constituencies of the board for balanced oversight. o It is recommended that a Nominating Committee of the Regional Council should select the Chair from among elected officials and the Vice-Chair be selected from among the skilled members for balanced leadership. o Alternatively,a larger number of elected representatives of the local area municipalities was considered, however due to the reporting relationship to Regional Council,it was determined that the voice of elected members would be well represented. 102 Note: Any previous relationships and governance bodies for transit reporting would cease to exist once the Commission has been established (i.e. the Linking Niagara Transit Committee, NGTS CAO Working Group and the Inter-Municipal Working Group (IMTWG)) LNTC-C 4-2020 Appendix 2 Page 1232 of 1510 Proposed Composition of the Commission 103 Outlined below is the proposed composition of the Commission,which would be appointed by a Nominating Committee of the Regional Council. Members of Regional Council (1)Welland (1) St. Catharines (1) Niagara Falls (2) Niagara Municipalities [Selected amongst representatives of: West Lincoln, Lincoln, Grimsby, Pelham, Thorold, Niagara on the Lake, Wainfleet, Fort Erie, and Port Colborne] Skill-based or Public Members (4) Skills-based or Public members (appointed/nominated) Ex-Officio (1) General Manager (non-voting member) 9 voting members LNTC-C 4-2020 Appendix 2 Page 1233 of 1510 Membership Criteria Skills based or Elected Public members of the board would be appointed based on their qualifications,and their ability to contribute to strategic decision making. Skills based or Elected Public members of the board shall have executive-level and governance experience with a range of skills,knowledge,and experience with one or more large organizations.These members may provide knowledge on several different perspectives including finance, human resources,legal,public transit, etc.Some criteria that is considered for public members includes, but is not limited to: o strategic business management; o financial management, accounting, law, and engineering; o customer service or marketing management; o management or planning with a rail or public transit organization, or understanding and/or experience with transit operations; o transformative change management; o formulation and/or management of public-private partnerships; o capital project/construction management or capital procurement/supply chain management; o operations and information technology; o labour relations/industrial safety management; or, o professional knowledge and working experience of urban sustainability, intersectionality, and inclusive governance. 104 LNTC-C 4-2020 Appendix 2 Page 1234 of 1510 Proposed Advisory Committee 105 In order to incorporate the local and public interests within the region into the decision- making structure of the Commission,an Advisory Committee is recommended. Advisory Committee (12) Niagara region residents (2)Members of the Accessibility Advisory Committee (2)Member of a student association from Niagara College and Brock University (1)Member of Niagara Chamber of Commerce (1)General Manager, or designate o The composition of the Advisory Committee should balance the membership structure of the Commission and can have input into the policies, procedures and operational concerns o The Advisory Committee would be supported by Commission, and it is recommended they meet 1 to 2 times annually, as needed. o By establishing an advisory body, the Commission will gain insights into current and upcoming challenges or opportunities and explore these in a thorough way o It is recommended that a blended approach of broad public consultation and soliciting input of the advisory committee be employed LNTC-C 4-2020 Appendix 2 Page 1235 of 1510 Model Options, Analysis, and Recommendation Summary 106 LNTC-C 4-2020 Appendix 2 Page 1236 of 1510 Model Options, Analysis, and Recommendation Summary The development and analysis of model options,along with the recommendation of the Full Commission,represent one of the most significant undertakings of this study. 107 Key Takeaways Following the completion of the current state review, the jurisdictional scan, and the development of the future state plan, three potential governance models were developed. An analysis of each model option was performed against a range of evaluation criteria to determine which model was the preferred option for Niagara. While all models have the potential to successfully integrate and lead transit services in Niagara, the Full Commission Model was recommended as it brings the right balance of autonomy and flexibility to innovate, drive growth, and meet the diverse and changing needs of the region. A nine member hybrid governance structure has been recommended as it allows a combination of elected officials and skills-based members to provide guidance and oversight of the Commission. LNTC-C 4-2020 Appendix 2 Page 1237 of 1510 Niagara Transit Governance Study Transition Planning 108 LNTC-C 4-2020 Appendix 2 Page 1238 of 1510 Transition Planning Introduction The fifth and final phase of this study involved plotting out the key steps and timelines required to amalgamate all of the transit systems in the region into the recommended Full Commission Model. Planning for Change Once an integrated transit governance model was identified and recommended for Niagara,the final phase of this project involved outlining implementation activities*needed to move existing transit services and their supporting resources into this integrated model.In order to ensure a thorough and feasible transition from the current to future state,a five-phase transition plan was developed that identified the key milestones and the expected timelines for their completion. The transition to this integrated system,from preliminary approval all the way through to the new organization taking charge of transit services in Niagara, is expected to take approximately two years,with additional time then required before new services can be launched. In fact,a principle in the development of the Transition Plan was to limit service enhancement and growth activities in the first years of operation. A key learning from the jurisdictional scan was to avoid taking on too many new initiatives early in the life of the Commission and focus rather on integrating existing services and stabilizing operations over a few years before beginning major projects. In the following slides,please find a high-level summary of the Transition Plan,which provides an overview of key steps and timelines for each phase of implementation.This section also ends with a summary of forecasted costs of the transition to the integrated transit system. *It should be noted that while this Transition Plan recommends activities that need to be carried out, along with their sequencing, the group tasked with leading the transition will need to validate and refine this,and build-out further levels of detail to guide day-to-day activities. Current State and Leading Practices Future State Transit Service Plan Model Options Development Model Analysis Transition Planning 109 LNTC-C 4-2020 Appendix 2 Page 1239 of 1510 Transition Planning Implementation Phases Transition activities are divided across five distinct phases of work: 110 Commission Setup Service Launch Enhancement Growth2345 Includes activities leading up to, and including, a phased political approval process that concludes with the submission of recommendations to LAM and Regional Councils to seek triple- majority approval to create the Commission Integration Approval Process 1 This phase of work encompasses activities related to the legal establishment of the Commission as a municipal service board and concludes with the appointment of members to the Commission This phase includes work associated with getting the Commission ready to take on responsibility for transit services in the region, including establishing policies and processes, filling key roles, and negotiating and executing transfer agreements This begins with the Commission officially taking on responsibility for transit services in the region and key activities for the first 2 years of operation to ensure a smooth transition This phase includes longer-term activities that the Commission will undertake to continue developing its organization and planning for the future Approx. 9 Months Approx.2 months Approx.1 Year Years 1-2 of Operation Year 3+ of Operation Ongoing Project and Change Management Activities LNTC-C 4-2020 Appendix 2 Page 1240 of 1510 Considerations for Transition Planning 111 Considerations for future-state planning encompassed six primary categories of activities within the phases of work: Governance Key factors for the initial planning include the development of a governance structure to manage transition, appointing Commission members, and providing oversight for major integration activities. Service Delivery Key factors for service delivery planning include determining transfer routes, fare structures, and standards development. Financial Key factors for financial planning include the development of a tax levy plan, insurance, development charges and budgetary planning. Operations Key factors to consider for operations include policy development, service dispatch and control, review of technology solutions and the maintenance program. Legal Key factors for legal planning include determining the appropriate legislative requirements for the new integrated agency, development charges, asset transfers and contract management. Human Resources Key factors for human resources planning include the development of an HR plan, organizational structure design, and union negotiations. LNTC-C 4-2020 Appendix 2 Page 1241 of 1510 Transition Plan Implementation Activities 112 LNTC-C 4-2020 Appendix 2 Page 1242 of 1510 1 Phase 1: Integration Approval Process Integration Approval Process Overview 2 3 4 (Approx. 9 months) This phase of work includes all activities leading up to, and including, a two-phased political approval process that includes receiving an in- principle endorsement on recommendations, followed by the refinement of recommendations and their submission to LAM and Regional Councils to seek triple-majority approval to create the Commission 113 Seek In-Principle Endorsement Recommendations will be presented to the LNTC and PW Committees, and to the LAMs to seek feedback and a preliminary in-principle endorsement on the creation of the transit Commission Staff Report and Public Engagement Conduct public consultations and incorporate feedback received on the transit governance recommendations and financial model into a staff report to be submitted to support the decision-making process to establish the Commission Municipal Transfer Agreements Draft agreements with LAMs who currently operate transit to outline the steps for transferring assets to the Commission from existing systems,and puts parameters around what transit -related decisions can be made by the LAMs so as not to impact transit integration or unfairly impact the residents Vote to Move Forward with Commission Model The first step in the legal process involves receiving a triple-majority vote to create a by-law that grants power for transit services to the Region so that the Region may then establish the Commission LNTC-C 4-2020 Appendix 2 Page 1243 of 1510 Oct Integration Approval Process Timelines This phase of work begins with the initial LNTC presentation and ends with the triple-majority vote to move forward with the Commission. Nov Dec Jan Feb Mar JunMayApr 114 Vote on Commission Model Staff Report and Public Engagement Seek In-Principle Endorsement Approximately 9 Months Municipal Transfer Agreements 2020 2021 LNTC Presentation Triple-Majority Reached LNTC-C 4-2020 Appendix 2 Page 1244 of 1510 1 Phase 2: Commission Establishment Commission Establishment Overview 2 3 (Approx. 2 months) 115 This phase of work encompasses activities related to the legal establishment of the Commission as a municipal service board and concludes with the appointment of members to the Commission Legal Establishment of Commission Pass a Regional by-law to create a Municipal Service Board (the Commission)and delegate control and management of transit services to this board Setup Governance Infrastructure Establish policies, procedures, committees, and reporting mechanisms for the Commission and formalize their oversight responsibilities during the transition period Appointment of Commission Members Appoint individuals who will compose the members of the Commission based on agreed-upon Commission governance structure LNTC-C 4-2020 Appendix 2 Page 1245 of 1510 Phase 2: Commission Establishment Commission Establishment Timelines This phase of work begins with the creation of a municipal service board (the Commission) and ends with the appointment of Commission members. Month 2021 Approximately 2 months Legal Establishment of Commission Commission Established Setup Governance Infrastructure July Aug 116 Appointment of Commission Members Commissioners Take on Oversight of Integration LNTC-C 4-2020 Appendix 2 Page 1246 of 1510 1 2 Phase 3: Commission Setup Commission Setup Overview 3 4 5 6 7 8 (Approx. 1 Year) This phase includes work associated with getting the Commission ready to take on responsibility for transit services in the region, including establishing policies and processes, filling key roles, negotiating and executing transfer agreements 117 Appoint Leadership Team Identify the Commission’s GM and SLT and confirm the structure of the organization to begin filling roles Develop Human Resources Plan and Negotiate with Bargaining Units Develop a Human Resources and Change Management plan to guide all staff-related activities to setup Commission and begin negotiations with bargaining units Fill Functional Roles Develop job descriptions/postings for functionalpositions and fill roles Establish OrganizationalInfrastructureand Policies Develop key business infrastructure,policies,processes,and more required for day-one of service operations Inaugural Strategic and BrandingPlans Undertake strategic and branding plan exercises to guide the work of all staff and leadership and begin building a unified image for transit in the region FormalizeWorking Relationships with Partners Begin development of formal working relationships with key partner organizations,including LAMs and Regional departments Development of Transfer Agreements Formalize agreements between the Commission and existing transit entities detailing how assets,liabilities, and contracts will be transferred over to the Commission Transfer Assets,Contracts,and Personnel to Commission Transfer of transit related assets and liabilities,and personnel,to the Commission from LAMs and Region to officially take over responsibility for transit in Niagara LNTC-C 4-2020 Appendix 2 Page 1247 of 1510 Phase 3: Commission Setup Commission Setup Timelines This work begins with the appointment of a senior leadership team,involves all work associated with getting the Commission setup to take on responsibility for transit services in the region,and ends with the transferring of assets and resources to the Commission. Month Jun Jul AugSepOct Nov Dec Jan Feb Mar Apr May 1182021 Approximately 1 Year Appoint Leadership Team Develop Human Resources Plan and Negotiate with Bargaining Units Fill Functional Roles Establish Organizational Infrastructure and Policies Inaugural Strategic and Branding Plans Formalize Working Relationships with Partners Development of Transfer Agreements Transfer Assets, Contracts, and Personnel to Commission Commission Takes on Transit Responsibility LNTC-C 4-2020 Appendix 2 Page 1248 of 1510 1 2 3 119 Phase 4: Service Launch Service Launch Overview (Years 1 and 2 of Operation) This begins with the Commission officially taking on responsibility for transit services in the region and key activities for the first years of operation to ensure a smooth transition Launch of Transit Services The responsibility for transit services across Niagara is transferred to the new Commission,with service levels being maintained while the existing systems cease operations Performance Monitoring and Improvement As the Commission takes on responsibility for transit services, performance monitoring is undertaken to ensure no interruption to service occurs. As the Commission stabilizes and the status quo starts to form,public engagement activities along with minor process and service enhancements are identified and implemented Complete Asset Rebranding Remaining assets will be modified to align with the Commission’s brand LNTC-C 4-2020 Appendix 2 Page 1249 of 1510 Phase 4: Service Launch Service Launch Timelines This begins with the Commission officially taking on responsibility for transit services in the region and key activities for the first 2 years of operation to ensure a smooth transition. 120 Years 1 and 2 of Operation Launch of Transit Services Performance Monitoring and Improvement Complete Asset Rebranding 20232022 Q3 2022 Q4 2022 Q2 2023 Q3 2023 Q4 2023 Q1 2024 Q2 2024Q1 2023 2024 LNTC-C 4-2020 Appendix 2 Page 1250 of 1510 1 2 3 121 Phase 5: Enhancement and Growth Enhancement and Growth Overview (Year 3+ of Operations) This phase includes longer-term activities that the Commission will undertake to continue developing its organization and planning for the future Ongoing Monitoring,Reporting,and Enhancement The Commission will continue to monitor and report on its successes and challenges,while continually building ties with the Region and LAMs to ensure alignment of priorities Transit Service Planning A long-term Transit Service Plan will be developed to guide the improvement and expansion of transit services in the Niagara Region Long-Term FinancialPlanning To support the expansion of services,the Commission will develop a long-term financial plan to maintain and increase funding to support priorities LNTC-C 4-2020 Appendix 2 Page 1251 of 1510 Phase 5: Enhancement and Growth Enhancement and Growth Timelines This phase includes longer-term activities that the Commission will undertake to continue developing its organization and planning for the future. 122 2025 and Onwards 2024 Q2 2024 Q3 2024 Year 3+ of Operations Ongoing Monitoring, Reporting, and Enhancement Transit Service Planning Long-Term Financial Planning LNTC-C 4-2020 Appendix 2 Page 1252 of 1510 Transition Plan Transition Costs 123 LNTC-C 4-2020 Appendix 2 Page 1253 of 1510 Transition Planning Funding the Transition Critical to the successful transition to the integrated transit model,and of particular relevance given the potentially long-term financial implications of COVID-19,is a clear understanding of the one-time costs of implementation and clarity on the sources of this funding. Although not developed as part of this study,Regional staff are currently developing an initial funding model for the start-up budget of the Commission,that will strive for a fair and equitable funding baseline commensurate with the existing baseline services within each municipality.Following the initial start -up funding, subsequent transit investments are assumed to be funded through a single regional tax levy. Upon its completion,this funding model will be provided alongside the recommendations contained in this report and all subsequent staff reports,so that decision makers have a comprehensive view of all considerations and implications of integrating transit in Niagara. The following slides provide an overview of forecasted operating and capital transition costs. Note:The provincial government recognizes that municipalities have sustained significant financial pressures as a result of the global pandemic,and in July 2020,announced it has secured one-time emergency assistance for Ontario’s municipalities,the Safe Restart Agreement.Niagara Region has been able to secure funding through Phase 1,which is targeted at relieving immediate transit pressures, with potential for securing ongoing funding support in a second phase. 124 LNTC-C 4-2020 Appendix 2 Page 1254 of 1510 Cost Overview 125 The setup of the Commission includes one-time transition costs, such as branding, communications, stakeholder engagement,and program management.The types of costs associated with the transition and operation of the Commission are summarized by phase. Integration Approval Process Commission Establishment Commission Setup Service Launch Enhancement Growth Transition Team & Planning ✔✔✔ One time start up costs ✔✔✔ Operational costs before delivery ✔✔ Steady State of Operations*✔✔ *Note: Steady state operational costs have not been outlined within the transition plan as they will be determined by the Commission The cost estimates provided are preliminary estimates provided for planning consideration. Given the complexity and unknown impact of the global pandemic, there could be fluctuations in these costs. The estimated total cost of transition is between $3,845,000 -$4,955,000. This includes: •Capital costs are between $1,670,000 to $2,225,000; o Capital costs specific to the fare collection system are between $5,000,000 and $7,500,000, but will be borne regardless of integration •Operational costs are between $2,175,000 -$2,730,000. LNTC-C 4-2020 Appendix 2 Page 1255 of 1510 Estimated Cost Summary: Capital 126 Transition costs include those one-time capital costs incurred to establish the Commission and its regular operations. A summary is provided below: Item Category Integration Approval Process Commission Establish- ment Commission Setup Service Launch Enhancement & Growth Estimated Total Item Category Cost Transit System Branding n/a n/a $400,000 to $800,000 $200,000 n/a $600,000 to $1,000,000 Facility and Office Improvements n/a n/a $50,000 to $100,000 n/a n/a $50,000 to $100,000 Transit Service Design n/a n/a $700,000 n/a n/a $700,000 Technology & Equipment n/a $275,000 to $325,000 $45,000 to $100,000 n/a n/a $320,000 to $425,000 Estimated Total Phase Cost $0 $275,000 to $325,000 $1,195,000 to $1,700,000 $200,000 $0 $1,670,000 to $2,225,000 LNTC-C 4-2020 Appendix 2 Page 1256 of 1510 Fare Collection System 127 The Inter-Municipal Transit Working Group (IMTWG)has requested funding for the fare collection system through ICIP,the procurement of this system is proceeding in parallel and required for the success of the new governance structure. Item Category Integration Approval Process Commission Establish- ment Commission Setup Service Launch Enhancement & Growth Estimated Total Item Category Cost Fare Collection System n/a n/a n/a $5,000,000 to $7,500,000 n/a $5,000,000 to $7,500,000 Estimated Total Phase Cost $0 $0 $0 $5,000,000 to $7,500,000 $0 $5,000,000 to $7,500,000 LNTC-C 4-2020 Appendix 2 Page 1257 of 1510 Estimated Cost Summary: Operating 128 Operational costs related to the transition have been summarized in the relevant categories below: Item Category Integration Approval Process Commission Establish- ment Commission Setup Service Launch Enhancement & Growth Estimated Total Item Category Cost Transit Integration Team $250,000 - $370,000 $40,000 - $105,000 $650,000 - $900,000 n/a n/a $940,000 - $1,375,000 Legal Fees $80,000 - $120,000 $60,000 - $100,000 n/a n/a n/a $140,000 - $220,000 Public Consultation $10,000 $10,000 $15,000 $150,000 n/a $185,000 Human Resources n/a n/a $510,000 - $550,000 $200,000 $200,000 $910,000 - $950,000 Estimated Total Phase Cost $340,000 - $500,000 $110,000 - $215,000 $1,175,000 to $1,465,000 $350,000 $200,000 $2,175,000 - $2,730,000 LNTC-C 4-2020 Appendix 2 Page 1258 of 1510 Transition Costs: Year over Year 129 The transition costs for both capital and operating budgets have been provided for the period 2021 -2024: Year Cost Integration Approval Process Commission Establish- ment Commission Setup Service Launch Enhance- ment & Growth Estimated Total Cost Estimated Total Annual Cost 2021 Operating $340,000 - $500,000 $110,000 - $215,000 $195,000 - $245,000 n/a n/a $645,000 - $960,000 $1,185,000 - $1,585,000 Capital n/a $275,000 - $325,000 $265,000 - $300,000 n/a n/a $540,000 - $625,000 2022 Operating n/a n/a $980,000 - $1,220,000 $90,000 n/a $1,070,000 - $1,310,000 $2,150,000 - $2,860,000 Capital n/a n/a $930,000 - $1,400,000 $150,000 n/a $1,080,000 - $1,550,000 2023/ 24 Operating n/a n/a n/a $260,000 $200,000 $460,000 $510,000 Capital n/a n/a n/a $50,000 n/a $50,000 Estimated Total Phase Cost $340,000 - $500,000 $385,000 - $540,000 $2,370,000 - $3,165,000 $550,000 $200,000 $3,845,000 - $4,955,000 LNTC-C 4-2020 Appendix 2 Page 1259 of 1510 Niagara Transit Governance Study In Summary 130 LNTC-C 4-2020 Appendix 2 Page 1260 of 1510 Report Wrap-Up 131 Key Highlights Research into the benefits and feasibility of an integrated transit system in Niagara Region has been considered for several years,and has culminated in this Niagara Transit Governance Study. A review of the current state of transit in Niagara and a forecast of demand for transit services over the coming 10 years has shown that there is a significant opportunity to increase transit usage in Niagara. To determine how Niagara could best accommodate this future growth,three potential transit governance model options were developed,each one reflecting a different approach to integrating transit in the region. Each potential model was assessed against key evaluation criteria,and ultimately,an independent Full Commission Model was recommended as it provides the greatest opportunity for success by bringing the right degree of autonomy and flexibility to innovate,drive growth,and meet the diverse and changing needs of Niagara. In order to create this new Commission,a five-phased Transition Plan has been developed to guide implementation activities.It is expected that this Commission will be operational by the end of 2022,and there is opportunity to take advantage of government funding to support the cost of transition to the Commission model. LNTC-C 4-2020 Appendix 2 Page 1261 of 1510 There is a Significant Opportunity to Increase Transit Usage in Niagara Region 132 By way of investments and harmonization of services and fares,transit under an amalgamated system is anticipated to become a more frequently used means of transportation in the region, with ridership outpacing the status quo. How?Transit ridership forecasts indicate a latent demand for inter-municipal transit travel,which can be capitalized on through improved inter-municipal and connections to GO Transit rail services. By investing in targeted projects and services to grow the transit mode share throughout the region,transit ridership region-wide could grow by over 80%by 2031 under an amalgamated transit service. It is anticipated that Niagara Region,like its peer jurisdictions will experience a transit mode share growth of 30%to 130%within ten years of amalgamation. By 2031,operating costs in the high growth scenario will increase by approximately 55%over the status quo. Capital investment of between $70M and $155M between 2021 and 2031 may be required to address service and demand growth.Provincial Gas Tax revenue could result in up to $50M - $80M in revenue over the same ten years.Over $70M-worth of near-and mid-term projects have committed funds from the federal and provincial governments through ICIP. An integrated single fare is critical to driving ridership growth and could be achieved in a way that is revenue-neutral if implemented progressively as ridership grows.While an integrated payment system and harmonized fare structure will be required at the start of service,a single fare region- wide can be implemented over time. The COVID-19 pandemic presents an opportunity to look beyond the status quo,bring the transit systems in Niagara together,and build a new and improved service that takes capitalizes on current funding programs to see this forecasted ridership growth become a reality. LNTC-C 4-2020 Appendix 2 Page 1262 of 1510 In Summary A Full Commission Model is Recommended Analysis shows that a Full Commission model would be most effective: o Distinct entity independent from Regional Council o Governed by a board of appointed members, equitably selected by Regional Council o Responsible for all transit planning and delivery o Budget allotment approved by Regional Council o Makes limited use of Regional services except where service sharing does not impede agility or independence A. Limited Commission B. Full Commission C. Regional Division o Transit Service is governed by a regional commission with representation from local elected officials. o Commission reports to Regional Council o Strategic decision making for Transit Service is directed by Regional Council o Relies on corporate services but retains transit-related services in-house o Division within Niagara Region’s Public Works department o Regional Council remains the governing body of the transit division o Strategic decision making for Transit Service is directed by Regional Council o Integrated into the Regional administration similar to other service delivery departments The Full Commission model brings the right degree of autonomy and flexibility to innovate, drive growth, and meet the diverse and changing needs of the region 133 LNTC-C 4-2020 Appendix 2 Page 1263 of 1510 In Summary Follow a Sequenced Transition Plan Creating a new entity is a complex and challenging undertaking that will require the coordination and support of many different stakeholders and will suffer should it lack the required resources. 134 This phase of work encompasses activities related to the legal establishment of the Commission as a municipal service board and concludes with the appointment of members to the Commission This phase includes work associated with getting with getting the Commission ready to take on responsibility for transit services in the region, including establishing policies and processes, filling key roles, and negotiating and initiation of transfer agreements This begins with the Commission officially taking on responsibility for transit services in the region and key activities for the first 2 years of operation to ensure a smooth transition This phase includes longer-term activities that the Commission will undertake to continue developing its organization and planning for the future Commission Setup Service Launch Enhancement Growth2345 Approx.1 Year Years 1-2 of Operation Year 3+ of Operation Includes activities leading up to, and including, a phased political approval process that concludes with the submission of recommendations to LAM and Regional Councils to seek triple- majority approval to create the Commission Integration Approval Process 1 Approx. 9 Months Approx.2 months The creation of a Regional Transit Commission will be transformative for Niagara, and its success is dependent on maintaining public and political support while transitioning services from the LAMs to create an effective regional network. LNTC-C 4-2020 Appendix 2 Page 1264 of 1510 Guiding Principles for Transit 135 To achieve success,the new entity will need to make regionally focused decisions,aligned to the guiding principles,in order to ensure that growth in ridership,efficiency of operations, and improved service delivery are realised. Customer Driven Unconventional Solutions Integrated Economically Responsible Fair Customer Driven Unconventional Solutions Integrated Economically Responsible Fair Adherence to guiding principles will be a fundamental factor in ensuring the success of the integration and the future of transit in Niagara for the benefit of all. LNTC-C 4-2020 Appendix 2 Page 1265 of 1510 LNTC-C 4-2020 Appendix 2 Page 1266 of 1510 Page 1267 of 1510 Page 2 the lower-tier municipalities and the Regional Municipality of Niagara as an upper-tier municipality may pass by-laws for transportation systems. The City of St. Catharines has a Transit Commission which was established pursuant to special Provincial legislation. The City of Niagara Falls formerly had a Transit Commission which was also established pursuant to special Provincial legislation; however, the Commission has been disbanded and Niagara Falls Transit operates now as a division of the Transportation department. The City of Welland Transit also operates as a municipal department. So far as we have been able to determine, it was created by the passage of a by-law or by-laws. The City ofThorold contracts transit service from the St. Catharines Transit Commission. Port Col borne contracts transit service from Welland Transit. Lincoln, Fmi Erie, Pelham and Niagara-on-the-Lake operate their own local transit services through third-patiy private contractors authorized by by-law. Grimsby, Township of Wainfleet and Township of West Lincoln have no existing conventional transit service. The Regional Municipality of Niagara has established inter-municipal specialized transit services for persons with disabilities pursuant to By-law No. 64-2004, being "A By-law to assume inter municipal specialized transit services within the Regional Municipality ofNiagm·a". The Regional Municipality of Niagara has established an inter-urban transit system pursuant to By-law No. 2017-21, being "A By-law to establish an inter-municipal passenger transportation system in the Region of Niagara". Those by-laws were passed pursuant to the provisions of the Municipal Act, 2001 and were each subject to the condition that a triple-majority, described below, was achieved. It is our understanding that those conditions have been met, in both instances and consequently the Region has established a Niagara Region inter-municipal transit system serving several municipalities, and inter-municipal specialized transit services. In addition, the Region has recently established an inter-and intra-municipal transit service in the lower-tier municipalities of Grimsby, Lincoln and Pelham, by contract with those municipalities. The Region is now considering the establishment of a Regional Transit Commission to provide inter-and intra-municipal transit services throughout the Regional Municipality of Niagara. Transfer of Powers Between Lower and Upper Tiers The provisions of the Municipal Act, 2001 provide for the "transfer of powers between tiers". Specifically, subsection 188(1) defines "Lower-Tier Power" and "Upper-Tier Power". Public transpmiation systems, other than highways, are defined as both a "Lower-Tier Power" and an "Upper-Tier Power". Subsection 189(1) provides that "an Upper-Tier Municipality may pass a by-law to provide for: (a) The transfer of all or pati ofa Lower-Tier Power to the Upper-Tier Municipality from one or more of its lower-tier municipalities which are specified in the by-law; and (b) Transitional matters to facilitate the assumption of the Lower-Tier Power." LNTC-C 4-2020 Appendix 3 Page 1268 of 1510 Page 3 Subsection 189(2) imposes conditions which are required to be met before a by-law to provide for the transfer of a Lower-Tier Power to an Upper-Tier Municipality may come into force. Those conditions are as follows: (a) "A majority of all votes on the Council of the upper-tier municipality are cast in its favour; (b) A majority of the Councils of all the lower-tier municipalities forming part of the upper tier municipality for municipal purposes have passed resolutions giving their consent to the bylaw; and (c) The total number of electors in the lower-tier municipalities that have passed resolutions under clause (b) form a majority of all the electors in the upper-tier municipality." Consequently, in order to transfer the Lower-Tier Power of public transportation systems to the upper-tier municipality, it will require a by-law passed by the Regional Municipality of Niagara subject to the conditions listed above. The by-law to transfer the power from the lower-tier municipalities to the upper-tier municipality may come into effect upon receipt of the Triple-Majority or, it may come into effect, after obtaining the Triple-Majority, at a date specified in the by-law. Legal Process for Establishing a Regional Transit Commission We have been asked for confirmation on the proposed process for establishing the Commission and how consent is to be achieved from the local area municipalities (Lower-Tier). We have described above the manner in which the transfer of the Lower-Tier Power of public transpmiation systems, other than highways, to the upper-tier municipality must occur. Once the power to establish a transit system has been effected pursuant to the provisions of subsections 189(1) and (2), the Region is then in a position to determine the manner in which it will operate the transit system. Section 196 of the Municipal Act, 2001, provides to a municipality to establish a "Municipal Service Board". Section 197 of the Municipal Act, 2001, provides, in part, that a Municipal Service Board is a body corporate unless the municipality provides otherwise when establishing the board. It also provides a Municipal Service Board is an agent of the municipality and is a local board of the municipality for all purposes. Section 198 of the Municipal Act, 2001 describes the functions of Municipal Service Boards and provides that a municipality may give a Municipal Service Board the control and management of such services and activities of the municipality as the municipality considers appropriate and shall do so by delegating the powers and duties of the municipality to the board in accordance with the Municipal Act, 2001. The Municipal Act, 2001, subsection 203(1) authorizes a municipality to establish a corporation. In our opinion, the appropriate methodology to create a Transit Commission for the operation of the Regional transit system is pursuant to the provisions of Sections 195, 196 and 197, which LNTC-C 4-2020 Appendix 3 Page 1269 of 1510 Page4 permits the creation of a Municipal Service Board. Having transferred the Lower-Tier Power to operate a public transpmiation system other than highways, through the obtaining of the "Triple Majority" described above, it is not necessary to obtain a Triple-Majority with respect to the creation of the Commission. No additional consent is required from the lower-tier municipalities to operate intra-municipal transit routes. No fmiher approvals should be required. As noted above, the Region has, through the "Triple-Majority" process, already transfen-ed the power to operate inter-municipal specialized transit services within the Regional Municipality of Niagara for persons with disabilities. Securing the Exclusive Right to Operate Public Transit in Niagara The intent of the proposed by-law is to transfer power relating to public transportation systems from the lower-tier municipalities to the Region with the exception of GO Transit and WEGO, which will continue to operate independently of the Regional Commission. The Municipal Act, 2001 addresses the process by which the Region may secure exclusive rights to operate public transit in Niagara, with the exception of GO Transit and the WEGO system. The ability to secure exclusive rights is provided in subsection 190(1) and 69(2). Subsection 190(1) provides as follows: "When a by-law passed under Section 189 comes into force, (a) the upper-tier municipality may exercise the transfen-ed lower-tier power of the lower tier municipalities specified in the by-law; (b) The lower-tier municipality specified in the by-law and its local boards are bound by the by-law and no longer have the power to exercise the transferred Lower-Tier Power; ( emphasis added) (c) An existing by-law or resolution of the lower-tier municipality and its local boards that relate to the transferred lower-tier power shall to the extent it applies in any part of lower-tier municipality, be deemed to be a by-law or resolution of the upper-tier municipality; and (d) The existing by-law or resolution refen-ed to in clause (c) shall remain in force in that pmi of the lower-tier municipality until the earlier of two (2) yem·s after the transfer by law comes into force and the day the existing by-law or resolution is repealed by the upper-tier municipality." The effect of subsection 190(1 )(b) is that, upon the passing of the by-law, the lower-tier municipalities will lose the ability to exercise any power related to public transporiation systems. By-laws and resolutions of the lower-tier municipality regulating the transit service then become by-laws and resolutions of the upper-tier municipality. The upper-tier municipality then has a LNTC-C 4-2020 Appendix 3 Page 1270 of 1510 Page 5 period of two (2) years in which to replace the lower-tier by-Jaws and resolutions with its own by laws. The Municipal Act, 2001 subsection 69(2) provides: "A municipality that has authority to establish, operate and maintain a type of passenger transpmiation system may, (a) By by-law provide that no person except the municipality shall establish, operate and maintain all or any pati of a passenger transpmiation system ofthat type within all ofthe municipality or that area of the municipality designated in the by-law; and (b) Despite section 106 and any by-law under clause (a) enter into an Agreement granting a person the exclusive or non-exclusive right to establish, operate or maintain all or any pmi of a passenger transportation system of that type within all of the municipality or that area of the municipality designated in the Agreement under such conditions as the municipality provides, including a condition that the municipality pay any deficit incutTed by the person in establishing, operating and maintaining the system." Subsection 69(2)(a) provides authority for the municipality to prohibit anyone, other than the municipality, whether public or private, from establishing, operating or maintaining all or any part of a passenger transportation system of the same type within the municipality. In order that a by-law passed under subsection 69(2)(a) not affect WEGO's ability to operate, the Region should enter into an Agreement with WEGO pursuant to subsection 69(2), to pennit WEGO to continue to operate. Approval of a Financial Model to Fund the New Transit Commission In our opinion, there is no fmiher requirement to obtain a Triple-Majority vote on the Commission's financial model once the power has been transfetTed. As noted above, we have reconnnended the establishment of the Regional Transit Commission as a Municipal Service Board, pursuant to subsection 196(1 ). Subsection 196(1 )(1) specifically authorizes a municipality to establish a Municipal Service Board and to provide for matters such as the nmne, composition, quorum and budgetmy process of the Board. Implications for Existing Public Vehicle Licences We are informed that as Niagara Region Transit services m·e contracted to the transit systems of Niagm·a Falls, St. Catharines and Welland, the Region does not hold any public vehicle licences. We believe that the St. Catharines Transit Commission, the Niagara Falls Transit Commission and the Welland Transit Commission hold public vehicle licences as their buses service routes beyond the lower-tier municipality boundary. LNTC-C 4-2020 Appendix 3 Page 1271 of 1510 Page 6 The Public Vehicles Act, R.S.O. 1990, c.P.54, ("Public Vehicles Act") requires the operators of public vehicles to have an operating licence. The definition of"Public Vehicle" explicitly provides that it does not include "motor vehicles operated solely within the limits ofone local municipality". The public vehicles act defines the term "Local Municipality" as not including a municipality that had the status of a Township on December 31, 2002 and, but for the enactment of the Municipal Act, 2001, would have had the status of a Township on January 1, 2003." Further, the Municipal Act, 2001, defines "Local Municipality" as "a single-tier municipality or a lower-tier municipality". The above review leads us to conclude that those local municipalities which have public vehicle licences do so because some of their routes extend into other municipalities. It is our opinion that upon the passage of the proposed by-law to transfer the power relating to public transportation systems to the Region, public vehicles licences will be required, as the public vehicles would be operated beyond the respective limits ofthe lower-tier municipalities. As noted above, we have been informed that Niagara Region Transit does not currently have any public vehicle licences. As a result, the Commission would need to obtain new public vehicle licences for the public vehicles which will be operated in inter-municipal routes . Moreover, the licences currently held by the lower-tier municipalities, or their Transit Commissions, will be required to be transferred to the Regional Commission. The Public Vehicles Act, subsection 7(1) provides that a licence may only be transferred with the permission of the Ontario Highway Transfer Board. The process for the transfer of such licences is outlined in Section 7 and Ontario Regulation 982. Yours very truly, SULLIVAN, MAHONEY LLP Per: Page 1272 of 1510 THE REGIONAL MUNICIPALITY OF NIAGARA LINKING NIAGARA TRANSIT COMMITTEE MINUTES LNTC 3-2020 Wednesday, October 21, 2020 Council Chamber / Video Conference Niagara Region Headquarters, Campbell West 1815 Sir Isaac Brock Way, Thorold, ON Committee Members Present in the Council Chamber: M. Siscoe (Municipal Councillor - St. Catharines) (Committee Chair), M. Robinson, Director, GO Implementation Office Committee Members Present via Video Conference: Campion (Mayor - Welland), Redekop (Mayor - Fort Erie), Sendzik (Mayor - St. Catharines), Fertich (Regional Councillor), C. Dabrowski (Municipal Councillor - Niagara Falls), G. Miller (Municipal Councillor - St. Catharines), L. Van Vliet (Municipal Councillor - Welland) (Committee Vice-Chair), S. Chemnitz, Chief Administrative Officer (City of St. Catharines), K. Todd, Chief Administrative Officer (City of Niagara Falls), R. Tripp, Acting Chief Administrative Officer (Niagara Region), S. Zorbas, Interim Chief Administrative Officer (City of Welland) Absent/Regrets: Ip (Regional Councillor) Staff Present in the Council Chamber: H. Chamberlain, Deputy Treasurer/Director, Financial Management & Planning, S. Fraser, Transportation Lead, S. Guglielmi, Technology Support Analyst, A.-M. Norio, Regional Clerk, H. Talbot, Financial & Special Projects Consultant, B. Zvaniga, Interim Commissioner, Public Works Staff Present via Video Conference: C. Lam, Program Financial Analyst, R. Salewytsch, Transit Service Planning Coordinator, L. Tracey, Project Coordinator, GO Implementation, M. Trennum, Deputy Regional Clerk Others Present via Video Conference: C. Briggs, St. Catharines Transit Commission, G. Morrison, St. Catharines Transit, T. Price, Niagara College, R. Rehan, Brock University Student Union, D. Stuart, Niagara Falls Transit. _____________________________________________________________________ 1. CALL TO ORDER Committee Chair M. Siscoe called the meeting to order at 2:02 p.m. 2. DISCLOSURES OF PECUNIARY INTEREST There were no disclosures of pecuniary interest. Page 1273 of 1510 Linking Niagara Transit Committee Open Session Minutes LNTC 3-2020 October 21, 2020 Page 2 3. PRESENTATIONS 3.1 Niagara Transit Governance Study - Final Report Matt Robinson, Director, GO Implementation Office, provided introductory remarks respecting the Niagara Transit Governance Study. Brendan McIlhone, Optimus SBR, Yuval Grinspun, & Eric Gillespie, Left Turn, Right Turn, provided information respecting the Niagara Transit Governance Study - Final Report. Topics of the presentation included: • Project Overview • The Case for Integration • Current State and Leading Practices • Forecasting the Future • Model Options, Analysis • Recommendation: Full Commission Model • Commission Composition • Transitioning to the Commission • Funding Model Heather Talbot, Financial and Special Projects Consultant, and Scott Fraser, Transportation Lead, Niagara Region, provided information respecting the Niagara Transit Governance Study - Final Report: Funding Model & Next Steps. Topics of the presentation included: • Financial Strategy • Transition to Regional Levy • Asset Transfer • Summary • Recommendations and Next Steps Councillor Information Request(s): Provide information respecting the net taxpayer redistribution from the local area municipal levies to the regional levy. Councillor Redekop. 4. DELEGATIONS There were no delegations. Page 1274 of 1510 Linking Niagara Transit Committee Open Session Minutes LNTC 3-2020 October 21, 2020 Page 3 5. ITEMS FOR CONSIDERATION 5.1 LNTC-C 4-2020 Niagara Transit Governance Study Moved by Councillor Campion Seconded by Councillor Fertich That Report LNTC-C 4-2020, dated October 21, 2020, respecting Niagara Transit Governance Study, BE RECEIVED and the following recommendations BE APPROVED: 1. That the Linking Niagara Transit Committee SUPPORTS the Full Commission as the recommended governance model for the consolidation of Niagara's public transit system; 2. That Report LNTC-C 4-2020 BE FORWARDED to the Clerks of Niagara’s twelve (12) local area municipalities and that they BE REQUESTED to have the Council’s of the twelve (12) local area municipalities consider the resolution outlined in Appendix 1 to Report LNTC-C 4-2020, advising the Regional Clerk of any municipal feedback, no later than March 31, 2021; and 3. That Council DIRECT staff to undertake an assessment of the proposed resolution outlined in Appendix 1 to Report LNTC-C 4-2020 and REPORT BACK to the Public Works Committee, no later than March 31, 2021, evaluating the expected impacts to Niagara Region Transit, Niagara Specialized Transit, Niagara Region Transit OnDemand, and the Regional tax levy from the proposed resolution. The following friendly amendment was accepted by the Committee Chair, and the mover and seconder of the motion: 2. That Report LNTC-C 4-2020 BE FORWARDED to the Clerks of Niagara’s twelve (12) local area municipalities and that they BE REQUESTED to have the Council’s of the twelve (12) local area municipalities consider the resolution outlined in Appendix 1 to Report LNTC-C 4-2020, advising the Regional Clerk of any municipal feedback, no later than March 31, 2021 February 28, 2021; and 3. That Council DIRECT staff to undertake an assessment of the proposed resolution outlined in Appendix 1 to Report LNTC-C 4-2020 and REPORT BACK to the Public Works Committee, no later than March 31, 2021 February 28, 2021, evaluating the expected impacts to Niagara Region Transit, Niagara Specialized Transit, Niagara Region Transit OnDemand, and the Regional tax levy from the proposed resolution. Page 1275 of 1510 Linking Niagara Transit Committee Open Session Minutes LNTC 3-2020 October 21, 2020 Page 4 The Committee Chair called the vote on the motion, as amended, as follows: That Report LNTC-C 4-2020, dated October 21, 2020, respecting Niagara Transit Governance Study, BE RECEIVED and the following recommendations BE APPROVED: 1. That the Linking Niagara Transit Committee SUPPORTS the Full Commission as the recommended governance model for the consolidation of Niagara's public transit system; 2. That Report LNTC-C 4-2020 BE FORWARDED to the Clerks of Niagara’s twelve (12) local area municipalities and that they BE REQUESTED to have the Council’s of the twelve (12) local area municipalities consider the resolution outlined in Appendix 1 to Report LNTC-C 4-2020, advising the Regional Clerk of any municipal feedback, no later than February 28, 2021; and 3. That Council DIRECT staff to undertake an assessment of the proposed resolution outlined in Appendix 1 to Report LNTC-C 4-2020 and REPORT BACK to the Public Works Committee, no later than February 28, 2021, evaluating the expected impacts to Niagara Region Transit, Niagara Specialized Transit, Niagara Region Transit OnDemand, and the Regional tax levy from the proposed resolution. Carried 5.2 LNTC-C 5-2020 2021 Linking Niagara Transit Committee meeting schedule Moved by G. Miller Seconded by Councillor Campion That Correspondence Item, LNTC-C 5-2020, being a memorandum from A.-M., Norio, Regional Clerk, dated October 21, 2020, respecting 2021 Linking Niagara Transit Committee meeting schedule, BE RECEIVED and the following recommendation BE APPROVED: 1. That the Linking Niagara Transit Committee meetings BE HELD on Wednesdays at 2:00 p.m. on the following dates in 2021: February 3, February 24, March 31, April 28, June 2, June 30, July 28, September 1, September 29, October 27, and November 24. Carried Page 1276 of 1510 Linking Niagara Transit Committee Open Session Minutes LNTC 3-2020 October 21, 2020 Page 5 6. CONSENT ITEMS FOR INFORMATION 6.1 LNTC 2-2020 Linking Niagara Transit Committee Minutes - March 4, 2020 Moved by Councillor Sendzik Seconded by Councillor Campion That Report LNTC 2-2020, being the minutes of the Linking Niagara Transit Committee meeting held on March 4, 2020, BE RECEIVED for information. Carried 7. OTHER BUSINESS There were no items of other business. 8. NEXT MEETING The next meeting will be held on Wednesday, November 25, 2020 at 2:00 p.m. in the Council Chamber. 9. ADJOURNMENT There being no further business, the meeting adjourned at 4:25 p.m. Mat Siscoe Committee Chair Matthew Trennum Deputy Regional Clerk Ann-Marie Norio Regional Clerk Page 1277 of 1510 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 December 21, 2020 CL 23-2020, December 17, 2020 PWC 11-2020, December 8, 2020 PWC-C 50-2020, December 8, 2020 Local Area Municipalities SENT ELECTRONICALLY RE: Recommendations for Consideration from the Linking Niagara Transit Committee held November 25, 2020 Regional Council, at its meeting of December 17, 2020, approved the following recommendation of its Public Works Committee: That Correspondence Item PWC-C 50-2020, being a memorandum from A.-M. Norio, Regional Clerk, dated December 8, 2020, respecting Recommendations for Consideration from the Linking Niagara Transit Committee meeting held November 25, 2020, BE RECEIVED and the following recommendations BE APPROVED: 1. That Correspondence Item LNTC-C 6-2020, being a memorandum from S. Fraser, Transportation Lead, GO Implementation Office, dated November 25, 2020, respecting Councillor Information Request: Niagara Transit Governance Study – Local Area Municipality Engagement, BE RECEIVED and BE CIRCULATED to the Local Area Municipalities; and 2. That staff BE DIRECTED to reach out to the local area municipalities to arrange to present to their Council when the Niagara Transit Governance Study is being considered. 3. That the Linking Niagara Transit Committee BE DIRECTED to review alternative funding options. A copy of Correspondence Item PWC-C 50-2020 and Report LNTC-C 6-2020 is attached for your reference. Yours truly, Ann-Marie Norio Regional Clerk :me CLK-C 2020-221 Page 1278 of 1510 Administration 1815 Sir Isaac Brock Way, Thorold, ON L2V 4T7 905-980-6000 Toll-free: 1-800-263-7215 MEMORANDUM PWC-C 50-2020 Subject: Recommendation for Consideration from the Linking Niagara Transit Committee meeting held November 25, 2020 Date: December 8, 2020 To: Public Works Committee From: Ann-Marie Norio, Regional Clerk At its meeting held on November 25, 2020, the Linking Niagara Transit Committee passed the following motion for consideration by the Public Works Committee: Minute Item 6.1 LNTC-C 6-2020 Councillor Information Request: Niagara Transit Governance Study – Local Area Municipality Engagement That Correspondence Item LNTC-C 6-2020, being a memorandum from S. Fraser, Transportation Lead, GO Implementation Office, dated November 25, 2020, respecting Councillor Information Request: Niagara Transit Governance Study – Local Area Municipality Engagement, BE RECEIVED and BE CIRCULATED to the Local Area Municipalities; and That staff BE DIRECTED to reach out to the local area municipalities to arrange to present to their Council when the Niagara Transit Governance Study is being considered. Respectfully submitted and signed by ________________________________ Ann-Marie Norio Regional Clerk Page 1279 of 1510 GO Implementation Office 1815 Sir Isaac Brock Way, Thorold, ON L2V 4T7 905-980-6000 Toll-free: 1-800-263-7215 MEMORANDUM LNTC-C 6-2020 Subject: Councillor Information Request: Niagara Transit Governance Study – Local Area Municipality Engagement Date: November 25, 2020 To: Linking Niagara Transit Committee From: Scott Fraser, P. Eng., Transportation Lead - GO Implementation Office Introduction On October 21, 2020, the Linking Niagara Transit Committee (LNTC) considered LNTC- C 4-2020 - Niagara Transit Governance Study which presented the preferred governance and financial models for the consolidation of transit in Niagara. LNTC adopted amended recommendations providing support for a Full Commission governance model and recommending further engagement with each of the twelve (12) local area municipalities to seek their feedback on and support for the proposed models. The deadline for receiving this feedback was advanced to February 28, 2021. In the course of this consideration, Committee provided comment and feedback on the governance and financial models, including a focus on the impacts of the proposed single regional tax levy, the Board of Directors and appointment process, and on social equity as a key driver for transit. The purpose of this memorandum is to outline how this feedback has been reflected and addressed, in advance of engagement with the local area municipalities. The engagement process to be undertaken with each local area municipality will be tailored to suit preferred timeframes, areas of focus, and level of Regional staff participation. LNTC-C 8-2020 acts as a companion to this report, and provides the draft presentation planned for the Project Team’s use at LAM Councils, where or if requested by the local area municipality. PWC-C 50-2020 - Appendix 1 Page 1280 of 1510 LNTC-C 6-2020 November 25, 2020 Page 2 ______________________________________________________________________ Financial Strategy The financial strategy proposed to implement the Full Commission model has been developed based on the following key principles: • Consensus – to arrive at a consensus model which balances benefits and obligations for each party • Equity – enabling future transit to grow equitably in each municipality • Phased implementation – enable budgets to accommodate increases or decreases in a manageable way over multiple years • Asset transfer – ensuring existing investments in capital assets are respected, but not paid for twice by the same taxpayer (see Cummings Principle below) • Service Enhancements – reinvesting to ensure adequate resourcing is available long term to enable the transit system to grow Based on these principles, the financial strategy outlined in LNTC-C 4-2020 recommends the transfer of all existing and incremental transit spending to the new Commission, funded through a single regional tax levy. This strategy includes: • a two (2) year transition period (2021, 2022) during which funding derived from the levy is applied to the one-time costs associated with establishing the Commission; • a transfer implementation period of up to five (5) years (2023-2027), varying by municipality, where existing municipal transit costs are transferred to the Regional levy and offset by equivalent budgetary restrictions at the local level; and • the expansion of transit services, running concurrent with the transfer of existing service, however finishing in 2032. This recommendation was developed in consultation with local area Treasurers and CAOs after consideration of a variety of strategies ranging between municipal transit grants and a full regional upload to a single transit levy. There was no option to fully consolidate transit into one system without a redistribution impact to municipalities. Taxpayer Redistribution from Municipal Levy to Regional Levy The adoption of a single regional tax levy would transition current transit funding from municipalities to the Region, based on the regional property value assessment. As noted during discussions at LNTC, the net impact of this transition is that a proportion of PWC-C 50-2020 - Appendix 1 Page 1281 of 1510 LNTC-C 6-2020 November 25, 2020 Page 3 ______________________________________________________________________ total regional transit expenditures would be redistributed to residents in municipalities with currently less robust transit systems and historically lower transit investment levels. This realignment is consistent with the consolidation of transit in Niagara, as the move to an integrated transit system is anticipated to bring a series of proportional benefits to residents in these municipalities, including enhanced and expanded transit service, the ability to leverage capital investments that have been made in and by other municipalities, and a reduction in future financing costs. • Service Enhancement - The proposed financial strategy provides for the allocation of $2.7M in 2023 for the expansion of transit services, through the reallocation of levy funding originally allocated to the one-time transition costs in 2021-2022. This investment will be focused in areas who currently have less robust transit services, to enhance the connectivity of these areas to the other existing transit systems as quickly as possible, enhancing the transit equity in those municipalities. These service enhancements will include the expansion of NRT On-Demand, the provision of new conventional NRT connections, and increased frequency on existing routes. These enhancements will facilitate greater connectivity to employment, medical, social and consumer services across Niagara, and link residents to the GTHA through GO train / bus services. Where the larger systems are robust enough to remain status quo in service changes for a short period of time during the transition phase, smaller municipalities with smaller systems will see the first of the service improvements with a deliberate aim to bring all 12 municipalities to a more equitable transit service as quickly as possible. This approach of front-loading smaller system service enhancements as the levy upload occurs was used very effectively in both Waterloo Region and Durham Region where smaller municipalities received improved service faster, through the early days of the consolidation, while the larger municipalities saw their levy impact decrease. Additional funding for further service enhancements will be requested by the Commission and subject to the Regional council budget process, as discussed further below and established once the new commission approves its inaugural multi-year service plan. • Leveraging of Prior Capital Investments – municipalities with less robust transit services will benefit from consolidation through the ability to access and PWC-C 50-2020 - Appendix 1 Page 1282 of 1510 LNTC-C 6-2020 November 25, 2020 Page 4 ______________________________________________________________________ leverage the capital investments that have been previously made by municipalities with more robust services. A total of $127.5M in capital assets ($64.3M net of depreciation) are anticipated to be transferred to the Commission, as summarized in Figure 1 below. These assets represent a combination of buses, service trucks, land, facilities, and other equipment and technology. Figure 1 - Transit Capital Assets across Niagara Region Leveraging previous capital investments will allow the Commission to deliver increased service into new areas of the region; which would have been costly for smaller municipalities to undertake within their municipal budgets. For example, existing garages can be utilized for vehicles purchased to provide increased or new conventional services, avoiding the need for the municipality to invest in new facilities independently. • Net Operating Costs – The current net operating cost for all transit across Niagara is $43.4M which includes $32.5M in service delivery, $8.6M in Facility and Administration costs and $2.3M in debt financing. The move to a single Regional levy redistributes the existing $8.6M in facility and administrative costs to all new owners of the previous capital investments incurred by St. Catharines, Niagara Falls, and Welland, while the existing local transit net operating cost in St. Catharines and Niagara Falls reflect a reduction to the residents within those PWC-C 50-2020 - Appendix 1 Page 1283 of 1510 LNTC-C 6-2020 November 25, 2020 Page 5 ______________________________________________________________________ municipalities through the upload to the Commission. It should be noted, that of the existing $14M in Niagara Region inter-municipal services connecting all municipalities to these urban centres delivered under the current Regional levy funding scenario (i.e. 2020 budget), the municipalities of St. Catharines and Niagara Falls currently contribute 45% of the Regional levy contributions. • Intergovernmental Funding – The Provincial Gas Tax (PGT) is currently utilized in some municipalities for operations (approx. $1.5M annually). Under a consolidated Full Commission, these funds can be utilized for capital as intended by the program and therefore reduce future financing costs. Based on the current combined fleet size, purchase price, 10-year replacement cycle and the full annual PGT allocation for all municipalities together, it is estimated that 65% of total bus replacements can be funded through Niagara’s combined PGT allocation. The $1.5M which is currently utilized for operations reduces this funding to 50%; thereby increasing debt financing. However, a consolidated PGT fund would maximize PGT investments, lower debt financing and increase fleet replacement and required capital levy investments. Moving forward with consolidation now will also present the opportunity to seek provincial Safe Restart Program funding to offset anticipated transition costs. These costs may otherwise require funding through the Regional levy should consolidation be pursued at a later time. While not directly included as part of the proposed Financial Strategy, there remains a number of future opportunities to further mitigate the impacts of transition to the single regional transit levy. These contributing factors include both future population and assessment growth in the region, the introduction of transit into the Region’s development charges, enhanced business development, and future intergovernmental transit funding programs. Each of these opportunities will continued to be explored in the future for the potential to further offset levy impacts and should be kept in mind in relation to the future projections laid out in the Financial Strategy. PWC-C 50-2020 - Appendix 1 Page 1284 of 1510 LNTC-C 6-2020 November 25, 2020 Page 6 ______________________________________________________________________ Figure 2 - Future Mitigation Strategies Future Investment and Growth Opportunities The NTGS outlines an aspirational growth target of +80% in transit ridership in Niagara by 2031. This growth would be achieved primarily through unlocking latent demand for inter-municipal trips, and is consistent with growth seen in the usage of transit in peer jurisdictions in their post-consolidation period. Relating the potential growth of transit ridership to the financial strategy, there are two considerations: • Future Investment Levels – to achieve the aspirational target outlined in the NTGS, additional investment beyond that envisioned by the financial strategy will be required. The NTGS identifies that achieving the high-growth target with an 88% increase in ridership will require an additional $27M in net operating expenditures. The estimated costs of consolidation contained within this report reflect inflationary growth only. Based on the 2020 Regional Levy, an PWC-C 50-2020 - Appendix 1 Page 1285 of 1510 LNTC-C 6-2020 November 25, 2020 Page 7 ______________________________________________________________________ aspirational growth strategy would require an incremental separate transit levy of 7.0%. In addition, an incremental capital investment of $70M-$155M may be required to achieve this growth, of which approximately $40M is currently funded through PTIF and ICIP programs. These investments are in addition to regular lifecycle replacements of existing assets. The financial strategy includes an additional $2.7M in service expansion funding previous discussed, which is outside the aspirational growth strategy and is intended for enhancements in those municipalities with less robust current service to improve connectivity to urban centres and amenities. Longer-term service enhancements will be determined by the Commission’s transit service strategic plans, and subject to the allocation of funding through the Regional budget process. • COVID-19 – the aspirational +80% target was developed based on ridership levels and modelling prior to the onset of the COVID-19 pandemic, which has had a direct impact on transit ridership and revenues. While these impacts have been significant in the short-term, the long-term impacts to transit remain unclear. Trends towards greater work and study from home environments may result in lower transit utilization in the long-term, or may have limited impact post- pandemic. A Full Commission governance model will be best able to balance core transit needs while simultaneously being flexible to respond to emerging trends and service levels as circumstances require. The Cummings Principle and Asset Transfer The proposed application of the Cummings Principle to the transfer of assets to the Commission remains a key principle of the financial strategy. The premise of the Cummings Principle is to transfer assets (and related outstanding liabilities), from one municipality to another with no additional compensation, since transferring assets for additional compensation results in the taxpayer paying twice for the same public asset. Board of Directors and Appointment Process The NTGS presents a recommended Board of Directors comprised of five (5) members of Regional Council, (4) skills-based members of the public, and the Commission’s General Manager acting in an ex-Officio capacity. This structure was recommended to PWC-C 50-2020 - Appendix 1 Page 1286 of 1510 LNTC-C 6-2020 November 25, 2020 Page 8 ______________________________________________________________________ achieve both stewardship over resources and accountability to the residents of Niagara via elected officials, supplemented with additional skills or proficiencies necessary through those with experience in industry or more broadly. Discussion at LNTC raised the question of the appointment of elected officials other than those already members of Regional Council (i.e. other local councillors). The process for appointment of members to the Board of Directors will be determined as part of the by-law that establishes the Commission as a legal entity, anticipated to be brought forward in parallel with the future triple-majority approval report. Through that process, Regional Council will have the opportunity to establish the criteria by which members can be selected. It is presumed that a nominating committee of Regional Council would then select members on the basis of the established criteria. The forthcoming engagement with local area municipalities presents an opportunity to solicit further feedback regarding the proposed member selection process and Board Composition. Social Equity The guiding principles established for the NTGS determined fairness as a key objective of the consolidation of transit, including providing a basic level of services that can be accessed by as many Niagara residents as possible. There is currently a significant disparity in the availability and frequency of transit service across the region between smaller and larger municipalities. Across the region, there are numerous residents who rely on transit as their primary mode of transportation. As such, transit represents social equity access to employment opportunities, medical services, educational institutions, or social activities. The consolidation of transit is anticipated to foster a greater level of access to transit services for those residents currently under- or unserved by transit. Under the proposed financial strategy, this greater access in smaller municipalities will be achieved through the expansion of services proportional with increased investment levels and the greater integration with the services currently in place in the larger municipalities. Social equity is achieved through transit equity and access. The aforementioned financial strategy was designed to enable smaller municipalities to enhance their transit service levels and connectivity as quickly as possible as the levy redistribution occurs over time. This means front-loading the benefits of enhanced service and faster upload of the local levy PWC-C 50-2020 - Appendix 1 Page 1287 of 1510 LNTC-C 6-2020 November 25, 2020 Page 9 ______________________________________________________________________ to regional as soon as possible, so as to increase their levels of social and transit equity for their residents. LAM Engagement Timeframes and Next Steps Subject to the adoption of the minutes of LNTC by Regional Council on November 20, 2020, LNTC-C 4-2020 will be distributed and engagement with the LAMs seeking feedback on and support for the proposed governance and finance models will commence. The specific timing and method of engagement with each LAM will be determined in consultation with their respective CAOs and Heads of Council, acknowledging the request from LNTC that feedback be received no later than February 28, 2021. Where requested, Regional staff (the Project Team) and the NTGS consultants will be available to support local staff as the item is considered at local Councils. LNTC-C 8-2020 provides the draft presentation planned for use, where and if requested by the local area municipality. This presentation has been provided to committee separate from this report, as it is not recommended that this presentation be directly distributed to LAMs in parallel with the distribution of the supplementary information contained in this memo (should committee opt to distribute this information). This is recommended in order to facilitate required tailoring and updating for each municipality, and avoid confusion between what is an indicative presentation and the final presentation intended for each LAM. In parallel to engagement with the LAMs, Regional staff will undertake the evaluation of impacts to Niagara Region Transit, Niagara Specialized Transit, Niagara Region Transit OnDemand, and the Regional tax levy from the proposed resolution in LNTC-C 4-2020. This assessment will be returned to LNTC for consideration in advance February 28, 2021, so that input from LNTC and Niagara Region Public Works Committee (as well as a position on the requested motion) can be received in parallel to that from the LAMs. This collective feedback will be used to further refine the proposed governance and financial models, in advance of the initiation of the triple-majority process in Q2 2021. PWC-C 50-2020 - Appendix 1 Page 1288 of 1510 LNTC-C 6-2020 November 25, 2020 Page 10 ______________________________________________________________________ Respectfully submitted and signed by, ________________________________ Scott Fraser, P. Eng. Transportation Lead | GO Implementation Office PWC-C 50-2020 - Appendix 1 Page 1289 of 1510 THE REGIONAL MUNICIPALITY OF NIAGARA LINKING NIAGARA TRANSIT COMMITTEE MINUTES LNTC 4-2020 Wednesday, November 25, 2020 Council Chamber/Video Conference Regional Headquarters, Campbell West 1815 Sir Isaac Brock Way, Thorold, ON Committee Members Present in the Council Chamber: M. Siscoe (Municipal Councillor - St. Catharines) (Committee Chair), M. Robinson, Director, GO Implementation Office Committee Members Present via Video Conference: Campion (Mayor - Welland), Redekop (Mayor - Fort Erie), Sendzik (Mayor - St. Catharines), Fertich (Regional Councillor), Ip (Regional Councillor), G. Miller (Municipal Councillor - St. Catharines), L. Van Vliet (Municipal Councillor - Welland) (Committee Vice-Chair), S. Chemnitz, Chief Administrative Officer (St. Catharines), K. Todd, Chief Administrative Officer (City of Niagara Falls), S. Zorbas, Interim Chief Administrative Officer (City of Welland) Absent/Regrets: C. Dabrowski (Municipal Councillor - Niagara Falls), R. Tripp, Acting Chief Administrative Officer (Niagara Region) Staff Present in the Council Chamber: S. Fraser, Transportation Lead, GO Implementation Office, S. Guglielmi, Technology Support Analyst, A.-M. Norio, Regional Clerk, H. Talbot, Financial & Special Projects Consultant Staff Present via Video Conference: M. Evely, Legislative Coordinator, R. Salewytsch, Transit Service Planning Coordinator, L. Tracey, Project Coordinator, GO Implementation, M. Trennum, Deputy Regional Clerk, B. Zvaniga, Interim Commissioner, Public Works Others Present via Video Conference: M. Gilbert, Amalgamated Transit Union, E. Gillespie, Left Turn Right Turn, Y. Grinspun, Left Turn Right Turn, S. Kosh, Niagara College, M. Lattavo, Left Turn Right Turn, V. Malvaso, Niagara College, B. McIlhone, Optimus SBR, G. Morrison, St. Catharines Transit, T. Price, Niagara College, R. Rehan, Brock University Student Union, D. Stuart, Niagara Falls Transit. _____________________________________________________________________ 1. CALL TO ORDER Committee Chair M. Siscoe called the meeting to order at 2:02 p.m. PWC-C 50-2020 - Appendix 2 Page 1290 of 1510 Linking Niagara Transit Committee Open Session Minutes LNTC 4-2020 November 25, 2020 Page 2 2. DISCLOSURES OF PECUNIARY INTEREST There were no disclosures of pecuniary interest. 3. PRESENTATIONS There were no presentations. 4. DELEGATIONS There were no delegations. 5. ITEMS FOR CONSIDERATION 5.1 LNTC-C 7-2020 2021 Inter-Municipal Transit Working Group – Linking Niagara Transit Committee Workplan Moved by Councillor Fertich Seconded by Councillor Redekop That Correspondence Item LNTC-C 7-2020, being a memorandum from M. Robinson, Director, GO Implementation Office, dated November 25, 2020, respecting 2021 Inter-Municipal Transit Working Group – Linking Niagara Transit Committee Workplan, BE RECEIVED and the following recommendation BE APPROVED: 1. That the Linking Niagara Transit Committee ENDORSE the Inter- Municipal Transit Working Group’s 2021 workplan as outlined in Report LNTC-C 7-2020. Carried 6. CONSENT ITEMS FOR INFORMATION 6.1 LNTC-C 6-2020 Councillor Information Request: Niagara Transit Governance Study - Local Area Municipality Engagement Moved by G. Miller Seconded by L. Van Vliet That Correspondence Item LNTC-C 6-2020, being a memorandum from S. Fraser, Transportation Lead, GO Implementation Office, dated November 25, 2020, respecting Councillor Information Request: Niagara Transit Governance Study – Local Area Municipality Engagement, BE RECEIVED and BE CIRCULATED to the Local Area Municipalities. PWC-C 50-2020 - Appendix 2 Page 1291 of 1510 Linking Niagara Transit Committee Open Session Minutes LNTC 4-2020 November 25, 2020 Page 3 The following friendly amendment was accepted by the Committee Chair, and the mover and seconder of the motion: That Correspondence Item LNTC-C 6-2020, being a memorandum from S. Fraser, Transportation Lead, GO Implementation Office, dated November 25, 2020, respecting Councillor Information Request: Niagara Transit Governance Study – Local Area Municipality Engagement, BE RECEIVED and BE CIRCULATED to the Local Area Municipalities; and That staff BE DIRECTED to reach out to the local area municipalities to arrange to present to their Council when the Niagara Transit Governance Study is being considered. The Committee Chair called the vote on the motion, as amended, and declared it, Carried 6.2 LNTC-C 8-2020 Councillor Information Request: Niagara Transit Governance Study – Local Area Municipality Presentation Moved by Councillor Sendzik Seconded by Councillor Redekop That Correspondence Item LNTC-C 8-2020, being a memorandum from S. Fraser, Transportation Lead, GO Implementation Office, dated November 25, 2020, respecting Councillor Information Request: Niagara Transit Governance Study – Local Area Municipality Presentation, BE RECEIVED for information. Carried 6.3 LNTC 3-2020 Linking Niagara Transit Committee Minutes - October 21, 2020 Moved by Councillor G. Miller Seconded by Councillor Campion That Minutes LNTC 3-2020, being the minutes of the Linking Niagara Transit Committee meeting held on October 21, 2020, BE RECEIVED for information. Carried PWC-C 50-2020 - Appendix 2 Page 1292 of 1510 Linking Niagara Transit Committee Open Session Minutes LNTC 4-2020 November 25, 2020 Page 4 7. OTHER BUSINESS There were no items of other business. 8. NEXT MEETING The next meeting will be held on Wednesday, February 3, 2021 at 2:00 p.m. 9. ADJOURNMENT There being no further business, the meeting adjourned at 2:57 p.m. Mat Siscoe Committee Chair Mark Evely Legislative Coordinator Ann-Marie Norio Regional Clerk PWC-C 50-2020 - Appendix 2 Page 1293 of 1510 GO Implementation Office 1815 Sir Isaac Brock Way, Thorold, ON L2V 4T7 905-980-6000 Toll-free: 1-800-263-7215 MEMORANDUM LNTC-C 6-2020 Subject: Councillor Information Request: Niagara Transit Governance Study – Local Area Municipality Engagement Date: November 25, 2020 To: Linking Niagara Transit Committee From: Scott Fraser, P. Eng., Transportation Lead - GO Implementation Office Introduction On October 21, 2020, the Linking Niagara Transit Committee (LNTC) considered LNTC- C 4-2020 - Niagara Transit Governance Study which presented the preferred governance and financial models for the consolidation of transit in Niagara. LNTC adopted amended recommendations providing support for a Full Commission governance model and recommending further engagement with each of the twelve (12) local area municipalities to seek their feedback on and support for the proposed models. The deadline for receiving this feedback was advanced to February 28, 2021. In the course of this consideration, Committee provided comment and feedback on the governance and financial models, including a focus on the impacts of the proposed single regional tax levy, the Board of Directors and appointment process, and on social equity as a key driver for transit. The purpose of this memorandum is to outline how this feedback has been reflected and addressed, in advance of engagement with the local area municipalities. The engagement process to be undertaken with each local area municipality will be tailored to suit preferred timeframes, areas of focus, and level of Regional staff participation. LNTC-C 8-2020 acts as a companion to this report, and provides the draft presentation planned for the Project Team’s use at LAM Councils, where or if requested by the local area municipality. Page 1294 of 1510 LNTC-C 6-2020 November 25, 2020 Page 2 ______________________________________________________________________ Financial Strategy The financial strategy proposed to implement the Full Commission model has been developed based on the following key principles: • Consensus – to arrive at a consensus model which balances benefits and obligations for each party • Equity – enabling future transit to grow equitably in each municipality • Phased implementation – enable budgets to accommodate increases or decreases in a manageable way over multiple years • Asset transfer – ensuring existing investments in capital assets are respected, but not paid for twice by the same taxpayer (see Cummings Principle below) • Service Enhancements – reinvesting to ensure adequate resourcing is available long term to enable the transit system to grow Based on these principles, the financial strategy outlined in LNTC-C 4-2020 recommends the transfer of all existing and incremental transit spending to the new Commission, funded through a single regional tax levy. This strategy includes: • a two (2) year transition period (2021, 2022) during which funding derived from the levy is applied to the one-time costs associated with establishing the Commission; • a transfer implementation period of up to five (5) years (2023-2027), varying by municipality, where existing municipal transit costs are transferred to the Regional levy and offset by equivalent budgetary restrictions at the local level; and • the expansion of transit services, running concurrent with the transfer of existing service, however finishing in 2032. This recommendation was developed in consultation with local area Treasurers and CAOs after consideration of a variety of strategies ranging between municipal transit grants and a full regional upload to a single transit levy. There was no option to fully consolidate transit into one system without a redistribution impact to municipalities. Taxpayer Redistribution from Municipal Levy to Regional Levy The adoption of a single regional tax levy would transition current transit funding from municipalities to the Region, based on the regional property value assessment. As noted during discussions at LNTC, the net impact of this transition is that a proportion of Page 1295 of 1510 LNTC-C 6-2020 November 25, 2020 Page 3 ______________________________________________________________________ total regional transit expenditures would be redistributed to residents in municipalities with currently less robust transit systems and historically lower transit investment levels. This realignment is consistent with the consolidation of transit in Niagara, as the move to an integrated transit system is anticipated to bring a series of proportional benefits to residents in these municipalities, including enhanced and expanded transit service, the ability to leverage capital investments that have been made in and by other municipalities, and a reduction in future financing costs. • Service Enhancement - The proposed financial strategy provides for the allocation of $2.7M in 2023 for the expansion of transit services, through the reallocation of levy funding originally allocated to the one-time transition costs in 2021-2022. This investment will be focused in areas who currently have less robust transit services, to enhance the connectivity of these areas to the other existing transit systems as quickly as possible, enhancing the transit equity in those municipalities. These service enhancements will include the expansion of NRT On-Demand, the provision of new conventional NRT connections, and increased frequency on existing routes. These enhancements will facilitate greater connectivity to employment, medical, social and consumer services across Niagara, and link residents to the GTHA through GO train / bus services. Where the larger systems are robust enough to remain status quo in service changes for a short period of time during the transition phase, smaller municipalities with smaller systems will see the first of the service improvements with a deliberate aim to bring all 12 municipalities to a more equitable transit service as quickly as possible. This approach of front-loading smaller system service enhancements as the levy upload occurs was used very effectively in both Waterloo Region and Durham Region where smaller municipalities received improved service faster, through the early days of the consolidation, while the larger municipalities saw their levy impact decrease. Additional funding for further service enhancements will be requested by the Commission and subject to the Regional council budget process, as discussed further below and established once the new commission approves its inaugural multi-year service plan. • Leveraging of Prior Capital Investments – municipalities with less robust transit services will benefit from consolidation through the ability to access and Page 1296 of 1510 LNTC-C 6-2020 November 25, 2020 Page 4 ______________________________________________________________________ leverage the capital investments that have been previously made by municipalities with more robust services. A total of $127.5M in capital assets ($64.3M net of depreciation) are anticipated to be transferred to the Commission, as summarized in Figure 1 below. These assets represent a combination of buses, service trucks, land, facilities, and other equipment and technology. Figure 1 - Transit Capital Assets across Niagara Region Leveraging previous capital investments will allow the Commission to deliver increased service into new areas of the region; which would have been costly for smaller municipalities to undertake within their municipal budgets. For example, existing garages can be utilized for vehicles purchased to provide increased or new conventional services, avoiding the need for the municipality to invest in new facilities independently. • Net Operating Costs – The current net operating cost for all transit across Niagara is $43.4M which includes $32.5M in service delivery, $8.6M in Facility and Administration costs and $2.3M in debt financing. The move to a single Regional levy redistributes the existing $8.6M in facility and administrative costs to all new owners of the previous capital investments incurred by St. Catharines, Niagara Falls, and Welland, while the existing local transit net operating cost in St. Catharines and Niagara Falls reflect a reduction to the residents within those Page 1297 of 1510 LNTC-C 6-2020 November 25, 2020 Page 5 ______________________________________________________________________ municipalities through the upload to the Commission. It should be noted, that of the existing $14M in Niagara Region inter-municipal services connecting all municipalities to these urban centres delivered under the current Regional levy funding scenario (i.e. 2020 budget), the municipalities of St. Catharines and Niagara Falls currently contribute 45% of the Regional levy contributions. • Intergovernmental Funding – The Provincial Gas Tax (PGT) is currently utilized in some municipalities for operations (approx. $1.5M annually). Under a consolidated Full Commission, these funds can be utilized for capital as intended by the program and therefore reduce future financing costs. Based on the current combined fleet size, purchase price, 10-year replacement cycle and the full annual PGT allocation for all municipalities together, it is estimated that 65% of total bus replacements can be funded through Niagara’s combined PGT allocation. The $1.5M which is currently utilized for operations reduces this funding to 50%; thereby increasing debt financing. However, a consolidated PGT fund would maximize PGT investments, lower debt financing and increase fleet replacement and required capital levy investments. Moving forward with consolidation now will also present the opportunity to seek provincial Safe Restart Program funding to offset anticipated transition costs. These costs may otherwise require funding through the Regional levy should consolidation be pursued at a later time. While not directly included as part of the proposed Financial Strategy, there remains a number of future opportunities to further mitigate the impacts of transition to the single regional transit levy. These contributing factors include both future population and assessment growth in the region, the introduction of transit into the Region’s development charges, enhanced business development, and future intergovernmental transit funding programs. Each of these opportunities will continued to be explored in the future for the potential to further offset levy impacts and should be kept in mind in relation to the future projections laid out in the Financial Strategy. Page 1298 of 1510 LNTC-C 6-2020 November 25, 2020 Page 6 ______________________________________________________________________ Figure 2 - Future Mitigation Strategies Future Investment and Growth Opportunities The NTGS outlines an aspirational growth target of +80% in transit ridership in Niagara by 2031. This growth would be achieved primarily through unlocking latent demand for inter-municipal trips, and is consistent with growth seen in the usage of transit in peer jurisdictions in their post-consolidation period. Relating the potential growth of transit ridership to the financial strategy, there are two considerations: • Future Investment Levels – to achieve the aspirational target outlined in the NTGS, additional investment beyond that envisioned by the financial strategy will be required. The NTGS identifies that achieving the high-growth target with an 88% increase in ridership will require an additional $27M in net operating expenditures. The estimated costs of consolidation contained within this report reflect inflationary growth only. Based on the 2020 Regional Levy, an Page 1299 of 1510 LNTC-C 6-2020 November 25, 2020 Page 7 ______________________________________________________________________ aspirational growth strategy would require an incremental separate transit levy of 7.0%. In addition, an incremental capital investment of $70M-$155M may be required to achieve this growth, of which approximately $40M is currently funded through PTIF and ICIP programs. These investments are in addition to regular lifecycle replacements of existing assets. The financial strategy includes an additional $2.7M in service expansion funding previous discussed, which is outside the aspirational growth strategy and is intended for enhancements in those municipalities with less robust current service to improve connectivity to urban centres and amenities. Longer-term service enhancements will be determined by the Commission’s transit service strategic plans, and subject to the allocation of funding through the Regional budget process. • COVID-19 – the aspirational +80% target was developed based on ridership levels and modelling prior to the onset of the COVID-19 pandemic, which has had a direct impact on transit ridership and revenues. While these impacts have been significant in the short-term, the long-term impacts to transit remain unclear. Trends towards greater work and study from home environments may result in lower transit utilization in the long-term, or may have limited impact post- pandemic. A Full Commission governance model will be best able to balance core transit needs while simultaneously being flexible to respond to emerging trends and service levels as circumstances require. The Cummings Principle and Asset Transfer The proposed application of the Cummings Principle to the transfer of assets to the Commission remains a key principle of the financial strategy. The premise of the Cummings Principle is to transfer assets (and related outstanding liabilities), from one municipality to another with no additional compensation, since transferring assets for additional compensation results in the taxpayer paying twice for the same public asset. Board of Directors and Appointment Process The NTGS presents a recommended Board of Directors comprised of five (5) members of Regional Council, (4) skills-based members of the public, and the Commission’s General Manager acting in an ex-Officio capacity. This structure was recommended to Page 1300 of 1510 LNTC-C 6-2020 November 25, 2020 Page 8 ______________________________________________________________________ achieve both stewardship over resources and accountability to the residents of Niagara via elected officials, supplemented with additional skills or proficiencies necessary through those with experience in industry or more broadly. Discussion at LNTC raised the question of the appointment of elected officials other than those already members of Regional Council (i.e. other local councillors). The process for appointment of members to the Board of Directors will be determined as part of the by-law that establishes the Commission as a legal entity, anticipated to be brought forward in parallel with the future triple-majority approval report. Through that process, Regional Council will have the opportunity to establish the criteria by which members can be selected. It is presumed that a nominating committee of Regional Council would then select members on the basis of the established criteria. The forthcoming engagement with local area municipalities presents an opportunity to solicit further feedback regarding the proposed member selection process and Board Composition. Social Equity The guiding principles established for the NTGS determined fairness as a key objective of the consolidation of transit, including providing a basic level of services that can be accessed by as many Niagara residents as possible. There is currently a significant disparity in the availability and frequency of transit service across the region between smaller and larger municipalities. Across the region, there are numerous residents who rely on transit as their primary mode of transportation. As such, transit represents social equity access to employment opportunities, medical services, educational institutions, or social activities. The consolidation of transit is anticipated to foster a greater level of access to transit services for those residents currently under- or unserved by transit. Under the proposed financial strategy, this greater access in smaller municipalities will be achieved through the expansion of services proportional with increased investment levels and the greater integration with the services currently in place in the larger municipalities. Social equity is achieved through transit equity and access. The aforementioned financial strategy was designed to enable smaller municipalities to enhance their transit service levels and connectivity as quickly as possible as the levy redistribution occurs over time. This means front-loading the benefits of enhanced service and faster upload of the local levy Page 1301 of 1510 LNTC-C 6-2020 November 25, 2020 Page 9 ______________________________________________________________________ to regional as soon as possible, so as to increase their levels of social and transit equity for their residents. LAM Engagement Timeframes and Next Steps Subject to the adoption of the minutes of LNTC by Regional Council on November 20, 2020, LNTC-C 4-2020 will be distributed and engagement with the LAMs seeking feedback on and support for the proposed governance and finance models will commence. The specific timing and method of engagement with each LAM will be determined in consultation with their respective CAOs and Heads of Council, acknowledging the request from LNTC that feedback be received no later than February 28, 2021. Where requested, Regional staff (the Project Team) and the NTGS consultants will be available to support local staff as the item is considered at local Councils. LNTC-C 8-2020 provides the draft presentation planned for use, where and if requested by the local area municipality. This presentation has been provided to committee separate from this report, as it is not recommended that this presentation be directly distributed to LAMs in parallel with the distribution of the supplementary information contained in this memo (should committee opt to distribute this information). This is recommended in order to facilitate required tailoring and updating for each municipality, and avoid confusion between what is an indicative presentation and the final presentation intended for each LAM. In parallel to engagement with the LAMs, Regional staff will undertake the evaluation of impacts to Niagara Region Transit, Niagara Specialized Transit, Niagara Region Transit OnDemand, and the Regional tax levy from the proposed resolution in LNTC-C 4-2020. This assessment will be returned to LNTC for consideration in advance February 28, 2021, so that input from LNTC and Niagara Region Public Works Committee (as well as a position on the requested motion) can be received in parallel to that from the LAMs. This collective feedback will be used to further refine the proposed governance and financial models, in advance of the initiation of the triple-majority process in Q2 2021. Page 1302 of 1510 LNTC-C 6-2020 November 25, 2020 Page 10 ______________________________________________________________________ Respectfully submitted and signed by, ________________________________ Scott Fraser, P. Eng. Transportation Lead | GO Implementation Office Page 1303 of 1510 BDD-2021-004 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Business Development SUBJECT: BDD-2021-004 Former CP Rail Bridge Demolition Agreement RECOMMENDATION 1) Council authorize staff to extend the current CP Rail Bridge demolition Agreement for an additional five (5) year period - December 31, 2021 to December 31, 2026. 2) That the Mayor and Clerk be authorized to sign the updated Agreement when prepared. 3) To enter into discussions with CP to undertake a public process to look for alternative use and disposal. EXECUTIVE SUMMARY The current CP rail bridge demolition agreement comes to an end December 31, 2021. Staff met with CP and they are agreeable to extending the agreement for an additional five (5) year period. City staff believe that CP should be provided additional time to seek opportunities to sell the bridge. If the bridge can be sold, the City’s obligation to contribute funding to the demolition will be avoided, otherwise the City will be require d to contribute approximately $5.6 million for the demolition. BACKGROUND In 2001, the City of Niagara Falls acquired the CP rail corridor for the development of the proposed people mover system. The acquisition agreement with CP obligated the City to cover the demolition costs of the rail bridge if CP is unable to sell it by December 31, 2021. In addition, the City is responsible for any reasonable maintenance costs for the bridge to a maximum of $100,000 per year. This agreement has been renewed every 5 years. Page 1304 of 1510 2 BDD-2021-004 December 7, 2021 Staff recently met with CP staff to discuss an additional five (5) year extension. CP staff have agreed to the extension. ANALYSIS/RATIONALE In extending the agreement for an additional five (5) year period, the City defers incurring the demolition costs. Staff of CP Rail continue to try and sell the bridge and have received a couple offers to purchase, however, for various reasons, the transactions were not executed. FINANCIAL/LEGAL IMPLICATION The City’s purchase of the rail corridor had two conditions. First, the City was required to fund annual maintenance costs. Since the term of the agreement, $607,801 has been spent by the City on maintenance. Prior to 2017 expenses had been offset by a Special Purpose Reserve established for this purpose. Since then, expenses have been funded through the general operating fund. Secondly, the City committed to future contribution to any demolition costs. This commitment would only be required should CP have to demolish the bridge. Staff believe it is advantageous at this time to extend the agreement and allow CP staff further opportunities to sell the bridge. The original commitment required that the City hold reserves adequate for the demolition. The amount identified in the original agreement was $4 million with an escalation of the amount increased by the annual CPI. It is estimated that the current obligation exceeds $5.6 million. At present, staff have identified that the Capital/Operating Reserve is being held for this purpose , however staff will note that this reserve is insufficient to fully support all of the demands including asset management obligations. CITY’S STRATEGIC COMMITMENT Financial stability. Recommended by: Serge Felicetti, Director of Business Development Respectfully submitted: Jason Burgess, Chief Administrative Officer SF:lb Page 1305 of 1510 F-2021-57 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2021-57 Monthly Tax Receivables Report – October RECOMMENDATION That Council receive the Monthly Tax Receivables report for information purposes. EXECUTIVE SUMMARY This report is prepared monthly to provide Council with an update on the City’s property tax receivables. Outstanding taxes as of October 31, 2021 were $33.9 million compared to $38.7 million in 2020. During October, tax receivables as a percentage of taxes billed decreased from 19.1% in 2020 to 16.9% in 2021. The City’s finance staff continue the collection process for properties that are subject to registration for 2021 as well as continuing the collection process for properties that were subject to registration for 2020. There are currently seven properties scheduled for tax sale in the next two years. BACKGROUND This report is being provided as part of the monthly financial reporting to Council by staff. ANALYSIS/RATIONALE Tax collection for 2021 is ahead of the collection history for 2020 for the month of October. Table 1 shows that taxes outstanding at October 31, 2021 are $33.9 million. This represents a decrease from $38.7 million in arrears for the same period in 2020. This table also breaks down the taxes outstanding by year. Finance staff continues to actively pursue property owners in arrears. Table 2 provides the breakdown of outstanding taxes by assessment class. The majority of outstanding taxes are for the residential and commercial property classes. Residential property taxes outstanding have decreased by $1.2 million compared to October 2020 and commercial property taxes outstanding have decreased by $3.1 million. Finance staff takes specific collection actions for properties that are subject to registration. At January 1, 2021, 362 properties were subject to registration for 2021. Table 3(a) summarizes the progress of these actions after ten months of activity. This table shows 88.1% of the tax accounts or 319 properties have been paid in full or the owners have made suitable payment arrangements. During October, zero accounts were paid in full. Page 1306 of 1510 2 F-2021-57 December 7, 2021 Due to the COVID-19 pandemic, finance staff halted collection action for six months on accounts subject to registration in 2020. Table 3(b) summarizes the properties outstanding that were subject to registration in 2020 and finance staff continues to pursue collections. 61 properties remain from the 2020 listing, of which 91.8% or 56 properties have paid in full or made suitable payment arrangements in the month of October. Finance will continue collection action on these outstanding properties throughout 2021. Finance staff continues to make every effort to have accounts paid in order to avoid the registration process and the associated costs related to that process. Table 4 identifies the properties and associated tax arrears scheduled for tax sales in the future. During the month of October, no properties were registered. The outstanding taxes for registered properties represents 0.88% of the total taxes to be collected. FINANCIAL/STAFFING/LEGAL IMPLICATIONS Tax arrears as a percentage of taxes billed in a year is a performance measure that stakeholders utilize to analyse an organization’s financial strengths. Niagara Falls, due to its high reliance on commercial assessment, is traditionally higher compared to municipalities of similar size. The percentage of taxes outstanding to taxes billed as at October 31, 2021 is 16.9%, which is a decrease of 2020’s value at 19.1%. The municipality has a record of full collection and earns penalty revenues to offset the higher measure. LIST OF ATTACHMENTS Table 1 Taxes Receivable at October 31, 2021 Table 2 Taxes Receivable by Property Class at October 31, 2021 Table 3(a) Number of Properties Subject to Registration (as at January 1, 2021) Table 3(b) Number of Properties Subject to Registration (as at January 1, 2020) Table 4 Scheduled Tax Sales Dates for Registered Properties Recommended by: Jonathan Leavens, Acting Director of Finance Respectfully submitted: Jason Burgess, Chief Administrative Officer A.Ferguson Page 1307 of 1510 TABLE 1 Taxes Receivable at October 31, 2021 2021 2020 Outstanding Taxes @ September 30, 2021 31,915,882$ 14,209,210$ Taxes Billed and Due October 29, 2021 22,667,872$ 55,194,223$ Supplemental Due October 29, 2021 1,045,291$ 738,816$ Penalty Charged in October 214,185$ 177,599$ Taxes Collected during October 21,926,553$ 31,577,723$ Outstanding Taxes @ October 31, 2021 33,916,676$ 38,742,125$ Supplemental Due November 29, 2021 1,045,291$ 738,815$ Total Taxes to be Collected 34,961,967$ 39,480,940$ Outstanding Taxes by Year: 3 Years and Prior 1,395,896$ 1,347,519$ 2 Year 1,575,937$ 2,079,765$ 1 Year 4,271,859$ 4,322,680$ Current 27,718,276$ 31,730,977$ Total 34,961,967$ 39,480,941$ TABLE 2 Taxes Receivable by Property Class at October 31, 2021 2021 2020 Variance Taxes Owing Taxes Owing ($) Residential 19,282,194 20,450,051$ (1,167,857)$ Multi-Residential 638,808 678,387$ (39,579)$ Commercial 14,175,157 17,275,365$ (3,100,208)$ Industrial 818,769 1,015,753$ (196,984)$ Farmlands 47,039 61,384$ (14,345)$ Total Receivables 34,961,967 39,480,940$ (4,518,973)$ Page 1308 of 1510 TABLE 3 (a) Number of Properties Subject to % Registration as at October 31, 2021 Initial Amount (January 1, 2021)362 Paid in Full 164 45.3% Payment Arrangements 155 42.8% Ongoing Collection Action 43 11.9% Registered 0 0.0% 362 100.0% TABLE 3 (b) Initial Amount (January 1, 2020)61 Paid in Full 36 59.0% Payment Arrangements 20 32.8% Ongoing Collection Action 5 8.2% Registered 0 0.0% 61 100.0% TABLE 4 November 2021 1 70,942$ May 2022 6 235,976$ Totals 7 306,917$ Scheduled Tax Sales Dates for Registered Properties Number of Properties Taxes Outstanding Amount Page 1309 of 1510 L-2021-22 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Legal Services SUBJECT: L-2021-22 Permanently Close Part Road Allowance between Gore Lots 3, 4 & 5 and Township Lot 5 Our File No. 2021-142 RECOMMENDATION 1. In the event that Council determines that it is in the public interest to do so, that Part of the Road Allowance between Gore Lots 3, 4 & 5 and Township Lot 5, (hereinafter referred to as the “Subject Lands”) outlined in black on the attached property index map attached as Schedule “B”, be permanently closed. 2. That a by-law to permanently close part of a highway be prepared and registered on title to the Subject Lands. 3. That the Mayor and Clerk and City Solicitor, be authorized to take whatever steps and sign whatever documents are required to carry out Recommendations 1 and 2 above. EXECUTIVE SUMMARY Description: Part of the Road Allowance between Gore Lots 3, 4 & 5 and Township Lot 5, City of Niagara Falls, being all Part of PIN 64268-0022 (LT) in the Land Registry Office for the Land Registry Division of Niagara South (No. 59). Zoning: Agricultural Zone (A) Type of Property: Road Allowance Location: Between Gore Lots 3, 4 & 5 and Township Lot 5 Special Considerations: There is no infrastructure located within the Subject Lands. BACKGROUND The City has received a request from Gordon Morgan, the Owner of part of a road allowance between Gore Lots 3, 4 & 5 and Township Lot 5, to prepare and register a by- Page 1310 of 1510 2 L-2021-22 December 7, 2021 law to close the portion of the road allowance that appears to run through his property in order to correct a title issue. The City is not presently shown as the owner of the road allowance according to the Land Registry Office. The City will not be providing a deed or Transfer of the road allowance to Mr. Morgan, who is hereinafter referred to as the “Owner,” and the costs associated with title searching the property in order to confirm if ownership belongs to the City and then to assess the value of that piece of land would be excessive and not worth the City’s time as the value is insignificant. The Owner purchased his property in 1990, at which time the legal description referred to a plan of survey prepared by Neil J. Sunstrum, which did not indicate a road allowance between Gore Lots 3, 4 & 5 and Township Lot 5. A subsequent survey was prepared by Frederick Ure dated August 29, 1990 that indicates there is a road allowance. The road allowance has never been opened or used except by the Owner or his predecessors in title as part of their homestead. The road allowance does not provide access to any adjacent properties and has been solely occupied by the Owner. Mr. Morgan is currently residing in a retirement home and the request is being made on his behalf to clean up a technical title matter. In order to assist with cleaning up title to the property, we are required to permanently close the road. The Subject Lands were not assigned a parcel register in the Teraview system and there will be no conveyance of the road closure. The proposal to permanently close the Subject Lands has been circulated to various City departments. Municipal Works and Fire Services have no issue with the closure of the road allowance. Transportation Services has no issue with the closure of the road as they do not foresee a new road connection being built in that area and even if a connection was ever required, all of the surrounding properties have frontage on either Dorchester Road, Steele Road or St. Paul Avenue. ANALYSIS/RATIONALE The Subject Lands do not abut any public highways and are currently landlocked with no infrastructure. The Subject Lands are combined with the abutting lands according to the Land Registry Office records. FINANCIAL IMPLICATIONS The City is not the Registered Owner of the Subject Lands according to the Land Registry Office records and cleaning up title of the Subject Lands will relieve the City of any potential liability. CITY’S STRATEGIC COMMITMENT The proposed transaction is in keeping with Council’s commitment to customer service excellence, organizational efficiency and effectiveness, and the creation of a well-planned City. Page 1311 of 1510 3 L-2021-22 December 7, 2021 ATTACHMENTS Schedule “A” – Location Map Schedule “B” – Property Index Map Recommended by: Edward P. Lustig, City Solicitor Respectfully submitted: Jason Burgess, Chief Administrative Officer Attachments Page 1312 of 1510 4 L-2021-22 December 7, 2021 Page 1313 of 1510 5 L-2021-22 December 7, 2021 SCHEDULE “B” Page 1314 of 1510 MW-2021-82 December 7, 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-2021-82 - St. James Avenue, St. Peter Avenue and Colborne Street - Parking Control Revisions RECOMMENDATIONS 1. That No Parking zone be established on the east side of St. James Avenue between St. John Avenue and Colborne Street; 2. That the existing No Parking restriction on the west side of St. Peter Avenue between St. John Street and Colborne Street, be relocated to the east side of St. Peter Avenue; and, 3. That No Parking zone be established on the north side of Colborne Street between a point 72 metres west of Portage Road to the west limit of Colborne Street. EXECUTIVE SUMMARY To ensure unimpeded mobility for traffic on St. James Avenue between St. John Street and Colborne Street once the roadway reconstruction project is completed, Staff is recommending that a No Parking zone is established on the east side of St. James Avenue and to relocate the restriction from the west side to the east side of St. Peter Avenue, given its 7.2 metre road width. A No Parking zone is also recommended on the north side of Colborne Street between a point 72 metres west of Portage Road to the west limit of Colborne Street, due to its existing 6.6 metre road width. BACKGROUND St. James Avenue and St. Peter Avenue are both being reconstructed, between St. John Street and Colborne Street. The project will entail a complete road reconstruction and consist of a 1.5 metre curb-faced sidewalk on each side of the road, with an asphalt width of 7.2 metres. Currently, parking is prohibited on the west side of St. Peter Avenue between Colborne Street and St. John Street. There are no parking restrictions on St. James Avenue between Colborne Street and St. John Street. Page 1315 of 1510 2 MW-2021-82 December 7, 2021 Colborne Street was reconstructed in 2016, and has a 6.6 metre width. Parking is permitted on both sides of Colborne Street, west of St. Peter Avenue to its western limit. There is a bay allowing parking for up to 2 hours adjacent to the commercial plaza close to Portage Road. ANALYSIS/RATIONALE The right-of-ways in this mature neighbourhood are significantly below a local road standard and poses a challenge to provide a typical 8.0 metre road width, along with an urbanized cross-section with accessible sidewalks and the placement of utilities. Given that the Colborne Street has been reconstructed to a 6.6 metre road platform, and that both St. James Avenue and St. Peter Avenue will have a 7.2 metre width upon completion of construction, Staff is recommending that parking be prohibited on one side of the road to enable traffic passage. The flow of traffic could be obstructed if vehicles are parked on each side of the road opposite of one another, and could be a significant barrier to emergency vehicles. In the winter, snow banks formed along the edge of the road can further narrow the road. The west side of St. Peter Avenue between St. John Street and Colborne Street can fit 22 parked cars, compared to 18 cars on the east side. Staff is recommending that the existing No Parking restriction on the west side of St. Peter Avenue between St. John Street and Colborne Street, be relocated to the east side of St. Peter Avenue. By allowing parking on the west side, patrons of St. Andrew’s Church can park and not have to cross the street. Reconstruction of St. James Avenue and St. Peter Avenue are tentatively expected to be completed by the end of this year. 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 parking control signs is estimated to cost approximately $800. CITY’S STRATEGIC COMMITMENT Encourage multi-modal travel and active transportation initiatives, and enhance motorist, cyclist and pedestrian safety. Page 1316 of 1510 3 MW-2021-82 December 7, 2021 LIST OF ATTACHMENTS Study Area Map Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Jason Burgess, Chief Administrative Officer M. Bilodeau Page 1317 of 1510 MW-2021-82 St. James Avenue, St. Peter Avenue & Colborne Street -Parking Control Revisions Proposed No parking At All Times St. John Street Existing No Parking, to be removedPage 1318 of 1510 MW-2021-83 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Municipal Works - Transportation Services SUBJECT: MW-2021-83 Frontenac Street Intersection Control Review RECOMMENDATION That a stop sign be installed on the minor street approach at the following locations: Southbound on Hennepin Crescent at Frontenac Street (west intersection); Southbound on Hennepin Crescent at Frontenac Street (east intersection); and Northbound on Alex Avenue at Frontenac 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 a request to investigate the feasibility of installing a stop sign on the minor street approach for traffic facing: Southbound on Hennepin Crescent at Frontenac Street (west intersection); Southbound on Hennepin Crescent at Frontenac Street (east intersection); and Northbound on Alex Avenue at Frontenac Street. Each intersection currently operates under the basic right-of-way rule. ANALYSIS/RATIONALE Study results indicate that a stop control is warranted at each of the above intersections. The approach sight triangle requirement for an uncontrolled crossing is not met, thus warranting additional traffic control. This is common 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 Page 1319 of 1510 2 MW-2021-83 December 7, 2021 previous three years. The installation of the stop signs will ensure motorists on the minor approaches stop and yield the right-of-way to motorists on the major roads. 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 signs 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 – Frontenac Street - Study Area Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Jason Burgess, Chief Administrative Officer M. Bilodeau Page 1320 of 1510 MW-2021-83 Frontenac Street Intersection Control Review Attachment 1 –Study Area Proposed Stop Signs Page 1321 of 1510 MW-2021-85 December 7, 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-2021-85 Reixinger Road – Speed Limit Review RECOMMENDATION That the speed limit on Reixinger Road between Lyon’s Creek Road and the west limit of Reixinger Road be reduced from 70 km/h to 60 km/h. EXECUTIVE SUMMARY The lower speed limit is warranted due to existing physical road conditions and traffic characteristics. BACKGROUND City Staff received a request to investigate reducing the speed limit on Reixinger Road between Lyon’s Creek Road and the west limit of Reixinger Road, at the Queen Elizabeth Way. Reixinger Road is a collector roadway within a rural setting. The roadway has an inconsistent pavement width that varies from 4.2 metres to 6.6 metres. Narrow gravel shoulders and open ditches are present on both sides. Light standards providing night- time illumination are located on the north side of the roadway between the west limit and Dell Road. There are no light standards present between Dell Road and Lyon’s Creek Road. The section of Reixinger Road between the west limit and Dell Road has a straight and level alignment, however, the section between Dell Road and Lyon’s Creek Road has three minor vertical alignment changes. The surrounding lands are a mix of residential, commercial (construction), a cemetery, woodlots and undeveloped lands. The road terminates at the west limit in a cul-de-sac configuration. No pedestrian facilities are provided along Reixinger Road, due to the rural nature of the roadway. The roadway posted speed limit is 70 km/h. Page 1322 of 1510 2 MW-2021-85 December 7, 2021 ANALYSIS/RATIONALE A speed study carried out on Reixinger Road identified that the operating speed is 63 km/h for the eastbound direction and 64 km/h for the westbound direction. This section of Reixinger Road carries approximately 50 vehicles daily. Speed limits are set according to the road geometry and the prevailing operating speed. Staff collected information on the physical attributes of the road under review, including but not limited to the lane widths, roadside hazards, horizontal and vertical road alignments, number of accesses and intersections, and pedestrian and cycling activity. An analysis of the information was conducted based on various criteria and guidelines outlined by the Transportation Association of Canada’s (TAC) Speed Limit Warrant and Geometric Design Guide for Canadian Roads, to determine an appropriate posted speed limit. The TAC Geometric Design Guide for Canadian Roads identifies a recommended minimum lane width on a rural collector roadway to be 3.5 metres. Currently, the existing travel lane widths on Reixinger Road is between 2.1 metres and 3.3 metres. A collision analysis reveals that a collision problem does not exist on Reixinger Road, in the previous three years. Given the existing physical road attributes and the fact that drivers are currently driving under the speed limit, Staff recommends lowering the posted speed limit on Reixinger Road between Lyon’s Creek Road and the west limit of Reixinger Road from 70 km/h to 60 km/h. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The installation of the signs is to be carried out by Municipal Works - Transportation Services staff. The labour and material costs are accounted for in the approved 2021 General Purposes Budget. It is estimated that the cost to replace the speed limit signs is approximately $500. CITY’S STRATEGIC COMMITMENT Encourage multi-modal travel and active transportation initiatives, and enhance motorist, cyclist and pedestrian safety. LIST OF ATTACHMENT Study Area drawing Page 1323 of 1510 3 MW-2021-85 December 7, 2021 Recommended by: Erik Nickel, Director of Municipal Works Respectfully submitted: Jason Burgess, Chief Administrative Officer M. Bilodeau Page 1324 of 1510 MW-2021-85 Reixinger Road Speed Limit Review Boundary for Section of Roadway with Proposed Adjustment to Speed Limit Location of Traffic Data Collection November 2021 EB: 63 KM/H WB: 64 KM/H AADT:44 Page 1325 of 1510 PBD-2021-74 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-74 26CD-11-2017-002, Extension of Vacant Plan of Condominium 5065 Portage Road Applicant: Bojan Zdjelar RECOMMENDATIONS That Council grant a 1-year extension to draft plan approval of the Plan of Vacant Land Condominium ending December 28, 2022. EXECUTIVE SUMMARY Garwood Homes Inc. (Robert Wheatley) submitted a Plan of Vacant Land Condominium to divide lands known as 5065 Portage Road into 4 units for semi-detached dwellings. The Condominium was approved on December 29, 2017 with a time period of 3 years to clear conditions (ending December 29, 2020). The land was sold to Mr. Bojan Zdjelar who had submitted a request to extend the draft plan approval until December 29, 2021. Mr. Zdjelar has requested another 1-year extension due to Covid-19. The applicant had a difficult time finalizing the outstanding conditions remaining as part of the approved draft plan of vacant land condominium. The draft plan and conditions still conform to Provincial, Regional and City policies and applicable zoning and development standards. BACKGROUND Proposal On December 29, 2017, the Ontario Municipal Board (now the Ontario Land Tribunal) granted draft plan approval to a vacant land of condominium for lands that are 0.24 ha in size and located on the west side of Portage Road. The draft plan of vacant land of condominium proposed to subdivide the property into 4 units for semi-detached dwellings. The units are proposed to be accessed via a private road. The parcel is located at 5065 Portage Road as shown on Schedule 1. The layout of the vacant land of condominium is shown on Schedule 2. Mr. Zdjelar has submitted another request to extend the draft plan approval by 1 year, which would provide for a new lapsing date of December 28, 2022. ANALYSIS The applicant has submitted a request for an extension to draft plan approval (see attached letter). Draft plan approval was granted on December 29, 2017 subject to 26 conditions (see Appendix B). The applicant has cleared condition 19 from Enbridge Gas and Conditions 20 to 22 inclusive for Canada Post. All remaining conditions have yet to be cleared. The applicant applied last year and Council granted a 1-year extension to draft approval of the Plan of vacant Land Condominium that will elapse on December 29, 2021. The applicant has requested another extension due to Covid-19. The intention from the applicant is to apply for a demolition Page 1326 of 1510 2 PBD-2021-74 December 7, 2021 permit for the existing buildings, meet the conditions of draft plan of approval and apply for building permits as soon as possible. The City can grant extensions to draft plan approval for one year. Currently, the applicant has 22 conditions remaining. In conclusion, the applicant was unable to clear draft plan approvals due to Covid-19 and the proposal remains in compliance with Provincial, Regional and City policies and relevant zoning regulations and development standards. Planning Staff is of the opinion it would be appropriate to grant the request to extend draft approval for 1-year until December 28, 2022. The conditions of draft approval are listed in Appendix B. The condominium agreement will need to be revised based on last years amendments and prepared for execution before the final plan of vacant land condominium drawings can be approved to address the change in ownership. FINANCIAL IMPLICATIONS The proposed development will generate development charge contributions and property tax revenue for the City. There are no other financial implications. CITY’S STRATEGIC COMMITMENT The proposed condominium supports the Healthy and Vibrant Community Strategic Priority by providing additional housing for residents. LIST OF ATTACHMENTS ➢ Schedule 1 – Location Map ➢ Schedule 2 – Site Plan ➢ Schedule 3 – Vacant Land of Condominium Plan ➢ Appendix A – Request for Extension of Draft Plan Approval ➢ Appendix B – Conditions for Draft Plan Approval Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, Chief Administrative Officer N.DeBenedetti Attach. S:\PDR\2021\PBD-2021-74, 26CD-11-2017-002, Extension of 5065 Portage Condo Plan - 2.docx Page 1327 of 1510 3 PBD-2021-74 December 7, 2021 SCHEDULE 1 Page 1328 of 1510 4 PBD-2021-74 December 7, 2021 SCHEDULE 2 (Site Plan) Page 1329 of 1510 5 PBD-2021-74 December 7, 2021 SCHEDULE 3 (Vacant Lot of Condominium Plan) Page 1330 of 1510 6 PBD-2021-74 December 7, 2021 APPENDIX A Request for Extension of Draft Plan Approval Page 1331 of 1510 7 PBD-2021-74 December 7, 2021 APPENDIX B Conditions for Draft Plan Approval 1. Approval applies to the Draft Plan of Vacant Land Condominium prepared by Matthews, Cameron, Heywood – Kerry T. Howe Surveying Ltd., dated February 8, 2017, showing 4 units of vacant land as well as a common private driveway and amenity areas. 2. The developer submit to the City’s Senior Zoning Administrator all necessary drawings and information, including, but not limited to, site, elevation and landscaping drawings to confirm zoning compliance. 3. The developer provide five copies of the pre-registration plan to Planning, Building & Development and a letter stating how all the conditions imposed have been or are to be fulfilled. 4. The applicant demolish the existing dwelling and the accessory structure on the property. 5. The developer enter into a Vacant Land Condominium Agreement with the City, to be registered on title, to satisfy all requirements, financial and otherwise, related to the development of the land. Note: Should any other body wish to have its conditions included in the Vacant Land Condominium Agreement, they may be required to become party to the Vacant Land Condominium Agreement for the purpose of enforcing such conditions. 6. The developer submit a Solicitor’s Certificate of Ownership for the Condominium land to the City Solicitor prior to the preparation of the Vacant Land Condominium Agreement. 7. The developer provide details of fencing to the satisfaction of Parks Design. Close- board fencing shall be provided along the westerly property line, along the northerly property line to within 8 metres of the front lot line, and along the southerly property line, but no further east than the front of “Block B”. 8. The developer provide a landscape plan, prepared by a Landscape Architect (OALA), showing fencing, any entrance features, streetscape treatment, internal landscaping, patio details, driveway locations, and any garbage collection areas. 9. The developer pay the City cash-in-lieu of 5% parkland dedication. 10. The roadways, services, lot grading and construction shall all be designed and constructed in accordance with City standards. Any sidewalks damaged during construction shall be replaced by the developer. Page 1332 of 1510 8 PBD-2021-74 December 7, 2021 11. The developer submit a lighting plan prepared by a professional engineer. Design is to be independently powered and metered. Photometric plans to be submitted demonstrating zero impact on neighbouring properties. 12. The developer provide the proposed site servicing and grading scheme for the subject property to the City’s Municipal Works Department for review and comment prior to approval of the plans for construction. 13. The developer pay the applicable development charges, if any, in place at the execution of the Vacant Land Condominium Agreement and at Building Permit issuance in accordance with By-law No. 2014-87, as amended. 14. The developer pay to the City the applicable required fees for administration. 15. The developer ensure that the existing municipal infrastructure will adequately service the development as proposed. All underground services within the subject lands shall be designed and constructed in accordance with City standards. A functional servicing brief is required to address water, sanitary and storm water management for the development. 16. That the following condition be placed in the Vacant Land Condominium Agreement: “Owners shall be required to have their Engineering Consultant provide written acceptance that the works completed conform with the City’s accepted drawings and in accordance with NPSCD and City construction specifications.” 17. The developer submit a request to the Fire Department to designate through municipal by-law a fire access route on the property, provide a drawing illustrating the fire route’s compliance with sections 3.2.5.4., 3.2.5.5. and 3.2.5.6. of the Ontario Building Code and post the necessary ‘no parking’ signs. NOTE: parking shall be prohibited on both sides of the access road. 18. The developer agree in the Vacant Land Condominium Agreement, in words satisfactory to Bell Canada, to grant to Bell Canada any easements that may be required, which may include a blanket easement, for communication/telecommunication infrastructure. In the event of any conflict with existing Bell Canada facilities or easements, the developer shall be responsible for the relocation of such facilities or easements. 19. The developer meet the requirements of Enbridge Gas Distribution with respect to the provision of their facilities to the subject lands including providing necessary easements, any necessary relocation of the gas main, provision of an exclusive use location for a pressure reducing regulator station, installation of gas piping and subsequent completion of landscaping, grading and paving, and service and meter installation details. Page 1333 of 1510 9 PBD-2021-74 December 7, 2021 20. That a Community Mail Box (CMB) be located adjacent to Unit 1 facing south and the internal road, and that the developer identify this site on a display in the sales office prior to offering any units for sale. 21. The developer include in all offers of purchase and sale, a statement that advises the prospective purchaser that the mail delivery will be from a designated Community Mail Box (CMB) and that the developer be responsible for officially notifying the purchasers of the exact CMB locations and easements granted to Canada Post prior to the closing of any home sales. 22. The developer satisfy all requirements of Canada Post regarding temporary and permanent CMB locations and associated works, engineering servicing drawings, installation, notification of the start of construction and providing mail service information to property owners. 23. If waste is not brought to the curbside of Portage Road and/or if wast e exceeds the current Regional curbside collection limits: a. That private waste collection be provided by the condominium corporation, as the site layout does not meet the requirements of Niagara Region’s Corporate Waste Collection Policy. b. That the following clause be included in the Condominium Agreement to survive closing; “The Owner agrees to include the following clause in all Offers and Agreements of Purchase and Sale or Lease for all units: ‘Purchasers/Tenants are advised that due to the site layout, waste collection for the development will be provided through a private waste collector arranged by the Condominium Corporation and not Niagara Region.’” OR If waste collection for the development will be provided by Niagara Region through curbside waste collection service: a. That the following clause be included in the Condominium Agreement to survive closing; “The Owner agrees to include the following clause in all Offers and Agreements of Purchase and Sale or Lease for all units: ‘Purchasers/Tenants are advised that in order to accommodate Regional Waste Collection Service, waste and recycling containers will need to be clearly marked with the respective unit numbers and placed at the curbside of Portage Road on the required collection day.’” Page 1334 of 1510 10 PBD-2021-74 December 7, 2021 24. Prior to granting final plan approval, the City must be in receipt of written confirmation that the requirements of each condition have been met and all fees have been paid to the satisfaction of the Niagara Region. 25. Prior to final approval for registration, a copy of the draft condominium agreement for the proposed development should be submitted to the Niagara Region Planning and Development Services Department (Development Services Division) for verification that the appropriate clauses pertaining to any of these conditions have been included. A copy of the executed agreement shall be provided prior to registration. 26. As required as part of the aforementioned Conditions of Approval, the format for all studies and reports to be submitted to the Niagara Region shall be one hard copy and a PDF digital copy. 27. That a Stage 1 and 2 Archaeological Assessment, prepared by a licensed archaeologist, be submitted to the Ministry of Heritage, Sport, Tourism and Culture Industries, for review and approval with a copy provided to the Niagara Region. The report must be accepted by the Ministry, to the satisfaction of Niagara Region, prior to clearance of this condition. It should be noted that subsequent Stage 3 or 4 study may be recommended to mitigate any adverse impacts to significant archaeological resources found on the site through preservation or resource removal and documentation. If the licensed archaeologist or the Ministry recommends/requires further Stage 3 or 4 Archaeological Assessments, these report(s) must also be submitted to and accepted by the Ministry, to the satisfaction of Niagara Region. NOTE: No demolition, grading or other soil disturbances shall take place on the subject property prior to the issuance of a letter from the Ministry confirming that all archaeological resource concerns have been mitigated and meet licensing and resource conservation requirements. 28. That the following clause be included in the condominium agreement: “Should deeply buried archaeological remains/resources be found on the property during construction activities, all activities impacting archaeological resources must cease immediately, notify the Archaeology Programs Unit of the Ministry of Heritage, Sport, Tourism and Culture Industries (MHSTCI) (416 -212-8886) and a licensed archaeologist is required to carry out an archaeological assessment in accordance with the Ontario Heritage Act and the Standards and Guidelines for Consultant Archaeologists. In the event that human remains are encountered during construction, all activities must cease immediately and the local police as well as the Cemeteries Regulation Unit of the Ministry of Government and Consumer Services (416-326-8800) must be contacted. In situations where human remains are associated with archaeological Page 1335 of 1510 11 PBD-2021-74 December 7, 2021 resources, MHSTCI should also be notified to ensure that the site is not subject to unlicensed alterations which would be a contravention of the Ontario Heritage Act.” Regional Notes: • Prior to granting final plan approval, the City must be in receipt of written confirmation that the requirements of each condition have been met and all fees have been paid to the satisfaction of the Niagara Region. • Prior to final approval for registration, a copy of the draft condominium agreement for the proposed development should be submitted to the Niagara Region for verification that the appropriate clause pertaining to these conditions have been included. A copy of the executed agreement shall also be provided prior to registration. • In order to request clearance of the above noted Regional conditions, a letter outlining how the conditions have been satisfied, together with all studies and reports (one hard copy and a PDF digital copy), the applicab le review fee, and the draft condominium agreement shall be submitted to the Niagara Region by the applicant as one complete package, or circulated to the Niagara Region by the City of Niagara Falls. Clearance of Conditions Prior to granting approval to the final plan, Planning, Building & Development requires written notice from applicable City Divisions and the following agencies indicating that their respective conditions have been satisfied: - Planning Division for Conditions 1 to 4 (inclusive) - Legal Services for Conditions 5 and 6 - Municipal Works Department for Conditions 7 to 16 (inclusive) - Fire Services for Conditions 17 - Bell Canada for Condition 18 - Enbridge Gas for Condition 19 - Canada Post for Conditions 20 to 22 (inclusive) - Regional Niagara Public Works Department for Conditions 23 to 28 (inclusive) Page 1336 of 1510 PBD-2021-77 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-77 Matters Arising from Municipal Heritage Committee 5017 Victoria Avenue, Carnegie Library RECOMMENDATION 1. That Council approve the proposed alterations to 5017 Victoria Avenue, known as the Carnegie Library. The proposed installations of the standpipe connection and water proofing do not alter the reasons for designation. 2. That Council approve the installation of the addition on the rear of the building given that the exterior is painted a colour that matches the existing brick. EXECUTIVE SUMMARY At the November 24th, 2021 meeting of the Municipal Heritage Committee the following motion was adopted: “That the Committee approve the alterations to the exterior of the building; which will include the installation of the Standpipe connection and water proofing as these modifications will not impact the reasons for designation.” The committee was not prepared to approve the addition without seeing updated drawings. Subsequently, Niagara Regional Housing submitted updated elevations for the addition and the Committee made the following motion: “That the Committee approve the addition as shown in the drawings and request a 1m x 1m sample of the material and provide the colour choice which should blend well with the building.” ANALYSIS/RATIONALE Carnegie Library, 5017 Victoria Avenue, c. 1910 The Carnegie Library constructed in 1910, 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 and 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 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. Page 1337 of 1510 2 PBD-2021-77 December 7, 2021 In March of 2021, the Carnegie Library was transferred 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. A portion of the exterior renovations include updating the building with standard fire protections by installing a standpipe connection to an exterior wall where the incoming water services are located. A request was received by the Municipal Heritage Committee regarding several exterior renovations which include the installation of a standpipe connection, a roof addition located to the rear of the building, and water proofing of the basement of the building. The proposed scope of work to install the standpipe connections will update the building with standard fire protections. The Municipal Heritage Committee reviewed the project and had no objection as the proposed alterations will not alter the reasons for designation. FINANCIAL IMPLICATIONS None CITY’S STRATEGIC COMMITMENT To further the preservation of the City’s Heritage. Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, CAO SA:sa S:\PDR\2021\PBD-2021-77, Matters Arising from MHC.docx Page 1338 of 1510 PBD-2021-78 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2021-78 Matters Arising from Municipal Heritage Committee 2021 Designated Property Grant 4851 River Road, Doran/Marshall/Burke House (Window Replacement) RECOMMENDATION 1. That Council approve the replacement of the Coach House windows at 4851 River Road as it will assist in the overall preservation of the Coach House and approve a grant for $2,998.99 or 50% of the actual costs not to exceed program limits. BACKGROUND The owner has submitted an application to assist with the cost of replacing two (2) windows on the Coach House, which is listed as one of the heritage attributes of the property. The original owner W.L. Doran was a prominent business man operating the Dominion Suspender Factory downtown. The second owner was John W. Marshall, a well-known educator and senior inspector of Public schools. The house was designated in 1986 by By- law No. 86-65 and updated by By-law No. 2014-147. The current owner, Gary Burke, has been a meticulous steward responsible for preserving the property. The Doran/Marshall/Burke House and accompanying Coach House are excellent examples of a Queen Anne Revival style dating from the late 1880s. Constructed of yellow brick, the house features a sweeping curved verandah, round corner tower and mult i gabled roof. A two storey coach house, built with similar yellow brick is located in the northwest corner of the property. It is an “L” shaped building, with the longest section of the structure extending towards the south end of the property and features a medium-pitch hip roof with a shingle dressed shed dormer. The roof is composed of cedar shingles which was restored in 2011. The two windows are above the main entrance to the building and in an irreparable state. The proposed window replacements are replicas of what is existing and would not alter to appearance to the Coach House. Page 1339 of 1510 2 PBD-2021-78 December 7, 2021 ANALYSIS/RATIONALE The Municipal Heritage Committee met on November 27th, and made the following motion: “That the Committee approves the application for a grant of 50% of the total for the replacement of on the Coach House.” This type of work would be acceptable to the Committee as the work is necessary and will assist in preservation and further prevent deterioration of the building. The Designated Property Grant Guidelines consider eligible exterior projects to include the conservation or accurate reproduction or restoration of significant architectural features such as doors and windows. FINANCIAL IMPLICATIONS The 2021 Budget for the Heritage Restoration grant account allocates $10,000 to the Municipal Heritage Designated Property Grant Program. The project at the Doran/Marshall/Burke House will represent $2998.99 of the funds allocated in the current budget year. There were three quotations submitted with the application as follows: Quotation Eligible Grant (50% Cost Sharing) Pella Window and Door $5,997.99 ($5,307.96 + HST) $2,998.99 Kingswood Millwork & Design $5,876.00 ($5200.00 + HST) $2,938.00 Andersen Windows & Doors $2,224.99 ($1,969.02 + HST) $1,112.49 The property owner has selected the quotation from Pella Window and Door as this firm had previously replaced another window on the Coach House. Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Jason Burgess, CAO SA:sa S:\PDR\2021\PBD-2021-78, Matters Arising from MHC, 2021DPG.docx Page 1340 of 1510 R&C-2021-19 December 7, 2021 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Recreation & Culture SUBJECT: R&C-2021-19 Private Watson Monument RECOMMENDATION That Council not support the relocation of the Private Watson Monument from St. Catharines City Hall to 5049 Victoria Avenue (the Armoury), Niagara Falls. EXCUTIVE SUMMARY Mayor Walter Sendzik of St. Catharines wrote a letter to Niagara Falls Council requesting Niagara Falls Council support the relocation for the Private Watson Monument to the grounds of the Niagara Military Museum, 5049 Victoria Avenue (the Armoury). This was received on October 25, 2021. The Niagara Military Museum leases the Armoury from the City of Niagara Falls and therefore, the Monument would stand in front of a City of Niagara Falls facility. They would like to see the monument preserved and a reinterpretation of the conflict alongside the memorial to some of the St. Catharines soldiers who died during the South African War (1899-1902). Staff approached the Public Art Advisory Task Force, the Culture Committee and the Anti- Racism Committee for their thoughts on this proposal. As a result of these discussions, staff do not recommend that the Niagara Military Museum be permitted to add this Monument at their location of 5049 Victoria Avenue as it would not be appropriate for this monument to be placed in such a prominent location in our community. BACKGROUND The monument was erected to the memory of Private Alexander Watson, who fought with the 90th Winnipeg Battery Rifles, Canadian Volunteers, in what was called at the time, the Northwest Resistance (Rebellion). Watson grew up in St. Catharines but had moved to Winnipeg approximately four years before he was involved in the Resistance (around 1880). His parents continued to live in the community. Page 1341 of 1510 2 R&C-2021-19 December 7, 2021 Private Watson was mortally wounded on May 12, 1885, in the last action of that conflict – the Battle of Batoche and he died of his wounds three days later. He was 28 years old. Watson was buried at Victoria Lawn Cemetery (St. Catharines) in 1885 and his statue in front of St. Catharines City Hall was produced a year later by a St. Catharines marble works. As the only war memorial prior to World War I, names of 4 of the 5 local men who died during the Boer War were added shortly after that conflict. Since 1971, several restoration treatments have been performed, with varying degrees of success. The condition of the monument, along with societal changes to perceptions of the North West Resistance, have brought the debate of this Monument to the forefront. The current condition of the monument is that it is in a state of decay. The City of St. Catharines has also conducted various stakeholder consultations. The result of those consultations is that many do respect that there is a desire to recognize the sacrifices of those who fought in previous conflicts, however, they do recognize that more interpretation is also required to present the impact of the Northwest Resistance on Indigenous peoples in Canada and legacy of that conflict with regards to colonization. Estimates put the cost for movement, conservation and reinterpretation to be $70,000 - $100,000. Of this, the Niagara Military Museum has approached funding sources that they believe could contribute upwards of 50% of costs. The North West Resistance is representational of violent colonialism in Canada throughout the country's nation-building phase. The Canadian government sent armed troops against the Indigenous people in Western Canada with the intention of moving them off the land that they lived on. The North West Resistance is emblematic for Metis and First Nations people as some of the worst examples of colonial treatment of Indigenous People in the west. ANALYSIS/RATIONALE In consultation with our various committees, motions were passed to express that this monument should not be moved from St. Catharines to the Niagara Military Museum property at 5049 Victoria Avenue. The Public Art Advisory Task Force passed a motion that PATTF would not recommend bringing the Private Watson Monument from the City of St. Catharines into the Public Art Collection because: 1) It is not Niagara Falls history 2) Poor condition and associated costs Page 1342 of 1510 3 R&C-2021-19 December 7, 2021 3) Controversial social history The Culture Committee passed a motion that it does not support the acquisition of the statue for a variety of reasons, that are not limited to, but include the financial cost, the disrespect to the Indigenous community and that this is a monument about St. Catharines history and not Niagara Falls. The Anti-Racism Committee passed the motion that: The Anti-Racism Committee is not supportive of the relocation of the Private Watson Monument to the grounds of the Niagara Military Museum. As a result of discussions with these three committees, staff cannot support the concept of moving this monument to a city property. The monument does not fit our Public Art Policy, it is not representational of Niagara Falls History and the short and long term costs would redirect funds from Niagara Falls priorities. FINANCIAL/STAFFING/LEGAL IMPLICATIONS City of St. Catharines staff have been working closely with a conservator and have some estimates on costs. These are based on removal, conservation and placement back at City Hall. They do not take into consideration, additional costs for placing at the Armoury or reinterpretation and was only Phase 1 of the report to St. Catharines Council. Conservation - $59,400 Road closures, security, and reinstatement of the City Hall lawn - $10,600 Furthermore, some minutes of St. Catharines committees anticipate that the costs could be approximately $80,000 to relocate to Victoria Lawn Cemetery and provide the appropriate interpretation. As well, City of St. Catharines Staff had requested an early capital budget approval for the project with an upset limit of $100,000 at the October 4, 2021 Council meeting. The Niagara Military Museum has indicated that they would approach funding sources for at least 50% of these funds, however, it is undetermined how the remaining funds would be sourced. As well, the long term costs of upkeep would most likely fall to the City of Niagara Falls. City Staff would have to work with Museum and St. Catharines staff to work out the logistics of such a move. CITY’S STRATEGIC COMMITMENT The key action that could be achieved with the Private Watson Monument is that is could fit the Strategic Priority, A Vibrant and Well Planned City, with the goal to build and promote a vibrant, sustainable City that supports an active, connected and creative community Page 1343 of 1510 4 R&C-2021-19 December 7, 2021 Recommended by: Kathy Moldenhauer, Director of Recreation and Culture Respectfully submitted: Jason Burgess, Chief Administrative Officer Page 1344 of 1510 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 15, 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 liquor licence sales and patio extensions: "WHEREAS the Covid-19 pandemic has been both a health crisis and an economic crisis; and, WHEREAS the Alcohol and Gaming Commission of Ontario (AGCO), an agency of the Province of Ontario, regulates licensed establishments; and, WHEREAS the requirements for temporary extension of a liquor licence sales and temporary patio extensions have been relaxed throughout the pandemic, including downloading of certain approvals to the municipality, and proved beneficial to business operators; and, WHEREAS the Downtown Kitchener BIA has invested $600,000 into new downtown restaurant patios and the Belmont Village BIA invested in creating a new pedestrian-only patio experience; and, WHEREAS the City of Kitchener has provided $100,000 in business recovery grants to support Kitchener restaurants in adapting their patios to respond to the pandemic; and, WHEREAS the City of Kitchener has developed a seamless system for approving patio expansion during the pandemic, supporting more than 60 restaurant owners across the city; and, WHEREAS the City of Kitchener would like to provide further opportunities for helping strengthen our economy, continue to support local businesses, and have successfully managed the new licensed-area extension approvals delegated to the municipality; Page 1345 of 1510 -2- THEREFORE BE IT RESOLVED that the City of Kitchener strongly encourages the Province of Ontario to continue the relaxed regulations in perpetuity, including, but not limited to, the following: i) permitting extensions of licensed areas without requiring AGCO approval, subject to municipal authorization; and, ii) flexibility on the requirements for demarcation of the limits of a patio, such as not requiring a prescribed physical barrier; THEREFORE BE IT RESOLVED that should the AGCO propose to complete a comprehensive review of the temporary extension of a liquor licence sales and temporary patio extension regulations, The City of Kitchener wishes to volunteer to participate in any pilot programs that would allow the current regulations that are in effect until 3:00 a.m. on January 1, 2022 to be maintained, as the City would like to continue to show support to our local businesses; THEREFORE BE IT FINALLY RESOLVED that a copy of this resolution be forwarded to the Premier of Ontario, Tom Mungham, Chief Executive Officer, AGCO, the Association of Municipalities of Ontario, Federation of Canadian Municipalities and all other municipalities in Ontario." Yours truly, C. Tarling Director of Legislated Services & City Clerk c: Tom Mungham, Chief Executive Officer, AGCO Monika Turner, Association of Municipalities of Ontario Joanne Vanderheyden, President, Federation of Canadian Municipalities Ontario Municipalities Page 1346 of 1510 1 Heather Ruzylo Subject: Patio Update Patio Policy for Eligible Liquor Sales Licensees To continue to provide flexibility to businesses impacted by the COVID-19 pandemic, the AGCO Registrar intends to extend the policy to allow for the temporary physical extension of premises (i.e. patios). Regulation 746 under the LLCA provides the Registrar the authority to approve and determine the duration of temporary physical extensions of premises at liquor licensed establishments. Once the new liquor framework under the LLCA is in force, the Registrar intends to extend the existing policy, to allow for the temporary physical extension of premises at liquor licensed establishments, until January 1, 2023. See the December 9, 2020 Information Bulletin (Annex A) for the existing policy. Information Bulletin: Highlights of Recent Liquor Reforms to Support Businesses | Alcohol and Gaming Commission of Ontario (agco.ca) Jo Jo Zambito | Fire Chief | Fire Department | City of Niagara Falls 5809 Morrison Street | Niagara Falls, ON L2E 2E8 | (905) 356-1321 | Fax 905-356-6236 | jzambito@niagarafalls.ca From: Foster, Brad (AGCO) <Brad.Foster@agco.ca> Sent: Wednesday, November 10, 2021 8:31 PM Subject: Patio Update 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. The AGCO issued an update today on the temporary patio measures. It has now been extended until Jan 1, 2023. Please see below link to the bulletin. The bulletin is a broader announcement for a new regulatory framework for liquor licensees but it does reference the patios. Page 1347 of 1510 2 https://www.agco.ca/bulletin/2021/information-bulletin-approved-liquor-framework-lays- groundwork-more-flexible-modern Regards Brad Foster Compliance Official AGCO 905 328 8187 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 1348 of 1510 12/1/21,10:00 AM Information Bulletin:Highlights of Recent Liquor Reforms to Support Businesses |Alcohol and Gaming Commission of Ontario rgsj AGCO Ontario Alcoholand Gaming CommissionofOntario HOME ll)ALCOHOL Information Bulletin:Highlights of Recent Liquor Reforms to Support Businesses December 9,2020 The Government of Ontario has amended a number of regulations that affect the liquor industry.These reforms are intended to support businesses as they work to recover from the COV|D—19 pandemic and offer consumers greater choice and convenience,now and into the future. In addition,the Alcohol and Gaming Commission of Ontario (AGCO)is amending some of its policies to provide additional relief and reduce administrative burden for businesses.These policy amendments impact a number of AGCO licensees,including liquor sales licensees,liquor delivery services,and manufacturers. The changes will take effect on January 1,2021,unless otherwise noted,and online applications for new authorizations will be available in the iAGCO portal starting January 3,2021. Licensees are reminded that they must continue to follow any public health measures put in place by the Ontario Government or their municipality.The AGCO updates arggg on its website to help licensees understand how the province’s COVlD—19 Response Framework affects them. The following changes are outlined in this Bulletin. Providing relief and flexibility for local businesses and restaurants -Liquor takeout and delivery with food from eligible liquor licensed establishments permanent -Minimum price for spirits -Flexibility for the Registrar to approve the duration of temporary extension of premises Changes for liquor de|ivery_-Abilityto act on behalf of a customer,a liquor sales licensee or a retailer-Record keeping requirements-Storage of liquor by Liquor Delivery Licensees-Permissible hours for delivery from a retail storehttps://www.agco.ca/bulletin/2020/information-buIletin-highIights-recent—liquor-reforms—support-businesses 1/10Page 1349 of 1510 12/1/21,10:00 AM Information Bulletin:Highlights of Recent Liquor Reforms to Support Businesses |Alcohol and Gaming Commission of Ontario -Minimum liquor delivery fees -Package size for beer Improvements for Ontario manufacturers -Delivery from manufacturer retail stores and The Beer Store -Expansion of Farmer’s Market Program (100%Ontario Wines and Eligible Spirits) Extending retail hours of sale -Temporary Extended Retail Hours of Liquor Sales from 7:00 a.m.to 11:00 p.m. Providing Relief and Flexibility for Local Businesses and Restaurants 1.Liquor takeout and delivery with food from eligible liquor licensed establishments Regulation 719 under the Liquor Licence Act (LLA)has been amended to permanently allow eligible liquor sales licensees to offer the sale of liquor with food for takeout and delivery orders.Related amendments for liquor delivery service licensees have also been made to Regulation 718. Several key changes have been made to the temporary provisions that were introduced in March 2020,as well as new requirements added. Effective December 9,2020: -Liquor sales licensees may sell liquor for takeout and delivery with food unless: -The licensed premises is or is located within,a convenience store,grocery store,department store or big box store,and the Liquor Sales Licence was issued or transferred before December 9,2020; -The primary purpose of the licensed premises is not the sale and service of food or liquor for consumption on the premises,and the Liquor Sales Licence was issued or transferred on or after December 9,2020;or -The licensed premises is located within another commercial establishment (e.g.a store)other than a shopping mall,and the Liquor Sales Licence was issued or transferred on or after December 9,2020. food or liquor for consumption on the premises but the Liquor Sales Licence was issued before3IiIlE5(E December 9,2020,the licensee may sell liquor for takeout and delivery with food,unless the licensedpremiseisorislocatedinaconveniencestore,grocery store,department store or big box store.Effective January 1,2021:-Delivery of liquor with food orders from an eligible liquor sales licensed establishment must now beconductedbythelicensee,their employee,or the holder of a Liquor Delivery Service Licencehttps://wvvw.agco.ca/bulletin/2020/information-bulletin—hlgh|ights-recent~|iquor—reforms—support-businesses 2/10Page 1350 of 1510 5illliEE 12/1/21,10:0O AM Information Bulletin:Highlights of Recent Liquor Reforms to Support Businesses |Alcohol and Gaming Commission of Ontario (including their employees and contractors).Employees or contractors of the delivery service do not require a licence themselves.Previously,third parties (e.g.food delivery service providers) could deliver on behalf of a liquor sales licensee as their agent and did not require a licence.As of January 1,2021,this will no longer be the case. Where a third party holding a Liquor Delivery Service Licence takes orders and conducts the delivery on behalf of a liquor sales licensee,the two parties must have an arrangement for that purpose. Liquor sold for takeout or delivery must be “securely closed”.This is a change from the current requirement that liquor be ‘‘sealed and unopened”and is intended to provide more flexibility for liquor sales licensees in offering drinks for takeout and delivery,including mixed drinks and growlers. In addition to a residence,deliveries from a liquor sales licensee may now be made to any private place,as defined in subsection 3(1)of Regulation 718.This aligns with existing requirements for delivery from retail stores. Food must be purchased along with liquor sold for takeout or delivery,and it must be food sold by the liquor sales licensee holder at the licensed premises. Record keeping requirements have changed,and depend on which entity receives the order from the customer. -For each order for liquor that is placed directly with the liquor sales licensee,the licensee must record,along with the licence holder’s name and address: -The name and address of the customer; -The date on which the liquor is purchased,and the date on which it is to be delivered; -The kinds and quantities of liquor to be delivered,and the price paid for them; -The address where the liquor is to be delivered;and, -The name of the person making the delivery,and,if the person is the holder of a licence to deliver liquor,or an employee or contractor of such a holder,that holder’s licence number. -The liquor sales licensee must keep this information for one year from the date of delivery of the liquor. -For each order that is placed with a liquor delivery licensee,the liquor sales licensee must keep a record for each sale that includes: -The licence number of the liquor delivery licensee who delivered,or whose employeeorcontractordeliveredtheliquor.-There are also record keeping requirements that apply to liquor delivery licensees.Theserequirementsaresetoutinthedeliverysectionfurtherbelowastheyapplytodeliveryfrombothliquorsaleslicenseesandfromretailstores.https2//www.agco.ca/bulletin/2020/information-bulletin-highIights-recent-liquor-reforms-support-businesses 3/10Page 1351 of 1510 12/1/21,10:00 AM information Bulletin:Highlights of Recent Liquor Reforms to Support Businesses l Alcohol and Gaming Commission of Ontario -There are many requirements currently in place under the temporary provisions that will continue to apply,including the following key requirements:the hours for takeout and delivery of liquor are 9:00 a.m.to 11:00 p.m;and persons involved in taking orders,selling,serving and delivering liquor must have successfully completed Smart Serve training. -There are additional changes that impact the Liquor Delivery Service Licence that are not specific to delivery from liquor sales licensees,and are outlined further below in this Bulletin. 2.Minimum price for spirits The minimum price for spirits sold for on-premise consumption in Regulation 719 under the LLA will be reduced to $1.34 per 1 ounce serving.This change aligns with the minimum price of spirits already in place for takeout and delivery of liquor with a food order. 3.Flexibility for the Registrar to approve the duration of temporary extension of premises Regulation 719 has been amended to provide the AGCO’s Registrar with the flexibility to determine the duration of temporary physical extensions of premises.Previously,licensees could only apply for a temporary extension of premises for a maximum period of 14 days.This permanent change gives the AGCO flexibility to respond to the evolving needs of the industry for the duration of the COVID-19 pandemic and into the future when public health restrictions no longer affect their day—to—dayoperations. Currently,under the Registrar’s 2020 temporary patio extension policy which expires on January 1,2021,all eligible liquor sales licensees (including “By the Glass”licensees)may add or temporarily extend their licensed premises without application.The Registrar has indicated his support for allowing a continuation of the current policy until the end of 2021.Please see Annex A for the 2021 patio policy that the Registrar will approve once the amendment to Regulation 719 is in force. 4.Allowing liquor sale and service on docked boats Amendments to Regulation 719 will also allow boat operators with a Liquor Sales Licence to permanently offer the sale and service of liquor while docked.Previously,in order to sell and serve liquor on a boat,the boat had to be used for the primary purpose of transporting its passengers and had to be underway.This change provides additional sales opportunities for boat operators and supports the tourism industry. Additionally,and as noted under the above change regarding temporary extension of premises,eligible boat operators with a Liquor Sales Licence will be able to continue to temporarily extend their premises (i.e.their docked boat)for the remainder of this year and for all of 2021,once the amendments to Regulation 719 are in force and the Registrar approves the policy (see Annex A). 5.Ability to act on behalf of a customer,a liquor sales licensee or a retailerRegulation718undertheLLAhasbeenamendedtoallowliquordeliverylicensees to act on behalf of liquorsaleslicensees,manufacturers with a retail store,and The Beer Store,in addition to being able to act onbehalfofcustomers.This will allow liquor sales licensees or retailers to use a liquor delivery licensee todeliverliquortoacustomer.https://www.agco.ca/buIletin/2020/information-buIletin-highlights-recent-liquor—reforms-support-businesses 4/10Page 1352 of 1510 12/1/21,10:00 AM information Bulletin:Highlights of Recent Liquor Reforms to Support Businesses |Alcohol and Gaming Commission of Ontario As noted above,where acting on behalf of a liquor sales licensee,the liquor delivery licensee must do so under an arrangement with the liquor sales licensee for that purpose. Regulation 718 under the LLAhas been amended to allow a benefit under agreements between an authorized manufacturer of liquor and a liquor delivery licensee,if the benefit is intended to facilitate or promote the purchase of liquor from the store,or the delivery of liquor.This change would enable,for example,a manufacturer with a retail store to pay a liquor delivery licensee for promotional activities related to sales from the manufacturer's store. 6.Record Keeping requirements All orders for liquor placed with a liquor delivery licensee,an employee or contractor,whether for delivery from a liquor sales licensee or a retail store,must include the following information,along with the liquor delivery licensee’s name and address: -The name and address of the customer; -The date on which the liquor is purchased,and the date on which it is to be delivered; -The kinds and quantities of liquor to be delivered;and, -The address where the liquor is to be delivered. The liquor delivery licensee must keep the above noted records for each order for one year from the date of delivery. in addition,for deliveries by a liquor delivery licensee from a retail store,the licensee must also keep,for one year,a copy of every order given to the licensee by the retail store. 7.Storage of liquor by Liquor Delivery Licensees Regulation 718 under the LLA has been amended to allow liquor delivery licensees to store liquor that has been ordered by a customer from an authorized retail store or a liquor licensed establishment.Currently,a liquor delivery licensee must deliver liquor to the customer on the same day it is purchased from a retail store.The amendment will allow for the storage of liquor purchased from a retail store or from a liquor sales licensee in advance of delivery,provided that an order for liquorfrom a customer has been received.This provision applies to all liquor delivery licensees and would permit businesses that deliver food boxes,meal kits or gift baskets to purchase liquor ordered by a customer and store it in advance of delivery. Liquor must be stored securely before delivery and accessible only to the licence holder (including employees and contractors).Storage will not be permissible in a dwelling and the liquor delivery licensee 8.Permissible hours for delivery from a retail storeThepermissiblehoursforthedeliveryofliquorbya liquor delivery licensee will be 9:00 a.m.to 11:00 p.m.for liquor purchased from liquor sales licensees and from retail stores.Previously,for liquor purchased fromaretailstore,liquor had to be delivered no later than one hour following the closing of the store from whichtheliquorwaspurchased.This change aligns the hours for delivery of liquor purchased from liquor sales licensees and from retailers.https://www.agco.ca/buIIetin/2020/information-bulletin-highlights-recent-liquor—reforms-support—businesses 5/10Page 1353 of 1510 12/1/21,10:00 AM 9. 10. Information Bulletin:Highlights of Recent Liquor Reforms to Support Businesses |Alcohol and Gaming Commission of Ontario Minimum liquor delivery fees The minimum delivery fees that must be charged by a liquor delivery licensee will be removed from Regulation 718 under the LLA to provide greater flexibility for licensees.Previously,Regulation 718 set out specific minimum delivery fee amounts,ranging from $4 to $6 depending on the location in Ontario. Package size for beer Regulation 718 has also been amended to provide that,where a Liquor Delivery Service Licence is held, directly or indirectly,by an authorized grocery store operator,the liquor delivery licensee must ensure that beer for delivery is not purchased or obtained in packages with more than 6 containers from the LCBO,The Beer Store,or a manufacturer retail store.The exception is where the store from which the beer is purchased or obtained is a “Combination Government Store”listed in Schedule 2 of Regulation 718. Previously this restriction applied to all liquor delivery licensees. Improvements for Ontario Manufacturers 11. 12. Delivery from manufacturer retail stores and The Beer Store Regulation 141/01 under the Alcohol,Cannabis and Gaming Regulation and Public Protection Act,1996 has been amended to give the Registrar authority over delivery of liquor to the public by manufacturers and Brewers Retail Inc.(The Beer Store)from their retail stores. Manufacturers are already permitted to deliver from their retail stores but cannot charge a fee.The Registrar has indicated support for allowing manufacturers and Brewers Retail Inc.to deliver from their stores for a fee,subject to requirements.Please see Annex B for the delivery requirements that the Registrar will approve once the amendment to the regulation is in force. Expansion of Farmers’Market Program (100%Ontario Wines and Eligible Spirits) Regulation 720 has been amended to expand the product offerings at farmers’markets by permitting additional Ontario wines and allowing the sale of spirits at Ontario farmers’markets.Licensed A manufacturers of 100%Ontario wine or eligible spirits as defined in Regulation 720,and that operate an authorized on—siteretail store will be eligible to apply to the AGCO for an occasional extension of their retail store in order to sell their products. Spirits are eligible to be sold at a farmers’market if at least 50 per cent of the volume of spirits in the container holding them is made,from start to finish,at a production site in Ontario. Licensed manufacturers must be issued an Authorization for an occasional extension of its on—siteretailstorewithinaFarmers’Market by the AGCO before they can start selling their products within a farmers’market and must meet all the prescribed conditions of the authorization.Interested manufacturers maybeginapplyingtotheAGCOasofJanuary3,2021,through the IAGCO portal.Extending Retail Hours of Salehttps://www.agco.ca/buIIetin/2020/information-buI|etin—highlights-recent-Iiquor—reforms—suppori-businesses 6/10Page 1354 of 1510 12/1/21,10:00 AM Information Bulletin:Highlights of Recent Liquor Reforms to Support Businesses |Alcohol and Gaming Commission of Ontario 13.Temporary extended retail hours of liquor sales from 7:00 a.m.to 11:00 p.m. To provide ongoing flexibility for customers and retail stores,the AGCO is authorizing an additional extension of the permitted retail liquor sale hours.Until July 1,2021,the permissible hours for liquor retail sales will remain 7:00 a.m.to 11:00 p.m.to provide flexibility to retailers should they choose to offer early shopping hours for vulnerable people,including seniors,or otherwise extend their opening hours to support physical distancing efforts. This extension of hours applies to all authorized grocery stores,Manufacturer’s Retail Stores,LCBO stores (including Convenience Outlets),and Brewers Retail Inc.stores (The Beer Store). Additional Information The AGCO remains committed to protecting public safety and ensuring that liquor is sold,served,delivered and consumed in a responsible manner.Licensees must also ensure that any persons involved in the sale or delivery of liquor have completed Smart Serve training. The AGCO continues to work closely with the Government of Ontario to find ways of supporting Ontarians and the sectors we regulate. Any conditions on a licence or authorization continue to apply and licensees must continue to meet all other existing requirements in the LLA and regulations.Please note,while this information Bulletin highlights specific details associated with many of the regulatory and policy changes,licence and authorization holders are urged to review the specific amendments to ensure that they are in compliance with all legislative and regulatory requirements. -Links to electronic versions of the LLA and its regulations are available on our Acts and Regulations F@Q§- Note:The AGCO website will be updated on January 1,2021 to reflect the changes announced on December 9, 2020.Please visit wvvw.agco.ca on or after January 1,2021 for more information on the changes announced on December 9,2020. For more information: -Call AGCO Customer Service at 416-326-8700 or toll free 1-800-522-2876 -Contact AGCO anytime via the iAGCO online portal Licensees including Boat Operators and “By the Glass”LicenseesOncetheamendmentstoRegulation719areinforce,and once permitted to open for on-site consumption,liquorsaleslicenseesincludingpremisesthatareboatsand“By the Glass”licensees are authorized to temporarilyextendoraddatemporaryphysicalextensionoftheirpremises,as of January 1,2021 and until January 1,2022at3:00 a.m.,if the following criteria are met,as applicable:https://wvvw.agco.ca/bulletin/2020/information-bulletin-highIights-recent-liquor-reforms-support-businesses 7/10Page 1355 of 1510 12/1/21,10:00 AM 1. °3.U"F‘°°!\3 Information Bulletin:Highlights of Recent Liquor Reforms to Support Businesses |Alcohol and Gaming Commission of Ontario The physical extension of the premises is adjacent to: a.the premises to which the licence to sell liquor applies;or b.a dock to which the boat is attached and may include land adjacent to the dock;or c.the licensed premises under the “By the Glass”licence . The municipality in which the premises is situated has indicated it does not object to an extension; .The licensee is able to demonstrate sufficient control over the physical extension of the premises; There is no condition on the licence prohibiting a patio; The capacity of the temporary extension,allows for at least 1.11 square metres per person;and .In the case of “By the Glass’’licensees,the sale and service of the wine,beer and/or spirits manufactured by the manufacturer within the physical extension of the premises is primarily aimed at promoting the manufacturer’s product and either providing an enhanced tourist experience or fulfilling an educational purpose. Licensees are not required to submit any documentation to the AGCO to demonstrate compliance with the above criteria.However,licensees are required to produce such documentation,if requested by the AGCO. Licensees that do not meet the above criteria are required to follow the usual application process for a temporary extension of premises and apply through iAGCO. Annex B:Registrar Policy on Delivery to the public by manufacturers and Brewer’s Retail Inc. Delivery by Brewer’s Retail Inc. Brewer’s Retail Inc.(operating as “The Beer Store”or “TBS”)may deliver liquor eligible to be sold in any of its authorized TBS locations subject to the following requirements: -9-.0°l\3https://vwvw.agco.ca/buIletin/2020/information-bulletin-highlights-recent—|iquor-reforms~support-businesses .Liquor is delivered only to a residence or private place as defined in the Liquor Licence Act; Any person who handles liquor has successfully completed a social responsibility training program; Delivery is completed only between the hours of 9:00 a.m.and 11:00 p.m.; .Liquor is delivered to a person at the address provided with the order who is at least 19 years of age and .The person making a delivery of liquor inspects an item of identification before delivering liquor to a personwhoappearstobeunder19yearsofage;.A fee may be charged for delivery;.An order placed with the retail store must include the following information:i.The name and address of the customer.ii.The date on which the liquor is purchased,and the date on which it is to be delivered.8/10Page 1356 of 1510 12/1/21,10:00 AM Information Bulletin:Highlights of Recent Liquor Reforms to Support Businesses ]Alcohol and Gaming Commission of Ontario iii.The kinds and quantities of liquor to be delivered. iv.The address where the liquor is to be delivered. 8.For one year from the date of delivery of liquor,the retail store shall retain at its place of business,every record of an order required by paragraph 7. Delivery by Manufacturers Wineries and manufacturers of beer and spirits may deliver wine,beer or spirits,eligible to be sold in their authorized retail store,subject to the following requirements: 1.Liquor is delivered only to a residence or private place as defined in the Liquor Licence Act; 2.The person who handles liquor has successfully completed a Board approved training program; 3.Delivery is completed only between the hours of 9:00 a.m.and 11:00 p.m.; 4.Liquor is delivered to a person at the address provided with the order who is at least 19 years of age and does not appear to be intoxicated; 5.The person making a delivery of liquor inspects an item of identification before delivering liquor to a person who appears to be under 19 years of age; 6.A fee may be charged for delivery; 7.An order placed with a winery or a manufacturer of beer or spirits must include the following information: i.The name and address of the customer. ii.The date on which the liquor is purchased,and the date on which it is to be delivered. iii.The kinds and quantities of liquor to be delivered. iv.The address where the liquor is to be delivered. 8.For one year from the date of delivery of liquor,a winery or a manufacturer of beer or spirits shall retain at its place of business,every record of an order required by paragraph 7. LINE OF BUSINESS: Alcohol NUMBER: 70 Information BulletinsWasthispage useful?Please help us improve the AGCO website by re2_spondingto this survey_https://www.agco.ca/bulletin/2020/information-bulletin-highlights-recent~|iquor-reforms-support-businesses 9/10Page 1357 of 1510 12/1/21,10:00 AM Information Bulletin:Highlights of Recent Liquor Reforms to Support Businesses |Alcohol and Gaming Commission of Ontario https://www.agco.ca/buIIetin/2020/information-bulletin-highIlghts—recent-Iiquor~reforms-supporl—businesses 10/10Page 1358 of 1510 Office of the Clerk Holly Willford hwillford@pelham.ca 905-892-2607 x 315 20 Pelham Town Square | PO Box 400 |Fonthill, ON | L0S 1E0| www.pelham.ca November 23, 2021 Tara Stephens City Clerk City of Welland Via email: clerk@welland.ca Dear Ms. Stephens: Niagara Region Transit At their regular meeting of November 15, 2021, Council of the Town of Pelham received your correspondence, and endorsed the following: BE IT RESOLVED THAT Council receive correspondence from the City of Welland regarding Niagara Region Transit, for information; AND THAT the Council for the Corporation of the Town of Pelham endorses and supports the resolution from the City of Welland regarding Niagara Region Transit; AND THAT the Town Clerk is hereby directed to circulate a copy of this resolution to the Niagara Region and all local area municipalities. On behalf of Council, thank you for your correspondence. Yours very truly, Holly Willford, BA Town Clerk HW/jm Cc: Ann Marie Norio, Regional Clerk, Niagara Region ann-marie.norio@niagararegion.ca Area Clerks (via email) Page 1359 of 1510 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 November 30, 2021 CL 22-2021, November 25, 2021 PW 55-2021, November 25, 2021 LOCAL AREA MUNICIPALITIES SENT ELECTRONICALLY RE: PW 55-2021 - Moving Transit Forward in Niagara: Creation of a Consolidated Transit Commission Regional Council, at its meeting held on November 25, 2021, passed the following resolution: That Report PW 55-2021, dated November 25, 2021, respecting Moving Transit Forward in Niagara: Creation of a Consolidated Transit Commission, BE RECEIVED and the following recommendations BE APPROVED: 1. That Regional Council ENACT a By-law pursuant to section 189 of the Municipal Act, 2001, and substantially in the form attached as Appendix 1 of Report PW 55-2021, to provide The Regional Municipality of Niagara with the exclusive authority to establish, operate and maintain an intra- municipal passenger transportation system for the Region (having previously received inter-municipal authority), and such By-law, if adopted, to come into force and effect on January 1, 2023, provided that: 1.1. a majority of the councils of the local area municipalities pass resolutions consenting to the By-law; and 1.2. the total number of electors in the local municipalities that have passed resolutions in support of the By-law form a majority of all electors in the region of Niagara as established in the revised list of electors for the municipal election held in the year 2018; Page 1360 of 1510 2. That, subject to the adoption of the aforementioned By-law, a copy of the By-law and Report PW 55-2021 BE FORWARDED to the clerks of the 12 local area municipalities with a request that their councils consider adopting the following resolution, and advise the Regional Clerk of the results of that consideration, no later than January 31, 2022: “That the Council of (name of municipality) consents to the passage of By-law No. 2021-96 of The Regional Municipality of Niagara, being a by-law to provide Niagara Region with the exclusive authority to establish, operate and maintain a consolidated passenger transportation system for the Niagara Region”. 3. That subject to the adoption of the aforementioned By-law, the Chief Administrative Officer and General Manager of the future Transit Commission BE AUTHORIZED to negotiate municipal asset transfer agreements with the City of Niagara Falls, City of St. Catharines, and City of Welland, on the basis of the principles in Appendix 3 of Report PW 55- 2021 and in a form satisfactory to the Director, Legal and Court Services; and 4. That subject to the adoption of the aforementioned By-law, the Chief Administrative Officer BE DIRECTED to report back to Regional Council early in 2022 on the creation of a Regional Transit Commission, as described in Report PW 55-2021 and the attached appendices, and recommending the roles and responsibilities of the Commission. A copy of PW 55-2021 and By-law 2021-96 are enclosed for your reference. Yours truly, Ann-Marie Norio Regional Clerk CLK-C 2021-182 Distribution List M. Robinson, Director, GO Transportation Office B. Zvaniga, Interim Commissioner, Public Works N. Coffer, Executive Assistant, Commissioner, Public Works Page 1361 of 1510 PW 55-2021 November 25, 2021 Page 1 Subject: Moving Transit Forward in Niagara: Creation of a Consolidated Transit Commission Report to: Regional Council Report date: Thursday, November 25, 2021 Recommendations 1. That Regional Council ENACT a By-law pursuant to section 189 of the Municipal Act, 2001, and substantially in the form attached as Appendix 1 of Report PW 55- 2021, to provide The Regional Municipality of Niagara with the exclusive authority to establish, operate and maintain an intra-municipal passenger transportation system for the Region (having previously received inter-municipal authority), and such By- law, if adopted, to come into force and effect on January 1, 2023, provided that: 1.1. a majority of the councils of the local area municipalities pass resolutions consenting to the By-law; and, 1.2. the total number of electors in the local municipalities that have passed resolutions in support of the By-law form a majority of all electors in the Region of Niagara as established in the revised list of electors for the municipal election held in the year 2018. 2. That, subject to the adoption of the aforementioned By-law, a copy of the By-law and Report PW 55-2021 BE FORWARDED to the clerks of the 12 local area municipalities with a request that their councils consider adopting the following resolution and advise the Regional Clerk of the results of that consideration, no later than January 31, 2022: “That the Council of (name of municipality) consents to the passage of By-law No. 96-2021 of The Regional Municipality of Niagara, being a by-law to provide Niagara Region with the exclusive authority to establish, operate and maintain a consolidated passenger transportation system for the Niagara Region ” 3. That subject to the adoption of the aforementioned By-law, the Chief Administrative Officer and General Manager of the future Transit Commission BE AUTHORIZED to negotiate municipal asset transfer agreements with the City of Niagara Falls, City of Page 1362 of 1510 PW 55-2021 November 25, 2021 Page 2 ______________________________________________________________________ St. Catharines, and City of Welland, on the basis of the principles in Appendix 3 and in a form satisfactory to the Director, Legal and Court Services. 4. That subject to the adoption of the aforementioned By-law, the Chief Administrative Officer BE DIRECTED to report back to Regional Council early in 2022 on the creation of a Regional Transit Commission, as described in this report and the attached appendices, and recommending the roles and responsibilities of the Commission. Key Facts • The purpose of this report is to seek Regional Council authority to create a single, consolidated transit system, that would formally integrate all existing Regional and local transit systems, and that will bring dramatic benefits to the residents of Niagara: o Creating a single branded system that can take riders anywhere in the Region, for a single fare, that will break down jurisdictional barriers and connect communities; o Leveraging and supporting GO rail and bus expansion; o Developing and supporting the economy, job retention, and creating and driving tourism; o Being environmentally sustainable and reducing traffic congestion; o Supporting accessibility; and o Providing better value and service to the taxpayers of Niagara. • Regional Council approval to move forward with consolidation represents the first step in a required triple-majority process that will be followed by seeking similar authorization from each of Niagara’s twelve municipalities, as set out in section 189 of the Municipal Act, 2001. • Should triple-majority be achieved, the new Transit Commission will be created and would begin operation on January 1, 2023. • The Linking Niagara Transit Committee (LNTC) has endorsed the proposed governance model for the consolidation of transit (September 29, 2021), Page 1363 of 1510 PW 55-2021 November 25, 2021 Page 3 ______________________________________________________________________ comprised of a comprehensive financial, Board composition, and service strategies. • These combined strategies for the new Transit Commission reflect extensive consultation, including: two rounds of consultation with local municipalities, as well as engagement with interested parties from across Niagara and the public. o The recommended strategies reflect the consensus recommendation of the Governance Steering Committee (GSC), balancing the input and feedback received from all parties. The City of Welland has identified ongoing concerns, which are discussed in the companion memorandum to this report. • Now is the opportunity to take the final step towards the establishment of a consolidated system. Only through a single Commission model – a single decision making authority for transit – can the benefits of these next steps be realized. Financial Considerations Should triple-majority approval be achieved, the financial strategy outlined in this report and in further detail in LNTC-C 3-2021 proposes the Region upload the Municipal levy funding of the baseline local transit service net expenditure to the Regional levy, using the combined 2020 transit budgets at $27.8M and estimated to be $29.4M in 2023. The upload to the new Transit Commission will occur in a single year 2023, following which the Regional Council approved budget of the Commission will be apportioned to each of the LAMs using twelve Special Levies, one for each municipality. All existing Niagara Region Transit (NRT) service costs transferred to the Commission will continue to be allocated to the Special Levy based on municipal share of Regional assessment and the local transit service costs will be allocated to the Special Levy based on service hours. Tax bills will show a separate LAM regional transit levy so this is clear for all property owners. An insert in the tax bill will explain to property owners that the Special Levy is not an additional charge, but instead reflects the upload of responsibility for transit, and the tax space associated with the cost of transit also moves to the Region. The 2023 estimated baseline operating budget of the new Transit Commission will represent a 7.3% increase to the Regional budget resulting from the local transit service costs being shifted from LAMs to the Commission budget; to be levied by the Region. This increase is expected to be offset by equal and concurrent reductions to municipal Page 1364 of 1510 PW 55-2021 November 25, 2021 Page 4 ______________________________________________________________________ budgets to minimize the property taxpayer impact from transit consolidation. In addition, the establishment of a new transit capital reserve, requires an additional 0.5% ($2.2M) increase to the 2023 Regional budget. Note that all financial modeling is estimated based on 2020 budgets and would be adjusted prior to 2023 to reflect most recent financials, including final asset inventories and debt to be assumed by the Commission. Future growth and service strategies are subject to future budget approvals and will directly impact the proportion of costs a municipality is apportioned. Analysis Moving Transit Forward The vision for a single regional transit agency for Niagara is a long-standing one, with a significant series of previous milestones having been achieved dating back well more than a decade. Recent milestones include the formation of the inter-municipal transit working group (IMTWG) in 2015, the Niagara Transit Service Delivery and Governance Strategy Report (Dillon Report, 2017), unanimous triple majority approval in 2017 granting the Region legal jurisdiction to move NRT from a pilot to permanent operation – along with unanimous municipal approval to proceed to develop a new governance system for a consolidated transit system for all of Niagara, the establishment of LNTC, the 2017 MOU between Niagara’s four major transit properties that endorsed a consolidated transit system in principle, and the completion of the Niagara Transit Governance Study (NTGS) in 2020. LNTC has now developed and endorsed the final recommended governance proposal, comprised of the financial, Board composition, and service strategies as outlined in this report, and supported the initiation of the required triple-majority approval process. Page 1365 of 1510 PW 55-2021 November 25, 2021 Page 5 ______________________________________________________________________ Now is the opportunity to take that final step towards the establishment of that consolidated system, one that is anticipated to bring dramatic benefits to the residents of Niagara by: Creating one unified transit system for Niagara. Breaking down barriers and connecting communities, ensuring all residents in Niagara have access to transit. Expanding and enhancing service – with new, longer, and consistent operating hours. Connecting to GO Transit as service is expanded and enhanced in the near future. Supporting business and economic development by connecting employers with new customers and employees with new opportunities. Driving Tourism by connecting people to all the destinations and activities that Niagara has to offer. Connecting Seniors to their community – to access services, see family and friends, and maintain independence. Establishing one single fare that takes you anywhere in the Region, with a new payment system. Being innovative, using new methods to serve communities like on-demand transit. Having one schedule, with one website and one app to help you plan your trip. Creating a more accessible and equitable system by ensuring all residents have similar access to service. Supporting the environment by reducing greenhouse gas emissions and support future moves to a zero- emission fleet. Ensuring that Students and Youth can get to school, participate in extra-curricular activities, or access a job. Ensuring it is funded fairly, with residents only paying for the service they receive directly. Delivering better value for the taxpayer through the more efficient delivery of service and eliminating duplication. Providing access to Health Care, and improving social determinants of health. Ensuring maximization of capital resources. Ensuring consistent, reliable and accessible infrastructure which enables all riders to equitably access transit. Page 1366 of 1510 PW 55-2021 November 25, 2021 Page 6 It is only through the move to one consolidated agency these outcomes can be achieved. Significant work has been done to improve, integrate, and coordinate the existing systems in Niagara, and consolidation will mean a larger and combined resource pool, which will support efficiencies that cannot be otherwise achieved as separate entities duplicating efforts, and which will then be reinvested into the network to enhance service. Operational integration under the current status quo can only go so far before decisions require political authority to make meaningful change – which creates inconsistencies, inequity, and disconnected operations. Only through a single Commission model – a single decision making authority for transit – can the benefits of these next steps be realized. Whether aligned fare policies (i.e. single fare), fare exemptions (i.e. Niagara- wide low income pass), single unified system branding on fare technology or fleet, addressing inconsistent service hours, or an ongoing lack of consistency in capital improvements – these benefits can only be achieved with a single governance model to ensure the consistency, reliability and frequency transit riders expect can be realized. Under the status quo, if one Council is not aligned for investments, the system is out of sync. This is what has led to the inconsistencies that plague today’s system. The IMTWG has made incredible strides to harmonize as much a possible, but obvious gaps and confusion to those using the system prevail. Building Niagara A move to a consolidated Region-wide transit agency is critical for ensuring that Niagara remains a competitive destination for people and businesses, and is able to retain those already here. Regional transit systems have been established in a number of peer jurisdictions previously: Waterloo, Durham and York Regions in terms of bringing together local transit systems to a combined Region wide system for example, as well as those de- facto Region-wide systems established through municipal amalgamations such as in Hamilton. These jurisdictions have all seen significant growth not only in transit ridership, driven by both the consolidation and expanded investment into the transit network, but also in terms of the associated benefits from transit such as business development and the expansion of their post-secondary institutions. Page 1367 of 1510 PW 55-2021 November 25, 2021 Page 7 ______________________________________________________________________ Niagara Region is experiencing significant and rapid growth. People and businesses coming to Niagara are often relocating from areas such as the GTA with existing transit systems, and accordingly are bringing with them the expectation that a robust transit system will be in place in their new home. The move to a consolidated transit system will address this expectation - ensuring that Niagara is able to not only meet and support the growth that is already in place but to continue to meet it in the future, including an projected 19% increase in population and 16% growth in employment by 2031 (2019 Municipal Growth Plan). This growth will come from many areas, including: recent trends of relocation from the GTA, newcomers to Canada, the expansion of GO transit to Niagara, as well as the growth of institutions such as Brock University, Niagara College, and new facilities such as the Niagara South Hospital. Establishing a consolidated transit system is critical to meeting the evolving needs of existing residents, as well as ensuring that Niagara remains an attractive and competitive place to attract new growth. Creating a Consolidated Transit System - Triple Majority Approval Creating authority for one consolidated transit system in Niagara will require triple- majority approval of a by-law to transfer to the Region the legislative authority to operate intra-municipal transit service in Niagara (the Region having received inter-municipal authority previously in 2017). Triple majority support consists of: • A majority of all votes on upper-tier council [Regional Council]; • A majority of all the lower-tier [LAM] councils passing resolutions consenting to the by-law; and • The total number of electors in the lower-tier [LAM] municipalities that have passed resolutions consenting to the by-law form a majority of the electors in the upper-tier municipality. This report is the first step in this process and the represents the Regional approval to move forward into a consolidated system. Should the recommendations of this report be adopted, each of Niagara’s LAMs will then be asked to subsequently consider the by- law through the remainder of 2021. Page 1368 of 1510 PW 55-2021 November 25, 2021 Page 8 ______________________________________________________________________ Should triple-majority be achieved, an approximate one-year period would be required to establish the new Transit Commission and to prepare for the assumption of day-to- day operations on January 1, 2023. In the interim, the existing transit systems would continue to operate and deliver service while the Region will take steps to ensure a smooth transition. As outlined in the Municipal Transfer Agreement term sheet (Appendix 3), no additional changes in operation or new assets would be on-boarded after June 30, 2022 in order to provide a ‘steady-state’ for the final period prior to operations turnover. Changes made between 2021 and June 30, 2022 will alter the previously estimated special levies for each municipality. The Transition Plan of the NTGS outlines the major milestones required to establish the Commission during this one-year period, with further discussion later in this report regarding some of the immediate next steps should triple-majority be achieved. Final Governance, Service Standards, and Financial Strategies The creation of a regional transit municipal service board to serve as the new Transit Commission, Board composition for the Commission, service standards, and financial strategies comprise the governance proposal for the new Transit Commission, outlining how the new agency would be established and the terms and conditions in which it will ultimately function. These strategies have been summarized in the sections below, with reference provided to previous reports that provide additional detail where applicable. Extensive Consultation The aforementioned strategies were developed and articulated originally as part of the NTGS consultants study, as well as through the work of both local and Regional staff such as the Area CAOs and Treasurers. Since that time, they have been refined through significant engagement and consultation, including: • Two Rounds of Municipal Consultation – Local municipal Councils reviewed the initial proposed strategy and provided feedback on both the original NTGS recommendations and associated financial model; followed by a second opportunity for further feedback based on the revised strategies developed by the GSC in response to the first round of engagement. The proposal was presented to Council of all local municipalities in public session providing an opportunity for members of council and the public to provide input. Significant change occurred Page 1369 of 1510 PW 55-2021 November 25, 2021 Page 9 ______________________________________________________________________ from the initial proposal to the subsequent revised strategies. This was a direct result of the municipal feedback. A companion memorandum (CL-C 86-2021) has been prepared that outlines the outstanding discussion points raised by the City of Welland and how these items were acknowledged, weighed, considered and responded to throughout the current process. • Interested Party Consultation - Following the LAM discussions, a series of workshops were conducted with interested parties from across Niagara, representing organizations or demographics who either rely on transit or with a mandate that is closely related to transit. Example attendees included members of environmental and accessibility advisory committees, local business leaders and Chambers of Commerce, institutional administrators, and other advocates. The purpose of these sessions was to ensure that these groups had the latest information regarding the consideration of a consolidated transit system, and had an opportunity to provide feedback prior to the finalization of the proposal. These sessions were organized thematically, covering a wide variety of topics such as the environment, seniors, youth, business and tourism, post-secondary institutions, diversity and inclusiveness, libraries, health services, and accessibility. • Public Consultation – in September 2021, a website was launched (movingtransitforward.ca) that provided an overview of the proposal for a consolidated transit system, as well as details on the core strategies of the governance model. A survey asked for feedback from the public on the proposed models: A total of 2,251 individuals took the survey. Respondents included representation from all Niagara municipalities, representing a mix of both transit and non-transit users (38% monthly or more frequent, 44 % non-transit users). Consistent support was expressed for all three of the governance strategies, with 'support’ or ‘strong support’ being indicated by: • 79% of respondents for the financial strategy; • 82% of respondents for the Board composition structure; and Page 1370 of 1510 PW 55-2021 November 25, 2021 Page 10 ______________________________________________________________________ • 85% of respondents for the services standards strategy. The details results of the public consultation survey are including in Appendix 2. Board Composition Strategy The LNTC has endorsed and recommends the creation of a 15-member elected Transitional Commission Board, to be comprised of either Regional or local councillors, supported by a 20-member Public Advisory Committee as shown in Figure 1 below. The Region would be represented by the Regional Chair or the CAO (or their delegate) as ex-officio attendees to ensure that answers to questions concerning Regional operations and matters that impact the Region related to the Commission can be responded to for the Board in a timely way. Page 1371 of 1510 PW 55-2021 November 25, 2021 Page 11 ______________________________________________________________________ Figure 1 - GSC Recommended Board Structure Transitional Transit Commission Board Public Advisory Committee (15) Total Elected Official Representatives • (3) St. Catharines • (2) Niagara Falls • (1) Welland • (1) Fort Erie • (1) Grimsby • (1) Lincoln • (1) Niagara-on-the-Lake • (1) Pelham • (1) Port Colborne • (1) Thorold • (1) Wainfleet • (1) West Lincoln (20) Total Public Interested Party Representatives • (12) Niagara Residents (one per Municipality) • (2) Members representing Accessibility Advisory Committees or other Accessibility Stakeholders • (2) Post-Secondary Representatives (1 student union representative from Brock University and 1 from Niagara College) • (1) Member representing Niagara’s Chambers of Commerce • (1) Senior Issues Stakeholder • (1) Youth Issues Stakeholder • (1) Transit Commission General Manager (ex-Officio) Members recommended by local Councils; appointed by Regional Council. Resident members recommended by local Councils; all members appointed by the Transit Commission Board. In the development of this recommendation, the GSC considered feedback from all 12 municipalities regarding the overall size, elected composition, and share of representation of the Transitional 15-member Commission Board. This recommendation balances that input: ensuring that all local municipalities have direct representation during the transition period, providing additional representation to municipalities on the basis of ridership, while respecting the total size of the Board. Page 1372 of 1510 PW 55-2021 November 25, 2021 Page 12 ______________________________________________________________________ The mandate of the Transitional Board will end with the establishment of a future permanent Board structure that will coincide with next municipal election cycle (2026) after the creation of the Commission. This will be preceded by an external third party review of the Transitional Board structure and governance that will revisit and make recommendations regarding the total Board size, and representation. The Municipal Transfer Agreements discussed later in this report include a specific requirement that this external review, examining alternative Board structures, takes place. The GSC has maintained the position that the establishment of a hybrid governing model (councillors and independent experts) remains a preferred outcome for the future permanent Board structure and should be strongly considered during this review. Recent recommendations made as part of the Collingwood Judicial Inquiry suggest that the boards of municipally owned corporations should be composed of directors with a variety of experiences and backgrounds, skills and qualifications. These recommendations apply equally to municipal service boards. Service Standards Strategy Developed by the transit leaders in Niagara, the Service Standards Strategy, provided as Appendix 5 to LNTC-C 3-2021, outlines a three-phased approach to the standardization and enhancement of transit service across Niagara to achieve consistent, equitable access to transit for all Niagara residents and communities: Page 1373 of 1510 PW 55-2021 November 25, 2021 Page 13 ______________________________________________________________________ Figure 2 - Niagara Service Standards Strategy Overview • Phase 1 – Standardized Operating Hours Across Niagara – a move to one set of consistent operating hours to ensure all residents in Niagara have the same level of availability of transit in their community and the ability to make consistent connections across Niagara. Proposed hours are 6 a.m. to midnight (Monday to Saturday), and 7 a.m. to 9 p.m. (Sundays and Holidays). This would represent over 45,000 new annual service hours across Niagara to create this equity and availability in each municipality. • Phase 2 – Combine Specialized and Demand-Responsive Services - combining specialized transit (accessible or Para-transit) with other existing demand-responsive (on-demand) services. The combination of specialized and demand-responsive transit into one combined service delivery model offers an opportunity to both improve the service residents receive, while more efficiently deploying the resources available to the Commission. • Phase 3 – Network Review and Growth - undertaking a detailed network review study that would look for future opportunities to expand and enhance Niagara’s transit footprint and significantly grow ridership in the long-term. The new Transit Commission will also evaluate the performance of its services on a continual basis – starting right from its creation and in parallel with this strategy. At a minimum, there will be an annual performance review of required changes and service Page 1374 of 1510 PW 55-2021 November 25, 2021 Page 14 ______________________________________________________________________ enhancements, which may include evaluation of route performance, ridership, new housing/commercial development, customer feedback, and opportunities to implement existing expansion priorities such as those identified in municipal transit and transportation master plans, in keeping with industry best practices. Financial Strategy The recommended financial strategy proposes that all LAM transit service budgets be uploaded to the Commission in the 2023 budget year, as well as the Region’s existing transit budget to be consolidated by the Commission and to be assessed to the LAMs by way of special levies to be approved annually by the Region as part of the budget process: • The 2023 estimated Commission baseline service budget will require a 7.3% increase due to the transfer of local transit costs to the Regional budget with expected equal and concurrent reductions to municipal budgets therefore minimizing the net residential impact. • Service levels are different in each municipality; therefore, the Region proposes that twelve Special Levies be adopted in 2023. Each Special Levy will allocate 65% of 2023 net transit costs based on service hours, with all current existing NRT services continuing to be allocated to the Special Levy based on local share of Region-wide assessment. The full Financial Strategy is described in the Financial Considerations section of LNTC- C 3-2021 and associated Appendices 1, 2, 3 and 4. Over the course of 2022 it will also be necessary for all municipalities to review and make any necessary adjustments to Fees and Charges by-laws, Development Charges By-laws and other related administrative by-laws to ensure a smooth transition effective on January 1, 2023. A further report will be required to address these matters. Also, matters related to insurance coverage will need to be addressed. Creating the Commission – Next Steps Should triple-majority be achieved, an approximate one year transition period would commence during which the Commission would be established in advance of the assumption of day-to-day operations on January 1, 2023. The NTGS identified a total of five phases of transition (Approval, Commission Establishment, Commission Setup, Page 1375 of 1510 PW 55-2021 November 25, 2021 Page 15 ______________________________________________________________________ Service Launch, Enhancement), with Phase 2 – Commission Establishment and Phase 3 – Commission Setup intended to be achieved during this one year period before the assumption of operations. Significant work and resources will be required to achieve the transition of operational responsibility on January 1, 2023. This will including the establishment of the Commission as a Municipal Services Board, appointment of the Commission Board, the completion of the Municipal Transfer Agreements, and the transfer of staff and assets. Each of these tasks will require significant coordination between Regional staff, municipal staff, and Commission staff when in place, with additional resources and support to be sought through external consulting assignments to be funded as part of the previously identified transition costs. The purpose of this section is to provide an overview of some of the major activities of this transition period, including where future decisions of Regional Council will be sought. Legal Establishment of the Commission as a Municipal Services Board Following triple-majority, work will be required to formally establish the Transit Commission as a Municipal Services Board of the Region, through section 196 to 198 of the Municipal Act, 2001 (the “Act”). A transit commission established under the Act is subordinate to Regional Council, unlike an independent board, like the Police Services Board or Board of Health, which are created under different legislation. At the same time, it is a body corporate, and so is independent from the Region in its day-to-day operations. Regional Council will determine the roles and responsibilities of the Commission, governance structure including the board structure and membership as well as determine if committees are needed. Regional Council will also determine the budgetary process, financial management, transfer of assets and reporting structure of the transit commission. Policies respecting the sale or disposition of land, hiring of employees and procurement of goods and services are mandatory under s. 270(2) of the Act. The Commission would normally establish its own procedure by-law, policies respecting employees, procurement, asset management and board compensation however for efficiency could consider leveraging Regional services and policies. It would also appoint its own Auditor. The role of the Region’s auditor in providing oversight will need to be determined as well. To note, the entities consolidated Page 1376 of 1510 PW 55-2021 November 25, 2021 Page 16 ______________________________________________________________________ financially with the Niagara Region being Court Services, Niagara Regional Housing and Niagara Regional Police all leverage the Region’s auditors which creates significant efficiency and cost savings. As a “local board” the Municipal Freedom of Information and Protection of Privacy Act will apply to the transit commission and it will require a Code of Conduct. Its budget will be approved by Regional Council as part of the annual budget approval process. What if any corporate support services will be provided by the Region also needs to be considered (and may the subject of a future agreement between the Region and the Commission, similar to the “shared services” agreement in place between the Region and NRH for example). The proposed organization of the new Transit Commission will be accomplished through the passage of a by-law by Regional Council at a future date that will create the Board and formalize aspects of the Board composition strategy such as the number of Commission Board representatives and eligibility of persons to hold office as Board members. That by-law will further establish the relationship between the Commission and the Region, including their financial and reporting relationship. Transitional reports to implement these operational or structural components of the new Commission would be brought to Regional Council as needed during the transition period (2022). Terms of Reference for both the Commission Board and Public Advisory Committee will also be developed and brought forward for Council approval. Municipal Transfer Agreements A series of agreements will be required with each of Niagara Falls, St. Catharines, and Welland regarding the manner in which the existing assets used to deliver transit in Niagara would transfer to the new Transit Commission. These Municipal Transfer Agreements (MTAs) will also include principles for the transfer of personnel, guarantees regarding the minimum levels of service to be provided in municipalities in the future, and formalize the requirement that the governance review takes place. A recommendation of this report is that the CAO, and the General Manager of the new Transit Commission once appointed, be authorized to negotiate these agreements, on the basis of the terms that are outlined in Appendix 3. Page 1377 of 1510 PW 55-2021 November 25, 2021 Page 17 ______________________________________________________________________ The principles outlined in this term sheet represent the consensus recommendations of the CAO GSC reflecting discussion, comments, and input received throughout the multi- year initiative to consolidate transit. The term sheets further include schedules that identify the assets that are to be transferred, as well as the current debt financing to be assumed by the Region as part of the financial strategy. WEGO Contained within the MTAs are principles related to the exclusion of WEGO from the initial consolidation of transit in Niagara. This approach has been taken as WEGO is delivered by the Niagara Parks Commission, a Provincial Crown agency, in partnership with the City of Niagara Falls. As such there are a series of pre-existing agreements regarding the operation of the system and the maintenance facility (paid for in part through Provincial funding) that would make consolidation of WEGO with the wider system challenging as part of the initial triple-majority exercise. WEGO also provides a specific a tourism-focused service that is unique from the other public transit systems in Niagara. It is therefore anticipated that in the early days of the Commission that WEGO service will continue to be delivered as a partnership between the City of Niagara Falls and the Niagara Parks Commission. Accordingly, the WEGO fleet and the WEGO transit facility will remain with the City of Niagara Falls and not be transferred to the Commission. Transit operators currently employed by the City of Niagara Falls in the joint delivery of Niagara Falls Transit and contracted WEGO routes will transfer to the Commission, with the Commission and the City of Niagara Falls entering into a service agreement, on the basis of an hourly fee, for the provision of operators to deliver the continued contracted City of Niagara Falls WEGO routes. The initial exclusion of WEGO from consolidation does not preclude its future integration once the Commission has been fully established and/or as existing agreements between the Niagara Parks Commission and the City of Niagara Falls come to term. It also does not preclude agreements being entered into related to WEGO concerning operations in Niagara Falls, at any time. Appointment of the Commission Board and Public Advisory Committee Following the legal establishment of the Commission as a Municipal Services Board, the process to appoint members to the Transitional Commission Board and Public Advisory Page 1378 of 1510 PW 55-2021 November 25, 2021 Page 18 ______________________________________________________________________ Committee will commence. As outlined within the Board composition strategy, each municipality will be asked to forward to Regional Council a recommendation for both an elected representative on the Commission Board and a public or citizen representative for the Advisory Committee. Skills matrices and evaluation criteria will be developed for the other public members of the Advisory Committee, with an application process following the existing Regional process for appointment to advisory boards and committees. The final approval for appointing members to both the Commission Board and the Public Advisory Committee will rest with Regional Council, reflecting the role of the Commission as an agency of the Region. Recruitment of General Manager and Transition of Staff An open competition will be held for the position of General Manager of the new Commission, anticipated to be supported though the use of an executive search consultant. The appointment of a General Manager would subsequently be ratified by the Commission Board once established. The General Manager, along with a working group led by the Regional Treasurer/Commissioner Corporate Services, will finalize the organizational structure and compliment of the new Commission for Regional Council approval. The preliminary organizational structure included in the NTGS will serve as the starting point for this discussion. An external HR consultant vendor will be sought to support the transition of existing employees to the new Commission, and provide additional capacity to Regional staff to facilitate tasks such as the finalization of the organizational structure, development of job descriptions, and other human resources and labour relations components. Appendix 4 outlines a high level overview of a series of Human Resources and Labour Relations considerations that are applicable to the transfer of staff to the new organization. Consistent with these requirements and as outlined within the MTA Term Sheet, all full- time and part-time unionized employees employed by the existing transit entities as of June 30, 2022 will automatically transfer to the Commission. Page 1379 of 1510 PW 55-2021 November 25, 2021 Page 19 ______________________________________________________________________ Non-unionized employees will either be directly offered a position with the new Commission where there is anticipated to be a substantially similar role established, or have the opportunity to apply for new roles within the Commission. Any municipal corporate support personnel (i.e. those whose full time role with a municipality includes transit work as a portion of their duties) will remain with the municipality. Any municipal non-union staff who are not offered a position with the new Commission will remain the responsibility of the municipality. The integration of the three existing Amalgamated Transit Union (ATUs) Locals will take place in through negotiation and in accordance with the defined provincial process as outlined under the Public Sector Labour Relations Transition Act, 1997 and by the Ontario Labour Relations Board. Alternatives Reviewed The NTGS considered a series of alternative governance models for the consolidated transit system, including that of a partial Commission or Regional Division. The Full Commission was recommended on the basis of the level of independence and anticipated benefits arising from a defined budget envelope being set by Regional Council. Additional detail regarding the evaluation of the alternative governance models is contained within the final NTGS report, which was presented as Appendix 2 to LNTC- C 4-2020. Numerous alternative financial models, Board compositions, and service enhancement timelines have been considered throughout the process: both originally within the NTGS and as input and feedback has been received by municipalities. These considerations have included: • 11 different alternative Special Levy financial models, including ones that considered divisions between conventional and on-demand systems, in addition to the single General Levy originally proposed; • Alternative Commission Board structures including those that maintained a smaller total Board size; that included public members to retain a hybrid model; that grouped smaller LAMs into rotating seats; and • Both shorter and longer timelines for the implementation of service enhancements and the external network review. Page 1380 of 1510 PW 55-2021 November 25, 2021 Page 20 ______________________________________________________________________ The original guiding principles of ‘Customer Driven’, ‘Unconventional Solutions’, ‘Integrated’, ‘Economically Responsible’, and ‘Fair’ were used throughout to evaluate alternatives. The final strategies and governance model represent the consensus recommendation of the GSC. Relationship to Council Strategic Priorities The proposed consolidation of transit services across Niagara into a consolidated transit entity directly aligns with the Council Strategic Priority: Responsible Growth and Infrastructure Planning (Objective 3.1) through advancing regional transit and facilitating the movement of people and goods. Other Pertinent Reports LNTC-C 5-2021 Niagara Transit Governance – Phase 2 Consultation Results and Triple-Majority Initiation LNTC-C 3-2021 Niagara Transit Governance - Revised Strategies Reflecting Phase 1 Municipal Consultation LNTC-C 2-2021 Niagara Transit Governance – Governance Steering Committee Update LNTC-C 1-2021 Niagara Transit Governance – Detailed Phase 1 Consultation Summary PW -9 2021 Niagara Transit Governance Study – Niagara Region Considerations LNTC-C 6-2020 Councillor Information Request – Niagara Transit Governance – Local Area Municipality Engagement LNTC-C 4-2020 Niagara Region Transit Governance Study CAO 8-2017 Niagara Region’s Transit Service Delivery and Governance Strategy LNTC-C 21-2018 Inter-Municipal Transit (IMT) Service Implementation Strategy Page 1381 of 1510 PW 55-2021 November 25, 2021 Page 21 ______________________________________________________________________ ________________________________ Prepared by: Matt Robinson Director GO Implementation Office _______________________________ Recommended by: Bruce Zvaniga, P.Eng. Commissioner of Public Works (Interim) Public Works Department ________________________________ Submitted by: Ron Tripp, P.Eng. Chief Administrative Officer This report was prepared in significant consultation with Scott Fraser, Transportation Lead GO Implementation, Heather Talbot, Financial & Special Projects Consultant – Financial Management and Planning; the Governance Steering Committee comprised of the CAOs from all thirteen (13) municipalities across Niagara; and reviewed by; Matt Robinson, Director, GO Implementation Office; Helen Chamberlain, Director, Financial Management & Planning/Deputy Treasurer; Todd Harrison, Commissioner of Corporate Services/Treasurer. Appendices Appendix 1 Draft By-law No. 96-2021 of the Regional Municipality of Niagara Appendix 2 Online Resident Survey Results – Moving Transit Forward Appendix 3 Municipal Transfer Agreements – Summary Term Sheet Appendix 4 External Legal Overview: Regional Transit Integration: Labour Relations and Employment Processes and Implications Page 1382 of 1510 Bill No. Authorization Reference: Minute Item 5.1 Page 1 of 3 THE REGIONAL MUNICIPALITY OF NIAGARA BY-LAW NO. <> A BY-LAW TO ESTABLISH, OPERATE AND MAINTAIN A CONSOLIDATED PASSENGER TRANSPORTATION SYSTEM FOR THE REGIONAL MUNICIPALITY OF NIAGARA WHEREAS Niagara Region Council deems it expedient and beneficial to address transit issues in Niagara Region; WHEREAS the Linking Niagara Transit Committee was established to lead the development of a consolidated governance model, as well as the harmonization and integration of operational and policy regimes of the existing transit properties; WHEREAS the Inter-municipal Transit Working Group was established to gather information and provide guidance on operational matters related to the transition to a consolidated transit system; WHEREAS Niagara’s four (4) major transit operators entered into a Memorandum of Understanding in 2017 that, in principle, endorsed the creation of a consolidated transit system; WHEREAS all local area municipalities have been consulted on and provided input regarding the results of the Niagara Transit Governance Study, associated financial strategy, and the subsequently revised models reflecting initial feedback; WHEREAS the Linking Niagara Transit Committee has endorsed the Commission governance model, Niagara Service Standards Strategy and associated twelve (12) special levy financial strategy as the models under which consolidation should take place as identified in Regional Reports LNTC-C 5-2021 and PW 55-2021; WHEREAS Niagara Region obtained triple-majority authority in 2017 to establish, operate and maintain an inter-municipal passenger transportation system in Niagara Region and enacted By-law No. 2017-21 on March 23, 2017, which came into effect on June 1, 2017, in this regard; WHEREAS under this new consolidated system, Niagara Region would plan and operate both intra-municipal and inter-municipal transit routes, including specialized and demand- responsive transit services, throughout Niagara Region creating one unified transit system; PW 55-2021 Appendix 1 Page 1383 of 1510 Bill No. Authorization Reference: Minute Item 5.1 Page 2 of 3 WHEREAS existing transit assets would transfer to the Commission on the basis of Municipal Transfer Agreements, to be negotiated and entered into with the major transit operators substantially on the basis of the terms outlined in Appendix 3 to PW 55-2021; WHEREAS Section 11 of the Municipal Act, 2001, Ch. 25, as amended, grants exclusive jurisdiction over the operation of transit services to lower-tier municipalities in Niagara Region; and WHEREAS Section 189 of the Municipal Act, 2001, Ch. 25, as amended, provides an upper-tier municipality with the ability to pass a by-law for the transfer of all or part of a lower-tier power to the upper-tier municipality, subject to certain rules regarding consideration and approval by the lower-tier municipalities. NOW THEREFORE the Council of The Regional Municipality of Niagara enacts as follows: 1. That the authority to establish, operate and maintain a consolidated passenger transportation system for Niagara Region be transferred to The Regional Municipality of Niagara; 2. That steps to transfer jurisdiction and related assets essential to operating a consolidated passenger transportation system to The Regional Municipality of Niagara begin immediately after the following requirements have been met: a. A majority of the councils of the lower-tier municipalities forming part of Niagara Region have passed resolutions consenting to the by-law; b. The total number of electors in the lower-tier municipalities that have passed resolutions consenting to the by-law form a majority of all electors in the Region of Niagara as established in the revised list of electors for the municipal election held in the year 2018. 3. That in this by-law, the term “consolidated passenger transportation system” shall mean a single, unified public transportation services system operating within or between any two or more of the twelve (12) lower-tier municipalities which comprise the Region of Niagara; 4. That The Regional Municipality of Niagara does hereby assume from all lower-tier municipalities comprising the Region of Niagara, those parts of the lower-tier power and related assets essential to provide public transportation systems, other than highways, necessary to own and operate a consolidated passenger transportation system as contemplated by this by-law; Page 1384 of 1510 Bill No. Authorization Reference: Minute Item 5.1 Page 3 of 3 5. That Sections 1 and 2 of the by-law shall come into force and effect on the day the requirements of Section 189 of the Municipal Act 2001, Ch. 25, as amended, are met; 6. That Section 4 of this by-law respecting the transfer of assets and operations to the new transit commission does not come into effect until January 1, 2023. For clarity, the lower-tier municipalities that operate public transportation systems will continue to do so until these operations transition to The Regional Municipality of Niagara on January 1, 2023. THE REGIONAL MUNICIPALITY OF NIAGARA James Bradley, Regional Chair Ann-Marie Norio, Regional Clerk Passed: <date> Page 1385 of 1510 Appendix 2 Online Resident Survey Results – Moving Transit Forward Introduction In order to gauge wider community feedback on the proposed model for consolidation, a brief online survey was created and administered as part of the overall communications strategy. The Moving Transit Forward survey was hosted online through a dedicated project website, available at www.MovingTransitForward.ca, as well as through municipal public engagement platforms such as BangTheTable. The survey was live from Sept. 21 – Oct. 1, 2021, and was open to all Niagara residents. Brief Analysis The survey gathered feedback from over 2,000 individuals from across Niagara. Approximately 56 per cent of respondents identified as regular transit users, which aligns with a general understanding of the ridership base in Niagara. Geographically, the makeup of respondents by municipality proportionally reflects the population breakdown in Niagara, with more respondents from larger municipalities, and fewer from smaller municipalities. Overall the survey results show strong approval among Niagara residents for each of the three main components of the proposed transit model, with the Governance Structure, Service Level Standards, and Financial Model all receiving approval levels of 79 per cent or higher. Through the open-ended comment box, residents shared further feedback regarding the model and transit in general. Common themes included a need to move forward with the proposal as quickly as possible, and concerns that consolidation may negatively impact transit services or taxes in the respondent’s own local municipality. Methodology Being an online, voluntary and self-identifying survey, the results present an anecdotal picture of residents’ views on the proposed model for consolidated transit. This was not a scientific survey, and results should not be viewed as statistically valid. However, previous research conducted by the Region has shown our online survey results tend to be consistent with residents views. PW 55-2021 Appendix 2 November 25, 2021 1 Page 1386 of 1510 _____________________________________________________________________ Respondents were asked to identify where they lived, how often they used transit, and if they approved of or opposed the proposed Governance Structure, Financial Model and Service Standards Strategy. Residents were educated on the basics of the proposal though information and videos on the website, as well as a brief explanation within the survey itself. Respondents were also given the opportunity to add any additional comments about public transit in Niagara, and were invited to share their email address to be kept up-to- date as the project continues. Number of respondents A total of 2,251 individuals took the survey. Of those, 1,772 answered all questions in the survey, while the remainder only answered some. 789 respondents submitted comments through the survey, and 527 wished to receive further updates via email. PW 55-2021 Appendix 2 November 25, 2021 2 Page 1387 of 1510 _____________________________________________________________________ Survey questions and responses 1.Which municipality do you live in? Fort Erie 4%Grimsby 8%I don't live in Niagara 1% Lincoln 6% Niagara Falls 13% Niagara-on-the- Lake 5%Pelham 4% Port Colborne 4% St. Catharines 36% Thorold 4% Wainfleet 1% Welland 11% West Lincoln 3% Local area municipality Number of respondents Fort Erie 102 Grimsby 180 I don't live in Niagara 24 Lincoln 132 Niagara Falls 295 Niagara-on-the-Lake 103 Pelham 91 Port Colborne 84 St. Catharines 798 Thorold 89 Wainfleet 16 Welland 243 West Lincoln 66 PW 55-2021 Appendix 2 November 25, 2021 3 Page 1388 of 1510 2.How often do you use transit in Niagara? Daily 17% Less than once a month 18% Monthly 8% Never 44% Weekly 13% How often do you use transit in Niagara? PW 55-2021 Appendix 2 November 25, 2021 4 Page 1389 of 1510 3.What is your level of support / opposition for the proposed financial strategy? Opposed 10%Strongly opposed 11% Strongly support 34% Support 45% 4.What is your level of support / opposition for the proposed governance structure? Opposed 8%Strongly opposed 10% Strongly support 31% Support 51% PW 55-2021 Appendix 2 November 25, 2021 5 Page 1390 of 1510 5.What is your level of support / opposition for the Service Standards Strategy? Opposed 7% Strongly opposed 8% Strongly support 32% Support 53% Total 6.Open-ended comments Residents shared a variety of comments about the proposed model, future service needs, and transit in general. Some of the more prominent themes among the comments included: •Many respondents emphasized that any future service change must include expanded service hours, especially on Sundays and later into the evening •A strong feeling that transit consolidation needs to happen as soon as possible, and is already long overdue •Residents in smaller municipalities were concerned that they would have to shoulder the costs of service in larger urban municipalities. Conversely, residents in large municipalities like St. Catharines were worried that consolidation would results in a lower level of service in their community. PW 55-2021 Appendix 2 November 25, 2021 6 Page 1391 of 1510 •Many respondents want to ensure that the future service particularly meets the needs of individuals with disabilities, seniors, and others who are unable to drive •Respondents wish to see transit riders and Niagara residents strongly represented in the proposed governance model. Others, however, felt that there were too many representatives proposed. •Respondents emphasized that the consolidated service must link effectively with the GO network in order to effectively link Niagara with the rest of the GTHA. •Many respondents were supportive of the proposal, but did not want to see any cost increases to the taxpayer •Respondents saw an opportunity for the model to incorporate green technology and environmentally friendly practices, emphasizing the positive effect such a system could have toward protecting Niagara’s natural environment PW 55-2021 Appendix 2 November 25, 2021 7 Page 1392 of 1510 _____________________________________________________________________ Appendix 3 – Summary Term Sheet Municipal Transfer Agreements The following is the proposed package of terms for the Municipal Transfer Agreements, which will guide the transfer of existing transit assets and personnel to the newly formed Transit Commission, subject to triple-majority approval, and to be negotiated individually between The Regional Municipality of Niagara and the City of Niagara Falls, City of St. Catharines, and City of Welland respectively. The principles outlined in this term sheet represent the consensus recommendations of the CAO Governance Steering Committee, reflecting discussion, comments, and input received throughout the multi-year initiative to consolidate transit. Note that all financial modeling was estimated based on 2020 budgets, assets, and debt levels. The final Financial Strategy will be adjusted prior to 2023 to reflect new assets and debt incurred and will be based on budget levels no less than 2020 operating budgets. Schedule A and B to this term sheet reflect the most recent estimates by municipalities - asset inventories and debt to be assumed by the Commission will be updated and finalized as part of the completion of the full Municipal Transfer Agreements. Asset Transfer 1)Existing local transit assets, including but not limited to bus fleet, service vehicles, service equipment, and transit service facilities purchased or acquired prior to June 30, 2022 will transfer to the Transit Commission at no cost or, for the exclusive use of transit service delivery, in accordance with the Cummings Principle (the transfer of assets from one municipality to another at no additional compensation, because the municipal taxpayer has already paid for them). a)Land on which transit service facilities reside will be retained by the local municipality, and the Region will conduct a Phase 2 environmental assessment. b)Payment-in-lieu of taxes will be provided by the Commission to the local municipality, where applicable. c)Transit service facilities with shared-use municipal components will transfer to the Commission, and be subject to an agreement to lease back at a nominal rate to the municipality those areas of the facility used for non-transit purposes. d)Should the Commission no longer require a transferred asset to exclusively deliver transit services, the ownership of that asset will be transferred back to the original municipality. PW 55-2021 Appendix 3 November 25, 2021 1 Page 1393 of 1510 2)The Commission will commit that existing fleet vehicles delivering local service within a municipality will continue to be utilized exclusively within that municipality for the remainder of their existing service life. 3)Local municipalities will make available to the Commission for inspection and condition assessment all transit assets prior to transfer, and will share all related documents related to the assets including information respecting insurance claims. The Commission will be under no obligation to assume assets deemed, at its discretion, to not be in suitable condition for transfer or to not be required to meet the future operational requirements of the Commission. The schedule of assets, specifically the asset count and with the corresponding cost to be transferred by each municipality is included as Schedule A to this document. 4)Any ongoing or in-progress capital improvement or acquisition projects will remain the responsibility of the municipality until completed and the asset transferred to Commission only upon completion at zero cost. 5)Local municipalities will disclose any agreements entered into related to transit operations in whole or in part, and that will extend beyond December 31, 2022. Copies will be provided to the Region. Personnel Transfer 6)All current full-time, part-time, and union permanent staff, employed directly and fully in transit by local municipalities and hired prior to June 30, 2022, will transfer to the Commission. 7)Non-unionized employees will either be directly offered a position with the new Commission where there is anticipated to be a substantially similar role established, or have the opportunity to apply for new roles within the Commission. Where a non- unionized employee does not ultimately transfer to the Commission, they will remain employees of the Municipality in accordance with the Public Sector Labour Relations Transition Act, 1997. 8)Those employees whose full-time role with a municipality supports transit work as a only portion of their duties (i.e. corporate support personnel not fully employed in transit) will remain with the municipality. 9)The integration of the three existing Amalgamated Transit Unions (ATUs) will take place in accordance with the defined provincial process as outlined under the Public Sector Labour Relations Transition Act, 1997 and by the Ontario Labour Relations Board. PW 55-2021 Appendix 3 November 25, 2021 2 Page 1394 of 1510 PW 55-2021 Appendix 3 November 25, 2021 _____________________________________________________________________ Transit Operations 10) The Commission will assume full and exclusive operational responsibility for the delivery of transit on January 1, 2023. 11) The Commission will commit to maintain existing local service levels in each municipality, defined as a minimum of the budgeted 2020 local service hours, for a minimum of 7 years or unless otherwise consented to by the municipality. 12) The Commission will seek to establish a single common fare as identified in the financial model. 13) Municipalities will support the Commission in the placement of on-road transit infrastructure such as transit stops and shelters as required by facilitating their location. WEGO 14) Niagara Region or the Transit Commission will negotiate and enter into an agreement with the Niagara Parks Commission and City of Niagara Falls such that authority for the delivery of the WEGO transit service will remain with the Niagara Parks Commission, in partnership with the City of Niagara Falls. 15) WEGO fleet and the WEGO transit facility will remain with the City of Niagara Falls and not be transferred to the Commission, unless otherwise agreed to by the parties as part of any future assumption of WEGO operations by the Commission. 16) The Niagara Parks Commission and City of Niagara Falls will continue to provide WEGO service for those routes currently delivered by each agency. a)Transit operators currently employed by the Niagara Parks Commission in the delivery of WEGO service will not transfer to the Commission. b)Transit operators currently employed by the City of Niagara Falls in the joint delivery of Niagara Falls Transit and contracted WEGO routes will transfer to the Commission. c)The Commission and the City of Niagara Falls will enter into a service agreement, on the basis of an hourly fee, for the provision of operators to deliver the continued contracted City of Niagara Falls WEGO routes. Transitional Period 17) A transitional ‘steady-state’ period will commence on July 1, 2022, beyond which municipalities will commit to make no additional operational, capital, or personnel changes beyond those previously budgeted, unless otherwise agreed to by the Commission, acting reasonably. This will include: PW 55-2021 Appendix 3 November 25, 2021 3 Page 1395 of 1510 a)The continued delivery of transit operations through December 31, 2022, including the maintenance of service levels in place as of June 30, 2022; b)The assumption of additional or unplanned capital expenditures; c)The undertaking of additional debt unless otherwise agreed to and may be subject to a different Municipal allocation than outlined in the Financial Strategy; d)The onboarding of additional non-union or unionized staff; and e)Continued adherence to asset management plans and the state-of-good repair of assets to be transferred to the Commission. 18)Assets, personnel, or debt acquired, on-boarded, or assumed by a municipality during this transition period will not transfer to the Commission, unless otherwise agreed to by the parties and the Region of Niagara. Budgets 19) The transit budget associated with the transfer of local operating costs to the Region’s twelve special levy model may be offset by equal and concurrent reductions to local Municipal budgets and levies to minimize the residential taxpayer impact from transit consolidation where possible. 20) Previously approved intergovernmental funding allocations for capital improvements related to transit will continue to be directed to the identified approved projects and initiatives within the original receiving municipality, until such time as the funding program commitments are satisfactorily met. . This includes any obligation referenced in paragraph 4. 21) Debt previously undertaken by municipalities to fund the purchase of transit assets will transfer to the Commission in accordance with Schedule B to this document. 22) Any financial assets or liabilities at December 31, 2022 will be accrued by the municipality in accordance with Public Sector Accounting Standards, and other than reserves and debt will remain the responsibility of the municipality at transition. 23) The assumption of any costs, operating contracts and debt by the Commission as at the transition date are subject to audit by the Region at the Region’s discretion to confirm compliance with transition terms and obligations assumed by the Commission as at January 1, 2023. 24) Municipalities will be responsible to maintain and fund all 2022 operating costs from their 2022 transit operating budgets, inclusive of staff costs, until the Commission establishes its first budget in 2023. PW 55-2021 Appendix 3 November 25, 2021 4 Page 1396 of 1510 25) Municipalities will provide an accurate record of claims history for a period of five (5) years before June, 2022 to assist the Commission in obtaining liability insurance coverage. Commission Governance 26) The Commission must undertake a full governance review by an external third party and report back to Regional Council for decision by 2025. The implementation of the future permanent Board structure will coincide with the 2026 municipal election. 27) The Commission will obtain Officers and Director’s and all other insurance coverage as soon as it is established. 28) The Commission will obtain Officers and Director’s and commercial general liability insurance coverage as soon as it is established and all other insurance coverage required for the operation of a transit commission before January 1, 2023. The Commission is authorized to obtain competitive bids by reaching out to the insurers that currently provide coverage to the existing transit operations instead of issuing a Request for Proposals. 29) The Commission will appoint a General Manager to oversee the transition and who will report to the Commission Board. Existing Agreements and Documentation 30) Existing agreements between municipal transit agencies and senior levels of government or third-party suppliers or contractors will transfer or be assigned subject to the provision of paragraph 22, to the Commission, subject to the specific requirements of those contracts. Where agreements cannot be assigned or transferred to the Commission, the originating municipality will retain responsibility, subject to adjustment at a later date. 31) Responsibility for existing legal claims or legal liabilities, or those initiated or founded in allegations related to the operations by the municipalities prior to the transfer of operational responsibility to the Commission on January 1, 2023 will remain with the municipalities. 32) Municipalities will provide and transfer applicable documentation, operating procedures, maintenance records, employee records or other materials necessary for the transition to the Commission. Negotiation of Agreements and Dispute Resolution 33) The parties commit to the negotiation of the full municipal transfer agreements by no later than March 31, 2022. PW 55-2021 Appendix 3 November 25, 2021 5 Page 1397 of 1510 34) Where direct discussion between the Region and municipalities does not satisfactorily resolve any issues, an independent mediator and/or arbitrator will be required to provide dispute resolution services, including binding decisions where agreement cannot be otherwise achieved between the parties. Costs for mediation or arbitration will be split between the Region and municipality. Schedules Schedule A – Municipal Assets for Transfer Schedule B – Municipal Debt for Transfer PW 55-2021 Appendix 3 November 25, 2021 6 Page 1398 of 1510 Schedule A – Municipal Assets for Transfer Schedule A and B to this term sheet reflect current estimates - asset inventories and debt to be assumed by the Commission will be updated and finalized as part of the completion of the full Municipal Transfer Agreements. Asset Category Vehicle Count (Conventional & Specialized) Acquisition Price Accumulated Amortization Current Net Book Value Useful Life Niagara Region Bus 30 $14,245,039 $2,267,951 $11,977,088 10 St. Catharines Bus 91 $46,362,278 $26,987,076 $19,375,202 12 Service Trucks 20 $1,420,081 $892,997 $527,084 6 Land* $1,182,244 $712,282 $469,962 16 Facilities $11,475,701 $3,987,557 $7,488,144 22 Equipment $5,136,651 $2,791,006 $2,345,645 13 Technology $6,524,206 $3,529,598 $2,994,608 7 Sub-Total $72,101,162 $38,900,517 $33,200,645 Niagara Falls Bus 47 $24,135,770 $15,423,652 $8,712,118 12 Service Trucks 11 $364,599 $261,191 $103,408 6 Land* $2,202,049 $498,047 $1,696,315 32 Facilities $21,832,585 $3,724,925 $18,107,660 24 Equipment $2,946,597 $1,808,621 $1,137,976 13 Technology $5,445,750 $3,661,905 $1,783,845 7 Sub-Total $56,927,350 $25,378,341 $31,541,321 PW 55-2021 Appendix 3 November 25, 2021 7Page 1399 of 1510 Asset Category Vehicle Count (Conventional & Specialized) Acquisition Price Accumulated Amortization Current Net Book Value Useful Life Welland Bus 22 $7,438,333 $2,563,944 $4,874,389 12 Service Trucks 7 $239,417 $181,198 $58,220 6 Land* - - - 0 Facilities $4,329,238 $2,089,308 $2,239,930 21 Equipment $990,578 $492,992 $497,586 6 Technology $1,317,243 $532,850 $784,393 7 Sub-Total $14,314,809 $5,860,291 $8,454,518 * In accordance with the principles outlined above, land will not transfer to the Commission and will remain with the original municipality. PW 55-2021 Appendix 3 November 25, 2021 8Page 1400 of 1510 _____________________________________________________________________ Schedule B – Municipal Debt for Transfer Balances as of December 31st, 2020* Debt year ending Average Annual Debt Payment** Long Term Debt By-law Reference Niagara Region Transit 2029 $1,334,694 $10,752,991 2019-59 St. Catharines Transit 2024/ 2027 $73,824 $481,635 2017-53, 2019- 59 Niagara Falls Transit $0 $0 Welland Transit 2029 $146,108 $1,171,493 2012-73, 2017- 51, 2019-14 Niagara-on-the-Lake Port Colborne Pelham Thorold Fort Erie Grimsby Lincoln West Lincoln Wainfleet $2,019,804 $17,803,923 *Final debt figures for transfer will be established as part of the negotiation of the full Municipal Transfer Agreements. The Region will not be required to transfer any debt above those totals identified in Schedule ‘B’ above unless otherwise agreed to and may be subject to a different Municipal allocation than outlined in the Financial Strategy. **Includes principal and interest PW 55-2021 Appendix 3 November 25, 2021 9 Page 1401 of 1510 Prepared for the Regional Municipality of Niagara (to be shared with Regional CAOs) by Rae Christen Jeffries LLP Privileged and Confidential Regional Transit Integration: Labour Relations and Employment Processes and Implications Overview You have asked us to provide a high level overview of how the amalgamation of three existing transit operations into one new entity might take place from a labour and employment perspective and to also highlight any potential issues, risks, or concerns. We have had a chance to review the relevant law, legislation, and predecessor collective agreements but have not been provided with any employment contracts for review. This overview is provided for the Regional Municipality of Niagara. We recommend that each of the existing transit units obtain individual legal advice regarding many of the issues raised below. Factual Background St. Catharines Transit Commission, Niagara Falls Transit, and Welland Transit are the three main transit units in the Niagara Region. St. Catharines Transit Commission is a stand alone entity and Niagara Falls Transit and Welland Transit are departments in their respective municipalities. The Region is considering amalgamating these three entities, in addition to inclusion of the remaining nine municipalities without established unionized transit services, into one new Transit Commission. Each of the three entities has unionized and non-union employees. The unionized employees at each entity are represented by three separate locals of the Amalgamated Transit Union (“ATU”), under three separate collective agreements, each with different terms and conditions of employment. St. Catharines Transit Commission is the largest entity, with more employees than the other two entities combined. Each of the three collective agreements contemplates amalgamations, mergers, and/or successor rights. That said, these clauses add very little in terms of new obligations (on top of any obligations arising from statute and the common law). One requires 30 days’ notice; one requires that the predecessor employer make every reasonable effort to protect the interests of the bargaining unit employees. In general, the clauses reiterate the state of the law: that the new Transit Commission must recognize the predecessor collective agreements and the ATU’s bargaining rights. Lastly, we understand that the WEGO service will stay with Niagara Falls Transit, with the operators either maintaining their employment with Niagara Falls Transit or having their employment transferred to the new Transit Commission but still working on the WEGO service. The Amalgamation Itself: How Does it Occur from An Employment/Labour Relations Perspective The new Transit Commission will need to pick an Amalgamation Date that will serve as the start date for the employees who are offered employment at the new Transit Commission. PW 55-2021 Appendix 4 November 25, 2021 Page 1402 of 1510 Non-Union Employees Non-union positions at the new Transit Commission may be filled with new external hires or with employees from the predecessor entities, or a combination of both. This can be determined through job competitions involving only external candidates, only predecessor entity candidates, or a combination of both. Or, the new Transit Commission can simply appoint/make an offer to an existing predecessor entity employee without a competition. Typically, the majority of non-union employees in the new Transit Commission would come from the ranks of the predecessor entities in order to maintain knowledge transfer and to reduce severance costs, but there is no legal requirement for the new Transit Commission to retain any non-union employee. Non-union employees from the predecessor entities who are offered employment at the new Transit Commission (either following a competition or without one) should be given two letters simultaneously, ideally at least eight weeks prior to the Amalgamation Date: the first letter is from their existing employer terminating their employment as of the Amalgamation Date, and it should refer to and enclose a second letter from the new Transit Commission offering employment as of the Amalgamation Date. The second letter should indicate the new job title (if any), any changes in terms and conditions of employment, and how the prior employment at the transit unit will be treated at the new Transit Commission for the purpose of various entitlements such as vacation and future termination of employment. This second letter may also include transitional information regarding issues such as pension, vacation, lieu time etc. Employees from the predecessor entities should be given significant time (at least two weeks) to accept or reject this offer of employment in writing. Those who reject the offer of employment will be the responsibility of the relevant existing transit unit (unless otherwise agreed), but it likely can be successfully argued that they have failed to mitigate their damages and their entitlement is limited to their Employment Standards Act, 2000 (“ESA”) entitlements (this may be affected by any applicable language in any employment contract). Most employees tend to accept offers of this nature as long as the employee is provided with substantially the same terms and conditions of employment. Some non-union employees from the predecessor entities may not be offered employment with the new Transit Commission. The termination of employment or reassignment of these employees would be the responsibility of the existing transit unit (unless otherwise agreed) and their entitlements would depend on any applicable contractual language and/or the common law. Unionized Employees As a basic principle, the new Transit Commission will inherit the existing Union(s) and collective agreements of the predecessor entities. While it need not retain all the unionized employees if it needs fewer employees than the combined existing complement (employees could be, for example, laid off by the predecessor entities prior to the amalgamation), it will be required to fill its complement of unionized employees with the existing unionized employees (i.e. it cannot hire externally for unionized positions unless it has already inherited all the existing unionized employees). As soon as possible prior to the Amalgamation Date, the employees and the ATU Locals should be informed in writing of the Amalgamation Date and that the employment of the unionized employees who PW 55-2021 Appendix 4 November 25, 2021 Page 1403 of 1510 are employed with the predecessor entity on the Amalgamation date will be transferred to the new Transit Commission. In order to avoid or narrow potential litigation either at arbitration or the Ontario Labour Relations Board (“OLRB”) (likely under the Public Sector Labour Relations Transition Act, 1997 (“PSLRTA”), negotiations should commence as soon as possible with the ATU Locals regarding: • Whether all the employees will transfer and, if not, what options will be provided to any non- transferring employees. • What the appropriate bargaining unit will be (the new Transit Commission should take the position that all employees should be in one bargaining unit, but the details at the edges of that unit will require negotiation). • Who will represent the employees in the new bargaining unit (presumably one of the existing ATU Locals). • What the terms and conditions of employment will be in the short term, prior to the negotiation of a new collective agreement (the collective agreements flow through, but items such as the grievance procedure and layoffs/recall are typically immediately harmonized – the parties could agree to something like the Composite Agreement that exists under the PSLRTA). • Any immediate transition issues such as treatment of seniority. In a situation such as this, where there is one Union (albeit with multiple Locals), it is possible (and perhaps even likely) that all of the above could be negotiated without the need for any litigation or OLRB application. However, if such negotiations are not fully successful, one of the Local Unions or the new Transit Commission could make an Application to the OLRB to resolve outstanding issues. Primary Issues, Risks, Costs, Concerns 1. Timing: There are potentially significant cost savings and labour relations goodwill to be gained by providing significant notice of the Amalgamation Date to the employees and the Unions. Two months would be a minimum (to deal with ESA notice issues), but up to 12 months would be ideal in order to allow time for discussions/negotiations to narrow issues in dispute and make the transition as seamless as possible. 2. Logistics: There are many different logistical issues related to the new Transit Commission obtaining employees that will have to be considered and planned for, so they are in place by the Amalgamation Date, including but not limited to, setting up payroll, benefits, and pension, training, assignment of work, determining reporting structures, etc. 3. Terminations of Employment (non-union): Each non-union employee from a predecessor entity who is not offered employment will be entitled to pay in lieu of notice either at common law or in accordance with an employment contract (if valid). 4. Layoffs (unionized employees): Each unionized employee who is not offered employment will need to be laid off in accordance with the terms of the applicable collective agreement. 5. Recognition of Service/Seniority: For both union and non-union employees, there are costs associated with prior service whether they be ongoing (vacation) or potential (future termination). PW 55-2021 Appendix 4 November 25, 2021 Page 1404 of 1510 6. Reconciling Seniority (unionized employees): There will be three separate seniority lists that need to be amalgamated. 7. Reconciling/Harmonizing Terms and Conditions of Employment (unionized employees): There will be three different wage grids, vacation entitlements, public holiday entitlements, benefits, pension, etc. All of this will need to be reconciled in a first post-transition collective agreement. This will potentially be costly. 8. WEGO: The exact nature of the arrangement regarding WEGO should be determined as soon as possible as it could result in complications regarding the status of the Niagara Falls Transit collective agreement and the employees operating the WEGO service. 9. Litigation: There may be litigation (arbitration or OLRB, or both) regarding any of the above union issues if they cannot be all agreed upon. For the non-union employees, there could be litigation over any of the terminations of employment. October 5, 2021. PW 55-2021 Appendix 4 November 25, 2021 Page 1405 of 1510 Page 1406 of 1510 Page 1407 of 1510 Page 1408 of 1510 Mayor Diodati and Members of Council City of Niagara Falls 4310 Queen Street Niagara Falls, ON L2E 6X5 December 2, 2021 To the Mayor and Members of Council, We, the undersigned, represent four councils of community leaders: the Women in Niagara Council, representing women in business; NEXTNiagara, representing the emerging generation; the Non-Profit Council, representing non-profits in Niagara; and the Government Affairs Council, a policy advisory council to the Greater Niagara Chamber of Commerce (GNCC). On behalf of our councils, we ask that you vote in favour of the transit amalgamation plan that was advanced at Regional Council and will shortly come before you for your assent . Better public transit in Niagara is a need that we have consistently identified for years. The transit system we currently have is simply inadequate to the needs of our community. Some places in Niagara take hours to get to without a car; others are off-limits entirely. The Niagara Community Observatory calculated that poverty costs our region $1.3 billion every year. A lack of viable public transit contributes to this. Since it is impractical to live and work in Niagara without a vehicle, every household must add the cost of a car, maintenance, insurance, and repairs to their cost of living. Statistics Canada finds that the average household spends 20% of its income on transportation – more than anything else, with the sole exception of shelter. When including depreciation, the average Canadian household will spend between $8,600 and $13,000 each year to own a vehicle. Families are already being squeezed by rising prices for rent and homes (increasing by over 25% per year locally), gasoline (up by 33% in one year), and food (up almost 6% year-over-year). While pre-pandemic trends saw the percentage of Canadian households in poverty slowly decreasing, the combined effects of the COVID economic slowdown and prices rising far faster than wages risk reversing this trend. While the limited resources of municipal governments make action more difficult than for their provincial and federal counterparts, there are still options for poverty reduction, and the provision of good public transit is one of them. Page 1409 of 1510 Investment in public transit should be seen as precisely that: investment. A U.S. study of public transportation systems in Silicon Beach, CA; Austin, TX; and Durham, NC found that investments in public transit paid off in economic activity at a 2:1 ratio. A 2013 study found that the agglomerating effects alone of public transit yielded returns of $1.5 million to $1.8 billion per year, depending on the size of the community. Municipal governments already make investments that do not deliver nearly as great a return as public transit will. Niagara should not turn down the opportunity to fund this significant driver of economic growth. We have heard nothing but enthusiasm for this plan, which is the result of lengthy community consultations and reflects the needs of the community as best they can be met. Most feel it is long-overdue. We urge you to heed the wishes of Niagara’s residents and give this plan your support. Michael Ras Chair, Government Affairs Council Clayton Letourneau Chair, NEXTNiagara Council Adam Durrant Chair, Non-Profit Council Grace Eldajani Chair, Women in Niagara Council Mishka Balsom President & CEO, GNCC Page 1410 of 1510 December 1, 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: National Childcare Program Our Files: Dear Premier Ford, At its meeting held on November 15, 2021, St. Catharines City Council approved the following motion: “WHEREAS the province of Ontario has the most expensive childcare in the country, presenting a financial hardship for many families and a barrier for women’s full economic participation; and WHEREAS the $34 billion early learning and childcare spending commitment announced this year by the federal government will bring transformative change to childcare by lowering parent fees and expanding the supply of regulated not-for-profit and public childcare in this country; and WHEREAS the federal government has already reached childcare agreements with BC, Nova Scotia, Manitoba, Saskatchewan, Yukon Territory, PEI, Newfoundland and Labrador and Quebec; and WHEREAS the provisions of each agreement vary to some degree, but the majority of the jurisdictions have agreed to use the federal funds to: (a) lower parent fees by 50 per cent by the end of 2022 and to $10 a day by 2025-26 or sooner; (b) improve the wages and working conditions of early childhood educators, and (c) publicly fund the expansion of not-profit and public childcare; THEREFORE BE IT RESOLVED that the City of St. Catharines request that the provincial government take the necessary steps to work with the federal government on Page 1411 of 1510 a bilateral agreement to ensure the new national child care program be made available to Ontarians, and that it focuses on increased access, affordability, quality and responsiveness, all of which are essential to the COVID-19 pandemic response; and BE IT FURTHER RESOLVED that staff actively monitor federal developments and engage in provincial and regional discussions; and BE IT FURTHER RESOLVED that City Council request the City Clerk circulate Council's decision to other municipalities in Ontario, the Ontario Municipal Social Services Association and the Association of Municipalities of Ontario.” 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 :mb cc: Niagara Area MPPs Ontario Municipal Social Services Association Ontario Municipalities Association of Municipalities of Ontario, amo@amo.on.ca Page 1412 of 1510 A Great City … For Generations To Come CLERKS DEPARTMENT Inter-Departmental Memo To: Mayor James M. Diodati & Members of Council From: William Matson, City Clerk Date: December 7, 2021 Re: Legal Costs associated with unfounded Code of Conduct Complaints Staff have been requested to provide information to Council respecting reimbursing Members of Council for legal costs incurred in successfully defending themselves in complaints made against them under the City’s Code of Conduct. In consultation with the City Solicitor, as well as the City’s Integrity Commissioner’s office, Staff have only found one agency to date, the Durham District School Board that has such a policy. It provides reimbursement for actual legal and related costs incurred by a Member of the Board in defending a complaint against the Member under its Code of Conduct, up to a maximum of $5000, where the Integrity Commissioner concludes that there has been no contraventions of the Code. If Council wishes Staff to prepare such an amendment to the City’s Code of Conduct it can direct staff to do so. RECOMMENDATION: That Council provide some direction to Staff as to whether or not to proceed with providing further information regarding reimbursement of costs associated with legal fees incurred from unfounded Code of Conduct Complaints. Attach. IC-12533-0121 Annual Report Page 1413 of 1510 CLERKS DEPARTMENT Inter-Departmental Memo To:Mayor James M.Diodati &Members of Council From:William Matson,City Clerk Date:December 7,2021 Re:Notice of Decision —Niagara Compliance Audit Committee The Niagara Compliance Audit Committee was re-established for the 2018 Municipal Election,pursuant to the Municipal Elections Act,1996 (the “Act”).The committee is put in place to consider any applications it receives by electors for an audit of candidates’ election campaign finances. At its meeting held June 3,2019,after reviewing the submissions submitted by Bernie Villamil and Tefari Bailey (the “Applicants”),the Committee granted an application for a compliance audit of the election campaign finances of Dinah Lilia Mansour (the “Candidate”)with respect to the Candidate’s 2018 City of Niagara Falls mayoral campaign. Pursuant to Section 88.33(10)of the Act,the Committee was required to appoint an Auditor to conduct the compliance audit.As per a Regional RFP that had previously been conducted on behalf of all of the Local Area Municipalities,as well as the local School Boards,the firm of MNP (the “Auditor”)was used to carry out the requested audit in response to the decision of the 2018 Niagara Compliance Audit Committee. As per Section 88.33(16)of the Act,the municipality shall pay the auditor’s costs of performing the audit. The Auditor provided a final copy of the compliance audit report (the “Auditor’s Report”) to the Applicants,the Candidate,and to the City Clerk on October 29,2021.The City Clerk submitted the Auditor’s Report to the Committee on November 3,2021,within 10 days of receiving it,as required by the Act. The Committee then met on November 23,2021 to review and consider the Auditor’s matter is concluded.A copy of the Committee’s decision is attached.RECOMMENDATION:That the attached Notice of Decision of the Niagara ComplianceAuditCommitteebereabyCouncilforinformation.Attach.Notice of Decision — NCACAGreatCity For Generations To ComePage 1414 of 1510 NOTICE OF DECISION NIAGARA COMPLIANCE AUDIT COMMITTEE established under section 88.37 of the Municipal Elections Act, 1996, IN THE MATTER OF the Municipal Elections Compliance Audit Report submitted under section 88.33(12) of the Municipal Elections Act, 1996 in response to the Compliance Audit Committee’s decision issued under section 88.33(8) with respect to an application regarding candidate Dinah Lilia Mansour, submitted under section 88.33(1) of the Municipal Elections Act, 1996. AND IN THE MATTER OF the Niagara Compliance Audit Committee’s Procedures for the 2018 Municipal and School Board Elections, in accordance with section 88.37(6) of the Municipal Elections Act, 1996; Candidate: Dinah Lilia Mansour Applicants: Bernie Villamil & Tefari Bailey Meeting Date: November 23, 2021 @ 12:00 p.m. (noon) Meeting Location: City Hall, Council Chambers, 4310 Queen Street, Niagara Falls DECISION PURPOSE OF MEETING The purpose of the meeting was to consider the Municipal Elections Compliance Audit Report prepared by the consulting firm MNP, LLP, dated September 21, 2021, entitled “City of Niagara Falls Elections Compliance Audit”, (hereinafter “Report”). The Report is in response to a previous order from June of 2019 whereby the Niagara Compliance Audit Committee ordered the Clerk to engage the services of an auditor to conduct a compliance audit of the election campaign finances of Dinah Lilia Mansour, candidate for Mayor in the City of Niagara Falls in the 2018 Municipal Election, in accordance with the resolution of the Niagara Compliance Audit Committee to commence an audit. DECISION After considering the Report and subsection 88.33(17) of the Municipal Elections Act, it is the decision of the Compliance Audit Committee that the apparent contraventions outlined in the conclusion of the Report are de minimis in nature and that neither the public interest nor any municipal purpose would be served by commencing legal proceedings against the Candidate for the identified apparent contraventions. The Committee therefore does not authorize the commencement of such proceedings. The Committee hereby decides not to commence legal proceedings against the Candidate for an y apparent contraventions of Page 1415 of 1510 Notice of Decision Page 2 the provisions of the Municipal Elections Act, relating to election campaign finances. REASONS In making its decision, the Committee is cognizant of its role to ensure that municipal financial and other resources are deployed in the public interest or for some useful municipal purpose. It is not the role of the Committee to determine whether the apparent contraventions are in fact a contravention of the Act. The Committee does not dispute the Conclusions reached in the Report, namely the four (4) listed apparent violations of the Act below: i. that the original Financial Statements of the candidate understated the total expenses subject to the general spending limit; ii. that what appear to be additional contributions were identified and not reported; iii. that there were expenses incurred for the Campaign but not paid through the candidates election campaign account; and iv. that records were not kept for every expense including receipts obtained for each expense. However, the total expenses subject to the general spending limit was found to be substantially under the $10,000.00 expenditure level requiring the original audit and thus not in violation of section 88.25(8) of the Act. The evidence presented in the Report, or lack thereof, may be problematic when considering commencing a legal proceeding. The public interest would not be well served by a legal proceeding. Any remedy sought by the applicants, would be appropriately sought outside of this process. The Committee is of the view that the process that has unfolded has highlighted the financial responsibilities of a municipal election candidate and the need to properly manage campaign finances as outlined in the Municipal Elections Act. The penalties listed in section 88.23(2) of the Act whereby a candidate who is in default for not filing a financial statement, is ineligible to be elected or appointed to any office until the next regular election has taken place, does NOT apply in this instance, despite the apparent contraventions mentioned in the Report. For the reasons set out in this Notice of Decision, it is the Committee’s decision that it is not in the public interest to commence a legal proceeding against the Candidate for t he apparent contraventions of the Act relating to election campaign finances. Page 1416 of 1510 Notice of Decision Page 3 ISSUED by the Niagara Compliance Audit Committee, at Niagara Falls, Ontario, on November 23, 2021. Compliance Audit Committee members: ________________________ Robert Ciarlo, Chair (Grimsby) _____________________ ________________________ John Bald (Niagara Falls) Dinesh Parakh (Niagara Falls) Page 1417 of 1510 Page 1418 of 1510 Page 1419 of 1510 .25:o>9:5«oz.30:o>ans?m:__o.r.m¢o_um._cnE3wuE_._UI>3rcmwouwE_._o m._mmm_z.6EmaaoumwE_.u ._Sum.__n_ :mE_OEwan. .>_m._mu:_m .:o_um..E£:__m:o_uumm._:_om:._omcozmmzc >:m26;:o>E39:mmwm.wmm.momum._Bm::u._o8m>_umbm_:_Eum._:o.m:m>BmSam33:8«mama .m_:ummucm£3mm:_::EEou39. 3:o_m.u._E._:oucm23>9:$325Em._moESo352»w>m::o>5&3ucmmucmum?mmmay__m.8 m._Buw._=uyoEmonewaaoumwE:u2:hotmswsco:o>v_cm_tB>:::tonEom_£$88$___om_mu_:o>>_ .._mw>:89:mctzum._mmm_z96Smaao?mE_53mcozzabcouEmuc_:m_m mums.m>mcoEsm_m:E>_u:_ho_mnE::mmucmoum.ucm_t:o_>_?maaoummE_..uv_._mE9mmctm?mu um:_o_:_um.co_._Em?c?w23umNmom.3>._m::£.>mvm._:r_._.co.E.aom_~um:o_Emuw._2.2am9.3:... 2:o>m._:_2__.6w._:mmm_a9:w>m; __m._mmm_zwem._m.EBmmE_.u.6._.Eu2:.EEuumNo_._muhotmsmn:0 .mE._otm_am_umEE08._w£oucmBa:25m._m.E3mmE_._u2:commmmE_ wfmczmoaSco:_E.mEm_uwE2:3E969:we2%.mo§amSn_:m_uucm>:oEm._mum:_m_Emm... 50>ucmtmm__wan3mmE:uB3>_§5§aem>m:B9:.2:2595\>:..::mCov_mm:sGE9:m:_._:o .«C0>m2:wc?cmtmmama2,:nom._mnEmE ._Ou—mH_v_m:u0F_:_HCQEDUOU9:*0>QOUmuw_u:_o:>>w>>ucmNNON.m>._m::m_.CO£u:O_>_EoaaoumwE_._U .6.._u::m__m_u_toOwmm:_._m£mu.um:_mucm._uEou?smcmumco:mEm_uoa9:>m_am:uom_mOH0&0:.50m_u_ .£:o_>_2¢&Bm oE:um_EmscmaE5u__n:a2:u:_Em._BmEmm_.2,Em>u25.8mmm._m>oum_um_>_.H~o~.o~._mnEmuwo ucmOH._wnEmumn_cmwzzwn:o>5..Em_:m>:8:o:muo_ucmmE_..mumEwenm._maaBmoE_._ume:3 mm>_..2cmmEn_m._9:o:mEm_uo.a9:hoco:2:wmm._n_._:o>sa?mouozaBm=omE_8o_9:w:>:____2,m>> .>._m::ma mctzum:_u__:n_ma_u_::E..:o>wu_?:omm:m._w.EBmmE_C2:m:_>c>3new.._o:mEm_uo.Em53> >:c:EE8._:o>:_:Eo_>_m._wna9mmE:umm_um_>>o5_um>.E02:8_._o>:uBm_um._.EmmaE203: .£:o_>_Emanoumw:.__.umm25.59:he3:3._m£otammumcmuEum~_:mouo._m_-o~>._m::£«E: .258._:o>.6m._wnEmEucm:o>mm_>vmBEm._mo._nBwaaoumwE_.um.m._mmm_z.6tmgwncom:E.:sEm. Em._mmo eam~._ zoasemmgz ummbmmcwmadOHM? S8.w§_Ew>oz._o>m_>_._...%o_n_A..__>_ mo.m._mmm_:m._onE3mmE_._u.>>2<s 8%-w8_.m865.5.”.mm%em_.“.”%%N:Esa A_+.m2EU Page 1420 of 1510 1 Heather Ruzylo To:Bill Matson Subject:RE: Noise Bylaw Relief for Vicinity of 8120 Beaverdams - Sir John Henry Newman Catholic Elementary School From: Sven Lavado Sent: Thursday, December 2, 2021 1:37 PM To: billmatson@niagarafalls.ca Cc: Andy <andrew@goodmenroofs.ca>; Hugo Oliveira <hugo@goodmenroofs.ca> Subject: Noise Bylaw Relief for Vicinity of 8120 Beaverdams - Sir John Henry Newman Catholic Elementary School Dear Mr. Matson, Thank you for your courtesy in replying to my outreach yesterday with regards to being granted temporary relief for the Noise Control Bylaw No. 2004-105 of the Corporation of Niagara Falls. Attached is an image of the work-site in question (credit to Google Earth), namely the Sir John Henry Newman Catholic Elementary School located at 8120 Beaverdams Road. I provide that image to demonstrate the close proximity of the school to residential properties directly adjacent to the work-site where we are completing a roof replacement to a failed roof that would constitute an emergency situation due to water infiltration resulting in mold and potential health issues for building users. Due to the nature of the work, involving hot asphalt and other open flame, the only safe times to work on the project are after school has ended for the day and on weekends, either of which would cause “after hours” noise from any of the following equipment: 1. Leaf blowers – used to dry any wet roof areas and move other detritus. 2. Roof kettle – used for heating asphalt to equiviscous temperature appropriate for application. Noise results from the liquid propane heater as well as the engine used to pump the asphalt to the roof level. 3. Gravel spreaders – small engine noise. 4. Roof hoist – small engine noise. We anticipate a total of approximately 7 working days to complete the work, and are targeting completion prior by the end of the month. Please let me know what additional information you may need. Sincerely, Sven Lavado Goodmen Corporation Roofing and Sheet Metal Division Page 1421 of 1510 2 246 Brockport Dr. Unit 25 Etobicoke, ON M9W 6W2 Cel: 416-605-5093 Tel: 1-888-766-7735 www.goodmenroofs.ca sven@goodmencorp.ca 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 1422 of 1510 Page 1423 of 1510 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 December 3, 2021 CL 21-2021, November 18, 2021 BRCOTW 5-2021, November 4, 2021 CSD 67-2021, November 4, 2021 LOCAL AREA MUNICIPALITIES SENT ELECTRONICALLY RE: Report CSD 67-2021 – 2022 Budget – Waste Management Services Operating Budget and Rate Requisition Regional Council, at its meeting of November 18, 2021, approved the following recommendation of its Budget Review Committee of the Whole: That Report CSD 67-2021, dated November 4, 2021, respecting 2022 Budget- Waste Management Services Operating Budget and Requisition, BE RECEIVED and the following recommendations BE APPROVED: 1. That the 2022 Waste Management Services net operating budget increase of $2,246,285 or 5.54% inclusive of mitigations and reserve funding BE APPROVED; 2. That the 2022 Waste Management Services gross operating budget of $69,306,516 and net budget of $42,813,049 as per Appendix 4 of Report CSD 67-2021, BE APPROVED; 3. That the net budget amount of $42,813,049 BE APPORTIONED between the local municipalities in accordance with the methodology approved in PWA 55-2011, as per Appendix 2 of Report CSD 67-2021; 4. That the necessary by-laws BE PREPARED and PRESENTED to Council for consideration; and 5. That a copy of Report CSD 67-2021 BE CIRCULATED to the Local Area Municipalities. A copy of Report CSD 67-2021 and By-law 2021-89 are enclosed for your information. Yours truly, Ann-Marie Norio Regional Clerk CLK-C 2021-180 Page 1424 of 1510 Distribution List: H. Chamberlain, Director, Financial Management & Planning/Deputy Treasurer T. Harrison, Commissioner, Corporate Services/Treasurer K. Beach, Executive Assistant, Commissioner, Corporate Services Page 1425 of 1510 CSD 67-2021 November 4, 2021 Page 1 Subject: 2022 Budget-Waste Management Services Operating Budget and Requisition Report to: Budget Review Committee of the Whole Report date: Thursday, November 4, 2021 Recommendations 1. That the 2022 Waste Management Services net operating budget increase of $2,246,285 or 5.54% inclusive of mitigations and reserve funding BE APPROVED; 2. That the 2022 Waste Management Services gross operating budget of $69,306,516 and net budget of $42,813,049 as per Appendix 4 of Report CSD 67-2021, BE APPROVED; 3. That the net budget amount of $42,813,049 BE APPORTIONED between the local municipalities in accordance with the methodology approved in PWA 55-2011 as per Appendix 2 of Report CSD 67-2021; 4. That the necessary by-laws BE PREPARED and PRESENTED to Council for consideration; and 5. That a copy of this Report BE CIRCULATED to the Local Area Municipalities. Key Facts • The proposed Waste Management Service (WMS) net budget represents an approximately $2.2 million increase, or 5.54% over 2021 as shown in Appendix 1. • The 2022 Budget Strategy increase of 9.9% has been mitigated to 5.54% by using increased reserve draws resulting from the forecasted 2021 surplus attributed to higher than budgeted recycling commodity prices and as part of a longer term strategy that considers long-term budget impacts from extended producer responsibility regulations beginning in 2024. • Assessment growth for Niagara Region and Area Municipalities has not been finalized; however, estimated assessment growth by municipality is summarized in Appendix 2. The Region’s year-to-date overall assessment growth (as of October 18, 2021) is 1.36% for 2021, resulting in the net requisition increase to be approximately 4.18% (5.54% less 1.36%) with an average typical residential impact of $6.85 per year. Page 1426 of 1510 CSD 67-2021 November 4, 2021 Page 2 ______________________________________________________________________ • The net requisition amount has been allocated in accordance with the methodology approved in PWA 55-2011. The impacts by municipality in Appendix 3 are affected by the budget increase as well as growth in households and the enhanced services (as requested and selected by each Local Area Municipality (“LAM”)). Financial Considerations Current Year The gross budget proposed for 2022 totals $69.3 million with a net budget of $42.8 million, which is an approximately $2.2 million or a 5.54% increase over 2021 as outlined in Appendix 1. A significant driver of the annual increase remains the new collection contract for which 2021 was the first full year. A landfill operations contract, which came in approximately $1M over budget as well as an expansion of the current compost processing contract with Walker Industries are also major drivers in the 2022 proposed budget. The proposed 2022 budget also includes increases as a result of reintroducing budget mitigation measures from 2021. As part of the multi-year mitigation strategy for the new collection contract, staff are recommending use of stabilization reserve funding of $2.4 million as part of the 2022 budget. A schedule providing the revenues and expenditures for 2021 and 2022 is included as Appendix 4. This appendix includes the 2021 budget and the 2022 budget including the percentage change for comparison. Multi-Year Forecast As can also be noted in Appendix 1, the multi-year collection contract strategy includes proposed stabilization reserve funding for the 2023 budget totaling $4.0 million. This additional reserve funding mitigation strategy is possible due to the anticipated changes to occur in 2023 to WMS operations. Staff are recommending leveraging the net savings to be realized by Niagara Region as part of the Material Recovery Facility (MRF) opportunity review in 2023 and transition to extended producer responsibility slated to take place on January 1, 2024. After transition to extended producer responsibility, municipalities will no longer have financial or operational control of the residential Blue Box Program and producers (brand holders or first importers of any paper, packaging, or packaging-like product managed through the Blue Box Program) will be accountable for all costs associated Page 1427 of 1510 CSD 67-2021 November 4, 2021 Page 3 ______________________________________________________________________ with collection, haulage and processing of the material. The key assumptions affecting the multi-year are as follows: • 2023 – Anticipated reduction in operating expenditure and revenue associated with the MRF opportunity review and divestiture. One year temporary reduction in capital reserve contribution as discussed in greater detail under the Analysis section of this report as part of the multi-year rate mitigation strategy. Waste management stabilization reserve funding estimated at $4.0 million for the year. • 2024 – Further reduction in operating expenditures for the collection contract as a result of the completed transition to extended producer responsibility, with a corresponding reduction in Resource Productivity & Recovery Authority revenue. • 2025 – Anticipated additional contributions to the waste capital reserve of $3.0 million and stabilization reserves of $3.2 million as part of the reserve replenishment strategy. • 2026 – Operations anticipated to be relatively stable in 2026 and onwards in comparison to prior years. The 2025 base transfer to reserves are maintained. To better detail the anticipated impacts of the extended producer responsibility transition on Niagara Region, staff have prepared a multi-year forecast to 2026, which has also been included as part of Appendix 1. The forecast reflects annual increases of 5.54% for 2022, 5.50% for 2023, 1.97% for 2024, 2.00% for 2025 and 2.00% for 2026. There are many assumptions and unknowns included in these forecasts and therefore staff will reevaluate the long term strategy each year until all the extended producer responsibility transitions decisions are complete to ensure that we moderate rate impacts while also being mindful of reserve impacts. Analysis The 2022 WMS budget represents an increase of 5.54% over the approved 2021 net operating budget. In Table 1, the increases/pressures for 2022 are $5.2 million before recommended mitigation measures totaling $2.9 million. Page 1428 of 1510 CSD 67-2021 November 4, 2021 Page 4 ______________________________________________________________________ Table 1 – Summary of Proposed Waste Management Budget with Pressures and Mitigations (‘000) Waste Management 2022 Budget Summary Total $ Total % 2021 Net Requisition 40,567 Gross Increase/Pressures 5,178 Operating Subtotal 45,745 12.8% Mitigations (2,819) COVID-19 Costs Funded from Reserve (113) Net Operating Increase 2,246 2022 Net Requisition 42,813 5.54% Increases/Pressures/Mitigation The budget strategy proposed a 9.9% increase; however, this increase has been mitigated by using additional reserve draws for 2022 due to the projected 2021 surplus associated with commodity revenues and as part of a longer term strategy that takes into consideration the future divesture of recycling operations. Recommended reserve mitigations reduce the increase as much as possible without introducing risk in the future years due to lack of available reserves. Through the use of reserves, the overall budget increase of 12.8% or $5.2 million from 2021 to 2022 has decreased to 5.54% or $2.2 million as identified in Table 1. Approximately 48% ($33 million) of the gross budget is related to the waste collection followed by 26% ($18 million) for waste diversion, 20% ($14 million) for disposal operations and processing, with the remaining 6% ($5 million) of the budget for administration, policy and planning. As much of the program is delivered through partnerships with private service providers, 82% of the operating-related costs (before capital financing and business support) are in the form of outsourced costs (alternative service delivery) and are subject to contract escalations and conditions. Of total expenses, only approximately 3% are considered discretionary. The pressures in operations that contributed to the net operating increase before mitigations are comprised of the following: • $1.9 million increase from $5.6 million to $7.5 million for landfill/ recycling/ composting services due to new contracts (based on tender process) and increase in processing volumes. Page 1429 of 1510 CSD 67-2021 November 4, 2021 Page 5 ______________________________________________________________________ • $1.4 million or 4% increase in collection contract due to annual increases (CFI, fuel, household increases) associated with base and enhanced collection services. Increased from $30.9 million to $32.2 million. • $1.0 million decrease in use of stabilization reserve funding from 2021. The 2020 budget proposed a three-year mitigation plan to assist in phasing in the increased costs of the new collection contract. The 2022 budget recommends Waste Management Stabilization reserve funding to mitigate the 2022 budget be reduced from $3.4 million to $2.4 million. • $0.5 million decrease from $1.3 million to $0.8 million in garbage bag tag revenue, as projected sales did not materialize in 2021 due to impacts of every- other-week waste collection. • $0.3 million or 8% increase in labour-related expenditures net of $0.1 million of reserve funding for the temporary staff to assist with the transition to extended producer responsibility. The wage and benefit pressure is $0.1million and the balance relates to the addition of students that were removed in 2021 to mitigate rate increases and the addition of a new part-time position to assist with waste exemption application which have seen an increase of 400% over prior years. • $0.3 million increase for bin exchange program purchases from $0.4 million to $0.7 million. As part of the 2021 budget mitigation measures, the Region canceled the bin exchange program but was later reinstated through a budget amendment. • $0.2 million increase in consulting services (net of one-time reserve funding for waste management strategy) from $0.3 million to $0.5 million required to undertake a study to address disposal needs for excess soils and carry out waste composition audits at various multi-residential properties to provide baseline data for transition to extended producer responsibility. • $0.2 million increase from $0.2 million to $0.4 million to promotion and education budget as a result of communications for long-term strategic plan, printing and delivery of collection guide and green bin campaign. The pressures noted above were partially offset by positive variance which are comprised of the following: • $3.5 million increase in end market revenue excluding Waterloo and Haldimand contracts from $5.1 million to $8.6 million due to projected increase in 2022 material rates based on year-to-date 2021 actuals and projected trends in 2022. • $0.5 million net increase in recycling revenue after purchases for Haldimand and Waterloo contracts based on trending of recycling commodity prices. The mitigations to the 2022 budget are $2.8 million and are comprised of the following: Page 1430 of 1510 CSD 67-2021 November 4, 2021 Page 6 ______________________________________________________________________ • Net stabilization reserve funding as noted previously. • $0.06 million in one-time reserve funding for additional funding for the long-term strategic plan, temporary staff to support extended producer responsibility and reimbursement to correct an enhanced service cost error that was part of the 2021 requisition. Reserve Management The operating budget includes a $4.1 million transfer to capital reserves, which is split between Landfill Liability Reserve ($2.3 million) to fund the liability related to closed landfills and the Waste Capital Reserve ($1.8 million) to fund open landfill sites and MRF capital. The reserve contributions follow the methodology set through CSD 70- 2017. As previously identified in Appendix 1, 2022 funding from the WMS stabilization reserve totalling $2.4 million is proposed to mitigate the impacts of the collection contract increases. The reserve funding is part of a multi-year strategy, which was originally presented with the 2020 budget deliberations. In 2023, there is inadequate stabilization reserve to meet the multi-year mitigation strategy; therefore, staff are also proposing that for 2023, the capital reserve contributions be decreased to $1.1 million but reinstated in 2024 with an additional top up in 2025 as noted in Appendix 1. Also as noted in Appendix 1, the WM stabilization reserve balance will be reduced to near zero by the end of 2023 but will be replenished in future years as a result of budgetary savings associated with the transition to extended producer responsibility. This approach does have risk, as there will be no stabilization funding available in the future to mitigate one-time pressures, therefore contributions to the stabilization reserve will be evaluated each year. In the absence of reserve balances to fund year-end deficits, increases to future budgets will be required. The current multi-year budget includes $3.2 million in 2024 and $3.3 million in 2025 to replenish the stabilization reserve. COVID-19 Impacts Staff have identified $0.1 million in COVID-19 related expenditures that will be funded from any remaining Safe Restart funding or Waste Management stabilization reserves in the absence of external funding. These amounts primarily relate to enhanced cleaning and social distancing measures for Regional staff. Page 1431 of 1510 CSD 67-2021 November 4, 2021 Page 7 ______________________________________________________________________ 2022 Waste Management Requisition The net requisition amount will be allocated in accordance with the methodology approved in PWA 55-2011. As such, base WMS costs will be apportioned based on the 2020 percentage of residential units in each municipality, while the enhanced collection services and associated disposal costs will be apportioned to the requesting municipalities. The year-over-year increase in requisition amount by municipality before assessment growth equates to an increase ranging from 4.62% to 8.74% with an average increase of 5.54%, as outlined in Appendix 2. The net requisition changes by municipality after year-to-date assessment growth (as at October 18, 2021) of 1.36% ranges from 3.29% to 5.35%. This range is the result of the differences in household growth between local area municipalities as well as net assessment growth. The WMS levy is collected as a special levy with the Region establishing the tax rates for each municipality (with the exception of Niagara on the Lake). Note that these are average impacts and the actual impact will vary on each individual property based on year-over-year assessment change relative to the average assessment change attributed to growth. Appendix 3 provides the impacts of the WMS requisition for 2022 in comparison to 2021 on a cost per typical residential unit basis by area municipality. The 5.54% increase on the budget will impact the average residential property from $4.11 to $8.78 annually depending on the municipality (average impact of $6.85 per year). Waste Management staff, in consultation with Finance staff, are reviewing the allocation methodology utilized for the WMS requisition between area municipalities. The current methodology was reaffirmed by Council in 2011 and has not been reviewed since that time. As part of the review, staff will engage the local area municipalities and review relevant legislation to determine if there is a need to amend the current methodology. No change is proposed for 2022. Risks & Opportunities The proposed budget, like any budget, has a number of risks, as well as opportunities, which include: Page 1432 of 1510 CSD 67-2021 November 4, 2021 Page 8 ______________________________________________________________________ • Recycling Commodity Prices –The market for commodities fluctuates. The 2022 commodity process are based on current market trends. • Uncertainty around the Waste Free Ontario Act and the transition to extended producer responsibility and the impacts on the recycling facility. • Other Price Risks – the collection contract with the private sector contains a number of contract adjustments related to fuel prices and CPI. If these factors exceed the forecast, that could have a material impact on the budget. • Counterparty risk related to the waste collection contract for services that represents 47% of WMS’s 2022 total gross operating costs. • Reserve mitigation – utilization of the Waste Management Stabilization Reserve to phase-in the pressure from the new collection contract that started in October 2020. This is projected to decrease the reserve to a balance of $0.7 million by the end of 2023. This may limit staff’s ability to mitigate budget pressures as they arise (i.e. decreased end-market revenues) and could therefore result in increased pressure on future year budgets. Alternatives Reviewed None. Relationship to Council Strategic Priorities The 2022 WMS budget supports responsible growth and infrastructure planning and supports Council’s objective of environmental sustainability and stewardship. Other Pertinent Reports PWA 55-2011 – Waste Management Services Financing Study CSD 70-2017 – Waste Management Reserve Strategy WMPSC-C 33 – 2018 Waste Management Tipping Fees PW 61-2019 – Base Level Service for Waste Management Collection Contract PW 65-2019 – Confidential – Pricing of Successful Proponents and Review of Optional Services for WM Collection Contract Page 1433 of 1510 CSD 67-2021 November 4, 2021 Page 9 ______________________________________________________________________ ________________________________ Prepared by: Helen Chamberlain, CPA, CA Director, Financial Management & Planning/Deputy Treasurer Corporate Services _______________________________ Recommended by: Todd Harrison, CPA, CMA Commissioner/Treasurer Corporate Services ________________________________ Submitted by: Ron Tripp, P.Eng. Chief Administrative Officer This report was prepared by Rob Fleming, Senior Tax & Revenue Analyst in consultation with Sara Mota, Program Financial Specialist and reviewed by Margaret Murphy, Associate Director, Budget Planning & Strategy and Catherine Habermebl, Director, Waste Management Services. Appendices Appendix 1 Extended Multi-Year Forecast Appendix 2 Proposed 2022 Requisition by Municipalities Appendix 3 2022 WM Requisition for Typical residential Property by Municipality Appendix 4 Waste Management Schedule of Revenues and Expenditures Page 1434 of 1510 CSD 67-2021 Appendix 1 November 4, 2021 Budget Summary 2021 2022 2023 2024 2025 2026 Total Operating 57,153 63,445 58,839 45,751 40,666 41,479 Business Support 1,575 1,712 1,728 1,851 1,888 1,926 Capital Transfer to Reserve & Debt Charges 4,146 4,149 1,190 4,188 7,272 7,417 Gross Budget 62,874 69,307 61,757 51,790 49,826 50,822 Less: Revenues -18,735 -23,562 -12,621 -5,954 -6,073 -6,194 Net Budget Requisition - Before Reserve Transfers 44,138 45,745 49,136 45,836 43,753 44,628 Percentage Change 3.64%7.41%-6.72%-4.55%2.00% COVID-19 Costs Funded from Reserve -126 -113 0 0 0 0 One-Time Reserve Funding 0 -385 0 0 0 0 New Collection Contract Mitigation (2020-2023) / Replenishment Strategy (2024-2026) -3,446 -2,434 -3,969 220 3,225 3,290 Net Budget Requisition – After Reserve Funding 40,567 42,813 45,167 46,056 46,978 47,918 Percentage Change 5.54%5.50%1.97%2.00%2.00% Reserve Projected 2021 YE Balance Projected 2022 YE Balance Projected 2023 YE Balance Projected 2024 YE Balance Projected 2025 YE Balance Projected 2026 YE Balance Waste Stabilization Reserve 7,463 4,581 612 932 4,257 7,647 Target Balance 6M to 9M 6M to 9M 6M to 9M 5M to 7M 4M to 6M 4M to 6M Mulit-year Budget Forecast 2022 to 2026 ($000) Waste Management Stabilization Reserve Projected Balances ($000) Page 1435 of 1510 CSD 67-2021 Appendix 2 November 4, 2021 Municipality 2021 Charges ($000) 2022 Requisition ($000) Increase/ (Decrease) ($000) Increase/ (Decrease) (%) Taxable Assessment Growth (%)** Net Increase/ (Decrease) (%) Fort Erie $ 3,083 $ 3,255 $ 172 5.59%2.24%3.35% Grimsby $ 2,231 $ 2,386 $ 154 6.91%1.56%5.35% Lincoln $ 1,854 $ 2,000 $ 146 7.88%2.88%5.00% Niagara Falls $ 7,953 $ 8,363 $ 410 5.16%1.41%3.75% Niagara-on-the-Lake*$ 1,758 $ 1,845 $ 87 4.94%0.94%4.00% Pelham $ 1,407 $ 1,504 $ 97 6.89%2.35%4.54% Port Colborne $ 2,042 $ 2,139 $ 98 4.79%0.73%4.05% St. Catharines $ 12,312 $ 12,880 $ 568 4.62%0.17%4.45% Thorold $ 1,736 $ 1,888 $ 152 8.74%5.45%3.29% Wainfleet $ 625 $ 655 $ 30 4.75%0.48%4.27% Welland $ 4,533 $ 4,803 $ 269 5.94%1.08%4.86% West Lincoln $ 1,031 $ 1,095 $ 63 6.13%1.54%4.60% Total $ 40,567 $ 42,813 $ 2,246 5.54%1.36%4.18% Notes: * NOTL assessment growth value on increase in residential units NOT CVA (as per NOTL requisition methodology). ** Total taxable assessment growth percentage of 1.36% represents Niagara actual growth for 2020 as of October 18, 2021 Municipality Residential Units 2021 Budget Residential Units 2022 Budget Increase/ (Decrease) Increase/ (Decrease) (%) Fort Erie 15,792 15,964 172 1.09% Grimsby 11,297 11,576 279 2.47% Lincoln 9,363 9,668 305 3.26% Niagara Falls 38,496 39,036 540 1.40% Niagara-on-the-Lake 8,711 8,793 82 0.94% Pelham 7,097 7,249 152 2.14% Port Colborne 10,313 10,346 33 0.32% St. Catharines 60,012 60,046 34 0.06% Thorold 8,608 8,982 374 4.34% Wainfleet 3,231 3,239 8 0.25% Welland 23,415 23,702 287 1.23% West Lincoln 5,462 5,547 85 1.56% Total 201,797 204,148 2,351 1.17% Change in Residential Units - 2022 Budget over 2021 Budget Proposed 2022 Requisition by Municipality Page 1436 of 1510 CSD 67-2021 Appendix 3 November 4, 2021 Municipality 2021 Final CVA1 2021 Final WM Tax Rate 2021 Final WM Taxes 2022 Draft CVA1 2022 Draft WM Tax Rate3 2022 Draft WM taxes Annual Increase/ (Decrease) ($) Annual Increase/ (Decrease) (%) Monthly Increase/ Decrease ($) Fort Erie 216,145 0.00071936 $ 155.49 216,145 0.00074217 $ 160.42 $ 4.93 3.17%$ 0.41 Grimsby 400,088 0.00042417 $ 169.71 400,088 0.00044611 $ 178.48 $ 8.78 5.17%$ 0.73 Lincoln 364,773 0.00044543 $ 162.48 364,773 0.00046667 $ 170.23 $ 7.75 4.77%$ 0.65 Niagara Falls 262,988 0.00054682 $ 143.81 262,988 0.00056582 $ 148.80 $ 5.00 3.47%$ 0.42 2Niagara-on-the-Lake Pelham 364,292 0.00048218 $ 175.65 364,292 0.00050332 $ 183.36 $ 7.70 4.38%$ 0.64 Port Colborne 207,501 0.00092220 $ 191.36 207,501 0.00095832 $ 198.85 $ 7.49 3.92%$ 0.62 St. Catharines 259,643 0.00069068 $ 179.33 259,643 0.00072096 $ 187.19 $ 7.86 4.38%$ 0.66 Thorold 228,358 0.00060894 $ 139.06 228,358 0.00062692 $ 143.16 $ 4.11 2.95%$ 0.34 Wainfleet 273,324 0.00059993 $ 163.98 273,324 0.00062529 $ 170.91 $ 6.93 4.23%$ 0.58 Welland 214,079 0.00079307 $ 169.78 214,079 0.00083032 $ 177.75 $ 7.97 4.70%$ 0.66 West Lincoln 323,030 0.00047179 $ 152.40 323,030 0.00049298 $ 159.25 $ 6.85 4.49%$ 0.57 Notes: 1 2021 and 2022 average CVA based on average value from 2020 tax policy study. No change from 2020 to 2022 as a result of Provincial delay of new assessment cycle. 2 NOTL charge to residents based on fixed household amount as determined by the Town. 3 2022 draft WM rates based on 2022 tax policy (except discount factors), 2022 draft requisition amounts and 2022 estimated returned roll assessment values. 2022 WM Requisition For Typical Residential Property by Municipality Page 1437 of 1510 CSD 67-2021 Appendix 4 November 4, 2021 2022 Waste Management Schedule of Revenues and Expenditures by Object of Expenditure Object of Expenditure 2021 WMS Budget Total ($) 2022 WMS Budget Total ($) Total Variance ($) Combined Variance (%)Note A_40000AB Compensation 3,574,470 3,994,881 420,411 11.8%(1) A_41000AB Administrative 742,484 1,363,955 621,471 83.7%(2) A_44000AB Operational & Supply 49,749,724 54,969,582 5,219,858 10.5%(3) A_50000AB Occupancy & Infrastructure 1,620,477 1,557,301 (63,176)(3.9%) A_52000AB Equipment, Vehicles,Technology 1,150,164 1,180,084 29,920 2.6% A_56000AB Partnership, Rebate, Exemption 196,178 224,658 28,480 14.5% A_75100AC Transfers To Funds 4,135,500 4,135,500 0 0.0% A_60000AC Allocation Between Departments 119,341 154,473 35,132 29.4% Gross Expenditure Subtotal 61,288,339 67,580,435 6,292,096 10.3% A_30000AB Taxation (40,566,764)(42,813,047)(2,246,283)5.5% A_32400AB By-Law Charges & Sales (12,269,077)(17,051,374)(4,782,297)39.0%(4) A_34950AB Other Revenue (6,466,388)(6,510,449)(44,061)0.7% A_75000AC Transfers From Funds (3,571,710)(2,931,646)640,064 (17.9%)(5) Gross Revenue Subtotal (62,873,938)(69,306,516)(6,432,576)10.2% Net Expenditure (revenue) before indirect allocations A_70000AC Indirect Allocation A_70200AC Capital Financing Allocation (1,585,599) 1,507,622 77,977 (1,726,081) 1,602,385 123,697 (140,482) 94,763 45,720 8.9% 6.3% 58.6% Allocation Subtotal 1,585,599 1,726,081 140,482 8.9% Net Expenditure (revenue) allocations after indirect 0 0 0 0 Notes: (1)Includes reintroducing staffing mitigation measures that were part of the 2021 budget for the purposes of COVID-19 as well as inclusion of temporary staff for end producer responsibility support (to be funded from reserves) of $0.4M. (2)Includes increases for consulting services required to complete waste management strategy; additional consulting to undertake soil study and mixed-residential waste audits of $0.4M (Net $0.2M after reserve funding), promotion and education expenditure of $0.2M. (3)Includes pressures related to the landfill/recycling/composting services $1.9M, new collection contract of $1.4M, recycling purchases of $1.3M, bin purchases of $0.3M. (4)Includes increased end market recycling revenue of $5.2M and decreased bag tag revenue of $0.5M. (5)Includes proposed stabilization reserve mitigation measure of $2.4M for 2022 less one-time stabilization reserve draw in 2021 of $3.4M. Page 1438 of 1510 Page 1439 of 1510 Page 1440 of 1510 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 December 3, 2021 CL 21-2021, November 18, 2021 BRCOTW 5-2021, November 4, 2021 CSD 68-2021, November 4, 2021 LOCAL AREA MUNICIPALITIES SENT ELECTRONICALLY RE: Report CSD 68-2021 – 2022 Budget – Water and Wastewater Operating Budget, Rate Setting and Requisition Regional Council, at its meeting of November 18, 2021, approved the following recommendation of its Budget Review Committee of the Whole: That Report CSD 68-2021, dated November 4, 2021, respecting 2022 Budget- Water and Wastewater Operating Budget, Rate Setting and Requisition, BE RECEIVED and the following recommendations BE APPROVED: 1. That the 2022 Water & Wastewater net operating base budget increase of $2,508,401 (or 2%) for Operating plus $3,950,509 (or 3.15%) for Capital Financing over the 2021 operating budget BE APPROVED in accordance with the Safe Drinking Water Act (SDWA) Financial Plan; 2. That the 2022 Water Operations gross operating budget of $48,895,951 and net budget in the amount of $48,517,726 for the Water Budget, Rates and Requisition BE APPROVED; 3. That the proposed fixed water requisition shown in Table 3 of Report CSD 68-2021, based on 25% of the Region’s water net operating budget for the year and divided by 12 to determine the monthly charge, to be billed to each of the serviced Local Area Municipalities starting January 1, 2022, apportioned based on their previous three year’s average water supply volumes, BE APPROVED; 4. That the Region’s proposed 2022 variable water rate of $0.636, shown in Table 4 of Report CSD 68-2021, to be effective January 1, 2022 and calculated by taking 75% of the Region’s water net operating budget and dividing by the estimated supply volume, to be billed on a monthly basis to each serviced Local Area Municipality based on the previous month’s metered flows, BE APPROVED; 5. That the 2022 Wastewater Operations gross operating budget of $86,535,117 and net budget in the amount of $83,341,487 for the Wastewater Budget, Rates and Requisition BE APPROVED; Page 1441 of 1510 6. That the proposed 2022 fixed wastewater requisition as shown in Table 5 of Report CSD 68-2021, based on 100% of the Region’s net operating budget for the year and divided by 12 to determine the monthly charge, to be billed to each of the Local Area Municipalities starting January 1, 2022, apportioned based on their previous three year’s average wastewater supply volumes, BE APPROVED; 7. That the 2022 wastewater monthly bills INCLUDE the reconciliation for the 2020 net requisition allocation based on actual wastewater flows versus the estimated flows, as shown in Table 6 of Report CSD 68-2021; 8. That the necessary by-laws BE PREPARED and PRESENTED to Council for consideration; and 9. That a copy of Report CSD 68-2021 BE CIRCULATED to the Local Area Municipalities. A copy of Report CSD 68-2021 and By-laws 2021-90 and 2021-91 are enclosed for your information. Yours truly, Ann-Marie Norio Regional Clerk CLK-C 2021-181 Distribution List: H. Chamberlain, Director, Financial Management & Planning/Deputy Treasurer T. Harrison, Commissioner, Corporate Services/Treasurer K. Beach, Executive Assistant, Commissioner, Corporate Services Page 1442 of 1510 CSD 68-2021 November 4, 2021 Page 1 Subject: 2022 Budget-Water and Wastewater Operating Budget, Rate Setting and Requisition Report to: Budget Review Committee of the Whole Report date: Thursday, November 4, 2021 Recommendations 1. That the 2022 Water & Wastewater net operating base budget increase of $2,508,401 (or 2%) for Operating plus $3,950,509 (or 3.15%) for Capital Financing over the 2021 operating budget BE APPROVED in accordance with the Safe Drinking Water Act (SDWA) Financial Plan; 2. That the 2022 Water Operations gross operating budget of $48,895,951 and net budget in the amount of $48,517,726 for the Water Budget, Rates and Requisition BE APPROVED; 3. That the proposed fixed water requisition shown in Table 3 of Report CSD 68-2021, based on 25% of the Region’s water net operating budget for the year and divided by 12 to determine the monthly charge, to be billed to each of the serviced Local Area Municipalities starting January 1, 2022, apportioned based on their previous three year’s average water supply volumes, BE APPROVED; 4. That the Region’s proposed 2022 variable water rate of $0.636, shown in Table 4 of Report CSD 68-2021, to be effective January 1, 2022 and calculated by taking 75% of the Region’s water net operating budget and dividing by the estimated supply volume, to be billed on a monthly basis to each serviced Local Area Municipality based on the previous month’s metered flows, BE APPROVED; 5. That the 2022 Wastewater Operations gross operating budget of $86,535,117 and net budget in the amount of $83,341,487 for the Wastewater Budget, Rates and Requisition BE APPROVED; 6. That the proposed 2022 fixed wastewater requisition as shown in Table 5 of Report CSD 68-2021, based on 100% of the Region’s net operating budget for the year and divided by 12 to determine the monthly charge, to be billed to each of the Local Area Municipalities starting January 1, 2022, apportioned based on their previous three year’s average wastewater supply volumes, BE APPROVED; Page 1443 of 1510 CSD 68-2021 November 4, 2021 Page 2 ______________________________________________________________________ 7. That the 2022 wastewater monthly bills INCLUDE the reconciliation for the 2020 net requisition allocation based on actual wastewater flows versus the estimated flows, as shown in Table 6 of Report CSD 68-2021; 8. That the necessary by-laws BE PREPARED and PRESENTED to Council for consideration; and 9. That a copy of Report CSD 68-2021 BE CIRCULATED to the Local Area Municipalities. Key Facts • The proposed Water net budget represents a $1.9 million increase, or 3.99% over 2021; the proposed Wastewater net budget represents a $4.6 million increase, or 5.84% over 2021, for a combined Water & Wastewater Budget increase of 5.15% as shown in Table 1. • Staff have reinstated the Safe Drinking Water Act (SDWA) Financial Plan annual increase of 5.15%, inclusive of enhanced capital financing of 3.15%, aligning with the 2022 Budget Planning Strategy. • Incorporated in the base operating 2% increase for the 2022 operating budget is the additional requirement for debt servicing cost associated with the increased to the South Niagara Falls Wastewater treatment facility project. This has been accommodated with a reduction in the transfer to the capital reserve which will be re- established through future commitments to the 5.15% increase in accordance with the SDWA Financial Plan. • The requisition methodology conforms to Councils approved cost recovery methodology from 2011, which was reaffirmed through report CSD 61-2015, on July 2, 2015. The methodology apportions to the LAMs water at 75% variable rate and 25% as a fixed component and wastewater 100% fixed. • The proposed variable water rate is increased to $0.636 (2021 = $0.611) attributed to the budget increase with no projected change in water flows for 2022. Financial Considerations The Water and Wastewater Division’s proposed 2022 net budget amount of $131.9 million represents a $6.5 million net increase or 5.15% (2% for base operating and 3.15% for enhanced capital financing) from the 2021 budget, as shown in Table 1. The total net cost related to the Wastewater program is $83.3 million, representing a net increase of $4.6 million, or 5.84% from 2021. The remaining $48.5 million relates to the Page 1444 of 1510 CSD 68-2021 November 4, 2021 Page 3 ______________________________________________________________________ Water program, which has increased by $1.9 million, or 3.99% from 2021. The proposed gross budget and comparison to the 2021 net budget are outlined in Table 1. Table 1 – Summary of Proposed Water and Wastewater Budget (‘000) Water & Wastewater 2022 Budget Summary Water ($) Wastewater ($) Total ($) 2021 Net Requisition 46,656 78,744 125,401 2022 Budget: Total Operating Expenses 22,704 50,043 72,747 Business Support 1,946 3,559 5,504 Reserve Transfer & Debt Charges 23,446 29,784 53,230 2022 Gross Budget Total - Before Enhanced Capital Financing 48,096 83,385 131,481 Enhanced Capital Financing (3.15%) 800 3,150 3,950 2022 Gross Budget Total 48,896 86,535 135,431 Less: Revenues (354) (3,110) (3,464) Less: COVID-19 Costs Funded from Reserve (24) (84) (108) 2022 Net Requisition 48,518 83,341 131,859 Percentage Change 3.99% 5.84% 5.15% Analysis The 2022 Water and Wastewater budgets were developed giving consideration to historical results (2020 actuals, 2021 forecast), operational concerns, legislative compliance, standard operating procedures, impacts as a result of COVID-19 and cross-divisional and corporate business support costs. In Table 2, the increases/pressures identified for 2022 are $3.1 million before recommended mitigation measures totaling $0.6 million. Page 1445 of 1510 CSD 68-2021 November 4, 2021 Page 4 ______________________________________________________________________ Table 2 – Summary of Proposed Water and Wastewater Budget with Pressures and Mitigations (‘000) Water & Wastewater 2022 Budget Summary Water $ Wastewater $ Total $ Total % 2021 Net Requisition 46,656 78,744 125,401 Gross Increase/Pressures 1,086 1,981 3,067 Base Subtotal 47,742 80,725 128,467 2.44% Mitigations 0 (450) (450) COVID-19 Costs Funded from Reserve (24) (84) (108) Net Operating Increase 1,062 1,447 2,508 Base Total 47,718 80,191 127,910 2.00% Enhanced Capital Financing 800 3,150 3,950 3.15% 2022 Net Requisition 48,518 83,341 131,860 5.15% Council previously adopted a 5.15% increase as per the SDWA financial plan. This has allowed for a budget increase of $6.5 million overall of which only $2.5 million or 2% being for operating with the remainder being allocated to capital financing. Based on the 2022 Budget Strategy, staff propose $0.5 million or 0.36% in mitigation measures as outlined in Table 2. Given the largely fixed cost nature of the operations (i.e., chemicals, utilities, property tax, previously approved debt charges) staff needed to identify mitigations options within the very small budget of discretionary spending so not to impact the daily operations of the services. Of the total requisition amount of $132M for 2022 approximately 94% of the total amount is fixed as it relates to treatment of water and wastewater and capital financing. The remaining 6% can be classified as discretionary expenditures that does not specifically relate to water/wastewater treatment (i.e., CSO grants, certain building maintenance such as snow removal and grass cutting). The proposed mitigations will decrease the net requisition increase from 5.59% or $7.0 million to the budget planning strategy amount of 5.15% or $6.5 million. The increases/pressures to the budget of $3.1 million are largely due to the following: • $1.0 million or 2% increase to the base capital financing budget of $52.2 million. • $1.0 million net (Gross = $2.0M) or 100% increase to reinstate CSO program that was funded from reserves in 2021 as part of COVID-19 mitigation measures. • $0.7 million or 15% increase for sludge/haulage for increased volumes due to compliance issues and annual contract rate. • $0.4 million or 2% increase to labour related costs. Wage and benefit pressures total $0.3 million and the balance of $0.1 million is to add back in the water wagon program ($0.1 million) which was deferred in 2021. Student positions that were deferred in 2021 as part of COVID-19 mitigation measures will continue to Page 1446 of 1510 CSD 68-2021 November 4, 2021 Page 5 ______________________________________________________________________ be deferred into 2022. The budget includes a request to convert 9 FTE from temporary to permanent. These funding for these positions has already been approved in prior year base budget at a total gross cost of $0.8 million (net $0.6 million after $0.2 million allocation to capital). • $0.4 million or 7% increase to business support (i.e. facilities, finance, insurance, etc.) • $0.2 million or 48% reduction in repair and maintenance trunk sewer as a result of reduced spend in 2021. • $0.2 million or 2% reduction in electricity as a result of projected 2021 expenditures. The mitigations of $0.5 million are comprised of the following: • $0.5 million net (Gross = -$0.9M) or 23% decrease to CSO program from annual level of $4.0 million ($2.0 million funded from the rate requisition and $2.0 million funded from Development Charges) to $3.1 million. The initial awarded CSO grants for 2021 was $3.25 million of the $4.0 million budget which aligns with the recommended budget for 2022. Reserve Management - Capital/Infrastructure The proposed 2022 budget adheres to the Council approved SDWA Financial Plan which proposed combined water/wastewater capital financing increase of 3.15% for 2022. The Budget Strategy recommended that the financial plan be reinstated for 2022 in order to address both the asset renewal backlog as well as the Region’s annual funding gap of $77 million (10 year Average Annual Renewal Investment – AARI) that had been identified in the 2017 Council approved comprehensive Asset Management Plan (AMP). The SDWA Financial Plan recommended annual increases to capital financing from 2019 to 2028. The projected annual capital financing contribution until 2028 have been included as Appendix 1 to this report. Appendix 1 also includes the target based on the 2017 AMP for comparison. The transfer to reserve is being temporarily reduced to accommodate the new South Niagara Falls WWTP debt charges and operating costs budget within a 2% overall budget increase. However, until the plant is operational, this budget (placeholder) will continue to fund pay-as-you-go capital projects (in accordance with the Budget Planning By-law) to invest in critical infrastructure similar to the transfer to capital reserve. Page 1447 of 1510 CSD 68-2021 November 4, 2021 Page 6 ______________________________________________________________________ South Niagara Falls Wastewater Treatment Facility As identified in report PW 39-2020 – South Niagara Falls Update, the SNF WWTP capital projects required debt financing of $3.8 million and annual operating costs of $5.4 million which were accommodated in the base budget through a temporary reduction in the transfer to the WW capital reserve. As a result of PW 39-2021, the debt charges associated with the project were increased by an additional $0.6 million due to revised capital project estimates which have also been accommodated through an additional temporary decrease in reserve contributions. COVID-19 Impacts Staff have identified $0.1 million in COVID-19 related expenditures that will be funded from any remaining 2021 Safe Restart funding or Water and Wastewater stabilization reserves in the absence of external funding. These amounts primarily relate to enhanced cleaning and social distancing measures for Regional staff. Fixed Water Requisition As per Council’s approved methodology, $12,129,432 (25%) of the net Water budget will be recovered from fixed monthly requisitions to the local municipalities based on historical flows. The historical water flows and percentages utilized are included in Appendix 2 and 3. This annual amount based on the historical flows is then divided by 12 to determine the monthly charge to be billed to each of the services LAMs starting January 1, 2022. Also included as part of Appendix 2, is the annual impact on the fixed water requisition between 2021 and 2022 for each LAM. Table 3 summarizes the fixed amounts to be billed to each LAM based on the above methodology. Page 1448 of 1510 CSD 68-2021 November 4, 2021 Page 7 ______________________________________________________________________ Table 3 – Fixed Water Requisition for 2022 Net Budget Municipality 3-Year Avg. (%) Allocation ($) Monthly ($) Fort Erie 7.48% $907,590 $75,633 Grimsby 5.55% $672,776 $56,065 Lincoln 4.37% $530,067 $44,172 Niagara Falls 24.68% $2,993,791 $249,483 Niagara-on-the-Lake 5.77% $699,367 $58,281 Pelham 2.49% $301,906 $25,159 Port Colborne 4.60% $558,477 $46,540 St. Catharines 25.98% $3,151,522 $262,627 Thorold 4.18% $507,327 $42,277 Welland 13.04% $1,581,938 $131,828 West Lincoln 1.85% $224,670 $18,722 Total 100.00% $12,129,432 $1,010,786 Variable Water Rate The remaining $36,388,295 (75%) will be charged through the variable rate. The recommended variable rate of $0.636 per cubic metre as outlined in Table 4 is based on a water forecast using the past three year average flows plus an anticipated growth factor. Despite above average growth for the Region in recent years the flow estimates are still volatile and are dependent on weather conditions and most recently impacts related to COVID-19. The resulting estimate for 2022 is an overall volume consistent with the amount used for the 2021 budget. An overview of the water trends and related risk is outlined in more detail in Appendix 3. The proposed variable water rate increase is $0.025 (4.0%) (2020 = $0.611) which is attributed only to the budget increase. Any variation in water flows that result from COVID-19 will be mitigated at 2022 year-end with Safe Restart funding held in the taxpayer relief reserve if available. Table 4 – Variable Water Rate for 2022 Net Budget 2022 Variable Water Rate $/Volume Variable Allocation (75% x $48,517,726) $36,388,295 2022 Water Flow Forecast (m3) 57,250,000 Variable Rate ($/m3) $0.636 Page 1449 of 1510 CSD 68-2021 November 4, 2021 Page 8 ______________________________________________________________________ Wastewater Requisition The wastewater net requisition is recovered 100% from fixed monthly requisitions to the local municipalities, apportioned based on the historical three year average flows. The annual amount is divided by twelve to determine the monthly charge to each of the serviced LAMs starting January 1, 2022. The historical wastewater flows and apportionments are included in Appendix 4 as well as the comparison of the fixed wastewater requisition amount between 2021 and 2022 for each LAM. Table 5 provides the fixed amounts to be billed to each LAM based on the above methodology. Table 5 – Fixed wastewater Requisition for 2022 Net Budget Municipality 3-Year Avg. (%) Allocation ($) Monthly ($) Fort Erie 10.37% $8,645,876 $720,490 Grimsby 4.00% $3,335,979 $277,998 Lincoln 3.87% $3,222,926 $268,577 Niagara Falls 18.21% $15,174,167 $1,264,514 Niagara-on-the-Lake 3.91% $3,258,940 $271,578 Pelham 1.88% $1,566,779 $130,565 Port Colborne 5.90% $4,920,879 $410,073 St. Catharines 29.34% $24,454,734 $2,037,894 Thorold 5.84% $4,869,086 $405,757 Welland 14.88% $12,404,268 $1,033,689 West Lincoln 1.79% $1,487,851 $123,988 Total 100.00% $83,341,487 $6,945,124 As per Council’s approved cost recovery methodology, the 2022 monthly Wastewater charges will include reconciliation of the 2020 Wastewater requisition payments. Municipal 2020 rebates or charges will be based on their respective share of actual flows versus the estimated share used to initially allocate the 2020 charges. This reconciliation results in a total of $2,596,581 in payments to, and $2,596,581 in rebates from, the local municipalities. Tables outlining the calculation of the reconciliation have been included as Appendix 5, and the total charge including the 2022 requisition and 2020 reconciliation by local municipality has been included as Appendix 6. Page 1450 of 1510 CSD 68-2021 November 4, 2021 Page 9 ______________________________________________________________________ Table 6 – Wastewater Reconciliation for 2020 included in 2022 Requisition Municipality Reconciliation ($) Monthly Rebate ($) Monthly Payment ($) Fort Erie 100,828 0 8,402 Grimsby (851,170) (70,931) 0 Lincoln 90,646 0 7,554 Niagara Falls (1,579,048) (131,587) 0 Niagara-on-the-Lake (166,363) (13,864) 0 Pelham 119,823 0 9,985 Port Colborne 46,516 0 3,876 St. Catharines 996,145 0 83,012 Thorold 614,024 0 51,169 Welland 419,680 0 34,973 West Lincoln 208,919 0 17,410 Total 0 (216,382) 216,382 Risks & Opportunities • Water/wastewater flows are weather dependant and therefore subject to fluctuations that are outside the Region’s control. • COVID-19 has also caused reductions in water flows. Any variation in water flows as a result of COVID-19 will be offset at year-end 2022 with Safe Restart funding (taxpayer relief reserve). • Unanticipated equipment and underground infrastructure failure may impact operating expenditures. Alternatives Reviewed None. Relationship to Council Strategic Priorities The 2022 Water and Wastewater proposed budgets support Council’s strategic priorities of organizational excellence, by meeting or exceeding legislative requirements and having 42% of the total program costs related to infrastructure renewal and replacement. Page 1451 of 1510 CSD 68-2021 November 4, 2021 Page 10 ______________________________________________________________________ Other Pertinent Reports PW 4-2019 Safe Drinking Water Act Financial Plan PW 39-2020 South Niagara Falls WWTP Update PW 39-2021 South Niagara Falls Wastewater Treatment Plant - Budget and Property ________________________________ Prepared by: Helen Chamberlain, CPA, CA Director, Financial Management & Planning/Deputy Treasurer Corporate Services _______________________________ Recommended by: Todd Harrison, CPA, CMA Commissioner/Treasurer Corporate Services ________________________________ Submitted by: Ron Tripp, P.Eng. Chief Administrative Officer This report was prepared by Rob Fleming, Senior Tax & Revenue Analyst, in consultation with Pam Hamilton, Program Financial Specialist in consultation with Margaret Murphy, Associate Director, Budget Planning & Strategy. Appendices Appendix 1 Forecasted Water and Wastewater Capital Financing Appendix 2 Water Flows and Fixed Water Requisition by Local Area Municipality Appendix 3 Water Volume Analysis Appendix 4 Wastewater Flows and Fixed Wastewater Requisition by Local Area Municipality Appendix 5 2020 By-law Wastewater Reconciliation Appendix 6 Fixed Wastewater Requisition including Reconciliation by Local Area Municipality Appendix 7 2022 Water and Wastewater Schedule of Revenues and Expenditures by Object of Expenditure Page 1452 of 1510 CSD 68-2021 Appendix 1 November 4, 2021 Capital Financing ($M)2021 2022 2023 2024 2025 2026 2027 2028 Target Balance Water $23 $24 $24 $24 $25 $27 $28 $30 $38 Wastewater $29 $33 $36 $39 $48 $50 $55 $60 $97 Total $52 $57 $59 $63 $74 $76 $83 $90 $135 Forecasted Water and Wastewater Capital Financing ($Millions) Page 1453 of 1510 CSD 68-2021 Appendix 2 November 4, 2021 Table 1 - Water Flows by Municipality Municipality 3-Year Avg. per 2021 By- law (ML) 3-Year Avg. per 2021 By- law ($) 3-Year Avg. per 2022 By- law (ML) 3-Year Avg. per 2022 By- law ($) Fort Erie 4,308 7.58%4,130 7.48% Grimsby 3,106 5.46%3,061 5.55% Lincoln 2,365 4.16%2,412 4.37% Niagara Falls 14,370 25.27%13,623 24.68% Niagara-on-the-Lake 3,259 5.73%3,182 5.77% Pelham 1,278 2.25%1,374 2.49% Port Colborne 2,873 5.05%2,541 4.60% St. Catharines 15,099 26.55%14,340 25.98% Thorold 2,152 3.78%2,308 4.18% Welland 7,062 12.42%7,198 13.04% West Lincoln 988 1.74%1,022 1.85% Total 56,860 100%55,193 100% Table 2 - Fixed Water Requisition by Municipality Municipality 2021 ($000) 2022 ($000) Difference ($000) Difference (%) Fort Erie 884 908 24 2.69% Grimsby 637 673 36 5.59% Lincoln 485 530 45 9.25% Niagara Falls 2,948 2,994 46 1.56% Niagara-on-the-Lake 669 699 31 4.60% Pelham 262 302 40 15.19% Port Colborne 589 558 (31)-5.25% St. Catharines 3,097 3,152 54 1.75% Thorold 441 507 66 14.94% Welland 1,449 1,582 133 9.20% West Lincoln 203 225 22 10.81% Total 11,664 12,129 465 3.99% Water Flows and Fixed Water Requisition by Local Area Municipality Page 1454 of 1510 CSD 68-2021 Appendix 3 November 4, 2021 Flows in ML 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Projected Flows for Rate Setting 59,067 59,067 58,613 57,000 57,000 57,000 57,250 57,250 57,250 57,250 Actual Flows 56,896 56,474 57,622 58,800 56,986 58,491 55,458 55,517 56,211 N/A Variance -2,171 -2,593 -991 1,800 -14 1,491 -1,792 -1,733 -1,039 N/A Water Volume Analysis The 2021 actual flows are estimated to finish the year approximately 1.8% lower than projected flows. The water usage in 2021 is estimated to total 56,211 ML. The water volume forecast for 2022 has been prepared giving consideration to historical and current trends and has not resulted in a proposed change from 2021. The volume forecast for 2022 is above the 3-year and 5-year calendar average of 55,729 ML and 56,533 ML, respectively. 2018 flows represent more typical summer weather years. 2016 experienced drought conditions during the summer. 2017 and 2019 experienced very wet summers. The 2020 and 2021 flows are impacted by a dry summer and COVID-19 shutdowns. The 2022 estimate reflects no change over previous year's projection. COVID-19 volatility may continue into 2022. Any variation in flow as a result of COVID-19 that has a negative impact on variable water revenue will be mitigated with reserves/Provincial funding if available. Variation in water flows may also be experienced as a result of: capital repairs to address water loss at Region and Local levels, growth in user base, and increased conservation efforts. Page 1455 of 1510 CSD 68-2021 Appendix 4 November 4, 2021 Wastewater Flows and Fixed Requisition By Local Area Municipality Table 1 - Wastewater Flows by Municipality Municipality 3-Year Avg. per 2021 By- law (ML) 3-Year Avg. per 2021 By- law (%) 3-Year Avg. per 2022 By- law (ML) 3-Year Avg. per 2022 By- law (%)Fort Erie 7,712 10.25%7,436 10.37% Grimsby 3,308 4.40%2,869 4.00% Lincoln 2,892 3.84%2,772 3.87% Niagara Falls 14,069 18.70%13,051 18.21% Niagara-on-the-Lake 3,050 4.06%2,803 3.91% Pelham 1,378 1.83%1,348 1.88% Port Colborne 4,590 6.10%4,232 5.90% St. Catharines 21,966 29.20%21,033 29.34% Thorold 3,987 5.30%4,188 5.84% Welland 10,962 14.57%10,669 14.88% West Lincoln 1,303 1.73%1,280 1.79% Total 75,218 100%71,680 100% Table 2 - Fixed Wastewater Requisition by Municipality Municipality 2021 ($000) 2022 ($000) Difference ($000) Difference (%)1 Fort Erie 8,074 8,646 572 7.09% Grimsby 3,463 3,336 (127)-3.68% Lincoln 3,027 3,223 196 6.46% Niagara Falls 14,729 15,174 445 3.02% Niagara-on-the-Lake 3,193 3,259 66 2.06% Pelham 1,443 1,567 124 8.61% Port Colborne 4,805 4,921 116 2.41% St. Catharines 22,996 24,455 1,459 6.34% Thorold 4,173 4,869 696 16.67% Welland 11,476 12,404 928 8.09% West Lincoln 1,364 1,488 124 9.06% Total 78,744 83,341 4,597 5.84% Note: (1) Municiplaities with increases above the average are generally the municipalities that have the highest assessment growth, meaning that average impact to be expect by the average user will be less than the percentage change noted in the requisition due to the relative increase in the number of users (i..e, properties). Page 1456 of 1510 CSD 68-2021 Appendix 5 November 4, 2021 2020 By-law Wastewater Reconciliation Table 1 - Wastewater Flows by Municipality Municipality Prior 3 yr. Avg. 2020 By-Law Period Actual Flows1 Fort Erie 7,931 7,319 Grimsby 3,688 2,596 Lincoln 2,907 2,731 Niagara Falls 14,901 12,162 Niagara-on-the-Lake 3,141 2,713 Pelham 1,360 1,347 Port Colborne 4,480 4,125 St. Catharines 21,608 20,590 Thorold 3,845 4,056 Welland 10,858 10,273 West Lincoln 1,220 1,300 Total 75,939 69,213 Table 2 - Wastewater Fixed Allocation Percentages Municipality Prior 3-Yr Avg 2020 By-Law Period Actual Flows1 Difference Fort Erie 10.4% 10.6% 0.1% Grimsby 4.9% 3.8% -1.1% Lincoln 3.8% 3.9% 0.1% Niagara Falls 19.6% 17.6% -2.0% Niagara-on-the-Lake 4.1% 3.9% -0.2% Pelham 1.8% 1.9% 0.2% Port Colborne 5.9% 6.0% 0.1% St. Catharines 28.5% 29.7% 1.3% Thorold 5.1% 5.9% 0.8% Welland 14.3% 14.8% 0.5% West Lincoln 1.6% 1.9% 0.3% Total 100.0% 100.0% 0.0% Page 1457 of 1510 Municipality Prior 3-Yr Avg Billed1,2 2020 By-Law Period Actual Flows1 Underpayment/ (Overpayment)3 Fort Erie $ 8,044 $ 8,145 $ 101 Grimsby 3,740 2,889 (851) Lincoln 2,949 3,039 91 Niagara Falls 15,114 13,534 (1,579) Niagara-on-the-Lake 3,185 3,019 (166) Pelham 1,379 1,499 120 Port Colborne 4,544 4,591 47 St. Catharines 21,916 22,912 996 Thorold 3,900 4,514 614 Welland 11,012 11,432 420 West Lincoln 1,238 1,446 209 Total $ 77,021 $ 77,021 $ (0) Sum of Overpayment: (2,597) Percentage of Requisition 3.37% CSD 68-2021 Appendix 4 November 4, 2021 Table 3 - Wastewater Fixed Allocation Charge Reconciliation ($000) Notes: 1. 2020 By-Law period consists of the 12 month period from January 2020 to December 2020. 2. Charges paid excluded payments made/rebates received for 2018 reconciliation. 3. Underpayments/(Overpayments) based on comparing 2 difference allocation methodologies (3-yr average vs. actual flows during By-law period). Page 1458 of 1510 CSD 68-2021 Appendix 6 November 4, 2021 Fixed Wastewater Requisition Including Reconciliation by Municipality Comparison Municipality Requisition 2021 By-law ($000) Requisition 2022 By-law ($000) Reconciliation 2021 By-law (2019 Rec.) ($000) Reconciliation 2022 By-law (2020 Rec.) ($000) Total Charge 2021 By-law ($000) Total Charge 2022 By-law ($000) Difference ($000) Difference (%) Fort Erie 8,074 8,646 (299) 101 7,775 8,747 972 12.50% Grimsby 3,463 3,336 (246) (851) 3,217 2,485 (732)-22.76% Lincoln 3,027 3,223 (65) 91 2,962 3,314 352 11.87% Niagara Falls 14,729 15,174 (1,272) (1,579) 13,457 13,595 138 1.03% Niagara-on-the-Lake 3,193 3,259 63 (166) 3,256 3,093 (163)-5.01% Pelham 1,443 1,567 (62) 120 1,381 1,687 306 22.17% Port Colborne 4,805 4,921 382 47 5,187 4,967 (220)-4.24% St. Catharines 22,996 24,455 662 996 23,658 25,451 1,793 7.58% Thorold 4,173 4,869 451 614 4,624 5,483 859 18.57% Welland 11,476 12,404 311 420 11,787 12,824 1,037 8.80% West Lincoln 1,364 1,488 77 209 1,441 1,697 256 17.75% Total 78,744 83,341 -- 78,744 83,341 4,597 5.84% Page 1459 of 1510 CSD 68-2021 Appendix 7 November 4, 2021 Object of Expenditure 2021 Water Budget Total ($) 2021 Wastewater Budget Total ($) 2021 Combined Total ($) 2022 Water Budget Total ($) 2022 Wastewater Budget Total ($) 2022 Combined Total ($) Combined Total Variance ($) Total Combined Variance (%)Note A_40000AB Compensation 7,672,587 10,588,464 18,261,051 7,815,034 10,784,552 18,599,586 338,535 1.9%(1) A_41000AB Administrative 488,996 1,084,905 1,573,901 461,076 1,114,395 1,575,471 1,570 0.1% A_44000AB Operational & Supply 2,078,986 11,499,124 13,578,110 2,227,801 12,166,665 14,394,466 816,356 6.0%(2) A_50000AB Occupancy & Infrastructure 5,999,040 12,032,768 18,031,808 5,915,009 11,831,987 17,746,996 (284,812)(1.6%)(3) (4) A_52000AB Equipment, Vehicles, Technology 1,157,143 3,129,063 4,286,206 1,182,143 3,153,063 4,335,206 49,000 1.1% A_56000AB Partnership, Rebate, Exemption 10,000 4,000,000 4,010,000 50,000 3,100,000 3,150,000 (860,000)(21.4%)(5) A_75100AC Transfers To Funds 20,698,764 16,539,843 37,238,607 22,147,810 18,462,196 40,610,006 3,371,399 9.1%(6) A_60000AC Allocation Between Departments 613,820 914,836 1,528,656 698,777 970,068 1,668,845 140,189 9.2% A_60260AC Allocation Within Departments 4,204,378 6,664,251 10,868,629 4,354,096 6,922,083 11,276,179 407,550 3.7% Gross Expenditure Subtotal 42,923,714 66,453,254 109,376,968 44,851,746 68,505,009 113,356,755 3,979,787 3.6% A_30000AB Taxation (46,656,371)(78,744,319)(125,400,690)(48,517,726)(83,341,487)(131,859,213)(6,458,523)5.2% A_32400AB By-Law Charges & Sales (12,000)(1,505,443)(1,517,443)(12,000)(1,527,090)(1,539,090)(21,647)1.4% A_34950AB Other Revenue (339,663)(2,066,894)(2,406,557)(342,025)(1,582,940)(1,924,965)481,592 (20.0%)(5) A_75000AC Transfers From Funds (30,950)(92,900)(123,850)(24,200)(83,600) (107,800) 16,050 0.0% Gross Revenue Subtotal (47,038,984)(82,409,556)(129,448,540)(48,895,951)(86,535,117)(135,431,068)(5,982,528)4.6% Net Expenditure (revenue) before indirect allocations A_70000AC Indirect Allocation A_70200AC Capital Financing Allocation (4,115,270) 1,766,598 2,348,673 (15,956,302) 3,205,914 12,750,389 (20,071,572) 4,972,511 15,099,061 (4,044,205) 1,817,936 2,226,269 (18,030,108) 3,600,142 14,429,967 (22,074,313) 5,418,078 16,656,236 (2,002,741) 445,566 1,557,174 10.0% 9.0% 10.3% (7) (6) Allocation Subtotal 4,115,270 15,956,302 20,071,572 4,044,205 18,030,108 22,074,313 2,002,741 10.0% Net Expenditure (revenue) after indirect allocations 0 0 0 0 0 0 0 0 Notes: (1) Includes compensation pressure which represents base compensation changes and reintroduction of the water wagon program which was deferred in 2021 which are partially offset by student position deferral for 2022 totaling $0.4M. (2) Includes pressures related sludge and sludge haulage of $0.7M. (3) Includes reduction in R&M Repairs Trunk Sewer of $(0.2M). (4) Includes reduction in electricity of $(0.2M). (5) Includes $0.9M gross deferral of the 2022 CSO funding of which $(0.5M) relates to the requisition. Corresponding decrease in Development Charge revenue of $(0.5M). (6) Includes base capital financing increase of $1.0M, enhanced capital financing of $4.0M and impacts of SNF WWTP with net impact of $0. (7) Includes pressure related to business support/department allocation (i.e., self supported operations) of $0.4M. 2022 Water and Wastewater Schedule of Revenues and Expenditures by Object of Expenditure Page 1460 of 1510 Page 1461 of 1510 Page 1462 of 1510 Page 1463 of 1510 Page 1464 of 1510 December 2, 2021 Attention: Kathleen Ligammari City Clerk City of Niagara Falls, Ontario Dear City Clerk, At the November 18, 2021 meeting of the Seniors Advisory Committee (SAC), under New Business, consideration was given to concerns expressed by a resident of a 60-unit seniors apartment building at 8065 McLeod Road with regard to recent changes in transit bus routes which have negatively impacted her and a number of other seniors in that neighbourhood. There are several noteworthy points raised by Esther Szigeti in the correspondence dated November 10, 2021 that was received by the Committee (see copy attached). The individual has been in contact with appropriate staff over the matter, however she is not satisfied with the responses that were given. The Committee has unanimously expressed support for the plight of this individual. Some of the stated goals of the Committee are to solicit input and act as a public forum for issues that affect seniors in the community and to provide recommendations, based on input received, to improve programs, policies and services provided to seniors. With these goals in mind, the SAC made a presentation to Council in October of 2020 on a number of transportation concerns gleaned from an SAC survey of seniors. Two of these read as follows: 1.The alternatives available to seniors e.g. when they no longer drive or have access to a personal vehicle which is limited by affordability and/or accessibility. Included among these modes of transportation are walking, cycling, transit and rail. 2.Transit route coverage of the City within the urban boundaries, walking distance to stops, the frequency of service on routes, and connectivity between major activity centres within the City. The Committee understood that these items were being forwarded to staff from various departments for review and comment on next steps. It was further anticipated that any transit changes would be viewed through the lens of seniors with regard to the above items. We are of the opinion that it is incumbent on the Committee to bring forward items of concern such as presented by this individual. Subsequently, the following motion was approved at its November 18, 2021 meeting: "That the committee draft a letter to the City Clerk expressing their concern over the elimination of bus stops affecting seniors." It is requested that this letter with attachment be included on the next available Council Agenda for further consideration by the Mayor and Council. Thank you for your assistance in this matter. Yours sincerely, Otto Penner, Chair Seniors Advisory Committee cc. Hanya Nagy, Staff Advisor to SAC Page 1465 of 1510 Nov 10"“,2021 Hanya: Niagara Falls Review did an interview with me and two other ladies from the building regarding our problem with Niagara Transit on Nov 8“. The reporter talked with Transit on Friday and their defense is that they posted a notice for six weeks on a pole over their bus stop sign that the stop would close as of Sept 6"',2021.The pole is located by the sidewalk off our property.In all the time I lived in this building I have never once had occasion to look up at that sign and did not know that Transit considered it their official line of communication with us.Also, at that time we were on lockdown and were not using the bus. As for low ridership another defense Transit is using,I have ridden the bus through the new routes midday and midafternoon and have never had more than three other riders on with me.The students in the new subdivision next to Niagara Square are receiving half hour service from routes 105 and 113 the entire day.They could not ask for better service than that but,it is at the expense of seniors losing their bus stop.Half hour service the entire day is being very generous.Half hour service in peak times would suffice.That would free up route 105 to resume service to our building.At times wejust breeze though the routes without picking up or dropping off a rider. Does anyone really believe that if our building had received proper notification of such a drastic change that Transit would not have gotten feedback from us?Would it have made any difference since Transit seems to have made up their mind to close our bus stop so they could give premium service to the students in the new subdivision?Transit was negligent in not giving us the courtesy of proper notification.They never once offered to try and find a solution to give us back our bus stop. Things we lost: 1.Our bus stop that the building has had for at least 30 years. 2.The ability to always return to the bus stop in front of our building on return trips with packages and groceries. 3.We can no longer board the bus in front of the building when going grocery shopping at the stores on Kalar Rd and return to the front of our building with our groceries. 4.Certain outings,we would board the bus at the stop in front of the building. 5.Also important,were does it leave future tenants that if we lose the bus stop now when we will get it back?Years?Never? The building would welcome any help you can give us as Transit does not seem willing to offer a solution.They only offer useless advice.I am not ready for a chair van.Appointments are made days in advance to use the service.I cannot just decide to go grocery shopping.And I have heard horror stories regarding the service.Another good suggestion is to get a grocery cart.Obviously,no one at transit has had to walk home in snow and ice pulling a cart.And the intersections have snow piled up by road plows that require ,€'o‘¥oclimb over the mounds.And thanks for letting us know where the bus stops close to our building.I still have to walk to and from the stop to my building.McLeod and Pin Oak is a very busy intersection. /gaduvjifi Page 1466 of 1510 _s.a_mmmommmmozcommmmaa _~><2.2!:.:._mz_>m>§«>5am<_m<< owumnmmbmum>BmmomEE258555;?_mw..._m~m_..m_Ew$7:5umémmoammumnomEoammwnw?umonEmOm:.w&m.=mmmman mo<m..E=mmn8.55mamacwm-Emamowm=mmwm<mwowan8naommEm3335.808.5%.0:525%.mmcaammama $8225FanE253 mmaowmmaamam5%_..§%a 842gm?owE8:mama 9%mamsmiwmxumbmmmga85%SE32%momma.8,BommEmma >:moz..>zm_.m< Emz_>m>§m>_._.mxm<_m<< =o=-mmmm:n.E.§_<m_8<wonTswammaima.=2umaziummummmndmamp O?dmumxEdasmnnommw?E.S025%=mm..._m83.3%.mnmmmseBimmimnKm»93mrosmm=mmmn<m~mm:.=u3.00.<HU.5mow303$boaunma.wmmQ55amwmmoa.mmwHmm»8mamammummousaaamg:mmmmamm2.mmE.mB~mansumw3. Ex.2:2wm?m. ¢S..m:9mmmsmmnmmundo?mrmam.525%mm€39<5?mmbéwEms...cmummwouuwuwmom.5... ao...5.:mmioum_uE._.m:m3Emhmommam2.5nomrouwwwmmommwommlmm _...:»z.:y!.(.>§t¢¢<9(<Si.(EHmawonommwonmmabnawwnmmbm.moawmod.Bommasmm»<w.EEmcmu...52.3.ma:..=<&<&cm.monmammm?wuwaa.Em.m.....:mmZmmmmwmm..m=.w0353am.3...:U_.ommEZmmmmamEwZN...5%.:58:wagonmm?dmgwwowEmwewnamx.<S.bmmo~.EuusnbumsUmwmnmmunmewQJEo_.wnmm?muwomEmmoi .>mmoo§.._o=on025%.gmmno?u$5Emwowmmaam.owmizmon.83mmmmmmmm35BEwuomE<mmnmuSs?d.52.. .>EmammE.S.roummZmmmmn»Ew$.83?SEmac?Em55.8wHm.mmn:nwmzmm8nmwasaocamm.mommumwwm»5uymwnm.mm.%mm7oEmmm?.mammm€85_§E__w5:33.migm3mvammeow1%:o?m?m:2. >mumummummnmmanmosmmmmmn.mrm Sum505.5%3338$5mEm89%mo1.m_.mmKwm&.:.msmmunm?cmnmamasSummronwmnno&mmo<m_.Emcam?owonwmmmm:2.mw?a?mmaoo~:EmxEavmmmam.3o<mmBE_.m~ommnma@095EmmqmmnonEmowwomwmm?m9&5noun.a<<m.<mEm»oE,Emmumsmmmnm...mrmman <SEmEm~.m_onm~mmwmmmnomMum;309wéwxmrm$3ma5?W05 Em$585.3in;ma8&0? 2&3»wm.=m3:?EucommonwsomamnmmB.E..=mEmnrmbmmmweEmwcmnozzzcmmo...>~ ((>V(«C$2.5:rk.\fI.b.(AJ\¢a\?ual\YiF?.F7.PVrNS.aB.:.m2omummoéom?mmmm38.mm3&2.woam?mmbmwmaammmBE8vcmmummmammo<mQ.arm33maEmampmam.mamL.mao$§mmmo=m&m:nmm:m_.mm:EEmmmmmB..<now»Eumaomb Ebmmvmaammsmac8$8wma$39%numwammmuEmn?d.32$:».mH:..Emm$509:mm.33mm8%mamuommire mmsboa. :<<mSEmmmm§..msB=B.% wowummoo::_.__._mn_on>~ mag.mumms.om:.:m‘>::mas?_m:_man.533_.mmmnzmi3%Em;onnmmcuuolmmmccm$5.3‘manm33:. {$.5155¢cut€.<ce9».run!“ifmadgoummxmwmm?umSE;am-uo?mum. >9.ommZ..umE.m.nrmnmimammmwom:u.<mnmmmmu»nom_mEm=EJ.mummmmosmmawmmroowumcm523%wwm:.ooF wnmicnmq.EmEmrmmnnon.nman?momSum3E5waa~u:.c=m3.8.mmmmmmm?mw.Swmnmaosmwow:SmamSmamHumoEmE33253%:nwmmmmmwo?mum£3uommim no<=unoszacmqma>~ >ozp>zm:m<§w:,_~ ao_._nm_.__‘m.8:n_o:m Ed?cammwom.IBEnumm<mS_,o¢_m~Eon.mosmwmaommEmSQImE._.bmmm Page 1467 of 1510 The City of Niagara Falls, Ontario Resolution December 7, 2021 No. _________ Moved by: Seconded by: WHEREAS on December 7, 2021, Council passed a motion to enact an interim control by-law respecting the use of properties that are within the Grassy Brook Secondary Plan Area; and WHEREAS Section 38 of the Planning Act. RSO 1990, c.P. 13 as amended authorizes the Council of a municipality to pass an interim control by -law where the Council has directed that a review or study be undertaken in respect of land use planning policies in the municipality, or in any defined area or areas thereof; and THEREFORE BE IT RESOLVED that Staff carry out a review in respect of the land use planning policies and zoning regulations within the Grassy Brook Secondary Plan Area and report to Council with the results and any recommendations resulting from the review. WHEREAS, Council has directed that a Secondary Plan be prepared for the Grassy Brook Area which includes the identification of a new Employment Area as required under Provincial Policy; and WHEREAS, it is prudent to delay any consideration for the introduction of incompatible, non-industrial uses during the review; AND The Seal of the Corporation be hereto affixed. WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 1468 of 1510 CITY OF NIAGARA FALLS By-law No. 2021 - A by-law to amend By-law No. 2002-081, being a by-law to appoint City employees, agents and third parties for the enforcement of provincial or municipal by-laws. THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1 . By-law No. 2002-081 is amended by deleting Schedule “C” and that Schedule “C” attached hereto shall be inserted in lieu thereof. 2. That By-law 2021-111 be hereby repealed. Read a first, second, third time and passed. Signed and sealed in open Council on this 7th day of December, 2021. ............................................................... ........................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 1469 of 1510 SCHEDULE “C” 1. Parking By-law Enforcement Officers: Dillon Betts Paul Brown Marianne Catherwood Bill Crowder Harold Colpitts Jesse de Smit John Garvie Douglas Goodings Cathy Hanson Andrea Malgie Krista McGowan Marcella Monte Ashley Piercey Liam Raymond Philip Rudachuk Morgan Sereeira Thomas Tavender Page 1470 of 1510 CITY OF NIAGARA FALLS By-law No. 2021- A by-law to amend By-law No. 79-200, to permit the use of the lands for a 2 storey apartment dwelling containing a total of 21 units (AM-2021-007). 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 of the R5D zone. 5. The regulations governing the permitted uses shall be: (a) Minimum lot area the whole of the Lands, after the dedication of any required road widening (b) Minimum front yard depth 3.7 metres, after the dedication of any required road widening (c) Minimum interior side yard width 2.8 metres (d) Minimum exterior side yard width 6.6 metres (e) Maximum height of building or structure 10 metres (f) Maximum of number of dwelling units in an apartment dwelling 21 Page 1471 of 1510 2 (g) Minimum Landscaped Open Space 34% of the lot area, after the dedication of any required road widening (h) Minimum perpendicular width of manoeuvring aisle 5.9 metres (i) Projection of fire escapes into a required side yard 1.3 metres (j) Projection of an unsupported canopy into a required front yard 0.9 metres (k) The balance of regulations specified for a R5D 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 provisions of this by-law shall be shown on Sheet D6 of Schedule “A” of By- law No. 79-200 by redesignating the Lands from I and R1C to R5D and numbered 1158. 10. Section 19 of By-law No. 79-200 is amended by adding thereto: 19.1.1158 Refer to By-law No. 2021-___. Read a First, Second and Third time; passed, signed and sealed in open Council this 7th day of December, 2021. ....................................................................... ..................................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR S:\ZONING\AMS\2021\AM-2021-007 4118 and rear 4130 Main Street\By-law draft\AM-2021-007 draft by-law.docx Page 1472 of 1510 47.13 m 15.24 m18.3m31.86 m36.6m54.9mMain St ChippawaGreenwood St SCHEDULE 1 TO BY-LAW NO. 2021- Subject Lands: Amending Zoning By-law No. 79-200 Applicant: Assessment #: K:\GIS_Requests\2021\Schedule\Zoning\07\Zoning_bylaw_AM-2021-007.mxd 12278898 CANADA INCFRANCES MCGARRY & FREDRIC JONATHAN COPFER Part of 272512000700402; 272512000700600 AM-2021-007 ¹ 10/22/2021 Description:LOT 1, PLAN 256 VILLAGE OF CHIPPAWA; LOT 2, PLAN 256 VILLAGE OF CHIPPAWA; CITY OFNIAGARA FALLSPIN: 64384-0047 (LT) PART LOT 3, PLAN 256 VILLAGE OF CHIPPAWA AS IN RO679270; CITY OF NIAGARA FALLSPIN: 64384-0048 (LT) NTS 1158R5D Page 1473 of 1510 CITY OF NIAGARA FALLS By-law No. 2021- A by-law to provide for the adoption of Amendment No. 141 to the City of Niagara Falls Official Plan (AM-2021-007). 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. 141 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 7th day of December 2021. ........................................................ ...................................................... BILL MATSON, CITY CLERK JAMES M. DIODATI, MAYOR S:\OFFICIAL.PLN\AMEND\#141 - 4118 & rear 4130 Main St Chippawa\By-law - OPA 141.docx Page 1474 of 1510 MAIN ST CHIPPA WA G R E E NW O O D S T MAP 1 TO AMENDMENT NO. 141 SCHEDULE TO A TO THE OFFICIAL PLAN Proposed Change From: Residential Change To: Special Policy Area "79" City of Niagara Falls Official Plan Excerpt from SCHEDULE - A - FUTURE LAND USE PLAN K:\GIS_Requests\2021\Schedule\Zoning\07\AM-2021-007_OP.aprx AM-2021-007 ¹ 10/27/2021 1:nts Area Affected by this Amendment Environmental Protection Area Residential NOTE: This schedule forms part of Amendment No. 141 to the Official Plan for the City of Niagara Falls and it must be read in conjunction with the written text. 79 Page 1475 of 1510 OFFICIAL PLAN AMENDMENT NO. 141 PART 1 – PREAMBLE (i) Purpose of the Amendment The purpose of the amendment is to allow for the development on the property of an apartment dwelling with a maximum density of 105 units per hectare. The subject lands are approximately 0.21 hectares in size and are located on the east side of Main Street Chippawa, south of Greenwood Street. (ii) Location of the Amendment The amendment applies to lands shown as Special Policy Area 79 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 13.79. (iv) Basis of the Amendment The applicants (12278898 Canada Inc., Fredric Jonathan Copfer and Frances McGarry) propose to develop a 0.21 hectare portion of land to convert an existing 2 storey building to an apartment building totaling 21 units within Special Policy Area 79. The subject lands are designated Residential as shown on Schedule A – Future Land Use of the City’s Official Plan. The amendment meets the intent of the Official Plan as an apartment dwelling is permitted and the proposal will adaptively reuse an existing vacant building that will provide long-term rental housing to meet the needs of residents. The subject land is suitable for intensification as it abuts an arterial road, and the proposed use is at a scale and form that is compatible with abutting properties. There is adequate municipal services and there will be no impact on the City’s transportation system. Page 1476 of 1510 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. 141 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. 141", shall be identified as Special Policy Area "79" 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: 13.79 SPECIAL POLICY AREA “79” Special Policy Area "79" applies to 0.21 hectares of land on the east side of Main Street Chippawa, south of Greenwood Street. Notwithstanding the density policies of Part 2, Section 1, Subsection 1.15.5 (ii), this land may be developed for apartment dwellings with a maximum density of 105 units per hectare. Page 1477 of 1510 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 two 3 storey apartment dwellings, containing a total of 39 units (AM-2021-002). 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 of the R5C zone. 5. The regulations governing the permitted uses shall be: (a) Deemed lot the whole of the Lands shall be considered a lot (b) Minimum lot area 97 square metres per dwelling unit (c) Minimum front yard depth (i) To a dwelling (ii) To a mechanical room not exceeding 3 metres in height 4.5 metres plus any applicable distance specified in section 4.27.1 3.3 metres plus any applicable distance specified in section 4.27.1 (d) Minimum rear yard depth 7.5 metres (e) Minimum interior side yard width (i) West interior side yard (ii) East interior side yard 0 metres one-half the height of the building Page 1478 of 1510 2 (f) Parking requirements 1.3 spaces per dwelling unit (g) Number of apartment dwellings 2 (h) Minimum landscaped open space 33 % of the lot area (i) The balance of regulations specified for a R5C 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 provisions of this by-law shall be shown on Sheet C5 of Schedule “A” of By- law No. 79-200 by redesignating the Lands from R4 to R5C and numbered 1157. 10. Section 19 of By-law No. 79-200 is amended by adding thereto: 19.1.1157 Refer to By-law No. 2021-___. Read a First, Second and Third time; passed, signed and sealed in open Council this 7th day of December, 2021. ....................................................................... ..................................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR S:\ZONING\AMS\2021\AM-2021-002 6025-6045 McLeod Rd\By-law draft\AM-2021-002 draft by-law.docx Page 1479 of 1510 &&&&&&&& 1157 Village Cr Frontenac St McLeod Rd R5C 46m 46m83m 83mSCHEDULE 1 TO BY-LAW NO. 2021- Subject Lands: Amending Zoning By-law No. 79-200 Applicant: Assessment #: K:\GIS_Requests\2021\Schedule\Zoning\02\AM-2021-002.aprx 623381 ONTARIO INC 272508000312900 & 2725????1012848 AM-2020-002 ¹ 10/18/2021 Description:LT 41 PL 67 STAMFORD; PT TWP LT 173 STAMFORD AS IN ST54879, EXCEPT AS IN ST55730; NIAGARA FALLS, AMENDED 2000/11/14 L.TARGATT PIN: 64375-0379 (LT) PT LT 41 PL 67 STAMFROD; PT TWP LT 173 STAMFROD AS IN RO461500; NIAGARA FALLS PIN: 64375-0378 (LT) NTS Page 1480 of 1510 CITY OF NIAGARA FALLS BY-LAW 2021- A by-law to prohibit certain uses of land in a specific geographic area of the City of Niagara Falls regulated by Willoughby By-law No. 395/66, as amended. WHEREAS Section 38 of the Planning Act provides that where a council of a local municipality has directed, by by-law or resolution, that a review or study be undertaken, the council may pass a by-law (referred to as an interim control by-law) to be in effect for a period of time specified in the by-law, prohibiting the use of land, buildings or structures within the municipality or within a defined area or areas thereof for, or except for, such purposes as are set out in the by-law; AND WHEREAS the Council of the Corporation of the City of Niagara Falls has, by resolution adopted on December 7, 2021, directed that the Grassy Brook Secondary Plan be undertaken in respect of the land use planning policies and zoning regulations respecting the use of properties within the study area. THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. No person shall use any land, building or structure within the Grassy Brook Secondary Plan Study Area identified on Schedule 1 attached hereto for non - industrial uses. 2. This by-law shall be in effect for a period of one year from December 7, 2021. Read a First, Second and Third time; passed, signed and sealed in open Council this 7th day of December 2021. WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 1481 of 1510 HYDROPOWERCANALW E L L A N D R IV E R NIAGARARIVER N I A G A R A R I V E R City of Niagara Falls 11/22/2021 Schedule 1 to Interim Control By-law / 0 1,000 m Scale 1:36,000 South Niagara Falls/ Grassy Brook Secondary Plan Study Area K:\GIS_Requests\2021\Custom\Planning\South Niagara Falls Grassy Brook Secondary Plan Study Area\South Niagara Falls Grassy Brook Secondary Plan Study Area.aprx South Niagara Falls/ Grassy Brook Secondary Plan Study Area Road Labels This data is provided " as is" and the City of Niagara Falls (the City) makes no representations or warranties, express or implied, as to the accuracy or completeness of the data. The maps and drawings contained herein are intended for general layout purposes only and shall not be considered as official plans or drawings. For further information, please contact the City. The City shall not be held liable for special, incidental, consequential or indirect damages arising from the use of this data. Users assume all risks in using this data. No part of these maps, or information, or hardcopies made from them may be reproduced and/or distributed without this disclaimer.Page 1482 of 1510 CITY OF NIAGARA FALLS By-law No. 2021 - A by-law to permanently close part of a highway. WHEREAS Section 34 of the Municipal Act, provides, in part, that the Council of every municipality may pass by-laws to permanently close any highway; AND WHEREAS the Council of The Corporation of the City of Niagara Falls now deems it expedient to pass this by-law; THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. Part of the Road Allowance between Gore Lots 3, 4 & 5 and Township Lot 5, save & except for Parts 8, 9 & 10 on 59R-4039 and Parts 4, 5 & 6 on 59R-5931; City of Niagara Falls, in the Regional Municipality of Niagara, is hereby permanently closed. 2. The Mayor and City Clerk and City Solicitor are hereby authorized to execute all documents that may be required for the purpose of carrying out the intent of this by-law and the City Clerk is hereby authorized to affix the corporate seal thereto and to deliver such documents. Passed this seventh day of December, 2021. ................................................................ ................................................................ WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR First Reading: December 7, 2021. Second Reading: December 7, 2021. Third Reading: December 7, 2021. Page 1483 of 1510 THE CORPORATION OF THE CITY OF NIAGARA FALLS BY-LAW Number 2021 - XX A by-law to amend By-law No. 89-2000, being a by-law to regulate parking and traffic on City Roads. (Parking Prohibited, Stop Signs at Intersections, Yield Signs at Intersections) --------------------------------------------------------------- The Council of the Corporation of the City of Niagara Falls hereby ENACTS as follows: 1. By-law No. 89-2000, as amended, is hereby further amended, a) by adding to the specified columns of Schedule C thereto the following items: PARKING PROHIBITED COLUMN 1 COLUMN 2 COLUMN 3 COLUMN 4 HIGHWAY SIDE BETWEEN TIMES OR DAYS Heritage Drive North Secord Place and a point 28 metres west of Secord Place At All Times Heritage Drive South A point 22 metres west of Empire Place and a point 35 metres east of Empire Place At All Times Heritage Drive South Loyalist Avenue and a point 75 metres east of Loyalist Avenue At All Times Page 1484 of 1510 b) by removing from the specified columns of Schedule Q thereto the following items: YIELD SIGNS AT INTERSECTIONS COLUMN 1 COLUMN 2 Intersection FACING TRAFFIC Bellevue St. and Harper Dr. Southbound on Harper Dr. Ronnie Cres. And Jubilee Dr. (south intersection) Eastbound on Ronnie Cres. c) by adding to the specified columns of Schedule P thereto the following items: STOP SIGNS AT INTERSECTIONS COLUMN 1 COLUMN 2 Intersection FACING TRAFFIC Harper Drive at Bellevue Street Southbound on Harper Drive Ronnie Crescent at Jubilee Drive (South Intersection) Northbound on Ronnie Crescent Second Avenue at Hamilton Street Southbound on Second Avenue This By-law shall come into force when the appropriate signs are installed. Passed this seventh day of December, 2021. ............................................................... ........................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR First Reading: December 7, 2021 Second Reading: December 7, 2021 Third Reading: December 7, 2021 Page 1485 of 1510 CITY OF NIAGARA FALLS By-law No. 2021 - A by-law to establish Parts 1, 2, 3, 4, 5 and 6, 59R-17051 as a public highway to be known as, and to form part of Canadian Drive. AND WHEREAS Section 31(2) of the Municipal Act, 2001, provides, that after January 1, 2003, land may only become a highway by virtue of a by-law establishing the highway and not by the activities of the municipality or any other person in relation to the land, including the spending of public money; AND WHEREAS The Corporation of the City of Niagara Falls will be acquiring Parts 1, 2, 3, 4, 5 and 6 on 59R-17051 (the “Acquired Lands”) for road widening and transit purposes; AND WHEREAS it is deemed desirable to declare Parts 1, 2, 3, 4, 5, and 6, 59R-17051, as a public highway forming part of Canadian Drive, NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. That part of Block A, Plan M-40, designated as Parts 1 and 2, on 59R-17051, in the City of Niagara Falls, in the Regional Municipality of Niagara being part of PIN 64263-1586 (LT), (the “Subject Lands”) is hereby established, laid out and declared as a public highway and forming part of Canadian Drive. 2. That part of Block A, Plan M-40 and part of Lot 186, Stamford, designated as Parts 3, 4, 5, and 6, 59R-17051 in the City of Niagara Falls, in the Regional Municipality of Niagara being part of PIN 64263-1594 (LT), (the “Subject Lands”) is hereby established, laid out and declared as a public highway and forming part of Canadian Drive. 3. That upon passage of this by-law, the City Solicitor is hereby authorized to cause a copy of this by-law to be registered against the Subject Lands in the Land Registry Office. 4. That the City Clerk is authorized to effect any minor modifications, correction s or omissions solely of an administrative, numerical, grammatical, semantical or descriptive nature to this by-law or its schedules after the passage of this by-law. Read a First, Second and Third time; passed, signed and sealed in open Council this 7th day of December, 2021. ................................................................................ ..................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 1486 of 1510 CITY OF NIAGARA FALLS By-law No. 2021- A by-law to authorize the execution of a Section 37 Agreement with Stanley JV. Inc. pursuant to Section 37 of the Planning Act respecting the provision of certain facilities, services and matters by Stanley JV. Inc. in return for an amendment to By-law No. 79- 200 for an increase in height for the development of three mixed use residential and hotel buildings with a maximum building height of 93.65 metres and 30 storeys on lands owned by Stanley JV Inc. and located on Stanley Avenue and Dunn Streets, in the City of Niagara Falls. THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. A Section 37 Agreement dated December 7, 2021, and made between Stanley JV. Inc. as Owner, and The Corporation of the City of Niagara Falls as City, respecting the provision of certain facilities, services and matters by Stanley JV. Inc. in return for an amendment to By-law No. 79-200 for an increase in height to allow for the development of three mixed use residential and hotel buildings with a maximum building height of 93.65 metres and 30 storeys on lands owned by Stanley JV Inc. and located on Stanley Avenue and Dunn Streets, in the City of Ni agara Falls, as attached hereto, is hereby approved and authorized. 2. The Mayor and Clerk are hereby authorized to execute the said Section 37 Agreement. 3. The Clerk is hereby authorized to affix the corporate seal thereto and to deliver the said Section 37 Agreement. Read a First, Second and Third time; passed, signed and sealed in open Council this 7th day of December, 2021. ............................................................. ..................................................................... W ILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 1487 of 1510 2 THIS SECTION 37 AGREEMENT made effective the 7th day of December, 2021 (the “Effective Date”). B E T W E E N: STANLEY JV INC. Hereinafter called the “Owner” - and - THE CORPORATION OF THE CITY OF NIAGARA FALLS Hereinafter called the “Municipality” WHEREAS: A. The Owner is the registered owner of lands in the City of Niagara Falls which are more particularly describe in the attached Schedule “A” (the “Site”); B. The Owner applied to the Municipality to amend City of Niagara Falls Zoning By-law No. 79- 200 seeking permission to increase height otherwise permitted to allow the development of three (3) mixed use residential and hotel buildings with a maximum building height of 93.65 metres and 30 storeys and the application has been approved by the Council of the Municipality; C. Section 37 of the Planning Act, R.S.O. 1990, c. P.13, as amended (the “Planning Act”) permits the Council of the Municipality to pass a zoning by-law to authorize increases in the height and density of development otherwise permitted by the by-law in return for the provision of such facilities, services or matters as are set out in the by-law, provided there is an Official Plan in effect in the Municipality that contains provisions relating to the authorization of increases in height and density of development; D. The Official Plan for the Municipality contains provisions relating to the authorization of an increase in the height of development above 4 storeys; E. Pursuant to subsection 37(3) of the Planning Act the Municipality has elected to require the Owner to enter into an agreement with the Municipality dealing with the facilities, services or matters to be provided by the Owner in return for an increase in the height or densit y of its development; and F. The Owner has elected to provide certain facilities, services and matters in return for an increase in height as described in the Amending By-law attached as Schedule “B” and to enter into an agreement dealing with those facilities, services and matters. NOW THEREFORE in consideration of the sum of TWO DOLLARS ($2.00) paid by each party to the other, the receipt and sufficiency of which is hereby acknowledged, and for other valuable consideration, the Owner and the Municipality agree as follows: Page 1488 of 1510 3 1 DEFINITIONS 1.1 For the purposes of this Agreement, including the recitals: 1.1.1 “Amending By-law” means the zoning by-law amendment substantially in the form attached as Schedule “B”; 1.1.2 “Architectural Design” means all aspects of the configuration, appearance and performance of the Development, including, without limiting the generality of the foregoing, surface articulation, podium design, exterior materials, roof structure, pedestrian-scale uses, design of the public realm, and pedestrian circulation; 1.1.3 “Building Permit” means a permit, issued pursuant to section 8 of the Building Code Act, 1992, S.O. 1992, c.23, as amended or re-enacted from time to time, to construct the Development or a portion thereof; 1.1.4 “Chief Building Official” means the Chief Building Official for the Municipality and shall include his or her delegates; 1.1.5 “Council” means the Council of the Municipality; 1.1.6 “Date of Final Approval of the Amending By-law” means the first day upon which all of the provisions of the Amending By-law have come into force in accordance with section 6.2 of this Agreement; 1.1.7 “Development” means the construction of and improvements to and on the Site that is the subject of the Amending By-law and as is described in recital E to this Agreement; 1.1.8 “Director of Finance” means the Director of Finance of the Municipality and shall include his or her delegates; 1.1.9 “Director of Municipal Works” means the Director of Municipal Works of the Municipality and shall include his or her delegates; 1.1.10 “Director of Planning, Building and Development” means the Director of Planning, Building and Development of the Municipality and shall include his or her delegates; 1.1.11 “Final Confirmation Date” has the meaning ascribed to it in section 6.1 of this Agreement; 1.1.12 “Letter of Credit” means an irrevocable Letter of Credit drawn on a Canadian Chartered Bank or Credit Union in a form acceptable to the City Solicitor; 1.1.13 “Parties” means the Owner and the Municipality; Page 1489 of 1510 4 1.1.14 “Party” means any one of either the Owner or the Municipality; 1.1.15 “Public Benefit” means those things listed in Schedule “C” and any other thing that the Parties or either of them acknowledge or agree is a public benefit within the terms of this Agreement; 1.1.16 “Site” means the lands described in Schedule “A”; 1.1.17 “Site Plan” means any plan approved by Council or its delegate pursuant to the Planning Act, R.S.O. 1990, c. P.13, in connection with the Development; 1.1.18 “Dunn Street Streetscape Improvements” means the Streetscape Improvements completed along Dunn Street as described in Schedule “C”; 1.1.19 “Stanley Avenue Streetscape Improvements” means the Streetscape Improvements completed along Stanley Avenue as described in Schedule “C”; 1.1.20 “Streetscape Improvements” means those improvements to the streetscape along those boundaries of the Owner’s Site which are described in Schedule “C”; 1.1.21 “Streetscape Improvements Contribution” means the amount calculated in accordance with section 2.2 of this Agreement; and 1.1.22 “Unwinding Date” has the meaning ascribed to it in section 6.5 of this Agreement. 1.2 The Parties confirm and agree that the recitals are true, accurate and form a part of this Agreement. 2 STREETSCAPE IMPROVEMENTS CONTRIBUTION 2.1 The Owner shall be responsible for the Streetscape Improvements Contribution calculated in accordance with section 2.2. 2.2 The Streetscape Improvements Contribution for the Stanley Avenue & Dunn Street Streetscape Improvements shall be calculated in accordance with the following formula: S = ($1,442.85 x L) Where: “S” is the Streetscape Improvements Contribution; and “L” is the lineal frontage of the Site on any public street, expressed in metres. Page 1490 of 1510 5 2.3 The Streetscape Improvements Contribution for the Dunn Street and Stanley Avenue Street Streetscape Improvements shall be calculated as follows: Estimated cost of Owner’s share of affected frontage for Dunn Street Streetscaping 106.3 metres x $1,442.85 = $153,374.96 Estimated cost of Owner’s share of affected frontage for Stanley Avenue Streetscaping 92.42 metres x $1,442.85 = $133,348.20 2.4 If a Building Permit authorizing the Development has not been issued on or before January 1, 2024, the Streetscape Improvements Contribution shall be adjusted annually in accordance with the Statistics Canada Quarterly Infrastructure Construction Price Index Catalogue until such time as a Building Permit is issued for the Development. 2.5 The Owner shall pay all of the Streetscape Improvements Contribution that relates to the Dunn Street Streetscape Improvements prior to any Building Permit relating to any aspect of the Development being issued for the development of any building over 4 storeys in height. 2.6 The Streetscape Improvements Contribution relating to the Dunn Street Streetscape Improvements is the amount of $153,374.96 as shown in Schedule “C”. 2.7 The Owner shall pay part of the Streetscape Improvements Contribution that relates to the Stanley Avenue Streetscape Improvements prior to any Building Permit relating to any aspect of the Development being issued for the development of any building over 4 storeys in height. 2.8 The Owner’s share of the Streetscape Improvements Contribution relating to the Stanley Avenue Streetscape Improvements is the amount of $133,348.20 as shown in Schedule “C”. 3 STREETSCAPE IMPROVEMENTS 3.1 The Owner and the Municipality acknowledge that the Dunn Street Streetscape Improvements described in Schedule “C” have not been constructed as of the date of the execution of this Agreement. 3.2 If the cost of constructing the Dunn Street Streetscape Improvements exceeds the amount paid by the Owner as set out in Section 2.3 (and further described in Schedule “C”), the amount of any shortfall shall be added to the tax roll entry for the Site, to be collected in like manner as municipal taxes. 3.3 The Owner and Municipality acknowledge that the Stanley Avenue Streetscap e Improvements describe in Schedule “C” have been constructed by the Municipality Page 1491 of 1510 6 as of the date of the execution of this Agreement and the Owner agrees to reimburse the Municipality for the Stanley Avenue Streetscaping Improvements. 3.4 If the cost of constructing the Stanley Avenue and Dunn Street Streetscape Improvements is less than the amount paid by the Owner as set out in Section 2.3 (and further described in Schedule “C”), the Municipality shall refund the difference to the Owner forthwith. 4 ARCHITECTURAL DESIGN 4.1 All aspects of the Architectural Design shall be generally in accordance with the Architectural Design of the Development approved by Council on September 14, 2021 and by resolution passed on November 16, 2021 deeming the addition of land located at 6671 Stanley Avenue to be minor in nature and to be incorporated into the approved Architectural Design accordingly, and shall be to the satisfaction of the Director of Planning, Building and Development, acting reasonably. The Architectural Design shall be submitted before finalization and execution of the site plan agreement applicable to the Development. 4.2 The Parties acknowledge and agree that the Architectural Design is a Public Benefit associated with the authorization permitted by the Amending By-law. 5 CONSENT TO AMENDING BY-LAW 5.1 The Owner consents to the enactment of the Amending By-law. 5.2 The Owner consents to the repeal of the Amending By-law by Council if the Owner is in default of its obligations under this Agreement and the Owner has failed or refused to correct such default within ninety (90) days of notice of such default being given by the Municipality, and the Owner further covenants and agrees not to appeal, object or otherwise challenge the repealing of the Amending By-law. 5.3 The Municipality shall not repeal the Amending By-law pursuant to section 5.2 if the alleged default is the subject of an arbitration or court action that has been commenced by notice properly given under section 10 of this Agreement. If, following the final disposition of the arbitration or court action, the Owner is in default, section 5.2 shall apply. 6 COMPLETION AND UNWINDING 6.1 The “Final Confirmation Date” shall be the second day (not including Saturdays, Sundays or holidays) following the later of: 6.1.1 The Date of Final Approval of the Amending By-law as defined in section 6.2; and 6.1.2 Such other date as may be agreed to by the Parties, provided that the occurrence of the Final Confirmation Date shall be expressly conditional Page 1492 of 1510 7 upon the Amending By-law being approved and in force on the Final Confirmation Date. 6.2 The “Date of Final Approval of the Amending By-law” shall be the first day upon which all provisions of the Amending By-law have come into force, and: 6.2.1 All applicable appeal periods have expired and no appeals, referrals or applications to the Local Planning Appeal Tribunal or Applications to Court have been commenced; or 6.2.2 Any such appeals, referrals, applications or Applications to Court have been finally disposed of in favour of the Amending By-law, such that a Building Permit(s) could be issued by the Municipality’s Chief Building Official to permit the Development contemplated by the Amending By-law provided that there were no other reasons to warrant a refusal to issue the Building Permit(s). 6.3 On the Final Confirmation Date, the Municipality and/or the Owner shall give written notice to the other Party that the Final Confirmation Date has occurred. 6.4 For the purposes of this Agreement, the terms: 6.4.1 “Application(s) to Court” means an application for leave to appeal, an appeal, an application for judicial review, an application to quash pursuant to the Municipal Act, 2001, and an appeal from a Decision or Order in respect of any of these applications that is made to a Court. 6.4.2 “Final Disposition” means the final disposition by any of the following events: 6.4.2(1) the entry of an Order of the Local Planning Appeal Tribunal that finally disposes of the Amending By-law by rejecting the Amending By-law or approval of the Amending By-law subject to certain amendments to the Amending By-law; or 6.4.2(2) the entry of an Order of the Court that finally disposes of an Application to Court by rejecting the Amending By-law or by approval of the Amending By-law subject to certain amendments to the Amending By-law. 6.5 The date of the unwinding of this Agreement (the “Unwinding Date”), should it occur, will be the earlier of: 6.5.1 The date of the Final Disposition of the Amending By-law if the Final Disposition rejects the Amending By-law; and 6.5.2 The date of the expiry of a sixty (60) day period specified in a Notice of Termination which is given pursuant to subsections 6.6, 6.7 or 6.8 of this Agreement. Page 1493 of 1510 8 6.6 If a Final Disposition of the Amending By-law results in the Amending By-law coming into force with amendments, then within thirty (30) days after the Final Disposition, either Party may give to the other Party sixty (60) days written notice terminating this Agreement (the “Notice of Termination”). Unless the Parties agree otherwise, the Unwinding Date shall occur on the expiry of the sixty (60) day period specified in the Notice of Termination. If a Notice of Termination is not given in accordance with this subsection, the amendments to the Amending By-law shall be deemed to be agreed to by both parties and this Agreement will continue in full force and effect. 6.7 If, as a result of being required to do so by the Final Disposition of the Amending By-law, Council passes amendments to the Amending By-law, then, within thirty (30) days from the date of passage of the amendments, the Municipality shall give notice to the Owner of the passing of the amendments. Within sixty (60) days from the receipt of the notice by the Owner, written Notice of Termination may be given by the Owner to the Municipality. Unless the Parties agree otherwise, the Unwinding Date shall occur on the expiry of the sixty (60) day period specified in the Notice of Termination. If a Notice of Termination is not given in accordance with this subsection, the amendments shall be deemed to be agreed to by both parties and this Agreement will continue in full force and effect. 6.8 If the Final Confirmation Date has not occurred on or before two years from the date that Council passes the Amending By-law, written Notice of Termination may be given by either Party to the other Party. Unless on or prior to the expiry of sixty (60) days after the date on which the Notice of Termination was given, either the Date of Final Approval of the Amending By-law occurs, or the Parties agree otherwise in writing, the Unwinding Date shall occur on the expiry of the sixty (60) day period. 6.9 The Owner acknowledges and agrees that, without fettering Council in the exercise of its discretionary powers, Council may, on or after the Unwinding Date, repeal the Amending By-law with the object of restoring the zoning by-law provisions applicable to the Site to the state they were in on the day immediately prior to the date of the passing of the Amending By-law. The Owner shall not challenge or object to the passing, approval or coming into force of any such rescinding by- law(s). 7 INTENTION OF PARTIES 7.1 The provisions of this Agreement are not intended to operate, nor shall have the effect of operating, to in any way fetter the discretion of the Council that authorized the execution of this Agreement or any of its successors in the exercise of any o f Council’s discretionary powers. Without limiting the generality of the foregoing, such discretionary powers include the power to pass, amend or repeal by-laws; to adopt, amend or rescind official plan amendments; and to approve or withhold approval to permit any demolition, relocation, construction or alteration of any building. Page 1494 of 1510 9 8 JURISDICTION AND SEVERABILITY 8.1 The Parties acknowledge that this Agreement is entered into pursuant to subsection 37(3) of the Planning Act. If a Court of competent jurisdiction, on an application by a person other than the Parties, determines that this Agreement is illegal or beyond the power and jurisdiction of the Municipality and if the Owner has not, acting in good faith, commenced the construction of the Development, the Owner agrees that the Amending By-law may be repealed by the Municipality and the Owner further agrees not to oppose, or cause to be opposed, the repeal thereof. 8.2 If a Court of competent jurisdiction determines that any individual provision of this Agreement is illegal or beyond the jurisdiction, power or capacity of any Party bound by this Agreement, the provision shall be severed from this Agreement if both Parties agree, and the remainder of the Agreement shall continue in full force and effect, mutatis mutandis. In such case, the Parties agree to negotiate in good faith to make any amendments to this Agreement that are, as a result, necessary to implement the intentions of this Agreement. If the Parties cannot agree that such provision or provisions shall be severed, or if negotiations to amend the Agreement are not successful, the issue shall be determined by Arbitration in accordance with the provisions of section 15. 8.3 The Parties acknowledge and agree that: 8.3.1 Each party is satisfied that the Municipality has jurisdiction to pass the Amending By-law; 8.3.2 Each Party is satisfied that the other party has the jurisdiction, power and capacity to enter into this Agreement; 8.3.3 Neither party shall challenge the jurisdiction, power and capacity of the other Party to enter into this Agreement, unless new evidence to the contrary becomes known by the challenging Party; and 8.3.4 Neither Party shall challenge the legality of any provision in this Agreement. The Parties and their successors, assigns, lessees and sub-lessees are and shall be estopped from contending otherwise in any proceeding before a Court of competent jurisdiction. 9 GENERAL 9.1 This Agreement shall enure to the benefit of and be binding upon the Parties and their respective successors and permitted assigns. 9.2 Notwithstanding anything in this Agreement to the contrary, if the Municipality acquires by any means any part of the Site for a municipal purpose, the Municipality shall not thereby be considered an owner of the Site and shall not be bound by this Agreement as an owner of the Site. Page 1495 of 1510 10 9.3 The rights, restrictions, duties, provisos, conditions and obligations contained in this Agreement that apply to the Owner shall run with the title to the Site until they have been fully performed and thereafter shall cease to apply to the Site. When the Owner has fully performed all of their obligations under this Agreement, the Municipality shall provide a full release of this Agreement in registrable form. 9.4 Neither Party may assign or transfer their interest in this Agreement without the prior written consent of the other Party, which consent shall not be unreasonably withheld. 10 NOTICES 10.1 Notices to be given under this Agreement shall be in writing and shall be delivered personally or by facsimile transmission only as follows: To the Owner: Stanley JV Inc. Attention: Kyle Bittman 3410 South Service Road, Suite G5 Burlington, ON L7N 3T2 Telephone: 289-288-3430 ext. 412 To the Municipality at: The Corporation of the City of Niagara Falls Attention: Director of Planning, Building & Development 4310 Queen Street P.O. Box 1023 Niagara Falls, ON L2E 6X5 Telephone: 905-356-7521 Facsimile: 905-356-2354 The Parties shall immediately notify each other, in writing, of any changes of address or facsimile number from those set out above. 10.2 Notice shall be deemed to have been received by a Party on the date of personal delivery or confirmed facsimile transmission. 11 FURTHER ASSURANCES 11.1 The Parties, at all times and from time to time hereafter, upon receiving a reasonable written request to do so, shall make, execute, deliver and cause to be made, executed and delivered any additional acts, deeds, assurances and things as may be required for more effectively implementing and carrying out the true intent and meaning of this Agreement. 12 FORCE MAJEURE Page 1496 of 1510 11 12.1 If either Party is delayed in or prevented from performing any obligation under this Agreement by reason of a labour disruption, civil disturbance, act of God, including a pandemic or epidemic, government laws or directives, or similar impediment beyond the control of the Party not including lack of financial resources and not caused by its own default and not avoidable by exercise of reasonable effort or foresight, then performance of such obligation is excused for as long as such cause exists. Furthermore, the Party so delayed shall be and is entitled, without being in breach of this Agreement, to carry out such obligation within the appropriate time period after the cessation of such cause. 12.2 Nothing in section 12.1 shall operate to excuse the Owner from the prompt payment of cash to the Municipality in accordance with the terms of this Agreement. 13 REGISTRATION OF AGREEMENT AND CONVEYANCES OF THE SITE 13.1 The Owner consents to the registration of this Agreement, or a notice of it, against the title to the Site at the Owner’s expense. 13.2 The Owner shall provide to the Municipality, prior to the registration of this Agreement and at no cost to the Municipality, any postponements that are necessary to ensure that this Agreement, when registered, will have priority over all other interests in the Site, other than the fee simple interest. 13.3 The Owner shall provide to the Municipality, prior to registration of this Agreement, a solicitor’s title opinion, satisfactory to the Municipality’s solicitor, confirming that this Agreement, when registered, will have priority over all other interests in the Site other than the fee simple interest. 13.4 The Owner shall not convey or transfer all or part of its ownership in the Site by any means, including by a change in control of the Owner, without the express written consent of the Municipality, which consent shall not be unreasonably withheld. 14 TAXES 14.1 The Owner shall pay and fully indemnify the Municipality in respect of any taxes, including taxes under the Excise Tax Act (Harmonized Sales Tax, Land Transfer Tax, and/or registration fees, associated with the benefit to the Municipality of any facility, service, matter or thing referenced in this Agreement and provided to the Municipality for the benefit of the Municipality by the Owner, including any facility, service, matter or thing required under section 41 of the Planning Act, provided: 14.1.1 Such indemnity shall be net of any rebate available to the Municipality; and 14.1.2 The Owner may defend against the imposition of such taxes in the name of the Municipality provided that the Owner may, in such event, elect to pay and satisfy any such claim for taxes and in such event the Municipality shall Page 1497 of 1510 12 inform the Owner fully of such claim for taxes and shall offer the Owner every cooperation in the defence of said claim for taxes. 15 ARBITRATION 15.1 If any claim or dispute arises with respect to any of the provisions of this Agreement, including but not limited to application of the formulae described in section 2, or the performance or non-performance by either Party of their obligations under this Agreement, either Party may, by service of a notice in writing to the other Party, require that such claim or dispute be submitted to and settled by a single arbitrator pursuant to the provisions of the Arbitrations Act, 1991, S.O. 1991, c.17, as amended. The arbitrator’s decision shall be conclusive and binding upon the Parties, except for errors in law. The arbitrator shall award the costs of the arbitration, including the Parties’ legal expenses, the fees and expenses of the arbitral tribunal and any other expenses related to the arbitration. 15.2 The Parties shall continue their performance of the terms and conditions of this Agreement before and during any such arbitration proceeding to the extent possible. 15.3 Subsection 15.1 does not preclude either party from commencing a proceeding in a court of competent jurisdiction to resolve the dispute. 16 COMMENCEMENT 16.1 This Agreement commences on the Effective Date. 17 SCHEDULES 17.1 The following Schedules attached to this Agreement are to be read as and shall form part of this Agreement: Schedule “A” Legal Description of the Site Schedule “B” Amending By-law Schedule “C” Streetscape Improvements and Contributions 18 INTERPRETATION 18.1 The headings in the body of this Agreement have been inserted for convenience of reference only and do not form part of the Agreement. 18.2 This Agreement shall be construed and enforced in accordance with, and rights of the Parties shall be governed by, the laws of the Province of Ontario and of Canada applicable therein without regard to conflict of laws principles, and shall be treated in all respects as an Ontario contract, and the Parties submit to the jurisdiction of the courts of the Province of Ontario. 18.3 This Agreement shall be construed with all changes in number and gender as may be required by the context. Page 1498 of 1510 13 18.4 Reference to an official of the Municipality in this Agreement is deemed to include a reference to the official of the Municipality who performs the duties of such referenced official from time to time. 18.5 Time is of the essence in this Agreement. 18.6 The failure of the Municipality to require performance by the Owner of any obligation under this Agreement shall not constitute a waiver of performance of said obligation or any other obligation and shall not affect the Munici pality’s right to enforce such obligation at a later time. 18.7 This Agreement shall constitute the entire Agreement between the Parties in respect of the subject matter herein contained, and it is agreed that there is no representation, warranty, collateral agreement or condition affecting this Agreement other than as expressed herein. 18.8 This Agreement may only be amended, modified or supplemented by a written agreement signed by all of the Parties hereto. 18.9 Any payment tendered by the Owner pursuant to this Agreem ent shall be in cash, bank draft or certified cheque and shall be delivered to the Director of Finance, unless provided otherwise in this Agreement. 18.10 This Agreement may be executed and delivered by facsimile or electronic transmission and the Parties may rely upon all such facsimile or electronic signatures as though such facsimile or electronic signatures were original signatures. This Agreement may be executed in any number of counterparts and all such counterparts shall, for all purposes, constitute one agreement binding on the Parties. [Signature page follows.] Page 1499 of 1510 14 IN WITNESS WHEREOF the Owner has executed this Agreement the ____ day of December, 2021. STANLEY JV INC. Per: Name: Title: Per: Name: Title: I/We have authority to bind the Corporation. IN WITNESS WHEREOF the City has executed this Agreement the ____ day of December, 2021. THE CORPORATION OF THE CITY OF NIAGARA FALLS Per: Name: James M. Diodati Title: Mayor Per: Name: William G. Matson Title: City Clerk We have authority to bind the Corporation. Page 1500 of 1510 15 SCHEDULE “A” LEGAL DESCRIPTION OF THE SITE PARCEL 1 – 6663 STANLEY AVENUE & 5582 DUNN STREET LEGAL DESCRIPTION: SURFACE RIGHTS ONLY: PART LOTS 1 TO 7 PLAN 41 & PART RANGES 5, 6 & 7 PLAN 1 PART 1 59R16390, PART RANGE 6 PLAN 1 PARTS 2 & 3 59R16390, PART RANGE 5 PLAN 1 PARTS 4, 5, 6, 7 & 8 59R16390, PART LOTS 1 & 2 PLAN 41 PART 9 59R16390; SUBJECT TO AN EASEMENT OVER PART 2 59R16390 AS IN SN105982; SUBJECT TO AN EASEMENT OVER PART 3 59R16390 AS IN ST50177; SUBJECT TO AN EASEMENT OVER PARTS 4 & 5 59R16390 AS IN ST50637; SUBJECT TO AN EASEMENT OVER PARTS 5, 6, 7 & 8 59R16390 AS IN ST25642; SUBJECT TO AN EASEMENT OVER PART 7 59R16390 AS IN ST15738; SUBJECT TO AN EASEMENT OVER PART 9 59R16390 AS IN RO470993E; CITY OF NIAGARA FALLS PIN: 64376-0160 (LT) - and – PARCEL 2 – 5640 DUNN STREET LEGAL DESCRIPTION: PART OF LOT 13, PLAN 41 (STAMFORD), PART 10 PLAN 59R16390; CITY OF NIAGARA FALLS PIN: 64376-0151 (LT) - and - PARCEL 3 – 6683 STANLEY AVENUE SURFACE RIGHTS ONLY: PART OF RANGE 5, PLAN 1 STAMFORD, PART 11 PLAN 59R16390; CITY OF NIAGARA FALLS PIN: 64376-0032 (LT) - and - PARCEL 4 – 6671 STANLEY AVENUE LEGAL DESCRIPTION: PART RANGE 6, PLAN 1 STAMFORD SURFACE ONLY AS IN ST40172; CITY OF NIAGARA FALLS PIN: 64376-0031 (LT) Page 1501 of 1510 16 SCHEDULE “B” AMENDING BY-LAW Page 1502 of 1510 17 Page 1503 of 1510 18 Page 1504 of 1510 19 Page 1505 of 1510 20 Page 1506 of 1510 21 Page 1507 of 1510 22 SCHEDULE “C” STREETSCAPE IMPROVEMENTS 1. The Streetscape Improvements required along the Stanley Avenue and Dunn Street frontages of the property shall be comprised of the following: o Payment towards the constructed 92.42 linear metres of a 2 metre wide concrete sidewalk along the Stanley Avenue; o Construction of 106.3 linear metres of a 3 metre wide concrete sidewalk along Dunn Street; o Payment towards the constructed 92.42 linear metres of a metre wide precast unit paver strip along Stanley Avenue; o Construction of 106.3 linear metres of a 2 metre wide precast unit strip along Dunn Street; o Payment towards the 11 tree pits and installation of 11 deciduous trees, with a minimum caliper of 50mm, and associated tree pit covers along the Stanley Avenue; o Construction of 13 tree pits and installation of 13 deciduous trees, with a minimum caliper of 50 mm, and associated tree pit covers, within the precast unit paver strip along Dunn Street; o Payment towards the installation of vehicular and pedestrian light standards, with associated banners/hanging planters, of a number and in locations to be determined by the Municipality on Stanley Avenue; o Installation of vehicular and pedestrian light standards, with associated banners/hanging planters, of a number and in locations to be determined by the Municipality on Dunn Street; o Installation of waste receptacles and benches, of a number and in locations to be determined by the Municipality. All as detailed in the “City of Niagara Falls Streetscape Master Plan and Urban Design Guidelines,” MBTW Group, October 2001, as may be amended by the Municipality. The amount of Stanley Avenue contribution payment to be collected for the streetscape improvements is calculated as follows: P = $1,442.85 x 92.42 metres Page 1508 of 1510 23 = $133,348.20 The amount of Dunn Street security to be collected for the streetscape improvements is calculated as follows: S = $1,442.85 x 106.3 metres = $153,374.96 2. The Municipality retains the sole right to modify any of the above noted improvements and shall renegotiate with the Owner upon request by the Owner if such modifications result in a cost less than $1,422.85 per linear metre. Page 1509 of 1510 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 7th day of December, 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 7th day of December, 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 7th day of December, 2021. .............................................................. ............................................................. WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 1510 of 1510