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2004/11/01 FIFTEENTH MEETING Monday, November 1, 2004 From 4:00 p.m. to 5:45 p.m. City Hall, Committee Room #2A & B Approval of the 2004-10-18 Community Services Minutes. 2) DEPUTATION: STAFF CONTACT: a) Cummington Square Mr. Dave Nicholson, President, Royal Canadian Legion Branch 396, Chippawa Will speak on behalf of the Chippawa Legion. Mr. Don Ede, Village of Chippawa Citizens Committee will be invited to attend. *Attached are various letters for or against designation of Cun'Lmington Square. 3) REPORTS: a) BBS-2004-07 - Garage / Yard Sales Ed Duj lovic b) MW-2004-158 - World of Wonder & Trends Gift Shop 5699, 5697, 5701 Victoria Avenue Parking Demand Analysis Results Ed Dujlovic c) MW-2004-159 - Ort Road Intersection Control Review Ed Dujlovic d) R-2004-71 - Mulhem Park ~ Citizens Request for Parking Lot Adele Kon 4) NEW BUSINESS 5) ADJOURNMENT MINUTES OF COMMUNITY SERVICES COMMITTEE MEETING Monday, October 18, 2004, City Hall, Room 2 at 4:00 p.m. PRESENT: Chairperson Alderman Selina Volpatti, Mayor Ted Salci, Alderman Wayne Campbell, Alderman Jim Diodati, Alderman Victor Pietrangelo, Alderman Janice Wing, Alderman Ioammni, Alderman Joyce Morocco, Alderman Vince Kerrio. REGRETS: John MacDonald, Ken Burden STAFF: Tony Ravenda, Ed Dujlovic, Pat Burke, Ray Kallio, Adele Kon, Dean Iorfida, Todd Harrison, Marzenna Carrick, Doug Darbyson, Nathan Hyde, Marianne Tikky- Steno. PRESS: Corey Larocque, Niagara Falls Review GUESTS: Charles Figueroa - 4768 Park Street, Joe Macai - 7120 Ann Street, Steve Wilkie - 7150 Ann Street, Eva Jedicke - 7129 Warden Avenue, Hermm~ Winter - 7037 Centennial Street, Kathy Evans - 7139 Waters Street. MINUTES It was ORDERED on the motion of Alderman Morocco and seconded by Alderman Campbell, that the minutes of the October 4, 2004 meeting be approved. Motion: Carried Action: Recommendation submitted to Council 2004-10-18. COMMUNICATION ITEMS a) It was ORDERED on the motion of Alderman Campbell and seconded by Mayor Salci that the development charges be waived or the Lighthouse Church of God. Motion: Carried Action: Recommendation submitted to Council 2004-10-18. -2- REPORTS a) MW-2004-154 - Water Avenue Neighbourhood Operations Review It was ORDERED on the motion of Alderman Wing and seconded by Alderman Ioannoni that; 1) flashing beacons not be installed at the intersection o£Waters Avenue ~ Richmond Crescent; 2) flashing beacons not be installed at the intersection o£ Richmond Crescent ~ Ann Street; 3) the all-way stop at Waters Avenue @ Richmond Street remain; 4) the all-way stop at Richmond Crescent ~ Ann Street be relocated to Sharon Avenue ~ Ann Street; 5) the intersection control at Richmond Crescent ~ Ann Street be replaced with a stop sign on Richmond Crescent for southbound motorists; 6) the yield control at the intersection o£ Douglas Crescent ~ Ann Street be replaced with a stop sign; 7) the yield control at the intersection o£Betty Avenue ~ Margaret Street be replaced with a stop sign; 8) the yield control at the intersection of Centennial Street @ Warden Avenue be replaced with a stop sign; 9) the yield control at the intersection of Centennial Street ~ Waters Avenue be replaced with a stop sign; 10) advance warning playground signs be installed on 1) Waters Avenue south of Bonnie Street for southbound motorists 2) Warden Avenue south of Bonnie Street for southbound motorists 3) Centennial Street east of Waters Avenue for eastbound motorists; 11) the single solid yellow centreline pavement marking applied on the curve at Waters Avenue at Ann Street be extended; 12) a single solid yellow centreline pavement marking be applied on the curve at Warden Avenue at Ann Street; and, ~3~ 13) the Region of Niagara be requested to investigate the feasibility of installing traffic signals at McLeod Road and Sharon Street. Motion: Carried Action: Recommendation submitted to Council 2004-10-18. Following further discussion the following motion was made; It was ORDERED on the motion of Alderman Wing and seconded by Alderman Ioannoni that an Environmental Assessment be carried out for the Waters Avenue Neighbourhood. Motion: Carried Action: Recommendation submitted to Council 2004-10-18. c) MW-2004-145 - Kalar Road Traffic Operations Review It was ORDERED on the motion of Alderman Campbell and seconded by Alderman Morocco that the existing speed limit of 60 kin/hr be maintained on Kalar Road between Thorold Stone Road and Beaverdams Road. Motion: Carried Action: Recommendation submitted to Council 2004-10-18. d) PD-2004-96 - Request to Waive Committee of Adjustment Fee - Application A-29/2004, 4768 Park Street - Mr. Charles Figueroa After a brief question and answer period and some discussion the following motion was made; It was ORDERED on the motion of Alderman Wing and seconded by Alderman Diodati that the Committee of Adjustment Fee of $350.00 be waived on compassionate grounds. Motion: Defeated Opposed: Alderman Pietrangelo, Alderman Morocco, Alderman Campbell & Alderman Volpatti Further - It was ORDERED on the motion of Alderman Campbell and seconded by Alderman Pietrangelo that report PD-2004-96 be received and filed. Motion: Carded Action: Recommendation submitted to Council 2004-10-18. NEW BUSINESS a) Alderman Ioannoni advised Council that there is still a parking problem along Kalar Road near Thorold Stone Road. Patron's of Somebuddy's Restaurant are still using this area to park and factor in the ticket as part of the price of dining out. Alderman Ioannoni request that staff investigate the number of tickets issued and calls received from the area in the last month and suggest a viable solution. b) Alderman Ioannoni advised staff that a bulk pickup is needed the Robinson Street/Stanley Avenue intersection as the garbage is spilling onto the City streets. c) It was ORDERED on the motion of Alderman Campbell and seconded by Alderman Ioannoni that staff investigate and report on the lane way between Dyson Avenue and Muir Avenue. Motion: Carded Action: Recommendation submitted to Council 2004-10-18. ADJOURNMENT It was ORDERED on the motion of Alderman Pietrangelo and seconded by Alderman Campbell, that the regular meeting of the Community Services Committee be adjourned at 4:30 p.m. and move into In-Camera Session. Ontario BranCh 396, ChiPpawa 3860 Legion St~et Niagara Falls, Omario L2G 6C9 (905) 295-~. ~. 5 ! Mr. Dean Iorfida October 21, 2004 Niagara Falls City Clerk Dean: Please find enclosed our proposal to Coencil for the council meeting, November 1, 2004. President The Royal Canadiaa L~gion Branch 396, Chippawa They served fill death. Why not we? The Royal Canad~n L~ion Ontario BranCh 396s Chippawa 3860 Legion Street Niagara Falls~ Ontario 1,26 6C9 (905) 295---4451 The City of Niagara Falls October 21, 2001 Mayor Salci and Council 4310 Queen st. Niagara Falls, Ontario The Canadian Legion of the British Empire Service League, Ontario #396 Branch was formed June 5, 1946 and its name changed to The Royal Canadian Legion, Ontario Branch 396, Chippawa in 1948 by "The Statutes of Canada 1948, Chapter 84, as amended". Our Purposes and Objects are five pages long, but I would like to mention a few: to perpetuate the memory and deeds of the fallen and those who die in the future; to promote and care for memorials to their valour and sacrifice, to provide suitable burial if required, to keep an anmml memorial day, to preserve the records and memories of their se~ee and to see that such services shall not be forgotten by the nation; · to educate public opirtion regarding national duties to the dead, the disabled and others who have served, and their dependants. The Cenotaph at Cummington Square was erected in the 1920's in honour of the men from Chippawa that died in World War 1. The bandshell was dedicated a Memorial Bandshell on July 1, 1948, commemorating the soldiers from Chippawa that fought and died during the First and Second World Wars. The Royal Canadian Legion Branch 396 was involved in that dedication that day. Since then Branch 396 has been involved in updating the plaques at the Square. Therefore, the Legion would like to set the records straight: The Royal Canadian Legion does consider Canada's War Veterans "real soldiers" contrary Jo Mr. Ede and The Village of Chippawa Citizen's Committee. Because of the Memorial Bandshell and the Cenotaph in Cnmmington Square, The Royal canadian Legion Branch 396 has always had a large part of the goings on at the square and has come to kind of "regard it as our own". Branch 396 has held our Remembrance Service at Cummington Square from 1946 until 1994 when Branch 396 went to council and requested permission to hold the Remembrance Service inside the Chippawa-Willoughby Memorial Arena to make it easier on our aging veterans as the weather is so unpredictable in November. Branch 396 went to Council alone and asked for permission to hold our Service inside the arena and Council graciously accepted our request. We have also in the past held a variety of other dedications at Cummington Square. They served fill death. Why not we. The Royal Canadian ~ion Ontario BranCh 396, ChiPpawa 3860 Legion Street Niagara Falls, Ontario 'L2G 6C9 (9O5) 295-4451 We have requested the City to install a plaque stating the historical significance of Cummington Square with regards to the Cummings family and the Memorials to the residents Of The Village of Chippawa that fought and died in World War I, World War II and the Korean War. The City is researching the wording and design of such a plaque and has ensured us that such a plaque will be installed as the City of Niagara Falls considers Cummington Square a municipal historic park. It should be noted that a by-law designating a property under the Ontario Heritage Act can always be repealed. In addition, there is nothing preventing the sale of a property that is designated; however, since the City owns the property, the Legion has the utmost confidence that nothing untoward will ever happen to Cummington Square. Statements that the property may become a McDonald's are unrealistic. As Council should be aware, its' own advisory committee, the Municipal Heritage Committee voted unanimously "to have the request to have Cummington Square designated" deferred to the City's Heritage Master Plan. We feel that because of the memorial aspect of the square, with the Cenotaph to Chippawa's War Dead and Memorial Bandshell, the very good rapport with the City and Council regarding Curnmington Square (working in conjunction with the City for at least 20 years) and Cummlngton Square's historical significance, which has not been diminished over the last 58 years, we ask that Council consider The Royal Canadian Legion, Branch 396 "adopt" Cummington Square. The Legion would be the "Stewards of the Square", acting as an advisory body, with a by-law stating such obligations and commitments of all parties. This would give Cummington Square the same protection, if not more, as a designation through the Municipal Heritage Committee, with the exception that the Legion would have direct fi-iput into the future of Cummington Square. We thank Council for affording us the opportunity to be present and we respectfully request City Council's approval to allow the Royal Canadian Legion, Branch 396 to adopt Cummington Square. The Executive & Members The Royal Canadian Legion Branch 396, Chippawa They served fiiJ deathi'VVhv not we? ' The Royal C adian Lemon NIAGARA FALLS iONT. NO. 5l BRANCH~ Chippawa Citizens Committee c/o Don Ede 3711 Grinning Drive Niagara Falls, ON L2G 6L5 Dear Mr. Ede: The Executive Committee of the Royal Canadian Legion, Branch 51 held their monthly meeting on October 12'h, 2004. Dave Nicholson, President of the Royal Canadian Legion, Branch 396 was an invited guest speaker at this meeting. We wish to inform you that, after considerable debate, the Executive Committee has reconsidered the support to your committee in regards to your actions to protect and preserve the history of the Cummington Square Memorial Bandshetl. We are redirecting our support to the Royal Canadian Legion, Branch 396. The Executive of Branch 51 would like to apologize for any inconvenience this may have caused yotl. Yours Sincerely, 5 E.waT_awemcha President, Br. 51 cc: R.C.L. Branch 396 5743 Valley Way, Niagara Falls, Ontario L2E IX7 Tel: 905-354-8331 5603 Spring Street Ivlr. Don Ede Village of Chippawa Citizen's Committee 8420 Lan~nt Ave. Chippawa Niagara Falls, Ont, L2G 8V8 Dear Mr. Ede: Further to our letter of October 3~ 2004 in which we supported your quest to have the Bandshell and Green Area at Cummington Square designated as a memorial and historic site. Since that time we have been addressed by the President of Branch 396, Royal Canadian Legion which, unknown to us at the time our letter was written, are very active in the upkeep and support of the subject site, and are most concerned about the consequences of any changes in designation. Consequemly, we must now withdraw our support of your quest for Historic Designation of the site. We apologize for any inconvenience this may have caused. Yours very truly, L. FrenCtte President cc Dave Nichols, President Royal Canadian Legion Br. 396 "They ~etvecl till deathl Why not weW' C ippawa £;ons lub P.O. BOX 935 NIAGARA FALLS, ONTARIO, CANADA "WE SERVE" L2E 6V8 October 14, 2004. Re: Cu~on Square Desig~ation The Chippawa Lions, wish to inform the~-m~s of the Chippawa Citizens Committee, nhat We wi~draw our support of the designation of Cu~anington Sql~are as a historical site. Sincerely Willoughby Volunteer Fire Department INGORPORAT~=D 1952 ~-'1~' ~ October 18"~, 2004 To whom it may concern, During our generarmembershlp meeting on October 14~' 2004, we discussed the idea brought forward by your committee in regards to Cummington Square historical designation. During this mccflng our membership decided that we will supportyou in this matter. We thank you and appreciate you consulting with us, and if anything further is needed, feel free to contact us again if necessary. Greg Somerville (Secretary) Station #5 Willoughby Chippawa Volunteer Firefighters Association 8696 Banting Avenue Niagara Falls, Ontado L2G 6Z8 September 24, 2004 Mr. Don Ede Village of Chippawa Citizen's Committee 3711 Gunning Drive Niagara Falls, Ontario L2G 6L5 Dear Mr. Ede, During our General Membership meeting on September 14, 2004, we discussed the idea brought forward by your committee in regards to Cummington Square historical designation. During this meeting our membership felt that it was best, not to support your motion. For years this area has been well kept through a partnership with the City of Niagara Falls, Chippawa BIA and most importantly the Royal Canadian Legion Branch 396. Our faith lies with the City & these organizations to make the fight decisions on its future, with the .best interests of the citizen's of Niagara Falls and all veterans in mind, Please accept our thanks for the hard work your committee has completed in Chippawa and please contact us should you require any further assistance with community projects in the future. Sincerely, Dan Dilts President Cc: Royal Canadian Legion Branch 396 Ms. Darlene Witlick Village of Chippawa Citizen's Committee 8420 Lamont Avenue Niagara Falls (Chippawa), Omario L2G 6V8 September 23, 2004. Dear Ms. Wittick, Thank you very much for your recent correspondence dated July 2004, regarding the request for support fi.om the Board of Museums in your attempts to designate Cummington Square in Chippawa. The Board of Museums discussed this matter at their Board meeting of September 16'h, and have decided that, as they are a committee appointed by Cky Council, they would support any decision made by City Council on this matter. Thank you for your continued interest in the City of Niagara Falls' Heritage. Sincerely, COPY Chair, City of Niagara Falls Board of Museums DRAFT Ci~' of Niagara Falls Board of Museums Minutes - September 16, 2004 - Page 2 3. Correspondence a) Letter from the Village of Chippawa Citizens Committee requesting the Board of Museums' support in the quest to have Cummington Square historically designated. Rapid and heated discussion resulted in the consensus that the matter has already been dealt w~ith a year ago by Cit?' Council Dino Fazio,.Shirley Fisher Carried b) Proposed letter in support of Preser,,'e Our Parks. The Niagara Parks Commission decided not to go ahead wSth the gondola project before this letter was written, so it was the Chair's and the Manager's decision not to proceed with the letter. 4. Financial Statement a) The request was made that the staff and city.- be~n work on the top floor rear store room. l-he room is in poor condition, in need of new walls and flooring. A quote has been obtained from the city. to repair the walls and dry~. vail. The staffcan put the floor down and do the painting. We are requesting the cost of the materials, lbr wkich we have money in the budget. We require the room because we have no exhibit preparation space and this room is the only space left in the museum that is not being used lbr someth/ng. Board members were in,,Sted to go up and vie,,*,' the room, but declined the oft'er. MOTION: To go ahead with the requested repairs. John tlarkness, Bob Collier Carried 5. New Business a) Volunteer Recog;nition. The Board of Museums has nominated the Lundy's Lane Bb\ in the corporate catego~' and Elizabeth )dlen in the individual catego~. b) Shirley' Fisher advised that the Library Board is pleased that Kathleen and the Museum Board ~vill work with the library on the City's Heritage Master Plan. c) Shirley, Fisher suggested that an internal certificate of appreciation bc awarded by the Board ot' Museums to its members who have sat on the board for a long period of time. MOTION: lhat the Board look into the cost of having a framed certificate prepared. Shirley Fisher/Marie Henry.' All in Favour. One Opposed d) Shirley Fisher requested that new Board members be brought up to date on the 1985 proposal for an addition to the Lundy's Lane Museum building, and bring the matter back onto the table for fin'ther discussion. e) The matter of the armoury ~vas introduced. In view of the recent decision by the City.' to purchase the building, should we reintroduce our previous letter ad'4sing that the Board of Museums supports the preservation of the armoury, but not the funding of another museum? It was suggested that we tell the CiD' we still feel this xvay, but if the Cie' RO. BOX 935 NIAGARA FALLS, ONTARIO, CANADA "WE SERVE" L2E 6V8 October 14, 2004. Re: C~tington So2~are Designation The Chippawa Lions, wish to inform the members of the Chippawa Citizens Colm]ittee, that We withdraw our suppOrt of the designation of Cummington Square as a historical site. Sincerely [j~al C. Bissell ~ecre~a~y VChippawa Lions CI~ Whearas Cummington Square in "Chippawa" is a place of importance to "Chippawa" and Niagara Falls residents. We the undersigned petition Niagara Fails City Council to maintain Cummington Square in 1) it's current condition, 2) current state, and 3) with no special designation. Name Address Signature RWERSIDE TAVERN [NIAGARA)LT:D. (~¢~¢ %~ NIAGARA FALLS, ONT. L2G 6'¢It ...... Kq_NG EDWARD VII Masonic Lodge No In~t;:utvd 1904 lam~s E. HEALEY ~ ~ ~ Nia~m'a Falls, ON 6591 $o11~, Cres. ~ L2G ~Z1 Niagara F~ls, ON L2G 2W8 Village of Chiplmwa Citizen,s Committ~ 8420 Lamont Avenue Chippawe, Ontario L2G 6V8 Dear Darlene In response to your letter forwarded to King Edward Masonic Lodge No 471, I submit the following for your information. On Wednesday, September 29.2004 our General Purpose Committee met with your letter concerning the band shell in Cummiugton Square on the agenda. King Edward Lodge is celebrating their 100th anniversary this year and all the members are well aware of how important it is to remember historic events, especially as they concern local citizens. The members present at the meeting voted unanimously to fully suppoi~ your efforts in dedicating the band shell in Cnmmington Square as a memorial and a historical site. Yours truly, NIAGARA BLACK HISTORY ASSOCIATION c/o ~674 Peer Str~ Niagara Falls, Ontario L2G 1X1 P, hone: ~90~ 3f~99~7 · S~pt~mb~r 4, 2004 Mr. Don Erie, ....... 3~?) l_(3un~ng Drive ............................... Niagara Falls, Ontario L20 6L$ The Niagara Black Histo~ Association would like to l~d our support to the project of an heritage plaque for the bandstand in C~m~raington Square in Chippawa. In so many insmnce~ our history has bccn lost though the neglect of the importance of certain areas in which we llve. To date we have wimassed the impact that this has had on our own generation. It is now that wc must make the effort to leave mementoes of the past for future generations. The town square of any of our communilies must bc regarded in the context in which the original town builders had in mind. It was regarded as the centre of the community and a meeting as well as marke~ place. Best regards with your project Sincerely, Wilma Morrison, Vice-president GARY W. GUNNING 8999 NIAGARA RIVER BOULEVARD NIAGARA FALLS, ONTARIO L2E 6S6 905-295-3232 OCTOBER 2, 2004 TO WHOM IT MIGHT CONCERN: I FULLY SUPPORT THE APPLICATION BY THE CHIPPAWA CITIZENS COMMITTEE; TO HAVE CUMMINGTON SQUARE DESIGNATED AS A HISTORIC BAND SHELL AND GREEN. I CONSIDER IT AN OVERSITE THAT CUMMINGTON SQUARE WAS NOT DESIGNATED MANY YEARS AGO. RESPECTFULLY GARY W. GUNNING CONCERNED CITIZEN 3882 Main Street, (Chippawa) Niagara Falls, Ontario L2G 6B6 905-295-4455, FAX 905-295-7597 October 14, 2004 Dear Chippawa Citizen's Committee: We at Sacred Heart Church support the designation of the village square as a memorial historical band shell and green. Sincerely, Pastor Fr. Raymond Montague The Royal Canadian Legion Ontario Brnnch 396, Chippawa 3860 Legion Street Niagara Falls, Ontario L2G 6C9 (9o5) 295-4451 Village of Chippawa Citizen's Committee 8420 Lamont Ave. Niagara Falls, Ontario Dear Sir/Madam: The Royal Canadian Legion, Branch 396, Chippawa would like more information about the type of designation, and with whom, your committee is looking for at Chnmnlngton Square. We would appreciate it if you could send the information to the above address. Dave lqicholson President RCL Bnmch 396, Chippawa ' ' They sewed till death. Why not we? City of Niagara Falls Board of Museums 5810 Ferry Street- Niagara Falls- Ontario- L2G 1S9 Tel: 905-358-5082 Fax: 905-358-0920 Ms. Darl~r~ Willick Vigage of Chippawa Citizen's Committee 8420 Lamont Avenue Niagara Falls (Chippawa), Ontario L2G 6V8 September 23, 2004. Thank you very much for your recent correspondence dated July 2004, regarding the request for support from the Board of Museums in your attempts to designate Cmm~ington Square in Chippaw~ The Board of Museums discussed this matter at their Board meeting of September 16'~, and have decided that, as they are a committee appointed by City Council, they would support any decision made by City Council on this matter. Thank you for your continued interest in the City of Niagara Falls' Heritage. Sinc~ely, Gor~gn West .C. Kair, City of Niagara Falls Board of Museums Canadian Corps Association Unit 104 4674 FERGUSON STREET President Ronald M. Sealey N~AGARA FA[! S~ ONTARIO First Vice President .]eft Edd3ar~ 905-356-3152 Secret~ry Leah A. Kinghom October 4, 2004. Chippawa Citizens Committee AttenUon: Don Ede Re: Chippawa Band Shell Dear Mr. Ede: The Canadian Corps Association, Unit 104, supports the Chippawa Citizens Committee in their endeavour to have the Band Shell in Chippawa dedicated as an Historic Band Shell for the 100~ Anniversary of Niagara Falls. Yours truly, Leah A. Kinghorn Secretary Canadian Corps Unit 104 L~-F WE FORGET The Royal Canadian Legion NIAGARA FALLS (ONT. NO. 51 BRANCH) October 1~, 2004 Chippawa Citizens Committee c/o Don Ede 3711 Gunning Drive Niagara Fails, ON L2G 6L5 Dear Mr. Ede: On behaif of the Members and Executive of The Royal Canadian Legion, Branch 51, I wish to express that we are in full support of the actions that your committee is taking to protect and preserve the history of the Cummington Square Memorial Bandshell. It is important to maintain recognition of the sacrifice that the veterans, of WWI, WWII and the Korea War, made to allow us the fi'eedom that we can now experience. Once again, we wish to convey our full support for your endeavours in the preservation of the history of our Niagara Falls war veterans. Yours sincerely, Eva ~:ga~emcha President, Br. 51 5743 Valley Way, Niagara Falls, Ontario L2E IX7 Tel: 905-354-8331 7820 P~T~ R~ ~I~R~ F~L~, O~ L26 5Y8 ~LEP~OME: (905) 295-3212 FAX: (905) 295-0526 REVEREtCD J;4/~/ET C,4S~I1~, Village of Chippawa Citizen's Committee c/o 8420 Lamont Avenue, Niagara Falls, Ontario L2G 6V8 Attention: Darlene Willick, Secretary September ~4, 2004 Dear Ms. Willick We apologize for the late reply to your letter of July 2004 asking for our written support for the designation of the Bandshell and green space in Cummington Square as a memorial and historical site. The Corporation of the parish does not meet over the summer to deal with issues such as these. We are, however, delighted to support your initiative. Holy Trinity is itself an historic jewel in Chippawa and we fully recognize the need to preserve the past while looking to the future. Best wishes for your continuing work in the village. Yours truly The Corporation of Holy Trinity Church J - ' I~u~JH icks Priest in Charge Rectbr's Warden People's WardL~--~ /gt Betty's Restaurant 8921 Sodom Rd. Niagara Falls, ON L2E 6S6 Municipal Heritage Committee, City of Niagara Falls Dear Sirs, We understand that the Village of Chippawa Citizen's Committee is seeking designation to the Municipal Heritage Committee for the area within Cummington Square including the Bandshell and the Veteren Memorial. Cummington square is obviously and integral part and really a focal point of our Village, thus we are fully in support of this designation and recognize the importance of maintaining and preserving the heritage of this historic community. Yours tmly, 7 (905) 295-4231 FAX (905) 295-0513 chippawapresbyterianchurch~sympatico.ca CHIPPAWA PRESBYTERIAN CHURCH 8280 Willoughby Drive Niagara Falls, Ontario Canada L2G 6X2 MINISTER The Rev. Douglas Schonberg B.A.M. Div. Wednesday, August 25, 2004 The Chippawa Citizen's Committee 8420 Lamont Ave. Niagara Falls, Ontario L2G 6V8 Dear Members of the Chippawa Citizen's Committee And Who It May Concern, On behalf of the congregation of Chippawa Presbyterian Church, let me offer our whole-hearted support for your effort to have Cummington Square declared a memorial and historic site. Our congregation shares a historical connection to Mr. James Cummings as he donated the land where our facility is located. As well as having a rich and extensive history, Cummington Square provides a gathering place for the citizens of Chippawa and serves as a beautiful focal point for the village. The City of Niagara Falls would do well to designate this site. With our tl~ni~s for your efforts, The Rev.f''-~/~'~Do~gl~Schonberg Minister Christ Centred ~ Community Minded WJ~r.~LI-IO0[ Mail ~' Print-Close W~ndow From: "Sherman Zavitz" <szavitz~myexcel.ca> TO: "Darlene Willick" <darwillick@yahoo.com> Subject: curnmington square Date: Fri, 17 Sep 2004 13:56:50 -0400 Hi Darlene, Don Ede called me a couple of days ago asking for my support re the proposed designation for Cummington Square. I would be in favour of asking the city's Heritage Committee to take another look at having Cummington Square designated. Best wishes, Sherman Zavitz http://us.f504.mail.yahoo.com/ym/ShowLetter?box=Inbox&MsgId=6370_1616763_4819 ... 18/09/2004 THE: ROYAL CANADIAN LEGION Mr. Doa Ede October 2, 2004 Village of Chippawa Citizen's Committee 8420 Lamonl Ave. Chippa~a Niagara Falls, ON L2G 8V8 De~ Mz. Bde; Legion Branch 479 wholeheartedly supports your qucst to have thc bandahcll at CummlnS~ton Square designated as a memorial and historic site. Too often, towns, villages and cities loose sight of their pa~t slgnifieance in the d0velopment of our country. Once our history is lost, we can never recover it. If we can be of assistance to you irt your venture, please do not hesitate to call on us. Yours i~ con~ad¢ship ROYAL CANADIAN LEGION BRANCH 47~ Thomas Metcalf 2'~ Vice-President, $ervice Officer ¢hippawa Zions ~lub P.O. BOX 935 NIAGARA FALLS, ONTARIO, CANADA "WE SERVE" L2E 6V8 September 17, 2004 Dear Darlene As requested in your letter, we, the Chippawa Lions Club, fully support this project. Sincerely Yours Chippawa Lions Club HERITAGE NIAGARA INC., 4219 Briarwood Avenue Niagara Falls, ON L2E 6Z1 (905) 371-1812 FAX (905) 356-5859 E-mail: heritageniagaraops~cogeco.ca Website: www. heritageniagara.com Board of Directors Christel Haeck, Chair, St. Catharines; Bob Foley, Executive Director, Niagara Falls; Brian Doucet, Niagara Falls; Lennett Yorke, Niagara Falls. Chippawa Citizen's Committee September 22, 2004 8420 Lamont Ave., Chippawa, ON L2^G 6V8 Attention: Don Ede Dear Don: Re: Cummington Square Heritage Niagara Inc. is more than happy to support the designation of Cummington Square as a heritage site. It has been a intregal part of the community and will be an important asset in the growing heritage tourism sector. As our heritage resources fall to development and the ravages of time it is important to identify and protect those that remain. Cumnmigton Square is one of those that is worth preserving. If we can be of any assistance in helping to facitiate this important project do not hesitate to contact us. Yours truly, Robert J. Foley Executive Director 3 II I [ :1 [ I Chippawa Lioness P.O. Box 274 Niagara Falls, Ontario L2E 6T3 Chippawa Citizens Committee C/o Darlene Willick 8420 Lamont Avenue Niagara Falls, Ontario L2G 6V8 Dear Chippawa Citizens Committee: On behalf of the Chippawa Lioness Club, we would like to say we are in support of keeping Chippawa's Cummington Square as is, os a "historic value to our community". Many things have gone from the past, we think this has great value to our community for the future. Sincerely, Chippawa Lioness Club Lioness ,Tane Kett Lioness Secretary /,jack Willoughby Historical Society c/o Mrs. Marie E. Henry. Secretary-Treasurer 104~8830 Willoughby Drive, Niagara Falls, Ontario L2G 6X8 Telephone: 905-295-2264 Cummington SqUare rare community.jex ?ew Canadian communities can incorporated village on $~n; 1, f~equenfly nsec/, especially at the asr of having a village square. 1850. iNotlonga_fferthi~thesquare Christmas season and during the imrnhlgton Square, therefore, in was again renamed, th/s time in summer when the V/llage of .~ former village of Chippawa, is hdnour of the new community's,--Chippawa ' Citizens e of the more unique sites in the first settle~., sponsors a series antry. For a. numbdr ~Chtppawa~rew, the of Sunday ['ae area was originally pan of a of years, sermus evening pro- ~-acre land grant awarded by the ~onsiderationvillage square became g~m~ on the own to Thomas Cummings m was given to square. ~3. building the'known as Market For many gen- :,.-,~,~g~, ~ s~ot who had.~t- town h~ onSh~ Square, although as far , r ~ ~ , o n , , ~1, in AllJany and:then 'came to sqtmre. Ir/fact, a . Cummingto.n nada as a Loyalist, l~later map of as ca'nile'determined,it Sq~re~ b¢~n :teased his holdings, to over 600 Chippawa, pub :es. lished in 1876 WaSJ~d~CKl~C~tff~llyllsed bothafocalpointand a gathering ~loth he and his son, James, twenty-six y~for.'a market." ~po~ for :amc well-known and prosperous after incorpora- ... Chippawa'$ citi- achants, tion, shows the ' zens. A goo~d ks the village of Chippawa devel- village square and printed on it are ' example of this occurred on V-E ed, it is believed that the the words: "Proposed .site for .the Day, May,9, 1945, when 'a.large minings family was responsible TownHall." . crowd assembled on the square for a setting aside a portion of land to · However, tl~e town hall never special'service of thanksgiving.. used as a public appeared onthe square. 'Three plaques are on xare. Inste~ad, the village offi-. Cumming~on Sqtlare. One is a blue t was first called cials decided to purchase ~and. gold provincial plaque that tham Square, after an already existing build- 'giVes a'brie3 history of Chippaw&. aries A. Pelham, the Lng that faced the, square Another is ~ memorial plaque ? for Lincolnshire in and had been~first used as mounted on a large granite block. It : 1790s. a sto~e following.its~ con- · honours those men from Chippaw~ ~Iewasad0sefriendo£ .struefionin 1842. , w~o..gave their liyes in the two an Graves Simcoe, 'This building .mamined Wbfld Wars and in the Korean con- -the' town 'hall until filet. acolnshiret° bestoWednamesmanYon~herman Z~/t~ Chippawa became part of The third, plque is on the band- : Niagara area follow- NIAO^RA NOII~ Niagara .Falls,. following sta~d, which is also a memorial to ~ his arrival here m the creation of. regional those fi'om Chippawa who died. in ~2 as the first Lieutenant government i~ 1970. It is now the the Sbc0nd World War. ~vernor of Upper Canada .home of the Peterson Community. Cumm/ngton Square not only gives ntario). .Workshop. 'Ch/ppawa a somewhat distinaive ~s Chippawa grev~, the village- A bandstand has been part of look. but als0 adds a considerable Most of Chippawa's historlcCummingtofl Square canbeseen.in this pt ~are became known as Market Cummington'Square for about 80 amount of charm to that historic 1920s. lt was taken from the water tower which stood where tho Chippa' mare, although as far as can be years. The original ~ and quite pie-. community. . [~r~[ned. it was never actually turesque - band,rand'maY b· se.eh ' Sherman Zavitz i~ the Official is now 10cat0d, Tho building in tho lower fight corneris lbo town hall whi ;d for a.rnarket. ' in the photo acc0mpany~g this .tIistorian for the CiO, of Niagara Falls tho Niagara River is visible. , ' · · . ' Photo Supplied by' Don and Carol Edo I F 2hippa.wa officially became an an'icle. The existing bandstand.is~ a~dis the ~Viagara Park~ ~rffistoffan. Corporate Services Department CD-2003-03 The'City of ,~lsf Clerk's Division Dnan Iorflda Niagara Falls ~1~1~ 4310p.o. BoxQueen10235tmet City Clerk Cart~W Niagara Falls, ON 1.2E 6X5 ~ I -' web site: ww~'.city.niagarafalls.on, ca Tel.: (905) 356-7521 ~ The recommendation(s) Fax: (905) 356-7404 I contained in this report were E-mail: diorfida~.niagarafalls.orl.ca J adopted by City Council February 17, 2OO3 His Worship M~yor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: Re: CD--2003-03 Designation of Cummingtoa Square RECOMM£NDATION: For the information of Council. BACKHROUND: At the January 20, 2003 Council Meeting, Mr. Don Ede of the Village of Chippawa Citizen's Committee appeared as a deputation. My. Ede indicated that his group was in favour of aa historical designation for Cummingtoa Squ~re. He fiu~er expressed the opinion that there had be~n interference with designation taking place. As a result of Mr. Ed¢'s deputation there was much discussion that followed. The puzpose of this report is to examine the process that occurred with regard to the possible designation of Cummington Square, whether the p~ocess was flawed and to clarify any misunderstandings. When Dtd the Request for Designation Commence? The attached memo, Chronology of the Heritage Designation Reqaest for Cummingtoa Sqaare, indicates that there were inquiries of staffas far back as 2000. Au o~cial application to designate Cu~mington Square was rec,~ived by the ?la~ning & Development Depm'tment in November 2001 from the Village of Chippawa Citizen's Con~mittee. Planning staffbrought the request forward to LACAC (Local ArchitecturaI Conservation Advisoxy Committee). Working Together to Ser~e Ottr Community Clerks · Finance · Human Resources . Information Systems · Legal Plannittg & Development · 2 - CD..2003-03 One o fLA. C A C' s rol es is to m~ke recommendations to Council on whether a prcrperty should receive historical designation. LACAC was in favour of such a designation and a staffreport was prepared for a Senior Staff meeting in April 2002. F~hat i~ the Benefit of Designadon? 'Designation is a sign of prestige or a public recognition of a property's importance. There are no tangible benefits of receiving a h/storical designation. Coundl has approved a grant program through LA CAC for 2003. Applications are not yet available, however, the intention of the program is to provide grants to property owners who want to make repairs or renovafi ous in keeping with the historical atin'butes oftheir property. Ctummiugton Square would not be available for such a grant because it is City property. Thc other purpose ofdesi~nation is to ensure that a historical property is not sign/ficantly altered ha a way that is contrary to its' heritage value. For example, a War 1812 propen'y with a brick facade should no! be renovated and replaced with aluminum aiding. Having a designation limits renovations that are not ha keephag with the histor/cal clmracter of the property. (For a summary of what histor/cal designation means, please refer to the attached memo from Mr. Bill Matson, Assistant Planner). tI~s the Historlcal Nalure of Cumrniagto, Square Bee~ Preserved F~'~out Designation? Cummlngton Square is City property. In February 1997, Council approved a land§caping master plau for the Square. Parks, Recreation & Culture and Municipal Works' staff are vexy conscientious about maint~ini!~g the integr/ty ofthe property. Staffwill undertake regnlar repairs, maintcnunce and upkeep, however, when significant work is being contemplated, area groups, most notably the Chippawa Legion, are consulted. Recently, the Legion was consulted when additional bolinrds were to be installed to protect tho war monuments from skateboarders. The Legion also approved some benches for the Square which were donated by Casino Niagara, through the efforts of the Chippawa Heritage Development Committee. What is the Usual Designation Process? LACAC considers whether a property is worthy ofhistorical designation. If it agrees, then a report recommending that "the designation process begin" is submitted to Council. If Council approves the initiation of the process, an ad is placed in the newspaper outlining the intention to designate, reasons for designation and the historical attributes' of the properly. A subsequent report is brought to Co~uncil and any objections to designation are considered. Usually, when a homeowner is seeking a designation for their property there is no opposition to designation because the homeowner is thc only party directly affected. When an outside party is - 3 - CD-2003.03 seeking designation for property they do not own the~e is likely to be opposition. A recent example was the Bright's property where thc owners opposed designation. What Happens After a Property is Designated? If the property owner wants to make any changes that have to do with the historical attributes of the property, they are supposed to approach LACAC with their intentions. LACAC will make a recommendation and a r~po~ will bo brought forWard to Council As an advisory body, LACAC only makes recommendations. It ha~ no authority to "take over" a prol:~. CoRllcil bna tho ultimato authority to make decisions on changes to a desigtmted property. Why has the Report from ZA CA C Not Gone to Counctl? Ooeasionally, whoa a report is presented at Senior Staff it will b~ pulled or delayed because it is ..deemed incomplete, more investigation or r~ch is required or more public oon~ltation is necessary. Because of the various Comm~py' groups with vested interests in Chippawa, itwas decided by Senior Staff that tho most prudent course of action would bo to notify the various group~ of the intention to designate and seek feedbac~ If the roper had gone to Council ~.April, staffand LACAC would have been open to criticism for not engaging in a consultation process. Also, because Cumming~on Square is viewed as a City- own ed park, the Parks & Recreation d~pariment's policy is to seek feedback on any changes to park property prior to bringing a report forWard to Council. To reiterate what was stated at the January 20, 2003 Council meeting, no correspondence addressed .~ t? .thc Mayor and Merabers of Council, related to this matter, was ever held back fxom the Aldc~mem What has the Result of the Consultation Process Been? It should be noted, from tho Chronology of the Heritage Designation Request for Cummington Square, that there has been a meeting with the Chippawa Legion and correspondences, back and forth, between staff and the various community groups in Chippawa from the summer of 2002 to' year-end. As the attached correspondences indicate, there has been no consensus on thc.issucof designation of Cummington Square. The Village of Chippawa Citizen's Commiaee, tha Chippawa Lions Club and tho Chippawa Heritage Dev¢lof,ii~ent Commlttee are in favour. Tho Chlppawa Legion and. Chippawa B.I,A. are opposed and tho Willoughby Historical Society and Chippawa Business Association have not responded. Due to the lack of consensus, the Chrbnology of the HerRage Designation Request for Cummington Square indicates, LACAC adopted the following motion: "THAT LACAC send a letter to the Village of Chippawa Citizen's Committee to express that - 4 - C LACAC i~ unable to proceed with a recommendation to Council on the designation ofCummington' .. _ Square until unanimous consent is reached among the various groups involved. The letter should also state that LACAC is more than willing to assist the Chippawa Citizen's Committee and explain the benefits of designation when they address the various groups." Mr. Ede was advised of LACAC's position by telephone. Tile Heritage Master Plan In 2000, City Coundl approved tho hiring of a ennaultant to complete an organizational r~vlow of thc l~iagm-a Falls Boa~d o.f Muaeun~. In addition to recommendations pca~aaining tO the City's mu~'~un~, th~ rovi~v t~comme~aded a single pltmuln§ document dedicat~ to thc d~v¢lopment oftho City's valued heritage r~ou~e~. Obviously, suoh City properties aa L-~nmington Square, tho Battlefield lands and, now, the Annomy would bo part of the Ma~ter ?lan. Ms. Ad¢le Kan, tho Dir~tor of Parks, R~a~ation & C'ultu~ has ~nsist~ntly, in cora~pondon~ to Planning staff and in Semior 8taffmee~ings, maintained that any matte~ p~'tainlng to City-owned prol~tias ofa heritag, value~ bo referred to the Mast~ Plan. Th~s was ~eiterated at the Sept~nber Senior Staff'meeting. It should be str~sed, because there seemed to be some confusion at the Sanuary 20~ 2003 CoUncil Meeting, that Parks, Recreation & Culture is recommending that only historical, City-owned properties be referred to the Heritage Master Plan not private properties, which would follow the normnl de~igoation proce/;s through LACAC. The temps of reference for the Heritage Master Plan are included for your information. WAat Would the n~ne. flt of Designating Cummlngton Square Be? The historical and military importance of Cummington Square is already recognized in the community. Designadon through the Ontario Heritage ~let would merely recontlrm the property's histoxieal signifieanea. Although designation eaame~ that owner~ willproeeed with caution when planning any altmnaions, Cummington Squa~eis already afforded lnOtecfion through consultation with the Chippawa L~gion The difference in protection betweea designation and the property' s currant stares would be a matter o f degrees. I f anything, designation would lengthen the process for any positive changes, aiteratioa~ or additions to the Square. To use the bollard~ example, if Cummiagton Square was designated, Paxks, Recreation & Culture would have to inform LAC. AC that staffwanted to install the bollards to protect the monuments. LACAC would make a recommendation which, in the form of a report, would go to Council. It would be up to Council to make the final decision; therefore, under designation certain actions or improvements might take anywhexe fro~Tew additional weeks to a month or more depending on the schedules of Council and LACAC. The summertime could be especially problematic. - $ - {ID-2003.03 CONCLUSION Cummington Square is an historical piece of property in our mun/cipality. Its importance is dearly recognized by numerous community groups. The property is owned by the City and staff, in its gatekeeper role, has always gone to gr~at l~ngths to ensure that the Square is pre. served and not altered in any way that would undermine its heritage value. Tho continued consultation with the Chippawa Legion ensures that the property is preserved. Designation under tho Ontario Heritage Act would simply reconfizm tho cultural attributes of tho property. Although this matter seem~ to have been at the Staff. level for some time, the Chro~ologyof the Heritage Desig~atio,t Request for Commin~ton 8qli~lrolndi~lto$ that there hn.~ been ~rOgtllar and continuous work done on the file for a number ofmunths. At no lime was tho mai/er dormant or ignored. Also, the request for oomments from community groups was open-ended (i.e. no deadline Was imposed). Council's motion at tho January 20, 2003 meeting that the historic designation of Cummington Square be referred to the Heritage Master Plan is appwpriate because tho property is City-owned. Recomme~u/ed by: Respectfully submitted: MacDonald City Clerk '~v Chief Administrative Officer Approved by: T. Ravenda Executive Director of Corporate 8~wices ~:~ ~.~ ' O,f 4310 Queen S:reet D[rec[or . ' , ~ P.O. Box !023 N~QgQrQ,FQ]IS Niagara Falis, ON L2E 6X5 O~Q,do web site: ~.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 374-7500 E-mail: j~strilii~city.niagarafalls.on.ca November !, 2004 Alderman Se!ina Volpatti, Chair aad Members of the Community Services Com:r=Jt:ee City a£Niagara Falls, Onta~do Members: Re: BBS-2804-07 Garage / Yard Sales RECOMMENDATION: That the Committee recommend ia Council thai there be no change in ow current policy. BACKGROUND: Several years ago, concerns were raised that some residents were having too many garage sales. Research at that time revealed that there was no policy or by-law to regulate this matter. The consensus of staff and Council was that a by-law was not necessary and that a policy would suffice. The policy which was established in October i 995 stated, in pm-t, that only three sales per residence per yea.- would be permitted, only regular household goods belonging to the owner/occupant are pe,-'mitted to be sold, no new merchandise would be pertained and pooling of households would be allowed. This system appears to have worked well and staff h~ received yew few comp/aims over the last nine years. Recently, a situation arose where more than the stated number of sales has taken place at one particular residence, however; staff was able to explain the policy/regulations to the homeowner and the problem has not reocu~ed. Working Together m Serve O;:r Community Municioal WORKS · ;ire Services · Parks, Recreazion & Culture · Ba, siness Development · Buitdir~g & By-Law Services Staff does not feel that a by-lave is necessm"y :o regulate gm-age sales. !fthe owner/occupant persis;s on having more thmn the l'~mil of sales, charges could be brought forw'ard t5zough the licensing by- law or operating a business in a residential m-ea. To ensure pcb!ic aw~eness, smTfwi!i advertise ~e Ggage Sa]e Policy a1 the commencement of each season. P~~, , Respect~]ly sub~h~ed: _~ ~ fokm MacDonald Manager of By-Law Se~ices ~m Chief A~minis=a:iv~ Officer ,.~¢tor of Building & By-law Services Community Services Department MW-2004-158 Municipal Works Ed Dujlovic 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-mail: edujlovic@city.niagarafalls.on.ca November 1, 2004 Alderman Selina Volpatti, Chairperson and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: MW-2004-158 World of Wonders & Trends Gift Shop 5699, 5697, 5701 Victoria Avenue Parking Demand Analysis Results RECOMMENDATIONS: It is recommended that: 1) the study findings as per the Parking Demand Analysis prepared by Totten Sims Hubicki be accepted, 2) the current cash-in-lieu agreement between Gupta Souvenirs Limited and the City of Niagara Falls be amended to reflect that no additional cash-in-lieu payments are required; and, 3) an amount of $23,000 (equivalent to four (4) parking spaces) be refunded to Mr. Gupta, as paid in 2004. BACKGROUND: A "cash-in-lieu for parking" agreement between Gupta Souvenirs and the City of Niagara Falls for twenty (20) parking spaces was entered into January 10, 2003. This was a result of a proposed expansion to the building on the properties whereby the applicant was unable to provide the on-site parking as per the zoning bylaw requirements. On January 12, 2004, council approved a provision for a Parking Demand Analysis to be carried out for the subject property to determine the actual parking needs. It was believed that because the area has a high volume of pedestrians, the majority of visitors to the gift shops will be walk-by traffic. Working Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services November 1, 2004 __?~ MW-2004-158 A Parking Demand Analysis fi~nded by the applicant, has been completed by Totten Sim~ Hubicki under the direction of the city. The analysis used the methodology described in the Urban Land Institute and included site surveys in the form of patron interviews, statistical analysis and meetings with the owneffoperator to determine operating characteristics such as the building use(s), size, number of employees, existing parking provisions and use by staff. The process included the development of a parking model that starts with a base parking generation ratio, separates out the parking requirements into visitor, employee, residents and adjusts the rates for site specific captive and mode split factors. The design parking dernand is the result of combining the adjusted parking ratios for each use, with the intended area for each use. Accumulated parking demand is determined by adjusting the design parking for temporal factors that include variation for month, day of week and hour of the day. The study ~vas carried out during the peak tourist season Friday, July 23 and Saturday, July 24, 2004. A total of 80 responses from visitors entering World of Wonders and/or Trends gift shop was obtained during the 9-hour survey. A summary of the study's findings is as follows: None of the sampled visitors to the gift shop indicated that they made their trip to the area primarily to visit this establishment The total parking demand is derived from visitor parking demand, employee parking demand and from the two apartments on the second floor of the building Using a parking model with a base parking ratio of 5.64, adjusted for mode split and captive factors, the estimated peak visitor parking demand for the gift shop is one (l) space /he provision of parking spaces for the two apartments on the second floor is two (2) spaces · Provision of at least one (1) parking space for employees is recommended to accommodate possible changes in the workforce and operating characteristics of the site A total parking requirement of four (4) parking spaces is recommended to accommodate both visitor, employees and residents demand on the property This requirement is sixteen (16) spaces less than the number of spaces being paid for under the Exemption from Parking Requirements Agreement (cash-in-lieu agreement) The applicant has paid for eight (8) parking spaces to date. Payment for four (4) spaces was made when the agreement was first entered into in 2003 (prior to requesting and receiving approval to carry out a Parking Demand Study). Payment for an additional four (4) spaces was made in early 2004 after receiving councils' approval to carry out a Parking Demand Study, but before the commencement of the study in July. Thus, as suggested in report MW-2004-05, any overpayment made in 2004, as based on the results of the Parking Demand Study, would be refunded. Therefore, as payment for four (4) spaces deemed in excess of the actual requirement November 1, 2004 -3- MW-2004-158 were made in early 2004, the applicant will receive a refund in the amount of $23,800, and no further cash-in-lieu payments will be required. Should the property be rezoned in the future and the use of the property change from a retail gift shop, the Parking Demand Analysis will no longer be valid. Furthermore, the credit of any parking spaces as applied in the past will no longer be valid. The Committee's concurrence with the recommendations outlined in this report would be appreciated. Prepared by: Respectfully submitted: Karl Dren, C.E.T. .-- '- John MacDonald Manager of Traffic & Parking Services - , Chief Administrative Officer Approved by: Ed Dujlovh>~.Eng. Director of Municipal Work M.Carrick S:\FRAFFIC\REPORTS\2004\Communi¢ Services\November I\MW-2004-158 Gupta Parking Demand Study wpd Community Services Department MW-2004-159 Municipal Works Ed Dujlovic 4310 Queen Street Director P.O. Box 1023 Niagara Fails, ON L2E 6X5 web site: www.city.niagarafatls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-mail: edujlovic@city.niagarafalls.on.ca November 1, 2004 Alderman Selina Volpatti, Chairperson and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: MW-2004-159 Oft Road Intersection Control Reviews RECOMMENDATIONS: It is recommended that: 1) A stop sign be installed facing westbound motorists on Willick Road at the intersection of Willick Road and Ort Road; and, 2) A stop sign be installed facing westbound motorists on Weaver Road at the intersection of Weaver Road and Ort Road. BACKGROUND: Further to a recent inventory of intersection controls staff has determined that the intersections of Ort Road and Willick Road, and Ort Road and Weaver Road are currently operating under the basic right-of-way rule. The concern at these two intersections stems from the collision potential between conflicting motorists due to the absence of traffic control devices. Ort Road, Willick Road and Weaver Road are rural roadways that are approximately 6.0 to 7.0 metres in width and consist of narrow gravel shoulders on both sides. The speed limit on the above-mentioned roadways is 80 kin/hr, consistent with a rural setting. WorMng Together to Serve Our CommuniO, Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services November ~1,2004 - 2 - MW-2004-159 The study intersections are in a tee configuration consmt~ng ofnorth~south and east approaches. A revie~v of the collision files reveals that there were no collisions reported at either intersection during the previous three year period. Investigations reveal that the available sight triangle at each intersection is not met to warrant an uncontrolled intersection. However, should intersection controls be implemented on the side street approaches, the crossing 3ight distance and stopping sight distance are sufficient, as per the guidelines in the Geometric Design Guide for Canadian Roads. Based on the above technical data, the existing 80 km/h speed limit and due to the approach sight triangle being reduced by vegetation, a stop sign is recommended to be installed facing westbound motorists at both intersections. The proposed stop signs will adequately allocate the right-of-way at both intersections and thus reduce the collision potential. The Committee's concurrence with the recommendations outlined in this report would be appreciated. Prepared by: Respectfully submitted: Karl Dren, C.E.T. W:x~- John MacDonald Manager of Traffic & Parking Services Chief Administrative Officer Approved by: Ed Dfijlovic, P. En~,. Director of Municipal Work l"im Burshtein S:',TRAFFIC\REPORTS\2004\Community Services\November 1 ,MW-2004-159 Orr ta, oad - Intersection Control Reviews wpd Proposed Stop MUNICIPAL WORKS I TRAFFIC & PARKING SERVICES Oft Road Intersection Control Reviews NORTH Nm ~'osc'^LE November 1, 2004 Tim Burshtein Community Services Department R-2004-71 7~'= ~ ~ O~ ~,~ Parks, Recreat on & Culture Adeie Kon . ' ~,' - ~ ~ · _ 4310 Queen Street Director ,ql~,~ ~'~,;= ~J~.P.O. BOX 1023 C~'~WNiagara Falls, ON L2E6X5 ~T~ web site: www,city, niagara~alls.on.ca TeL: (905) 356-7521 Fax: (905) 356-7404 E-math akon@city.niagarafalls.on.ca November 1, 2004 Alderman Selina Volpatti, Chairperson and Members of Community Services Committee City of Niagara Falls, Ontario Members: Re: R-2004-71- Mulhern Park - Citizens Request for Parking Lot RECOMMENDATION: It is recommended that the City~onstruct a parking lot at Mulhern Park. BACKGROUND: On October 4, 2004, Council dealt with a concern from residents along Belfast Avenue regarding the number of cars that are parked along the street adjacent to Mulhern Park. The residents have requested that a parking lot be constructed in the park. Mulhem Park is located on the east side of Belfast Avenue and on the west side of Baldwin Avenue (see attachment). Belfast Avenue is a residential roadway extending north/south direction from Woodbine Street to Fleming Drive. The roadway from Woodbine to Mulhern Park consists of narrow gravel shoulders on both sides of the road. The roadway following residential establishment number 4627 Belfast Avenue consists of a curb and a gutter on both sides. On the east side of Belfast Avenue (Mulhem Park) stands a fire hydrant and Canada Post Residential Mailbox. Currently, there are no signs in front of the park along Belfast Avenue. The park sign is located along Baldwin Avenue. Council recently approved a parking restriction along the west side of Baldwin Avenue. A map identifying the park and the streets is attached. Mulhem Park is a neighbourhood park which is largely used by the local residents and not permitted for sports field use. The City's standard is to not place parking lots in neighbourhood parks. In spite of the above, staffhas reviewed possible locations for a parking lot with Engineering staff. A parking lot to serve Mulhern Park may be located offeither Belfast Avenue, on the west side of }Forking Together to Serve Our Cotnraunity Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services November 1, 2004 - 2 - R-2004-71 the park, or off Baldwin Avenue, on the east side of the park. At both locations, sight lines are visible and drainage of the parking lot would not be a problem. A parking lot to accommodate eight (8) parking spots, constructed of a granular base and asphalt parking lot with a centre aisle, with parking on either side would cost approximately $15,000. Prepared by: Respectfully submitted: Lori-Lyn Albanese ~.r~ ~ohn MacDonald Community Development Coordinator~'~ Chief Administrative Officer Recommended by: . Adele Kon Director of Parks, Recreation & Culture LAddas Attachment S:/Council\Counci12004'~R-2004-7l-Mulhern Park - Citizens Request I'or Parking Lot.~t~d CA0-2004.05 City Hall 4310 Queen Street P.O. Box 1023 Chief Administrative Officer Niagara Falls, ON L2E 6X5 web site: www. clty. nlagarafalls.on.ca : 'i~ :~ (905) 356-7521 Ext. 5100 Fax: (905) 374-3567 j mac, dona~=ity.nlagarafall-.on .ca November l, 2004 Alderman Selina Volpatti, Chair and Members oft. he Community Services Committee City of Niagara Falls, Ontario Members: Re: CAO-2004-06 - City Employees Christmas Party RECOMMENDATION: For the direction of Council. BACKGROUND: Council will recall, last year, that the City hosted the City Employees Christmas Party at the Optimist Club at the Optimist Club on Wednesday, December 17, 2003 bom 2:00 p.m. to 4:00 p.m. This was the first time this venue was used and it turned out to be a very popular event for those who altended. At this event, a I~rk~y was provided to all c~t employe~s and those who retired during thc past year. The costs for last year's event are as follows: - cost to host this event was approximately $1,500 - cost of the turkeys was $10,874.08 ($1.40 per pound, approximate wclght 12 lbs.) Staff anticipates that if this event is hosted this year, the costs will be approximately $1,700 for the party. Also, staff'has been advised that the cost per pound for the turkeyz has increased from $1.40 to $ 1.50, resulting in an approximate cost for turkeys of$12,000. Staff'is s~king Council's dir~fion r~garding the hosting of this event this year. Funds have been · llocated in the 2004 Budget to host this event. Respectfully submitted: · y Chief Administrative Officer JM:kk CAO-2004-05 City Hall 4310 Queen Street P.o. Box 1023 Chief Administrative Officer Niagara Falls, ON L2E 6X5 web site: www. city.niagarafalls.on.ca , .,,~ ,., (905) 356-7521 Ext. 5100 Fax: (905) 374-3557 jmacdona~clty.nlagarafall$.on.ca November 1, 2004 Alderman Selina Volpatti, Chair and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: CAO-200,1-05 - Casino Compensation RECOMMENDATION: For the information of Council. BACKGROUND: Council will recall that the issue of casino compensation was discussed "In Camera" at the July 12, 2004, At that time, correspondence which was received on July 12 from Duncan Brown, CEO, Ontario Lottery & Gaming Corporation, was shared with Council Mr. Brown's letter indicated that there was no compelling business argtunent for OLGC to make additional payments to the City for the second casino. Therefore, there was no support for an additional $2.6 million cash contribution to Niagara Falls. Since that time, staff focused its attention on preparing a Business Case for Provincial Investment for Support for Infrastructure Surrounding the Casinos. Staffhas also been working with M.P.P. Cmitor to arrange a meeting with Minister of Financ e, Greg Sorbara; Minister of Economic Development and Trade, Joseph Cordiano; Minister of Tourism and Recreation, Jim Bradley. A meeting was arranged with Minister Bradley, M.P.P. Craitor, Mayor Saki and the undersigned on Friday, October 29, 2004 to present our business case. Attached for your information is a "draft" copy of the City's proposal which is based on seven key points which are outlined in the document. The City's proposal compliments the new Ontario Tourism Strategy, recently presented by Minister Bradley, a copy of which is also attached. November 1, 2004 -2 - CAO-2004-05 It is our hope that the City's strategy will result in a partnership agreement with OLGC which will provide an investment of $2.6 million toward tourism-related infrastructures on an annual basis. Any comments or suggestions as we move forward with this strategy would be appreciated. Respectfully submitted: /ri John MacDonald L/ Chief Administrative Officer Attachments Business Case for Provincial Investment for Support Infrastructure Surrounding Second Commercial Casino Niagara Falls, Ontario City of Niagara Falls September 28, 2004 INTRODUCTION Niagara Falls is a significant demand and economic generator for Ontario. No other municipality in Ontario (or indeed Canada) with a population of 80,000 hosts 15+ m~lrfion visitors annually. On top of thi~ achievement, the Ontario Lottery and Gaming Corporation (OLGC) expects that the city will play host to 30 million visitors as the new Fallsview Casino and other recem investments in attraction and accommodation properties generate increased profile in the international marketplace. As Duncan Brown, Chief Executive Officer of OLGC, noted "the completion of [the Fallsview Casino was] the culmination of years of planning, creativity and outstanding execution to bring a world-class casino resort to Niagara Falls." We agree. Thc new resort is one of thc mo~ strlldng aO~t..~ ~mp!r~es~i~e facilities ever to appear in Ontario and we are proud to be its host. When the f~t commercial casino, Casino Niagara, opened, the province determined that Niagara Falls would receive $2.6 million annually for 10 years, followed by $3 million for the succeeding years (adjusted for inflation) as compensation for ir~astrueture and additional expenses the dty would inenr. The level of compensation was tied to the l~vel of payout given to the City of Windsor as compensation for its commercial casino. With the second casino, Niagara Fallsview, and no negotiations, the province det~,~iined that there was no business for the province to provide an additional $2.6 million. The impact of this decision is to force the City of Niagara Falls to either delay or forgo general infrastructure improvements or fund them out of general revenue. The latter is getting harder and harder to sell at council as local residents and businesses see their tax dollars drawn away from local community priorities. With the opening of the Fallsview Casino we assumed, as a municipality, that the province would extend to the City of Niagara Falls the same level of investment it makes annually in Windsor. The City of Windsor is compensated for two gaming establishments--the original Windsor Casino and the Windsor Pu~ceway~enabling the City of Windsor to invest in infrastructure without drawing from thc general municipal budget. This allows the City of Windsor to keep on top of general municipal projects while at the same time ensuring that the infrastructure around the gaming facilities remains top-notch. DRAFT FOR DISCUSSION 09/28/04 Page - I And while our new facility is not a ra¢ino (the raeino was given to Fort Erie) we believe that the province would be wise to invest the additional $2.6 million in the infrastructure supporting the new casino bringing the total investment in Niagara Falls to $5.2 million annually. Indeed we were surprised when we were rebuffed and asked to make the business case as to why the province should make the same investment in supporting infrastructure for the new Fallsview Casino as it does for the other two comroercial casinos and the racinus in the province.. The business case is clear--the province will benefit from making an additional $2.6 annual investment through a variety of direct and indirect mums on that investment. a significant demand generator for high-value international tourists that bring net new spending to thc province. Rc,~arch has shown that these tourists have high visitor experience expectations. Infrastructurc and ambiance are an important part of the experJ, ence. An additional $2.6 million investment in infrastructure surrounding the new casino will continue to bring nat-new spending to lhe province. entertainment and culture cluster accounts for about $1 billion of the province's economy every year and ranks third hi North America in terms of employment. Niagara Falls is a significant lynehpin for Ontario's brand in the international marketplace. part of'the solution to 'managing long-te~,,x growth respons~ly in the Grealer Golden Horseshoe in a way that encourages ." as set out in the government's ~ plan and the [ for dean, safe communities that work. Attracting U.S. investment and visitors into Canada is also about clean, safe, beautiful communities that work. DRAFT FOR DISCUS SION 09/28/04 Page - 2 a The local tax base cannot sustain the burden alone-- Thc City of Niagara Falls is committed to significant infrastmctural investment in the tourist district in order to accommodate the new casino. The additional annual sum of $2.6 million is only small part of that investment. [~i~l~Niagam Falls is known for embracing a visitor, first philosophy, providing a welcoming face to visitors. Increasingly residen~ are seeing iafxastructural investment in the casino and tourist zones but are not seeing investmeat in their neighbourhoods. As the Ontario Tourism Strategy notes, we canaot afford to let an anti-t~umm sentiment gain credence. · ~'~--"-""""' .........~ ...... ~..--'~-; ............... ~l~e pmv~co has ................... r~cogniz~d that the tom'ism and gaming industries are extremely eompetitlve and to this end you have released the Ontario Tourism Strategy. We in Niagara Falis welcome and support this ext~raely important initiative by thc province. This small investment may just be seen as a signal that the province is willing to work with its destinations to achieve the stmtegy's goals. The following details the business case in full. Niagara Falls is a significant demand generator of U.S. and international visitors. Roughly 86 % of Niagara Falls' visitors come from outside Canada and of that, thc U.S. makes up tho largest contingent, lmeraational visitors arc considered high value, as they typically stay longer and spe~d more money, in other words this market represents ·et-new spending to the province. While many of Ontarlo's communities benefit from inter-provincial travel, only Niagara Falls and Toro·to represent true international destinations. Of the roughly 28.3 million visits made by visitors fi'om the U.S. and overseas to Ontario, approximately 35% (or 9.8 million tourists) visit Niagara Falls. No other DRAFT FOR DISCUSSION 09~28/04 Page - 3 IHE ¢11Y O~ ~1/ community hosts moxc visitors from the U.S. and only Toronto (home to an Intema6onal Airport) hosts more overseas tou.fists (see Exhibit 1). Exhibit 1 International Person visits to Ontario by Region, 2002 ('000s) 10,000 9,000 8,000 ? ,000 6,000 5,000 4,000 ........... 3,000 · 2,000 1.000 3 . ~?seas c~ ~ ~xN 4.o` Source: Ontario Ministry of Tour~m and Recreation from Statistics Canada, 2002 Canadian Travel Survey 2002 International Travel Survey The number of visitors and the amount they spend is on a growth CUFVe, and we need to capitalize on the momentum. A numbe~ of reperts have pointed to the potential impact of tourists to N~ags~ Falls. None have been more cogent than thc November 2003 report by the Canadian Tourism Research Institute (CTRI) of the Conference Board (Economic Impact of Tourism Development on the Niagara Region, 2001, 2002 & 2007). Findings in the Conference Board study indicate that not only can Niagara expogt to see an increase in the number of visitors from 14.2 million in 2002 to I~twcen 1 $.3 and 18.1 million in 2007, but also visitor spending will rise from $1.9 billion in 2002 to between $2.41 and $2.93 billion in 2007. DRAFT FOR DISCUSSION 09f2g/04 Page - 4 IHE CI?/OF ~ Incredibly, by 2007 CTRI estimates that tourism-related jobs should account for between 20.6% and 25.5% of all employment ia the Niagara region. The resulting tax revenue is si~aiflcaut, According to an economic in~act assessment of tourism by census division conducted by the Mini.my of Tourism and Recreation, tourism in the Niagara Regional Municipality contributes $334.5 million annually in direct and ind'trect lax~ the second largest con~ibutor of provincial tax revenue nexl to Toronto. Exhibit 2 shows the top seven toudsra revenue generators by census division. Exhibit 2 - Total Tax Revenue GenerateiL.by..Top 7. Census Divisions ('$000) .,. Source: O~tarto Ml~tey of Tourirm and Recreation from Staff. sties Canada, 2002 Canadian Travel Survey 2002 International Trawl Survo, DRAFT FOR DISCUSSION 09/28/04 Page - 5 But we cannot take Niagara Falls for granted. D~ing thc 2003 SA.RS crisis a I~MG report found that Niagara Falls experienced 20 consecutive weeks of declining tour/sm expenditures when compared with 2002 numbers. That translated to $148.5 million in lost revenue. While KPMG predicted that tourism would rebound in five of the six cities under review by late 2004, Niagara Falls would not see full recovery until the second quaffer of 2005. ~qot only h~ the magnitude of the variance been greatest in Niagara Falls, the recovery has also been the slowest to materialize," thc study said. KPMO attributed tho delays to the fact that Niagara Falls, being a border city, is dependent on U.S. tourists and thc American economy. We most continue to build and enhance this destination----rusk/rig it less ~ .. vulnerable to the vagaries aflhe intermtfi~alal.tnar}t{tlll~e~e. Jay~trengthening lt~ overall appeal to the global traveller. While we acknowledge and celebrate the economic success of Niagara Falls as a demand generator--its ability to attract international tour~m and bring net-new spending to thc province--if 2003 taught ua anything it was that we cannot take our success for granted.. To be sustainable, and to leverage extended stays throup, hout the province, it is imperative that the visitor experience in Niagara Falls is top-quality. Once thc effects of 2003 have rippled through thc economy, this gateway to thc province is slated to lead thc tourism sector. As we extend length of stay, thc provincial assets, Niagara Parks Commission/md thc two gaming facilities will also benefit. Crumbling hlfrastrueture and a shabby tourist area threaten to undermine the value-added benefits time should accrue to both the provinee and the city over the next few year~. The combination of falls, carinas, and other tourism-related facilities and attractions, within a vibrant local community in close proximity to major U.S. markets, offers unique opportunities to attract a apectnma of visitors to Ontario. While the casino resort is absolutely stunning, thc area only a flaot~ few blocks away becomes less attractive. To remain competitive, the city must be more than a colleetion of attractions. It has to work well, and it has to be beautiful, vibrant and safe. The attractions and the public realm need to work together---streetscaping, road improvements, and public art arc important not only to provide thc visitor with a welcoming and plea.sing approach, but also to encourage that visitor to step out of thc casino and visit thc Falls, other tourist districts and surrounding area attractions. It would bca real shame DRAFT FOR DISCUS$10N 09/28/04 Page if little net economic stimulation should occur in the region, while the ca,taGs themselves remain substantial revenue generators especially because the casinos were introduced to stimulate economic prosperity. As the Ontario Tourism Strategy notes, today'l visitors lmv¢ increasingly high expectationl of quality. A new report conducted by Global Insights for the Ministry of Tourism and Recreation investigated the factors that influence visitor's choices to visit urban destinations, Not surprisingly, the consultants found that infrastructure and the supporting amenities that maximize the tourist's overall ex'po'i~nce of the destination and its attractions rated highly. .................... Tourism infrastructure is a very important con. t.~.b, gt~E,t..o~.t_h.e..tp_u...r~ ~'.s' ov.e. rali experience and indeed is an important predictor of a desgnation's value and quality. To Global Insight, this conclusion meant that urban destinations should seek to improve general infrastructure in order 1o benefit bom marketing expenditl~es and investment in attractions. We agree. In sum, an additional $2.6 million investment in infrastructure supporting the Fallsview casino will complement the $2.6 million investutent being made to support Casino Niagara, ~, and guarantee continued net- new spending to the province. Heightened optimism for the tourism industry in the Niagara region is linked to the significant entertainment and cultural rclatcd investments recently completed, currently talcing place, or slated to occur in Niagara in the next few years. Historically this has been true. The opening of Casino Niagara, thc first commercial casino, spun'cd unprecedented economic activity not only in the city but throughout the rc~ion. Developments in the Niagara Region snch as wine tourism, world-class golf courses and attracrons such as Zooz only occurred after CasIno Nlag,,ra wan announced and opened. In the Clifton Hills and Viclor/a Centre districts collectively, the private sector invested some $185 million in renovations and new development. Those investments created $100 million in new sales and 1,800 new DRAFT FOR DISCUSSION 09f28/04 Page - 7 jobs and further future spin-offs anticipated at $230 million. Buoyed by the significant investment made by the province not o~ly in the attractor but also in the supporting infrastvacture and amenities, the private s~tor has truly stepped up to the plate. No where else in Canada has a commercial casino generated the amount of economic spinoffs. It clearly makes sense for the province to continue making the logical investment in the infrastructure and beautification of thc city to support and spur much needed growth and prosperity from the sccond commercial casino. The City of Niagara Falls and the local business community lobbied long and hard to make sure thc province of Ontario kept thc two commercial casinos open for this very reason. AS thc OLC, C has stated, the new casino has "already. been.thc.catalyst for roughly $2.5 billion dollars in new investment." One of the most exciting investments has been made by Ripley's Entertainment. Riplcy's is prepared to invesl $200 million in what will be the largest family attractor in Canada festurin8 an aquarium and Great Wolf Lodge and 90,00 square foot watcrpark. The entertainment and culture cluster accounts for about $1 billion of the province's economy every year and ranks third in North America in terms of employment. Niagara Falls is a significant contributor, and appreciably strengthens the Ontario brand in the international marketplace. The province has committed to making the infrastructure investments necessary to ensure that priority urban centres are thriving and communities are desirable. Thc province has recogniT~ed thc stratcgic importance of Niagara in thc Smart Growth strategy--significant destination and economic generator and emerging priority urban centre with thc potential to enhance trade corridor benefits and cross border co-operation. Niagara has the prerequisites to be designated a priority urban centre, serving as a key residential and employment anchor in thc Greater Golden Horseshoe and with the potential to accommodate additional growth and relieve devclopment pressure on the Escarpment and the tender fruit and grape lands. DRAFTFOR DISCUSSION 09/28/04 Page- 8 The city can leverage that investment to firmly anchor the province's Greater Golden Horseshoe growth plan at its south/westerly extremity. With a diverse econon~es in the prov~ee~manu{acturing and soflwge indus~es and quality wine and agricultural products--Niagara is not only a significant tourism destination, it is an important community on the North American trade corridor. Niagara is also a major contributor to the provincial greenbelt and home to agricultural lands important to a healthy, viable agriculture sector, which underscores the importance of being strategic about whex~ and how to grow. As the government committed in their campaign platform building border infrastructure is a priority. Border infrastructure and tredc corridors arc about moro than investing in highways, roads and bridges. Attract/nE U.S. investment and visitors into Canada is also about clean, safe, beautiful communities that work. A high quality of life is a pre-requisite for places with thriving economies, We need to aasurc that the City of Niagara Falls is seen as a great place to live and work--as well as play. Improving access and egress to thc casino is essential-- improving thc quality of life in Niagara Falls throu~h infrastructure investment could bring an exponential return on the investment and additional dix4dands with thc convergence of a nunxber of provincial interests and objectives. 5. The local tax base cannot sustain the burden alone Thc C£ty of Niagara Falls, a population of 80,000 people that must support an infrastructure for 14 million visitors is committed to significant investment in the tourist district in order to accommodate the new casino and associated developments that have and will take place. There are immediate capilal improvement needs. However as a municipality w~ cannot afford to undertake these projects and this time and therefore must delay these works over the next ten years. The following improvements in the tourist district alone need to be undertaken: Required capital improvements million DRAFT FOR DISCUSSION 09/28/04 Pagc- 9 · Road improvements in the Fallsview district alone (including $7,83 streetscaping) · Additional road improvements in the tourist area $6.28 · Watermain replacement and oversizing $0.98 · Sanitary sewer improvements $0.15 · Storm sewer upgrades $10.03 · Sidewalk con~traction $0.70 · Construction and fit.out for new fare station and pumper track to $1.66 service Fallsview District In addition to the capital ensts, the City will incur the additional cost~ of establishing roving crews as a start-up onedime cost of $60,000 (mxiform~, equipment, etc) plus an addifiomfl $60,000 annual payment for labour. Plm the City will need to incur an annual $100,000 for wintar maintenane~ around the resorts. For · city of 80,000 the caplt~l co~t~ of m~dllt~"ning the tourism district ·re ~ignific,,nt. We are prepared to make the investment. Survey* of US visitor~ have shown that they value Niagara Falls for its safe, green and clean environment. The City of Niagura Falls is committed to catering to their needs to encomge them to remm time and time again, spend more money and stay longer. Bnt we cannot do it alone. l~iagara Falls is known for embracing · visitor-first philosophy, providing a welcoming face to visitors--but we cannot eon~ue to trade on our residents' good will. Increasingly the residents of lgiagara Fails are noting the irrffastzuctural investment in.the casino and tourist zones and comparing these to the investment in their neighbourhoods. We cannot afford to let an anti-tourism sentiment gain credence. DRAFT FOR DISCUSSION 0928/04 Page - I0 We want, and need, the residents of Niagara Falls on-side and active in the tourism industry: creating and extending a vibrant and exciting atmosphere where tourists feel welcome and the experience is authentic. We want our vis{tors to stay longer and spend more money; we want them to com~ back and to bring their family, friends and colleagues. To have one of our major international destinations reject the value of tourism for the province would be disastrous. In Ontario, tourism's ean~bution to economic growth and our quality of life is not generally recognized. Tho province has acknowledged this fact and expressed in the Ontario Tourism Strategy the imperative to bnild the Linage and influence of tourism. As Ontario's Tourism Strategy ~npb. a~ize~, Ontario's sham of worldwide international visitation bas been declining-together we can mm that around. The province has recognized that the tourism and gaming Industries are extremely competitive and to this end you have released the Ontario Tourism Strategy. We ia Niagara Falls welcome and support t-~s extremely important initiative by the province and m'e keen to be active in its implementation. The Ministry of Tourism & Recreation has already identified some key action areas notably destination planning and development and coordinating an all of government approach. This small investment in Niagara Falls that we are CmTently asking for may just be the prooffsignal that the province is willing to work with its destinations to achieve the strategy's goals. WE ARE ON THE RIGHT PATH, BUT WE CAN'T STOP NOW As lira Bradley, Minister for Tourism and Recreation notes in the forward to the Tourism Strategy, there is still much work to be done. Together we can achieve the goals of the Strategy and create the best possible experience for our visitors. Welcoming destination are a key part of Ontario's Tourism Strategy. DRAFT FOR DISCUSSION 09/28/04 Page - I 1 THE CI~ OF ~ order for toumm to regain ~ts pos~tlOa as a ~mng ~no~c s~tor m Ontario · Ont~o To.sm 8tmte~ m~ fo~ ag~essive action on ~e follo~ng itm: Relish ~e c~t to~ pr~ucts; ~prove qu~ity ~d v~e E~hnn~ the ~e ~t ~s to= C~ate n~ oxp~ ~t will at.ct ~sito~; Restore a positive ~ge to the ~d~ to gcn~te pride ~ ~flu~ce; Develop s~ong de~tio~; ~d Rdsc thc aw~s of Ont~o in the ~ds of ~e ~t~tio~l ~wll~. ~c~e ~t ~ ~e n~ ~ wi~ go a long way to hclp~g acute ~e to.sm ~d ~no~c pot~fial ofNia~ F~h ~d ~e s~o~d~g m~og crcat¢ a s~ng ~d ~ow~g ~W, ~d ~[n~ a ~sitor-~t p~o~phy ~ one of ~e pw~ce's ~st ~o~t d~io~. Not o~y does tMs ~t suppoR the Onto To~m Stratos, ~t it ~ helps a~ew k~ S~ O~ ~d ~ DRAFT FOR DISCUSSION 09t'2g/04- Page - 12 FOREWORD It is with great pleasure that [ present the Ontario Tourism Strategy. This Strategy ts a long-term, innovative plan for the sustainability and growth of Ontario's tourism industry. In 2002, the Ministry of Tourism and Recreation, in consultation with our stakeholders Ln the tourism industry, idenUfied the need for a strategic plan to ensure its continued competitiveness. Over the past two yeats, the Ontario Tourism Strategy has grown out of these consultations, and I would like to take this opportunity to acknowledge the tremendous contrJ, butions that our partners in the tourism sector have made to its creation. Your co-operation and your valuable input have helped us to draft an excellent plan to revitalize and strengthen Ontario's tourism industry. This document responds to the need to focus the province's diverse tourism industry to develop a strategic, long-term plan for tourism. The framework identifies areas for actJ. on through to 2010- some for the government to implement, some that the industry can work on and some that will require a partnership among several players in the tourism industry. This document is the first step in identifying what action will be taken - not just by my Ministry, but also with the help of operators, tourism and cultural associations, other provincial ministries, destination marketing organizations and other levels of government. The next step is to develop a detailed implementation plan. As the plan evolves, the Ministry and our partners will jointly determine priorities, establish roles and responsibilities, timeffames, resources and methods to make this Strategy work for tourism in Ontario. All stakeholders in the tourism industry will be important partners in the success of the Strategy. There is still much work to be done. i know that with strong leadership and enthusiastic support, we can achieve the goals of the Strategy and create the best possible experience for all our visitors in a welcoming destination - Ontario! Jim Bradley Minister of Tourism and Recreation INTRODUCTION Tourism has a vital role to play in the continuing economic success and development of Ontario and makes a significant contribution to the economic and social vitality of the province. The tourism sector faces a number of serious challenges, however, some external and others are intrinsic. The sector has tremendous potential to enhance job and wealth creation in Ontario, while contributing to the quality of Life for all residents. Strong action and leadership are required i~: the potential of economic and social benefits are to be ~ully realized. TOURISM DEFINED: · one or more nights away from home, or a day trip of over 40 km · includes foreign and domestic travellers · includes many industries, e.g. accommodation, attractions, food and beverage, recreation, culture, entertainment, transportation, retail The Government of Ontario ~ecognizes the economic importance of tourism and its role in contributing to an innovative economy and increasing the quality of life of Ontarians. There are many opportunities to take advan'tage of the worldwide growth in O tt~e tourism market. This document provides a future-focused ~ramework for maximizing the potential of tourism in Ontario. This document outlines an industry-wide strategy based on input gathered from stakeholder consultations in late 2002 / early 2003 and a comprehensive analysis of the Issues and opportunities facing the sector. This Strategy presents and outlines the proposed vision, goals and strategic framework for the Ontario Tourism Strategy. ONTARIO TRAVEL: O · almost 130 million people visited Ontario in 2002 · Ontatians' domestic travel accounts for 75% of the total · about $17.9 billion spent by visitors · Toronto and Niagara account for almost 30% of the visits INTRODUCTION Recent Tourism Trends in Ontario There is considerable evidence of serious issues facing Ontario's tourism sector: · Although the number of international visits to Ontario has been rising, our share of worldwide international visits has been declining, from 2.6% in 1980 to 1.8% in 1990 and 1.4% in 2000. · Toronto was already losing market share prior to 9/11 and 5ARS. investment in new attractions has been lagging, although recently announced cultural investments in the Opera House, ROM and AGO could help to reverse the trend. · Ontario's international tourism deficit in 2003 was $3.7 billion, indicating that Ontarians spent more abroad than travellers spent in Ontario. The deficit has been growing since 1998. · Research shows that there is very low awareness in the U.S. of travel opportunities in Ontario. Ontario barely registers in the minds of international travellers, · In a business climate that is increasingly dependent on information technology, less than two-thirds of Ontario's tourist establishments had a website in 2002. · Economic factors such as growth in personal disposable income and the value of the Canadian dollar will influence consumers' decision to travel as well as their choice of destination. A SNAPSHOT OF THE SECTOR: · 150,000 tourism-related businesses in Ontario representing almost 1/S of all businesses in the province · nearly half of tourism operators are small and medium sized (between one and four employees) · 90% have 20 or fewer employees · the tourism industry stood seventh in foreign currency earned · arts, culture, heritage, festivals and events (typically operated by not-for-profit organizations) are important tourist attractions; spending by visitors who attended these attractions accounts for 30°,6 of total visitor expenditures, INTRODUCTION The industry, as presently constituted, is not well-positioned to to surmount the challenges. However, the events of the past years have greatly increased the awareness among the public and decision makers of the importance of tourism to many communities and to Ontario's economy. A number of alliances have been developed to respond to these events that hold promise for a strengthened industry. Nevertheless, for tourism to regain its position as a thriving economic sector in Ontario, aggressive action is requixed in order to: · Re~rbish the current tourism products; · Improve quality and value; · Enhance the Infrastructure that strpports tourism; · Create new experiences that will attract visitors; · Restore a positive image to the industry to generate pride and influence; · Develop strong destinations; and · Raise the awareness of Ontario in the minds of the international traveller. The Ontario Tourism Strategy is designed to provide a roadmap to guide all stakeholders in a concerted effort to rebuild the tourism industry in Ontario. In particular, the Strategy will kelp to accelerate the growth of tourism in Ontario by establishing a common vision and framework for action. VISION TO GUIDE THE FUTURE In the future... · Innovative Operators Innovative operators will respond to market trends. · Welcoming Destinations Communities will embrace tourism. · Great Experiences Visitors will be s~ti~fied w~th what the), e×perieoce tn Ontario. Innovative Operators, Welcoming Destlnatlon~ and Great Experiences Will Make Ontario the Place to Visit Again and Again Goals · OntarJ. o is an internationally recognized travel destination, renowned for the superior quality of its tourism experiences, attractions and services. · Ontario is a top competitor in global tourism, with an increased share of the domestic, U.S. and international tourism markets. · Tourism contributes to economic prosperity and a higher quality of life in communities across Ontario. · The Government is actively engaged with industry stakeholders, providing coordinated and strategic leadership to ensure the continued growth and vitality tau:ism in Ontario. FRAMEWORK FOR ACTION The Ontario Tourism Strategy envisages a unified approach to the development of the industry. By working together within a common framework, stakeholders can achieve more than they could if each acted unguided and alone. The Strategy is focused on solutions, designed to respond to the challenges facing the industry. It requires the active involvement of all stakeholders - government can provide leadership in a variety of areas, but government alone cannot be the source of every solution. There are five strategic directions that comprise the Ontario Tourism Strategy: 1. Embracing a Visitor-First Philosophy 2. Developing Destinations 3. Building the Image and Influence of Tourism 4. Strengthening Strategic Marketing 5. Developing an "All of Government" Approach. In addition to these five strategic directions, the following key enabling mechanisms provide a solid foundation for success. These enablers are the building blocks that support implementation of the Strategy: · Infrastructure · Market Intelligence · Tourism Investment · Information Technology · Business Skills Development This framework embraces the themes of the consultation process that Ontario's Tourism Strategy be research-based, market-dtiven and customer-focused. The strategic directions, together with the enable~s, will guide the efforts o[ all stakeholders in working together to achieve the vision. For each strategic direction, we present a vision / goal statement and a set of actions to be undertaken by tourism stakeholders and [ or governments to support the achievement of this goal. FRAMEWORK FOR ACTION Embracing a Visitor-First Philosophy Everything begins with the visitoz, the customer of tourism operators. Operators need to know what motivates their customers to visit, what expectations they have, how satisfied they were with their experiences, and what would trigger repeat visits. Operators also have to constantly attract new visitors by understanding their expectations. Highly responsive and innovative operators can encourage visitors to come for the first time, to stay longer, to experience more and to return again and again. Everyone involved in interactions with tourists needs to be "customer-focused", ensuring that visitors receive a quality e~cperience no matter where or when they travel. Customer service orientation by all staff from the front-line to "back-of the-house" is key. Customers assess quality beginning with their initial exploratio~ for information about a travel opportunity, and continue to iudge their experience throughout their stay based on every interaction they have. The broader community also has to provide a welcoming face to visitors in order to contribute to a quality experience: visitor-first has to be the philosophy at the border, in the taxi and especially on the street. Visitors have expectations of quality and need a mechanism that allows them to determine what level of quality to expect. In sum, all stakeholders must recognize the value of providing a quality experience and strive to achieve continuous quality improvement. Indeed, putting quality at the heart of the tourist's experience can improve a competitive advantage. Word of mouth is one of the most effective marketing tools; visitors who rave about their experiences can influence others to choose Ontario. MARKET INTELLIGENCE The needs and wants of the customer will drive new innovative practices. Operators will use research information to keep abreast of new developments and drive innovation. · Partnerships and networking will be enhanced at ail levels to assist in the development and use of research Information. Governments, industry associations, local tourism organizations and other stakeholders will all participate. · New research products will be developed to provide more information at the local level, and more information for operators on visitors' travel intentions. · Operators will receive training and assistance on how to use research Information and new information products. FRAMEWORK FOR ACTION · Operators will Implement proven mechanisms for obtaining customer satisfaction data. QUALITY EXPERIENCES Visitors will have quality experiences when they travel In Ontario in all aspects of their visit. Operators will ensure, through effective staff training, that all their staff have the knowledge and skills needed to deliver quality service. · Further research will be undertaken to improve our understanding of the key elements of a quality experience for v~sitors to Ontario. · Support will be provided to increase the number of communities that are implementing service excellence plans. · The Ministry of Tourism and Recreation (MTR) will establish a mechanism on the Ontario Travel website (www. ontariotravel.net) to obtain the views of visitors on their experiences in Ontario. · Strategies will be implemented to increase the uptake of staff training opportunities in the sector. · Not-for-profit organizations that utilize volunteers will implement best practice approaches for the recruitment, orientation, assignment, monitoring, evaluation and recognition of volunteers. · Minimum quality standards will be established for operators' participation in government programs. QUALITY RATING SYSTEM A credible quality rating system will be implemented to assist visitors in making informed choices. · MTR will support an accommodations ratings system as the first step to ensuring ratings are available within the tourism industry. · Rating systems for restaurants and attractions will be investigated. FRAMEWORK FOR ACTION Developing Destinations and Experiences Ontario is not homogeneous in terms of its tourism opportunities. Not only is there a wide range of different destinations, but within many o[ those destinations are diverse experiences e.g. outdoor activities, urban entertainment, indulgences, culture and heritage, and town plus country. Under this tourism strategy, the industry will build tourism "from the ground up". Tourist destinations will be identified based on natural tourism assets, recognized geographical icons and realistic customer travel patterns, rather than municipal boundaries. Development of tourism products will be based on the strengths of a destination, stakeholder willingness and interest in tourJ, sm, and opportunities to bring authentic experiences to the marketplace. Some areas have stronger opportunities for tourism than others. The priority will be to focus opportunities for growth and development on destinations that have the potential to become international icons. At the same time, the province has a wealth of tourism destinations with many varied and different needs. These will be recognized and planned for in the development of tourism in those areas. · Toronto and Niagara are already recognized as international travel icons. · Toronto is Canada's largest city and is said to be the most diverse, multicultural community in the world. · The Niagara Region has the benefit of one of the "Natural Wonders of the World" in Niagara Falls, a growing wine industry and wealth of natural amenities. ·In order to strengthen tourism in Ontario, other destinations that have the potential to become international icons will be developed. Research into consumer needs and travel trends will help to identify emerging opportunities. Visitors continue to seek out new experiences and this is recognized as a key travel motivator. The industry will continue to build on its strengths in developing these new experiences, which will help to provide points of differentiation for destinations in a very crowded tourism marketplace. This will help to create new images for the province in external markets. Developing destinations will help to diversify the tourism portfolio so that downtum$ in one area may be buffered by strengths in another. Municipalities will be encouraged to play an active role in planning for tourism as part of their economic development strategy. ~ u .......... i l-- I FRAMEWORK FOR ACTION Tourism planning at a destirmtion level will involve a variety of components including local research, assessment of current assets, product and experience development, training requirements, infrastructure investment, technology needs, and marketing and promotion. To be tully effective, it will require collaborative efforts by local stakeholders and all levels of government. DESTINATION PLANNING AND DEVELOPMENT Rigorous tourism planning will help to create visitor-friendly communities, new tourism products and opportunities for additional investment in vibrant destinations. Tourism planning and development will involve all local stakeholders including operators (private, not-for-profit, government), training organizations, governments and other~. · MTR, in consultation with the industry, will identify five or six icon destinations. The Ministry will work with these destinations using the Premier-ranked Tourist Destinations FTamework© to identify priorities that have potential for further development, and will support the implementation of tourism projects in these destinations. · The Ontario Government will work with municipalities and First Nations to identify the tourism potential for economic diversification in their communities. · Opportunities for experiences that cross destination boundaries and occur in a variety of locations (s'0.ch as paddling, spas and Doors Open) will be recognized and linked where appropriate. ONTARIO GOVERNMENT'S ATTRACTIONS The Government's attractions and agencies will be strong magnets attracting many visitors. They will be catalysts for the development of tourism champions in their communities. · The Government's own attractions will model best practices as innovative organizations. · They will tare an active leadership role by stressing the importance of tourism in their communities, participating in destination planning, working with others in marketing and promoting career choices in tourism. FRAMEWORK FOR ACTION · Through long-term capital planning, provincially funded attractions will be revitalized to be key assets in attracting toudsts to their areas. PRODUCT DEVELOPMENT Existing products will continuously be renewed iff response to visitors' expectations. New products and experiences will be developed where research indicates promise. · Research and visitor-driven product development strategies will be a key component in tourism plans. · Industry associations and government will provide advice and support to operators on the development of plans to improve existing products to meet visitor expectations. ~1 Support will be provided to sustain and evolve current festivals and events as appropriate and to identify opportunities to develop new ones that build on a destination's strengths. NORTHERN EXPERIENCES ~orthern tourism experiences will be developed based on natural and cultural assets, a~d outdoor/wilderness opportunities. · MTR and the Ministry of Natural Resources will work with stakeholders to enhance tourism opportunities on Crown lands and waters. · Tourism will be a critical part of any northern economic development strategy. · The potential of aboriginal products and experiences will be developed while maintaining the integrity of the cultural assets. FRAMEWORK FOR ACTION [] TORONTO AND NIAGARA COLLABORATION Greater collaboration between Toronto and the Niagara Region will strengthen them as destinations and malor gateways for tourism in the province. · IvlTR will encourage greater collaboration among industry leaders and municipalities in these destinations in order to fadlitate the development and implementation of a "joint tourism agenda". · Support for product development and marketing will be based on long-term tourism ~: business plans, innovative partnerships and priorities established for this area. ~- · As the City of Toronto and Region of Niagara together attract almost 30% of tourists to Ontario, they act as gateways for tourism to the rest of Ontario. Toronto and 2; Niagara Region will work with other regional destinations to improve visitors' ,,, experiences and extend their stays throughout the province. - 7 0 FRAMEWORK FOR ACTION Building the Image and Influence of Tourism Tourism has not traditionally been recognized for its important economic, social and cultural contributions. Tourism supports the economic development of many communities in Ontario. The richness of experiences in Ontario - arts, cultural, leisure and many others - is enhanced by tourism. Our history and heritage are maintained and celebrated in part through tourism. Recent occurrences such as 9/11 and SARS demonstrated the economic consequences of a weakened sector. Nevertheless, there is still a need for tourism to impress upon the public at large, governments, business decision-makers, investors and potential employees about its importance and its contributions to the quality of life in Ontario. Small operators need to understand their role in the bigger tourism picture and recognize their importance in contributing to the quality tourism experience travellers want. The industry needs strong advocacy organizations that will act more collectively where necessary in the best interests of tourism at large. There are sometimes tourism-related problems in local communities such as traffic congestion, noise, and waste. These need to be addressed in ways that meet the concerns of residents while maintaining a tourism-friendly approach. COMMUNITY SUPPORT Communities recognize the importance of tourism and how it contributes to economic and social development and the quality of life in local communities. · Indus'cry associations will develop and implement a fact-based awareness campaign to promote the importance of tourism to municipalities. · Operators and Industry Associations will work with communities and each other to resolve local tourism-related issues. · M'TR and its partner ministries will work together with stakeholders to develop synergles between tourism and other resource-based industries. FRAMEWORK FOR ACTION WORKING IN TOURISM The tourism industry will be seen as a valuable source of work experience with interesting and rewarding careen and opportunities for volunteer involvement. Educational institutions will help to promote careers in tourism and to prepare Individuals for Jobs in the Industry. · The Ministry of Education will work with its educational institutions to promote work experience and career paths in tourism. · The Ministry of Training, Colleges & Universities will work with its educational Institutions to strengthen training opportunities for new entrants and for current tourism industry staff. · Industry associations will undertake initiatives to promote work experience, volunteer opportunities and career paths in tourism. · Industry associations will promote the potential for part-time, youth and older workers to participate in the tourism labour force. · MTR will develop stronger working relationships with faculties of tourism and hospitality. · The importance of immigration as a source of employees will be recognized. A NEW ROLE IN PUBLIC POLICY FOR INDUSTRY ASSOCIATIONS Strong industry assodations will enhance their capacity to develop and communicate public policy positions. · Industry associations will work together to provide a common voice for the sector in matters of policy and proposals to overcome barriers to a stronger sector in Ontario. · Associations will engage their membership on questions of public policy. FRAMEWORK F.OR ACTION CELEBRATING BUSINESS INNOVATION AND QUALITY Excellence will be valued, recognized and rewarded. · Industry associations will promote the importance of tourism and best practices to their members. · Industry recognition programs will include innovation and quality. FRAMEWORK FOR ACTION Strengthening Strategic Marketing Ontario must compete with a wide variety of travel destinations in attracting travellers, who, in ti~e Zlst century, have many exciting and interesting choices. Nearby destinations such as Quebec, New York and the New England States have significant budgets to attract tourists. Ontario is within easy reach of many such travel destinations and its residents are targets for their marketing efforts. At the same time, Ontario faces competition from destinations f~rther afield such as Florida, California, Las Vegas, London and Paris, all of which have substantial marketing budgets. In such a crowded marketplace, Ontario faces stiff competition in standing out as a "top of mind" destination. Consequently, effective marketing is a key element of Ontario's Tourism Strategy, and will be fully connected to the vision and other elements of the Strategy. Marketing will be strategic and forward-looking, and will help to create the "personality" of Ontario. Marketing will support the unique strengths of destinations and at the same time reflect experiential products that span destinations. Marketing will heIp to create a variety of identities in the minds of potential travellers to Ontario. MarketLng will be research-based, driven by what visitors need, and reflecting the products and. experiences that have been developed based on market trends. Marketing plans will be multi-year and opportunistic, anticipating new themes and emerging markets. Marketing will be well integrated, from the first point of contact through to the visit and beyond. Evaluation of marReting approaches will be ongoing through outcome research, providing the data necessary to adapt and change as required. Marketing will be undertaken by a variety of stakeholders in a coordinated fashion, including the province, destination marketing organizations, experience.based coalitions, and individual operators. Leadership for marketing will be provided by the province to ensure a competitive, focused, coordinated, and evaluated approach. It is recognized that operators also have their own interests, that can be enhanced through improved customer relationship management. At the same time, operators can also help each other through collaborative ventures. PROVINCIAL LEADERSHIP IN MARKETING Marketing will be strategically focused, research-based, visitor-centred and will create the "personality" of Ontario and clear destination identities. · MTR will lead the devetopment of a multi-year strategic marketing plan that will complement this tourism strategy in an integrated and comprehensive way. FRAMEWORK FOR ACTION · MTR wilt work with federal and provincial government offices and the Canadian Tourism Commission in international locations to encourage travel to Ontario. · A provincial marketing strategy will: · look at strengthening Ontario's brand to help re-position Ontario in consumers' minds; · build strategic marketing partnerships with public and private sector tourism related marketing organizations to maximize marketing efforts; · implement new innovative and highIy targeted marketing tactics including public relations, toudsm marketing and event-based initiatives; · increase U.S. and overseas marketing efforts as these markets recover; and · utilize consumer research to inform marketing decisions and confirm results. STRENGTHENING DESTINATION MARKETING Local and regional destinatLon marketing wlti continue to play an important role in driving tourism. · MTR will work with the industry to investigate options that enable a more sustainable model for destination marketing. · Local and regional destination marketing will be coordinated with provincial marketing efforts. · MTR will work with industry tO investigate structural models to suppo_rt destination marketing. VISITOR SUPPORT SERVICES Visitors will obtain information and be able to make bookings when, where and how they want to do so. · Operators will embrace technology and use the intemet to provide travel information, bookings and customer relations management. · The province will model the use of the internet for customer information at its travel information centres and will advocate for technology use by operators. FRAMEWORK FOR ACTION · Operators will be encouraged to develop long-term relationships with visitors via online communications, incentive marketing, special events invitations, and otb. er means to encourage return visitation and product loyalty. · Industry associations and local tourism organizations will assist in building the on- line capacity of their members. · Ontario's travel information centres will be renewed to create a more welcoming environment, providing more modern multi-purpose centres, access to up-to-date information, and new services and amenities, in partnership with the private sector. · Visitors will experience seamless "end-to-end" services. FRAMEWORK FOR ACTION "All of Government" Approach Tl~e tourism strategy will guide all provincial activities related to tourism. MTR will lead a planned approach to tourism both within the ministry and within government. Other ministries will take responsibility within their own mandates for the development of policies and implementation of initiatives that support tourism as described in this Strateg~. MTK will represent tourism interests in government decision-making and will be recognized by stakeholders as the leader and policy maker within government on tourism issues. There will be many opportunities to work horizontally across government ministries to achieve the goals of the Strategy Glose collaboration will achieve real results. By taking this "all of government approach", the efforts of various government departments and agencies will be better coordinated and more complementary, leading to more effective public investment, greater leverage towards common goals and more clarity for ali stakeholders about government roles and responsibilities. PROVINCIAL INVESTMENT IN TOURISM The resources available from the province will be deployed in a manner consistent with this strategy, in order to help rebuild the tourism sector and to help maintain its viability into the future. · All Ministries with a tourism role will adopt this strategy as the guiding framework for their programs that have an impact on tourism. · MTR wiU have "lead ministry" status in coordinating the efforts of the government across all Ministries and in providing strategic advice to them regarding their programs and polices that have an impact on tourism. · The Ministry of Northern Development and Mines (MNDM) will work closely with MTR to ensure that tourism-related programs and services meet the needs of the Northern Ontario tourism industry. · MTR will report annually on the government's support for the tourism sector in Ontario. FRAMEWORK FOR ACTION LAND USE AND ENVIRONMENTAL DESIGN The value of tourism assets and uses will be recognized in lanct use and environmental design decisions at the provincial and municipal levels. · The importance of tourism as an economic generator will be recognized in the Provincial Policy Statements under the Planning Act. · MTR will represent tourism's interests in provincial land use discussions. · MTR will work with the Ministry of Natural Resources (MNR) to integrate and streamline decision-making regarding tourism use of Crown land. · Municipal governments will recognize quality architectural/environmental design in their official plans as a tourism asset for developing destinations. OTHER GOVERNMENTS The Province of Ontario will work closely with other governments to achieve its policy goals, and, in particular, to implement this tourism strategy. · MTR will work with Industry Canada and other provinces/territories on the development of a national tourism strategy and on its implementation. · MTR will maintain close liaison with the Federal Government to ensure collaborative efforts in areas of common interest such as policy, research and marketing. · MTP, will work with Crown Agencies such as the Border Agency, ParM Canada and Port Authorities to contribute to a quality tourist experience. · All Ontario Ministries will take this tourism strategy into account in their dealings with the other governments on issues that affect tourism. · M'iR will work with the Province of Quebec on joint initiatives that strengthen tourism in both provinces. · MTR will work with interested municipalities to raise awareness of tourism, to assist with destination planning and development, to market Ontario and its destinations and to maximize tourism oppottrtnities. FRAMEWORK FOR ACTION Enablers: Building the Foundations A strong infrastructure is required to support tourism. Smooth border crossings and welcoming international airports help to start visitors off on a positive note. The ability of visitors to move around easily makes for more pleasant visits, and could contribute to extended trip durations and increase the number of destinations and experiences. All modes of transportation - road, train, air, water, transit - require attention from a tourism perspective. Transportation links between Toronto and Niagara, the province's two internationally recognized tourist destinations, need to be enhanced. The province borders on four Great Lakes that provide tremendous tourism development opportunities. Indeed, waterfronts are one of Ontario's major assets; the development of Toronto's waterfront, for instance, is a key component in Toronto's strategy to strengtt~en its attraction as an international tourist destination. UndertaRing the right research is an important building block towards a long-term sustainable tourism industry. In order to sustain and build Ontario's tourism industry, it is essential that all stakeholders understand who the customers are, what their preferences and expectations are, how they learn about the province's offerings, what drives their travel decisions, and where they go and what they do if they don't come to Ontario. It is important to monitor how visitor needs and desires for products, services and destinations are changing and why. Everyone involved in the tourism industry needs to stay in tune with trends, understand visitors' demands, be aware of the competition, remain flexible and be constantly planning, based on sound information, for ff~ture change. Research needs to drive the development of new products and experiences that generate new and repeat visits. Information technology is a cdtical tool for businesses of all kinds, most particularly tourism. Travel information is one of the leading uses of the Internet, and Ontario's operators and other information providers need to be at the forefront in order to meet visitors' needs and keep pace with the changing demands, trends and expectations of visitors. The development and spread of high-speed broadband capacity is required in all locations to permit every operator in Ontario to participate in the Web-based marketplace. Keeping abreast of new technologies (e.g., wireless communications, GIS systems) and how they can be applied effectively to tourism will remain important. Furthermore, operators need to have the business skills to plan for change, develop new products and manage their operations effectively. Creating a sound business plan is an essential component of good management. Municipalities also need to develop tourism plans that reflect the assets, capabilities and interests of their communities. FRAMEWORK FOR ACTION INFRASTRUCTURE The infrastructure required to sustain and enhance tourism in Ontario will be strengthened and development will be undertaken in a planned and sustainable · MTR will work with the Ministry of Transportation to promote ongoing investment in highways, regional connecting roads, and public transit to support the tourism industry. · Ontario will encourage sustainable waterfront planning and development in various communities (e.g. Toronto waterfront, Great Lakes Heritage Coast). · MTR will take the lead role in ensuring that provincially funded arts, cultural, heritage, parks, sports and other attractions are revitalized through long-term capital planning to be key assets in attracting tourists to their areas. · Maintaining open, safe and efficient border flows and enhancing first experiences at international airports will be a priority. MARKET INTELLIGENCE Reseamh will keep all Ontario tourism stakeholders well informed about trends and issues. Stakeholders will recognize the importance of sound research in product development, marketing, investment and other areas. Derisions will be grounded in the latest information and that information will be comprehensive, understandable and widely accessible. .. Operators, industry associations and municipalities will collect and share information for research purposes. Ontario's attractions and agencies will be leaders in collecting, using and sharing visitor information. · MTR will work with stakeholders to determine research priorities. II MTR will expand its research product range to provide more information on travel motivators and trends in travel patterns, including working with other jurisdictions tO undertake another Travel Activities and Motivations Survey (TAMS). · MTR will assist in the development of research capacity at the local level and will provide tools to operators to enable them to collect reliable customer information from their visitors. FRAMEWORK I:OR ACTION · Greater emphasis will be placed on communicating the results of research and in training operators how to use it in business decision-making for marketing and product development. TOURISM INVESTMENT Tourism investment opportunities will be identified across the province, and the tourism industry will be promoted to investors and the finance community. · MTR will work with the Ministry of Economic Development and Trade (MEDT) to promote tourism investment opportunities to private sector investors, both domestic and international. · MTR will work with MEDT to provide a one-stop shop of on-line information that includes everything from new business immigration and funding sources to a search for tourism business opportunities. · MTR will work with municipalities to help identity investment opportunities, improve the business climate, develop tools and resources, and promote the tourism industry to financiers and potential investors. · MTR will develop a customer relationship management system to identify, tracl~ and communicate with the top global tourism investment and development firms. INFORMATION TECHNOLOGY Ontario's tourism industry will tnczease Its use of info~natton technology to gain a competitive advantage. · MTR will work with MEDT to identify how its technology initiatives can enhance the technology capacity of the tourism industry. · MTR and industry associations will encourage operators to enhance their Web presence for marketing, sa[es, and customer relationship management. · Industry associations will investigate software packages for use by their members and the potential for bulk purchases. · MTR will have the technology capacity to support its services to the industry. FRAMEWORK FOR ACTION BUSINESS SKILLS DEVELOPMENT Operators will have greater opportunities to improve their management and business skills, thereby enhancing their viabiltt,/. Business information for operators will be more easily available. · MTR will work with MEDT to enhance MEDT's Enterprise Centres' support for tourism operators, including not-for-profit operators. · MTR will work with industry associations on how best to provide information training opportunities to their members. · MTR will work with the Ministry of Consumer and Business Services (MCB$) to develop a tourism business bundle that provides access to information under one electronic gateway. AFTERWORD By 2010, International tourist arrivals are forecast to grow to 1 billion, and to t.6 billion by 2020. The World Travel and Tourism Council (WTTC) states that the global tourism industry currently contributes directly and indirectly 10.4% of global GDP and supports 215 million jobs worldwide. The WTTC estimates that this will grow, and that by 2014, global spending on travel and tourism will be 10.9% of global GD?. There are tremendous opportunities to take advantage of this growth. The Ontario Tourism Strategy is a tool designed to bring the tourism industry and different levels of government together to focus our efforts strategically, and take advantage of the many assets available to sustain and grow tourism in Ontario. As a next step, industry and government must work togetlqer to develop the implementation plan, including roles and responsibilities, and, priorities and timelines. As the details evolve, we will have a clear recognition and focus on what actions are needed to revitalize Ontario's tourism industry and enhance the province as an internationally recognized destinati, on. This strategy is a living docnment. Over the lifetime of the Tourism Strategy - until 2010 - the industry and government will monitor progress on implementation, and continue to ensure the Strategy evdives to keep Ontario moving up in the minds of travellers as a destination of choice.