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2006/02/06 FIRST MEETING Monday, February 6, 2006 From 5:45 p.m. to 7:00 p.m. City Hall, Committee Room #2A & B ** Motion/Vote: Alderman Volpatti, Chairperson is absent this evening a vote for a replacement chair is required. 1 ) Approval of the 2005-12-12 Community Services Minutes. 2) PRESENTATION: STAFF CONTACT: a) Niagara Falls Hydro & Peninsula West Utilities Brian Wilkie, Janie Palmer, Bill Haskin 3) REPORTS: a) MW-2006-06 - Restricting/Eliminating Motor Vehicle Access on Unopened Road Allowances including Ort Road Ed Dujlovic b) MW-2006-10 - Thorold Stone Road @ St. James Street Request for Additional School Crossing Guard Ed DujloVic c) MW-2006-13 - Weightman Bridge Deck Condition Survey and Pre-Design Analysis Update Report Ed Duj lovic d) MW-2006-14 - Class Environmental Assessment for Welland River Watermain Crossings Update Report Ed Dujlovic e) MW-2006-15 - Water and Wastewater Strategy Organizational Sustainability Review Ed Dujlovic f) MW-2006-16 - Construction Inspection Services for Park Street and Crysler Avenue - #2006-148-05 Ed Dujlovic g) BDD-2006-02 - Clarification Regarding OPG Funds Tourism Marketing & Promotion Program Serge Felicetti 4) NEW BUSINESS: 5) ADJOURNMENT: MINUTES OF COMMUNITY SERVICES COMMITTEE MEETING Monday, December 12, 2005, City Hall, Room 2 at 5:00 p.m. PRESENT: Chair - Alderman Selina Volpatti, Alderman Pietrangelo, Mayor Ted Salci, Alderman Jim Diodati, Alderman Joyce Morocco, Alderman Vince Kerfio, Alderman Wayne Campbell, Alderman Janice Wing, Alderman Carolynn Ioannoni. REGRETS: Tony Ravenda STAFF: John MacDonald, Ed Dujlovic, Pat Burke, Karen Kelly, Adele Kon, Ken Burden, Dean Iorfida, Serge Felicetti, Karl Dren, Paul Beaman, Marianne Tikky- Steno PRESS: Rob Lapensee, Niagara This Week GUEST: JeffMarques - 11 Bessborough Dr. St. Cat'hahnes, Emie Villamere - Pattison Outdoor Advertising, Jeff Wallis - Signature Signs, Italia Gilberti - 4625 Ontario Avenue, Niagara Falls. MINUTES It was ORDERED on the motion of Mayor Salci and seconded by Alderman Campbell, that the December 12, 2005 minutes be approved. Motion: Carried Action: Recommendation submitted to Council 2005-12-12. REPORTS a) BBS-2005-04 - Optimist Club - Sign Variance It was ORDERED on the motion of Mayor Salci and seconded by Alderman Campbell that the Niagara Falls Optimist Club Sign "A" at Morrison Street be approved. Motion: Carried Action: Recommendation submitted to Council 2005-12-12. b) R-2005-64 - Mountain Road / QEW Welcome Sign It was ORDERED on the motion of Alderman Diodati and seconded by Alderman Ioarmoni that the report be deferred. Motion: Carded Action: Recommendation submitted to Council 2005-12-12. February 6, 2006 - 2 - MW-2006-06 . The chart on page 6& 7 identifies accessibility requirements by agencies/utilities on various road allowance sections. In summary, Bell Canada, Enbridge, TransCanada Pipeline and Hydro have plants/structures located throughout the rural area and would require access for maintenance purposes, but more importantly accessibility for emergencies. Similarly, the Niagara Falls Fire Department stressed the importance of accessibility to a plant/structure to respond to an emergency. Taking into account various agency needs, there is merit in maintaining at least emergency access on various road sections. This may be achieved through the installation of physical devices that allow access through a key system such as: Chain Link Fence with padlock Cost/Effectiveness Rating - Medium This option would allow access through the locked gated system constructed of chain link material Advantages moderate expense to install approximately $3,500 per installation effective in eliminating motor vehicles other than those to who keys were issued - may attach sign to fencing material - highly durable - long life span Disadvantages - must provide keys for affected utilities/emergency - reduced response time for emergency access - maintenance costs due to vandalism/damage could be moderately high Wood Posts with wood crossbeams Cost/Effectiveness Rating - Low This option would allow access through the swinging wooden support system by means of a padlock note: a chain with padlock is not considered for safety reasons due to the limited visibility of a chain (particularly during night time conditions) and the possibility of recreational vehicle usage in area Advantages - moderate installation cost (app. $1000) - low maintenance cost - effective in eliminating access Disadvantages must provide keys for affected utilities/emergency reduced response time for emergency access ,February 6, 2006 - 3 - MW-2006.06 - susceptibility to damage and vandalism - moderately durability - moderate lifespan Impact Recovery System Pylons Cost/Effectiveness Rating - Lowest These pylons are traversable by motor vehicles, however, are prone to damage after several uses (Similar to pylons at Ontario Ave & Hiram St) Advantages - moderate installation cost (app. $1000) (concrete footings required for durability) - may be removed easily - no keys required - emergency service response time not affected Disadvantages high maintenance cost very susceptible to damage/vandalism low durability results in low life span ineffective deterring motor vehicles Metal gate system Cost/Effectiveness Rating - High This option would allow access through the locked gated system Advantages - moderate expense to install approximately $2,500 per installation effective in eliminating motor vehicles other than those to who keys were issued may place sign on gate durable material results in high life span not highly susceptible to damage Disadvantages - must provide keys for affected utilities/emergency - reduced response time for emergency access - replacement cost February 6, 2006 - 4 - MW-2006-06 New Jersey Barrier Cost/Effectiveness Rating - High where no access is required The concrete structure would eliminate all access Advantages moderate installation cost (app $1,000 each) easily removed/relocated - no construction required for installation - durable material results in long life span - vandalism proof Disadvantages - access totally eliminated for all motor vehicles including utilities/emergency To eliminate motor vehicle access on the 31.3km of road sections that are currently unimproved, a total of 55 gates or similar devices would be required at an estimated cost of $55,000 - $77,500 (depending on the device). Based on the responses received from the utility companies/agencies etc. a minimum of 15 accessible gates would be required. The remainder could be devices that totally prohibit vehicle entry (ie new jersey barriers). Calculations based on the least expensive option but not necessarily the most effective: 15 accessible gates ~ $1000 each $15,000 40 unaccessible devices ~ $1000 each (new jersey barriers) 40,000 $55,000 Calculation based on the moderate expense and most effective: 15 accessible gates ~ $2500 each (metal gate system) $37,500 40 unaccessible devices ~ $1000 each (new jersey barriers) 40,000 $77,500 The Niagara Regional Police have not identified concerns regarding restricting access to these areas, however, the Niagara Falls Fire Department has expressed concerns related to reduced response times. Regardless of the type of device installed, there is no guarantee that motor vehicles will be completely eliminated from traveling on the road allowance. Motor vehicles include not only passenger cars but also all-terrain vehicles, and recreational vehicles (ie. snowmobiles, dirt bikes etc). This was observed during the field inventory where a new jersey barrier placed across Willick Road ~ Sodom Road did not effectively stop the passage of vehicles, as was evidenced through tire rutting on both sides of the new jersey barrier. The restriction would be subject to policing by the Niagara Regional Police Force. Legal Department staff has identified that access to and passage over these roads can be restricted or removed by by-law. The power to do this was first given to Municipalities in the Municipal Act 2001. The exact amount of types of notice required to enact a by-law of this type is not yet known. Therefore, staffwould recommend that the same procedure as is followed to close a road, be · February 6, 2006 - 5 - MW-2006-06 followed for a by-law that completely removes the common law right of access to and passage over these roads. Typically a 3-4 month duration is allotted for this public process. Therefore, with respect to the committee's request to stop up vehicle access on Orr Road south of Marshall Road staff is suggesting that public notification is provided and a subsequent by-law is passed following the public process. Upon the enactment of the by-law a physical device to close the road will be installed. Adjacent the above photos a cost/effectiveness rating on the various types of devices has been provided to the committee for consideration as to the most suitable device. The chosen physical device to stop vehicle traffic on Orr Road should however, have provisions to allow utility vehicles ie. Canada Pipeline, Enbridge that has expressed accessibility needs on this section of Oft Road. Pending the committees decision, with respect to which road allowance are to be closed, and the type of physical device to install, staff will initiate the public process, prepare the necessary by-laws for council endorsement and install the physical device(s). Committee's concurrence with the recommendation outlined in this report would be appreciated. Prepared by: Respectfully submitted: Karl Dren, C.E.T. ~"~ J Manager of Traffic & Parking Services Chief Administrative Officer Approved~ Ed Dujlovic, P.Eng. Director of Municipal Works M.Carrick S:\TPS\TPS 1.00 Administmtion\TPS 1.06 ReportsX2006 Community Scrvices~Fcb 06hMW-2006-06 Oft Road Closure Review.wpd ,~ ~.._,_._~ 2 ' /  MUNICIPAL WOR~ LEGEND: T~FFIC & PARKING SERVICES Hard Surface (Asphalt, Stone, etc.) L~lagara~ ~ Unopened~nimproved Road ~ Rural Niagara Falls Unopene~nimproved Road Allowances ~ Required Gate Location NORTH 2 Prope~ies Requiring Access ~,.,..,~ Februa~ 2006 Jo~ Gmbich 5 oo ~o ,~ ~ o ~ u ~ Community Services Department MW-2006-10 Municipal Works Ed Dujlovic TISe Cify of ~1~,~ 4310 Queen Street Director Niagara Falls----I1~1~ P.O. Box 1023 CanQd~a~=~~l~ Niagara Falls, ON L2E 6X5 web site: www.niagarafalls.ca ~ J ~" Tel.: (905) 356-7521 Fax: (905) 356-2354 E-maih edujlovic@niagarafalls.ca February 6, 2006 Alderman Selina Volpatti, Chairperson and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: MW-2006-10 -Thorold Stone Road ~ St. James Street Request for Additional School Crossing Guard RECOMMENDATION: It is recommended that: 1) an additional school crossing guard be stationed at the intersection of Thorold Stone Road St. James Street during the morning and afternoon periods; and, 2) the 2006 School Crossing Guard Budget be increased by $4,700.00 (2006 rates). BACKGROUND: A request has been received from Notre Dame Catholic School for an additional school crossing guard at the intersection of Thorold Stone Road ~ St. James Street. Two elementary schools are located within walking distance of this intersection. Notre Dame Catholic School is located to the northwest and John Marshall School is located to the northeast. The school crossing guard currently assists children across four lanes of traffic on the east leg of Thorold Stone Road, where the majority of children cross. The majority of these children continue northerly to John Marshall School, however, there are several students that proceed westerly across St. James Street to Notre Dame School. The number of vehicle turning movements at the intersection that may potentially conflict with pedestrians, warrants the assistance of a guard across the north leg of St. James Street. Although this intersection is controlled by traffic signals, the combination of the turning movements across the east and north leg of the intersection, and the volume of traffic on the four lanes on Thorold Stone Road warrants two school crossing guards. A total of 14 elementary aged school children (12 and under), and 10 high school/adults were noted crossing in the am period. In the pm period 17 elementary aged and 6 high school/adults crossed. The placement of an additional guard at this intersection will provide crossing assistance to children Working Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services February 6, 2006 - 2 - MW-2006-10 · across the north and south leg of St. James Street, as well as assistance across the east leg of Thorold Stone Road. Although a school crossing guard may assist pedestrians over 12 years of age, the warrant for the installation of school crossing guards is based on pedestrians aged 12 years and younger. The budgetary impact of an additional guard equates to approximately $4700.00 per year. The additional complement has not been incorporated in the 2006 School Crossing Guard Program budget. Therefore, it is recommended that funding be included in the 2006 Budget. Committee's concurrence with the recommendation outlined in this report would be appreciated. Prepared by: Respectfully submitted: Karl Dren, C.E.T. -~or John MacDonald Manager of Traffic & Parking Services Chief Administrative Officer Approved by: Ed Dujlovic, P.Eng. Director of Municipal Works M. Carrick S:\TPS\TPS 1.00 Adminlstmtion\TPS 1.06 Reports\2006 Community Services\Feb 06hMW-2006-10 Thorold Stone t(L0 St. James2.wpd Community Services Department MW-2006-13 TlSe Cify of Municipal Works Ed Dujlovic Niogoro Foils 4310 Queen Street Director P.O. Box 1023 Cor30do Niagara Falls, ON L2E 6X5 web site: www.city, niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-mail: edujlovi@city.niagarafalls.on.ca February 6, 2006 Alderman Selina Volpatti, Chairperson and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: MW-2006-13 Weightman Bridge Deck Condition Survey and Pre-Design Analysis Update Report RECOMMENDATION: It is recommended that this report be received for information and that staff be authorized to proceed with the retention of a Consultant to complete the engineering design for the rehabilitation of the Weightman Bridge. BACKGROUND: In the 2004 Municipal Bridge/Culvert Appraisal Study, Weightman Bridge, Portage Road at the Welland River, was found to be in poor condition. The road surface, the expansion joints and sections of the railings, concrete deck and sidewalks are in poor condition. Also, the steel girders have areas of medium to severe corrosion. June 2005, Ellis Engineering Inc. was retained to complete a deck condition survey and pre-design analysis on Weightman Bridge. From the field and deck condition survey conducted by Ellis Engineering Inc., it was determined that the reinforced concrete bridge deck and hollow core slabs are generally in poor condition, with severe wide cracking and areas of severe deterioration throughout the hollow core slabs. The structural steel girders are generally in good condition with isolated areas of severe corrosion. The expansion joints are in poor condition with active leakage and damage along the roadway. The existing bridge was structurally evaluated. The results indicate that a load limit will need to be placed on the bridge, if the bridge is not rehabilitated. Working Together to Serve Our Community Municipal Works · Fire SerVices · Parks, Recreation & Culture · Business Development · Building & By-Law SerVices February 6, 2006 - 2 - MW-2006-13 Three rehabilitation strategies were investigated: 1. Bridge Deck Replacement 2. Patch, Overlay, Waterproof and Pave 3. Patch, Waterproof and Pave Based on the load capacity evaluation, rehabilitation analysis and life cycle analysis Ellis Engineering Inc. recommended strategy is the "Bridge Deck Replacement" at an estimated cost of $2,400,000. To avoid having a load restriction placed on the bridge and to complete the bridge rehabilitation in 2007, it is recommended that a Consultant be retained to complete the engineering design in 2006. Sufficient funding for the engineering design in 2006 and the rehabilitation of Weightman Bridge in 2007 is allocated in the 2006-2010 Capital budget. Council's concurrence with the recommendation made would be appreciated. Prepared by: Respectfully submitted: Bob Darrall ~r" John MacDonald Project Manager Chief Administrative Officer Ed Dujlovic, P.Eng. Director of Municipal Works S:\REPORTSL2006 Reports\MW-2006 -13 - Weightman Bridge Deck Condition Survey and Pre-Design Analysis Update Report.wpd Community Services Department MW-2006-14 ' ~1¢~,~ Municipal Works The C~fy of Ed Dujlovic .... H~', 4310 Queen Street l~ilogoro Palls yJ~,,~l~ P.O. Box 1023 Director Con~~~'Niagara Falls, ON L2E 6X5 ~- !-"' web site: www.city, niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-maih edujlovi@city.niagarafalls.on.ca February 6, 2006 Alderman Selina Volpatti, Chairperson and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: MW-2006-14 Class Environmental Assessment for Welland River Watermain Crossings Update Report RECOMMENDATION: It is recommended that the Environmental Study Report for the Welland River Watermain Crossings Municipal Class Environmental Assessment (EA) be received and approved and further that staff be directed to file the Environmental Study Report and advertise the Notice of Study Completion in accordance with the requirements of the EA process. BACKGROUND: At its meeting on May 2, 2005, City Council adopted the recommendations of report MW-2005-53 which authorized the engagement of Philips Engineering Ltd. to complete the Municipal Class Environmental Assessment for the replacement of the Montrose Road watermain crossing the Welland River and for a new watermain crossing the Welland River, east of Crowland Avenue. The existing watermain on the Montrose Road bridge is in poor condition. The new watermain crossing would provide a second feed to the south side of the Welland River and connect the present dead end watermain on Chippawa Creek Road and the proposed watermain on Grassy Brook Road that is being constructed by Grand Niagara Resorts. A Public Information Centre was held on May 12, 2005 during which time the project team received valuable input from area residents. A comprehensive circulation to various agencies and local interest groups was also an integral part of this project. Three alternatives were identified and analyzed to address the current operational and technical restraints posed by the existing watermain system. Working Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture. Business Development · Building & By-Law Services -2- MW-2006-14 The preferred design alternative, Alternative #3 will include two crossings of the Welland River by directional boring. The existing crossing at Montrose Road will be replaced and a new crossing of the Welland River will be constructed in the centre of an existing unopened road allowance, north of the Welland River. Alternative #3 is shown on the attached plan. The estimated cost of the preferred design is $900,000 which will be financed from the Development Charges Reserve Fund and the Watermain Replacement Program. Staff is seeking authorization from City Council to file the Environmental Study Report and advertise the Notice of Study Completion which will initiate a 30-day final review period. Council's concurrence with the recommendation made would be appreciated. Prepared by: Res, ipectfully submitted: Project Manager Chief Administrative Officer Approved Ed Dujlovic Director of Municipal Works S:'~REPORTSL2006 ReportshMW-2006 -14 - Class Environmental Assessment l'or Welland River Watermain Crossings Update Report.v~pd Community Services Department MW-2006-15 Tt~e Cif of a~,,~ Municipal works Ed Dujlovic Y · ~.~1~ 4310 Queen Street Director Niagara Falls P O Box 1023 Canada ~~"N;a~ara Falls, ON L2E 6X5 '"~ web site: www.city, niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-mail: edujlovi(~city, niagarafalls.on.ca February 6, 2006 Alderman Selina Volpatti, Chairperson and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: MW-2006-15 - Regional Municipality of Niagara Water and Wastewater Strategy Organizational Sustainability Review RECOMMENDATION: 1. That the City of Niagara Falls reaffirms its decision of August 29, 2005 being that the control of the distribution and collection systems for water and wastewater respectfully remains with the City of Niagara Falls. 2. That the City of Niagara Falls supports the current two tier arrangement for the delivery of such services in Niagara and to continue to work cooperatively with the Region of Niagara to deliver water and wastewater services using "Best Practices." 3. That a letter be sent to the Minister of Public Infrastructure and Renewal as well as the area municipalities indicating the City's support for the current two tier arrangement for delivery of water and wastewater services and its opposition to recommendation 4.9 of the Provincial report, "Water Tight a Case for Change in Ontario's Water and Wastewater Sector." BACKGROUND: On August 29, 2005, Council considered report MW-2005-109 (attached) reviewing the "Water Tight Report" prepared by the water strategy expert panel for the Province. As a result of the discussion that took place Committee passed the following motion, "that the control of water and wastewater remain with the City of Niagara Falls." This matter has once again been raised as the Regional Municipality of Niagara is about to embark Working Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture ° Business Development · Building & By-Law Services February 6, 2006 - 2 - MW-2006-15 on a "Water and Wastewater Services Organizational Sustainability Review." The attached report outlines the primary focus of the study which includes the consideration of alternative service delivery models. Accordingly, the City's position on this matter needs to be forwarded to the Region as they embark on this study. In keeping with Council:s position the proposed review by the Region should be focused on strengthening/improving upon the current service delivery of water and waste water. Committee's concurrence with the above recommendation would be appreciated. Prepared by: Respectfully submitted: Ed~~ John Mac onDo~ald~ Director of Municipal Works Chief Administrative Officer S:\REPORTS\2006 Reports\MW-2006-15 - Water and Wastewater Strategy Organizational .wpd Attach: PWA 218-2005 December 6, 2005 REPORT TO: Chair and Members of the Public Works & Utilities Committee SUBJECT: Water & Wastewater Services Organizational Sustainability ReView RECOMMENDATION That this Committee recommend to Regional Council: That staff, in consultation with a sub-committee of Niagara municipal CAOs, be directed to proceed with finalizing the Terms of Reference and establishment of a Steedng Committee for a joint review of Water & Wastewater Services as outlined in this report. PURPOSE This report provides a framework for the Terms of Reference and the establishment of a Steedng Committee for a joint review of water and wastewater services, as requested at the Council Business Planning Session. BACKGROUND Council, at a workshop addressing organizational sustainability on June 23, 2005, chose four broad service areas for a detailed core service review. The four areas included Regional Planning, Police Services, Transportation Services and Water & Wastewater Services. The water and wastewater business in Ontario is undergoing unprecedented change. This change is being driven by some of the toughest regulations in North America, an aging workforce, aging infrastructure and a concem expressed by our customers that as costs rise, the Region is effectively managing these costs whilst still delivering high quality service. In light of these pressing challenges, it is both reasonable and appropriate for the Region of Niagara to revisit the methods by which water and wastewater services are delivered so that our customers can be assured that they are receiving the best value for their investment and ultimately so that public confidence will not be eroded. 1 PWA 218-2005 December 6, 2005 The specific overall business objectives for Water and Wastewater include: (a) Protection of the health and safety of drinking water in the Region (b) Protection of the environment (c) The deliVery of services with the operational, technical, managerial and financial expertise to meet the current and future threats and challenges (d) High value of service to the customers who live in the Region REPORT Fundamental to the type of review envisioned will require a combined effort and commitment at both the Regional and Local Municipal level. This recognizes that outcomes of the review cannot be done in isolation of each other given the interface of the respective systems at both levels of government. This review should recognize that the '~Natertight Report" is still before the Provincial Government and decisions are still pending as to whether the Province will proceed to move to the next stage by outlining their position in a "White Paper" sometime in the new year. This combined approach is supported by the Area and Regional CAO's who have also agreed to peer review the draft Terms of Reference before the final documents are circulated to Regional and Local Councils in December/January. In reviewing the delivery of water and wastewater services in the Region of Niagara, the pdmary focus of the Joint Steedng Committee will be to: 1. Consider alternative service delivery models (see Appendix 2. For the Region of Niagara, compare the advantages and disadvantages of each model on the basis of: Effect on the quality of service. - Ability to objectively establish methods to measure customer satisfaction through key performance indicators. - Operational impacts (e.g. advantages of the integration of assets, standard operating/maintenance procedures, reduced dsk of safety to the public and staff, etc.) - Financial impacts (e.g. rate setting, stabilization funds, debt management, full cost recovery, single bill, local improvement issues, credit rating, etc.) Sustainable cost savings analysis (e.g. design and engineering, prioritizing rehabilitation, procurement policies, inspections, common use of trades, hydraulic modelling, labs, integrated watershed management, SCADA and centralized maintenance, reduced duplication of facilities, equipment, management and corporate services, system maintenance, use of technology, potential for outsourcing, etc.) PWA 218-20O5 December 6, 2005 - Critical. liaisons (e.g. public outreach, current customer COnfusion, regulatory agency, complaint tracking, etc.) - Effect on current and future regulations (e.g. SDWA, Swain Report, CEPA, 15 others) - Increased'co-ordinated emergency response - Govemance, stakeholder relationShips and transparency Issues (e.g. multi level cooperation) - Staffing Impacts (e:g. aging workforce and staff turnover, training and certification, organized labour, pOtential loss of jobs, etc.) - Regionally prioritized and co-ordinated capital planning and construction - Planning Issues (e.g. service connections, plan checking and review, contributed assets, etc.) - Accountability (e.g. potential for establishing realistic intemal key performance indicators to improve service and reduce, cost, etc.) - Potential to attract new business opportunities to the Region because of consistent and professional business practices - Others as deemed necessary by the Committee At the Council Business Planning Session of November 10, 2005, a presentation was made by staff on the. Regional water and wastewater systems. Included was a review of the background of current systems and services, asset value, responsibility of the Region and Area Municipalities, as well as lists we provided of previous reviews, developments to date and a summary of the Provincial Expert Panel Report (Watertight) on water and wastewater services in Ontado. The November 10th presentation concluded with a preliminary process plan for undertaking the-requested review of water and wastewater services. At that meeting, it was requested that a report be prepared addressing the issue of composition of a Steedng Committee that would be created to assist with direction' of the water and wastewater serviCes review. ThiS joint study should be seen as a starting point not an end point and could ultimately allow the Region to speak with "One Voice" on water and wastewater issues. Dudng the study, the Steedng Committee will prOvide periodic status reports to PWC and Regional Council and Local Councils with the final findings and recommendations to be made to Council in April to June 2006. Regional staff have met and reviewed the potential size and makeup of a Steedng Committee, which could be effective in providing direction for the Water and wastewater service review, which is expected to be completed by April/June 2006. This would include' Regional political representatives, area municipal political representatives, Niagara Peninsula Conservation Authority, NEDCO, as well as potential academic, business, financial and other community representation. This group wo, uld be supplemented by senior staff in a support role. On that basis, the follOwing list has been prepared suggesting representation from the various stakeholders: "Niagara Region - 2 or more representatives Area Municipalities - 2 or more representatives 3 PWA 218-2005 December 6, 2005 Academic Sector - 1 representative Financial - 1 representative Business Community - 1 representative NPCA - 1 representative NEDCO - 1 representative it is suggested that representatives include expertise in the financial, municipal services or environmental area, where that is practical. With respect to Regional representation, it has been suggested that the Chair of Public Works & Utilities Committee and Chair of Council Organizational Review Committee (CORC) be considered as 2 Regional representatives. As noted at the outset of this report, the need for a collaborative effort with local authorities given their responsibilities with respect to water and wastewater services in their communities is essential to the success of the exercise. Pdvate sector representation would also be encouraged, which could capture financial or other expertise deemed necessary for the service review. Allowing for the above draft Terms of Reference and the Steering Committee makeup and composition, efforts can take place to structure a Steering Committee and finalize the Terms of Reference for the review in DecembedJanuary, allowing for work to proceed along the general lines outlined in the process plan presented at the November Council Business Planning meeting (attached Appendix 'Q'). FINANCIAL AND STAFFING IMPLICATIONS As a combined effort, we anticipate considerable time will be spent behind the scenes by both Local and Regional staff. Then may be nquinments for some consulting assignment once the detailed project scope has been finalized. The expenditun is expected to be limited and can be funded from existing budget allocations for studies. SUMMARY Then an curnntly two separate task forces working on arias that would be considend sub-components of this nview, namely, Water Billing Methods (joint effort by Regional and Local Public Works and Finance staff), and Water Losses and Infiltration Rates issues being carried out by a joint Public Works Officials group. Authorization is nquested to dinct staff to pnpan a list of names for a Steedng Committee in general agnement with the structun described in this nport and that the CAO's peer nview the draft Terms of Refennce. This will allow the Terms of Refennce and the committee structun to be finalized in December/January, and allowing for the nview process to proceed with an initiation meeting in January 2006, with findings to be pnsented in April/June 2006. 4 PWA 218-2005 December 6, 2005 Submitted by?~----... Approved by: lan Neville, MPA, P. Eng.~ ' Chief Ad ministrative"O~ficer Commissioner of Public V~s This report was prepared by Chado Brcic, M. Sc., P. Eng., Director Water & Wastewater Services Division, in consultation with lan Neville, MPA, P. Eng., Commissioner of Public Works. M:\MSWORD\PWCOMMITTEE\WATER & WASTEWATER\PWA REPORTS\PWA Dec 6 CB-gw W&WW Organ & Sustainability Review.doc Appendix :~: A~ternative Service Delivery Models for Water and Wastewater Utilities Appendix ]:[: W&WW Services Review Process Plan (Council Nov. 10) PWA 218-2005 December 6, 2005 APPENDIX '1' Alternative Service Delivery Models for Water and Wastewater Utilities BuSiness Who owns Who Legal status Legal Who owns Example Model infrastructure? operates of operator framework the shares? infrastructure Government Municipal or Munidpal or Government =ublic n/a Vancouver utility- direct regional regional department management government administration Municipal Municipal Commission or Public agency Public n/a Peterborough board or government board commission Cooperative Users/cooperative Users or Cooperative Varies n/a (or users) Rural Alberta sodety delegated society or Quebec authority ccxporation Manitoba Crown Government or Utility Usually Public or Government Saskatchewan defined by Corporate (SaskWater) corporation utility spedal law Corporafized Government or PLC as Corporation Corporate Local/provincial Edmonton utility pdvate company permanent government ~ concessionaire Government Government or Government Corporation Corporate Private Hamilton utility- pdvate company and/or shareholders delegated temporary management private concessionaires Direct private Private company Private Corporation Corporate Shareholders England (none or investor- in Canada for utility company owned residential supply) R PWA 218-2005 December 6, 2005 APPENDIX ~[[' W&WW Services ReView Process Plan W&~ Services ReView' Proce~ Plan cont... lnq~emee~on ,..to Comnc~l ~ ~ 7 ·, Community Services Department MW-2005-109 'tV ~g~k,~ Municipal Works The Cl_ of Ed Dujlovic . .. _,,_ ll~. 4310 Queen Street r~Jog,oro Fu.a FJ~...P.O. Rox 1023 Director C°n~~Niagara Falls, ON L2E SX§ ~-['" web site: www.city, niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-mail: edujlovi~ty, niagarafalls.on.ca I The recommendation(s) contained I in this report were adopted as [ amended by City Council August 29, 2005 Alderman Selina Volpatt/, Chairperson and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: lVIW-2005-109 - Provincial Report - "Water Tight The Case for Change in Ontario's Water nnd Wastewater Sector' RECOMMENDATION: 3 ar BACKGROUND: On ~uly 22, 2005, the Province released the above entitled report prepared by the Water Strategy Expert Panel. As/ndicated in the AMO alert release July 22, 2005 that was contained in the Council package of August 8, 2005, the report recommends a fundamental change to the governance, ownership and financing of water and wastewater systems in Ontario. In reviewing the report, City staff is concerned by a number of recommendat/ons that have been made and in particular Recommendation 4.9 "The Municipal Act should be amended to give all Regional Municipalities exclusive j urisdiction over all elements of the water and wastewater sector." What this recommendation means is that all of the City's water and wastewater systems would be transferred to the jurisd/cfion of the Regional Municipality of Niagara. The rationale provided for making the recommendation appears to be based on the need to provide consistency in dealing with water and wastewater systems. Some o£the issues that will have to be dealt with if'the Province does indeed go ahead with the changes to the Municipal Act are; * Loss of control by the City as priorities and levels of service will be set by an external agency. e With the transfer of service will come the transfer of employees' and equipment. lYorMng Together to ,Verve Our Community Municipal Works * Fire Se~vlces · Parks, Recreation & Culture * Business Development · Building & By-Lew Services August 29, 2005 - 2 - MW-2005-109 · This will be compensated if employees have the option of not transferring to the Region or if only part of their job involves working on the water and sewer systems either through Operations or Engineering. An additional problem that this has to the City is that water and sewer staff are used during the winter months for Winter Maintenance Operations. · Financial implications include a reduction in cash flow which results in additional short term financing which in turn will lead to increase borrowing cost by the City. In addition the City's debt to revenue percentage would increase from approximately 3% - 4% to 8% -9% as a result of the loss of the water and sewer revenue which in turn lessens the amount of money that the City is able to debenture. The report also mentions storm sewer systems and their impact on wastewater and water quality. The inclusion of these comments has generated some confusion in some have interrupted this to mean that storm water is also to be transferred to the Region. This is a matter that will have to be clarified. Although not expressly recommending it, the Panel's report felt that the corporatization of the water and wastewater systems is the best choice. As indicated in the report, "the corporatized utility model, where the Municipality owns the corporation, offers the greatest benefits in terms of governance, transparency, financial susta/nability and accountability." The reasoning given for the corporatizati0n of water and wastewater is that,".., infrastructure is mostly out of sight, either underground or on the margin of communities, the attention paid to its long term needs often reflects the perseverance of staffrather than the inclination of elected officials, who have many other visible issues to deal with." In addition the Panel indicated that, "Municipal Council's sometimes fred it hard to resist the temptation to use for other needs the funds generated by or ear marked, for water systems." The Province is in the process of reviewing the report and will respond to the Panel's recommendations later this year. As a result of the release of the report City staff have been contacted by representatives of the area Municipalities in the Niagara Region as a result of the recommendations put forward. The goal of the discussions is to determine if a consensus can be reached between the local Municipalities regarding the jurisdiction of water and wastewater systems, and if so, how this message should be conveyed to the Province. In order for staffto proceed on this matter a position from Council .is needed. Committee's concurrence with the above recommendation would be appreciated. Respectfully submitted: Ed Dujlovic .~v, jo. hn MacDonald Director of Municipal Works '"~ Chief Administrative Officer S:~REPORTSk2005 ReportsXJVIW-2005-109 - Water Tight. w!0d Community Services Department MW-2006.16 The Cify of ~i~1/¢ Municipal Works Ed Dujlovic Niogoro Foils ~1~' 4310 Queen Street Director Box 1023 Niagara Falls, ON L2E 6X5 ~- ] ~ web site: www.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-mail: edujlovi@city, niagarafalls.on.ca February 6, 2006 Alderman Selina Volpatti, Chairperson and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: MW-2006-16 Construction Inspection Services for Park Street and Crysler Avenue Contract 2006-148-05 RECOMMENDATION: It is recommended that Delcan Corporation be retained to provide inspection services on this project for the upset limit of $56,760.00, excluding GST and the financing of the inspection services be from the 2006 Municipal Works Capital Projects Budget, Park Street Sewer Separation, be approved and that Council authorizes the Mayor and City Clerk to sign an agreement with Delcan Corporation. BACKGROUND: Due to the size, complexity and duration of some of the construction projects that will commence or be completed by June of 2006, additional inspection staff is required to provide proper inspection of these projects. The following projects will require full time inspection: Park Street/Crysler Avenue Reconstruction $3,610,000 Completion July 2006 Stanley Avenue Storm Sewer $1,276,400 Completion May 2006 McRae Street and Stamford Street Reconstruction $4,680,450 Completion November 2006 The McRae Street and Stamford Street Reconstruction project will require two inspectors, one full time and one part time. During this time period construction will commence on the Dorchester Road Reconstruction and on a Watermain Rehabilitation contract, both requiring full time inspection. Working Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services February 6, 2006 - 2 - MW-2006-16 In addition, the Asphalt Patching, Crack Sealing, Sidewalk & Concrete Repair, Surface Treatment, Asphalt Overlay, New Sidewalk Construction and Cathodic Protection contracts will commence by June 2006, all requiring part time inspection. With this workload, the four City inspectors will not be able to provide adequate inspection for all of these projects. Therefore, due the complexity of the underground construction on the Park Street project, it is recommended that Delcan Corporation be retained to complete the inspection for this project. Delcan was the Consultant on the design of the project and is very familiar with the anticipated construction issues. Council's concurrence with the recommendation made would be appreciated. Prepared by: Respectfully submitted: Bob Darrall Project Manager Chief Administrative Officer Approved by: Director of Municipal Works S:\REPORTSX2006 Reports\MW-2006-16 Construction Inspection Services for Park Street and Crysler Avenue Contract 2006-148-05 .wpd Community Services Department BDD-2006-02 The Cif of ~k4 Business Development Serge Felicetti , !1~1~ 4310 Queen Street Director N~agara Falls ,-,v P.O. B ...... Canada ~~Niagara Falls, ON L2E 6X5 T~ web site: www.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-mail: sfelicet@city.niagarafalls.on.ca February 6, 2006 Alderman Selina Volpatti & Members of Community Services City of Niagara Falls, Ontario Members: Re: BDD-2006-02 Clarification Regarding OPG Funds Tourism Marketing & Promotion Program RECOMMENDATION: That Council approve report BDD-2006-01 (see attached) and the additional request from Niagara Falls Tourism to direct $50,000 of the OPG funds to the sponsorship of Rendevous Canada. BACKGROUND: On January 16, 2006 report BDD-2006-01, Ontario Power Generation Funds, Tourism Marketing & Promotion Program appeared on the Corporate Services Agenda. The recommendation, by the majority of the Committee at the time, was for approval of the report. When the ratification of Corporate Services was to occur at the January 20th Council meeting, the Council passed a motion for clarification on the report. The majority of questions surrounding the original report centre on the recommendation to allocate $180,000 per annum for 5 years toward the development, operation and administration of a world-class tourism website for the destination. This report will primarily address the website. Regarding the other uses of the OPG funds, Council is referred to the original report (see attached). Since the initial report was tabled Niagara Falls Tourism has been presented by Ontario Tourism with the opportunity to participate in the largest travel trade show in Canada (Rendevous Canada) as a sponsor of the opening night event. Rendevous Canada takes place this April in Toronto and will have over 400 international travel operators attending. Representatives of these travel organizations will be offered the opportunity to visit Niagara Falls during pre and post familiarization tours. Each of these travel organizations could potentially promote our destination to millions of leisure and Working Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services February 6, 2006 - 2 - BDD-2006-02 corporate travellers. Niagara Falls Tourism respectfully requests $ l 0,000 annually be reduced from the web marketing initiative in support of this opportunity. Staff is in support of the request. Who Benefits from this -Is this Not More Dollars for the Tourism Industry. As part of the tunnel project the City negotiated and received $1.6 million to be used to promote and market tourism activities; therefore, these monies can not be used for anything but tourism. These funds, as per the legal agreement, cannot be used for infrastructure projects such as the new arena. The funds must be used for tourism promotion and marketing. The Cost Seems Excessive The proposed $170,000 per annum for this initiative would see a large percentage of the funds in the first year being utilized to enhance not only the creative end of the Niagara Falls Tourism site but to build the necessary infrastructure to allow for the development of a consumer database, which in turn allows for the execution of web based promotion of marketing programs. Niagara Falls Tourism's current site is incapable of developing a consumer database. Once in place, through the database e-mails can be generated alerting consumers of special events and promotions. The enhanced website will also provide the ability to conduct research which becomes a valuable resource for gathering information on product delivery, visitor experience, spending, duration of stay, demographics etc. It is anticipated, based on feedback from Information Systems, that in the first year the infrastructure development will utilize a significant portion of the $170,000. The remaining funds would be used as part of an integrated marketing co-operative program by Niagara Falls Tourism to leverage matching funds from Ontario Tourism and the Canadian Tourism Commission. The external marketing programs would drive the consumer to the website. It is anticipated that in subsequent years less funds would be required for the infrastructure and enhancement of the site allowing for more dollars to be directed to cooperative programs leveraging Ontario Tourism and Canadian Tourism Marketing funds. Will All the Funds be Utilized? In all likelihood, yes but if it tums out that $170,000 per annum is not necessary then any extra monies will go to tourism promotion and marketing directing the consumer to the website as noted above. Why Do We Need a Website When the City, NPC and Casino etc. have Sites. The destination does have numerous sites, however, we have only one official tourism destination site niagarafallstourism.com. Currently the city's site provides a link to the Niagara Falls Tourism site. The Niagara Falls Tourism site is the official site representing the majority of stakeholders and the improvements being proposed will greatly enhance the site. The information gathered through the site will be available to and utilized by the industry stakeholders. · February6,2006 -3- BDD-2006-02 The Niagara Falls Tourism site has links to all members as opposed to sites such as the Niagara Parks Commission site which mainly provides information regarding their own attractions and services only. The further development and improvements of the Niagara Falls Tourism site will be even more attractive for Niagara Falls Tourism in their effort to sell advertising on the site. The funds generated annually will provide the necessary funds to continue with the improvements and necessary hardware upgrades to the site once the OPG funds have been exhausted. Also, future revenues from the website will allow Niagara Falls Tourism to be less dependant on funding from the City, which has been a goal identified by this Council. Who Said Niagara Falls Tourism Needed a New Site? As outlined above, the current site is inadequate. Tourism stakeholders have identified the need for an upgraded website as a priority. The stakeholders feel the amount allocated is justified and essential. Support letters are attached for Council's information. How Will the City Benefit? As mentioned, with a top notch, revenue generating website, Niagara Falls Tourism will be less likely to be beholden to the municipality for future administrative funding. How was it Decided that the OPG Funds ShouM be Allocated to a Website, Casino Marathon, Major Television Broadcast etc. ? In discussion with stakeholders and representatives of Niagara Falls Tourism the website development was identified as a priority for the reasons outline in the report. Council should be reminded that the Casino Marathon made a request to Council, through the budget process, for financial support. The $30,000 per annum identified will mean that those monies do not need to be taken out of the City's budget. Council will remember the positive feedback and free advertising received when "LWE with Regis and Kathie Lee" came to the community in 1996. It is estimated that the advertising value of a program of this nature is between $3 to $4 million in the very important U.S. market. Finally, it should be noted that it was stipulated in the agreement that monies be allocated for an information display to promote and educate the public regarding the Hydro Tunnel project. Are Other Funds Available? A $50,000 contingency fund has been set up for other promotional or marketing opportunities. Council will have to approve the use of any of these contingency monies. Who Will Administer the Funds? The funds for this initiative will be administered by the City. February 6, 2006 - 4 - BDD-2006-02 CONCLUSION: The following benefits will be realized by allocating $170,000 per year toward the development, operation and administration of a world-class tourism website: er the current Niagara Falls tourism website needs upgrading. er the proposed website will allow for the development of a consumer database. er the enhanced website will allow the gathering of important demographic and marketing information. er the tourism stakeholders have identified a world class website as a priority. er the allocation of the funds towards the website meets the intent of the legal agreement and has been signed offby Ontario Power Generation. er once established, the enhanced website could realize revenue generation which may make Niagara Falls Tourism less reliant on dollars from the municipality for administrative support. Support the additional request of Niagara Falls Tourism of directing $50,000 of the OPG funds to the sponsorship of Rendevous Canada. This can be achieved by reducing the funds allocated to the website development and marketing initiative by $10,000 annually. Staff respectfully requests the approval of the report BDD-2006-01 and request from Niagara Falls Tourism to direct $50,000 of the OPG funds to the sponsorship of Rendevous Canada.. Prepa,red and Recommended by: Respectfully submitted: ./'Serge Felicetti ~f--John Macl~nald Director of Business Development Chief Administrative Officer ed by: Przr Dean Iorfida City Clerk ENTERTAINMENT & RESORTS Quality Inn · Comfort Inn · Wendy's · Rumom · Kelsey's · Boston Pizza Sports Zone o Golden Griddle ° Niagara Marketplace ° Fudge Factory Great Canadian Midway · Movieland · Dinosaur Park · Falls Tower Janua~ 26,2006 To Mayor Ted Salci and Members of City Council: Re: OPG Tourism Grant I am writing you to express my support in allocating a large portion of the $180,000 per year (over 5 years) of the grant to develop and maintain a state-of-the-art web presence to promote tourism in Niagara Falls. The Internet has grown exponentially and has become the first choice of families for vacation planning. (see attached: Traveller's Use of the Internet) Search Engines such as Google, Yahoo and MSN receive millions of inquiries for Niagara Falls: attractions, accommodations, entertainment and dining. Individual businesses are keenly aware of the importance of a web presence and spend large sums in support of web based Marketing efforts. Our company's budget alone is greater than the portion being considered by the City. However, a destination cannot be served by these individual efforts alone. Search Engines give preferred placement to official DMO sites because they are a portal for the destination and offer a wealth of information to the consumer. This opportunity will allow us to research and build a "best practice" web site, hire a Web Master to manage the site, execute a keyword buying strategy and provide monthly tracking intelligence that can be used to build a database for direct marketing campaigns. Niagara Falls has a world renown address and a professional presence on the Internet will open the door to millions of prospective visitors. Sincerely, Harry Oakes President, HOCO Limited HOCO Limited · 4960 Clifton Hill o P.O. Box 60 · Niagara Falls, Ontario o Canada ° L2E 6S8 Tol.nhnn~' 0~;-~[~7-~qll. wwwcliftnnhill earn .Fax' 00~-'t~iRAT'tR I Traveller's Use of the Internet, 2004 Edition Use of In/etna .by · 82% of U.S. adults who use the lnternet are travellers. That translates into a Travel/et~ market of 98.3 million travellers or 'on-line travellers'. · Frequent travellers, those who take more than 5 trips a year, use thc Interact higher than those who travel less-frequently. TravelPlanning · 65% of on-line travellers consult the lntemet to get travel and dcstinauon i~l fOEITla tion. · Sites used for travel planning include: · 70% use on-line travel agency sites such as Microsoft, Expcdia, Travelocity or Pricelme; · 60% use company-owned websites such as those for hotels and airlines; · 59% use search engines; and · 50% use destination websites. TravelReservations · 70% of on-line planners and 45% or 44.6 million of on-line travellers book or make reservations on-line. · The share of on-line bookers ma'king all of their reservations on-linc has increased from 29% in 2003 to 40% in 2004. · 83% of on-Line bookers use the Interact to do at least half of their travel booking. Spending on-line · 62% spend more than $1,000 on-line on travel products and services. · Average spending for on-line travel is estimated at $2 700 per year. Pmfik of Users · 51% women; 49% men. · 47% are Baby Boomers between 35 and 54 years of age. · 38% are College graduates. South,: Travellers' Use o£ the Intemet 2004 Edition, Tou y 01/30/06 MON 13:06 FAX 905 356 5567 NFCVCB ~002 NIAGARA EALL$ O N E W O N D E I/ A ~ T E I~ A N O T H [ I~ Niogara Falb T~uel;m 5515 Slanley Argue JO. lluiJl~j/30, 2~ Nlasom Fdl~ ON Co.o~ ~G 3X4 ~ayor T~ S~lci Ph~,: 90S/3~e6~l & MemOs of Ci~ C~ncil 1~56F~5 [56~57) 43 10 Queen Fo~.. ~/~6~S67 Ci~ of Ni~a F~ls Niag~ Falls, ON ~E 6~ ~,~0o~l~**~.~ Your Worship & M~m~ of Council: p~ ~ou wJ~5 o~ thou~ ~d op{nJons ~in~ ~he O~o ~ower Gene~fion ~undin& w~ich J~l~ed ~ Sg~,~.~ [n~stmen~ in the Ni~ ~lls ~sm Websi~e. ~e id~ h~ ~ea ~e~n~ m bo~ Ross Robinson (Ch~i~rson of our Websi~e Comm~e) ~d Z ~s ~ever~! St~hold~rs ~d ~nd~s~ mem~rs ~nd we were ~e~ ple~d. A~ ~he fi~ of ~ou~ ~e~in~ i~ b~ n~ ~e~ been discuss~ by ~he Ni~B~ F~lis Tourism Bo~r~ o~ ~herer~e I w~ in no posi6oa ~o com~n~ on ~5e pro~s~l ~6~ now. ~(e }~ w~k, our Bo~ me~ ~nd we dJscuss~ ~he ~opos~i ~he Ci~ S~ h~d Seve~l poims re~aic~ cl~Sc~fion: wou~d ~his be ~ ~w websim w~ich mi~t com~ with www.ni~ilq~ou~sm.com sro? Could ~em ~ justification ~or ~e ~unt of mone~ ~}1~ ~ow~rd ~his initiative? We we~ ~sa~d ~ ~h~ ~ney wo~ld ~ put toward enh~cin~ ~nd up~in~ O~ p~e~n~ si~. We w~m quJle ple~ wi~ ~his ~nswer. The info~tion we could ex~ ~nd ~lm ~t~b~e we wou}d be ~ble to bui}d ~nd m~in~n ~he~e ~nds would ~ inv~i~ble~ In ~ddi~ion, ~ellin~ ~w~isJn~ ~or ~he sRe wou~d open ~n even mo~ luc~4fiw revenue s~r~m for the organization. ~e more ~venue we c~n ~ner~e ~ ~n or~ix~(Jon, ~he less dependen~ we would h~ve ~o ~ on m~nicip~l ~ndin~. ~is improved sim would ~lso provi~ us wi~h ~ venue ~o peffo~ research on ~h~E o~ our member, ~ Onto ~ou~sm ~kelin~ P~n~rs~ip, ~ ~n~i~n Tou~sm Commission ~nd ~he ~un~cip~lRy ~s · whole. Wi~h this coi}~r~ ~v~l~le in conjunction wi~h ~he high numar o~ hJ~s ~bJs site ~ner~s, w~ would ~iso be ~ble ~o leverage mo~ ~nds Emro ~he O~ ~nd ~C Eot ~ke~in~ inif~fiv~s. ~ ~ddifion, w~ woald ~ ~ble to ~ppro~ch non-tr~dJ~on~! p~ners ~or ~dve~Jsin~ ~nd m~rkefin~ initiatives. ~n sho~, ~his w~bsi~e would ~come ~ substantial ~e~ m our five ye~s, howewr upending, u~fin~, m~in~inin~, ~romo{in~ ~nd ~dve~i~in~ ~he site vi~ web ~nd usin~ p~n~ med~ ~ ~ motivator co vi~i~ ~he ~j~e would ~uire ~hi.~ plus much more. Th~ Jde~ is ~h~ AL~ our cffo~s would le~d people ~o ~his improved si~e wh~re information wouJd ~ ~l~ned from d~em. ~his would ~ive us ~he information n~cCss~r~ ~o b~ ~r more ~r~e~ed wi~h our murk~fin~ ~t~s. In ~ddifion, ~hJs EundJn~ would ot'f~r us ~he 01/30/06 M0N 13:07 FAX 905 356 5567 NFCVCB ~003 Mayor Ted Salci & Member of Council Page 2 January 30, 2006 opportunity to offer multi-lingual information as well. The bottom line is that this site will give us the ability to better market our destination thereby increasing visitation. As you are all aware, the Passport Issue with the United Sta~es has NOT been resolved. Niagara Falls Tourism is bracing for extremely difficult years ahead. We need to research new markets like China and Eastern Eurol~ to try and mitigate the effects of the US border ,security enhancements. Print and television advertising are simply not cost effective in these markets - website promotions ARE! In fact, the CTC is investing huge sums of money in worldwide intcmet and website development. It would b~ quite simple to dovetail our efforts with theirs. On a final note. I would like to request that you consider one more opportunity, which was presented to me just recently. Thc Tourism Industry As,sociation of Canada (T/AC) will be holding the biggest travel trade show in Canada (Rendezvous Canada) in Toronto in late April. Needless to say, this is a huge opportunity for Niagara Falls and Niagara Falls Tourism. We will have over 400 travel organizations reFmsented at the show and each of them will be offered the opportunity to visit Niagara Falls during Pre and Post Familiarization Tours. These organizations could potentially promote our destination to millions of leisure and corporate visitors. Ontario Tourism has offered Niagara Falls the opportunity to play a major roll in the opening night festivities. The City of Toronto and the OTMP will be funding the majority of the function, however they are asking for a contribotion of $$0,000.00 from partnering destinations. Ottawa Tourism and Kingston have also been approached and have consented. Our organization respectfully requests that you consider allowing us access to the OPG fund to participate in the evening. Perhaps we can take $10,000.00 per year from the website funding in order to facilitate this initiative. If you have any questions or comments, plea.~ do not hesitate to contact me directly at Niagara Helicopters (905) 35%5672 Ext. 221 or (905) 658-3772 (Mobile) or by e-mail at a~0ie"ce {~,iagarahelicopters..com, Yours truly, · ARA FALLS TO ISM Chair AD/ad Sheraton Fallsview HOTEL & CONFEI~ENCE CENTRE NIAGARA FALLS January 27, 2006 City of Niagara Falls, 4310 Queen Street, Niagara Falls, Ontario L2E 6X5 Attention: Serge Felicetti, Director of Business Development Dear Serge, As a member of Niagara Falls tourism and as a toudsm stakeholder I would like to support the development of a world class marketing website. The development and enhancement of the Niagara Falls toudsm site is a cdtical component of our integrated marketing strategy. The development of this website, which will allow Niagara Falls Tourism the ability to build a database which can be used for web marketing programs, will assist us in tracking the success of our marketing programs. Another key component of the site is the ability to conduct research on line providing the membership with cdtical information on visitor interests, experience feedback, demographic information, etc which will assist us in the development of marketing programs and expose opportunities in the marketplace. As anticipated, the first year will see a substantial portion of the funds being directed to build the necessary infrastructure to allow for the database, research components, etc to be developed. The remaining funds will be utilized towards cooperative marketing efforts leveraging OTMP and CTC funds to drive consumers to our website. The website initiative and the support marketing program is a prudent use of the OPG funds and will benefit the entire industry. The internet has become an extremely important marketing tool for the tourism industry and for the consumer when making their vacation plans. It is imperative that Niagara Falls tourism has a competitive and effective web presence. Yours truly, Tony Zappitelli, Director of Operations. Sheraton Fallsview Hotel & Conference Centre. 6755 FALLSVIEW BOULEVARD, NIAGARA FALLS, ONTARIO, CANADA L2G 3W7 PHONE: 905-374-1077 FAX: 905-374-6224 WEBSITE: www. faltsview.corn E-MAIL: sheraton@fallsview.com The Sheraton Fallsview Hotel & Conference Centre is independently owned by ROMZAP Ltd and operated by ROMZAP Ltd. under a license issued by Clocktower Holel Limited Partnership I . Community Services Department BDD-2006-01 The City of dl~i~ Business Development Serge Felicetti Nio,~oro Foils Ill ~.~4310 Queen Street Director ~ ' ]~Blll, P.O. Box 1023 CQrtcl~~Niagara Falls, ON L2E 6X5 .~111~~ web site: www.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-mail: sfelicetti@niagarafalls.ca January 16, 2006 Alderman Wayne Campbell, Chairperson and Members of the Corporate Services Committee City of Niagara Falls, Ontario Members: Re: BDD- 2006-01 - Ontario Power Generation Funds Tourism Marketing & Promotion Program RECOMMENDATION: Council approve the allocation of the OPG tourism funds as follows. $900,000 - $180,000 per annum for 5 years toward the development, operation and administration of a world-class tourism website for the destination. $150,000 - $30,000 per annum for 5 years toward the Niagara Falls Casino Marathon marketing and advertising program. $150,000 toward the cost of hosting a major Televison Broadcast. $50,000 towards the cost to promote and educate the public regarding the Hydro Tunnel Project. $50,000 - Contingency for promotional/marketing opportunities - as supported by Council. BACKGROUND: As pa~'t of the Hydro Tunnel Project the City of Niagara Falls negotiated and received $1.6 million to be used to actively promote and market tourism activities in Niagara Falls, throughout the five year construction period of the tunnel. Also as part of the agreement the municipality is obligated to provide information regarding the tunnel proj ecl to the public via appropriate advertising mediums such as, tourist information centres, the website etc. gYorking Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building 8, By-Law Services T1 [[- ~ - 2 - BDD-2006-01 The $1.6 million fund has been reduced by $300,000 as per Council approval on November 7, 2005 to support the continued production of the New Year's Eve broadcast by allocating $100,000 per annum for 3 years. The program outlined in this report has been shared with OPG to ensure the proposal meets the intent of the Community Impact agreement. Attached is a letter from OPG providing their endorsement of the program. The following outlines the proposed programs. Tourism Website Development Tourism stakeholders have identified the development, maintenance and operation of a world-class tourism destination website which can translate visitors to the site into retail sales as one of the most important marketing initiatives that needs to be addressed. The use of the worldwide web to promote and market tourism destinations has become an extremely important tool as illustrated by the following facts: · 88% of consumers who plan to travel use the internet to research their trips. · 50% of Canadians and 68% of Americans have purchased travel on-line. · 72% of European and 62% of Asian travelers have purchased travel on-line. · On-line travel revenues are expected to double between 2005 and 2010 to $119.1 billion comprising 46% of all sales on-line and off-line. · The travel industry accounts for 24% of all on-line advertising. The points above clearly illustrates how important the development of an engaging, informative and innovative website is a key component of the tourism marketing strategy. The site design and programming along with the expected destination marketing information will include several features and functions that will make the site a significant gateway for the destination. The site will provide the ability to develop a consumer database which can be used for special email marketing initiatives to promote special events, promotions etc. The site will also serve as a valuable resource to gather information of importance to tourism stakeholders regarding issues such as, product, service, experience, spending, duration of visit, visitor profile etc. It will also be critical to ensure the website constantly appears in the top search engines such as Google, Yahoo etc. City staff fi.om Information Systems and Business Development will work with Niagara Falls Tourism to establish a website development committee to design, develop, operate and administer the site to create the most effective site possible. A key objective of the committee will be to create a website that has the ability to generate a significant revenue stream. This is important so that in 5 years when the OPG funding ends the revenue that is generated from the site is able to cover the ongoing administration costs. - 3 - BDD-2006-01 Proposed budget $180,000 per annum for 5 years = $900,000. Niagara Falls Casino Marathon Since 1998 the Niagara Falls International Marathon has developed into a premier event experiencing a steady growth in the number of participants. The event also provides a significant economic benefit to the local tourism industry during the later part October which is traditionally slower period of the tourism season. In 2005 the event had a total of 3,758 participants many of which traveled to Niagara Falls with family and friends. The majority of the participants stayed 2 to 3 nights injecting $7.5 million into the local economy. Of the 3,758 participants approximately 1,700 were from the U.S. and international points of origin. The goal of the organizing committee is to raise the number of participants in 2006 to 4,000. The funds which are being suggested would be directed towards the marketing and promotion to attract more participants. Some of the promotion and marketing initiative are as follows: · AIMS Membership - membership with the Association of Intemational Marathons of road races has given the Niagara Falls International Marathon status with runners and race organizers all over the world. Through AIMS the Niagara Falls event will be advertised in 194 member marathons along with the distribution of race applications worldwide. · Magazine advertising in the following publications - Runners Times - Runners World USA - Runners World Germany - Masters News - Marathon's Beyond - Michigan Runner - Inside Texas Running - New England Runner - Running Journal - Distance Running - Get Out There · Race Expositions - Bay Race (Hamilton) Marathon - March - Boston Marathon - April - Cleveland Marathon - May - Vancouver Marathon - May - London Marathon (Ontario) - May - Mississauga Marathon - May - Ottawa Marathon - May I I1 ~ - 4 - BDD-2006-01 - Calgary Marathon - July - Utica Marathon - July - Quebec City Marathon - August - New York City Marathon - November · Video promotion of the Niagara Falls Marathon to be displayed at various international events worldwide. The Marathon Committee continues to partner with local tourism stakeholders to build the event as a key economic contributor to the destination during a traditionally slower period of the tourism season. Proposed budget $30,000 per annum for 5 years = $150,000 Host a Major Television Broadcast In 1996, the City of Niagara Falls played host to the extremely popular U.S. daytime talk show "LIVE". The event was the first and only remote in Canada by this top-rated morning show. A total of 2 shows were broadcast in Niagara Falls which proved to be the most successful remote in the history of the show. The remote and subsequent media coverage provided in excess of $2.5 million of media exposure. The event was made possible through the financial support of partners such as the Canadian Tourism Commission (CTC), Ontario Tourism, Casino Niagara, Niagara Parks Commission and the City of Niagara Falls. This year is the 10th anniversary of the shows visit to Niagara Falls. City staff along with support of the following partners, the CTC, NPC and Fallsview Casino Resort are working to make the return of the T.V. show to Niagara Falls a reality. The show, now in it's 18th season has established itself as a dominant fixture on national television airing in 200 markets across the U.S. The show continues to feature A-list celebrity guests and musical performances that are unrivaled on daytime television. The T.V. Show draws over 5 million viewers daily in the U.S. and 1.6 million daily in Canada. The show is still the #1 ranked daytime talk show in it's time period in 70% of the top 25 markets across the U.S. starting with New York and Los Angeles. The show continues to gain a greater share of the audience than any other daytime talk show, except Oprah. Staff has been in discussions with the shows producer to bring the show back to Niagara Falls hopefully this Spring. A series of site visits by show producers and technicians will be taking place this month with anticipation of securing confirmation for a Spring or early Summer remote. The number of shows is undecided, however the costs to host 2 to 4 shows in Niagara Falls is approximately $700,000. The advertising value is estimated to be between $3 to $4 million for the destination. The opportunity to have the show televised from Niagara this Spring would serve as an exciting launch to the 2006 summer season. Proposed budget - $150,000. - 5 - BDD-2006-01 Hydro Displays As part of the plan the municipality is obligated to promote the tunnel project through various means such as key information centres. Staffhas been in discussion with the Niagara Parks Commission to establish an information display regarding the hydro tunnel project at the Table Rock (Journey Behind the Falls) Information Centre. Table Rock is one of the most visited locations in the Region attracting over 7 million visitors annually. Information Centre staffwill need to be properly briefed in order to discuss the project to the traveling public. Other locations are also being investigated. The hydro tunnel project will also be promoted on the new tourism website as well as the City of Niagara Falls website. Proposed budget - $10,000 per annum for 5 years = $ 50,000. Council's approval of the proposed OPG marketing and promotion program would be appreciated. Recommended by: Respectfully submitted: DirectoFrel2~e;ui siness Development 6," C°h~e f~adCmD~satlrda t i v e O ffi c e r SF/Iw OflTARIOPOWER GE ERATIOI9 Niagara Plant Group 14000 Niagara Parkway, Niagara-On-The-Lake, Ontado LOS 1J0 Tel.: 905-357-6932 Fax: 905-374-5465 January 16, 2006 Mr. Serge Felicetti Director of Business Development City of Niagara Falls 4310 Queen Street Niagara Falls, Ontario L2E 6X5 Dear Serge: Community Impact Marketin,q Plan Thank you for sharing the proposed tourism marketing and advertising program to be funded by the OPG funds as outlined in the Niagara Tunnel Community Impact Agreement. The program you have outlined meets with the criteria and intent that was established in the agreement. Each of the initiatives outlined is aimed at providing the most positive exposure and I anticipate attempts to provide positive economic benefits to the tourism industry, I'm delighted to see the plans to utilize the information centre at Table Rock and possibly other locations to share with and educate the public on the Hydro Tunnel project. The use of the internet provides another excellent vehicle to showcase the project. Where possible throughout the various advertising programs it would be appreciated if OPG could be recognized as a partner in the programs you have outlined. Best wishes for the successful implementation and execution of the advertising and marketing program. Sincerely, David Heath Niagara Plant Group Manager Ontario Power Generation Inc. DH:sm