2005/10/17 TWELFTH MEETING
Monday, October 17, 2005
From 4:00 p.m. to 6:30 p.m.
City Hall, Committee Room #2A & B
1) Approval of the 2005-08-29 Community Services Minutes.
2) PRESENTATION:
a) Service Delivery Review - Alderman Wayne Campbell
Presentation by: Craig Worden of Leger Marketing
b) Service Delivery Review Update
John MacDonald & Dale Morton
3) REPORTS: STAFF CONTACT:
a) MW-2005-114 - Rural Niagara Falls Intersection Control Review Ed Dujlovic
b) MW-2005-116 - Warren Creek Drainage Works Implementation
Strategy Ed Dujlovic
c) MW-2005-121 - Request from Sentineal Carriages for
Permanent Service Ed Dujlovic
d) MW-2005-120 - Project Management Staff Complement Ed Dujlovic
e) MW-2005-118 - August 31, 2005 Basement Flooding Followup Ed Dujlovic
f) R-2005-47 - MacBain Community Centre - Service Report Adele Kon
g) R-2005-55 - MacBain Community Centre Business Plan Adele Kon
h) F-2005-48 - 2004 Financial Statements Ken Burden
4) NEW BUSINESS:
5) ADJOURNMENT:
MINUTES OF COMMUNITY SERVICES COMMITTEE MEETING
Monday, August 29, 2005, City Hall, Room 2 at 5:50 p.m.
PRESENT: Chair - Alderman Volpatti, Alderman Jim Diodati, Alderman Joyce Morocco,
Alderman Vince Kerrio, Alderman Wayne Campbell, Alderman Janice Wing,
Alderman Ioannoni, Alderman Victor Pietrangelo
REGRETS: Mayor Ted Salci, Ken Burden, Pat Burke
STAFF: Tony Ravenda, Ed Dujlovic, Barney Ruddell, Karen Kelly, Adele Kon, Dean
Iorfida, Alex Herlovitch, Todd Harrison, Marianne Tikky - Steno
PRESS:
MINUTES
It was ORDERED on the motion of Alderman Pietrangelo and seconded by Alderman Diodati, that
the minutes of the August 8, 2005 meeting be approved.
Motion: Carded
Action: Recommendation submitted to Council 2005-08-29
DEPUTATION
a) Community Education Group of Niagara - Alternative Energy Source
Presented by Mary Wilson and Jack Villella
It was ORDERED on the motion of Alderman Diodati and seconded by Alderman Morocco that the
City support incentives for renewable energy.
Motion: Carried
Action: Recommendation submitted to Council 2005-08-29
REPORTS
a) BBS-2005-02 - Sign Variance - 5711 Victoria Avenue, Ripley's Entertainment Inc.
(Tussaud's)
It was ORDERED on the motion of Alderman Campbell and seconded by Alderman Ioannoni that
Comnfittee approve the sign variance for 5711 Victoria Avenue.
Motion: Carded
Conflict: Acting Mayor Kerrio
Opposed: Alderman Wing
Action: Recommendation submitted to Council 2005-08-29
b) MW-2005-109 - Provincial Report - "Water Tight" - The case for change in
Ontario's Water and Wastewater Sector.
It was ORDERED on the motion of Alderman Wing and seconded by Alderman Pietrangelo that
the control of water and wastewater remain with the City of Niagara Falls.
Motion: Carried
Conflict: Alderman Morocco, Alderman Ioannoni
Action: Recommendation submitted to Council 2005-08-29
c) R-2005-43 - Niagara District Art Association Request for Rent Subsidy
It was ORDERED on the motion of Alderman Pietrangelo and seconded by Alderman Wing that
Cormnittee approves a grant to the Niagara District Art Association.
Motion: Carried
Action: Recommendation submitted to Council 2005-08-29
d) Sentineal Carriages Inc. - Letter
It was ORDERED on the motion of Alderman Kerrio and seconded by Alderman Morocco that
the letter received from Sentineal Carriages be received for the information of Council.
Motion: Carried
Acton: Recommendation submitted to Council
e) Memo from the Manager of Traffic & Parking Services
Re: Sinnicks Avenue and Keith Street - Parking Review
It was ORDERED on the motion of Alderman Ioannoni and seconded by Alderman Pietrangelo
that parking permits be implemented on Simficks Avenue and Keith Street.
Motion: Carried
Action: Recommendation submitted to Council 2005-08-29.
0 Indoor Soccer Facility Activity Milestone Schedule
It was ORDERED on the motion of Alderman Pietrangelo and seconded by Alderman Ioannoni
that Commm3_ity Services move to an In-Camera session fbr further discussion.
Motion: Carried
It was ORDERED on the motion of Alderman Pietrangelo and seconded by Alderman Campbell
that the Council's priority is the fulfilment of the MOU for the Copperlan Indoor Soccer Project.
Motion: Carried
Action: Recommendation submitted to Council 2005-08-29.
ADJOURNMENT
It was ORDERED on the motion of Alderman Wing and seconded by Alderman Iommoni that the
regular meeting of the Community Services Committee by adjourned and move to an In-Camera
Session.
' Community Services Department MW-2005-114
Municipal Works Ed Dujlovic
The City of ~ 4310 Queen
Street
Director
Niagara Falls lJ~,_ P.O. Box 1023
Cclrl~~ Niagara Falls, ON L2E 6X5
web site: www.city, niagarafalls.on.ca
~1~l~- I ~" Tel.: (905) 356-7521
Fax: (905) 356-2354
E-mail: edujlovic@city.niagarafalls.on.ca
October 17, 2005
Alderman Selina Volpatti, Chairperson
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: MW-2005-114
Rural Niagara Falls
Intersection Control Review
RECOMMENDATIONS:
It is recommended that:
1. A stop sign be installed facing eastbound motorists on Durlait Road at Hollow
Bay Way Road;
2. A stop sign be installed facing southbound motorists on Willoughby Drive at
Baker Road;
3. A stop sign be installed facing eastbound and westbound motorists on Somerville
Road at Willoughby Drive;
4. A stop sign be installed facing northbound and southbound motorists on
Willoughby Drive at Sherk Road;
5. A stop sign be installed facing eastbound and westbound motorists on Detenbeck
Road at Willoughby Drive;
6. The existing stop sign facing eastbound motorists on Rexinger Road at Stanley
Avenue (West Intersection) be relocated to face northbound motorists on Stanley
Avenue at Reixinger Road (West Intersection); and,
7. The existing stop sign facing westbound motorists on Rexinger Road at Stanley
Avenue (East Intersection) be relocated to face southbound motorists on Stanley
Avenue at Rexinger Road (East Intersection).
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October 17, 2005 - 2 - MW-2005-114'
BACKGROUND:
Traffic & Parking Services have undertaken various studies and observations throughout the
rural section of Niagara Falls. Investigations revealed that several intersections contain no
control. Although it is recognized that very low traffic volumes exist at these locations, the
required sight triangles needed for each quadrant of an uncontrolled intersection is not fulfilled.
Therefore, Staff is recommending that stop signs be installed at the minor approaches of each
uncontrolled intersection.
Stanley Avenue and Rexinger Road intersect twice with the stop controls currently placed to
provide the through movement for Stanley Avenue motorists. The current placement of the stop
signs may result in conflicts between motor vehicles at both intersections. At the west
intersection, for example, motorists traveling westbound on Rexinger Road making a left turn
onto Stanley Avenue may come into conflict with vehicles traveling in the northbound direction
on Stanley Avenue making a left turn onto Rexinger Road, as both these approaches are currently
uncontrolled. Also, despite higher traffic volumes on Stanley Avenue which crosses the "tee" of
both intersections, the current location of the stop signs does not correlate to standard
engineering practice and should be relocated from Rexinger Road onto Stanley Avenue.
Through the relocation of the stop signs, the proper allocation of the right-of-way will be ensured
to all motorists. The northbound and southbound motorists will now have to allow eastbound
and westbound motorists to proceed prior to entering the intersection, eliminating the possibility
of conflict between vehicles traveling through the intersection. Based on the above information
it is recommended that the stop signs currently located on Rexinger Road be relocated to face
northbound and southbound motorists on Stanley Avenue.
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 ~J Chief Administrative Officer
Approved by:
Ed Dujlovic, P.Eng.
Director of Municipal Works
J. Grubich
S:\TPS\TPS 1.00 Administration\TPS 1.06 Reports\2005 Community Services\Oct 17\MW-2005-114 Rural Intersection Controls.wpd
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TOWN OF FORT BRIE
Numbers represent order ~c~ ~
~.~ ~.~ ~ MUNICIPAL WO~S
of recommendations in ~ T~FFIC & PARING SERVICES
MW-2005-114
Rural Niagara Falls
Intersection Control Review
NORTH
~o,~o~ October 17, 2005 John Gmbich
' Community Services Department MW-2005-116
The Cify of jl~l~lf Municipal Works Ed Dujlovic
Ilk 4310 Queen Street Director
Niogoro
Foils
P.o. 8ox 1023
Niagara Falls, ON L2E 6X5
~1~~- I-'- web site: www.city.niagarafalls.on.ca
Tel.: (905) 356-7521
Fax: (905) 356-2354
E-mail: edujlovi@city, niagarafalls.on.ca
October 17, 2005
Alderman Selina Volpatti, Chairperson
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members: Re: MW-2005-116
Warren Creek Watershed Plan
Phased Implementation Strategy
Consultant Agreement
RECOMMENDATION:
It is recommended that the City Council engage the services of Upper Canada Consultants Ltd. to
provide technical engineering services in the implementation of the downstream stormwater
management facilities identified in the Warren Creek Watershed Masterplan at an upset fee of
$41,665, (plus G.S.T.), and further that these fees be funded 100% from the Development Charges
Reserve Fund.
BACKGROUND:
Subdivision development in the Garner Neighbourhood is expected to continue at an aggressive pace
over the next 5 years, as evidenced by the recent development proposals and property ownership
changes. In anticipation of this growth, Municipal Works staff need to work closely with the
developers and property owners who are located in the Warren Creek watershed to construct, in a
timely manner, the necessary stormwater management facilities that will support such development.
To date, much of the development upstream has been permitted to proceed using temporary ponds
that control the impact of downstream flooding and water quality.
We have attempted to incorporate the necessary works in conjunction with each development as it
comes on line, however, we have basically maximized our opportunities to provide temporary
solutions and need to advance the oversizing of downstream culverts and construct some major
quality/quantity stormwater management facilities.
Cont 'd Pg. 2...
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October 17, 2005 - 2 - MW-2005-116 '
The implementation of these permanent works is somewhat complex given the timing of
development, the restrictions on the timing of construction, and the coordination and cooperation
of the various property owners.
To assist staff in the implementation/coordination process, we are recommending that the City
engage the services of Upper Canada Consultants Ltd., who have capable staff and are
knowledgeable of the type and schedule of the proposed development in this area. The current policy
permits the direct appointment of qualified consulting firms for fees not expected to exceed $65,000.
Upper Canada Consultants Ltd. have submitted their proposal, (attached), and will complete this
assignment for an upset fee of $41,665, (plus G.S.T.).
Given the urgency of this matter and the consultant's knowledge of the situation, we are asking to
engage the services of this firm immediately. A standard engineering agreement will be completed
upon confirmation of the consultant's engagement.
Funding for this project, in the full amount, is to come from the Development Charges Reserve Fund.
Pre, pared by:(~ Respectfully submitted:
Geoff Holman // John MacDonald
Manager of Development "/ Chief Administrative Officer
Ed Dui lovic
Director of Municipal Works
attach.
S:\REPORTS\2005 Reports\MW-2005-116 Warren Creek Watershed Implementation - Consultant Agreement.wpd
Planning &
Engineering Ltd.
261 Martindale Road
Unit #1
UPPER CANADA st. Catharines,ON
CONSULTANTS L2W
ENGINEERS / PLANNERS ,," ~ ~ ~TI'~~ ' I~ ...... Phone 905-688-9400
./ ~ \(' ~ i i.-,~ ~ Fax 905-688-5274
September 2 l, 2005
4310 Queen S~eet '-
Niag~a Falls, ON
L2E 6X5
Attn: Mr. Geoff Holman C. E. T. - Manager of Development
Re: Proposal for Capital Works Assessment
Warren Creek Watershed, City of Niagara Falls
We are pleased to provide a proposal for the assessment of the capital works for the reconstruction of
stonnwater facilities in the Warren Creek Watershed. The limits of this assessment include the watercourse
and crossing from Kalar Road to the McLeod Road and a tributary east of Kalar Road.
The project team shall consist of two consultants to review the engineering and environmental aspects of
this project. Upper Canada Consultants shall be responsible for the engineering aspects and L Campbell
& Associates for the environmental aspects.
The following is a list of tasks and objectives of the project team for the proposed assessment of the capital
works required On Warren Creek.
1. Background Literature Search and Review
a. Upper Canada Consultants
i. Review Warren Watershed Master Plan as prepared for the City of Niagara Falls.
ii. Review current watershed features
iii. Obtain orthographic imagery and digital terrain data from the Region of Niagara
to create part of the background of the existing land features and a base plan.
iv. Obtain development plans and detail plans of land use changes after the
orthoimagery.
v. Initiate topographic field works in the areas of possible road crossings and to
delineate natm'al features within the watershed.
vi. Initiate discussions with future development land owners to discuss the anticipated
future works on development lands.
Burlington
St. Catharines
UPPER CANADA
CONSULTANTS Mr. Geoff Holman, C.E.T.
CONSUtrIN6 ENGINEERS/PLANNERSWarren Creek Watershed, City of Niagara Falls
September 21~ 2005 2
b. L Campbell & Associates
i. A detailed review of all literature and data available on the tributaries on the
subject properties will be performed. All regulatory agencies will be contacted to
obtain any pertinent information.
2. Evaluation and Assessment
a. Upper Canada Consultants
i. Assess future developments and provide a preliminary plan showing the furore
alignment of the watercourse in the main and branch tributaries
ii. Assess furore road crossings with recommended hydraulic openings and assess the
major overland flow depths at road crossing.
iii. Assess the watercourse natural design features to attribute the environmental
opportunities and constraints.
iv. Assess the hydraulics and geomorphological characteristics of the watercourse
realignment
v. Prepare altemative channel routes and road crossings of the channels and assess
the easterly watercourse alternatives.
b. L Campbell & Associates
i. Field activities will include an evaluation of the chemical attributes of the water in
the tributaries.
ii. The physical characteristics will address: the instream cover, the stream bed
characteristics, bank stability, stream dimensions and flow rates, barriers to fish
migration, terrain characteristics, stream cover, stream gradient, aquatic vegetation,
riparian vegetation and pollution.
iii. The presence of any fish species will be documented, however, fish sampling will
not be conducted to minimize disturbance to the habitat and existing populations.
iv. The watercourse features will be mapped on plans which will provide a basis to
determine the riffle-pool sequence required in the new channel.
3. Impacts and Recommendations
a. Upper Canada Consultants
i. Provide channel details for the required land purchase requirements.
ii. Provide road crossing details and design.
iii. Obtain the necessary permits for the road crossing designs and initiate channel
realignment approvals from the approving agencies (NPCA, DFO, MNR).
UPPER CANADA
CONSULTANTS Mr. Geoff Holman, C.E.T.
Warren Creek Watershed, City of Niagara Falls
CONSULTING ENGINEERS/PLANNERS
September 21~ 2005 3
b. L Campbell & Associates
i. A detailed summary of the potential impacts and appropriate mitigation measures
will be provided.
ii, The recommendations will outline the physical char~teristics required in the new
channel to compensate for the destruction of the existing channel. The new
channel features will be based on the principles of natural channel design and we
will provide guidance and direction to the engineer and/or landscape architect to
ensure that the channel designs meet the criteria of the regulatory agencies.
iii. The recommendations will provide the basis for determining the level of
compensation required as determined in consultation with the regulatory agencies.
iv. All correspondence pertaining to the DFO authorization and MNR permit
requirements will be completed as part of this study.
4. Project Team and Fees
a. Channel Realignment and Road Crossings
i. The project team shall be managed by directly managed through Upper Canada
Consultants with Martin Heikoop, C.E.T. being the project manager.
ii. The engineering aspects for the stormwater hydrologic and hydraulic design and
assessment shall be conducted by Upper Canada Consultants with Jason
Schooley, P.Eng. and Rita Gabrail, EIT.
iii. Project Fees (See Attached Schedule for Fee Details)
iv. Upper Canada Consultants
(1) Background Review - Proposed Fee $13,150.00
(2) Evaluation and Assessment - Proposed Fee $ 7,915.00
(3) Impacts & Recommendations - Proposed Fe$ 7,775.00
v. L Campbell & Associates - Proposed Fee $ 7,000.00
vi. Total Proposed Fees $ 35,840.00
vii. Expenses and GST are extra to the proposed fees and the estimated expenses
shall to be approximately $ 1,970.00
b. Development Plan Review
i. As development plans in the project area are Submitted to the City, we proposed
to reviewthese plans for the channel configurations and design. The fees for this
plan review shall be billed hourly at $105.00 per hour. The estimated fee for this
review process is - Estimated Fee $3,505.00 plus expenses
UPPER CANADA
CONSULTANTS Mr. (~eoff ~o~m~,,~, C.~::r.
CONSUL]lNG ENGINEERS/PLANNERSWarren Creek Watershed, City of Niagara Falls
September 21, 2005 4
We would like to take this opportunity to thank your offices for providing the opportunity in assisting the
City with the above noted design and works. Should you have any question or concems regarding the
information provided, please do not hesitate to contact our office.
Yours very truly,
J y .ng.
Encl.
t:~work~93054~woter~dwcj~final~f~- 10F.dw9
TABLE O~ ,B'TORAG~$
8TORMWATER MANAGEMENT FACILmES
Community Services Department MW-2005-121
Municipal Works Ed Dujlovic
The City of ~l~/it, 4310 Queen
Street
Director
Niagara Falls ~J~._ P.O. Box 1023
.iagara Fa,s, O. L2E 6XS
web site:www.city.niagarafalls.on.ca
-I-- Te .: (905)
Fax: (905) 356-2354
E-mail: edujlovic@city.niagarafalls.on.ca
October 17, 2005
Alderman Selina Volpatti, Chairperson
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: MW-2005-121
Request from Sentineal Carriages for Permanent
Horse-drawn Carriage Service - Fallsview
RECOMMENDATIONS:
It is recommended that Sentineal Carriages Inc. be permitted to continue its horse-drawn carriage
service in the Fallsview area subject to receiving the endorsement of the Fallsview BIA and the
provisions of a yearly Special Events permit.
BACKGROUND:
In June 2005, City Council approved the Sentineal Carriage Inc. request to operate a horse-drawn
carriage service in the Fallsview area. This request was approved subject to a trial period of 30
days, following this, should there be no complaints or safety issues, this trial period be extended
for an additional 90 days, after which, staff would report back to Council.
In August, a complaint was received regarding the parking of the horse-drawn carriage on
Fallsview Boulevard and the delivery of customers to the Sheraton on the Falls. These matters
were investigated and have been resolved. In addition, there were no matters of safety identified
with this operation.
Sentineal Carriages Inc. is requesting an extension of their services as follows:
1) Shoulder Season operation: September to May
2) Thursday to Sunday evenings only, from 5pm to 1 lpm
3) The standing location and routing would remain the same
Staff recognizes that horse drawn carriages are popular with tourist and locals alike and generally
have the support of the business community. Therefore, it is recommended that Sentineal
Carriages Inc. be permitted to continue its horse-drawn carriage service in the Fallsview area
subject to receiving the endorsement of the Fallsview BIA and the provisions of the yearly
Special Events Permit.
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October 17, 2005 -2- MW-2005-121'
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 Dujlovic, P.Eng.
Director of Municipal Work
S:\TPS\TPS 1.00 Administration\TPS 1.06 ReportsL2005 Community Services\Oct 17\MW-2005-121 - Request from Sentineal Carriages tbr
Permanent Horse and Buggy Service - Fallsview.wpd
Community Services Department MW-2005-120
The (2ih/of JlK~d Municipal Works Ed Dujlovic
Ilk 4310p.o. BoxQUeen1023Street Director
Niogoro
Foils
Cor3~~ Niagara Falls, ON L2E 6X5
~- I ~ web site: www.city.niagarafalls.on.ca
Tel.: (905) 356-7521
Fax: (905) 356-2354
E-maih edujlovi@city.niagarafalls.on.ca
October 17, 2005
Alderman Selina Volpatti, Chair
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: MW-2005-120
Project Management Staff Complement
RECOMMENDATION:
That the City of Niagara Falls increase the Municipal Works Staff Complement by one full time
position, and;
That an additional Project Manager be added.
BACKGROUND:
In response to this Council's increased commitment to infrastructure renewal and rehabilitation,
Staff has been reviewing the current and projected capital program in conj unction with current
staffing levels.
As Committee is aware, the Municipal Works Capital program has three major components:
- Utility projects - funded from the Water and Sewer Rate
- Capital projects - this includes roads, structures and storm sewers usually completely
funded from the tax base.
- Development related projects - partially or fully funded from Development Charges
Since 1999, the spending in the Utility and Capital projects has risen from $3.4 Million to $12.6
Million. (See attached chart on Infrastructure Spending). In addition, Development related
projects increased substantially in the same time period. These projects are critical to allow
residential, commercial and industrial growth. Some of these projects include the Warren Creek
Watershed, North West Quadrant Pump Station, Montrose Business Park, Kalar Road
Reconstruction and Garner South Sewer Area. There is a projected $18 Million of development
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October 17, 2005 - 2 - MW-2005-120
related projects from 2005 to 2008 listed in the current Development Charges By-law.
During the same time period (1999 to 2005) the Project Staff' complement has been reduced from
16 to 14 tSdl time employees as a result of restructuring in Public Works. This restructuring
resulted in project management complement being assigned to other activities. Project Staff`take a
project from inception to completion, including surveying, design, contract preparation, tendering,
construction administration and inspection. All projects have a Project Manager assigned to take
them through this process.
During 2005 the ability of Staffto meet project demands was tracked. It has become apparent that
current levels of staffing are not adequate to deal with the existing 2005 work load. There are
three deficient areas; project management, construction administration and inspection. Staff' are
reviewing the construction management and inspection issues to see if there are efficiencies or
alternatives that may be gained to help deal with the increase. Some of the areas w-e are
investigating are more use of consultants and more computer automation of the administration
process. When this investigation is complete, it' staffing is required in these areas we will report to
Comnfittee at a later date.
However, there is no other option with respect to Project Management. Even if consultants are
used exclusively for the increased survey, design, and contract preparation; the current number of
Project Managers will not be able to bring the projects for~vard to meet the time lines set out by
Council.
Based on the above discussion, Staff`is recormnending that the complement be increased by one
and an additional Project Manager be hired.
Comnfittee's concurrence with the above reconunendations would be appreciated.
//Y/John MacDonald
Manager of Engineering Services /'f Chief Administrative Officer
Approved b.y)q
Ed Dujlovic, P.Eng.,
Director of Municipal Works
S:'REPORTS',2005 Reporrs',MW'-2005-120 Mua~icipal Works StaTComplemem wpd
Community Services Department MW-2005-118
The City of ~i~ Municipal Works Ed Dujlovic
Niogoro Foils ~.~1~ 4310 Queen Street Director
CcIn~~ P.O. Box 1023
Niagara Falls, ON L2E 6X5
~- I -'- web site: www.city.niagarafalls.on.ca
Tel.: (905) 356-7521
Fax: (905) 356-2354
E-mail: edujlovi@city.niagarafalls.on.ca
October 17, 2005
Alderman Selina Volpatti
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: MW-2005-118
Basement Flooding (August 31, 2005)
Follow-Up
RECOMMENDATION:
That this report be received and filed.
BACKGROUND:
City Staff as directed by Council at the Corporate Services Meeting of Monday, September 19, 2005
has directed their efforts at the study of the mitigation or abatement of basement flooding in the
Kalar Road Pump Station area. The actions of staff to date to address this issue are as follows.
Relief Pumping and Purchase of Pump
City Staff has purchased an 8-inch German Rupp pump to augment the relief pump efforts in the
Kalar Road area. Sourcing this pump was problematic in that demand for pumps in the southern
United States due to adverse weather events has outstripped the supply of portable pumps in North
America as a whole.
The pump purchased differs from those already owned by the City in that the pump can function
unattended with the supplied control system. The new pump is capable of approximately 30 to 40%
more throughput by virtue of its design and drive unit and will be situated semi permanently at the
Kalar Road Pump Station to provide relief before widespread sewer surcharge levels occur. The
pump is capable of approximately 2000 U.S.G.P.M. or 7500 litres per minute. The cost of the new
8 inch pump is in the area of $70,000. City Staff is in negotiation with Regional Engineering Staff
in hope of arriving at a cost sharing arrangement for this pump.
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October 17, 2005 - 2 - MW-2005-118
An additional six inch pump will also be located in the Lexington Court area to provide site specific
relief. Both of the existing six inch pumps currently in the City's possession have been inspected by
the pump manufacturer and are currently being serviced to ensure that they operate at peak capacity.
Analyses of Storage Volumes and Costs
Ch2Mhill Canada has completed the preliminary analysis of flow data collected by City Staff during
the period from the September 9, 2004-storm to the present day. Their preliminary analysis indicates
the required storage facilities required for basement flooding control of several levels of wet weather
events. Wet weather storage as its name implies allows excess flows to be stored, thereby decreasing
flood levels, until after the storm event for eventual release to the pump facility. The events listed
below are classified according to the statistical likelihood of their reoccurrence.
The options and approximate costs for mitigation of differing severities of events are shown below.
For control of the August 31, 2005-event a protection level of 100 years is required.
Protection level Required Works Approximate Capital Cost*
2 year 600 cubic metres of storage $ 600,000
at one facility
5 year 1290 cubic metres of storage $1,300,000
at three facilities
10 year 2050 cubic metres of storage $ 2,050,000
at four facilities
100 year 7400 cubic metres of storage $ 7,000,000
at four facilities.
* Costs do not includeproperty acquisition, engineering design or contingencies. Multiple storage
facilities will further increase costs in these areas. ~ldditional costs could result in a 40% increase
to the capital costs indicated.
It is readily apparent from the costs indicated that to design and operate a system to accommodate
events in the severe range is not realistically financially feasible. Please not that there are ongoing
costs associated with the treatment of stored wastewater when it is released and conveyed to the
Regional Wastewater Treatment Plant and for the operation and maintenance ora facility of any size.
At current rates 7,400 cubic metres ofwastewater from the 100-year level storage facility would cost
$4,000 to treat assuming that it was completely filled due to an event and current wastewater
treatment charges were applied.
Ed Dujlovic and I are meeting with Regional Staffon October 20, 2005 to discuss the issue of cost
sharing for these proposed facilities given their considerable capital costs.
An issue exists with current day analysis of rainfall return periods in that the statistical model used
(~ctober 17, 2005 - 3 - MW-2005-118
relies partly on the rainfall associated with the Hurricane Hazel event of October 15,1954 which
dumped more than 200 millimetres of rain in a 24-hour period. The recent event of August 31,
2005 measured more than 120 millimetres of rain in a fourteen-hour period . It is becoming
increasingly apparent that these types of storms are becoming more and more frequent and do not
fit within existing statistical models used for design.
Residential areas and their sewer networks throughout the City differ in the level of protection that
they afford the residents. These levels differ and depend upon several factors including: location of
the residence relative to the pump station or outlet, age of the system, location of system overflow
and the amount of excess capacity in the system that is available to deal with events like the storm
of August 31, 2005. Typically it is common practice, given the considerable costs associated with
wet weather control, for a municipality to offer a one in five to a one in 10 year protection level.
Source Control
The issue of source control was discussed in the previous report. Source control involves the
identification and removal of sources of leakage (infiltration and inflow) to the sanitary sewer
systems. City Staff is in conversations with Staff from Kenmore New York who have had a
mandatory weeping tile disconnection program in place for a number of years. Any property sold in
this locale requires a clearance certificate from the Chief Building Official prior to the transaction
taking place. A meeting with Kenmore Engineering and Building Staffwill be scheduled in the near
future. It is interesting to note that the cost of disconnection is borne by the homeowner.
The disconnection of weeping tiles in the Kalar Road area would be a long term solution to the
existing problem. A total of 3,200 homes are tributary to the Kalar Road Pump Station with
approximately 1,600 having weeping tile connections to the sanitary sewer. Assuming an average
cost of $2,000 per home this option would amount to a capital expenditure of $3.2M while providing
development capacity within the system, reducing basement flooding and deferring capital expansion
costs.
Other sources of inflow include low-lying manholes, illegal downspouts, illegal storm sewer
connections, watermain breaks and high groundwater levels in areas with structurally deficient
sanitary sewer. An intensive field inspection program by City Staff is required to check for some of
these sources. A field inspection program may in fact yield some quick wins in terms of obvious
areas of inflow. It should be noted that this is area is not unique in its requirement for field inspection
and the fact that inspection and removal of these sources needs to be an ongoing activity to have
measurable results.
Increase of Pump Station Capacity
A significant increase in capacity at the Kalar Road Pump Station would result in a better level of
protection for the Kalar Road area and ultimately a decrease in the amount of storage required to
protect against extreme storms. This option as well as all others will be discussed by City and
Regional Staff at their meeting of October 20, 2005.
October 17, 2005 - 4 - MW-2005-118 '
Installation of an Overflow
Discussions with local Ministry of the Environment Staff have yielded some results with respect to
the approval of an overflow in this area. M.O.E. Staff has indicated a willingness to issue a
temporary certificate of approval for an overflow in this area provided that the City of Niagara Falls
Engineering Staff show continuous efforts in this area and others to address the problem of inflow
and infiltration. Given the sensitive nature of Shriner's Creek and the potential effect upon
subsequent development approvals this option may not be appropriate. City Staff does not
recommend this option.
It is becoming increasingly apparent through this exercise that no single control option will
provide the level of protection against events of August 31, 2005 without considerable cost.
Ultimately the determination of the level of protection will be at Council's discretion. A follow up
report will be provided to Council in the coming weeks outlining a preferred strategy which will
most likely include a combination of the options listed above, including a source control plan for
alleviation of basement flooding in the Kalar Road area.
Council's concurrence with the above is requested.
Prepared by: Respectfully submitted:/
David Watt ,If MacDonald
Manager of Infrastructure & Environment ~ Chief Administrative Officer
Approved by: ~
Ed Dujlovic
Director of Municipal Works
S:\REPORTS\2005 Reports\MW-2005-118 Flooding Aug 31 2005 Followup (2).wpd
Community Services Department R-2005-47
The City of ~lf Parks, Recreation & Culture Adele Kan
lJ~,~ 4310 Queen Street Director
Niagara
Falls
cono .p.o. Bo× 1023
Niagara Falls, ON L2E 6X5
~11~~- [ ~ web site: www.city.niagarafalls.on.ca
Tel.: (905) 356-7521
Fax: (905) 356-7404
E-maih akon@city.niagarafalls.on.ca
October 17, 2005
Alderman Selina Volpatti, Chairperson
and Members of Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: R-2005-47 - MacBain Community Centre - Service Report
RECOMMENDATION:
For the information of Council
BACKGROUND:
This report is written in response to Council's request for information regarding the services
provided in the MacBain Community Centre and the costing of said services, particularly as provided
by the YMCA as the principal provider of recreation and leisure services in the Centre.
City Council was visionary in its resolve five years ago to build a multi-use, multi-partner recreation
and leisure facility that could be sustainable and provide a wide assortment of services and prog-rams
under one roof. In its initial month of operation, the Centre is already beginning to realize this vision
of service delivery to a wide cross section of the community. To date, 1,700 new members have
joined the YMCA. The new branch library has been heavily used by the community with a resource
being signed out for every minute that the library has been open. Over 5,000 have enjoyed the new
aquatic centre at one time or another through swim lessons, aquafit, lane swimming or public
swimming. Big Brothers & Big Sisters have used the new centre to attract a dozen new volunteers.
This represents 20% of the new volunteers they need to provide their waiting list children with a
mentor. Heart Niagara has served 80 cardiac patients through partnering with the City and the
YMCA to utilize available multipurpose rooms and the track. Coronation 50 Plus has been offering
regular drop-in, aerobics and aquafit programs. In th near future, the Coronation 50 Plus will be
working with the YMCA to develop new group access programs for the walking track.
The principal partnership in this centre is the relationship between the City and the YMCA of
Working Together to Serve Our Community
Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services
October 17, 2005 - 2 - R-2005-47
Niagara. The YMCA and the City have worked closely over the past five years to design and build
a recreational facility for the City of Niagara Falls. With the City's current Community Development
model, this approach to providing recreational services has afforded the City an opportunity to
partner with a very strong and financially committed partner.
The capital commitment of the YMCA to this project has been well documented in terms of its $1
million contribution to this project and its further commitment to administer and absorb all costs for
a capital campaign that has added a further $3 million to the capital for this project. However, what
isn't as readily documented or understood is what the relationship with the YMCA means to the City
in terms of effectively delivering a wide variety of programs to a cross-section of the community in
a cost-effective manner. City officials entered into this relationship knowing that municipally run
facilities in other communities routinely run deficits and that many communities have chosen to
develop fee structures and membership models to attempt to recover costs in their community
centres. The YMCA, in the MacBain Community Centre, is projecting an annual gross operational
budget of some $3 million. This cost to run programs and maintain the facility would have been at
the City's expense if it chose to run the facility on its own.
In the case of the MacBain Centre, the City of Niagara Falls has entered into a partnership with a
community service provider who will not only be able to provide recreation programs in a more cost
effective manner, but has committed to maintain its share of the City asset in a new and relevant
condition for the duration of its lease agreement. This represents another significant advantage in
terms of current and future expenses that the municipality would have to incur and presumably
recover over the life of the facility. The YMCA has committed to over $1 million in equipment and
furnishings to date. This is equipment and furnishings that will have to be replaced every five years
at a cost of $1 million (plus inflation). In addition, the YMCA will be responsible for minor
maintenance, regular refurbishment (painting, grouting etc. done every six months) utility costs and
a direct contribution to major renewal using a formula that reflects the YMCA's allotment of space
in the centre. In addition, the City's partner has taken the full responsibility for maintenance of the
front entrance (sidewalks and litter control). Each of these commitments represents a significant
capital and operational savings for the City of Niagara Falls taxpayers now, and in the future.
The City of Niagara Falls has entered into a partnership with the YMCA to provide services in the
new MacBain Community Centre. A lease agreement outlining the relationship to deliver services
in the MacBain Community Centre was approved by Council on August 29, 2005.
About the YMCA and its Membership Model
There are four key principles that need to be expounded upon when reviewing the YMCA
membership model. They are as follows:
· YMCA membership is all inclusive and provides continuous access to facilities and services
for members;
· Proposed fees for YMCA memberships are tested in the market;
· The YMCA is a fiscally responsible not-for-profit corporation;
~ctober 17, 2005 - 3 - R-2005-47
· The YMCA is open to all. No one is tumed away from the YMCA because they are unable
to afford the full YMCA membership fees.
Who is the YMCA of Niagara?
The YMCA of Niagara is a not-for-profit organization that makes available a variety of programs
and services to everyone in the Niagara region. Its services and fees are fully integrated throughout
the region. Although there is often a great deal of focus on the membership branches that house the
pools, gymnasiums and fitness centres, the YMCA is in fact an organization with 96 centres reaching
out to all neighbourhoods and people in the region. This includes youth action centres nm out of
local schools, day cares, employment training programs and various children's camps.
All-inclusive Access and the Membership Model
The YMCA utilizes an all-inclusive membership model that allows members to have access to all
membership services and programs at no additional cost. The YMCA has studied this approach to
service delivery and feel strongly that it is less expensive for the average child/youth to participate
in an all-inclusive environment than an a-la-carte program. Access through annual membership is
reflective of an approach to recreation and fitness that promote a particular lifestyle choice in that
the membership becomes increasingly cost beneficial the more frequent the service is used.
The YMCA programs emphasize continuous access. They are driven by the individual and the
individual's needs. Children can join programs immediately and can progress at their own speed.
Adults have full and open access. There are no additional charges for services other than
Membership Plus. This is contrary to the typical municipal model of program delivery which
focuses on providing recreation in time defined blocks. Therefore, the YMCA membership is
deemed to have good value and is comparable or cheaper than other services.
However, the YMCA also offers additional access opportunities to its traditional membership model
for individuals and groups who may have different needs and requirements. In the case of the
MacBain Community Centre, these groups are some of the other partners in the facility. Individuals
can purchase day passes for $8.00 which allow for unlimited access to branch facilities for the day.
Day passes are priced to allow individuals to select an access option that might be right for their
circumstances but are not priced to promote or facilitate the erosion of the membership model which
is vital to the economic health of the organization. The YMCA also offers a regular schedule of
family swims which affords persons and families the opportunity to access the swimming pool
without the requirement to be a member. A family swim pass is $8.00. This rate is a set rate
regardless of the number of family members. A child/youth who attends unaccompanied by family
pays a fee of $3.00 for a swim.
Market Test
The YMCA has engaged two separate market tests during this project. The YMCA routinely
conducts market tests to ensure that their programs and services are properly targeted and are
affordable to the majority of people in a community. YMCA market studies look to link three
important factors in determining a long term sustain ability of a YMCA branch. They are as follows:
October 17, 2005 - 4 - R-2005-47
· what is the likelihood of persons to join;
· the location of the facility; and
· fee sensitivity.
This is a proven approach that the YMCA has successfully used throughout Canada in its
establishment of membership branches.
In 2001, LeisurePlan International conducted a study testing these factors. The results were positive
in support of a YMCA business plan that is both realistic and sustainable over the long term. In the
Spring of 2005, the YMCA engaged LeisurePlan to retest the Niagara Falls market in a study to
confirm the market response and fees. The results, linking fees, site and willingness to join were
stronger than the first study.
The YMCA of Niagara has been a very successful organization and has carefully moved forward
to enhance its membership branches and the programs and services that it offers the community. The
market study indicated that the YMCA has the potential to develop an annual membership base of
some 7,000 in Niagara Falls over the next three years. This is a significant improvement over the
1,800 which has been the limit of membership in th past few years. The forecast of 7,000 members
allows the YMCA of Niagara Falls to go forward with the confidence that it will be economically
viable and sustainable and that it will no longer have to draw upon the City of Niagara Falls for
operating grants nor the YMCA of Niagara to maintain operations in this City.
The YMCA is aiming for a 10% market penetration in this community. This is an achievable goal
and a worthy goal for any community to have 10% of its population actively involved on a regular
basis in active fitness programs. Currently, the YMCA has been signing up approximately 100 new
members p er d ay. After the first 2 0 days o f operation t he Y MCA h as approximately 3,400
members.
The YMCA is Open to Everyone
The principle that the YMCA is open to everyone is an important principle for the YMCA. The
YMCA will turn away no person or family because of financial hardship. This important principle
applies to all YMCA programs including child care, camping, youth outreach and employment
services. In 2004, the YMCA provided a measure of financial subsidy to 8,200 individuals across
the 96 program sites in the Niagara Region. This subsidy had a value of $1.1 million. In the
MacBain Community Centre, it is anticipated that 28% or approximately 2,000 members will be
assisted at a value of some $300,000. The process for assessing an individual's need for assistance
is one that is private and focuses on respect and dignity.
The YMCA serves a complete cross section of the community. Membership is evenly divided based
on gender. It is also evenly divided based on age with half of its members being under 16 while the
other half are over 16. With children and students being discounted, this amounts to half the
membership of a YMCA enjoying discounted rates. However, the YMCA does not discount adult
rates based on age or employment.
The YMCA as a Not-for-Profit Organization
The YMCA is a not-for-profit organization as defined by the requirements in Canada to be classified
as such an organization. Thus, the YMCA of Niagara is audited each year and must meet the
~)ctober 17, 2005 - 5 - R-2005-47
financial test of being a not-for-profit organization.
The YMCA in the MacBain Community Centre will have an annual operating budget of some $3.5
million each year to operate programs, cover expenses, maintain the facility as a new facility and to
save dollars for capital reinvestment. The ability to cover expenses and maintain the facility to
remain viable in the future is an important concept in the business operation of the YMCA. Thus,
all the branches charge a one-time fee of$100 to ensure that the organization will not have to borrow
on its future and its membership to maintain capital refurbishment and the purchase of new
equipment. Membership branches are the economic engines that power the YMCA. Monies
generated through this model aid in the support of numerous other YMCA programs, including the
six (6) community locations for Youth Action in Niagara Falls, babysitting, summer camps, etc.
These are often referred to as "lost leaders" in terms of programming but are programs that are of
real value to the YMCA in the delivery of their mission. They are valued services in the community
even though they are not self-sustaining. The membership model affords all in the community the
opportunity to participate in the full spectrum of the recreation and leisure services that a YMCA
offers.
Prepared by: Respectfully submitted:
Steve Hamilton ,f// J._o..hn ~Ma.cDonald
Manager of Recreation Facilities and ~' Chief Administrative Officer
Community Development
Recommended by: ~
Director of Parks, Recreation & Culture
SH/das
S:\Council\Council 2005\R-2005-47 - MacBain Community Centre - Services Report.wpd
Community Services Department R-2005-55
The Cify of jill~ Parks, Recreation & Culture Adele Ken
II ~,~1~ 4310p.o. BoxQUeen1023Street Director
Niagara
Falls
Cana~~ ON L2E 6X5
Niagara FaLls,
~- I -'"' web site: www.city.niagarafalls.on.ca
Tel.: (905) 356-7521
Fax: (905) 356-7404
E-maih akon @city.niagarafalls.on.ca
October 17, 2005
Alderman Selina Volpatti, Chairperson
and Members of Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: R-2005-55 - MacBain Community Centre Business Plan
RECOMMENDATION:
That Council approve the following rental fee rates for multi-purpose rooms under the control
and responsibility of the City in the MacBain Community Centre.
Per Hour Per Day
Multipurpose A $25 $125
Multipurpose D&E $120 $600
BACKGROUND:
The following report on the MacBain Community Centre Business Plan is derived from information
provided in the Niagara Falls Community Centre Business Plan (August 2004) completed by C. N.
Watson and Associates Ltd. This current report also incorporates new information not available in
August 2004 when the initial Business Plan for the Community Centre was completed. The
business plan references and recognizes cost sharing relationships with partners and tenants, but this
report and attached Table 1 focus on the expenses for which the City will be directly responsible and
the revenues that are anticipated to be collected by the City.
Business Plan Principles
The following were developed as part of the community centre planning process and the objective
to operate a facility in partnership with other groups and organizations. These principles are
established in the agreements approved by Council on August 29, 2005. The principles are:
· cost sharing of all service operations with the YMCA that can be identified;
Working Together to Serve Our Community
Municipal Works. Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services
October 17, 2005 - 2 - R-2005-55
* the centre shall have a capital renewal fund developed through contributions from the City
of Niagara Falls, the YMCA of Niagara and the Niagara Falls Library;
· the three principal partners would share the costs of common spaces within the facility;
· the centre could be a home for operations of non-profit community groups at a community
rate;
· the use of facility space by private interests would be offered at a commercial rate.
Cost Sharing Arrangements
The three principal partners have established a cost sharing formula for the sharing of the following:
· operations and maintenance expenses of all public spaces;
· contributions to a capital reserve fund;
o utility cost sharing.
The formula is based upon each partners percentage of allocated above grade floor space and does
not include basement space. The basement area includes mechanical rooms as well as storage space
for the partners and tenants. The basement area is generally recognized as requiring less
maintenance costs and therefore the YMCA has volunteered to absorb any costs associated with
maintenance in this area. The cost sharing formula is as follows:
City ofNiagara Falls 17.5%
YMCA of Niagara 73.0%
Niagara Falls Library 9.5%
The City of Niagara Falls space includes the Parks, Recreation and Culture offices, the Coronation
50 Plus Drop-in Centre, the tenant spaces, and multi-purpose rooms A, D and E.
The operating costs of the City functions are to be covered in the City's annual operating
budget, commencing in 2005. Each of the individual building occupants is solely responsible for
its own ongoing operating costs.
The YMCA has agreed to cover that portion of the Community Centre O&M costs which relate only
to its operations (together with its share of common area costs). Other building occupants wishing
to use space for which the YMCA has assumed operating responsibility are to work with the YMCA
to determine an equitable cost-sharing arrangement, the exception being the basement area which
will, by agreement, be the sole responsibility of the YMCA.
Tenants
Tenant spaces in the MacBain Community Centre largely fall under the control and responsibility
of the City. The exception will be a small office space of Phoenix Physiotherapy which is adjacent
too and utilizes the YMCA fitness equipment. Spaces will therefore be reflected in the total amount
of spaces for which the City is responsible in all cost sharing formulas in the centre.
Heart Niagara, Big Brothers/Big Sisters, United Way, Phoenix Physiotherapy and Centre Court Caf5
are all subject to the terms of individual leases. The leases of the not-for-profit organizations' leases
are all established on a full cost recovery basis of $9.42/ft2, with separate, partially-offsetting
subsidies, in some cases. A commercial lease rate of $25 per square foot has been established for the
Centre Court Caf5 and Phoenix Physiotherapy. This includes capital and O&M costs exclusive of
Dctober 17, 2005 - 3 - R-2005-55
hydro, but does not include GST and (share of) property taxes payable. This rate was established
based on consideration of commercial lease rates, municipal charges for similar operations, and the
actual capital costs of the facility.
Multi-Purpose Rooms
The City, as part of the 17.5% of above grade space for which it is responsible, has multipurpose
rooms A, D & E, and the Community Boardroom.
Rental rates should be set so as to ensure that space is well used while recovering as much as
possible of the O&M cost. The bulk of usc of these spaces is expected to be by Community Centre
occupants who would use the facilities to further their programs and services on a schedule and need
basis already established This use would be at no additional cost to their monthly rent as
established in the lease agreements. The meeting space of the Community Boardroom of the Parks,
Recreation & Culture Office is to be offered at no cost to non-profit community groups. This would
maintain a process of facilitating non-profit community groups' needs that has been long standing
with the Parks, Recreation & Culture Office.
A review of rental rates in various community centres and in the Niagara Falls community was
completed and it is recommended that the following rental rates be assigned for the multi-purpose
rooms in the MacBain Community Centre:
Per Hour Per Day
Multipurpose A $25 $125
Multipurpose D&E $120 $600
These rental rates are in recognition of the size and amenities of the spaces and the market
expectations with respect to room rentals. It is understood that there may have to be some
market adjustments to rental rates as the objectives are to promote cost recovery of spaces and
also to ensure that the centre is used effectively by the community in the furtherance of
recreational programs and services.
Estimated Budget
The attached Table 1 provides an estimated annual operating and maintenance budget for the
MacBain Community Centre. The budget has been estimated utilizing a number of reliable
sources. The budget summary, however doesn't reflect the full operating and maintenance cost
of the centre but in fact only reflects the City's annual share of financial responsibility in the
operations of the centre. The bulk of the $3.5 million annual operating budget for the Centre will
be borne by the YMCA of Niagara.
Prepared by: ,, Re. spectfully submitted:
~tevdHamilton // John MacDonald
Manager of Recreation Facilities and /q/ Chief Administrative Officer
Community Development
October 17, 2005 - 4 - R-2005-55
Recommended by:
Adele Kon
Director of Parks, Recreation & Culture
SH/das
Attachment
S:\Council\Council 2005\R-2005-55 - MacBain Community Centre Business Plan.wpd
~ Corporate Services Department F-2004-48
~ Finance Division Kenneth E. Burden
The
City
of
4310 Queen Street Director
Niagaras ~.~Falls P.O. Box 1023
Can~a ~~' Niagara Falls, ON L2E 6X5
~-~---.~~ web site: www.city.niagarafalls.on.ca
Tel.: (905) 356-7521
Fax: (905) 356-2016
E-mail: kburden@city.niagarafalls.on.ca
October 17, 2005
Alderman Selina Volpatti, Chair
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: F-2005-48 - 2004 Consolidated Financial Statements
RECOMMENDATION:
For the information of the Community Services Committee.
BACKGROUND:
Attached for your information is a copy of the audited 2004 Consolidated Financial Statements for
the Corporation of the City of Niagara Falls. The financial statements were audited by the City's
Auditor, Crawford, Smith and Swallow.
Recommended by: Respectfully submitted:
/!// John Mac ?'
K. E. Burden ,,, Donald
Director of Finance // Chief Administrative Officer
Approved by:
T. Ravenda
Executive Director of Corporate Services
Working Together to Serve Our Community
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